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This Month's HeadlinesClick on any Headline to go to the full story. From Jim and CharlieThis is our personal note welcoming you to the June 2006 issue of Future of Work Agenda and setting our theme for the month. This month we seem to be focused on innovation and change – in organizations, in business processes, in workspace design, and in regional economies. AnnouncementsJim will be a featured panel member at the Collaborative Technologies Conference in Boston this month. And, as always, we're seeking new members for Future of Work Feature Article: The Spiritual Dimension Of Organizational ChangeFour business people were sitting around a gracious dinner table discussing how to design work environments of the future that will offer people an opportunity to better balance work activity and the rest of their lives. All of a sudden, and unexpectedly, the conversation turned to spirituality in the workplace. . . . Reader ResponseThis month we are pleased to share a very intriguing perspective sent to us by our friend Annika Schriefer in response to our May rant, Workplace Design Matters! Annika takes the discussion to a whole new level with her insights about the positive feedback loops and causal connections in the workplace experience. The WDC BookshelfThis new section will appear occasionally as we come across new books, websites, and articles that we want to call your attention to. We'll offer a brief (very brief) overview of each item we recommend, along with a link to someplace where you can find out more about it, and download or order it if you wish. Best of the BlogThis section provides you with brief summaries of several recent notes we've already posted on the Future of Work weblog. In each case we also include a live link to the original post on the blog. And we encourage you to become a regular reader of the blog, where we are posting notes, case studies, and links to other important websites almost every day. In Our Humble Opinion: Wired For InnovationWe end each issue of Future of Work Agenda with a personal perspective – our chance to comment on issues and developments in the world of work that we find important and interesting. This is our "editorial" page, where we enjoy offering our opinions and predictions about what's happening (or should be happening) in the world of work and beyond. |
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From Jim and CharlieWith all the recent hoopla about The DaVinci Code and the search for the Holy Grail, we're reverting to ancient history to pay homage to Monty Python and the Search for the Holy Grail instead. This month's newsletter should really be called "and now for something completely different." Well, not completely different, but you'll see some changes from our "normal" pattern (but then when have we ever been accused of being "normal"?). The most obvious change is that we've added a new section that will appear in the newsletter periodically from now on: The WDC Bookshelf. Some of you may recall that we used to write an extended book review each month. That got to be a bit too much, and we got plenty of feedback that our reviews weren't all that useful. So we dropped the section. But we haven't stopped reading. So we've decided to revisit the book review idea, but do it differently. We're now going to do "mini-reviews" of just a paragraph or two, along with occasional references to more serious reviews in other publications for books that deserve your serious attention. We'll also include articles, online web sites, and other cool sources of information that we believe you should be paying attention to. We hope you'll like the format, and we welcome your suggestions for books and other resources to include in our bookshelf (and we'll give full credit to you for the input). For our second Big Difference, we don't have a jointly-authored lead article this month. Instead, Charlie's gone solo with "The Spiritual Dimension of Organizational Change." It's not that Jim isn't interested in the topic; it's just that Charlie has some particular – and personal – insights and ideas that we wanted to share with you unadulterated and undiluted. Jim's been doing some musings of his own on workplace design that we'll share with you in the next month or so. Thirdly, you won't find our typical rant this month. Even we got just a little tired of our whining and arm-waving, so this time In Our Humble Opinion is actually a rave called "Wired for Innovation." But don't worry – we'll back with more rants in the future. There's sooo much stuff going on out there to rant about. Actually, there's a very good reason for us to rave; we've discovered a Department of Labor program that is actively addressing the challenge of transforming regional economies from the Industrial Age to the Information Age in a very serious and compelling way. And we're fortunate enough to have been included in the project that will be focusing on seven counties in western Michigan. We'll report to you on that project as it unfolds over the next years. And as always, of course, we're pleased to bring you our regular Announcements and Best of the Blog sections. We continue to believe that you'll find ideas and information here that you just can't get anywhere else. So, on to the rest of the newsletter. Enjoy! And please let us know what you think.
AnnouncementsJim Ware to speak at Collaborative Technologies ConferenceJim will be participating in two panel discussions at the upcoming Collaborative Technologies Conference being held in Boston, Massachusetts, June 19-22. Jim's first panel, which is being moderated by Stowe Boyd (Managing Director, A Working Model), is titled "Generational Shifts: Brain Drain and Youth Culture." The second session is called "An Introduction to Virtual Work" and will be presented jointly by Jim and David Coleman, Managing Director of Collaborative Strategies. Future of Work Continues to Seek New MembersFuture of Work offers several levels of membership that depend on your status and needs: Individual and Small Business, Corporate, and Implementation Partners. We also offer special discounts to nonprofit, educational, and public sector organizations. These membership programs are described in more detail on the Future of Work website, or feel free to contact us directly for more information about fees and benefits. All Future of Work members are now listed on the Future of Work website, in the About Us/Members section. We encourage all our readers to consider joining the community. Please visit our website and apply for membership today.
Feature Article: The Spiritual Dimension Of Organizational Changeby Charlie Grantham "You've got to be careful if you don't know where you are going, because you might not get there" – Yogi Berra The BackstoryFour business people were sitting around a gracious dinner table discussing how to design work environments of the future that will offer people an opportunity to better balance work activity and the rest of their lives. All of a sudden, and unexpectedly, the conversation turned to spirituality in the workplace. Serendipity (i.e., "to make discoveries, by accident and sagacity, of things not in quest of") had struck again. So here we have a Roman Catholic, an evangelic cal, an agnostic, and a Buddhist all talking about the same thing. This deserves attention. The PlotIt goes without saying that the world of work is changing very quickly these days. The on-rush of technology, globalization of markets, emerging new models of business, and some of the most dramatic changes in demographics in decades have all combined to form the perfect storm for organizational change. Loss of connection, meaning, place, and identity are the headlines in our lives. The pace of change right now is perhaps more dramatic than humans have seen in 500 years or more. Those of you who have followed our work over the past few years have heard this chant before. We've frequently cited Peter Drucker's predictions of the demise of large formal corporations (Will the Corporation Survive?" (The Economist, November 1, 2001), Strauss and Howe's prognostications of the "Fourth Turning" (http://www.fourthturning.com/), and countless others who see radical, significant changes in both the processes and structures of how we organize our lives to work, play, learn, and commune. An awakening seems to be occurring. The AntagonistsAt the same time, the professions we would think would be gearing up to help with the birth of these new social forms seem to be strangely quiet. For example, we noticed recently that one preeminent human resources management professional association hasn't had a seminar or discussion session on the "future of work" for at least three years. Others who are focused almost exclusively on change management appear to be stuck somewhere in the psychology of 1968 T-groups (call me if you are too young to remember T-groups). But these observations are not meant to malign those groups of professionals, but to point to the fact that something is missing. And we obviously have an idea about what that missing ingredient is. But first let's step back and look at what organizational change is all about and why it's so important. The ProtagonistChange upsets people. It upsets them for a number of reasons. But at the heart of it change does three psychological things:
Industrial society has focused us on answering a fundamental metaphysical question (Who am I?) in terms of our relationship to our livelihood. The classical social theorists like Weber, Marx, and Durkhiem have explained these dynamics quite adequately. But the point is that individuals have linked their identity to their job title, the company they work for, and – perhaps in the past 20 years – to their profession. Who they are is what they do! And this identity issue runs counter to human nature; more about that in a minute. Again, our status today is largely determined by the work we do and, more to the point, by the money we make doing that work. The symbols of status are everywhere. Some lust after the salary so they can possess the symbols. In today's world that means SUV's, McMansions, gated communities, boats, and now even "toy haulers" to carry everything around in. Our perception of self worth is tied inexplicitly to our possessions, which generally emanate from our employment. People know us by our trappings. Power is one's ability to influence or control the behavior of others. Whereas power is somewhat correlated with status is a distinct psychological dimension. An excess or deficit of power has been shown to have very visible effects on our mental states, attitudes, and behaviors. Our purpose comes into question – usually in a time of organizational change people perceive their power to be diminished, and that sense of loss is seen as caused by some external force that results in outward expressions of hostility and diffuse anxiety (see http://www.thefutureofwork.net/what_book.html for more a more detailed source of this idea). We believe one of the major reasons that orchestrating successful organizational change is so difficult is that most practitioners approach the problem from a perspective of psychological acceptance, or, worst yet, rational economic behavior. What's missing is attention to the spiritual dimension of our lives. Homo Sapiens are the descendants of tribal animals who evolved in a rich symbolic environment. We are after all, human Beings, not human Doings. And being is the providence of spirituality. We are convinced that change will only be successful when the human spiritual dimension is acknowledged and dealt with (see Matthew Fox, The Reinvention of Work, and Fox's own web site, for more on this important perspective). We are not human beings having a spiritual experience. We are spiritual beings having a human experience. – Tielhard de Chardin The ReconciliationThat being the case, then, what can be done to interject a spiritual dimension, say even a practice, into organizational change activities? We suggest taking a good look at The Diamond Cutter : The Buddha on Managing Your Business and Your Life, by Geshe Michael Roach, (available at Amazon.com). The spiritual dimension is especially important when it is occurring in the context of other failing social institutions from which we have traditionally brought meaning to our lives, such as political, educational, and religious structures. We're talking here of the spiritual, not the religious dimension of our lives, although the two are often confused. Spirituality (in our sense) is more about the personal search for answers and understanding; religion is more of a socially organized effort, or praxis, towards the same end. We believe that within the context of organizational change and its impact on the individual there should be a more personal approach: a spiritual one. Let's start with the basics. Identity. Herein lies a glimmer of hope. Younger generations of workers, and those who have been displaced from the industrial workforce, don't depend on work relationships for identity as much as many other more traditional groups. But nonetheless, it's an issue that must be dealt with in the process of change. We'll save the choice of method for another time, be it training, counseling, mentoring, or whatever. The point here is the outcome of people finding the answer to "Who am I?" coming from somewhere other than their employment. It's a choice we get to make individually, not something thrust upon us from the outside. We get to create our own reality (see Peter Berger and Thomas Luckman, The Social Construction of Reality : A Treatise in the Sociology of Knowledge, 1966). We believe the answer lies in a process of self-discovery, guided by a new social network made up of persons from other (non-employment) aspects of our lives such as the community, church, family, and professional associates. My recommendation is to consciously re-construct your network with the purpose being to discover your true essence, your spirit. Status. Giving up the big house, car(s) and boat can be tough. The essence again lies in a change in perspective. If you are outwardly focused (status determined by others) your perception of self-worth comes from others and you internalize their perspectives. But if your focus on self worth comes from introspection, something changes. You become who you define yourself as. Eastern spiritual traditions place an emphasis on work as service. No matter how menial or lofty, work can (should) become "right livelihood" in Buddhist terms. If you do what gives you, and consequentially others, joy, clinging to status will disappear as the apparition it truly is. Once you make a decision, the universe conspires to make it happen. – Ralph Waldo Emerson Power is about purpose. People seek power who are confused about their purpose in the world. People cling to power who are afraid they have no purpose. It may be that this is the core issue facing the increasing irrelevance of modern corporations. Obscene profits, reckless lack of regard to the environment, and abuse of power are hallmarks of toxic work environments. So, how do you help people discover their true purpose in the midst of turbulent times? The first step in the process is recognize that all organizational change is really about personal change and growth. When a large number of people engage in this process at the same time, organizations change. There are, however, significant personal and individual barriers that have to be overcome. There is fear of change, uncertainty about the outcome, and self-doubt about being able to "do it." We have to realize that this fear, uncertainty, and doubt exist and confront it explicitly, not ignore it or dismiss its importance to people. I think it takes extreme personal courage to confront a lifetime of purposelessness. An awakening is required. Each religious tradition has its own answer to this question. But they all come back to a point that the highest purpose for humans is to serve a goal larger than oneself. If this higher purpose is lacking in your "work," your soul is lost. Getting clear on purpose and how to serve that purpose is required to navigate these roiling rapids in the river of change. But take heart, there are many paths to enlightenment. There is an ancient Buddhist koan that goes something like this: Student: Master, what should one do before enlightenment? Master: Chop wood, carry water. Student: Master, what should one do after enlightenment? Master: Chop wood, carry water. Fade to BlackIn conclusion then, I believe there is something lacking in most efforts towards facilitating organizational change. And we observe that organizational change is occurring with increased rapidity and impact. The missing, critical, ingredient is the spiritual dimension of human change, or evolution. There are many pathways toward enlightenment, each guided by a different tradition – and they are all correct. We see a loss of identity that can be dealt with by consciously focusing on defining who we are with the help of a re-constructed social network outside of our work. We see a change in status that can be dealt with by an introspective approach to assessing self-worth. We see a letting-loose of power that can be dealt with by seeking a purpose greater than oneself. We won't be so bold as to suggest specific ways for specific people to attain these lofty goals. There is a myriad of traditions, creeds, and beliefs. We simply encourage you to build your own theology in times of change. In the coming months we will address the additional idea of how community, in its truest sense, can help in this transition. Author's Note: Kind thanks to my spiritual guides for their observations and comments: Rex Miller; Terry Musch; and Barry Tuchfeld. Please direct your comments and questions to comments@thefutureofwork.net. We'd love to publish your reactions and suggestions.
Reader ResponseThis month we are pleased to share a very intriguing perspective sent to us by our friend Annika Schriefer in response to our May rant, Workplace Design Matters! Annika takes the discussion to a whole new level with her insights about the positive feedback loops and causal connections in the workplace experience. From Annika Schriefer (www.artofthefuture.com):If the Holy Grail of workplace design is "The causal connection between workplace design and organizational financial performance," I'd like to share a causal analysis of that connection that I created for an article published in the Journal of Corporate Real Estate [Vol. 7 No. 3, 2005] titled "Workplace strategy: What it is and why you should care."
This diagram shows that a properly designed and implemented workplace strategy that aligns work processes and tools with the work environment has a significant impact on the ability of workers to quickly, seamlessly, and effectively share knowledge. Shared knowledge generates more knowledge, leading to more innovation and providing more knowledge to share. It also enhances the quality of products and decisions. It improves productivity, efficiency and speed to market. Innovation, quality and speed translate directly to business results and profits. The full text of this article is available at: http://www.artofthefuture.com/JCRE2.html#_edn2
The WDC BookshelfThis new section will appear occasionally as we come across new books, websites, and articles that we want to call your attention to. We'll offer a brief (very brief) overview of each item we recommend, along with a link to someplace where you can find out more about it, and download or order it if you wish (book links will be to Amazon.com. We have no formal relationship with Amazon.com and receive no income from referrals; we simply offer the link as an information source). Each item mentioned is something that we're reading and we think you should too. Revolutionary Wealthby Alvin and Heidi Toffler (Knopf, 2006) Just published, this new look at the "new economy" by the country's foremost futurists is stimulating, provocative, and important. But only if you want to understand how profoundly the creation and management of wealth has been changed by our transition to an information- and innovation-based economy. The Reinvention of Work: A New Vision of Livelihood for Our Timeby Matthew Fox (Harper Collins 1994). Although a bit dated this is a worthy read. Fox, a theologian, points to the coming fundamental shift in how we work, highlighting the individual spiritual benefits we obtain from a "right livelihood." Here's a classic quote from Fox: "Just as religion depends on theology for an ideological support system, so business depends - often uncritically - on the economic ideology which underpins it. Business is a practical application, a praxis, of an economic theory. As that theory undergoes transformation, so too will business." And, we would add, so too will the nature of work. Navigating the Badlandsby Mary O'Hara Devereux (Jossey-Bass, 2004) This book is a wonderful look at the major developments driving uncertainty and creating "badlands" that we have to get through - globalization, an aging world population, new enabling technologies, transnational business networks, the rise of women in business, and more. It has the double strength of being well-researched and highly readable at the same time. A must-read for anyone concerned with organizational survival over the next decade and beyond. Workforce Crisis: How to Beat the Coming Shortage of Skills and Talentby Ken Dychtwald, Tammy Erickson, and Bob Morrison (Harvard Business School Press, 2006). Ken Dychtwald is without a doubt the premier expert on the social, cultural, and business impacts of the aging of America. In this important book he has teamed up with two other very smart people to trace the specific workforce challenges facing senior managers today. Managing people today means dealing with a multigenerational workforce - and the differences among aging boomers, forty-somethings, and Gen-X'ers and Y'ers are profound. And those differences matter, in ways you've probably never thought about.
Best of the BlogHere's a small sampling of excerpts/lead-ins from our recent weblog posts. Please get in the habit of reading the Future of Work weblog regularly - bookmark it, or if you have an RSS news reader, subscribe to it. And please contribute as well. We're more than happy to reprint your stories, or to consider featuring you as a Guest Writer. We believe we're creating a unique knowledge base of what's going on out there today, and what's going to be going on tomorrow. If you want to learn about the future of work, our blog is the place to go (along with this very newsletter, of course). Just click on each headline below to visit the full original blog post. Making Distributed Work Work (May 4)The May 2006 issue of HR Magazine, published by SHRM (Society of Human Resource Management) has a great article on distributed work and what it takes for an organization to make this "new" way of working productive for both staff and managers. Yet Another Story on Gas Prices and Telecommuting (May 5)We all know there have been thousands of inches of newsprint and blog rants over the past month or so about the explosive rise in gasoline prices. A few of the stories have actually referred to telecommuting and home-based work as part of the solution. Here's one that does just that – and actually quotes Charlie Grantham and me: "Firms strive to help workers cope with high gas prices" (from the Kansas City Star on April 26). "Bad" Competitors (May 9)I just came across a really intriguing column by Tom Foremski in the May 8 post on his Silicon Valley Watcher blog. It's called "The rise of the bad competitor . . . Craigslist et al" but it really touches on what the Internet and related new business models are doing to the traditional (very traditional!) newspaper industry. . . . Flex Retirement (May 17)Where have you heard this idea before? TURNING 65, collecting a gold watch and hitting the golf course may be the classic picture of retirement. But another model seems to be gaining acceptance, particularly among people now at or approaching retirement age. Call it flex-retirement. It involves reduced, but continuing, work – combined with a cultivation of leisure activities – sometimes beginning well before 65, and extending long past it. Those are the opening two paragraphs of a story that appeared in the New York Times on May 14. . . My Brain Hurts - But It's a Good Hurt (May 18)I had the distinct privilege – and pleasure – of having dinner last night with Alvin Toffler and a dozen other very smart people from the Bay Area. And as a result my head hurts, but only because it's overflowing with stimulating and provocative ideas. The dinner was convened by Future of Work in collaboration with Toffler Associates as a small celebration of the publication of Alvin and Heidi Toffler's new book, Revolutionary Wealth . . .
In Our Humble Opinion: Wired For InnovationCommentary by Charlie Grantham and Jim Ware We're changing our tune this month; we aren't going to rant at all. We hope this will be a refreshing change for you, our loyal readers. We've actually found something to rave about instead of our constant carping and whining. So we've sent the usual cast of characters off on a short sabbatical while we bring you something completely new and different. Credit of course, to Monty Python and the gang. In recent months we've ranted on and on about education, economic development, corporate idiocy, and a general sense of creeping apathy out there in the US of A. Not that any of that has gone away. There's no need to be concerned that we've been subjected to a lobotomy and lost all that healthy cynicism and irreverence that usually fills these pages. Have no fear: that too shall return. But for the moment we've found something that actually may work to significantly mitigate much of what we so often doth protest. We've discovered that the Federal Guv'ment has actually put some money where our mouth has been. (that may give rise to an interesting image; please suppress all laughter). The U.S. Department of Labor has embarked on a program to bring some improvement, and sanity, to at least thirteen communities across the United States. Does this sound at all familiar? "Although global competition is typically seen as a national challenge, the front lines of the battlefield are regional - where companies, workers, researchers, entrepreneurs and governments come together to create a competitive advantage in the global economy. That advantage stems from the prosperity-creating power of innovation - the ability to transform new ideas and new knowledge into advanced, high-quality products or services." Whoa! Companies, workers, researchers, entrepreneurs and governments actually working together to build social capital, profits, and a better quality of life! (Here it comes) In Our Humble Opinion, that "radical" idea is worth a doff of the ol' chapeau and a real genuine holler of praise. That statement is straight out of the Department of Labor, Employment, and Training Administration's request for proposals for a new initiative called the "Workforce Innovation in Regional Economic Development Program." For you acronym fanatics that would be the USDOL-ETA, WIRED program. Please see http://www.doleta.gov/pdf/WIRED%20Fact%20Sheet.pdf for all the mind-numbing (but important) detail. Let's start with the "where." Thirteen economically impacted regions in the United States have been selected for DOL development grants covering a three-year period. That's about $195 million buck-a-roonies being put onto the street in the good faith that it will drive economic growth and innovation. And the winners are (envelope please): Coastal Maine – 11 counties including Augusta, Bangor, & Brunswick Now this list doesn't include all the areas we keep harping about. But it's one heck of a start. So what's it all about? In a nutshell, WIRED is a program designed to get a number of experiments going that will be focused on how to bring all the relevant community actors together to solve a regional economic development problem. And what's the problem all that moola is supposed to help solve? In a single sentence, it's "What does a community need to do to compete effectively in a global, internet-based, knowledge economy?" That's a tall order, but it's clearly one that we (here at WDC) have targeted as absolutely the key to the future of work. Are you beginning to see why we're raving about this thing? Somebody is finally doing something serious!!! In the interests of full disclosure you need to know that the WDC team will be involved in the Western Michigan WIRED project that will be exploring what labor force characteristics and work environments are needed to support this new economy idea. We'll keep you posted, of course (were you ever worried that we'd keep it a secret?). Okay, okay, just how is this supposed to work? As we have drummed into your heads, dear hearts, innovation and creativity will be the key economic drivers of change in the next few decades. Yeah, so what? Innovation is more than a bunch of new products coming to market, although we are hardly bad-mouthing that noble goal. We got this statement from IBM: "At its core, the nature of innovation is changing. It's global, multi-disciplinary, and collaborative," according to IBM Senior Vice-President Ginni Rometty. That comes from a recent article in Business Week. Business Week (March 24, 2006, pp.63-76) looked at the top innovative companies worldwide and found that fourteen of the top 25 really were focused on innovating their business operating models, while thirteen were noted for their business process innovation. So innovation is a whole lot more than just new products. And to borrow a phrase, it takes a village to innovate at that level because it's more than one person – it's a whole network of relationships. Whereas creativity is largely an individual thing, innovation is an organizational process. And that's what workforce innovation is really about. So you see, U.S. communities need to promote innovation if they want to remain competitive in today's world. And the challenge only gets more severe in terms of demanding innovation from people. Actually, innovative people demand (and really expect) high-quality-of-life, stimulating environments and great places to live. Okay, so here goes. The thirteen regional areas singled out for the WIRED project were selected because they're currently hurting. They have all suffered from corporate shutdowns, jobs being outsourced and sent offshore, and loss of hope. These thirteen projects are all designed to find out what sorts of initiatives and fundamental shifts will restore that sense of hope and create high-paying information-age jobs, organizations that build social capital, and (guess what Horace?) great places to live!! Look to this comprehensive development approach to be the next wave of "outsourcing." Instead of work (and the related employment) being shipped to India or West Stupidstan, why can't it be shipped to one of those thirteen communities (and others like them, of course)? Yep, that's exactly what we think is going to happen as these regional cluster economies build up their technology base and educational institutions and then figure out how to market themselves worldwide. Jim recently posted a very cool blog entry on this very idea. Go read "Billions and Billions of Points of Power" for some more thoughts on the future of the economy at large. We expect to see the WIRED project generating as much innovation in how to solve economic development problems as we'll see it helping specific individual businesses. We also anticipate gathering some great learnings about innovative work practices from the companies that operate in these communities. And we expect to see amazing innovation on the part of public officials as they learn to think differently and finally begin working together with local businesses, education institutions, and economic and commercial developers for a higher common good – creating compelling working and living environments. So that's our rave for this month. Something good happening, something for you to watch. And boy, howdy, it's about time. And here comes the editor guy so we'll sign off. But if you want to know more, give us a call. We'll reach out and get you in touch with the right folks in these areas so you can learn more about what's happening – and, heck, maybe even get involved. Please direct your comments to comments@thefutureofwork.net. We'd love to publish your reactions and suggestions. And thanks for listening. This issue of Future of Work Agenda was produced by Jim Ware and Charlie Grantham of the Work Design Collaborative. We encourage your comments, suggestions, and submission of materials for possible future publication. Please contact us at: Charlie Grantham, charlie@thefutureofwork.net, +1 928 771 9138 To subscribe to Future of Work Agenda, register on our web site. Please pass this newsletter on to other interested individuals and encourage them to subscribe as well. The newsletter is free, and will remain free as long as possible. To end your subscription, send a message to newsletter@thefutureofwork.net and write Unsubscribe in the Subject line. For republication rights, contact Jim Ware at jim@thefutureofwork.net.
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