Tim Jackson’s economic reality check, 2010-10-05
Hier geht es um die dritte Ebene im Dreiebenenmodell: Natürlich ist eine versagende Glaubenslehre (Wachstumsdogmatik in den Wirtschaft) eine psychische Belastung.
Tim Jackson: Wohlstand ohne Wachstum, 2011, ISBN 978-3-86581-245-2
New York, NY, June 4, 2001 … new book written by Accenture consultants Thomas H. Davenport and John C. Beck. The Attention Economy: Understanding the New Currency of Business focuses on in the “info-stress” caused by a wealth of information that has created a poverty of attention. Companies, as a result, suffer from “organizational ADD”, a malady that exhibits such symptoms as an increased likelihood of missing key information when making decisions, diminished time for reflection on anything but simple information transactions, difficulty holding others’ attention, and a decreased ability to focus. …
(Kursivformatierung und Link nachträglich eingefügt)
A Handbook for Team Reviews
by Norman L. Kerth
Projekt-Retrospektiven sind ein gutes Instrument zur Beurteilung von Risiken für kommende Projekte. Wie man das wirklich richtig macht, zeigt Norman Kerth in seinem Buch.
Die deutschsprachige Ausgabe des Buches hat den etwas abschreckenden Titel Post Mortem und ist leider vergriffen.
Ich weise auf dieses Buch hin, weil ich in sehr projekt- und prozessorientierten Unternehmen den Einbau von Modulen zur Risiko- und Gefährdungsbeurteilung in die Projektplanungen und die Prozessentwicklungen für eine Möglichkeit halte, ohnehin notwendige Risokoanalysen kostengünstig auch für den Arbeitsschutz zu verwenden.
Dann kann man wenige große Gruppen von gleichartigen Arbeitsplätzen zusammenfassen, ohne dass die mit der Projektarbeit verbundenen und auf die einzelnen Mitarbeiter unterschiedlich wirkenden Gefährdungskombinationen vernachlässigt werden. Die in Projekt-Retrospektiven herausgearbeiteten Erfahrungen (learned lessons) sind eine wichtige Grundlage für die Analyse und Minderung sowohl geschäftlicher wie auch gesundheitlicher Risiken.
(Nach einem Unfall ist Norman Kerth leider nicht mehr in der Lage, sein Beratungsunternehmen weiterzuführen.)
Robert I. Sutton
Weird Ideas that Work – How to Build a Creative Company
Nick Kratzer, ISF München
Work performance and health policies in enterprises – new areas for the cooperation
of direct and representative participation?
Paper for the Presentation in Workshop 2
“Direct and representative participation – conflicting relationship or co-ordination?
Third European Conference of the Work and Labour Network – “European Workplace Participation
Forum: New Ways to Effective Forms of Worker Participation”
24. bis 26. September 2008-03-18
Empirical studies show that these employee groups [white collar employees, especially high skilled white collar employees] are more and more under pressure; time stress, work load and psychological strains are increasing. At the same time, the chances of participation presently seem to dwindle rather than to grow, at least in the perception of a part of these employees. And there is also a clear indication that works councils find positive resonance by this group especially if the culture of individual participation and informal “self representation” is addressed and not only negative experiences and disappointments. Thus, “cooperation” between both concepts of participation will probably be the (only?) way to approach these groups of employees.
The problems of performance pressure as well as occupational health are clearly of increasing relevance, also in the perception of the employees themselves. And both problems can only be addressed by a combination of individual and collective participation. For as an effect of the new forms of “indirect”, so called participative work regulation and control, the employees have become essential actors of work design – a mere representation by an institution is neither favoured by the employees nor effective. And the chances for such a combination of individual and collective participation in these fields are also promoted by legal and institutional supports, as the law for occupational health and safety and the collective labour agreement ERA.
Moreover, the subjects of performance regulation and occupational health and safety are apt to “transport” central issues of interest articulation. Discussions about performance-linked payment can be turned into discussions about work and performance conditions in general, about the forms of work control and regulation, about leadership culture and personnel policy. And the question of psychological stress or an unbalanced work-life-relationship leads to questions about its causes and about participation in order to reduce them – and thus again to questions of performance regulation and control.
However, works councils often hesitate to take action. One reason is that these issues (and also this group of employees) are no familiar ground for them. But they also tend to interpret the notion of “participation” rather narrowly: sometimes participation is understood as a short-term involvement of employees in projects conducted by the works council. There is often no culture or structure of participation designed for permanence. Participation is – if at all – a project but not a process.
Management … has to have considerable power and authority – power and authority grounded in the needs of the enterprise and based on competence. And power, as the drafters of the American Constitution knew, needs to be limited by countervailing power. Modern society, a society of organizations each requiring strong management, needs an organ such as the labor union.
Peter Ferdinand Drucker: The Frontiers of Management (paragraph III.25), 1982
Hier geht es auch um Komplexitätsreduktion.
Fit the Second
THE BELLMAN’S SPEECH
089 The Bellman himself they all praised to the skies–
090 Such a carriage, such ease and such grace!
091 Such solemnity, too! One could see he was wise,
092 The moment one looked in his face!
093 He had bought a large map representing the sea,
094 Without the least vestige of land:
095 And the crew were much pleased when they found it to be
096 A map they could all understand.
097 “What’s the good of Mercator’s North Poles and Equators,
098 Tropics, Zones, and Meridian Lines?”
099 So the Bellman would cry: and the crew would reply
100 “They are merely conventional signs!
101 “Other maps are such shapes, with their islands and capes!
102 But we’ve got our brave Captain to thank:
103 (So the crew would protest) “that he’s bought us the best–
104 A perfect and absolute blank!”
105 This was charming, no doubt; but they shortly found out
106 That the Captain they trusted so well
107 Had only one notion for crossing the ocean,
108 And that was to tingle his bell.
109 He was thoughtful and grave–but the orders he gave
110 Were enough to bewilder a crew.
111 When he cried “Steer to starboard, but keep her headlarboard!”
112 What on earth was the helmsman to do?
113 Then the bowsprit got mixed with the rudder sometimes:
114 A thing, as the Bellman remarked,
115 That frequently happens in tropical climes,
116 When a vessel is, so to speak, “snarked.”
117 But the principal failing occurred in the sailing,
118 And the Bellman, perplexed and distressed,
119 Said he had hoped, at least, when the wind blew due East,
120 That the ship would not travel due West!
aus: Lewis Carroll und Henry Holiday: The Hunting of the Snark, 1876