The alternative workplace: changing where and how people work

Today many organizations, including AT&T and IBM, are pioneering the alternative workplace--the combination of nontraditional work practices, settings, and locations that is beginning to supplement traditional offices. This is not a fad. Although estimates vary widely, it is safe to say that some 30 million to 40 million people in the United States are now either telecommuters or home-based workers. What motivates managers to examine how people spend their time at the office and where else they might do their work? Among the potential benefits for companies are reduced costs, increased productivity, and an edge in vying for and keeping talented employees. They can also capture government incentives and avoid costly sanctions. But at the same time, alternative workplace programs are not for everyone. Indeed, such programs can be difficult to adopt, even for those organizations that seem to be most suited to them. Ingrained behaviors and practical hurdles are hard to overcome. And the challenges of managing both the cultural changes and systems improvements required by an alternative workplace initiative are substantial. How should senior managers think about alternative workplace programs? What are the criteria for determining whether the alternative workplace is right for a given organization? What are the most common pitfalls in implementing alternative workplace programs? The author provides the answers to these questions in his examination of this new frontier of where and how people work.     

Generational Characteristics and Their Impact on Preference for Management Control Systems

Research indicates that different macro‐socialisation results in systematic differences in generational characteristics, which may in turn result in different generational workplace preferences for management control systems (MCS). An exploratory study was undertaken of three generations (Baby Boomers, Generation X and Generation Y) and their MCS preferences in a large Australian professional services firm. The results found that each generation exhibited different characteristics and these differences are linked to specific generational MCS preferences for goal setting, performance evaluation, administrative controls and incentives. These findings have implications for MCS design that attracts, motivates and retains employees, improves organisational performance, and manages intergenerational conflict.     

Generational differences in perceptions of financial planners

This study investigates the differences in adoption of and perceptions about financial planners among different age groups. Data from a survey of more than 300 people across generations were used to determine if decisions of hiring financial planners, or the types of services requested from financial planners, differed across different age cohorts. Although there are some similarities across generations about expectations of expertise, unselfishness, and trustworthiness of financial planners, there are differences in how financial planners are sought out, and the areas of advice desired by different generations. Millennials and Generation X have a higher preference for independent financial planners over affiliated planners, require more frequent communication with their planners, consider advice for risk management as important as retirement planning, and wish to remain more involved with their planners than the older cohorts.     

Is silence killing your company?

Many times, often with the best of intentions, people at work decide it's more productive to remain silent about their differences than to air them. There's no time, they think, or no point in going against what the boss says. But as new research by the authors shows, silencing doesn't smooth things over or make people more productive. It merely pushes differences beneath the surface and can set in motion powerfully destructive forces. When people stay silent about important disagreements, they can begin to fill with anxiety, anger, and resentment. As long as the conflict is unresolved, their repressed feelings remain potent, making them increasingly distrustful, self-protective, and all the more fearful that if they speak up they will be embarrassed or rejected. Their sense of insecurity grows, leading to further acts of silence, more defensiveness, and more distrust, thereby setting into motion a destructive "spiral of silence." Sooner or later, they mentally opt out--sometimes merely doing what they're told but contributing nothing of their own, sometimes spreading discontent and frustration throughout the workplace that can lead them, and others, to leave without thinking it through. These vicious spirals of silence can be replaced with virtuous spirals of communication, but that requires individuals to find the courage to act differently and executives to create the conditions in which people will value the expression of differences. All too often, behind failed products, broken processes, and mistaken career decisions are people who chose to hold their tongues. Breaking the silence can bring an outpouring of fresh ideas from all levels of an organization--ideas that might just raise the organization's performance to a whole new level.     

Chronic time abuse

Anyone who has ever managed people who abuse time--whether they are chronic procrastinators or individuals who work obsessively to meet deadlines weeks in advance--knows how disruptive they can be to a business's morale and operating efficiency. But lessons in time management will have no impact on these employees. That's because real time abuse results from psychological conflict that neither a workshop nor a manager's cajoling can cure. Indeed, the time abuser's quarrel isn't even with time but rather with a brittle self-esteem and an unconscious fear of being evaluated and found wanting. This article describes four types of time abusers typically encountered in the workplace: Perfectionists are almost physically afraid of receiving feedback. Their work has to be "perfect," so they can increase their likelihood of earning a positive evaluation or at least avoid getting a negative one. Preemptives try to be in control by handing in work far earlier than they need to, making themselves unpopular and unavailable in the process. People pleasers commit to far too much work because they find it impossible to say no. Procrastinators make constant (and often reasonable-sounding) excuses to mask a fear of being found inadequate in their jobs. Managing these four types of people can be challenging, since time abusers respond differently from most other employees to criticism and approval. Praising a procrastinator when he is on time, for instance, will only exacerbate the problem, because he will fear that your expectations are even higher than before. In fact, some time abusers, like the perfectionist, may need professional treatment. This article will give you insight into why they are the way they are--and what can be done to help them manage their problems.     

Beliefs about human extinction

This paper presents the results of a web-based survey about futures issues. Among many questions, respondents were asked whether they believe humans will become extinct. Forty-five percent of the almost 600 respondents believe that humans will become extinct. Many of those holding this believe felt that humans could become extinct within 500–1000 years. Others estimated extinction 5000 or more years into the future. A logistic regression model was estimated to explore the bases for this belief. It was found that people who describe themselves a secular are more likely to hold this belief than people who describe themselves as being Protestant. Older respondents and those who believe that humans have little control over their future also hold this belief. In addition, people who are more apt to think about the future and are better able to imagine potential futures tend to also believe that humans will become extinct.     

Does the “Zurich consensus” provide grounds for cautious optimism?

It is now clear that the so-called “Washington consensus”, the obsession with markets and the studied refusal to engage with global problems, is dead. The month of November 2008 may be seen by future generations as a turning point in human civilisation. While the Club of Rome has been warning for decades of the consequences of unsustainable growth, organisations like the World Economic Forum and the International Energy Agency have until recently supported the old market-oriented approach that assumed economic growth would solve all our problems. Now the financial crisis has exploded that myth and triggered rethinking of basic assumptions. A new consensus is emerging that recognises biophysical limits and the interlocking social, economic and environmental challenges we face. This provides grounds for cautious optimism that we may be entering a period of social learning which will allow human civilisation to survive.     

Dear white boss. Do you remember that first management-team offsite

It's easy for white managers to assume that their colleagues of color face the same basic challenges they do. On one level that's true--the work itself is the same. But on another level, African-American managers often contend with an atmosphere of tension, instability, and distrust that can be so frustrating they lose the desire to contribute fully. Their white bosses and coworkers are simply unaware of the "miasma" and are often puzzled when African-Americans quit apparently for no reason or seemingly overreact to a minor incident. This portrayal of what it's like to be different in the workplace takes the form of a fictional letter from a black manager to a white boss. The letter, based on interviews and surveys the authors conducted with hundreds of mid- to senior-level African-American managers, is not about the lack of role models or mentors of color or any of the other barriers that limit opportunities for blacks in corporate America. Instead, the letter sheds light on the realities that lurk below the surface for black managers--the feeling that they leave some part of their identities at home and the sometimes subtle and often systemic racial biases that inhibit and alienate African-Americans. "Differences really do matter, although they may matter in ways you probably didn't expect. One of the big ways they matter is that race is always with us," the letter writer observes. "As a friend of mine said recently, 'I don't think a day goes by that I'm not reminded that I'm black.'" The letter may not apply to every leader, black or white, or to every organization, but the issues are more widespread than corporate America cares to acknowledge. It should be required reading for all white executives who don't want talent to slip through their fingers.     

The discipline of building character

What is the difference between an ethical decision and what the author calls a defining moment? An ethical decision typically involves choosing between two options: one we know to be right and another we know to be wrong. A defining moment challenges us in a deeper way by asking us to choose between two or more ideals in which we deeply believe. Such decisions rarely have one "correct" response. Taken cumulatively over many years, they form the basis of an individual's character. Defining moments ask executives to dig below the busy surface of their lives and refocus on their core values and principles. Once uncovered, those values and principles renew their sense of purpose at the workplace and act as a springboard for shrewd, pragmatic, politically astute action. Three types of defining moments are particularly common in today's workplace. The first type is largely an issue of personal identity. It raises the question, Who am I? The second type concerns groups as well as individuals. It raises the question, Who are we? The third kind involves defining a company's role within society. It raises the question, Who is the company? By learning to identify each of those three situations, managers can learn to navigate right-versus-right decisions successfully. The author asks a series of practical questions that will help managers take time out to examine their values and then transform their beliefs into action. By engaging in this process of self-inquiry, managers will be gaining the tools to tackle their most elusive, challenging, and essential business dilemmas.     

Hospital cost control: a bitter pill to swallow.

Americans delude themselves if they think that the rising tide of medical costs can be stemmed for long without sacrificing some beneficial care. Elimination of waste from the medical system can achieve large savings. But these savings cannot offset for more than a few years the cost-increasing effects of new medical technology and an aging population. Comparing the American experience with the rationing of health care in Britain, these authors conclude that though the differences are substantial between the two countries, the United States may well need to apply similar constraints, and that Americans will no longer be willing to support a system of unlimited medical care.     

Participation in Workplace Pension Schemes and the Effect of Provision: Evidence from the United Kingdom*

This study investigates the effect of public policies enforcing workplace pension plan provision on participation rates. Using British data covering almost two decades (1992–2009), I identify the potential opt‐in rate among private sector workers who have not been offered a workplace pension plan, had they been offered the opportunity to join such a saving scheme. I find that universal provision of workplace pension schemes alone could generate a major impact on pension coverage.     

When paranoia makes sense

On September 11, 2001, in the space of a few horrific minutes, Americans realized the fragility of trust. The country's evident vulnerability to deadly terrorism rocked our faith in the systems we rely on for security. Our trust was shaken again only a few months later with the stunning collapse of Enron, forcing us to question many of the methods and assumptions underpinning the way we work. These two crises are obviously very different, yet both serve as reminders of the perils of trusting too much. The abiding belief that trust is a strength now seems dangerously naive. This new doubtfulness runs contrary to most management literature, which has traditionally touted trust as an organizational asset. It's an easy case to make. When there are high levels of trust, employees can fully commit themselves to the organization because they can be confident that their efforts will be recognized and rewarded. Trust also means that leaders don't have to worry so much about putting the right spin on things. They can act and speak forthrightly and focus on essentials. In short, trust is an organizational superglue. Nevertheless, two decades of research on trust and cooperation in organizations have convinced social psychologist Roderick Kramer that--despite its costs--distrust can be beneficial in the workplace. Kramer has observed that a moderate form of suspicion, which he calls prudent paranoia, can in many cases prove highly beneficial to the distrustful individual or organization. In this article, he describes situations in which prudent paranoia makes sense and shows how, when properly deployed, it can serve as a powerful morale booster--even a competitive weapon--for organizations.     

Retirement income decisions: the silent generation speaks

Survey findings indicate that members of the Silent Generation--those born between 1933 and 1945, and perhaps the last ones to rely heavily on a defined benefit pension plan--feel confident that they will have enough money to live comfortably to at least the age of 85. Yet, many are at risk of outliving their retirement assets. They overestimate their Social Security payouts and the likelihood that they will work in retirement, and they underestimate their postretirement expenses, especially health care. Many lack safeguards against overspending and do not understand their longevity risk. The Silents' experiences in preparing for and living in retirement may offer some valuable lessons to be learned by the baby boomers and the generations that follow as they plan for a financially secure future.     

A comparison of environmental visions of university students in Israel and Palestine

Young people's complex and contradictory understandings of the future are inevitably influenced by their past experiences and the environment in which they currently live. Where this environment is itself particularly complex or contradictory then the understandings young people hold of the future will be affected. This paper, based on foresighting workshops held at three Israeli/Palestinian universities, examines the differing environmental attitudes and understandings of the future that young people hold in Israel and Palestine, before analysing the implications of these for achieving more sustainable development in the region. Despite the very real challenges the region is facing, these foresighting workshops showed that young people think systematically and rationally about the future. They are not filled with pessimism but recognise the challenges they face and can identify realistic solutions to those problems which they see as being of the greatest importance. The foresighting workshops showed that there was some common understanding of the participants about the key future environmental challenges that they face together with possible means for tackling these challenges.     

Getting the truth into workplace surveys

There's no doubt that companies can benefit from workplace surveys and questionnaires. Good surveys accurately home in on the problems the company wants information about. They are designed so that as many people as possible actually respond. And good survey design ensures that the spectrum of responses is unbiased. In this article, the author, a former research scientist at the University of Michigan and currently the president of a survey design firm, explores some glaring failures of survey design and provides 16 guidelines to improve workplace assessment tools. Applied judiciously, these rules will not only make a tangible difference in the quality and usefulness of the data obtained but will also produce an increased response rate. The guidelines--and the problems they address--fall into five areas: content, format, language, measurement, and administration. Here are a few examples: Survey questions should require people to assess observable behavior rather than make inferences; each section should contain a similar number of items and each item should have a similar number of words; words with strong associations to gender, race, or ethnicity should be avoided; the wording in one-third of the questions should be changed so that the desirable answer is a negative one; and response scales should provide a "don't know" or "not applicable" option. Following the guidelines in this article will help you get unbiased, representative, and useful information from your workplace survey.     

对居民储蓄高增长的深层思考

近年来我国国内居民储蓄的高增长现象引起了人们的强烈关注。乐观的态度认为10万亿元的居民储蓄表明了人民生活水平的普遍提高，并且将成为中国经济走向繁荣的有力保证；悲观则认为在储蓄高增长的背后其实隐藏着巨大的危机，认为畸形的储蓄高增长恰好暴露出经济结构的失衡。本分析了导致我国国内居民储蓄高增长的深层原因以及由此可能产生的系列问题，并试图寻找解决问题的途径。     

Global work force 2000: the new world labor market

Just as there are global markets for products, technology, and capital, managers must now think of one for labor. Over the next 15 years, human capital, once the most stationary factor in production, will cross national borders with greater and greater ease. Driving the globalization of labor is a growing imbalance between the world's labor supply and demand. While the developed world accounts for most of the world's gross domestic product, its share of the world work force is shrinking. Meanwhile, in the developing countries, the work force is quickly expanding as many young people approach working age and as women join the paid work force in great numbers. The quality of that work force is also rising as developing countries like Brazil and China generate growing proportions of the world's college graduates. Developing nations that combine their young, educated workers with investor-friendly policies could leapfrog into new industries. South Korea, Taiwan, Poland, and Hungary are particularly well positioned for such growth. And industrialized countries that keep barriers to immigration low will be able to tap world labor resources to sustain their economic growth. The United States and some European nations have the best chance of encouraging immigration, while Japan will have trouble overcoming its cultural and language barriers.     

A new equilibrium in health and rewards strategy--prospering in a post-health care reform world

To prosper in the coming years, companies will need to reassess current strategies and approaches related to talent management, total rewards and health benefits in light of the market-driven equilibrium emerging from U.S. health reform. This new equilibrium will be shaped by demographic and employment dynamics, U.S. tax policy, continued globalization and new challenges and opportunities in the health care system. Each company's assessment of the most beneficial balance will reflect its unique business dynamics, industry challenges, geography and size. While in some ways companies' approaches will build on the lessons learned and successes over the past few decades, they will also leverage the new opportunities presented in a postreform world.     

Saving the internet

The Internet goose has laid countless golden eggs, along with a growing number of rotten ones. But it's the rotten ones that now tempt commercial, governmental, and consumer interests to threaten the Internet's uniquely creative power. The expediently selected, almost accidentally generative properties of the Internet - its technical openness, ease of access and mastery, and adaptability - have combined, especially when coupled with those of the PC, to produce an unsurpassed environment for innovative experiment. Those same properties, however, also make the Internet hospitable to various forms of wickedness: hacking, porn, spam, fraud, theft, predation, and attacks on the network itself. As these undesirable phenomena proliferate, business, government, and many users find common cause for locking down Internet and PC architecture in the interests of security and order. PC and Internet security vulnerabilities are a legitimate menace. However, the most likely reactions - if they are not forestalled - will be at least as unfortunate as the security problems themselves. Consider the growing profusion of "tethered appliances" - devices whose functions cannot readily be altered by their owners (think TiVo). Such appliances take Internet innovations and wrap them up in a neat, easy-to-use package, which is good - but only if the Internet and PC can remain sufficiently in the center of the digital ecosystem to produce the next round of innovations and to generate competition. People buy these devices for their convenience or functionality and may appreciate the fact that they are safer to use (they limit the damage users can do through ignorance or carelessness). But the risk is that users, by migrating to such appliances, will unwittingly trade away the future benefits of generativity - a loss that will go unappreciated even as innovation tapers off.     

Hard and soft law approaches to addressing psychosocial risks in Europe: lessons learned in the development of the Italian approach

Psychosocial risks in the workplace have been identified as some of the most significant emerging risks, particularly since issues such as work-related stress, which is closely linked to psychosocial risks, are widely recognised as major challenges in modern occupational safety and health. This paper presents the policy framework and key initiatives that have been implemented for the management of psychosocial risks in the workplace in Europe. It discusses several approaches and initiatives, both from a hard and soft law perspective, that have been implemented at European Union and national level. Within this context, it discusses the key issues that pertain to the development of national approaches, focussing as an example on the Management Standards for work-related stress developed in the UK and their recent adaptation in Italy. The Italian approach is discussed in detail as an example that may highlight key process elements in the development of psychosocial risk management policies, and promote good practice in this area through lessons learned. It is concluded that it is more pressing now than ever for a critical evaluation of efforts employed so far to address psychosocial risks to be conducted, and an approach at European level to be developed that will allow both flexibility and a certain level of benchmarking across members states. Such an approach can be supported by European bodies, responsible for surveillance and promotion of good practice, working in collaboration with similar national bodies.