Changing Work
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The document discusses the significant changes in work dynamics, emphasizing the need for organizations to align their purposes with community interests and the redistribution of economic opportunities. It highlights the importance of managing change in a way that allows for sustainable organizational practices while enhancing stakeholder participation and value creation. As technology and societal expectations evolve, organizations must adapt their strategies to maintain relevance and support their communities effectively.
Changing Work
- 1. Changing Work The Next Normal
- 2. Understanding Work Change matters because it affects people, the organizations that they make up, and the things that organizations are expected to accomplish. We identify “work” as the element in-common of all three impact areas above. Anywhere that work is said to be getting done, there is an observable combination of priorities, responsibilities and abilities. This means that regardless of the value of the work outcomes, changes can impact whether the why, what, and how of work can combine to make progress and do that in a timely way. The future of change drives the future practice of work. But equally important is the change to the future policy of work.
- 3. Policy versus the value of work Policy is the reconciliation of organizational interests and community interests. Organizations exist to structure activity for a purpose, so policy always refers directly to the purpose for the organization’s existence. The activity relies on the participation of community members, making it essential for the community to know whether the organization’s purpose is compatible with the best interests of the community. The default understanding of that compatibility today is represented by organizations requesting work to be done, of types that generate shareable economic returns. That in turn makes the key factor in “good” policy the distribution of economic opportunity in the community, achieved by the organization. Things that change the organization’s ability to create and sustain immediate good policy are critically important to the community interest. In general what we see changing today at an industrial and market scale is a redistribution of opportunity to work and of value attributed to work outcomes. That is, various types of work, and various types of outcome value, are not only changing in availability relative to each other, but also in relevance.
- 4. Ethical Agility The current trend is significant “mandatory” change in both practice and policy of work. The immediate impact of the volume of change is that Community itself goes through modifications that may or may not be welcome. But more importantly, those changes are determined less by the community than by organizations “offering work” for the organization’s own purpose. A community strategy, therefore, is to have organizations defined primarily by the community. Building organizations is a competency that ranges dramatically in difficulty and complexity depending on the community’s own experience and needs. But due to the high-speed and wide breadth of ongoing change, building sustainable organizations raises the difficulty even more. To raise the capability level for building an organization of high community benefit, community members having shared (“common”) interests must be embraced as the most important resource of the organization.
- 5. Strategically Designing Work Organizations that are built on the interests of constituent stakeholders have the challenge of calibrating the organization’s overall impact with the stakeholding community’s needs. Obviously, if the organization cannot persist and survive, then it cannot be a meaningful instrument for the community’s benefit. Change, therefore, must be managed in order to find and support the way work balances the organization’s sustainability and the community’s required level of benefit. For the community member, who is a stakeholder in a common interest: • probable potential benefit is represented indirectly by the opportunity to do relevant work; • actual net benefit is represented directly by the production of important work effects.
- 6. Future Stakes – what changes will be managed? Technology continues to revolutionize the feasible starting positions and follow-up operations of most types of decision-making and labor-allocation. • Intelligence and Automation The environmental effect of the change to that “new” is a different and more ubiquitous culture determining expectations, opportunities, and access needed for people to build and maintain their lives. • Autonomy and Society There is more and more need for individuals and organizations to transition quickly from the old to the new, because the alternative is to be excluded from the production and/or the markets that create and distribute both influence and resources throughout society. • Work and Wealth Managing both the need for transitions and the reality of making them requires ways to exercise more awareness, precision and power… to recover, grow or innovate the conditions of self-support and cooperation that lead to more benefit and less risk. • Capability and Security
- 7. LEVERAGING CHANGE NOW Because of the heightened pace of change, business organizations in the future will survive more through regenerating themselves continually from outside input than by protecting themselves through defending older internal ways. Meanwhile, communications now make every affected individual more aware of their status as a type of “stakeholder”, including reasonable expectations about rights and benefits that make their “interest” valuable. Enablement and empowerment are critical to stakeholders who can drive progress faster across differing concerns. The business should aspire to economic sustainability by cultivating its centers of excellence from its communities of interest. If the new basic purpose of business is to create stakeholder value, the world of upcoming change will be far more about how and why persons join, stay, or leave an organization… of whatever size and purpose. © 2020 malcolm ryder / archestra research
- 8. IMPACTS ENGAGEMENT Maintained Originated SubscribedPrescribed Motivated cooperative alignment Voluntary authoritative creativity Appropriate sustained reliability Preferred distinctive responsibility STAKEHOLDER BEST-EFFORT PRESENCE IN ROLES © 2020 malcolm ryder / archestra research Work is a vehicle for active stakeholder participation that benefits the organization, is therefore deemed valuable, and should result in fair compensation to the worker. Managing change should include assuring that the opportunity and means for providing these types of value remain in the hands of the stakeholding worker. Managing change should protect the discovery, creation and prioritization of these modes of providing value.
- 9. Archestra notebooks compile and organize decades of in-the-field and ongoing empirical findings. All presented findings are derived exclusively from original research. Archestra notebooks carry no prescriptive warranty. As ongoing research, all notebooks are subject to change at any time. ©2020 Malcolm Ryder / Archestra Research www.archestra.com mryder@archestra.com Archestra research is done from the perspective of strategy and architecture. With all subject matter and topics, the purpose of the notes is analytic, primarily to: * explore, expose and model why things are included, excluded, or can happen in given ways and/or to certain effects. * comment on, and navigate between, motives and potentials that predetermine decisions about, and shapings of, the observed activity.