What is humour in the workplace?

Most definitions of humour revolve around the quality of being amusing and an ability to appreciate the comic. Yura and Walsh have stated that humour is not just an attractive trait but an essential human need-a need that must be satisfied in order to survive.^[1] Humour is comprised of three components-wit, mirth and laughter. Wit is the cognitive experience, mirth the emotional experience and laughter the physiological experience. Laughter is often equated with humour, but of course you do not have to laugh to experience humour.^[2]

Indeed, the term ‘humour in the workplace' has matured into somewhat of an umbrella concept. It has moved beyond jokes, riddles, gags, kidding, clowning, mimicking, smiles and laughter to become something far more. Humour now encompasses anything that positively enhances wellbeing, such as gestures, music, rituals and recognition. Dr Stephen Lundin, co-author of the best-selling FISH series, reinforces this understanding by referring to a ‘light-heartedness of spirit' rather than an a need to be a comedian.^[3]

Four concepts that underpin humour in the workplace have emerged recently:

• Humour is acceptable. There has been a thawing of attitudes towards the place and legitimacy of humour at work with a move away from the assumption that, if employees are having a good time and laughing, they are somehow ‘slacking off'. There is simply no evidence to suggest that learning to lighten up reduces employee interest in working.^[4] You can be a serious professional without being a solemn one. Dr Joel Goodman draws an important distinction between behaviours that are childlike and those that are childish.^[5] Whereas childish behaviour can interfere with productivity in the workplace, childlike behaviour can lead to more creative thoughts and actions.

• Comfort levels vary. It is now recognised that most employees enjoy humour and want to be part of the fun, but that some strongly prefer to observe rather than to lead or even participate in structured or imposed activities. An individual may be thoroughly enjoying himself or herself while simply observing or saying little. No-one can be forced into enjoying anything and a respect for all employees and their point of comfort is essential.

• Humour requires resourcing for the foreseeable future. It is now appreciated that businesses that are serious about creating a culture where humour is encouraged and valued must resource that decision with dollars. The allocation of a distinct budget to support humour ensures that initiatives and activities will not stall or wither while funds are redirected, perhaps grudgingly, from other budget areas. The budgetary allocation needs to reflect the resource base of the organisation. However, what is important is that funds are flagged for humour and that this occurs not for one budgetary period, but for the foreseeable future.

• Humour can't be programmed. A clear understanding has emerged that humour in the workplace is not a ‘program'. Those who attempt to mandate a ‘humour program' will only end up impairing the effectiveness of any light-heartedness that does exist. Herb Kelleher, Vice-President of Southwest Airlines, a company known for its spirited workplace, has said that he would never tell his employees how to be humorous in the workplace. However, he is more than happy to say, ‘feel free to be that way'.^[6]