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(2014). Against Productivity.
Medium. Abstract
"This idea of productivity started in the 1980s, with the lionizing of the hardworking greedy. There's a critique of late capitalism to be had for sure, but what really devastated my generation was the spiritual malaise inherent in Taylorism's perfectly mechanized human labor. But Taylor had never seen a robot or a computer perfect his methods of being human. By the 1980s, we had. In the age of robots we reinvented the idea of being robots ourselves. We wanted to program our minds and bodies and have them obey clocks and routines. In this age of the human robot, of the materialist mind, being efficient took the pre-eminent spot, beyond goodness or power or wisdom or even cruel greed."
(2015). The Growing Degradation of Work and Life, and What We Might Do to End It.
Abstract
"Corporations have used all of the control mechanisms at hand, techniques that have become both more sophisticated and punishing, to get fewer workers to convert ever more of their labor power into actual effort. This is true not just for manufacturing concerns like auto companies, which pioneered modern Taylorism, but by all private businesses (and public sector establishments such as colleges and the Social Security Administration), including especially today those in the service sector."
(2003). The Blind Men and the Elephant: Mastering Project Work.
"Much of what we call 'project management' stands upon Taylor's flat-earth perspectives. When applied to repeatable manufacturing situations, his primitive notions have great utility. The same ideas fall apart when applied in more human, less mechanical contexts." (p. 7)
(2002). Creating Sustainable Work Systems.
"Recent international statistics on stress, burnout and healthy work organizations have indicated that many modern work organizations are consuming, rather than regenerating, their human resources. The brave new world of work envisaged to emerge from the ashes of Taylorism has not, in many cases, arrived and, where it has arrived, it has not been what it was expected to be. We have witnessed the persistence of Tayloristic organizations (Schumann et al. 1995) and the emergence of neo-Tayloristic organizations (Babson 1995; Landsbergis et al. 1999; Taylor and Bain 1999). At the same time, the post-bureaucratic organizations have not automatically created possibilities for mature adults to grow and develop (Argyris 1964); and where bureaucratic structures and rules have disappeared, they have rather left the mature adult lost, lonely and increasingly stressed." (p. 3)
(1989). Creative Organization Theory.
"In my view the computer is the Trojan Horse with which Taylorism is going to be introduced into intellectual work. When a human being interacts with a machine, the interaction is between two dialectical opposites. The human is slow, inconsistent, unreliable but highly creative, whereas the machine is a fast, reliable but totally non-creative." (p. 62)
(1986). Images of Organization.
"History may well judge that Taylor came before his time. His principles of scientific management make superb sense for organizing production when robots rather than human beings are the main productive force, when organizations can truly become machines." (p. 33)
(1967). The Principles of Scientific Management.
"The knowledge obtained from accurate time study, for example, is a powerful implement, and can be used, in one case to promote harmony between workmen and the management, by gradually educating, training, and leading the workmen into new and better methods of doing work, or, in the other case, it may be used more or less as a club to drive the workmen into doing a larger day's work for approximately the same pay that they had received in the past." (p. 134)
(1993). Technopoly: The Surrender of Culture to Technology.
"In the work of Frederick Taylor we have, I believe, the first clear statement that society is best served when human beings are placed at the disposal of their techniques and technology, that human beings are, in a sense, worth less than their machinery." (p. 52)
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