Peter Martin

“This contradiction is perhaps rooted in a more basic one. Corporations portray themselves as results-based and performance-oriented. But where there isn’t anything material being produced, objective standards for job performance are hard to come by. What is a manager to do? He is encouraged to direct his attention to the states of minds of workers, and become a sort of therapist.”
― Matthew B. Crawford, Shop Class as Soulcraft: An Inquiry into the Value of Work