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Work Should Fit People
This week, we launched the Humanizing Work Show. In episode 1, we summarize what we mean by Humanizing Work and where the phrase came from.
Humanizing Work is about shaping work to fit people. When people thrive at work, teams and organizations thrive.
Humanizing Work has four key themes:
- Creativity — people need to exercise autonomy,
Limit Engagement, Limit Success – Scientific Management Problems
We require environments where people can provide input and ideas. If we limit engagement, we limit success. We still have organizations who either believe or act like they believe some types of workers are “stupid.” This idea dates back to the ideas surrounding Scientific Management, Fredrick Taylor, and Henry Ford. The concept of the stupid or
This Cognitive Bias kills our ability to thrive in complexity
Does this sound familiar?
I was a Program Manager for over a decade, during which time I must have facilitated dozens of “project post-mortems”, a term that always bothered me, since in none of those projects had anyone died. One of the key “Lessons Learned” from nearly every post-mortem I facilitated was some variation on
Scrum as an agent of culture change
Peter Drucker invented most modern management practices. He was an in-demand coach to hundreds of top leaders in the world’s largest organizations. When he suggested that “culture eats strategy for breakfast” to Dick Clark, he wasn’t actually promoting an either/or mindset. He was pointing out that the amount of time most executives spent working on strategy paled in comparison to
Scrum as an agent of culture change part 2
In part one of this series, we defined culture. We also described why it is both critical and hard to work on. Finally, we left you with a teaser that there is a pretty good pattern we’ve seen for how to kind of hack your culture for the