Brave New Work

“This is the management book of the year. Clear, powerful and urgent, it's a must read for anyone who cares about where they work and how they work.” —Seth Godin, author of This is Marketing “This book is a breath of fresh air. Read it now, and make sure your boss does too.” —Adam Grant, New York Times bestselling author of Give and Take, Originals, and Option B with Sheryl Sandberg When fast-scaling startups and global organizations get stuck, they call Aaron Dignan. In this book, he reveals his proven approach for eliminating red tape, dissolving bureaucracy, and doing the best work of your life. He’s found that nearly everyone, from Wall Street to Silicon Valley, points to the same frustrations: lack of trust, bottlenecks in decision making, siloed functions and teams, meeting and email overload, tiresome budgeting, short-term thinking, and more. Is there any hope for a solution? Haven’t countless business gurus promised the answer, yet changed almost nothing about the way we work? That’s because we fail to recognize that organizations aren’t machines to be predicted and controlled. They’re complex human systems full of potential waiting to be released. Dignan says you can’t fix a team, department, or organization by tinkering around the edges. Over the years, he has helped his clients completely reinvent their operating systems—the fundamental principles and practices that shape their culture—with extraordinary success. Imagine a bank that abandoned traditional budgeting, only to outperform its competition for decades. An appliance manufacturer that divided itself into 2,000 autonomous teams, resulting not in chaos but rapid growth. A healthcare provider with an HQ of just 50 people supporting over 14,000 people in the field—that is named the “best place to work” year after year. And even a team that saved $3 million per year by cancelling one monthly meeting. Their stories may sound improbable, but in Brave New Work you’ll learn exactly how they and other organizations are inventing a smarter, healthier, and more effective way to work. Not through top down mandates, but through a groundswell of autonomy, trust, and transparency. Whether you lead a team of ten or ten thousand, improving your operating system is the single most powerful thing you can do. The only question is, are you ready?

In this important book, Ulrich Beck - one of the leading social thinkers in Europe today - examines how work has become unstable in the modern world and presents a new vision for the future. Beck begins by describing how the traditional work society, with its life-long job paths, is giving way to a much less stable world in which skills can be suddenly devalued, jobs obliterated, welfare cover reduced or eliminated. The West would appear to be heading towards a social structure of ambiguity and multiple activity that has hitherto been more characteristic of the developing world. But what appears to be the end of traditional working practices can also be seen as an opportunity to develop new ideas and models for work in the twenty-first century. Beck's alternative vision is centred on the concept of active citizens democratically organized in local, and increasingly also regional or transnational, networks. Against the threat of social exclusion, everyone can and must have a right to be included in a new definition and distribution of work. This will involve constant movement between formal employment (with a major reduction in working hours) and forms of self-organized artistic, cultural and political 'civil labour', providing equal access to comprehensive social protection. The aim must be to turn insecurity around, so that it becomes a positive and enriching discontinuity of life. Drawing on his earlier work on risk and reflexive modernization, The Brave New World of Work is also closely linked to his studies on globalization and individualization. These processes are part of the same challenge upon which a politics of modernity must now base itself. Not only the future of work, but also the very survival of democracy and the welfare state will depend on the development of a newly committed and 'multi-active' transnational citizenship. This book will be of great interest to second- and third-year students in sociology, politics, geography and the social sciences generally. It will also appeal to a broader audience interested in the issues and debates surrounding the changing nature of work.

Hierarchy in organizations is obsolete. There is a better way: one that increases the engagement of employees and managers alike, reduces micromanaging and other limiting approaches, and promotes organizational and individual success. In this book, self-management expert Samantha Slade presents seven concrete practices to help your organization flatten its existing hierarchy and develop a horizontal organization. The result will be enhanced creativity, greater growth, and a increased employee retention and productivity--and a better bottom line. These days, more than ever, successful organizations must respond quickly and nimbly to change--they need every employee's best thinking. A horizontal organization creates an environment of true collaboration, respect, and openness. It allows everyone more freedom to express unconventional ideas or to work through issues that are getting in the way of organizational goals. And it's a more human way to organize--after all, we function perfectly well in our day-to day lives without someone telling us what to do. But when an organization decides to go horizontal, it can be overwhelming for both managers and employees. Slade offers a practical, proven, incremental method to help organizations of all kinds and sizes ease in to a non-hierarchical model. She includes techniques for using your organization's purpose to stay focused and aligned, developing shared decision-making, creating a mutual feedback culture, nurturing autonomy, holding co-managed meetings, and maintaining an environment of collective learning. Going Horizontal will help organizations become more adaptive, collaborative and innovative, which is vital in today's highly competitive and constantly-evolving world.

Using a common framework developed by a collaborative Harvard University and Brandeis University affiliated research team, this volume surveys and analyzes the strategic responses of national unions in Britain, France, Germany, Italy, and Spain to the last two decades of economic change. Also evaluated is the response of Sweden, long seen as the most successful variation of the European model, as well as EU level transnational unionism. The volume concludes with a reflection on new union positions and their implications, particularly on the question of what will happen to the "European model of society" as a consequence. Annotation copyrighted by Book News, Inc., Portland, OR

This smart, provocative look at how the American Dream of single-family homes, white picket fences, and two-car garages became a lonely, overpriced nightmare explores how new trends in housing can help us live better. Over the past century, American demographics and social norms have shifted dramatically. More people are living alone, marrying later in life, and having smaller families. At the same time, their lifestyles are changing, whether by choice or by force, to become more virtual, more mobile, and less stable. But despite the ways that today's America is different and more diverse, housing still looks stuck in the 1950s. In Brave New Home, Diana Lind shows why a country full of single-family houses is bad for us and our planet, and details the new efforts underway that better reflect the way we live now, to ensure that the way we live next is both less lonely and more affordable. Lind takes readers into the homes and communities that are seeking alternatives to the American norm, from multi-generational living, in-law suites, and co-living to microapartments, tiny houses, and new rural communities. Drawing on Lind's expertise and the stories of Americans caught in or forging their own paths outside of our cookie-cutter housing trap, Brave New Home offers a diagnosis of the current American housing crisis and a radical re-imagining of future possibilities.

Ever wonder why teens can spend entire weekends playing video games but struggle with just one hour of homework? Why we’re addicted to certain websites and steal glances at our smartphones under the dinner table? Or why some people are able to find joy in difficult or repetitive jobs while others burn out? It’s not the experiences themselves but the way they’re structured that matters. All our lives we’ve been told that games are distractions—playful pastimes, but unrelated to success. In Game Frame, Aaron Dignan shows us that the opposite is true: games produce peak learning conditions and accelerated achievement. Here, the crucial connection between the games we love to play and the everyday tasks, goals, and dreams we have trouble realizing is illuminated. Aaron Dignan is the thirty-something founder of a successful digital strategy firm that studies the transformative power of technology in culture. He and his peers were raised on a steady diet of games and gadgets, ultimately priming them to challenge the status quo of the modern workplace. What they learned from games goes deeper than hand-eye coordination; instead, this generation intrinsically understands the value of adding the elements of games into everyday life. Game Frame is the first prescriptive explanation of what games mean to us, the human psychology behind their magnetic pull, and how we can use the lessons they teach as a framework to achieve our potential in business and beyond. Games are a powerful way to influence and change behavior in any setting. Here, Dignan outlines why games and play are such important trends in culture today, and how our technology, from our iPhones to our hybrid cars, primes us to be instinctive players. Game Frame tackles the challenging task of defining games and the mechanics that make games work from several perspectives, then explores these ideas through the lens of neuroscience. Finally, Dignan provides practical tips for using basic game mechanics in a variety of settings, such as motivating employees at work or encouraging children at home, giving readers the tools to develop their own games to solve problems in their everyday lives. Illuminated throughout with a series of real-world examples and hypothetical scenarios, Game Frame promises a crash course in game design and behavioral psychology that will leave the reader—and, by extension, the world itself—more productive. Revolutionary, visionary, practical, and time-tested, Game Frame will change the way you approach life.

This classic novel of a perfectly engineered society is “one of the most prophetic dystopian works of the twentieth century” (The Wall Street Journal). Half a millennium from now, in the World State, the watchword is that every one belongs to every one else. No matter what class of human you are bred to be—from the intellectual Alphas to the Epsilons who provide the manual labor—you are a part of the efficient, well-oiled whole. You are nourished, secure, and blissfully serene thanks to the freely distributed drug called soma. And while sex is strongly encouraged, the old way of procreation is forbidden, eliminating even the pains of childbirth. But when a man and woman journey beyond these confines to where the “savages” reside, and bring back two outsiders, the cracks begin to show. Named as one of the 100 best English-language novels of the twentieth century by the Modern Library, Brave New World is one of the first truly dystopian novels. Influenced by the historic events of Huxley’s era yet as relevant today as ever, it is a remarkable depiction of the conflict between progress and the human spirit. “Chilling. . . . That he gave us the dark side of genetic engineering in 1932 is amazing.” —Providence Journal-Bulletin “It is a frightening experience, indeed, to discover how much of his satirical prediction of a distant future became reality in so short a time.” —The New York Times Book Review

What does leadership look like in a company with no bosses? How do you develop a culture that allows self-managing organisations to thrive? What mindset and relational shifts are required? In this book, the authors share stories and insights from nearly twenty years of coaching teams and organisations to become self-managing. Rather than looking at complicated self-management frameworks and models, these pages reveal a perspective of organisational transformation based on the simple but powerful premise of facilitating different kinds of dialogues.