دانلود کتاب Work Here Now: Think Like a Human and Build a Powerhouse Workplace

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Cover\nTitle Page\nCopyright Page\nContents\nList of Strategies\nList of Figures\nPreface\nChapter 1 The Great Work Unpack: Understanding and Fixing Broken Work\n Work Sucks\n Work Is Dangerous\n Work Is Dull\n Work Is Frustrating and Confusing\n Okay, Work Sucks—But Why?\n Is it Just Me, or Did This Get a Lot Harder? Work Intensification\n Your Boss Just Doesn’t Get It: Misunderstood Work\n All The Work’s a Stage: Performative Work\n What to Do: Five Strategies for Organizations\n What to Do: Five Strategies for Teams\nChapter 2 The Anxiety Monster and the Boss Baby Customer: Slaying Work’s Monsters\n “Get Moving Now!”: The Work Anxiety Monster\n The Taskmaster Boss Hiding Around the Corner: The Boss Baby Customer\n What to Do: Five Strategies for Organizations\n What to Do: Five Strategies for Teams\n Why Don’t Things Get Better? The Organizational Copy Machine\n Jobs and Pay Are Inextricably Conflated\n Talent Acquisition Is Set Up to Clone Current Jobs and People\n Leadership Is Rewarded for Sameness\n The Complexity of the Overall System Is Too High Compared to the Systems Set Up to Deal with the People Side\nChapter 3 Breaking the Workforce Copy Machine: Switching Off the Past, Switching on the Future\n The History of Human Resources Is Dark and Boring\n Data Tells Us HR Is Starving, Misdirected, and Overloaded\n Seizing the Future of HR: Why a Target Interaction Model Is Critical\n Breaking the Four Copy Machine Engines\n From Conflation of Jobs and Pay to Making the Study of Work Someone’s Job\n From Talent Acquisition That Clones to Talent Acquisition That Questions\n From a Complexity Mismatch to a Robust People System\n From Rewarding Leadership for Sameness to Rewarding Leadership for Daring\n What to Do: Five Strategies for Organizations\n What to Do: Five Strategies for Teams\nChapter 4 Decisions About People, for People: How to Make the Human-Centric Decisions That Drive the Next Generation of Greater Organizational Outcomes\n A Framework for Making Work Work for People\n Humanism\n Inclusion\n Realism\n Sustainability\n People-Centered Decisions Rebalance the Scales and Restore Your Workplace Equilibrium\n Better People-Centered Decisions at the Organizational Level: Five Strategies\n Better People-Centered Decisions at the Team Level: Five Strategies\nChapter 5 Tech Dreams, Tech Nightmares: Couples Counseling for Humans and Technology\n Tech at Work: The Problem\n We Have Seen the Enemy and It Is Us: Technology as a Leadership Band-Aid\n Eternal Minimum Viable Product: Why the Genius of Iterative Tech Also Makes Us Crazy\n Tech and Humans: The I Love Lucy Problem\n Cyber Issues\n What to Do: Organization Level\n What to Do: Team Level\nChapter 6 The Intentional Workforce: Combatting the Great Resignation by Managing Working Populations More Thoughtfully\n In the Wake of the Pandemic, Further Evidence That Different Groups Truly Experience Work Differently\n Unmet Needs: Chasing the “Why” of Attrition\n Contingency Planning: From Shadow to Intentional Workforces\n Maximizing Human Assets: The Disturbing History of Individual Performance Management\n What to Do: Organization Level\n What to Do: Team Level\nChapter 7 Hippos Under the LagoonThe Powerful Effects of Immigration, Migration, and Incarceration on Your Workforce\n I’m Not Going to Quote Hamilton But Immigrants Really Do Play a Crucial Role in the American Workforce\n The Massive Diversity, Equity, and Inclusion Issue You’re Not Focused On: Foreign-Born Workers Who Are Citizens or “Green Card” Holders\n Working in Limbo: The Unique Travails of Foreign-Born Workers on Visas\n Doctors Driving Taxis Amid a Healthcare Shortage: The Continuing Puzzle of Immigrant Underemployment\n Work from Anywhere? The Migration Question\n From Prison to Productivity: Why You Should Hire Formerly Incarcerated People\n What to Do: Organization Level\n What to Do: Team Level\nChapter 8 Defeating Greedy Work and Animal Farm Syndrome: Two Critical Levers for an Awesome Working Culture\n When Greed Is Definitely Not Good: The Rise and Continued Rise of Greedy Work\n From Greedy Work to Piggy Bosses\n Early in Career: Linear Is Best\n Mid-Career: P&L or Silo Is Best\n Executive Level: The Noose Tightens\n What to Do: Organization Level\n What to Do: Team Level\nChapter 9 A Good Day at Work, Every Day: Toward a Realistic, Human Future of Work\n Asynchronous, Deconstructed, Transparent: Three Interesting Directions for Today’s Organizations\n Fewer Meetings: Asynchronous Work\n Fewer Jobs: Deconstructed Work\n Fewer Information Gaps: Transparent Work\n What to Do: Five Strategies for Organizations\n What to Do: Five Strategies for Teams\n What’s Actually at the End of the Rainbow: Toward an Achievable but Exciting Future of Work\nAppendix: Strategies by Category of Action\n Do\n Discuss\n Examine\n Reduce\nNotes\nAcknowledgments\nAbout the Author\nIndex\nEULA