Conversation, connection and relationships are at the heart of work and value in the 21st Century.
Strategy can essentially be seen as a conversation – and leadership as permission giving. Find out why conversation and permission giving have power and why many transformational acts start with these two things.
Uncertain and challenging times require not only doing more with less but also doing things differently. In response to these challenges leading organisations are making the connection between people, place and performance. They are initiating strategic programs that integrate across corporate functions of HR, IT, Corporate Real Estate for not only improved cost savings but more flexible work arrangements and new work practices. The business case for an integrated approach covers both efficiency from a CFO perspective but also productivity and effectiveness from a human resources and corporate real estate perspective.
The Industrial Revolution resulted in the compartmentalisation of work learning and play into separate activities of a job, education (school/Uni) and extra-curricular activities (eg sport). But our life experience tells us that our most productive and enjoyable work occurs when we experience work as play and learning as well as work. It makes intuitive sense that we are most productive and content when we find that sweet spot where work learning and play intersect and are one.
The world of work is rapidly changing. What one did at work, how it was done and where, when and with whom one did their work has been relatively constant. Until now that is!
Once upon a time there were things called jobs, and they were well understood. People went to work for companies, in offices or in factories. There were exceptions — artists, aristocrats, entrepreneurs — but they were rare. Laws, regulations, and statistics were based on this assumption; but, increasingly, what people do today doesn’t fit neatly into that anachronistic 1950s rubric. Jon Evans TechCrunch 5th Oct 2013.
Cricketer Greg Chappell provides a compelling account of his secret to becoming for many, the best test batsmen of his generation. He also provides a marvellous insight into effective knowledge work and working in the 21st Century. While most workplaces are increasingly seeking to orchestrate collaboration and innovation it is what happens when you are not collaboratively working that really matters.
Every organisation and individual is unique – given distinctiveness is the only way to set oneself apart from others every workplace and activity based work initiative should do the same. There is no one size fits all approach to designing knowledge based work environments. The first step is to understand how to cater for the variety of modes of operating.
Although not the only mode of working it is a vitally important aspect of 21st Century work. Co-working or working collaboratively with others (even your competitors) on the edge of routine work is increasingly where high value work is. To be effective one has to practice and maintain the learnt skills of working collaboratively. It has its own practice and etiquette separate to that of working individually. Learn more about the practice and etiquette of collaborative working in the 21st Century workplace and the role of the crowd and cloud in it.
Great work and fantastic workplaces are those that are designed to amplify the performance of people and the organizations they work for. This means understanding and designing for the dilemmas of today