Just as industrial society became a society of corporations, it developed into a society of employers and employees. These were two different ways of looking at the same phenomenon, jobs. Almost all economic theories have made, and still make, the same assumption: the employer — employee relationship is necessary to create jobs. We have taken that relationship as given.
Traditional management thinking sets employee goals and business goals against each other. The manager is free to choose the goals, but the employee is only free to follow or not to follow the given goals. This is why employee advocates mainly want responsible firms, nothing else, and the management of those firms wants skilled employees who do what they are told, nothing else.
The other assumption that is taken for granted is that it is the independentemployer/manager who exercises freedom of choice in choosing the goals and designing the rules that the members of the organization are to follow. The employees of the organization are not seen as being autonomous, with a choice of their own, but are seen as rule-following, dependent, entities. People are not really people, but resources.
We are as used to the employer choosing the work objectives as we are used to the teacher choosing the learning objectives. The manager directs the way in which the employee engages with work, and manages the timing and duration of the work. This image of work is easy to grasp because it has been taught at school, where the model is the same.
We should ask whether the current social construct of jobs is inevitable, or whether it is a social artefact that is over 100 years old, and should be redesigned.
In this interview, Neal Gorenflo (founder, Shareable), Michel Bauwens (founder, P2P Foundation), and John Restakis (author, Humanizing the Economy) speak with Enric Duran. Duran is a Catalan anti-capitalist activist, best known for his act of “financial civil disobedience” announced on September 17, 2008, in which he took out half a million Euros in bank loans and distributed the funds to anti-capitalist movements. As it was never his intention to pay these debts, but instead to stir debate about the unfair legal advantages afforded to the powerful financial elite, he was soon labeled “Robin Banks,” and faced with a lengthy prison sentence. The resulting legal actions and his subsequent seclusion have left him living virtually underground, although he maintains selective contact and has stated that he may return, contingent on a variety of factors. Despite his precarious legal status, his work continues undiminished in the Catalan Integral Cooperative (CIC), which describes itself as a “transitional initiative for social transformation from below, through self-management, self-organization, and networking.” Here is Enric Duran talking about his work and life.
Put the body-monitoring tool down, turn around, and slowly walk away. Just because something is measurable doesn’t mean you should measure it, especially if there’s no guarantee it will improve your quality of life. I’m not a technophobe—far from it. These days, I juggle many professional balls, so I gladly rely on my arsenal ofRead More
The deep changes necessary to accelerate progress against society's most intractable problems require a unique type of leader - the system leader, a person who catalyzes collective leadership.
At no time in history have we needed such system leaders more. We face a host of systemic challenges beyond the reach of existing institutions and their hierarchical authority structures. Problems like climate change, destruction of ecosystems, growing scarcity of water, youth unemployment, and embedded poverty and inequity require unprecedented collaboration among different organizations, sectors, and even countries. Sensing this need, countless collaborative initiatives have arisen in the past decade - locally, regionally, and even globally. Yet more often than not they have floundered - in part because they failed to foster collective leadership within and across the collaborating organizations.
Hij woont nog steeds in Thailand, maar dat is een kwestie van tijd. Cyberfilosoof en peer-to-peer activist Michel Bauwens keert zeker terug naar Europa. In Europa zit echter de sociologische basis van peer-to-peer: de kenniswerkers. De crisis is hier ook een stuk erger. Er is een overschot aan precaire jongeren met veel kennis die werken aan het gemeengoed. De vraag naar informatie over peer-to-peer is hier enorm. Daarom is een nieuwe economie mogelijk in
We need to expand our definition of diversity to include the weird—a group often maligned and avoided. These are people who appear to us as different, strange, and even offbeat; they just don’t fit in.
There is potency and innovativeness in certain kinds of weirdness that can help businesses thrive.
The key for leaders is to figure out how to support weird people so that they create—not destroy—value for the company. Some of these people have stifled their offbeat creativity out of social fear, camouflaging their true selves because they think it’s not appropriate at work to be as they really are. They leave essential parts of themselves at the office door.
Achtergrond - Nu de vuurwerkdampen van Facebooks tienjarige bestaan zijn opgetrokken, is het tijd om deze sociale netwerkreus de rug toe te keren. Tijd om je online sociale leven in eigen handen te nemen.
Knowmads works around the concept of Learning Spaces, and the ideia that students are capable of taking control of their education. Which means that you must be willing to have the unknown ahead of you, and a very entrepreneurial profile.They have a coworking space, with tools and materials to test and create prototypes, that all “students” have acess to. And give you two of the most important and most negleted gifts education can give you: Tools to build what you love, and freedom to actually do it.
A very astute analysis by Leo Panitch, which gives historical background to the emergence of Syriza as a movement, and looks at the geo-strategic importance of this first victory against austerity politics.
This is a fascinating 'classic' HBR article from 2002, written by Diane Coutu on the rather elusive (but highly valued) quality of resilience.
Coutu suggests that resilience can be learned (although its not straightforward) and she identified that three qualities that help to define people's abilities to be able to get through periods of great adversity and bounce back after major setbacks:
The ability to Face Down Reality and see things as they really are rather than with rose-tintFinding meaning and purpose in times of adversity that building a bridge to a better imagine future stateA habit of ritualised ingenuity - being able to improvise solutions and workarounds when presented with challenges
According to one of her interviewees, " More than education, more than experience, more than training, a person’s level of resilience will determine who succeeds and who fails. That’s true in the cancer ward, it’s true in the Olympics, and it’s true in the boardroom.”
The ‘Robin Hood of the Banks’ strikes again. This time the aim is to create a worldwide cooperative to develop and expand a new economy of the commons. By Pablo Prieto and Enric Duran Some revolutionary activists have an … Continue reading →
De peer to peer economie, die kennis deelt om problemen in de wereld op te lossen en terzelfdertijd ecologisch productiemethoden ontwikkelt zonder artificiële schaarste in stand te houden, is inderdaad de morele economie van onze tijd. Het is dus in harmonie met de spirituele principes die worden beschreven in de sociale leer van de Katholieke Kerk. Laten we alvast een dialoog daarrond stimuleren.
Slavoj Žižek is brimming with thought. Each idea sprays out of the controversial Slovenian philosopher and cultural theorist in a jet of words. He is like a water balloon, perforated in so many areas that its content gushes out in all directions.
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