To Pee or Not to Pee? The Infamous Case of Jim Bean’s Bathroom Policy through the lenses of Critical Theory & Systems Theory

Most of us have had to hold our bladder at some point whether waiting in line for a public restroom, on a long car ride, having an ultrasound, etc. Do you remember how uncomfortable it felt?  Now, imagine what it would feel like to hold your bladder every day. Some of Jim Beam’s frontline employees didn’t have to imagine what it would feel like because they lived it after the plant managers passed a strict bathroom break policy.

                                                                                                                                                               

A lot of us already know the case, however, here is a brief recap: In late 2001, managers at one of Jim Bean’s Kentucky plants implemented a new policy which limited production line workers to only three bathroom breaks per shift, unless they provided a medical wavier (Jim Beam’s Sour Bathroom Break Policy, n.d.).

Mangers disciplined workers for taking extra bathroom breaks, and after six violations, workers were terminated. In fear of disciplinary action, some workers held their bladder, wore adult diapers, and even soiled themselves (Jim Beam’s Sour Bathroom Break Policy, n.d.).

The Critical Approach

The critical approach is based on oppression, imbalance, power, control, resistance, and liberation (System and critical approaches to organizational communication, n.d.).

Under the critical theory, organizations in a capitalist society oppress their employees through hierarchy which in turn promotes an imbalance of power between management and employees, and liberation comes when employees resist and free themselves from dominate restraints.

Jim Beam’s managers asserted power over their employees by implementing a stricter bathroom policy to re-establish dominance and to regain control over employee’s bathroom breaks to increase production.

Managers did not openly communicate with their employees about the reasoning behind the new bathroom policy. Also, management did not follow the new bathroom break rules. This created a negative work culture and further created an imbalance of power between management and employees.

Employees resisted the policy by calling in sick, obtaining medical waivers, and getting their union representative involved. Through the help of their union representatives, the case reached the Kentucky Labor Cabinet and the public got wind of the policy. After receiving public backlash for the policy, Jim Beam retracted their bathroom policy.  Because the employees resisted were liberated. 

The Systems Approach

The systems theory looks at an organization as a system (System and critical approaches to organizational communication, n.d.). Each organization is comprised of multiple parts including employees, departments, resources, materials, products, services, etc. that are interdependent. 

For example, Jim Beam’s organization is dependent on their employees to produce bourbon and provide services (distillery tours, tastings, etc.) whereas, employees rely on Jim Bean for employment, paychecks, health benefits, etc. Also, distillery employees depend on management to order corn, rye, barely malt, etc. to make the bourbon. The bottling and shipping department rely on the distillery department to provide the bourbon and management to supply bottles, lids, boxes, etc. The point is, every part of an organization is mutually reliant on each other.

So, how does interdependence become weak? What happens when it does? Interdependence becomes weak when a part or parts become isolated from the rest of the system (System and critical approaches to organizational communication, n.d.). This, in turn, causes a part or parts to fail, which can lead to a total system failure. Jim Beam managers closed the system of communication to employees when they did not explain why the new bathroom policy was being implemented, ask for input, or listen to feedback. Also, managers took as many bathroom breaks as they needed but forced employees to abide by the degrading, embarrassing, and demoralizing policy. Employees felt isolated from the mangers and the organization. Isolation then led to entropy. When employees acted against Jim Beam, employee productivity declined because they were more focused on fighting the bathroom policy.

If Jim Beams management would have openly communicated with their employees, they could have likely achieved their goals and avoided disgruntled employees, legal repercussions, and negative press. Below is a systems concept map of Jim Beam’s organization when their system is open. Below is a systems concept map of Jim Beam’s organization when their system is open and functioning the way it should be.

System theory can be applied to a variety of organizations. Two more real-world examples include restaurants and the movie industry. In restaurants, input would include employees (labor), food, condiments, alcohol, garnishes, etc., ovens, stoves, pots & pans, dishes, utensils, sinks, dishwasher, refrigerator, money invested into the restaurant, etc. Throughputs is the process of making the food, the process of marketing the restaurant, menu item, or a special promotion, the process of selling the food, and the process of making restaurant rules and regulations. Outputs are the food that’s served, the cocktails that are created, private dining at the chef’s table, private reservations, etc.  In the movie industry some inputs are actors, producers, writers, crew, make-up artists, cameras, props, money invested into the movie, etc. Some throughputs include the process of playing a character, writing and revising the script, filming a scene, editing a scene, distributing the film, marketing the film, etc. Outputs include, the finished movie, movie released in movie theaters & on dvd, private screenings, etc.                                  

References

Jim Beam's sour bathroom break policy. (n.d.). Retrieved from https://moodle.drury.edu/pluginfile.php/915610/mod_resource/content/1/Case%20study%20week%203.pdf

System and critical approaches to organizational communication. (n.d.). Retrieved from https://moodle.drury.edu/pluginfile.php/915609/mod_resource/content/1/System%20and%20critical%20approaches%20to%20organizational%20communication.pdf