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我们想回到什么样的世界?

The Covid-19 pandemic is encouraging us to ask what work is meaningful now and in our futures. Our work must adapt accordingly.

我们中的许多人都在远程工作以进行自我隔离。这是具有挑战性的,因为工作和非工作生活之间的界限变得更加难以维持。在这种新的条件下,我们还越来越意识到维持我们的工作生活所需的隐藏和无薪工作(烹饪,清洁,育儿,老年保健等)。我们还认识到我们的许多日常必需品:社会护理,食品生产,清洁,废物处理,超市和我们的大部分物流网络都是由低薪的人组成的,没有不安全的合同。这些工作经常被他人视为毫无意义,或者将其注销为低技能和低价值,现在被认为对经济的持续运作至关重要。

结果,我们对不同类型工作的比较社会评估现在受到挑战。我们也可能会质疑自己以及我们自己工作的社会效用和意义。许多人可能会问,金融化的社会效用是什么。慢慢地,我们认识到工作的价值是在社会上建造的,这不是由某些隐藏的手(例如市场)固定的,而是我们所有人都在创造和维持的东西。它是隐性社会契约的一部分,它将我们的社会融合在一起并赋予他们合法性。我们还意识到,人们工作的条件也取决于我们在州或组织层面上隐含或明确支持的政策和实践。

以医疗保健为例。多年的紧缩政策已确保NHS不再像曾经是由于人员配备,设备和组织能力投资不足所致。进入大流行,the NHS有超过120000个空缺职位大约42000亚柯unted for by nurses and nearly 1 in 10 doctors posts vacant and budgets were cut from an average of 3.7% growth per year before the financial crisis to 1.4% afterwards. At the same time, many Trusts budgets are in or near deficit. Asone commentatornoted in 2019 ‘overworked, tired and stressed staff cannot sustainably provide the care they would like to give. Resilience is weak, burnout is strong’

德国医学界

NHS在2020年初由护士占了超过120,000个空缺,约有42,000个空缺。

因此,我们已经看到,德国等其他医疗保健系统可以更好地应对大流行。确实,尽管德国也遵循紧缩议程(其道路和桥梁基础设施处于可怕状态),但它承诺在医疗保健方面进行更高的投资水平(11.2% of GDP compared to 9.6%)这些是关于哪些活动和工作有意义的社会决定。如何解决这些问题?

我们的research在有意义的工作的主观和客观条件以及如何相互构成之间做出重要区别。我们可能都有同一职业的人的例子或工作活动在他们的工作中的意义不同。有意义的工作的经验可以看作是一种个人主观现象,但是这种观点个性化的工作和一种含义是,无论背景如何,都留给个人创造和维持意义。我们看到自助书籍,咨询和教练活动的扩散毫不奇怪,重点是改善“参与”或在工作中找到意义。

However, the other side of the equation concerns the objective conditions of work. This opens up critical questions about the quality of jobs, how they connect with people’s needs, their opportunities to flourish as citizens and human beings over their working lives and ultimately the purpose of their work. In our recent OUP有意义的工作手册(Yeoman等,2019),乔安娜·西拉(Joanna Ciulla)在她所说的“道德条件”和有意义的工作之间有一个重要的区别。根据道德条件,她指的是公平的待遇,病假薪水,高质量的工作,生活工资,自主权以及在其他属性之间如何组织工作的声音机会。她认为,这些条件是社会与公民之间社会契约的核心。

有意义的工作, on the other hand is linked to purpose and, in particular, the wider social utility of the work that we do. In essence, this is about what we as a society value. The pandemic has shone a bright light on many organisations that are failing in these areas (Sports Direct, Wetherspoons, and more recently迪士尼) but also others that are supporting their employees (Marks and Spencer, ASDA and the Post Office, for example).

What, then, are the implications for organisations and for leadership? One implication of the pandemic is that we are clearly not ‘all in this together’. Some sections of society have borne the costs of austerity much more heavily than others and where there has been economic growth since, the rewards have gone disproportionately to the few. Our faith in the logic of the market to address successfully the social and economic needs of a diverse population has been found wanting. We are now more aware of the huge gaps in our institutional support systems that can generate a much more inclusive society, so that we all have a stake, a voice and the opportunity to have meaningful work.

There is lots of work to do in order to build a more inclusive labour market as well as a social security system which does not seeUK sick pay as amongst the worst in Europe并违反了欧洲社会宪章的义务。我们需要这种脚手架才能发展有意义的工作。我们可以在其他欧洲国家(例如丹麦,瑞典和芬兰)定期展示这一点的好处在工作中更多的自主权和酌处权,更大的社会支持和更高的工作质量as well as experienced meaningfulness.

The Pandemic is raising questions for us all about what type of economy and society we need to address not only future pandemics but also to help mitigate and adapt to the climate crisis. There is no going back to the old normal. Leaders may now recognise the relative insignificance of many of their organisations and that it is only through co-operation and institution building can a more resilient, inclusive and meaningful society be built that can prosper in the future. Once lauded for delivering high levels of shareholder return, they may now look with new eyes at not only the economic but the social and environmental value they are creating.

These new demands require leaders that are system leaders, institution builders and co-operators. This is a major departure and implies new metrics to hold them to account, new practices and new modes of organising and even, new ownership. The challenge is to institutionalise hope: hope for a better future and hope for more meaningful work. This period of lockdown is making people think more deeply about what is important in their lives, the lives of their families and their communities. Seeing more clearly through the cleaner air we are now enjoying might be a good metaphor for thinking about meaning in our work.

Learn more about the咨询和教练变更计划马克·汤普森(Marc Thompson)是学术总监的赛义德商学院。

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