(This post continues our new blog series breaking down each chapter of “Making Work Human.”)
My friend and colleague John Baldino provided a great summary of chapter one of “Making Work Human,” by Eric Mosley and Derek Irvine. In that chapter, the case for recognition and a more human-centric modality is presented. Beginning in chapter two, “The Future of Work Is Human,” Eric and Derek start to lay the framework for how businesses can move into more of a human-centric environment.
For years, we have been experiencing technological advancements that are far beyond what those of us of a certain age could have predicted when we were children. The world my 10-year-old son is living in looks quite different than the world I lived in at the same age.
As with all advances of this nature, the discussion often turns to the good and bad aspects of the change. Technology, for example, has allowed us to be better connected to, well, everyone we want to be connected to. It has allowed for massive data collection in record time. It has allowed everyone to do more with less, and usually be more efficient in the process. At the same time, many wonder if our hyperconnected world has decreased our ability to engage in real human interaction. We talk in emojis and are more comfortable having conversation in text than in person.
In the opening pages of this chapter, Eric and Derek provide valuable information on how workplaces of the future are going to need individuals and systems that provide not only technological innovation, but also human connection. In a point that highly resonated with me, the authors state:
“The future of work will be determined by the choices we make about how humans live alongside their technological creations, and also how humans choose to interact in the new environment.”
I believe we are seeing this play out right now. Since the beginning of the COVID-19 pandemic, teams have been dispersed. The interconnectedness they once felt seeing their teammates every day has been replaced with isolation that even the best of video chat platforms cannot fix.
In a world where we are more connected than ever, social isolation – even pre-pandemic – is strong. Human-centric organizations will need to find a way to ensure that employees truly feel connected at work. The answer likely lies somewhere in a mix of technology and purposeful human interaction. Driving true community will become more and more important and the authors do a great job of laying out why in this chapter.
One of my favorite parts of this chapter centers around the individualism of each employee and how organizations will need to better recognize that. I am a personality-type junkie. I love learning about and identifying how different people interact in the workplace. Driving community, making workplaces more human, and marrying technological innovation with better human interaction will come down to the individual. This is a huge shift in thinking and approach for many who have been team-centric for so long. I am excited to see how that plays out for companies that start to think and act on an individual level. I predict, much like the authors, that productivity, engagement, and overall business success will skyrocket.
About the AuthorMore Content by Sabrina Baker