Posts By: Harold Jarche

dwindling jobs

In Only Humans Need Apply, the authors note that one phenomenon of machine automation and augmentation is a decrease in entry-level jobs. “We seem to have automated away the first few rungs of the traditional career ladder. In automating the routinized work that people used to cut their teeth on, they have also eliminated the… Read more »

engaging with reality

Every fortnight, since 2009, I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds. @EmilyHaber [German Ambassador to USA] — “Hannah Arendt, a German Jew, political theorist and philosopher, was born on this day in 1906. One of her many legacies: Totalitarianism can flourish where people… Read more »

debunking handbook 2020

The Debunking Handbook 2020 has just been published and is an excellent free guide to address the mass amounts of misinformation, disinformation, and propaganda that flow through our digital communications everyday and then influence real life behaviours. I have discussed some of these phenomena previously, in confronting the post-truth machines and pre-bunking the conspiracy theorists…. Read more »

supporting workplace performance

Many workplace performance issues cannot be solved through training, such as: Poor communications Unclear expectations (such as policies & guidelines) Inadequate resources Unclear performance measures Rewards and consequences are not directly linked to the desired performance The barriers above can be addressed without training. Only when there is a genuine lack of skills and knowledge… Read more »

when training is the wrong solution

Training is too often the proverbial hammer in search of nails. It’s an easy check mark to show that action has been taken, assuming that improving individual skills is the core issue that needs to be addressed. But training does not improve diversity. Firms have long relied on diversity training to reduce bias on the… Read more »

complexity rules

We live and work in a complex system. Simple, traditional linear models do not work in complex systems. Campbell’s Law is a real thing – people change their behavior to meet targets. These ‘corruption pressures’ often have unintended consequences. Unintended consequences are often negative like the Cobra Effect – things are far worse than when… Read more »

hopes and fears

Every fortnight I curate some of the observations and insights that were shared on social media. I call these Friday’s Finds. “Hope and fear cannot occupy the same space. Invite one to stay.” —Maya Angelou @Tom_Peters — “Sunday reminder to leaders. The way you have behaved in the last 6 months and will behave in… Read more »

decision-making and trustworthiness

In the book Systems Thinking: Managing chaos and complexity, J. Gharajedaghi provides an example of decision-making by indigenous people of North America. The Six Nations of the Iroquois Confederacy (Mohawk, Oneida, Onondaga, Cayuga, Seneca, and Tuscarora)  had given specific roles to its member tribes, namely Wolves (Pathfinders), Turtles (Problem Formulators), and Bears (Problem Solvers). Solving… Read more »

revisiting cooperation

“collaboration means ‘working together’. That’s why you see it in market economies. markets are based on quantity and mass. cooperation means ‘sharing’. That’s why you see it in networks. In networks, the nature of the connection is important; it is not simply about quantity and mass … You and I are in a network –… Read more »

weird stuff

Fiction sometimes explains reality in a much better way. Corvallis had asked the usual questions about job title and job description. Richard [CEO] had answered simply, “Weird stuff.” When this proved unsatisfactory to the company’s ISO-compliant HR department, Richard had been forced to go downstairs and expand upon it. In a memorable, extemporaneous work of… Read more »