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Work Ethos, Purpose, and Productivity
 

Work Ethos, Purpose, and Productivity

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Enterprise 2.0 Summit 2013 presentation on Work Ethos and Purpose, as what comes next, after Expertise, and Collaboration. We need the systems to help organizations understand each person's purpose, ...

Enterprise 2.0 Summit 2013 presentation on Work Ethos and Purpose, as what comes next, after Expertise, and Collaboration. We need the systems to help organizations understand each person's purpose, if we really want to engage employees and gain productivity

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  • Scott, I think the authoritarian move they made is a special circumstance: they were too vague, and people simply did not work with each other very well (or at all) for some degree of shared purpose. Forcing them into the office is an austerity strategy that can't be held for long. Eventually, as they see common ground, they may find it less a need to be all in the same place.
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  • I think leadership that can seek out to both encourage individual purpose but also bring them together into a shared purpose will find new ways to gain productivity. This is not just a management directive but also one for employees to seek each other's purpose out and see how to build common ground and shared purpose. Individual efforts only go so far, but together in small scale and common purpose they can get much further. This challenges the notion of doing things at large scale all the time; the larger the scale the less the individual (productivity-driving) purpose as we try to reach the lowest common denominator of needs. So, the challenge is to find ways to get away from always focusing on Large and very large scale of effort. Concentrate on small and very similar shared context.
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  • Nice presentation, and I'd love to hear the audio that goes with it. Interesting to consider with some of the stirring around Marissa Mayer's directive that everyone go back to the office at Yahoo. Without a deep consideration of the ideas in your presentation, I would think such authoritarian moves will fail to generate any long term positives.
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  • Thank you folks. I will try to get the audio of the session also up sometime which really explains it much better than the visuals alone.
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  • Hi Rawn, I agree with the comment of Gordon. It expresses my views aand I am in full agreement with this comment. Interestingly, I published a presentation almost 3 days ago 'Fractal thoughts on Management' here on SS and I highlight the need to have a clear purpose. Great work.
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  • I’m going to talk about the past, present andfuture of work. What we have in place, what we are still improving, and in particular what is looming ahead of us yet to address.At its heart, this talk is about why we work and how we approach our work.
  • WHAT HAPPENED to the Work EthosWhat happened to the multi-disciplinary man of the Renaissance What happened to the inventors who would keep trying to work on a problem thousands of times over and again until they figure it out?What is behind that drive, that attitude that helped to turn a small fishing port into Modern-day Singapore?We know it as the drive, the passion, the commitment, that sense of purpose that helped people to achieve such greatness.Work Ethos - Characteristicsand Attitudes that a person considers of importance and merit to theirwork Work ethos is part of the secret to greatness. In Greek, ethikos and ethos are very different meanings, but unfortunately in English it has become one word. So I use the word EthosThis isn’t the same as ethics – which is used to describe how we make moral decisions. Those with a strong work ethic place a positive value on doing the job well. They consider it as having intrinsic value of its own.============ADD: Driving High performance…
  • As a concept, we accept the need for Learning, Skills and Expertise quite extensively. We have many approaches to them but the systems to develop, detect, and apply skill and learning have been in place for quite a while. In software, we have employee records, knowledge and expertise management systems. The recent past has exploded with social expertise management and sharing systems. We are still struggling with understanding tacit knowledge, compared to the solidity of explicit codifed knowledge, -- knowledge is growing at a rate faster than can be codified -- but most of us understand and accept that we need such systems for organizations to function.We continue to develop and evolve our understanding of expertise but it is a recognized and accepted part of the work environment in almost every organization today
  • Where we are at the present is our collective attempts to understand and support collaboration. Far more companies have skills databases and employee records out of sheer necessity, but collaboration is a newer aspect of organizations.Following technological innovation, collaboration has moved into the software realm and we now haveDigital Workplaces with social networks, mobile devices, digital business cards, collaborative spaces, and moreAccording the recent 2013 NetJMC survey, 97% of organizations observed are at least thinking about the Digital Workplace, And 33% have already begun implementing this. The momentum is there to make it part of the average organization. There is still much to do in this area. While we are getting the technologies in place, we know what we need are the cognitive frameworks, And how to guide people and communities to collaborate in this medium
  • McKinsey Quarterly recently published an article “Increasing the ‘meaning quotient’ of work” where the authors describe their analysis of a questionAsked to 5000 executives over a decade what creates peak productivity and flow of work, and their answers were consistently in three groupsClear understanding of objectives, Knowledge & Resources to get it donein other words, Learning and Skills masteryUnderstanding each other, Trust, Respect, Constructiveness, Humor, Getting Along, Collaborative Drive in other words, CollaborationMaking a difference, Every individual matters, Personally challenged or PurposeWhen they asked the executives where the bottlenecks to peak performance lies, more than 90% said is was in area of PurposeThis is also very similar to Daniel Pink’s findings on what motivates us: Mastery, Autonomy, Purpose
  • Stoos Network – www.stoosnetwork.orgSteve Denning, Daniel Pink + 1000s of participantsTapscott Group – www.dontapscott.comDon Tapscott + consultantsManagement Innovation Exchange - www.managementexchange.comGary Hamel, Polly Lebarre + 30,000 participantsInternational Society of Service Innovation Professionals - www.issip.orgUniversities worldwide, IBM, Cisco, HPService-Dominant Logic – www.sdlogic.netUniversities in USA & EuropeGlobal Drucker Forum – www.druckerforum.org
  • But we are still quite in a fog about PurposeI am not talking about company missions, organization goals, or business targets, but purpose first on a human and individual level,And how organizations guide, understand and deliver purpose. More than that, what creates that sense of purpose that generates the Work Ethos I spoke of earlier? that level of intensity, commitment, execution, and constant striving in the face of challenge. ============ADD: Productivity hit
  • Discover – ask people to describe 3-5 things that drive them and give them purpose, even things they can’t do yet or unrelated to their jobRefine – ask if their past/present working peers can affirm their passions Weigh – map readiness to work on their purpose and where it may fitHelp – Pair people of similar purpose as mentors or mentees to get them to readinessOffer – Make offers to move to a new role, or even offers to leave entirely
  • What about:-- sharing Interest Maps – what are people interested in , explicit and inferred-- GTD and Personal activities, activity groups – --
  • Hungarian Psychologist, Mihaly Csikzentsmihalyi pioneered the study of this state of mind and attitude. …when you become fully immersed, energized, and enjoying the process of the activityHe described this as being in a state of Flowintense and focused concentration on the present momentmerging of action and awarenessa loss of self-consciousness or worry about what people think of what you think or are doinga sense of personal control or agency over the situation or activitya distortion of temporal experience, one's subjective experience of time is alteredexperience of the activity as intrinsically rewarding, also referred to as autotelic experienceIn Zen philosophy, and in martial arts, you become the action, ultimately do not have to think about the steps needed to achieve it. Csikzenktsmihayli observed the same state of mind whether in athletic sports, art, or work activities

Work Ethos, Purpose, and Productivity Work Ethos, Purpose, and Productivity Presentation Transcript

  • Work Ethos, Purpose, and Productivity in the Enterprise RAWN SHAH Blogs.Forbes.com/rawnshah Enterprise 2.0 SUMMIT 2013 http://linkedin.com/in/rawnshahParis, March 20 – 21, 2013 http://twitter.com/rawn @rawn www.e20summit.com © 2013 Rawn Shah. All Rights
  • What ever happened to having a strong Work Ethos © 2013 Rawn Shah. All Rights
  • We readily accept the need forLearning, Skills & Expertise… © 2013 Rawn Shah. All Rights
  • We are confidently defining theways to Trust and Collaborate… © 2013 Rawn Shah. All Rights
  • Scott Keller, Daniel Pink Colin Price Intelligence Do clearly understand objectives and have the knowledge EXPERTISE get it done? Mastery Quotient (IQ) and expertise to Emotional Do you have the trust to be able to do the work Quotient (EQ) COLLABORATION by yourself or with others? Autonomy Meaning Are you doing something that you personallyQuotient (MQ) PURPOSE consider important? PurposeSusie Cranston, Scott Keller, “Increasing the Meaning Quotient”, McKinsey Quarterly, Jan 2013https://www.mckinseyquarterly.com/Organization/Change_Management/Increasing_the_meaning_quotient_of_work_3055Scott Keller, Colin Price, Beyond Performance: How Great Companies Build Ultimate Competitive Advantage, Wiley 2011, http://amzn.to/YJNEs0Daniel Pink, Drive: The Surprising Truth About What Motivates Us, Riverhead Books 2011, http://amzn.to/Vzq1Vu © 2013 Rawn Shah. All Rights
  • Who else is thinking about this topic? John Hagel & John Seeley- BrownManagement Innovation eXchange Co-chairmen, Deloitte Center for the Edge Service-Dominant Logic © 2013 Rawn Shah. All Rights
  • What if “WIIFM” is the wrong question? … PURPOSE © 2013 Rawn Shah. All Rights © 2013 Rawn Shah. All Rights
  • How can we get beyond a 1-Dimensional view of Purpose? Who How to Leaning Support the Frameworks Units / How we defines Identify how how to person Domains manage it do this with…Expertise Institutions + Certifications Formal Process Work Team, Skills(Strong industry + , Training. Flows, Job- assignments. Projects Databases,investment) thought Demonstrate Career paths specific tools Process leaders d skill, work Project Employees, Mgmt. tools results Management Biz PartnersCollaboration Individual + Engagement, Participatory Collaborative Social Social Collaboration(Growing social Relationship experience, environments Experience Groups, environmentinvestment) network s, Influence Training/exer models Networks, management cises on Communities & collaboration measurement Employees, Customers, Biz PartnersPurpose Organization Should be Business Mgmt. Sharing Town Goalshalls, Organization ? Management Social Management ?(Incidental or hierarchy individuals + objectives, directives interests, Broadcast brainstorming al values Chain and Groups, by Objectives,Experimental) organization Business Debate & emails, Formal teams Networks, Scorecards s + groups targets discussion, Manager Communities Mentoring discussions? Employees, Customers, Biz Partners, Geo © 2013 Rawn Shah. All Rights
  • Setting Purpose:Top-down in a Hierarchy © 2013 Rawn Shah. All Rights
  • © 2013 Rawn Shah. All Rights
  • Are we just NOT working as hardanymore? We are moving to jobs that don’t scale by simply working more hours © 2013 Rawn Shah. All Rights
  • The World is moving from Production of(Agriculture, Goods) to Services Countries: China, India, USA, Indonesia, Brazil, Russia, Japan, Nigeria, Bangladesh, Data: CIA Handbook, International Labor Organization Germany 1800 1900 1960 2010 2010 (5 top Services economies USA, Japan, Germany, Russia, Brazil) © 2013 Rawn Shah. All Rights © 2013 Rawn Shah. All Rights
  • Our Jobs have changed but… e.g., Entrepreneurs Orderly / On Schedule Opportunistic Time & Resource- saving Repeatable Creativity Self-Esteem Skill Uniform Communicators Perseverance Safety & Quality Risk-aversion Tolerance for Risk / Uncertainty e.g., Customer Service Production Service Workforce Workforce Consistency Dynamic Empathy Responsiveness Communicators Customer’s POV…the Work ethos we Partnering / Collaborativeencourage or enforce © 2013 Rawn Shah. All Rights © 2013 Rawn Shah. All Rights
  • Our Work-minds are moving towardsCreativity 15 Expertise Advanced 10 Cognitive, Social, Complex Interactive work 5 on the rise Communication 0 Routine Manual Non-routine Manual -5 Technology is Routine Cognitive taking over -10 routine manual, 1969 1974 1979 1984 1989 1994 1999 cognitive, transactional work Levy, F, & Murnane, R. J. (2004). The New Division of Labor: How Computers Are Creating the Next Job Market. Princeton University Press. © 2013 Rawn Shah. All Rights
  • Is this your Employee?Heuristic Thinking Algorithmic Thinking Expertise Routine Manual Non-routine Manual Complex Communication Routine Cognitive © 2013 Rawn Shah. All Rights
  • Is this your Employee?Heuristic Thinking Algorithmic Thinking Expertise Routine Manual Non-routine Manual Complex Communication Routine Cognitive © 2013 Rawn Shah. All Rights
  • Purpose: Purpose: Purpose: Hierarchical Socialized Anarchic“Our way or the Highway” “Are you going my way?” “Only my own way” Active Communications Negotiating Responsibility Higher Risk Creative Tacit Decision making Tolerance mindset Active Knowledge methods Networking © 2013 Rawn Shah. All Rights
  • What Can You Do? D iscover R efine W eigh H elp O ffer © 2013 Rawn Shah. All Rights
  • Ideation / Social Brainstorming Software could be more PurposefulChristopher Blake, Intranets in a Socially Adept World Part 4, http://buildsocialbiz.blogspot.com/2012/09/intranets-in-social-adept-world-D Greenfiled, Spigit Curbs SharePoint Waste, ZDNet, http://www.zdnet.com/blog/greenfield/spigit-curbs-sharepoint-waste/436 © 2013 Rawn Shah. All Rights
  • Activity Streams could be more PurposefulCitrix Podio – press release https://company.podio.com/press/podio-connects-to-box © 2013 Rawn Shah. All Rights
  • Social Interest Graphs could be more PurposefulNexology, Nexalive Syria, Discussions about Syria on Twitter http://syria-2012-en.nexalive.com/ © 2013 Rawn Shah. All Rights
  • Purpose  Work Ethos  Flow (Direction)  (Attitude)  (Action)Video: ItzDeaMan Most Amazing Parkour Video – Urban Sense (Parkour & Freerunning) - http://www.youtube.com/watch?v=K_0c_jmZ © 2013 Rawn Shah. All Rights