In his book “Brave New Work” (an allusion to Huxley, as you’ve probably guessed), he offers a new way of management model which reinterprets the roles of both leaders and team members.
And we are not brave enough to change them.Īaron Dignan, the founder of The Ready, an organization design company, has something to say about it. We don’t take time to sit and think if our methods work. So why do we sabotage our own work in a way those people were sabotaging the Nazi regime? Because we are used to doing so. Now, a curious detail: these things were actual instructions in “Simple Sabotage Field Manual”, written in 1944 for German citizens sympathetic to Allies, and their purpose was to destabilize local communities and business.
Holding conferences when there is more important work to do… sounds familiar, doesn’t it? These things make work highly unproductive – and yet, they happen in every organization, and on a daily basis. Giving incomplete instructions while training new workers.