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