Work

business & working

stepping aside

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In Only Humans Need Apply, the authors identify five ways that people can adapt to automation and intelligent machines. They call it ‘stepping’. I have added in parentheses the main attributes I think are needed for each option.

  • Step-up: directing the machine-augmented world (creativity)
  • Step-in: using machines to augment work (deep thinking)
  • Step-aside: doing human work that machines are not suited for (empathy)
  • Step narrowly: specializing narrowly in a field too small for augmentation (passion)
  • Step forward: developing new augmentation systems (curiosity)

There is a lot of talk and media coverage about stepping-up, stepping-in, and stepping-forward. I have previously discussed stepping-in and concluded that anyone affected by these technologies [AI, GPT, LLM] needs to understand their basic functions and their underlying models. These tools will be thrust into our workplaces very soon. So let’s step-in to working with machine learning but with a clear understanding of who needs to be in charge — humans. I stand by this position today.

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meaning-making

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“The ignorance of how to use new knowledge stockpiles exponentially.” —Marshall McLuhan

For the past decade I have promoted the idea that a job is not the same as meaningful work. Most jobs are refillable and replaceable. One worker leaves, another one fills the job position. Our work can help to define us, but our jobs should never define us.

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communities are the new conference

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Are communities the new conference?

I asked this question in our monthly video call of the perpetual beta coffee club [PBCC] which I facilitate. There was almost universal agreement that people prefer to engage in communities, both online and in-person, rather than a conference, particularly ones that have a lot of vendors. The PBCC was a significant sanity check for many of us during the lock-downs of the early stages of the SARS-2 pandemic. For the first few months we switched to weekly video calls so we could stay in touch and find out what was happening around the world.

Asynchronous, continuous online communities like ours provide something that most conference do not — time for reflection and deep conversations.

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nothing time is for deep work

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In slow media for the great reset I noted that one nice thing about blogs is that there are few trolls because it takes more time write a comment on a blog post and often there is an approval process. Plus, anyone can easily delete crap comments from their own blogs. If more people engage in longer form writing and share through blogging, we may collectively address some of the challenges we face with the misinformation and disinformation on consumer social media. Perhaps ‘slow media’ can slow the reversal effects of digital platforms which create a mono-culture of noise without meaning and meme wars. Or, in the words of Marshall McLuhan, “The ignorance of how to use new knowledge stockpiles exponentially”.

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learning from failure

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In 2019 I noted in hybrid sailors that the US Navy was piloting a new way of manning its Littoral Combat class ships, which are modular by design. The crew are all multi-purpose, with several roles onboard and always learning new tasks. They operate with one-fifth the crew size of a regular ship. Specialization is a thing of the past for these crews. One reason for this is that specialized knowledge has an increasingly shorter lifespan, so generalists who are good learners can make for a more flexible, or agile, crew. This approach also has its downsides, such as fewer redundant positions onboard to mitigate combat losses, and lack of deep knowledge for some complex problems.

I concluded that organizations should start testing out new models now. Learn from the Navy and others who are trying new ways of organizing work. For individuals, the ability to ‘flexibly shift’ may become a critical work skill.

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The future of work?

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There is lots of talk and writing about the future of work. I follow the #FutureOfWork hashtag on Mastodon. A recent report produced for Unilever — The Future of Work is Flexible — featured three ideas:

  • Embrace the ‘pixelated’ workforce.
  • The rise of the internal talent marketplace
  • Is the ‘skills passport’ the future of recruitment?

The report features several drivers of change, such as how AI can decompose [pixelate] jobs into smaller pieces for employees and contractors to compete for work. Fractional hiring then blurs the lines between full-time and contract work, which leads to an internal marketplace for work. This can lead to more precarious work but as the report notes, it can also result in ex-employees getting called back for contract work at their convenience. Re-skilling is a major theme of the report stating that many skills degrade after 2.5 years.

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connect the dots

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Many businesses are focused on whatever the latest technology [e.g. LLM, GPT] is going to bring. But too many workplaces don’t even have the basics in place. There are large organizations with no knowledge management function. How do they share knowledge across a global enterprise? They don’t. Many companies have not mastered the basics of conducting meetings, something for which there are many good practices. There are ‘learning’ departments that only focus on courses and formal instruction, ignoring performance improvement, collaboration, and social learning.

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asleep at the wheel

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A hybrid model — working a combination of on-site and from anywhere — creates different classes of workers and maintains the wall between management and workers. Hybrid workplaces are an effort by management to hang on to power and privilege for as long as possible, I concluded in the worst of both worlds in May 2021. The next month, in not remotely working, I suggested that as — or if — this pandemic winds down, it may get difficult to attract and retain talented people unless they have a degree of control over where they spend their time, especially if competitors offer work from anywhere. This year, in 2023, I note in work is human that the taste of working from anywhere has accelerated the departure of older workers — “Dennis C. would rather retire than return to the office full time — and that’s exactly what he did.”

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“it was 20 years ago today”

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Today marks the 20th anniversary of Jarche Consulting. There were several times when I thought that I would not make it this far. The roller coaster ride continues, having weathered the great recession and a pandemic. Who knows what the future will bring? For now, I am grateful to my friends, colleagues, and especially my repeat clients who continue to have confidence in my work. It has been a great pleasure.

Writing on this blog, after +19 years, continues to be a primary way that I make sense and connect with people around the globe. Here are some thoughts I shared along the way as I marked other anniversaries.

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work is human

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Is there a talent shortage today, or merely ineffective hiring practices?

While employers lament a talent shortage, they are scrambling to increase talent attraction and retention. They offer new incentives and promises of increased flexibility and an inclusive company culture. However, most of these efforts ignore one key factor that could make a significant difference–including talent across the age spectrum.

Instead, talent management processes such as recruiting, hiring, promoting and retaining tend to exclude individuals under 24 or over 40. The result is a 16-year criterion for talent. —Forbes 2023-03-12

Is ageism a primary factor influencing the retention of skilled and experienced workers?

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