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Scooped by Deb Nystrom, REVELN
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Change in the Nature of Work: The Case For "Antiwork" and the 20 hour Work Week

Change in the Nature of Work: The Case For "Antiwork" and the 20 hour Work Week | Change Leadership Watch | Scoop.it

Does a 40+ hours a week actually work for today's and tomorrow's world?  Consider what would happen if we had a 20+ hour work week as the new standard?


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Society seems to be in denial over this...  ~ Brian Dean

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Excerpted:

U.K.-based writer Brian Dean argues that we need to reframe the idea of work itself—and maybe replace it with "antiwork" instead. He explains:
 

"Antiwork is a moral alternative to the obsession with "jobs" that has plagued our society for too long. It’s a project to radically reframe work and leisure. It’s also a cognitive antidote to the pernicious culture of "hard work," which has taken over our minds as well as our precious time."

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"The global economic collapse wasn’t caused by human idleness, and neither were the previous recessions." 

   

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Twenty years ago, Jeremy Rifkin estimated that about 75% of jobs in industrialized countries included tasks that could be at least partially automated, and as artificial intelligence and engineering improves, that number keeps getting higher.


"Society seems to be in denial over this, to a large extent," Dean says.

"So, we see the persistent belief that we can achieve 'full employment.' Rifkin showed empirically that this is nonsense, unless we create a lot of make-work, i.e., work for the sake of working. And that’s what, as a society, we seem to be doing. Everywhere you look there are stupid, pointless (and probably environmentally destructive) jobs."
 

If we don't work, how will we pay rent?  Dean supports the idea of unconditional basic income—a system in which society pays everyone enough to meet basic needs, so we can all spend our time doing something that truly fulfills us.

   

Related change posts by Deb on Reveln:
    

       

 

Deb's related ScoopIt streams:

    

    

   

Deb Nystrom, REVELN's insight:

So the 20-30 hour work week rises again.  Frithjof Bergman, at the University of Michigan,  suggested it for society decades ago.  Perhaps now with the pain of income disparity, the speed of technological advances including communication, it can be taken more seriously.

Excerpted from the interview referenced below:  

Frithjof:   New Work represents the effort to redirect the use of technology so that it isn’t used simply to speed up the work and in the process ruin the world – turning rivers into sewers and rain into acid.
     

The purpose of technology should be to reduce the oppressive, spirit-breaking, dementing power of work – to use machines to do the work that is boring and repetitive. Then human beings can do the creative, imaginative, uplifting work.
      

So New Work is simply the attempt to allow people, for at least some of their time, to do something they passionately want to do, something they deeply believe in.   ~ Deb

   

Reference:  http://www.context.org/iclib/ic37/bergmann/

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Scooped by Deb Nystrom, REVELN
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No More Waiting Room? Change Health Care is Implementing, as Learned From Toyota

No More Waiting Room?  Change Health Care is Implementing, as Learned From Toyota | Change Leadership Watch | Scoop.it

"Eliminating waiting rooms?  Medical Assistants that act as project managers for physicians?  The Toyota method reaches healthcare for increasing efficiency and reducing cost."


New healthcare efficiencies were featured in a special report on PBS this week.  Cleveland Clinic is shown eliminating waiting rooms.  


Virgina Mason is featured highligting the "flow director" status of medical assistants.  A crisis drove change at Virgina Mason, which brings up the idea of danger:  crises + opportunity.  How they fared:



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For... routine or uncomplicated back pain, Mecklenburg offered a surprising conclusion...“most of our care process was no help at all.”


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Excerpted:


A crisis drove an innovative breakthrough at Virginia Mason Medical Center. Robert Mecklenburg, MD, was chief of medicine at the hospital in 2004 when the insurance company Aetna threatened to exclude Mecklenburg’s healthcare organization from an elite network.


Aetna was in a powerful position as a purchaser of care for such major companies in the Greater Seattle area as Starbucks, Costco, and Alaska Airlines, among others.


  • At Virginia Mason, the patient was at the top of the pyramid that embodied...its vision to transform health care. But ...employers paid the bills. ...Mecklenburg realized that neither he nor his physician colleagues had ever really considered the companies paying the bills as customers.


Mecklenburg invited Starbucks and Aetna to join with Virginia Mason in forming a marketplace collaborative to identify and solve the quality and costs issues around the treatment of routine or uncomplicated back pain.


Mecklenburg found that money and time were being wasted on expensive visits with primary care physicians and specialists that added little relief to the patients’ conditions.

  

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Mecklenburg found money and time were being wasted on expensive visits with ...physicians and specialists that added little relief to the patients’ conditions.

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Mecklenburg offered a surprising conclusion...“The value stream showed that most of our care process was no help at all.”

  

A Virginia Mason marketplace collaborative delivered the following benefits.


  • Increased patient capacity. By reducing the number of patients who obtained procedures and tests unnecessarily
  
  • Improved treatment pathways for other health conditions including migraine headaches; breast nodules; shoulder, knee, and hip pain; acid reflux; and cardiac disease.
   
  • Evidence-based scheduling of expensive imaging tests. Using a Toyota principle called “mistake proofing” patients check boxes on a questionnaire to determine their need for MRIs and other imaging tests.


Read the full article here.


Photo credit:  frances1972 (Waiting Room) on Flickr.com


Excerpt is from Pursuing the Triple Aim: Seven Innovators Show the Way to Better Care, Better Health and Lower Costs by Maureen Bisognano and Charles Kenney. Copyright (c) 2012 by John Wiley & Sons Inc.

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