Many workplaces aren’t the most conducive environments to work in, especially offices. Many house large numbers of people in small offices or densely configured open plan spaces; they’re noisy, through colleagues, phones and equipment; and disruptive, through the nature of the work itself, i.e. interruptions. Small wonder then, the demand for remote working options are increasing. It isn’t for everyone or for all organisations, but it can be for others. Remote workers often report higher levels of engagement to their work and their organisation,
Month: December 2012
Daniel Kahneman’s newly released book ‘Thinking, Fast and Slow’ unpacks two modes of thinking – system 1 and system 2. System 1 is super fast, instinctive and we have little control over it – which leads us to make choices on factors we are unaware of, which in turn may cause problems. System 2 is the mode we use when we stop and consciously take time to think things through slowly and thoroughly. The concepts remind us to consciously think about how we think -and the processes we use in decision making.
A quote from Michael Moncur caught my eye through the week: “I look to the future because that’s where I’m going to spend the rest of my life”. It’s a good point, as the future is where we’re all heading. And it’s a challenge too, because individuals have their own inner ‘time’ orientations/preferences for either the past, the present or the future. Too much focus on the pst or on the imagined future means we miss now –
In 2011, David Cameron, the UK’s Prime Minister launched an initiative to start measuring national wellbeing – the quality of people’s lives. This was alongside the traditional economic measures such as GDP. The outcome of the 12 research project by the Management Innovation Lab, London Business School, was a report on wellbeing in the workplace. The key findings were: the key determinant of workplae wellbeing was the quality of the individual manager; good bosses do three things: push decisions down to employees;