Biblio
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(2007). The 4-Hour Workweek : Escape 9-5, Live Anywhere, and Join the New Rich.
"The new mantra is this: Work wherever and whenever you want, but get your work done." (p. 209)
(1998). The Bad Attitude Survival Guide: Essential Tools For Managers.
"In many organizations, people are required to spend enormous amounts of time compiling reports that nobody reads. In many circumstances, reporting has degenerated to 'prove to me you have been busy.' Instead of assessing actual results and productivity, we ask employees to invest their time justifying their existence by explaining actions and accomplishments already taken and achieved." (p. 34)
(2002). The End of Work As We Know It.
"What is the main reason for job stress? Not tight deadlines or irascible bosses, studies show. Instead. it is the feeling of loss of control. If there were a better way to reinstate that sense of control than to let an employee participate in decisions as to when, where and how he will work, it would be news to us. Based on feedback from the thousands of people we've worked with, flexibility is the key." (p. 15)
(2000). Imagine : what America could be in the 21st century : visions of a better future from leading American thinkers.
"People want it all. They feel, quite understandably, that is is their birthright. They want the fast life of converging technology, global roaming, rising opportunities, adrenaline-pumping challenges, and life at Web speed—and they want to spend time with their families and friends, meditate, keep fit, relax, and play. It's not about work/life balance; it's about the complete integration of work and life, a holistic, seamless fit between these two and every other aspect of life. The new-story leader encourages employees to engage their creative juices while they are walking along a beach, or to shop for groceries online while they are at work and not be self-conscious—indeed, to be unaware of the difference. Life is whole, not seperated into two solitudes called 'work' and 'life'. " (p. 129)
(1998). Is It Too Late to Run Away and Join the Circus?: Finding the Life You Really Want.
"'And everything was carved in stone: situation meetings at 8:00 on Thursdays, monthly reports on the last Tuesday of the month. Don't color outside of the lines. It was a system, and it probably used to mean something. My problem was that I found I didn't want to work that way. I didn't mind the actual work, but I minded doing it that way.'" (p. 104)
(2001). Jack: Straight from the Gut.
"You didn't have to fit a certain stereotype to be successful in the new GE. You could be a hero no matter what you looked like or how you acted. All you had to do was face reality and perform." (p. 103)
(2001). Never Wrestle with a Pig: and ninety other ideas to build your business and career.
"Some people measure happiness and success by how much they can control their own destiny. They will sacrifice money and status for the sense that they have autonomy at work, that no one is looking over their shoulder, questioning their whereabouts and judging their every move. As manager, I've found this is the easiest yardstick to accommodate. As long as the employee performs as expected, I leave him or her alone."
(1979). Organizational Psychology.
"Most leadership research, notably the Michigan studies (Likert, 1967), has clearly shown that in the long run both production and morale benefit from 'less close' supervision, by which is meant that the supervisor sets targets and reviews performance against those targets, but then allows the employee considerable latitude on how he or she actually does the work....In other words, it may be worthwhile to determine work goals and quality standards jointly, but the actual means of accomplishing the work can be delegated completely..."
(1983). Previews & Premises: an interview with the author of Future Shock and The Third Wave.
"The new workers are more like independent craft workers than interchangeable assembly line hands. They are younger, better educated. They absolutely detest routine. They want to be left alone by the boss to get the job done their own way. They want a say. They are used to change, ambiguity, flexible organization. They represent a new force and their numbers are multiplying." (p. 33)
(1998). Pushing the Envelope: All the Way to the Top.
"Today, the numbers the phone company cares about are not on the clock but in the sales quotas. Salespeople can spend their working lives any way they care to, just so long as they hit their sales marks." (p. 295)
(1995). The Road Ahead.
"As behaviorists keep reminding us, we're social animals. We will have the option of staying home more because the [information] highway will create so many new options for home-based entertainment, for communications—both personal and professional—and for employment. Although the mix of activities will change, I think people will decide to spend almost as much time out of their homes." (p 206)
(1993). Snow Crash.
Stephenson's dark social satire illustrates what an anti-ROWE future might look like:
"You could try to favor a particular station, try to sit there every day, but it would be noticed. Generally you pick the unoccupied workstation that's closest to the door. That way, whoever comes in earliest sits closest, whoever came in latest is way in the back, for the rest of the day it's obvious at a glance who's on the ball in this office and who is—as they whisper to each other in the bathrooms—having problems.
Not that it's any big secret, who comes in first. When you sign on to a workstation in the morning, it's not like the central computer doesn't notice that fact. The central computer notices just about everything....You're only required to be at your workstation from eight to five, with a half-hour lunch break and two ten-minute coffee breaks, but if you stuck to that schedule it would definitely be noticed..." (p. 282)
"You could try to favor a particular station, try to sit there every day, but it would be noticed. Generally you pick the unoccupied workstation that's closest to the door. That way, whoever comes in earliest sits closest, whoever came in latest is way in the back, for the rest of the day it's obvious at a glance who's on the ball in this office and who is—as they whisper to each other in the bathrooms—having problems.
Not that it's any big secret, who comes in first. When you sign on to a workstation in the morning, it's not like the central computer doesn't notice that fact. The central computer notices just about everything....You're only required to be at your workstation from eight to five, with a half-hour lunch break and two ten-minute coffee breaks, but if you stuck to that schedule it would definitely be noticed..." (p. 282)
(1990). Staying Employed: What You Must Do Today to Ensure You Have a Job Tomorrow.
"Working at home has become acceptable—in fact, fashionable—just in the last few years. Many people dream of not having to fight traffic or play office politics but instead staying home and doing their work on a computer." (p. 179)
(2004). When You Work for a Bully: Assessing Your Options and Taking Action.
"Neither your identity nor your value as a person is determined by how hard you work, much less how many hours you put in." (p. 190)
(2008). Why Work Sucks and How to Fix It: No Schedules, No Meetings, No Joke–the Simple Change That Can Make Your Job Terrific.
"We're starting a movement that will reshape the way many things in this country, and across the world, get done. We're offering not a new way of working, but a new way of living. This new way of living is based on the radical idea that you're an adult. It's based on the radical idea that that even though you owe your company your best work, you do not owe them your time or your life." (p. 3)
(1998). Work & Rewards in the Virtual Workplace: A "New Deal" for Organizations and Employees.
"Thinking of work as if it were attached to time and space limits productivity." (p. 25)
(2003). Work to Live.
"SANE WORKPLACE PRINCIPLE #4
Hours for the real world bring real results to work, home, and community.
We have to start making work schedules accommodate the obligations of real lives. Parents with full-time careers 'can't have any sort of family life,' says Penn State Economist Robert Drago, a work-family expert. The solution lies in more flexible hours through alternative schedules such as telecommuting. We already have the tools to move in this direction. Technology makes it possible to do more in less time and work from any number of locations besides under somebody's nose. Managers have to give up control over employee time, because in the knowledge economy, it's no longer relevant. You can't watch what's going on in someone's skull. In return, sane managers get higher productivity, retention, morale, efficiency, and cost savings." (p 298)
Hours for the real world bring real results to work, home, and community.
We have to start making work schedules accommodate the obligations of real lives. Parents with full-time careers 'can't have any sort of family life,' says Penn State Economist Robert Drago, a work-family expert. The solution lies in more flexible hours through alternative schedules such as telecommuting. We already have the tools to move in this direction. Technology makes it possible to do more in less time and work from any number of locations besides under somebody's nose. Managers have to give up control over employee time, because in the knowledge economy, it's no longer relevant. You can't watch what's going on in someone's skull. In return, sane managers get higher productivity, retention, morale, efficiency, and cost savings." (p 298)
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