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      "body": "Great post btw, happy to read this thoughtful piece on Steem. Keep it going mate",
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      "author": "jonasaltman",
      "body": "Note to self: <i>I'm failing on Steemit but that's OK. I told myself I'd write every Monday (today is the third post in case you were wondering).  After reading @kadavys great read on getting to grips with Steemit, I'm less concerned about money and more concerned with connecting with some Steem(ers)? That has to be wrong. Steemiates? Steemians?  I guess I'll have to look that one up.</i>\n\nAnyways in the spirit of taking on feedback, I was told to keep my posts shorter (not the longish pieces I typically writei).  So here is a short and snappy one for this week...hope you enjoy and would love to hear your comments below :0\n \n![1__Qu7e6ZNajr15SwELb_UxA.png](https://steemitimages.com/DQmXAf4JCG8KnEjQwtsfT4Z7kVoAud76Du4ARrzNNYYVYyD/1__Qu7e6ZNajr15SwELb_UxA.png)\n<h2><b>Why Employees Desperately Want to Find Meaning in Their Work</b></h2><i>Work is in disrepair and  there's something we can do about it.</i>\n\n<p></p>The world is suffering a disease. I'm not talking about famine or inequality. I'm not talking about global warming, American politics, or smartphone addiction. I'm talking about work.\n\nThe perils of the modern workplace are well documented. Spirit-sapping offices prioritize power dynamics and useless posturing. Work environments oriented around results, where workers are given control, are simply all too rare. Work is in serious disrepair.\n\nIneffectual management is ubiquitous and bold leadership is an exception. It's one of the main reasons why we continue to see sky-high employee disengagement around the globe. According to Office Vibe, 60 percent of employees report that their work is taking a personal toll on their life. Physically and emotionally they suffer. Too many workers show up every day at a sorry excuse for a workplace. A whopping 57 percent of employees say they wouldn't recommend their company as a good place to work. This begs the question--why on earth are they there?\n\nFor starters, many feel trapped. They haven't been given the one thing they need to turbo-boost motivation and increase job satisfaction. It all comes down to control. Like all aspects of our lives, we want freedom over how we get work done. We want to exercise judgment over what we work on, and when and where we work on it. Yet in so many workplaces, employees are stripped of these liberties. Restricting workers' control over how they work is actually one of the surest ways to lower morale, deflate motivation, and stifle innovation.\n\n<h2><b>The Best Places to Work</b></h2>\n![1_WJng_uQegiAiM0nUl9aZEw.png](https://steemitimages.com/DQmehHvfe6EghTTB2xexKtfZ9SGsv82wvcYaUyGeX5JYgjX/1_WJng_uQegiAiM0nUl9aZEw.png)\nEdwin Jansen is a recovering manager. After 10 years at a big Toronto-based technology company, he knew it was time for a change. He had to find his calling. An unreasonable fellow, he set about doing every exercise that might help him find his why. In the process, he organized weekly meetups to aid others in search of their callings. Prior to facilitating his largest yet meetup, Jansen says he felt a tingle throughout his body. It turned out Jansen found his purpose when he was helping others to connect to meaningful work.\n\nIn a series of subsequent events, Jansen soon found himself as head of marketing at Fitzii--a hiring platform that matches people with work they care about. Most notably, Fitzii is a company with no managers. Everyone manages themselves, and by virtue of this brings their best selves to work. In his quest to help connect people with meaningful work, Jansen has seen an entire generation adopt a new ethos:\n\n\"The individual needs to see that their success is going to be self-driven. 'I am going to pick myself, define what I want to do, what differences I want to make, and how I will be valuable to people. I am my own brand -- I am going to own it and make my way.'\"\nCliché as it may sound, describing his transformation Jansen says it was as if a weight that he didn't even know was there had been lifted from his shoulders. It should come as little surprise, because when he took more control over his work, he became more humble and more hungry to become a better leader. He learned to manage himself better, and now helps others do the same. Jansen wakes up each day and knows precisely what he needs to do, and simply does it.\n\nJansen is adamant that giving control is the real remedy to one of the most pressing problems in business today. Disengagement in the workplace need not be an epidemic. Letting people manage themselves is not just good business, it's also humane.\n\n<h2><b>Better Questions</b></h2>\nWe should be modelling our companies more like our cities. As cities grow, they get smarter, better connected, and more efficient. More patents are filed, more innovation takes places, more creativity flourishes. But as our organizations scale, they tend to get stupider. Decision making is increasingly centralized and slower, artificial power infests every nook and cranny, and people go home feeling diminished and diffused.\n\nReassuringly, folks at the world's most pioneering companies are asking better questions about how we can organize in work. Like Jansen, they are experimenting and learning what environments best nourish people. They continually ask: Do employees feel empowered to bring their best selves to work? Do they give more than they take? Are there strong social ties between colleagues? Is authority distributed in the right way?\n\nThe best places to work have many common characteristics. They prioritize activity-based working (ABW)--whatever mode of work you happen to be in, there is a space that caters to it. These places champion movement, encouraging happy collisions and interesting collaborations. They feature nature heavily, taking note from the science of biophilia, which helps boost productivity and creativity. But most importantly, they act as destinations; places that people choose to go because they can both give what they want and get what they need.\n\n<h2><b>Being Human</b></h2>\n![1_ME8IrAYzofUl6RzksbTXZw.png](https://steemitimages.com/DQmNomKSKxVGYwegUigMxykDkwTSAs9GbLYwKFpjbA1jFUq/1_ME8IrAYzofUl6RzksbTXZw.png)\nIt's time for a fresh approach and a renewed attitude towards work. I believe in the years to come, how we choose to spend our time and what we decide to work on is going to make us less mechanical, and more human.\n\nSoon more than half of the American work force will be independent. Three-quarters of the world's work force is going to be made up of Millennials. Success is going to be self-driven. 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      "body": "<html>\n<h2><img src=\"https://cdn-images-1.medium.com/max/2000/1*krDCIwwB_YFiNHIVYEGlkA.jpeg\" width=\"2000\" height=\"1334\"/></h2>\n<h2>The aim of a digital transformation initiative is to help organisations meet the demands of an increasingly complex world that have been exacerbated by technology. But the reality is that if you aren’t changing and evolving as a business you a have a much larger problem on your hands than merely ‘becoming more digital’.<br>\n<br>\n</h2>\n<p>The promise of digital transformation then is really a misnomer. Using technology to transform your business starts with beliefs and <a href=\"https://www.inc.com/jonas-altman/what-we-really-mean-when-we-talk-about-innovation-.html\">mindsets</a>. It manifests in technology stacks, digital platforms, and networks of networks. It culminates in new, and often better, ways of working. Digital transformation is just one part of a larger organisational puzzle.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*XaZkbhjbnaxbe6VQ8qg_PQ.jpeg\" width=\"800\" height=\"371\"/></p>\n<p>Like its big sister innovation (another misnomer), transformation has always been integral to business. The difference is that its evolution has historically occurred at a much steadier pace Today, the swift change is commonplace as fashion companies become media houses, newspapers morph into membership clubs, electric companies shift into software businesses, and car companies innovate into transportation networks.But it’s only in the last half a century that the promise of exponential growth fuelled by the internet has really been a thing. Technology itself is not enough. Here are 3 things to consider when undergoing your next change initiative:</p>\n<h2>Foster Intent-Based Leadership</h2>\n<p>David Marquet served in the U.S. submarine force for 28 years. As a captain, he realised that being a leader meant giving people control rather than taking it. With his <a href=\"https://www.youtube.com/watch?v=OqmdLcyES_Q\"><strong>radical approach</strong></a> for the time, he empowered his crew to become leaders too. In the process, his submarine, previously ranked last in retention and operational standing, moved to be first in the navy.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*DK1CK1PJcW08XnOxB25Fvg.jpeg\" width=\"800\" height=\"449\"/></p>\n<p>Digital transformation starts by providing people with agency and encouraging them to participate and take accountability for their actions. The results mirror the digital network; information flows where it needs to go and when. And most importantly, decision making whether individual or collective, is decisive and efficient. It’s led by those with the most expertise, richest information, and relevant data.Giving people control over their work empowers them and the teams that they form. By virtual, they can move fluidly and adapt quickly — which is really what digital transformation is all about.</p>\n<h2>Build Apps on Top of your Operating System</h2>\n<p>Aaron Dignan of organisational design firm, <a href=\"http://theready.com/\"><strong>The Ready</strong></a>, and Lee Bryant a co-founder of digital transformation outfit, <a href=\"https://postshift.com/\"><strong>Postshift</strong></a>, both speak of the company as an operating system (<a href=\"https://medium.com/the-ready/the-os-canvas-8253ac249f53\"><strong>OS</strong></a>). Much like your iOS update that improves your software, the organisation also runs on an operating system made of all its moving parts. An upgrade in an organisational system translates to reduced overheads, improved efficiency, better customer experiences, more responsiveness and a myriad of other benefits.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*QCeAt0AtY5QNf8yywDedRg.png\" width=\"800\" height=\"450\"/></p>\n<p>The trick then is to have a robust and reliable OS while you experiment with the layers that rest on top. A prime example would be Tesla’s <a href=\"https://qz.com/1131840/tesla-gives-a-peek-at-the-supercharging-rest-stops-it-wants-to-build-around-the-world/\"><strong>battery charging stations</strong></a> which function as steady and reliable operating system, while the cars themselves work like software. The OS becomes the vehicle (pun intended) on which the automobiles run.</p>\n<h2>Welcome an Abundant Economy of the&nbsp;Future</h2>\n<p>Our economy is <a href=\"http://www.bbc.co.uk/programmes/b09jvfc4\"><strong>premised on scarcity</strong></a>. Demand exists because there is a shortage of supply. But what happens in a world of abundance where there is enough of, well, everything? In this future, we will have a whole new understanding of creativity, value, business, work, and society. In this scenario, the very idea of digital transformation will appear redundant. The world will be truly wired, everything connected, to each other and the very notion of becoming more digital — an antiquated idea.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*RKqaz1Jszr-GZflospISew.jpeg\" width=\"726\" height=\"386\"/></p>\n<p>If building machines at the scale of molecules sounds far-fetched, think again. It’s been happening in the world of medicine for some time. Nanotechnology is primed to spread to many other fields in the coming years. If the computational power of a roomful of supercomputers now lives in a little device in your pocket, think about the potential of many IBM Watsons living at the scale of atoms inside your body.Perhaps organisational development is a more fitting name to describe what’s required of companies to stay fit for the future.&nbsp;</p>\n<p>Thinking in this way cannot only help you create a culture of participation and harness technology for good — it can help you get on with running a smarter business.</p>\n<p><br></p>\n<h4>Every Monday I post here. (Okay, so it's Tuesday - sue me). It's an experiment to see if I can find my niche. Help me out by leaving a comment or three below :)<br>\n<br>\nIf you dig this read you can also join thousands and get my monthly roundup on all things Future of Work&nbsp;<a href=\"https://www.jonasaltman.com/newsletter\">here</a></h4>\n</html>",
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      "body": "Fantastic read and tour of how our views over **work** have changed through the ages. Though Im not quite sure if the long posts will end up working out for you, I'd encourage you to keep these up if you are aiming for quality content, it was truly well written; you might want to consider throwing in some personal opinions on your views on the subject so as to make it even more compelling. Best regards from across the world.",
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      "author": "jonasaltman",
      "body": "<html>\n<h2><img src=\"https://cdn-images-1.medium.com/max/2000/1*QE1QS4Hmlckg4089h_ccaA.png\" width=\"1200\" height=\"668\"/></h2>\n<h2>The port of Athens was the perfect backdrop to wax lyrical on the best way to live. Plato and his fictional gang (Socrates, Glaucon &amp; Co.) would cruise the buzzy streets of Piraeus intoxicated by the colourful walks of life. It was the scene that would goad Plato into shaping the world’s most important philosophical work.<br>\n</h2>\n<p><br></p>\n<p>In <a href=\"http://www.iep.utm.edu/republic/\"><em>The Republic</em></a>, Plato’s ideal state is divided into three distinct classes: the <em>Producers</em>, who provide material and functional needs; the <em>Auxiliaries</em>, who defend the state; and the <em>Guardians</em>, who rule it. Justice is maintained when each person, within their respective class, performs his or her proper function.</p>\n<p>Platonic idealism (alongside the ancient Greek philosophies) was monumental — giving rise to democracy and the foundations of modern Western civilisation. But today, who’s to determine what proper societal function each person should fulfil? With technological progress, our daily tasks and jobs have changed. And what’s alluring is how our attitude towards work has evolved — and why.</p>\n<p>The ancient Greeks, as well as the Hebrews and medieval Christians, viewed work as a curse. The Greek word for work is <em>Ponos</em>, which originates from the Latin <em>poena,</em> meaning sorrow. At its core, work was associated with pain and drudgery. It was the divine punishment for man’s original sin and viewed as a necessary evil.</p>\n<p>Today, there is plenty of room for personal growth in work. We have endless opportunities to express ourselves, whether as a coffee connoisseur, street mime, or YouTube sensation. Choice, for many, has become paradoxical.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/600/1*oqGRVoNQF4gNxLgIa7AMsg.jpeg\" width=\"468\" height=\"314\"/><br>\nImage via <a href=\"https://americansecularist.files.wordpress.com/2017/03/d4b10f75-6292-45d6-bbe5-ad40cfd775a6-6877-00001481e93147d6_tmp.jpg?w=604\">American Secularist</a></p>\n<p>In the 16th Century, the <a href=\"https://en.wikipedia.org/wiki/The_Protestant_Ethic_and_the_Spirit_of_Capitalism\">Protestant work ethic</a> came to fore and was still all about work as a sacrifice — indicating that you were morally worthy. Work gratification is so very different today — ideally, we find work as good and rewarding in and of itself, as touted by life hackers and career advice columnists.</p>\n<p>But do we find work interesting and engaging? What really happens when these expectations aren’t met?</p>\n<h3>The Employee Engagement Epidemic</h3>\n<p>I heard a story about an employee who scripted his own piece of software that made it appear on his computer as though he was working, when in fact he was busy exchanging hot tamale recipes (or something equally absurd). He’s certainly not alone — many of us would rather do something other than our jobs. Small wonder that productivity (measured as global GDP per capita) has been in decline for several decades. The majority of the world’s 1 billion full-time employees — about 87% — are <a href=\"http://www.gallup.com/services/190118/engaged-workplace.aspx\">not engaged in their work</a>. <strong>That’s nearly 9 out of every 10 workers.</strong></p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*k9nz9TGpJsvux2Z3Xq-PpQ.png\" width=\"797\" height=\"635\"/><a href=\"https://info.steelcase.com/global-employee-engagement-workplace-report#introduction\">Engagement and the Global Workplace Report</a></p>\n<p>The demand for knowledge work is rising <a href=\"https://blogs.wsj.com/economics/2016/05/04/the-rise-of-knowledge-workers-is-accelerating-despite-the-threat-of-automation/\">faster than ever before</a>. Nearly half of America works in a non-routine, cognitive job, which permits more room for self-expression. We would hope that, as a result, more people are finding fulfilment in their work. Although some do find that higher purpose, especially in cultures or industries that foster it, the numbers show worker disengagement is still a global epidemic.</p>\n<h3>The Effects Beyond the&nbsp;Office</h3>\n<p>At last count, of the 7.5 billion people on the planet, 5.3 billion were classified by <a href=\"http://www.pewglobal.org/2015/07/08/a-global-middle-class-is-more-promise-than-reality/\">Pew Research Centre</a> as poor or low income. How does poverty correlate with the engagement epidemic? Engaged workers are more productive, thereby improving their country’s economic health. To put it into context: 45 million Americans live below the poverty line. Employee disengagement and the resulting loss in productivity costs the American economy <a href=\"https://www.eremedia.com/tlnt/show-me-the-money-the-bottom-line-impact-of-employee-engagement/\">$350 billion per year</a>. This works out to $1,000 for every U.S citizen —and that’s just the tip of the iceberg.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/600/1*ESKaKKJGEMvpUFWUen6myw.jpeg\" width=\"446\" height=\"242\"/><br>\nImage via&nbsp;<a href=\"https://www.tlnt.com/how-personality-profiling-can-help-you-engage-with-disengaged-employees/\">TLNT</a></p>\n<p>The repercussions of disengagement don’t stop at the company level. Not only do engaged employees enjoy what they do more than disengaged ones — they’re also less prone to burnout and workplace accidents. Disengaged workers are more likely to take sick days, suffer from depression or anxiety, and even display negative behavior with friends and family.</p>\n<p>Despite our increasing ability to pursue meaningful work, this epidemic unearths a deep-rooted issue in our professional work ethic and one we have yet to fully address. What worldwide economic prosperity would result if we decreased disengagement by just 10%? The potential is mind blowing. The required shift in thinking is this: finding meaning in work is no longer a luxury — it’s now a duty. Our ancestors saw work as a sacrifice that made them morally worthy. The coming generations must view work as a moral good that is worthy in and of itself.</p>\n<h3>Changing Times, Changing&nbsp;Mindsets</h3>\n<p>For some reason, we’re still operating on the assumption that people are only willing to work in exchange for pay. O.K, it probably has a lot to do with the economics of free market capitalism, but it’s no longer true.</p>\n<p>When tied to religion, the spirit of hard work and progress were present in even the most mundane professions. After all, it was blessed by God. There was a deep meaning and value associated with work, irrespective of the extrinsic reward. When industrialisation came, that meaning in work focussed on the returns — what having a job would provide in terms of position and pay.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/600/1*mhB7bSRBttuLmw4KfBRS3w.png\" width=\"600\" height=\"336\"/><br>\nIndustrial Workers via <a href=\"https://i.pinimg.com/originals/65/02/28/6502285bb77505bd887a23598efb25ad.jpg\">Pinterest</a></p>\n<p>Over time these beliefs and attitudes toward work have been baked into our organisations. Set even more by Adam Smith’s “Wealth of Nations,” our division of labor meant breaking work down into the smallest, most mundane activities so as to produce more, faster. In the heyday of the industrial boom, this logic admittedly held some value. But that revolution has long since ended, and we’re still trying to update our collective mindset. Work has broken down, because for so many it doesn’t hold significant meaning —work <em>no longer</em> works. Our organizations suffer as a result, as does society as a whole.</p>\n<h3>Poised for&nbsp;Growth</h3>\n<p>Psychologist <a href=\"http://www.swarthmore.edu/SocSci/bschwar1/\">Barry Schwartz</a> aptly sums it up: “We want work that is challenging and engaging, that enables us to exercise some discretion and control over what we do, and that provides us opportunities to learn and grow. We want to work with colleagues we respect and with supervisors who respect us. Most of all, we want work that is meaningful — that makes a difference to other people and thus ennobles us in at least some small way.”</p>\n<p>Your perception of your own work rests upon what drives you. Schwartz, together with Yale School of Management Professor Amy Wrzesniewski, report that internal motivations for why we do what we do <a href=\"https://www.nytimes.com/2014/07/06/opinion/sunday/the-secret-of-effective-motivation.html?_r=2&amp;mtrref=undefined&amp;gwh=0B4776E59C70B309BDED1BEDD21E6006&amp;gwt=pay&amp;assetType=opinion\">trump instrumental ones</a>. While status and a pay check are extrinsic motives, approaching mastery and being challenged in your work are internal ones. You actually stunt your professional progress when you allow yourself to be motivated by both internal and external motives.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*bBxubNFzDbUzagw7_alrHA.png\" width=\"800\" height=\"534\"/></p>\n<p>Time and again, research has shown that being governed by internal motivations leads to finding meaning in work as well as long-term professional success. In the early 20th century, Robert Woodworth, a student of renowned philosopher and psychologist William James, proposed that we take part in activities that provide their own drive.</p>\n<p>Later, Abraham Maslow designed his hierarchy, mapping our basic deficiency and growth needs. As a self-actualising endeavour, deriving meaning from work would form the top, not the base. <a href=\"https://www.learning-theories.com/self-determination-theory-deci-and-ryan.html\">Edward Deci and Richard Ryan</a> built upon this, developing the self-determination theory. Their approach to motivation rests on three innate psychological needs: 1) competence, 2) relatedness, and 3) autonomy. When these three criteria are met, we are poised to optimally grow — to find meaning.</p>\n<h3>Finding — or Creating — Meaning</h3>\n<p>For some, a lack of engagement must be addressed by changing jobs or even careers. For others, it can involve something much more subtle to transform their existing job into one they love. Wrzesniewski, together with University of Michigan professor Jane E. Dutton and Wharton doctoral student Justin M. Berg, say that <a href=\"http://faculty.som.yale.edu/amywrzesniewski/documents/Craftingajob_Revisioningemployees_000.pdf\">job crafting</a> may just do the trick. Simply put, you take the various building blocks within your job and recombine them to better align with your talent and interests.</p>\n<p>The results of job crafting have led to many finding more meaning in their work. As an example, in their study, a hospital cleaner took it upon herself to perform many activities outside of her job specifications. She might regularly dust the ceilings so patients don’t have to stare at them or bring water to thirsty patients between nursing shift changes. She saw herself not just as a cleaner but as a caretaker. Expanding her job, within reason, allowed her to derive more meaning in her work.<strong>The concept is marked by a three-tiered framework:</strong></p>\n<blockquote><em>1. Task crafting: rearranging your activities and day-to-day tasks</em></blockquote>\n<blockquote><em>2. Relational crafting: reformulating social interactions</em></blockquote>\n<blockquote><em>3. Cognitive crafting: fine-tuning the perception of the purpose of your work</em></blockquote>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*y_-OTdCchKC5kTToTuInDg.jpeg\" width=\"640\" height=\"427\"/><br>\nImage via <a href=\"http://torontoist.com/attachments/HamutalDotan/20110216sj2.jpg\">Torontoist</a></p>\n<p>Job crafting, done well, entails learning how to retrofit your job so as to make it more compatible with your distinct passions, strengths and values. Individuals who are persistent job crafters, bring their whole selves to work. In so doing, their customers, colleagues, and the organisation as a whole, reap the benefits.</p>\n<h3>The Destroyers of Meaningfulness</h3>\n<p>Sound all too easy? And what about those with positional authority — the bosses? Take Japan, where it’s sacrilegious to go home before the big boss does, even if you have no work to do. In today’s economy,<a href=\"https://www.mindtools.com/pages/article/newLDR_74.htm\"> theory Y-styled managers are winning over theory X</a> ones. If you’re an <a href=\"https://www.jonasaltman.com/21st-century-leadership\">enabling leader</a> then you won’t hinder your team’s effective job crafting.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/600/1*UxGZc8mrbVVMeYKgmRvpJw.jpeg\" width=\"600\" height=\"315\"/><br>\nImage via <a href=\"http://nymag.com/scienceofus/2016/06/your-boss-cant-make-your-job-meaningful-for-you.html\">NYMAG.com</a></p>\n<p>Research from MIT has shown that quality of leadership is rarely mentioned when people talk about meaningful moments at work. Rather, bad management is “<a href=\"http://sloanreview.mit.edu/article/what-makes-work-meaningful-or-meaningless/?utm_medium=social&amp;utm_source=twitter&amp;utm_campaign=featjune16\">The destroyer of meaningfulness</a>.” Good leaders sometimes go unnoticed, but the poor ones actually sap the sense of meaning from their team. In these instances, there is often a values clash between the critical manager and the <a href=\"https://qz.com/984174/silicon-valley-has-idolized-steve-jobs-for-decades-and-its-finally-paying-the-price/\">diminished employee</a>. This kind of hyper-critical leadership can also result in unmotivated employees, office in-fighting, serious health issues, and even <a href=\"http://archive.news.indiana.edu/releases/iu/2016/10/worked-to-death-job-control-mortality.shtml\">premature death</a>.</p>\n<h3>Workplace Strategy</h3>\n<p>In today’s workplace, intrinsic motivations are influenced by technology, culture and space. A newish discipline known as <em>workplace strategy</em> that caters to these three areas is quickly gaining popularity. The goal of the workplace strategist is no small feat: align leadership, exploit technology, design spaces and ultimately, change behaviour. The key here is that in so doing, the worker’s satisfaction may be boosted. And workplace satisfaction has a direct correlation with increased engagement levels.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*GrTLSx23wVti9GPjP3Tjow.jpeg\" width=\"800\" height=\"514\"/>Apple Park via&nbsp;<a href=\"https://www.wsj.com/articles/how-jony-ive-masterminded-apples-new-headquarters-1501063201\">WSJ</a></p>\n<p>A healthy interplay between technology, culture and space can provide fertile ground for a nourishing work environment. Complimented by the three principles below, a company can identify where it needs to change in order to improve engagement. The principles are gleaned from Steelcase’s Engagement and the <a href=\"https://info.steelcase.com/global-employee-engagement-workplace-report#introduction\">Global Workplace Report</a>, spanning 17 countries and nearly 13,000 participants.</p>\n<p><strong>1. Choice<br>\n</strong>Pretty simple, really — engaged employees have more control over their experiences at work. We’ve seen the power of autonomy at work — choosing when, where and how one works are things we value. Shockingly, the use of fixed technology (a desk phone and a desktop tied to a work station) exceeds mobile technology (a cell phone and a laptop) by 2 to 1. The desk in most offices around the world is not only restricting mobility, it’s also doubling as handcuffs.</p>\n<p><strong>2. Collaboration<br>\n</strong>Paradoxically, traditional work styles that emphasise individual work still reign supreme. They are based on the premise of a manufacturing age operating model — one that champions reliability — and haven’t matured to meet the new demands of the Information Age: thriving in ambiguity and conflicting opinions. Collaborative working is <a href=\"https://www.weforum.org/agenda/2016/02/beyond-jobs-beyond-corporations-the-collaboration-economy/\">the new norm</a> for the aptly named collaborative economy.</p>\n<p><strong>3. Context<br>\n</strong>What works in Barcelona doesn’t necessarily fly in Bengaluru. The most engaged employees in the world are actually in emerging economies. Developed nations are more polarised (either very engaged or not at all) and a few notables like Spain, Belgium and France suffer from the highest rates of dissatisfaction. When a company expands to a new city, and “exports” its office, it must remain sensitive to cultural context. All too often, companies fail to accommodate for the norms of a new city and meet the expectations of their future employees. This principle also extends to large office settings that span several floors. When someone, say in Customer Success (2nd floor), heads up to Management (22nd floor), the cultural disparity, more than the physical distance, can be symbolic of organisational dysfunction.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*M4-UD-HLUdw2eRSolKkg_Q.jpeg\" width=\"800\" height=\"450\"/><br>\nImage via <a href=\"https://www.google.com/search?q=secondhome&amp;oq=secondhome&amp;aqs=chrome..69i57j0l5.1139j0j9&amp;sourceid=chrome&amp;ie=UTF-8\">SecondHome</a></p>\n<p>Catering to these principles — choice, collaboration and context — is not a surefire way to ensure engagement. They are guiding principles. There is no one-size-fits-all solution but together, workplace strategists and the leaders they consult must apply these concepts in order to help crush disengagement in the workplace.</p>\n<h3><strong>My Crystal&nbsp;Ball</strong></h3>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*qJ62tZpfh487lhtGb5TVxA.jpeg\" width=\"800\" height=\"480\"/><br>\nThe Jetsons via <a href=\"https://www.theguardian.com/sustainable-business/2015/mar/18/fully-automated-luxury-communism-robots-employment\">The&nbsp;Guardian</a></p>\n<p>“For a lot of people it’s hard to imagine having a fulfilling life without work” says Robert Bolton, head of the foresight studio at innovation firm Idea Couture. The Foresight Studio? Yes, it’s precisely what it sounds like — Bolton and his team function much like antennas. They mark the tone of the times and convert them into cultural artefacts. As a natural multidisciplinarian, operating between the worlds of art and commerce comes easily to Bolton. Within minutes of chatting to him, it’s evident he is acutely aware of how the human condition plays with, and reacts to, technological progress.</p>\n<p>Even more intriguing is how Bolton’s day job informs his own artistic practice and vice versa. He describes one future scenario that’s akin to a “Post-work, AI-enabled hyper abundant society” — a world where automation has been so successful that <a href=\"https://www.theguardian.com/sustainable-business/2015/mar/18/fully-automated-luxury-communism-robots-employment\">luxury communism</a> runs amok. Countless years of full-time drudgery finally sees its end.</p>\n<p>This next iteration of work resembles a “lonely arcade.’” In this abundant world, the arcaders would face the predicament of finding, “Meaning without having anything to contribute. People would struggle to define unique identities. With no apparent reason to develop a talent, practice creativity, engage their intellectual curiosity, or achieve much of anything, many people are left feeling purposeless, unmotivated, unfulfilled and alone” says Bolton.</p>\n<p>In many ways this is already a reality — and one others will certainly experience in the future. Bolton is quick to remark that a lot of work that people do today is not very important to them, nor to anyone for that matter. In the future, it may be easier for people to find meaning regardless of the outward utility of their pursuits. The intrinsic motivation and labor of love is what will bear significance. Work may not hold the same meaning nor be associated with the same cultural values as it is today.</p>\n<p>Right now you’re scratching your head thinking: could that really be? It’s hard for a generation to identify, less sympathize, with a future generation. It’s part and parcel of the same reason we can’t collectively address the global warming crisis. We won’t be here when the world goes to hell, “So I’ll just drive the two blocks to grab some milk in my Hummer.” Or so the twisted thinking goes. Bolton cautions that whichever way it rolls, it will take time to reframe work, “Throughout human history we’ve always had to work, whether it be hunting and gathering…the importance of doing work is in our culture, it’s in our DNA, it’s in our religion, it’s in everything.”</p>\n<h3><strong>Quality Control</strong></h3>\n<p><img src=\"https://cdn-images-1.medium.com/max/800/1*EKiCU30n-w4aNMxf-bzvGw.jpeg\" width=\"800\" height=\"525\"/>Image via&nbsp;<a href=\"https://iso.500px.com/25-perspective-bending-photos-of-big-cities-from-above/\">ISO</a></p>\n<p>We’re informed by the world we see around us, through social cues, by professional standards, a tireless media — but ultimately by how we feel about our work. And feeling a sense of identification with what you do in work enables you to approach a deeper meaning. With over <a href=\"https://betterhumans.coach.me/cognitive-bias-cheat-sheet-55a472476b18\">175 cognitive biases at play </a>— your own construct of your place in the world is inherently skewed by how you want to see things.</p>\n<p>In order to stay motivated in work you need a certain degree of freedom, relatedness to others and connection to your work. But crucially you also want to be skilled and <em>stretched</em>. The key difference being that in the former you have a specific level of competency to get the job done, while in the latter you are perpetually challenged — always striving towards mastery.</p>\n<p>In the end, what makes up our realities are just the stories we tell ourselves. You floss not because you really want to but because it prevents gum disease. A work bonus is just that: a bonus. Ask yourself if you work for the intrinsic value it brings even over the instrumental ones. Feeling a connection to a deeper sense of meaning is a quality that only you control.</p>\n<h3>A New Necessity</h3>\n<p>The strongest indicator of your engagement is whether you believe you’re making progress towards meaningful work, a concept known as the <a href=\"http://progressprinciple.com/research\">progress principle</a>. Of course, redesigning your job to become fully engaged doesn’t happen overnight. It happens via small wins and <a href=\"https://hbr.org/2011/05/the-power-of-small-wins\">baby steps</a> towards finding meaning.</p>\n<p><img src=\"https://cdn-images-1.medium.com/max/600/1*sUEnAmf5Px-FITpOXMYaeg.jpeg\" width=\"600\" height=\"450\"/></p>\n<p>As more and more companies hire hunger over talent, the job crafting strategy will prove extremely powerful from an organisational standpoint. After all, businesses cannot innovate if everyone within them is uninspired. And it’s evident when someone is engaged in their work. Instead of saying, “I have to go to work,” they say, “I get to go to work.” Our family, friends, and colleagues all take notice of the way we feel about what we do. When we operate from a place of purpose, genuineness, and with a giving spirit, it has a positive cascading effect.</p>\n<p>We need to stretch our boundaries, both as individuals and as organizations, and reimagine the value work holds. It’s no longer a luxury to contemplate meaning in work — it’s a necessity.</p>\n<p><br></p>\n<h4>Every Monday I'll post a long read here. It's an experiment of thinking aloud and I welcome your comments and of course your requests for topics too :)<br>\n<br>\nAnd if you enjoyed this story, please consider up voting it</h4>\n<h4><br></h4>\n</html>",
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      "body": "At a coffee shop or somewhere else when I'm casually asked my name - I reply with... 'Jonas.'  \n\nBut every now and again a barista would freeze, cooly look up eyebrows raised, \"Hey, have you heard of that Weezer song?\" Sometimes I'd pretend  I was clueless before they'd abruptly shout, 'Oh, I bet you get that all the time!'\n\nhttps://www.youtube.com/watch?v=VoAnLHSLHGQ\n\nWell not any more. Does anyone even remember Weezer? Granted that track came out 24 years ago, I'd kinda love it if someone said that to me  today. The reality is that the Jonas Brothers soon took pole position, and nowadays any references to Jonases are few and far between.\n\nBut I digress. Last year @kadavy mentioned <a ref=\"https://steemit.com/steem/@kadavy/a-writer-s-guide-to-making-money-on-the-steem-blockchain-for-beginnersSteemit\">Steemit</a> to me and by Jesus it's taken me some time to  get my act togehter.  But here I am:\n\n![jonas-altman+.jpg](https://steemitimages.com/DQmS2cjEUrzueJsZrzsp4zaWCjfujzPT5KZcTF4Ckp7RaLH/jonas-altman%2B.jpg)\n\nThe short of it is, like many Slashies (wow that's probably the first and las  time I'll ever use that expression), I wear several hats.  On Steemit, I'll sport that of a writer (and before putting fingers to keyboard, a thinker). \n\nNearly a degade ago I got a bit obsessed about work - in both a good and bad way. I'm fascinated by how we do it, why we do it, what it might look like in the future, and most dearly to my heart - how we find meaning in work we do. \n\nSo expect ample musings to nerd out to along with  ramblings about creativity, technology, design, and yes, from time to time, coffee.\n\n![download.png](https://steemitimages.com/DQmRARDYEBeTbEFrMrnpofFaXUwpA2rULbmZtAJuFVfa2jq/download.png)\n\nIf you want to learn more about me for whatever reason, with a professional-type-biography-thingy you can <a href=\"https://www.jonasaltman.com/#new-page-sectionhere\">click here.</a>\n\nSerendipitously I saw a <a href=\" http://www.tvguide.com/tvshows/the-eighties/807735/\">tech boom documentary</a> tonight. It chronicled the silicon chip, the rise of the PC, mobile telephony, and the early days (and cults) of the internet.  As a techno-optimist it really does feel like something special is happening right here and I'm \ngrateful to be a part. \n\nI'm looking forwad to getting stuck in and learning, experimenting and shraing with all of you.\n\nCheerio\nJonas ∆\n\nP.S. Here's a <a ref=\"https://www.mixcloud.com/jonasaltman/a-virtual-gaze/\">DJ mix</a> I just did that helps me work and write - maybe it will help you too.",
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