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Why We Work
An eye-opening, groundbreaking tour of the purpose of work in our lives, showing how work operates in our culture and how you can find your own path to happiness in the workplace.
Why do we work? The question seems so simple. But Professor Barry Schwartz proves that the answer is surprising, complex, and urgent.
We’ve long been taught that the reason we work is primarily for a paycheck. In fact, we’ve shaped much of the infrastructure of our society to accommodate this belief. Then why are so many people dissatisfied with their work, despite healthy compensation? And why do so many people find immense fulfillment and satisfaction through “menial” jobs? Schwartz explores why so many believe that the goal for working should be to earn money, how we arrived to believe that paying workers more leads to better work, and why this has made our society confused, unhappy, and has established a dangerously misguided system.
Through fascinating studies and compelling anecdotes, this book dispels this myth. Schwartz takes us through hospitals and hair salons, auto plants and boardrooms, showing workers in all walks of life, showcasing the trends and patterns that lead to happiness in the workplace. Ultimately, Schwartz proves that the root of what drives us to do good work can rarely be incentivized, and that the cause of bad work is often an attempt to do just that.
How did we get to this tangled place? How do we change the way we work? With great insight and wisdom, Schwartz shows us how to take our first steps toward understanding, and empowering us all to find great work.
Why do we work? The question seems so simple. But Professor Barry Schwartz proves that the answer is surprising, complex, and urgent.
We’ve long been taught that the reason we work is primarily for a paycheck. In fact, we’ve shaped much of the infrastructure of our society to accommodate this belief. Then why are so many people dissatisfied with their work, despite healthy compensation? And why do so many people find immense fulfillment and satisfaction through “menial” jobs? Schwartz explores why so many believe that the goal for working should be to earn money, how we arrived to believe that paying workers more leads to better work, and why this has made our society confused, unhappy, and has established a dangerously misguided system.
Through fascinating studies and compelling anecdotes, this book dispels this myth. Schwartz takes us through hospitals and hair salons, auto plants and boardrooms, showing workers in all walks of life, showcasing the trends and patterns that lead to happiness in the workplace. Ultimately, Schwartz proves that the root of what drives us to do good work can rarely be incentivized, and that the cause of bad work is often an attempt to do just that.
How did we get to this tangled place? How do we change the way we work? With great insight and wisdom, Schwartz shows us how to take our first steps toward understanding, and empowering us all to find great work.
113 pages, Kindle Edition
First published March 3, 2015
About the author
Barry Schwartz
54 books616 followers an American psychologist. Schwartz is the Dorwin Cartwright Professor of Social Theory and Social Action at Swarthmore College. He frequently publishes editorials in the New York Times applying his research in psychology to current events.
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Displaying 1 - 30 of 334 reviews
February 25, 2018
Interesting and well written - but not as good as I hoped it would be. A short book, even so it feels like an essay that has been over extended than a full read.
The first 3 chapters explain that people do not work just for money, and motivating them just for money gives perverse incentives. Apart from the fact that Schwartz says this nicely and references it well, there is nothing new, surprising or original here. I'm not saying those chapters aren't worth reading, but its hardly news in management thinking that people are more complex than wanting money alone, and if you have single dimensional performance measures and incentives all based on money don't be surprised if you get some unexpected and unwanted behaviour.
Chapter 4 is more interesting. In this Schwartz outlines his hypothesis that because we act and manage organisations in a way that implies people only work for money, even though this is initially a false belief - it becomes over time a self fulfilling prophesy and people do start working only for money. Our behaviour is influenced by the prevailing beliefs, even if those beliefs start out as false. This chapter says something different and something really worth thinking about.
Chapter 5 starts to offer a solution, but gets nowhere really as it is too short and is lacking substance, but the idea that we should design the institutions we work in around people's real nature. Nice idea, could have been built on a bit more. It might also have been interesting to build on the increasing impact of the self-employed and freelancers who sit outside of these institutions but make up and increasing percentage of the employed population.
Overall short and engaging. Chapters 1-3 are worthy, but nothing new. Chapter 4 is good.
The first 3 chapters explain that people do not work just for money, and motivating them just for money gives perverse incentives. Apart from the fact that Schwartz says this nicely and references it well, there is nothing new, surprising or original here. I'm not saying those chapters aren't worth reading, but its hardly news in management thinking that people are more complex than wanting money alone, and if you have single dimensional performance measures and incentives all based on money don't be surprised if you get some unexpected and unwanted behaviour.
Chapter 4 is more interesting. In this Schwartz outlines his hypothesis that because we act and manage organisations in a way that implies people only work for money, even though this is initially a false belief - it becomes over time a self fulfilling prophesy and people do start working only for money. Our behaviour is influenced by the prevailing beliefs, even if those beliefs start out as false. This chapter says something different and something really worth thinking about.
Chapter 5 starts to offer a solution, but gets nowhere really as it is too short and is lacking substance, but the idea that we should design the institutions we work in around people's real nature. Nice idea, could have been built on a bit more. It might also have been interesting to build on the increasing impact of the self-employed and freelancers who sit outside of these institutions but make up and increasing percentage of the employed population.
Overall short and engaging. Chapters 1-3 are worthy, but nothing new. Chapter 4 is good.
April 29, 2024
نثر ترجمه خیلی روان بود و کتاب راحت خوانی بود، که خیلی از قسمتهاش به شدت جذاب بود. در کل نیمه اول کتاب به شدت جذاب تر بود و نیمه دوم کمی برای من کشدار بود.
حقیقتاً میترسم تدتاک شوارتز رو ببینم و بعد حس کنم اگر اون رو میدیدم هم اندازه کتاب یاد میگرفتم.
حقیقتاً میترسم تدتاک شوارتز رو ببینم و بعد حس کنم اگر اون رو میدیدم هم اندازه کتاب یاد میگرفتم.
September 20, 2015
في البداية استمعت لمحاضرة "باري شوارتز" على موقع TED، وشدّتني فكرته. وأنا من المعجبين بأفكار "شوارتز" وفلسفته الناقدة لواقعنا الإستهلاكي والآلي.
ثمّ علمت أنّ هناك كتابًا صغير الحجم له عن ذات الموضوع، فحرصت على قراءته وهذا ما كان بفضل الله وعونه.
بدا الكتاب كمحاضرة أكثر تفصيلًا وأكثر امتلاءً بالأمثلة وقد دمج فيه بين حديثه في هذه المحاضرة وسابقةٍ لها عن كتابه السابق (الحكمة العملية practical wisdom).
تمحورت فكرته الأساس –هنا- حول أثر الفكر في الجانب الإنساني في خلق واقعه الذي يصير لاحقًا مصداقًا للفكرة، وبرهانًا عليها. وكيف أنّ النظرة الاقتصادية لآدم سميث ومن خلفه أثّرت في خلق ظروف العمل التي نعاني منها في هذا الزمن، والتي حوّلت الموظفين إلى آلات تفتقد الإحساس من جهة، كما تفتقد متعة العمل ودافع الإبداع من جهةٍ أخرى.
أظنّ أنّ الكتاب قد كُتب على عجل، وارتكز على صياغة المحاضرة أكثر من ارتكازه على صياغة الكتاب، ممّا ولّد عندي اضطرابًا في جمع أفكاره، وتسلسلها.
ونصيحتي لمن أراد الاستزادة في موضوع الكتاب أن يقرأ قبله أو بعده كتاب DRIVE لـ "دانييل بينك" فهو يوفّر إطلالة أوسع على دوافع البشر للعمل، وما يترتّب على تلك الدوافع.
أمّا هذا الكتاب فهو رسالة لأرباب العمل والمؤسسات والشركات، وللعامل الذي لا يكاد يفهم شعوره بالعدمية في عمله.
ثمّ علمت أنّ هناك كتابًا صغير الحجم له عن ذات الموضوع، فحرصت على قراءته وهذا ما كان بفضل الله وعونه.
بدا الكتاب كمحاضرة أكثر تفصيلًا وأكثر امتلاءً بالأمثلة وقد دمج فيه بين حديثه في هذه المحاضرة وسابقةٍ لها عن كتابه السابق (الحكمة العملية practical wisdom).
تمحورت فكرته الأساس –هنا- حول أثر الفكر في الجانب الإنساني في خلق واقعه الذي يصير لاحقًا مصداقًا للفكرة، وبرهانًا عليها. وكيف أنّ النظرة الاقتصادية لآدم سميث ومن خلفه أثّرت في خلق ظروف العمل التي نعاني منها في هذا الزمن، والتي حوّلت الموظفين إلى آلات تفتقد الإحساس من جهة، كما تفتقد متعة العمل ودافع الإبداع من جهةٍ أخرى.
أظنّ أنّ الكتاب قد كُتب على عجل، وارتكز على صياغة المحاضرة أكثر من ارتكازه على صياغة الكتاب، ممّا ولّد عندي اضطرابًا في جمع أفكاره، وتسلسلها.
ونصيحتي لمن أراد الاستزادة في موضوع الكتاب أن يقرأ قبله أو بعده كتاب DRIVE لـ "دانييل بينك" فهو يوفّر إطلالة أوسع على دوافع البشر للعمل، وما يترتّب على تلك الدوافع.
أمّا هذا الكتاب فهو رسالة لأرباب العمل والمؤسسات والشركات، وللعامل الذي لا يكاد يفهم شعوره بالعدمية في عمله.
February 10, 2019
موضوعی که کتاب بهش پرداخته و در موردش صحبت کرده خیلی برای من مهم بود و به نظرم کتاب تونست به برخی از سوال های من پاسخ بده یا حداقل اطلاعاتی رو در اختیارم بذاره که سریعتر پاسخم رو پیدا کنم .
نیمه اول کتاب زیاد جالب نبود، اما نیمه دوم خیلیییی بهتر بود و نکات و آزمایش های مهم تری رو تو حوزه علوم اجتماعی و ذات انسان بیان کرد
خلاصه که اگر این دغدغه رو دارید که لزوم کار کردن در دنیای امروز به جز اهداف مالی و مادی چه چیزهای دیگری است! حتما کتاب رو بخونید .
و کتاب های مشابه یا مرتبط به همین موضوع رو به منم معرفی کنید :)
نیمه اول کتاب زیاد جالب نبود، اما نیمه دوم خیلیییی بهتر بود و نکات و آزمایش های مهم تری رو تو حوزه علوم اجتماعی و ذات انسان بیان کرد
خلاصه که اگر این دغدغه رو دارید که لزوم کار کردن در دنیای امروز به جز اهداف مالی و مادی چه چیزهای دیگری است! حتما کتاب رو بخونید .
و کتاب های مشابه یا مرتبط به همین موضوع رو به منم معرفی کنید :)
January 21, 2022
خوندن این کتاب مثل این بود که یک نفر داره تلاش میکنه یه چیز خیلی مهم رو بهت بگه ولی نمیتونه، تو هی وسط حرفش میپری، میگی منظورت این هست؟ میگه نه، دوباره سعی میکنه توضیح بده که چه پیامی رو میخواد برسونه و باز برای این که خودت و گوینده رو راحت کنی میپری وسط حرفش و میخوای اون نتیجه ای که توی ذهنت در حال شکل گیری هست رو بگی، ولی باز هم اون چیزی که گوینده میخواد بگه نیست.
کار باید معنا دار باشه، اوکی
مشوق مالی اولین و بهترین روش نیست، اوکی
صنعتی شدن روح کارگران رو از بین برده، اوکی
ولی نمیفهمم راه حلش چیه؟ معنی بخشیدن به کار سنجاق سازی سخته، خب چه راهکاری داری؟ اختیار عمل دادن یا اجازه ی خلاقیت دادن به کسی که مفتول سنجاق رو صاف میکنه چه قدر میتونه تاثیرگذار باشه؟ به جای مشوق های مالی چه پیشنهادی داری؟ اگر برای تاخیر پدر مادر ها برای برداشتن بچه شون از مهدکودک، جریمه خوب نیست پس چه راه دیگه ای هست؟
یه بخشی از ذهنم بهم میگه این ایده هایی که "به همه باید فرصت خلاقیت داد" یا "نیاز به مراقبت دائم از کارمندان نیست" یا "باید به جای نظارت دنبال پرورش تعهد باشیم" از روی شکم سیری میاد. این روش ها، هرچند قشنگ، باعث نمیشه توی دست هر کدوممون یه موبایل باشه یا ده مدل لباس توی کمدمون باشه. یه بخش دیگه ای از ذهنم میگه که شاید این تصورم به خاطر همین مدل های فکری هست که توی ذهن همه مون این قدر جا افتاده، که همه برای پول کار میکنیم یا ذات انسان از زیر کار در روئه.
کتاب منظمی نیست و فقط ذهن آدم رو آشفته میکنه و بعید میدونم هدف نویسنده این بوده باشه.
کار باید معنا دار باشه، اوکی
مشوق مالی اولین و بهترین روش نیست، اوکی
صنعتی شدن روح کارگران رو از بین برده، اوکی
ولی نمیفهمم راه حلش چیه؟ معنی بخشیدن به کار سنجاق سازی سخته، خب چه راهکاری داری؟ اختیار عمل دادن یا اجازه ی خلاقیت دادن به کسی که مفتول سنجاق رو صاف میکنه چه قدر میتونه تاثیرگذار باشه؟ به جای مشوق های مالی چه پیشنهادی داری؟ اگر برای تاخیر پدر مادر ها برای برداشتن بچه شون از مهدکودک، جریمه خوب نیست پس چه راه دیگه ای هست؟
یه بخشی از ذهنم بهم میگه این ایده هایی که "به همه باید فرصت خلاقیت داد" یا "نیاز به مراقبت دائم از کارمندان نیست" یا "باید به جای نظارت دنبال پرورش تعهد باشیم" از روی شکم سیری میاد. این روش ها، هرچند قشنگ، باعث نمیشه توی دست هر کدوممون یه موبایل باشه یا ده مدل لباس توی کمدمون باشه. یه بخش دیگه ای از ذهنم میگه که شاید این تصورم به خاطر همین مدل های فکری هست که توی ذهن همه مون این قدر جا افتاده، که همه برای پول کار میکنیم یا ذات انسان از زیر کار در روئه.
کتاب منظمی نیست و فقط ذهن آدم رو آشفته میکنه و بعید میدونم هدف نویسنده این بوده باشه.
August 28, 2023
Why do we work? To make a living and pay the bills, yes. Seen another way, though, this is perhaps a facile answer and leaves out of the picture the whole world of work and our work lives that we see and experience once we lift up the hood. In this little book, famed psychologist Barry Schwartz weaves together much of the modern and contemporary research in organizational psychology to make an argument about what else motivates and drives people in companies and our market relationships. Schwartz does a nice job of recapping some of the seminal studies from the field - from the hospital janitors who go above and around narrow job and managerial requirements because they understand their roles as part of the healthcare purpose of the hospital, to the parents at the famous daycare center who increased their frequency of late pickups once the daycare center instituted a fine as they felt the charge obviated them of the social and moral requirement to be on time. In short, Schwartz maintains that feeling connected and socially invested in our companies and institutions is a win-win for the companies and the employees, arguing that it creates better workplaces and better workers. The alternative, he says, the path that we are halfway down, is that the incentivization and monetization of all aspects of life ends up shaping us more than we would care to admit. Interestingly, this is one of those books that may have benefited from being a little longer. With the additional time and space, Schwartz could have fleshed out some of the connecting threads between the studies and the different parts of his argument. A bigger political economic book also could have looped back around and tied out the requirement of mostly everyone to make a living and pay the bills with the same forces that brought about the monetization and financialization of contemporary life, but that’s another book. In any case, this was a fairly nice and tidy synthesis, tied together in a pretty clean and efficient package.
November 1, 2015
Easy to read in a night. It's mainly a criticism of the modern workplace. According to the author, to enjoy your work, you need, above all else, a higher sense of purpose i.e. your job contributes to making the world a better place. You need to use your skills that you enjoy using, autonomy in decision-making as opposed to being micro-managed, and an enjoyable social environment.
This book, like so many I've read, has a lot of filler. I cannot tolerate filler. It reaks of "I needed enough pages to justify charging you or the library this much money for the book".
It would be better to read Seligman's book Flourish or Authentic Happiness.
This book, like so many I've read, has a lot of filler. I cannot tolerate filler. It reaks of "I needed enough pages to justify charging you or the library this much money for the book".
It would be better to read Seligman's book Flourish or Authentic Happiness.
November 1, 2020
Excellent book
April 9, 2020
สั้น กระชับ ได้ใจความ กับความพยายามตอบคำถามถึงเป้าหมายในการทำงานในโลกสมัยใหม่
แน่นอนว่า 'เงิน' เป็นหนึ่งในแรงจูงใจสำคัญในการทำงาน แต่หนังสือเล่มนี้ตั้งคำถามว่าเงินคือปัจจัยหนึ่งเดียวจริงหรือไม่ที่จะจูงใจให้ลูกจ้างทำงานได้ดีขึ้น รวมถึงสำรวจแนวคิดแบ่งงานกันทำที่ตัดทอนความเป็นมนุษย์ให้เหลือเป็นส่วนๆ และแยกชีวิตภาคแรงงานออกจากภาคของการเป็นปุถุชน
สนุกใช้ได้ครับ แต่ส่วนตัวมองว่าการนำเสนอแบบหยิบหลักฐาน Anecdote มาเรียงต่อกันมันอ่อนไปสักหน่อย ถ้ามีหลักฐานเชิงประจักษ์หรือเชิงทดลองมานำเสนอน่าจะน่าเชื่อถือมากกว่านี้
แน่นอนว่า 'เงิน' เป็นหนึ่งในแรงจูงใจสำคัญในการทำงาน แต่หนังสือเล่มนี้ตั้งคำถามว่าเงินคือปัจจัยหนึ่งเดียวจริงหรือไม่ที่จะจูงใจให้ลูกจ้างทำงานได้ดีขึ้น รวมถึงสำรวจแนวคิดแบ่งงานกันทำที่ตัดทอนความเป็นมนุษย์ให้เหลือเป็นส่วนๆ และแยกชีวิตภาคแรงงานออกจากภาคของการเป็นปุถุชน
สนุกใช้ได้ครับ แต่ส่วนตัวมองว่าการนำเสนอแบบหยิบหลักฐาน Anecdote มาเรียงต่อกันมันอ่อนไปสักหน่อย ถ้ามีหลักฐานเชิงประจักษ์หรือเชิงทดลองมานำเสนอน่าจะน่าเชื่อถือมากกว่านี้
May 31, 2019
از اون کتابهاست که باید چند تا ازش بخرم شبنامهطور پخش کنم تو محیط کارم.
November 20, 2020
เล่มนี้สนุกที่สุดในชุดเลย ทั้งเนื้อหา การเขียน เเละความน่าสนใจ ลงตัวมาก
ชื่อเล่มคือ ทำงานทำไม เเต่จริงๆเนื้อหาเล่าถึฃว่าเหตุผลอะไรที่ทำให้คนเราอยากทำงาน เเละทำให้เราทำงานอย่างมีประสิทธิภาพมากกว่า คือมันลึกกว่าเหตุผลง่ายๆว่า ทำไมคนถึงทำงาน
คำตอบของเล่มนี้ ผมว่าเราคงพอเดาๆคำตอบกันได้อยู่นะครับ ซึ่งคำตอบนี้ก็ไปเชื่อมกับเนื้อหาของอีกเล่มนึงในชุดเช่นเดียวกัน เพียงเเต่เล่มนั้นจะเอาไปขยายให้ครอบคลุมมากกว่าเล่มนี้ เลยจะมีความซ้ำซ้อนบ้างเล็กน้อย ยิ่งถ้าอ่านติดๆกันเเล้วจะยิ่งเห็นชัดเลย
เเต่ความพีคของเล่ม ผมกลับมองว่าไม่ใช่คำตอบของคำถาม เเต่คือบทสุดท้ายที่เป็นการนำคำตอบไปใช้งานจริงมากกว่า ซึ่งบทสุดท้ายนั้นเล่าถึงการกระทำไปตามความเชื่อของคนเรา เราเชื่อเเบบไหนก็ทำเเบบนั้น เเม้ว่าความเชื่อของเราอาจไม่ถูกต้อง เเต่ถ้าเราทำตามที่เราเชื่อไปเเล้ว เเละมันส่งผลต่อคนอื่น การกระทำที่ส่งผลต่อผู้อื่นนั้น อาจย้อนกลับมายืนยันความเขื่อที่ผิดของเรา ว่าเป็นสิ่งที่ถูกต้องเสียอย่างนั้น เช่น ถ้าเราเชื่อว่าคนทำงานเพื่อเงินเท่านั้น เราก็ตะออกเเบบระบบการทำงานที่เอาเงินเป็นปัจจัยหลัก เเม้ความคิดเเบบนี้มันจะผิด (สปอยไปเล็กน้อย) เเต่เมื่อเอาคนมาทำงานในระบบนี่เเล้ว ระบบจะทำลายความมุ่งมั่น ความหมายในการทำงานอื่นๆจนหมดไป จนเหลือเพียงเหตุผลเดียวในการทำงานคือเงิน เเละเมื่อถึงจุดนั้นมันก็เป็นการตอกย้ำว่าความเชื่ออของเราถูกเเล้วนี่ไง คำตอบมันก็เห็นกันอยู่ชัดๆ
จากบทสุดท้ายนี่ทำให้กลับมาคิดอะไรหลายๆอย่างว่า มันมีเหตุการณ์เเบบนี้เกิดขึ้นกับระบบอื่นๆนอกจากการทำงานหรือไม่ เเละมันส่งผลอะไรต่อสังคม มีความเชื่อผิดๆอะไรที่ถูกตอกย้ำลงไปจนเป็นความจริง อาจถึงเวลาที่ต้องลองมาสำรวจกันทั้งระบบ เเละเเก้ไขความคิดผิดๆที่ฝังรากลึกมานาน ก่อนจะสายเกินไป
เริ่มต้นจากคำถามๆเดียวเรื่องการทำงาน เเต่กลับตอบโจทก์ได้ถึงปัญหาของทั้งสังคม ไม่ธรรมดานะครับ เล่มนี้...
ชื่อเล่มคือ ทำงานทำไม เเต่จริงๆเนื้อหาเล่าถึฃว่าเหตุผลอะไรที่ทำให้คนเราอยากทำงาน เเละทำให้เราทำงานอย่างมีประสิทธิภาพมากกว่า คือมันลึกกว่าเหตุผลง่ายๆว่า ทำไมคนถึงทำงาน
คำตอบของเล่มนี้ ผมว่าเราคงพอเดาๆคำตอบกันได้อยู่นะครับ ซึ่งคำตอบนี้ก็ไปเชื่อมกับเนื้อหาของอีกเล่มนึงในชุดเช่นเดียวกัน เพียงเเต่เล่มนั้นจะเอาไปขยายให้ครอบคลุมมากกว่าเล่มนี้ เลยจะมีความซ้ำซ้อนบ้างเล็กน้อย ยิ่งถ้าอ่านติดๆกันเเล้วจะยิ่งเห็นชัดเลย
เเต่ความพีคของเล่ม ผมกลับมองว่าไม่ใช่คำตอบของคำถาม เเต่คือบทสุดท้ายที่เป็นการนำคำตอบไปใช้งานจริงมากกว่า ซึ่งบทสุดท้ายนั้นเล่าถึงการกระทำไปตามความเชื่อของคนเรา เราเชื่อเเบบไหนก็ทำเเบบนั้น เเม้ว่าความเชื่อของเราอาจไม่ถูกต้อง เเต่ถ้าเราทำตามที่เราเชื่อไปเเล้ว เเละมันส่งผลต่อคนอื่น การกระทำที่ส่งผลต่อผู้อื่นนั้น อาจย้อนกลับมายืนยันความเขื่อที่ผิดของเรา ว่าเป็นสิ่งที่ถูกต้องเสียอย่างนั้น เช่น ถ้าเราเชื่อว่าคนทำงานเพื่อเงินเท่านั้น เราก็ตะออกเเบบระบบการทำงานที่เอาเงินเป็นปัจจัยหลัก เเม้ความคิดเเบบนี้มันจะผิด (สปอยไปเล็กน้อย) เเต่เมื่อเอาคนมาทำงานในระบบนี่เเล้ว ระบบจะทำลายความมุ่งมั่น ความหมายในการทำงานอื่นๆจนหมดไป จนเหลือเพียงเหตุผลเดียวในการทำงานคือเงิน เเละเมื่อถึงจุดนั้นมันก็เป็นการตอกย้ำว่าความเชื่ออของเราถูกเเล้วนี่ไง คำตอบมันก็เห็นกันอยู่ชัดๆ
จากบทสุดท้ายนี่ทำให้กลับมาคิดอะไรหลายๆอย่างว่า มันมีเหตุการณ์เเบบนี้เกิดขึ้นกับระบบอื่นๆนอกจากการทำงานหรือไม่ เเละมันส่งผลอะไรต่อสังคม มีความเชื่อผิดๆอะไรที่ถูกตอกย้ำลงไปจนเป็นความจริง อาจถึงเวลาที่ต้องลองมาสำรวจกันทั้งระบบ เเละเเก้ไขความคิดผิดๆที่ฝังรากลึกมานาน ก่อนจะสายเกินไป
เริ่มต้นจากคำถามๆเดียวเรื่องการทำงาน เเต่กลับตอบโจทก์ได้ถึงปัญหาของทั้งสังคม ไม่ธรรมดานะครับ เล่มนี้...
November 4, 2015
I don't read a lot of psychology or business books, but I really appreciated the explorations of why we work undertaken by Barry Schwartz. I feel a lot more equipped to understand my own relationship to work. I may have more to say about this once I've met with my book group about it (in April).
May 15, 2021
Книга, яка дискутує про основні причини, які мотивують людей до праці і, водночас, покладає усі заклики до змін лише на роботодавця, розглядаючи працівника лиш як об'єкт
November 5, 2023
Написано добре, зрозуміло, з великою кількістю прикладів та посилань на різні джерела. Але все ж таки не вистачило трохи більше конкретики як змінити сьогоднішню ситуацію, трохи більше конкретних рекомендацій.
А ситуація розписана добре, і це правда - принаймні у мене на роботі.
А ситуація розписана добре, і це правда - принаймні у мене на роботі.
June 5, 2015
A great tome that recenters thinking about what motivates us to work (it's not about the money). Great analysis on job crafting (going above and beyond the job description) and job efficiency (tamping down on extras, just stick to the work). Finding a bigger purpose, better than pay, a higher purpose to the work. Don't fall into the trap of the ideologue, don't believe in just your version of events.
The general theme is that people don't just work for money. There is a bit of redundancy from more prominent works. I am reminded of some of the rules in Freakonomics (fine for parents who pick up their kids late becomes a service fee instead) and more particularly It's Not About the Coffee (emphasizing that mission and purpose goes farther than money as an incentive). Financial incentives do little to inspire people to go the extra mile. People need to have something to believe in, a cause, a purpose, and a mission. If you can provide that, it will go much farther than anything else.
Favorite Passage:
The term "ideology" has not been used consistently over time. The term's history began in France in the eighteenth century, coined to denote a "science of ideas." People who the French Emperor Napolean termed ideologues were so in love with ideas that they ignore empirical evidence, sometimes right in front of their noses, that might contradict those ideas. A more recent manifestation of this view of people as so committed to ideas that they ignore evidence can be found in Jonathan Haidt's The Righteous Mind, which argues that people's moral commitments stem not from reason and reflection, but from deep-seated intuitions of which they are largely unaware. That is, people BELIEVE they make moral judgements by thinking the issues through, using reason to sift through evidence and arguments as a judge of pros and cons. But, in fact, Haidt tells us, they have a moral position before they ever turn their thinking loose on an issue. They use reason as a lawyer does--to make a case for what they already believe, and not as a judge, to tell them what they ought to believe. This orientation can lead not only to ignoring evidence, but to distorting it, a result of what psychologist Lee Ross called "naive realism." The naive realist is someone who thinks that "I see things as they are, people who disagree with me are distorting the truth." p. 61
The general theme is that people don't just work for money. There is a bit of redundancy from more prominent works. I am reminded of some of the rules in Freakonomics (fine for parents who pick up their kids late becomes a service fee instead) and more particularly It's Not About the Coffee (emphasizing that mission and purpose goes farther than money as an incentive). Financial incentives do little to inspire people to go the extra mile. People need to have something to believe in, a cause, a purpose, and a mission. If you can provide that, it will go much farther than anything else.
Favorite Passage:
The term "ideology" has not been used consistently over time. The term's history began in France in the eighteenth century, coined to denote a "science of ideas." People who the French Emperor Napolean termed ideologues were so in love with ideas that they ignore empirical evidence, sometimes right in front of their noses, that might contradict those ideas. A more recent manifestation of this view of people as so committed to ideas that they ignore evidence can be found in Jonathan Haidt's The Righteous Mind, which argues that people's moral commitments stem not from reason and reflection, but from deep-seated intuitions of which they are largely unaware. That is, people BELIEVE they make moral judgements by thinking the issues through, using reason to sift through evidence and arguments as a judge of pros and cons. But, in fact, Haidt tells us, they have a moral position before they ever turn their thinking loose on an issue. They use reason as a lawyer does--to make a case for what they already believe, and not as a judge, to tell them what they ought to believe. This orientation can lead not only to ignoring evidence, but to distorting it, a result of what psychologist Lee Ross called "naive realism." The naive realist is someone who thinks that "I see things as they are, people who disagree with me are distorting the truth." p. 61
February 8, 2017
3 stars for: its ok
4 stars for: ideas ok, writing ok
i wanted to give 3.5. minus point 5 for the rambling anecdote style at the second half of the book.
ideas used in this book
- incentives (systems thinking)
- self fulfilling prophecy (systems thinking)
- the danger of ideology in social science
- adam smith
good:
- the idea of incentives and difficulty in designing incentives
- the idea of self fulfilling prophecy (ideology)
- the idea that humans are driven by meaning, and how people can use to progress to a more ideal work situation
- the danger of ideology that distort reality
- the argument for letting employees have more control and choice of how they wish to execute their jobs (aka anti micromanagement)
- critique that ideas from adam smith using money to incentivise humans are overrated, because we are not as poor anymore. and it has poisoned management mindset
- idea that paying execs bonuses encourages them to aim for short term achievements at the cost of long term benefits
bad:
- there was this huge chunk towards the back about self fulfilling prophecy. i dont want a list of anecdotes, i want the author's analysis and ideas
- ideas seen before
- the big idea of incentives isnt new to me. i've seen it elsewhere in freakonomics
- the idea that humans are driven by meaning, ive seen it elsewhere too. maslow. mans search for meaning
i want some solutions.
who is the audience?
as a currently unemployed restless disillusioned millenial, i wanted a book on how to engineer my mindset so i can have a better worklife.
will management be incentivised to make life better for their employees? probably no. can you take the bad influence of money out of the equation? hard. bad management hides behind hidden outcomes, only when people stay long enough will their strategy favour long term benefits rather than short term ones. unless social sciences are able to design experiments that show that management execs are doing it wrong.
4 stars for: ideas ok, writing ok
i wanted to give 3.5. minus point 5 for the rambling anecdote style at the second half of the book.
ideas used in this book
- incentives (systems thinking)
- self fulfilling prophecy (systems thinking)
- the danger of ideology in social science
- adam smith
good:
- the idea of incentives and difficulty in designing incentives
- the idea of self fulfilling prophecy (ideology)
- the idea that humans are driven by meaning, and how people can use to progress to a more ideal work situation
- the danger of ideology that distort reality
- the argument for letting employees have more control and choice of how they wish to execute their jobs (aka anti micromanagement)
- critique that ideas from adam smith using money to incentivise humans are overrated, because we are not as poor anymore. and it has poisoned management mindset
- idea that paying execs bonuses encourages them to aim for short term achievements at the cost of long term benefits
bad:
- there was this huge chunk towards the back about self fulfilling prophecy. i dont want a list of anecdotes, i want the author's analysis and ideas
- ideas seen before
- the big idea of incentives isnt new to me. i've seen it elsewhere in freakonomics
- the idea that humans are driven by meaning, ive seen it elsewhere too. maslow. mans search for meaning
i want some solutions.
who is the audience?
as a currently unemployed restless disillusioned millenial, i wanted a book on how to engineer my mindset so i can have a better worklife.
will management be incentivised to make life better for their employees? probably no. can you take the bad influence of money out of the equation? hard. bad management hides behind hidden outcomes, only when people stay long enough will their strategy favour long term benefits rather than short term ones. unless social sciences are able to design experiments that show that management execs are doing it wrong.
September 2, 2015
Invoking plenty of Adam Smith, Karl Marx, John Maynard Keynes, and even a bit of Bruce Springsteen, Schwartz's inspiring manifesto forces us to question the very nature of modern-day work. Why is it generally so dismal? Is it designed because we are "money hungry" or is the causal chain reversed?
Via fascinating anecdote and plenty of data, the book forcefully claims that how we work isn't working—at least not to the extent to which it should. We need more out of our jobs than a paycheck. We need meaning. We need purpose.
People looking for "the five ways to get started" will find themselves disappointed. This is a big-idea book, not a not a how-to text. Still, its message is timely given the recent Amazon NY Times' story on white-collar slaves.
I only wish that it was longer, but TED books are deliberately short.
Via fascinating anecdote and plenty of data, the book forcefully claims that how we work isn't working—at least not to the extent to which it should. We need more out of our jobs than a paycheck. We need meaning. We need purpose.
People looking for "the five ways to get started" will find themselves disappointed. This is a big-idea book, not a not a how-to text. Still, its message is timely given the recent Amazon NY Times' story on white-collar slaves.
I only wish that it was longer, but TED books are deliberately short.
December 8, 2015
This was good. Some really cool ideas (and case studies to support them) were brought forth that will stick with me for a while. I thought the ending could have been better, as I feel like the author could have tried to offer some strategies on how our society could turn around its negative view towards work. Basically, how can we begin to undo Adam Smith's pessimistic view of people and how they are motivated only by incentives, mainly financial and material (not that he said exactly that, but that is what our society and culture takes most to heart).
Personally, reading this made me feel even more grateful that I've found a career and a company that fosters an intrinsic motivation to excel at my job and above all, happiness in what I do :)
Personally, reading this made me feel even more grateful that I've found a career and a company that fosters an intrinsic motivation to excel at my job and above all, happiness in what I do :)
October 14, 2021
Why do some people like their jobs and why do others hate it? The book covers a lot of these reasons for that, based both on studies and on anecdotes.
The main weak point of the book is that it's boring. It fails to turn the whole discussion on why people don't like their jobs to "if we can make people satisfied about their work we can increase productivity and change the world", so I honestly didn't see a reason to read it.
Maybe it's because I like my job.
The main weak point of the book is that it's boring. It fails to turn the whole discussion on why people don't like their jobs to "if we can make people satisfied about their work we can increase productivity and change the world", so I honestly didn't see a reason to read it.
Maybe it's because I like my job.
Read
September 20, 2017About the book: Why We Work exposes the flawed assumptions that govern the modern working world. These blinks walk you through the reasons why current management strategies backfire, and show you some far more effective alternatives. In addition, case studies based on company success stories illustrate just how powerful engaged and fulfilled employees can be.
About the author: Barry Schwartz is an American psychologist and Dorwin Cartwright Professor of Social Theory and Social Action at Swarthmore College. He has authored more than ten books and published well over 100 papers in scientific journals. He also writes for leading newspapers, is a regular guest on radio programs and has even given two TED talks.
My highlights:
The most fulfilling work allows us to make a difference in the lives of others. People tend to see work from three different standpoints. For some of us, work might be nothing more than a job.
Others perceive their work as a career; in other words, a period that is hopefully characterized by progress and growth.
Still others believe their work to be a calling. For these people, the work they do creates positive change in the world.
Without autonomy, investment and a mission, employees feel disengaged and demotivated. there are three factors that make a company come out on top, and they’re all tied to how employees are treated. The first of these is autonomy.
The next factor is investment. Some of the most successful companies today have reached great heights by dedicating time, money and effort into the skill development of their employees.
The third crucial factor is mission. A company’s mission isn’t just something that should halfheartedly come up in the CEO’s speeches. Instead, it should be continually present
Attempts to boost productivity through overstructuring and financial incentives will backfire. Overstructuring is known to decrease engagement and productivity.
Unfortunately, overstructuring isn’t the only factor depleting employee motivation. Reliance on financial incentives is another strategy that often backfires.
Financial incentives seem like a good idea at first, but ultimately run the risk of turning social or moral contracts of integrity into flexible financial relations, thus missing their target entirely.
Companies must redefine efficiency and consider three key questions to improve their workplace. This all starts with asking three simple questions: what, how, and when. What is the purpose of your employees’ tasks? What positive impacts do they create? How do your workers complete their tasks? Are they strictly monitored, or do they call the shots? And finally, when can you introduce change if things aren’t looking so great at your workplace? Employers often answer the third question with avoidance. It’s true that the modern economy is in constant flux; however, waiting for stability to change your company will only allow vicious cycles to deepen. The answer to the third question is always “now”!
Final summary Heavy reliance on financial incentives and strict performance monitoring leaves workers feeling demotivated and disengaged. If companies want to make their workplace positive and productive, outdated theories must be left behind. By making employees feel trusted and valued, employers can make their jobs feel like a calling.
About the author: Barry Schwartz is an American psychologist and Dorwin Cartwright Professor of Social Theory and Social Action at Swarthmore College. He has authored more than ten books and published well over 100 papers in scientific journals. He also writes for leading newspapers, is a regular guest on radio programs and has even given two TED talks.
My highlights:
The most fulfilling work allows us to make a difference in the lives of others. People tend to see work from three different standpoints. For some of us, work might be nothing more than a job.
Others perceive their work as a career; in other words, a period that is hopefully characterized by progress and growth.
Still others believe their work to be a calling. For these people, the work they do creates positive change in the world.
Without autonomy, investment and a mission, employees feel disengaged and demotivated. there are three factors that make a company come out on top, and they’re all tied to how employees are treated. The first of these is autonomy.
The next factor is investment. Some of the most successful companies today have reached great heights by dedicating time, money and effort into the skill development of their employees.
The third crucial factor is mission. A company’s mission isn’t just something that should halfheartedly come up in the CEO’s speeches. Instead, it should be continually present
Attempts to boost productivity through overstructuring and financial incentives will backfire. Overstructuring is known to decrease engagement and productivity.
Unfortunately, overstructuring isn’t the only factor depleting employee motivation. Reliance on financial incentives is another strategy that often backfires.
Financial incentives seem like a good idea at first, but ultimately run the risk of turning social or moral contracts of integrity into flexible financial relations, thus missing their target entirely.
Companies must redefine efficiency and consider three key questions to improve their workplace. This all starts with asking three simple questions: what, how, and when. What is the purpose of your employees’ tasks? What positive impacts do they create? How do your workers complete their tasks? Are they strictly monitored, or do they call the shots? And finally, when can you introduce change if things aren’t looking so great at your workplace? Employers often answer the third question with avoidance. It’s true that the modern economy is in constant flux; however, waiting for stability to change your company will only allow vicious cycles to deepen. The answer to the third question is always “now”!
Final summary Heavy reliance on financial incentives and strict performance monitoring leaves workers feeling demotivated and disengaged. If companies want to make their workplace positive and productive, outdated theories must be left behind. By making employees feel trusted and valued, employers can make their jobs feel like a calling.
November 11, 2019
Why work? If you’re new to this question, here are some ideas that psychologists talk about when they talk about work. Do people work for money? Yes, but they work for other reasons, too. And it would seem the other reasons are more important. Unfortunately, workplaces can be structured to turn people who view their work as a calling into people who just call it in. In such moments, workplaces turn the why of work into task compensated drudgery (i.e. working for money) and people not only lose the joy of their work but are also likely to become less productive. Schwartz therefore encourages us to make jobs more like callings. Although I don’t really believe that people are called to do just one thing, a calling does capture the intrinsic urgency one experiences when doing meaningful work. As much as possible, it seems a good idea to find situations in which money is not really something we think about. It further occurs to me that when material incentives suddenly matter a lot, we should default to the assumption that something’s gone wrong, either in our individual life or within the structure of the economy (or both).
The stack here is easy enough to put together. Much of the psychology that Schwartz summarizes in Why We Work will be familiar to readers of Daniel Pink’s Drive and Dan Ariely’s Predictably Irrational. In fact, Ariely appears in the book and Pink blurbs it. Schwartz also cites the work of Amartya Sen, which I have not read, to suggest that sometimes we need people to be governed by “commitments,” which means a “concern for doing the right thing that originates from a source that the logic of self interest and incentives cannot encompass.” Jon Haidt's Righteous Mind appears. If you ever wondered if public intellectuals read each other's books, the answer would seem to be yes, but of the books I've mentioned in this paragraph, I'd recommend reading Why We Work last. (Schwartz's The Paradox of Choice, however, is fantastic.) Bullshit Jobs does not appear, probably because it was written after, but it's also a fine companion read.
The stack here is easy enough to put together. Much of the psychology that Schwartz summarizes in Why We Work will be familiar to readers of Daniel Pink’s Drive and Dan Ariely’s Predictably Irrational. In fact, Ariely appears in the book and Pink blurbs it. Schwartz also cites the work of Amartya Sen, which I have not read, to suggest that sometimes we need people to be governed by “commitments,” which means a “concern for doing the right thing that originates from a source that the logic of self interest and incentives cannot encompass.” Jon Haidt's Righteous Mind appears. If you ever wondered if public intellectuals read each other's books, the answer would seem to be yes, but of the books I've mentioned in this paragraph, I'd recommend reading Why We Work last. (Schwartz's The Paradox of Choice, however, is fantastic.) Bullshit Jobs does not appear, probably because it was written after, but it's also a fine companion read.
September 23, 2019
Не думайте, що відповідь на питання, котре американський психолог та дослідник Баррі Шварц виніс в назву своєї книжки, стосується грошей. Точніше про гроші він, звісно ж, згадує, але мова тут йде якраз про інші речі, які поряд з фінансовим заохоченням «змушують» нас займатися своєю справою/професією/проектом тощо. «Коли запитуєш людей, цілком задоволених своєю роботою, чому вони цю роботу виконують, майже ніколи не йдеться про гроші», – одразу у вступі наголошує психолог, додаючи, що «задоволені працівники сприймають роботу як нагоду випробувати свої вміння».
Раніше з часів економіста Адама Сміта вважалося, що гроші – то головний мотиватор і ніщо не може з ним зрівнятися. Але часи змінилися і до переліку того, що теж серйозно впливає на вмотивованість працівника, зазначає Шварц, можна віднести багато нефінансових факторів. Психолог аналізує праці багатьох економістів та дослідників та, у результаті, виокремлює нову для сучасного ринку праці річ – технологію ідей. Саме вона, на думку автора, сьогодні є рушійною силою вслід за епохою індустріалізації.
Книжка за обсягом всього трохи більше ста сторінок та створена за принципом TED – відомої відео-платформи, де люди діляться власними ідеями. Виступ Шварца можна знайти у вільному доступі та трохи більше дізнатися про психологію робочих процесів, що ж таке хороша робота в принципі та чому довгі робочі інструкції ніяк не допомагають покращувати якість роботи. Але будьте готові до того, що вона не дасть вам конкретних відповідей на питання про ринок праці, а, швидше за все, змусить задуматися про власні принципи до вибору професії/роботи та вмотивованості організовувати робочі завдання. Йдеться про певні базові речі, які вже доволі давно «висять в повітрі», і от нарешті хтось із світу науки це записав та видав у якості тексту. «Якщо ми організуємо роботу так, щоб наші працівники цінували те, що вони роблять, то сформуємо людську природу, якій буде властиво цінувати роботу», – вважає Шварц. Щось у цьому є, чи не так?
Раніше з часів економіста Адама Сміта вважалося, що гроші – то головний мотиватор і ніщо не може з ним зрівнятися. Але часи змінилися і до переліку того, що теж серйозно впливає на вмотивованість працівника, зазначає Шварц, можна віднести багато нефінансових факторів. Психолог аналізує праці багатьох економістів та дослідників та, у результаті, виокремлює нову для сучасного ринку праці річ – технологію ідей. Саме вона, на думку автора, сьогодні є рушійною силою вслід за епохою індустріалізації.
Книжка за обсягом всього трохи більше ста сторінок та створена за принципом TED – відомої відео-платформи, де люди діляться власними ідеями. Виступ Шварца можна знайти у вільному доступі та трохи більше дізнатися про психологію робочих процесів, що ж таке хороша робота в принципі та чому довгі робочі інструкції ніяк не допомагають покращувати якість роботи. Але будьте готові до того, що вона не дасть вам конкретних відповідей на питання про ринок праці, а, швидше за все, змусить задуматися про власні принципи до вибору професії/роботи та вмотивованості організовувати робочі завдання. Йдеться про певні базові речі, які вже доволі давно «висять в повітрі», і от нарешті хтось із світу науки це записав та видав у якості тексту. «Якщо ми організуємо роботу так, щоб наші працівники цінували те, що вони роблять, то сформуємо людську природу, якій буде властиво цінувати роботу», – вважає Шварц. Щось у цьому є, чи не так?
October 4, 2020
"..ความคิดทั้งถูกผิดของนักเศรษฐศาสตร์และนักปรัชญาการเมืองมีพลังมากกว่าที่คนทั่วไปเข้าใจ ส่วนใหญ่แล้วโลกนี้ดำเนินไปตามกฎเกณฑ์ของคน 2 กลุ่มนี้ คนที่คิดว่าตัวเองเป็นข้อยกเว้น แท้จริงแล้วกลับเป็นเพียงทาสผลึกความคิดของนักเศรษฐศาสตร์ที่สิ้นลมหายใจไปแล้วทั้งนั้น.." John Maynard Keynes.
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หนังสือดีกว่าที่คิด แอบซ่อนความลึกซึ้งและรุนแรงเอาไว้ในบทที่ 4 ที่พูดเรื่องแนวคิดธรรมชาติของมนุษย์ ที่ส่งผลต่อสภาพการทำงานในปัจจุบัน และเรียกร้องให้มีการปฎิวัติการทำงาน ปฎิวัติความหมายที่เราให้แก่ธรรมชาติของมุนษย์ ที่มองว่าเราทำงานเพื่อเงิน เห็นแก่ตัว ขี้เกียจ วิธีคิดเหล่านี้เอง (ที่มันเป็นอุดมการณ์ Ideology,วาทกรรม) ที่ทำให้เรามีธรรมชาติการทำงานที่ไม่ดี และ อาจทำให้งานดีๆ กลายเป็นงานแย่ๆได้
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ข้อสรุปลึกๆของหนังสือนั้น Mraxist มากๆ เพราะต้องการฉุกให้เราหันมาตั้งคำถามต่อความสัมพันธ์ของคนกับงานเสียใหม่ และเรียกร้องให้พวกเราออกแบบความสัมพันธ์ และ สถาบันกันใหม่ เพราะ "...โลกแห่งงาน ซึ่งคือโลกแห่งประสบการณ์มนุษย์ จะต่างไปจากนี้มาก หากเราตั้งคำถามกับงานที่เราทำและงานที่เรามอบให้คนอื่นทำ ธรรมชาติของมนุษย์ก็จะต่างไปด้วย..."
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เออแล้วหนังสือได้ตอบไหมว่าจริงๆ เราทำงานไปทำไม? ก็ตอบนะ หนังสือเชื่อว่าเราทำงาน เพราะงานมันให้ความหมายแก่เรา การทำงานจึงเป็นเรื่องความหมาย คุณค่า และ ความสามารถในการออกแบบงาน (job crafting) นี่คืองานที่มีคุณค่าและมีความสุข แต่ระบบปัจจุบันกับทำให้งานส่วนใหญ่ไร้ค่าไร้ความหาย ดึงความหมายออกจากงานเช่น งานในระบบสายพาน งานที่แยกย่อยเป็นชิ้นเล็กๆจนมองไม่เห็นภาพรวม ไปจนถึงการกำหนดแบบแผนกฎเกณฑ์มากมาย จนคนทำงานไม่สามารถสร้างสรรค์อะไรได้ เพราะเชื่อในธรรมชาติของมนุษย์ผิดๆอย่างที่ได้กล่าวไปข้างต้น...ซึ่งสิ่งเหล่านี้ก็คือสภาวะแปลกแยก (Alienation) ระหว่างคนกับงานซึ่ง Marx ได้เขียนเอาไว้ตั้งแต่ปี 1867 แล้ว...จึงเห็นได้ว่า คนเขียนนั้นซ้ายมาก (ไม่ว่าจะรู้ตัวหรือไม่) และปกปิดความ Radical ต่างๆไว้อย่างแนบเนียบ อันนี้ทำให้ได้คะแนนเยอะเลย เพราะหนังสือนี้ใครอ่านลึกก็จะเห็นลึก อ่านแบบทั่วๆไปก็ได้อะไรอยู่ดี
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May 13, 2018
This was a nice little short book. Not Barry's best work IMO but worth a read.
Notes:
To have a job that you are happy and even eager to do, it helps IF:
-the work itself is challenging, varied, and engaging.
-the work allows you to use your skills and to develop new skills.
-you have discretion over how you do your job.
-you feel that you are part of a group with fellow coworkers that you respect.
-the work is aimed at a goal that is valuable and that gives the work that you do meaning and purpose.
I'm not getting most of these things at my work. But I got less than a year until I get that tiny dangling carrot!
Reasons don't always add, sometimes they compete (like being told you have to pick up your kid from daycare on time and you'll pay a fine if you're late).
When we lose confidence that the people have the will to do the right thing and we turn to incentives, we find that we get what we pay for.
"The more is written in contracts the less can be expected without them. The more you write it down, the less is taken or expected on trust." - Economist, Fred Hursch
Good work situations can easily turn into bad ones either from excessive oversight and regulation or from excessive reliance in material incentives.
Notes:
To have a job that you are happy and even eager to do, it helps IF:
-the work itself is challenging, varied, and engaging.
-the work allows you to use your skills and to develop new skills.
-you have discretion over how you do your job.
-you feel that you are part of a group with fellow coworkers that you respect.
-the work is aimed at a goal that is valuable and that gives the work that you do meaning and purpose.
I'm not getting most of these things at my work. But I got less than a year until I get that tiny dangling carrot!
Reasons don't always add, sometimes they compete (like being told you have to pick up your kid from daycare on time and you'll pay a fine if you're late).
When we lose confidence that the people have the will to do the right thing and we turn to incentives, we find that we get what we pay for.
"The more is written in contracts the less can be expected without them. The more you write it down, the less is taken or expected on trust." - Economist, Fred Hursch
Good work situations can easily turn into bad ones either from excessive oversight and regulation or from excessive reliance in material incentives.
April 5, 2017
Is incentive the key reason for why we work or is their any other reason behind this? Many of times, we may think what we if we never get hungry and had lot of energy - would we still continue working ? if yes - why and if not why.
The book narrates, that it is not incentive that trigger the work. It is finding out a meaningful purpose on how our work is linked to the purpose. If we can craft our purpose to the job, the work becomes meaningful and joy. The book is very narrative of examples on being meaningful.
A thought provoking simple book to read..
The book narrates, that it is not incentive that trigger the work. It is finding out a meaningful purpose on how our work is linked to the purpose. If we can craft our purpose to the job, the work becomes meaningful and joy. The book is very narrative of examples on being meaningful.
A thought provoking simple book to read..
August 28, 2019
Really quick, interesting and smart discussion about our satisfaction with work. Swarthmore Psychologist Schwartz starts with a discussion of Adam Smith and theories about the efficient division of labor in factories and covers behavioralist psychology, intrinsic vs extrinsic motivation, and finally how human environment seriously impacts human nature. All of this in fewer than 100 pages. It was a timely read for me as I start a new school year after a really relaxing summer break.
January 9, 2025
Книжка дуже складно написана про дуже очевидні речі. А заголовок зовсім не відповідає темі.
Я дізналась, як зробити так, щоб моя перманентна компанія була успішною, та як створити чудові умови працівникам (хоч ми і так усі ці штуки знаємо). Але я так і не дізналась, що спонукає мене працювати, а не лежати на дивані догори-пузом. (Спойлер, не гроші).
Я дізналась, як зробити так, щоб моя перманентна компанія була успішною, та як створити чудові умови працівникам (хоч ми і так усі ці штуки знаємо). Але я так і не дізналась, що спонукає мене працювати, а не лежати на дивані догори-пузом. (Спойлер, не гроші).
May 14, 2019
در سايت ترجمان مطلبي حول اين كتاب هست كه تا حدودي تمام مطالب مهم بخش اول كتاب رو توضيح داده. كتاب از نيمه دوم جذاب ميشه. بحثي كه راجع به ايدئولوژي كرده بود براي من بسيار جذاب بود و موضوعيه كه در همه ي جنبه هاي زندگي اهميت بالايي داره نه صرفاً كار
January 5, 2023
I guess I was hoping that this would recalibrate my own ideas of why we work and how to improve morale But this is definitely solidly in "business" or manager type genres and not the self help I was seeking lol
November 11, 2017
bằng cách thay đổi suy nghĩ, con người có thể tạo ra ý nghĩa cũng như niềm vui trong công việc hằng ngày.
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