Work

business & working

extracting human value

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Automation + Capitalism makes for a perfect storm that many of us will not weather. Does ‘Artificial Intelligence’, the current top buzzword, really mean that we program our biases into automated decision-making systems, seal them in a proprietary black box, and let the status quo reign, with no illusion of ethics, morals, or humanity? Maintaining this status quo is the core operating model of global management consultancies like McKinsey.

“We are now living with the consequences of the world McKinsey created. Market fundamentalism is the default mode for businesses and governments the world over. Abstraction and myth insulate actors from the atrocities they help perpetuate. Businesses that resisted the pressure to rationalize every decision based on its impact on shareholder value were beaten out or eaten up by those who shed the last remnants of their humanity. With another heavyweight on the side of management, McKinsey tipped the scale even further away from labor, contributing directly to the increase in wealth inequality plaguing the world. Governments are now more similar to the private sector and more reliant on their services. The “best and the brightest” devote themselves to client service instead of public service. —Current Affairs 2019-02-05

It is reinforced by an expressed attitude that human work is something that can be broken into components and used like bits of machinery. People are merely the sum of the work that can be extracted from them by the capitalist machine. They have no other value in this economic system, and hence are always viewed as expenses.

“We see a world beyond employment and, arguably, the fundamental underpinnings for a world where work is constantly reinvented. Work is deconstructed into tasks, dispersed in time and space, and executed through many virtual and market relationships other than traditional employment. The organization is permeable, interconnected and collaborative and can change in shape. The reward is impermanent, individually defined and uses imaginative elements such as game points, reputation, mission.” —WillisTowerWatson: Future of Work

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nine shifts — one is critical

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Nine Hours

In 2004 Bill Draves and Julie Coates wrote Nineshift: Work, life and education in the 21st Century. That was the same year I started blogging here. Nineshift is based on the premise that there will be a major shift in how we spend 9 hours of each day.

“There are 24 hours in a day. We have no real discretion with roughly 12 of those hours. We need to eat, sleep, and do a few other necessary chores in order to maintain our existence. That hasn’t changed much through the centuries, so far.

That leaves approximately 12 hours a day where we, as individuals, do have some discretion. That includes work time, play time, and family time.

Of those 12 hours, about 75%, or 9 hours, will be spent totally differently a few years from now than they were spent just a few years ago. Not everything will change, but 75% of life is in the process of changing right now.”

The authors put forth that society will significantly shift what we do with those nine hours and this will be complete by 2020 — one year from now.

  1. People Work at Home — “Work is an activity, not a place.”
  2. Intranets Replace Offices
  3. Networks Replace the Pyramid
  4. Trains Replace Cars
  5. Communities Become More Dense
  6. New Societal Infrastructures Evolve
  7. Cheating Becomes Collaboration
  8. Half of all Learning will be Online
  9. Education becomes Web-based

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work in 2018

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When we look at the future of work, the loss of current jobs, and the effects of automation, we should use a compass to guide us, not a list of what the skills of the future may look like. That compass is self-determination theory which states that there are three universal human drivers — autonomy, competence, and relatedness. We need some control over our lives, we want to be good at something, and we want to feel that we belong with other people. These three drivers are what make us do what we do. Skills are just one aspect of being engaged at work. Even highly competent skilled workers can be disengaged or aimless.

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curiosity and resolve

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Jony Ive, Chief Design Officer at Apple, was the first recipient of the Stephen Hawking Fellowship at Cambridge Union. His lecture to a crowd of about 400 was covered by The Independent — Apple designer Jony Ive explains how ‘teetering towards the absurd’ helped him make the iPhone

What struck me was how Ive clearly showed that to produce creative work one has to balance between getting lots of ideas and getting things done, especially creative new things. This constant dance between bigger groups of ideas and smaller groups of people working together requires both cooperation and collaboration. What makes it work is a desire to learn in order to get better.

Social networks can provide inspiration but sense-making requires the resolve to solve problems

“There is a fundamental conflict between two very different ways of thinking. It is the conflict between curiosity and the resolve and focus that is necessary to solve problems. Curiosity, while it fuels and motivates, despite being utterly fundamental to the generation of ideas, in isolation just culminates in lots of long lists, perhaps some ideas, but alone that’s sort of where it ends.” —Jony Ive

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helping make the network smarter

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In what is likely the best example of my mantra that ‘work is learning and learning is the work’, Nokia’s Chairman Risto Siilasmaa describes how he learned about machine learning because everyone was talking about it but he still did not understand it enough to describe it. Frustrated, he was acting like many of his fellow executives

“I spent some time complaining. Then I realized that as a long-time CEO and Chairman, I had fallen into the trap of being defined by my role: I had grown accustomed to having things explained to me. Instead of trying to figure out the nuts and bolts of a seemingly complicated technology, I had gotten used to someone else doing the heavy lifting.” —HBR 2018-10-04

The result of what Siilasmaa learned is an excellent example of the integration of learning and work, a necessity in the network era workplace.

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adapting to constant change

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Perpetual Beta

The future of [human] work is perpetual beta: adapting to constant change while still getting things done.

“Basically: technological innovation and artificial intelligence are going to accelerate at a pace we’ve yet to really comprehend. (Fifteen years ago, Facebook wasn’t even around. Now it’s so efficient at micro-targeting that it helped sway a democratic election. Imagine what it might be capable of in another fifteen years.) That means automation will likely disrupt your current job (and your next one, and the one after that), and you’ll be the target of attention-grabbing, behavior-modifying algorithms so exponentially effective you won’t even realize you’re being targeted.

The best defense against that? An emotional flexibility that allows for constant reinvention, and knowing yourself well enough that you don’t get drawn into the deep Internet traps set for you.” —GQ Interview with Yuval Noah Harari

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actionable insights

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I concluded a few years back that rates based on time at work only help to put you into a pigeon hole so that HR and Purchasing can easily classify you. Knowledge professionals are not pigeons.

I have noticed a tendency over the past decade to push wages and fees down. Some may say it’s just the supply and demand conditions of the market. I think it’s the idea that human labour is a cost and it’s best to keep costs down, especially when CEO’s are still focused on increasing shareholder value. Short term objectives rule in this type of market. I recently spoke with someone who had left a large corporation after 30 years. He said that the constant pressure to keep increasing sales, year over year, was too much. The executives were only focused on the spreadsheets.

Large consultancies ensure that when they do work it is wrapped in large documents with fancy presentations so it looks big. But the value is not in big. The value for consulting is actionable insights. Can and will the client do something after the consulting engagement? If not, it was a waste of time. Sometimes the advice appears to be very simple, and therefore appears to be of no value. But master practitioners often make their work look simple.

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sense-making beyond the outrage

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A number of people I know have recently left Facebook and/or Twitter. I can understand why, as I left Facebook about eight years ago. I was an early adopter and thought it was going to help make a better civil society — I was naive it seems. I still find Twitter useful but I have to be more careful on it now, especially so I don’t get mired in some toxic thread. Being able to read the threads (comments) of people you do not follow is a feature that only produces more outrage, but that is what engages people and sells advertising. So of course Twitter will reinforce this outrage.

I think it is essential for every citizen to be involved in sense-making in the emerging network society. Currently most of the platforms are controlled by value-extracting corporations focused on procuring behavioural data, identifying social connections, and selling this information to the highest bidder. This makes it difficult to promote a platform like Twitter in order to learn about social networks. But it is still useful, just not an example of a good corporate citizen.

The two consumer platforms I use most are Twitter, because I like its asymmetry, and LinkedIn because many of my clients are on it. I find LinkedIn useless for sense-making, as it’s difficult to curate or reference what I find. Engaged citizens have to be active in the ‘Wild West’ of consumer social media while also understanding their dark sides. We need to have a way to connect to new, interesting, and even distasteful opinions and ideas. This requires practices that are directly opposed to the algorithms that drive these social media platforms.

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networked social capital

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When FiveThirtyEight published the details of 3 million trolls and bots that were linked to the Russian-based company Internet Research Agency, they were merely providing data. Two researchers initially compiled the data. But by making the data public, FiveThirtyEight was able to engage a diverse group of widely varying expertise in order to make sense of it.

It is only with knowledge that we can examine data and turn it into information. FiveThirtyEight realized that a small group of experts was not enough. These data required a subject matter network to make sense of them. The initial results are interesting but so far there are no actionable insights for the average person or organization. As a society we have some more information but are still none the wiser in knowing what to do next. But it’s a start.

“Many other readers shared their works in progress, and given the sheer size of the data set, there is likely much more to come — as well there should be. Releasing the data was meant to preserve an important historical record, but analyzing it is the only way to understand what happened and bolster national security.” —538-Russian Trolls

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humans working socially

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A lot of traditional human work is getting automated, by machines or software.

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