- Tapa dura: 112 páginas
- Editor: Ted Books (1 de septiembre de 2015)
- Colección: Ted Books
- Idioma: Inglés
- ISBN-10: 1476784868
- ISBN-13: 978-1476784861
- Valoración media de los clientes: Sé el primero en opinar sobre este producto
- Clasificación en los más vendidos de Amazon: nº129.779 en Libros en idiomas extranjeros (Ver el Top 100 en Libros en idiomas extranjeros)
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Why We Work (Ted Books) (Inglés) Tapa dura – 1 sep 2015
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"A meaningful look at why we've lost meaning at work, and where we can find it."--Adam Grant, Wharton professor and New York Times bestselling author of Give and Take
A meaningful look at why we ve lost meaning at work, and where we can find it. --Adam Grant, Wharton professor and New York Times bestselling author of Give and Take"
A delightful, accessible book that glides across centuries of business and industry to reveal the underpinning moral foundations of how and why we work. If you have a job, or hope to have one, read Why We Work --Laszlo Bock, Senior Vice President of People Operations at Google and author of Work Rules!"
"Barry Schwartz has long been one of the most astute -- and compassionate -- observers of American life. In Why We Work, he makes a compelling case for building organizations that run with the grain of human nature rather than against it. If you want to make work more meaningful, for yourself or for your team, you need to read this wise and powerful book."--Daniel H. Pink, author of Drive
"In a masterful book that delivers a deep understanding why we work, Schwartz makes a convincing case that getting the answer wrong bears profound costs for employees and managers in any organization. A highly recommended, thought-provoking read."--Amy Wrsesniewski, Professor of Organizational Behavior, Yale University
"A delightful, accessible book that glides across centuries of business and industry to reveal the underpinning moral foundations of how and why we work. If you have a job, or hope to have one, read Why We Work"--Laszlo Bock, Senior Vice President of People Operations at Google and author of Work Rules!
Reseña del editor
An eye-opening, groundbreaking tour of the purpose of work in our lives, showing how work operates in our culture and how you can find your own path to happiness in the workplace.
Why do we work? The question seems so simple. But Professor Barry Schwartz proves that the answer is surprising, complex, and urgent.
We’ve long been taught that the reason we work is primarily for a paycheck. In fact, we’ve shaped much of the infrastructure of our society to accommodate this belief. Then why are so many people dissatisfied with their work, despite healthy compensation? And why do so many people find immense fulfillment and satisfaction through “menial” jobs? Schwartz explores why so many believe that the goal for working should be to earn money, how we arrived to believe that paying workers more leads to better work, and why this has made our society confused, unhappy, and has established a dangerously misguided system.
Through fascinating studies and compelling anecdotes, this book dispels this myth. Schwartz takes us through hospitals and hair salons, auto plants and boardrooms, showing workers in all walks of life, showcasing the trends and patterns that lead to happiness in the workplace. Ultimately, Schwartz proves that the root of what drives us to do good work can rarely be incentivized, and that the cause of bad work is often an attempt to do just that.
How did we get to this tangled place? How do we change the way we work? With great insight and wisdom, Schwartz shows us how to take our first steps toward understanding, and empowering us all to find great work.
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Chapter 4, The Technology of Ideas, is worth the full price for re-introducing so many essential ideas you MUST understand in order to truly understand the dynamics of work culture.
work culture and its myths. So what to expect from the author of The Paradox of Choice: Why More Is Less And How The Culture of Abundance Robs Us of Statisfaction and Practical Wisdom: The Right Way to Do the Right Thing?
Why We Work starts plain and familiar – yeah yeah all that motivation and incentive stuff. Duh?
But the treasure is not on that level. The treasure is on an even higher level of discussion – about behavioral change and its subtleties, about institutionalization and its hidden traps, about perceptions and self-fulfilling prophecy, about social structures shaped by ideologies in good or bad ways.
Through all that we get to know the real and often hidden danger of a work culture.
The real danger is in the misunderstanding of empathy:
"Empathy, and care and concern for the well-being of others, are routine parts of most people’s character. Yet they are in danger of being crowded out by exclusive concern for self-interest- a concern that is encouraged by the incentive-based structure of the workplace."
The real danger is in the ignorance of peronal power (I’m not Tony Robbins) and playing safe:
"Acts of commitment… occur routinely. They hold society together. But because of the self-fulfilling character of ideology, we should not be sanguine that they will persist. We should not be confident that the distortion that dominates current thinking about work and workers will reveal itself and be corrected as the sciences of human nature progress. Unless there is a collective effort to combat this ideology, we will all become the lazy, selfish pursuers of self-interest, not just in work but in our lives as a whole, that at least some social scientists have assumed we always were."
The real danger is in the subtle contradictions of humanity:
"Theories about human nature can actually produce changes in how people behave. What this means is that a theory that is false can become true simply by people believing it’s true. The result is that, instead of good data driving out bad data and theories, bad data change social practices until the data become good data, and the theories are validated."
That’s one of my favorite quotes from the book. It really should make us think about what everyone of us could do to facilitate a better work culture. And there’s simply no way that it’s none of your business – once you’re in, there’s no way out (unless you quit).
Remember partially hydrogenated oils? Several generations considered them a positive human invention. By the 1990’s, however, scientists had shown that their manufacturing produced trans fats that damaged our hearts and killed tens of thousands of people a year. The FDA finally banned them this year. A century after we started using them and two decades after we knew they were killing us, we finally rid ourselves of this poison.
Human progress is replete with damaging forays, like partially hydrogenated oils, that we eventually expose as such and, at the slow tempo of societal progress, reverse our way out of them.
Today we are deep into a destructive foray regarding our conception of worker motivation. We created an idea two centuries ago that people hate work and do it only for money and other extrinsic rewards. This human invention (which is what an idea is) is not a widespread food ingredient but a ubiquitous workplace element. It doesn’t cause heart attacks (directly, anyway), but it does cause heartache, disgruntlement, disengagement and low productivity. As a result, if your workplace is like most, four out of five of your workers would rather not be working today. The science is in: It’s not human nature to hate work and treating workers as if they do causes damage to them and to business.
It's unlikely my explanation of the key point of Why We Work has convinced you to rethink what you've been taught about worker motivation. The book, however, will.
My enthusiasm for this book is not based only on reading it, but also on living it. My job is to help corporate managers bring purpose into the jobs of the employees they manage. Every week I see, and measure, the boost in worker engagement, productivity and wellbeing that results from, essentially, heeding the advice in Why We Work.
My only issue with the book is that it never fully clears Adam Smith’s name. The father of economics never meant to say that people work out of self-interest alone. The man we think sent us down the wrong path never pointed us down that path. Schwartz acknowledges this late in the book, but only in passing. I would have liked to see a fuller treatment of Smith’s work. This is probably my own side issue stemming from a geeky interest in economic thinkers. In fact, Schwartz’ restrained correction of Smith’s legacy is probably a good thing. It’s the quality that allowed him to keep his book to a 100-page fast and easy read, appropriate for busy managers.
If trans fats are any indication, it might take another 20 years for Schwartz’ well-documented theory on worker motivation, and where we went wrong, to become widely adopted. You don’t have to wait, however. Invest a couple of hours now reading Why We Work. It will help you pull out of a damaging foray you didn’t know you were down in. It will likely and brighten your work life.