Month: July 2012

The Fractured Workplace And Its Remedies: Chapter 2

The Fractured Workplace And Its Remedies: Chapter 2

2. The standard model of work: a clinical diagnosis

The way in which work itself is understood and organized will, for better or worse, largely determine the human character of the workplace. In this chapter I will argue that the model of work that dominates modern workplaces is a vestigial oddity, now over a century old, that is incapable of meeting the demands of modern life, is wasteful of human capabilities, and is damaging to human well-being.

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The Fractured Workplace And Its Remedies: Posting guidelines

The Fractured Workplace And Its Remedies: Posting guidelines

We warmly welcome your participation in this open book project The Fractured Workplace And Its Remedies (“the Project”) through your online comments.  All comments will be moderated according to these Guidelines*.

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The Fractured Workplace And Its Remedies: Procedures for collaboration, licensing & publishing

The Fractured Workplace And Its Remedies: Procedures for collaboration, licensing & publishing

This is an open book project, and my commitment to collaborative development is real and central to the project.  I welcome input and look forward to engaging with it, to produce a book which is genuinely the outcome of a ‘community of practice’ development. The following points present the way in which this collaborative work […]

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The Fractured Workplace And Its Remedies: C-Map

The Fractured Workplace And Its Remedies: C-Map

Here is the C-Map I developed to begin this project. If you click on it, you’ll get it full screen size.  As you can see, it maps out the main ideas, concepts and relationships of the book, in a general way,at the current point in its development.  C-Map is a great (free) tool for this […]

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The Fractured Workplace And Its Remedies: Chapter 1

The Fractured Workplace And Its Remedies: Chapter 1

1. The fractured workplace and its remedies: the argument

Organizations are many things: buildings, equipment, bank accounts, knowledge, systems, images, achievements. Before anything else, however, organizations are people. It’s said, “Our people are our greatest resource”; but all too often it’s a rhetorical gesture, unmatched by action.

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