Work

business & working

pilots and copilots

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Simon Terry has a short post on Microsoft’s new Copilot and how we should be careful in fully adopting some of these generative AI tools.

LLMs [large language models] are improvements on past tools but are hardly perfect. In a world where the volume of information means many people scan everything, we need to remain alert for the risks of the models false inferences or patterns gone awry.

In the history of aviation, it became apparent that pilot personal relationships are critical to avoiding dangerous incidents. Authoritarian cultures meant senior pilot mistakes went devastatingly unchallenged. —Microsoft Co-pilot

I mentioned pilot training on a post recently — experience cannot be automated. I concluded that automation, in all fields, forces learning and development out of the comfort zone of course development and into the most complex aspects of human learning and performance. On that post is also a quote by Captain Sully Sullenberger, the famed pilot who safely landed a passenger jet on the Hudson River. A movie was made about this, which included the subsequent safety investigation. Tom Hanks plays Sully and in this sequence of videos we see the difference between human cognition of experienced pilots versus the best software/hardware simulation of the day. There is no comparison.

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how ideas become ideology

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Several times I have referred to this observation about how ideas connect to ideology.

“Ideas lead technology. Technology leads organizations. Organizations lead institutions. Then ideology brings up the rear, lagging all the rest — that’s when things really get set in concrete.”—Charles Green (2009)

Here are some examples of these shifts.

Ideas lead technology

Hedy Lamarr invented spread spectrum technology in 1941 but its value as a technology accelerated half a century later as it would, “galvanize the digital communications boom, forming the technical backbone that makes cellular phones, fax machines and other wireless operations possible.”

Peter Senge’s book, The Fifth Discipline, ushered in the idea of the learning organization but it was only recently that organizations had the Web 2.0 technologies to enable distributed team learning or share systems-thinking across the enterprise.

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experience cannot be automated

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There is little consensus, based on research, showing exactly how flight simulation should be employed. I know, I started researching flight simulation in the mid-1990’s. This is definitely an area that requires more research by those who purport to be experts in human learning. Just checking-the-box continues to be all too prevalent in training systems.

As more of our work systems become automated, human oversight often decreases. Luckily it was human oversight that prevented accidents with Alaska Airlines recently — watch the machines. Today, most commercial aircraft fly most of the time on autopilot. What does this do to pilot concentration and skill degradation? Perhaps pilots should spend even more time in simulators practicing for those 2% of situations that require high expertise. Or perhaps what they really need is more experience. 

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auto-tuning work

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Are we moving into a post-job economy? Can the concept of the job continue to be the primary way that people work? Building ways to constantly change roles can be one way to get rid of the standardized job, which has decreasing usefulness in a creative, networked AI-assisted economy. We should be preempting automation by identifying what routine work should be automated as quickly as possible, so that people can focus on what machines cannot do — being curious, creative, empathetic, passionate, and humourous.

One area of dwindling jobs is at the entry level. This creates a challenge for career development. It is difficult to start as a highly skilled worker, especially since our academic institutions focus on knowledge acquisition and provide very little skill development. Standardized curricula are useless in developing those skills listed above that machines cannot do. Standardization is the enemy of creativity.

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meaningful work

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Kourosh Dini says that, “Mastery and meaningful work develop from guided play.” This is pretty well the direction behind my personal knowledge mastery framework and the notion of ‘half-baked ideas‘.

“There is an error in our focus on productivity. I may even be labeled as a productivity talking-head. I’ve more than likely made the error myself.

The error is that the focus should not be on productivity so much as it is on mastery.

Mastery is a process, a development over time for something you care about. That could be your family or that could be a craft.

This way, you choose the thing or things you are mastering and the remainder of your world is around supporting those. You don’t need to master everything, so much as take them to a point of being strong enough to support what you find meaningful.

Secondly, I strongly believe that mastery absolutely requires play.” —Being Productive 2022-12-05

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revisiting self-determination theory

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Self-determination theory 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 can relate to 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.

One effect of the network era, and its pervasive digital connections, is that networks are replacing or subverting more traditional hierarchies. Three aspects of this effect are — access to almost unlimited information, the ability for almost anyone to self-publish, and limitless opportunities for ridiculously easy group-forming.

Clay Shirky discussed this third aspect in Here Comes Everybody (2008).

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the knowledge artisan era

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An artisan (craftsperson) is a skilled manual worker in a particular craft, using specialized tools and machinery. Artisans were the dominant producers of goods before the Industrial Revolution. ABC Co. are the Artisans of the post-Industrial era, retrieving old world care and attention to detail, but using the latest tools and processes. To ensure that we stay current, we are members of various Open Source Guilds, such as the Drupal development community. —ABC Co. Business Plan 2005 (PDF)

I wrote the ABC Co. business plan for a small company with several years of development experience that had embraced open source software as a way to reduce customer costs, ensure long-term stability of their software, and focus on what they did best — custom development. As Ton Zylstra remarked in 2010, too often skilled workers are treated like replaceable cogs using standard, employer-provided tools.

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from platforms to covenants

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I wrote in agile sensemaking (2018) that radical innovation only comes from networks with large structural holes which are more diverse. This is why social networks cannot also be work teams, or they become echo chambers. Work teams can focus intensely on incremental innovation, to get better at what they already do. Communities of practice, with both strong and weak social ties, then become a bridge on this network continuum, enabling both individual and interactive creativity.

Connecting work teams, communities of practice/interest, and professional social networks ensures that knowledge flows and that people have the information needed to make well-informed decisions, especially when dealing with complexity and chaos. I have noted before that the world has become so complex and interconnected that the individual disciplines developed during The Enlightenment — like medicine — are no longer adequate to help society in our collective sensemaking, especially during global crises.

Experts in all disciplines have to get out of their silos and connect in multidisciplinary subject matter networks. A lone expert, or even a lone discipline, is obsolete in the network era. Only cooperative networks will help us make sense of the complex challenges facing us — climate change, environmental degradation, pandemics, war, etc. In today’s world, connections trump expertise.

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time for management to grow up

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In 2008, while working with a team of 40 people spread across several times zones, I suggested that we need a distributed work manifesto. This would include the requirement for collaborative documents, a group text chat, a focus on delivering content and not formatting for style, and reserving email for decisions and contracts. We are still not there yet and even during this pandemic managerial forces are trying to put distributed workers back into the office. The reality is that most workers want distributed work, most of the time.

“As companies come under pressure to offer higher compensation to staff and to recruit skilled workers, the national average base salary increase for 2023 is projected at 4.2 per cent, according to a recent survey from consulting firm Eckler Ltd.

A recent survey by productivity software company OSlash about the ‘great disconnect’ between bosses and workers found that 60 per cent of employers said they would offer employees a hybrid work schedule if they declined to return to the office.

Only 20 per cent would let employees go back to full time remote working.

Of the 800 work-from-home employees and 200 business leaders surveyed, nearly 80 per cent of remote workers believe their employers would fire them if they said ‘no’ to a return-to-office mandate.

Meanwhile, 78 per cent of employees surveyed said they would be willing to take a pay cut to continue working from home, with Gen Z respondents being the most willing to do so.”
—The Star 2022-10-07

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normal is the bias

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Almost a decade ago Harvard Business Review featured Scott Berkun’s article on how Automattic, the parent company of WordPress, was able to function as a 100% distributed company.

“Culture is critical. Automattic has many policies designed to empower employees and remote work is just one of them. They believe individual workers know best how to be productive and that management’s job is to provide choices and get out of the way. If employees are self-motivated and empowered, remote work can accelerate productivity. However in autocratic or bureaucratic organizations the freedom of remote work runs against the culture. Of course remote workers will be less productive if they’re in environments that depend on centralized, rule-oriented, or committee heavy processes. But even then it can work if managers care more about results than pretense.” —HBR 2013-03-15

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