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Work Futures Daily - Don’t Quit

Four Steps To Creativity | Mental Models | Gender Equality, at Work and Home | Minimum Wage For Ride-

Work Futures

December 10 · Issue #1044 · View online
The ecology of work, and the anthropology of the future.

Four Steps To Creativity | Mental Models | Gender Equality, at Work and Home | Minimum Wage For Ride-Hailing | It’s Harder to Get A Promotion | Wellness Trends | Kevin Aston

source: Loreta Pavoliene via Unsplash
source: Loreta Pavoliene via Unsplash
Beacon NY - 2018-12-09 — I continue the process of moving older issues of Work Futures Daily to, and that leads me to turn up old writings, like Cooperation, Collaboration, and the Diffusion of Affiliation, which I wrote in May 2013 and is in today’s From The Archives. I have dozens left to repost. Sigh.
Also, today – Sunday – is the day I post the week’s dailies over at the Work Futures Medium outpost. I don’t know if others have read it, but Nikitonsky’s critique of Medium as a blogging platform is compelling.
Because Medium doesn’t open up its API – at least to the average person – I have to use their ‘import by URL’ technique manually, and then correct the myriad flaws: no images carried over, no horizontal rules replicated, and three extra line breaks in every nested quotation. Thanks, Medium!
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Work Futures reader and fellow writer on the future of work, Paul Millerd, has recently completed a course that pulls together all of the lessons, secrets and tools he learned while a strategy consultant at firms like McKinseyand Boston Consulting Group for almost ten years. He is offering the course on a gift basis where you can pay-what-feels-right. Check out a preview of some of the lectures here.
Set the Conditions for Anyone on Your Team to Be Creative | Greg Satell tells us that first you need deep expertise in your domain, then deliberate practice, then time. Lots of time. And don’t quit.
Mental Models: The Best Way to Make Intelligent Decisions (109 Models Explained) | Farnham Street published a comprehensive catalogue of mental models. For example, Human Nature and Judgment includes 23 items alone.
16. Commitment & Consistency Bias
As psychologists have frequently and famously demonstrated, humans are subject to a bias towards keeping their prior commitments and staying consistent with our prior selves when possible. This trait is necessary for social cohesion: people who often change their conclusions and habits are often distrusted. Yet our bias towards staying consistent can become, as one wag put it, a “hobgoblin of foolish minds” – when it is combined with the first-conclusion bias, we end up landing on poor answers and standing pat in the face of great evidence.
(Btw, the full quote is ‘a foolish consistency is the hobgoblin of foolish minds, adored by little statesmen and philosophers and divines’, the most famous of Ralph Waldo Emerson’s sayings.)
Americans Value Equality at Work More Than Equality at Home | Claire Cain Miller explores the implications of a major divide in people’s thinking about equality of the sexes, one that may 'explain’ (if that is the right word) the continued skew in views of gender in the home:
Americans have grown increasingly likely to believe that women and men should have equal roles at work, in politics and at home. But a significant share still say that men’s and women’s roles should be different at home — even when they believe they should be equal at work.
A new study, based on national survey data from 1977 to 2016, helps explain why the path to equality seems in some ways to have stalled — despite the significant increases in women’s educational and professional opportunities during that period.
Two-thirds of Americans and three-quarters of millennials say they believe that men and women should be equal in both the public sphere of work and the private sphere of home. Only a small share of people, young or old, still say that men and women should be unequal in both spheres — 5 percent of millennials and 7 percent of those born from 1946 to 1980.
But the study revealed that roughly a quarter of people’s views about gender equality are more complicated, and differ regarding work and home. Most of them say that while women should have the same opportunities as men to work or participate in politics, they should do more homemaking and child-rearing, found the study, which is set to be published in the journal Gender and Society.
The trending across generations is clear, but ugh: will we never get there? Will it really take 3 or 4 more generations?
New York set the nation’s first minimum pay rate for Uber, Lyft drivers | Shirin Ghaffary reports that the tables have turned on the pay for ride-hailing drivers in NYC:
Drivers for ride-hailing apps like Uber and Lyft will be guaranteed a minimum pay rate of around $17 an hour in New York City thanks to a new set of rules aimed at securing workers’ right to a living wage.
The New York City Taxi and Limousine Commission voted this morning to mandate the wage floor of $17.22 per hour after expenses for drivers — or $26.51 per hour before expenses. This will raise the average pay for over 77,000 drivers by around $9,600 a year with “minimal disruption to passengers,” according to the commission’s analysis, although ride-sharing app companies say it could lead to an increase in rates for riders.
Currently, the commission estimates drivers for the major ride-hailing app companies in New York City are making $11.90 an hour after expenses. That’s below the city’s current minimum wage of $13 an hour, which is set to increase to $15 by the end of the year.
Note: aside from expenses now being reimbursed (at least to some extent) there is no mention of benefits for the drivers, so we have what may become the new normal: contractors – who are still liable for all other benefits, like health care, and both ‘halves’ of their social security taxes – will be guaranteed a baseline salary equivalent to that of hourly workers.
As Hiring Slows, Employers Say It’s Getting Harder to Find Workers | Patricia Cohen points out that even while it gets harder to find new workers, its getting harder to get a promotion.
“One of the things we’ve seen is that it’s harder for employees to get promoted nowadays,” said Brian Kropp, vice president for human resources at Gartner. In 2006, for example, it took an average of about two and a half years to get a promotion, compared with four and a half years now.
The result has been growing dissatisfaction and resentment. The share of employees who say they are willing to go above and beyond at work has dropped, Mr. Kropp said. One in four employees used to report giving work an extra oomph — something Gartner calls “discretionary effort.” Now, it’s closer to one in six.
The reason, Mr. Kropp said, is simple: Workers are not being rewarded for their efforts.
A must read.
Quiz: Are you ready for the latest corporate wellness trends? | Lila MacLellan and Amanda Shandruk are surveying what we think about corporate wellness trends. They plan to publish the findings.
Quote of the Day
Creation is a long journey, where most turns are wrong and most ends are dead. The most important thing creators do is work. The most important thing they don’t do is quit.
Kevin Aston, mentioned by Greg Satell in Set the Conditions for Anyone on Your Team to Be Creative
Recent Issues
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Work Futures Daily - Many Shadows | The Long Shadow of ‘Help Wanted – Female’ | The Fragility Of Company Culture | Sharp Words, Blunt Words | How To Deal With Getting Interrupted | Carlotta Perez
Work Futures Daily - Is Work Good For Us? | Maybe Less Work Is The Answer | Napping > Willpower | Generational Differences? Folklore | Michelle Obama on Lean In | Fewer Connections Means Less Change
From the Archives
Since everything about work is changing, everything about the workplace should change, too.| Jim Meredith
In the collaborative business, people affiliate with coworkers around shared business culture and an approved strategic plan to which they subordinate their personal aims. But in a cooperative business, people affiliate with coworkers around a shared business ethos, and each is pursuing their own personal aims to which they subordinate business strategy. So, cooperatives are first and foremost organized around cooperation as a set of principles that circumscribe the nature of loose connection, while collaboratives are organized around belonging to a collective, based on tight connection. Loose, laissez-faire rules like ‘First, do no harm’, 'Do unto others’, and 'Hear everyone’s opinion before making binding commitments’ are the sort of rules (unsurprisingly) that define the ethos of cooperative work, and which come before the needs and ends of any specific project.
The sense of self in those working in cooperative settings may be — but doesn’t need to be — more transient, although people in the emergent business setting are shifting contexts more frequently, working in different settings, and that may make it easier to express different aspects of self at the 'same time’. Like working with one scene of people as a futurist, and as a chef in another. This is considered 'moonlighting’ in a collaborative world, but merely two shades of working in the cooperative, emergent world. And the offset of the closeness that came from being part of a collaborative team is the breadth of experience that comes from participating in many cooperative teams (although team is the wrong word: maybe cooperative constellations).
Put another way, self may become more discontinuous in the emergent business, allowing us to express more of the whole person, instead of being expected to be the same at all times, to hold only one set of perspectives, ever. To the extent we are open to diversity in the workplace, we need to allow individuals to be diverse, in their selves, as well.
crossposted from
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