Shedding light on class division, this book offers solutions to class bias in the workplace by analyzing real experiences, social norms, education, wealth, and more. The renewed focus on class, race and equality in the workplace and beyond is making an indelible mark on society. This clarion call for change is sweeping inequality from every corner of the nation, including law enforcement, schools, and businesses. And within the past five years, diversity and inclusion, as well as unconscious bias, have been the main drivers of organizational training, politics, and community engagement. What's Your Zip Code Story helps clarify the intersection of class bias and racial disparity in the workplace and arms organizations with the knowledge to not only have productive discussions, but also adopt effective solutions. Gross instructs class-migrants--whether college students, recent graduates, or overlooked employees--on how to climb the career lattice and transform themselves from undervalued employees to respected leaders. The book tackles challenges that class-migrants encounter when navigating the workplace and provides operative practices that can be utilized to hone new professional skills and drive positive change in workplace culture. It is a powerful tool that will inspire marginalized employees who are hungry for personal and professional growth, as well as give insight to business leaders seeking a new way to engage their teams. Through the lived experiences of the author and research-based strategies, readers will find insights on how to increase workplace engagement and business performance.

We are living in the age of imagination and communication. This book, about the new ways time is experienced and organised in post-industrial workplaces, argues that the key feature of working time within knowledge, and other workplaces, is unpredictability, creating a culture that seeks to insert acceptance of unpredictability as a new 'standard'.

Organizational culture isn't just a hot topic--it's an untapped asset and potential liability for all businesses. And yet, for all its potential to make or break, few know how to manage cultures with proficiency. Culture Your Culture: Innovating Experiences @Work provides the much-needed "how-to" with Design of Work Experience (DOWE). Tapping into human-centered design, interdisciplinary innovation concepts, and other research, this leading edge approach partners employees and their employers in unprecedented ways to co-create solutions and differentiating experiences that are customized, relevant, and profoundly impactful to the organizations for which they are intended--all while building employee engagement, learning agility, and capability. Be open to changing mindsets, for this is not your typical business book. Part-business case, part-instructional, and part-commentary, the guidance offered here puts your organization--not some detached case studies--at the center to envision how DOWE can help you design solutions and experiences unique to your context. Culture will no longer be esoteric or intangible, but overt, meaningful, fully leveraged, and truly experienced. No more hacking through trial and error to a culture that lacks sustainability. We can practice the management of culture and organizational change through lived experiences, with intention, rigor, and discipline. Leaders, managers, teams, and employees alike will benefit from understanding the need for this approach, how it's defined, why it works, and what to do to successfully tackle business challenges and positively influence lives with this innovative model--if you are willing to do the work to get there.

Two pioneering researchers identify key causes of workplace burnout and reveal what managers can do to promote increased productivity and health. Burnout is among the most significant on-the-job hazards facing workers today. It is also among the most misunderstood. In particular, we tend to characterize burnout as a personal issue-a problem employees should fix themselves by getting therapy, practicing relaxation techniques, or changing jobs. Christina Maslach and Michael P. Leiter show why this is not the case. Burnout also needs to be managed by the workplace. Citing a wealth of research data and drawing on illustrative anecdotes, The Burnout Challenge shows how organizations can change to promote sustainable productivity. Maslach and Leiter provide useful tools for identifying the signs of employee burnout, most often exhaustion, cynicism, and ineffectiveness. They also advise managers on assembling and interpreting worker self-evaluation surveys, which can reveal workplace problems and potential solutions. And when it comes to implementing change, Maslach and Leiter offer practical, evidence-driven guidance. The key, they argue, is to begin with less-taxing changes that employees nonetheless find meaningful, seeding the ground for more thorough reforms in the future. Experts estimate that more than $500 billion and 550 million workhours are lost annually to on-the-job stress, much of it caused by dysfunctional work environments. As priorities and policies shift across workplaces, The Burnout Challenge provides pragmatic, creative, and cost-effective solutions to improve employee efficiency, health, and happiness.

This edited volume presents a compendium of emerging and innovative studies on the proliferation of new working spaces (NeWSps), both formal and informal (such as coworking spaces, maker spaces, fab labs, public libraries, and coffee shops), and their role during and following the COVID-19 pandemic in urban and regional development and planning. This book presents an original, interdisciplinary approach to NeWSps through three features: (i) situating the debate in the context of the COVID-19 pandemic, which has transformed NeWSp business models and the everyday work life of their owners and users; (ii) repositioning and rethinking the debate on NeWSps in the context of socioeconomics and planning and comparing conditions between before and during the COVID-19 pandemic; and (iii) providing new directions for urban and regional development and resilience to the COVID-19 pandemic, considering new ways of working and living. The 17 chapters are co-authored by both leading international scholars who have studied the proliferation of NeWSps in the last decade and young, talented researchers, resulting in a total of 55 co-authors from different disciplines (48 of whom are currently involved in the COST Action CA18214 'The Geography of New Working Spaces and Impact on the Periphery' 2019-2023: www.new-working-spaces.eu). Selected comparative studies among several European countries (Western and Eastern Europe) and from the US and Lebanon are presented. The book contributes to the understanding of multi-disciplinary theoretical and practical implications of NeWSps for our society, economy, and urban/regional planning in conditions following the COVID-19 pandemic. The Open Access version of this book, available at www.taylorfrancis.com, has been made available under a Creative Commons Attribution-Non Commercial-No Derivatives 4.0 license.

A game-changing book about the revolutionary potential of working from home, by two experts who work - and live - together. Out of Office is a book for every office worker - from employees to managers - navigating the return to the office since the outbreak of COVID-19. The lockdowns of 2020-21 have shown us a new path forward, one that doesn't involve hellish daily commutes and set schedules that no longer make sense. But how can we realise that future in a way that benefits workers and companies alike? Using groundbreaking reporting and interviews with workers and managers around the world, Charlie Warzel and Anne Helen Petersen illuminate the key values that should be driving this conversation: trust, fairness, flexibility, inclusive workplaces, equity, and work-life balance. Above all, they argue that companies need to listen to their employees - and that this will promote, rather than impede, productivity and profitability. Out of Office is about so much more than Zoom meetings and hybrid schedules: it aims to reshape our entire relationship to the office.

Has COVID-19 ushered in the end of the office? Or is it the office's final triumph? For decades, futurologists have prophesied a boundaryless working world, freed from the cramped confines of the office. During the COVID-19 crisis, employees around the globe got a taste of it. Confined by lockdown to their homes, they met, mingled, collaborated, and created electronically. At length, they returned to something approaching normality. Or had they glimpsed the normal to come? In The Momentous, Uneventful Day, Gideon Haigh reflects on our ambivalent relationship to office work and office life, how we ended up with the offices we have, how they have reflected our best and worst instincts, and how these might be affected by a world in a time of contagion. Like the factory in the nineteenth century, the office was the characteristic building form of the twentieth, reshaping our cities, redirecting our lives. We all have a stake in how it will change in the twenty-first. Enlivened by copious citations from literature, film, memoir, and corporate history, and interspersed with relevant images, The Momentous, Uneventful Day is the ideal companion for a lively current debate about the role offices will play in the future.

Clear, actionable steps for you to build new values, experiences, and perspectives into your organizational culture, infusing it with the diversity, inclusion, and belonging employees need to feel accepted, be their best selves, and do their best work. Bypass the faulty processes and communication styles that make change impossible in so many other organizations; access these practical tools and ideas for increasing diversity, equity, and inclusion (DEI) in your company. Filled with actionable advice Alida Miranda-Wolff learned through her own struggles being an outsider in a work culture that did not value inclusion, and having since worked with over 60 organizations to prioritize DEI initiatives and all the value and richness it adds to the workplace, this roadmap helps leaders: Learn why creating an environment where everyone feels belonging is the new barometer for employee engagement. Develop an understanding of the key terms around DEI and why they matter. Assess where your organization is today. Define and take the small steps that build new muscle memory into an organizational culture. Increase employee engagement, collaboration, innovation, communication, and sense of belonging. Build confidence in how to solve future DEI-related challenges. Get buy-in from colleagues (and even resisters) who can clearly see how to move forward and why. Overcome any limiting work environment and build all new processes and communication priorities that allow your employees to be a part of something greater than themselves while your organization learns to value and embrace the unique experiences and perspective that each employee brings to the company.

Finally in paperback: the New York Times bestseller by the acclaimed, bestselling author of Start With Why and Together is Better. Now with an expanded chapter and appendix on leading millennials, based on Simon Sinek's viral video "Millenials in the workplace" (150+ million views).

Imagine a world where almost everyone wakes up inspired to go to work, feels trusted and valued during the day, then returns home feeling fulfilled. This is not a crazy, idealized notion. Today, in many successful organizations, great leaders create environments in which people naturally work together to do remarkable things.

In his work with organizations around the world, Simon Sinek noticed that some teams trust each other so deeply that they would literally put their lives on the line for each other. Other teams, no matter what incentives are offered, are doomed to infighting, fragmentation and failure. Why?

The answer became clear during a conversation with a Marine Corps general. "Officers eat last," he said. Sinek watched as the most junior Marines ate first while the most senior Marines took their place at the back of the line. What's symbolic in the chow hall is deadly serious on the battlefield: Great leaders sacrifice their own comfort--even their own survival--for the good of those in their care.

Too many workplaces are driven by cynicism, paranoia, and self-interest. But the best ones foster trust and cooperation because their leaders build what Sinek calls a "Circle of Safety" that separates the security inside the team from the challenges outside.

Sinek illustrates his ideas with fascinating true stories that range from the military to big business, from government to investment banking.

There is growing interest in flexible working, not only as a means to manage labour more efficiently and for greater agility, but also as a response to increasing concerns over well-being, work-life balance, and participation in the labour force of those with significant non-work commitments (e.g. parents, carers, older workers). As a result, a comprehensive stream of literature on the benefits and challenges of flexible working has developed and led to a body of evidence on the implementation and outcomes of different forms of flexible working arrangements. This book assesses the current state of this literature as follows: Background: the authors review the different definitions that have been proposed, policy developments, availability and uptake. Outcomes from flexible working: the main chapters focus on the outcomes for employers (e.g. performance, employee retention, organisational commitment etc.), as well as for individual employees (e.g. well-being, job satisfaction etc.). Evaluation of extant knowledge: the authors comment on the existing literature and consider the methodological approaches adopted in the literature. Conclusion: suggestions for future research are proposed. Of interest to students, academics and policy-makers, this book provides an expert overview of the empirical evidence and offers critical commentary on the state of knowledge in the field of flexible working and new forms of work.

This comprehensive two-volume collection draws together the key contributions - both theoretical and empirical - from economics and management literature on human and organisational knowledge, learning and routine behaviours. Volume I discusses conceptions of knowledge and the problems of organisational and technological learning. Volume II contains both theoretical and applied research on organisational routines.

'An amazing portrait of how grifters came to be called visionaries and high finance lost its mind.' Charles Duhigg, bestselling author of The Power of Habit The definitive inside story of WeWork, its audacious founder, and the company's epic unravelling from the journalists who first broke the story wide open. In 2001, Adam Neumann arrived in New York after five years as a conscript in the Israeli navy. Just over fifteen years later, he had transformed himself into the charismatic CEO of a company worth $47 billion. With his long hair and feel-good mantras, the six-foot-five Neumann looked the part of a messianic Silicon Valley entrepreneur. The vision he offered was mesmerizing: a radical reimagining of work space for a new generation. He called it WeWork. As billions of funding dollars poured in, Neumann's ambitions grew limitless. WeWork wasn't just an office space provider; it would build schools, create cities, even colonize Mars. In pursuit of its founder's vision, the company spent money faster than it could bring it in. From his private jet, sometimes clouded with marijuana smoke, the CEO scoured the globe for more capital but in late 2019, just weeks before WeWork's highly publicized IPO, everything fell apart. Neumann was ousted from his company, but still was poised to walk away a billionaire. Calling to mind the recent demise of Theranos and the hubris of the dotcom era bust, WeWork's extraordinary rise and staggering implosion were fueled by disparate characters in a financial system blind to its risks. Why did some of the biggest names in banking and venture capital buy the hype? And what does the future hold for Silicon Valley 'unicorns'? Wall Street Journal reporters Eliot Brown and Maureen Farrell explore these questions in this definitive, rollicking account of WeWork's boom and bust.

This wide-ranging volume brings together the commissioned papers that are the basis of James O'Toole and Edward E. Lawler's "The New American Workplace," their follow-up to the groundbreaking 1973 "Work in America" report. Here leading scholars in the fields of business, management, and human resources offer new research and insightful analyses of existing studies, providing a definitive assessment of the state of the workplace today. Covering wage trends, worker health, education and the workforce, the effects of outsourcing, careers, human resources management, and a variety of other vital issues, this illuminating collection will prove indispensable for scholars, professionals, and policymakers.

New technologies, new office concepts and new working environments are all big concepts, and we are just at the start of understanding the impact of these global trends on shaping our behaviors at work. This book describes and analyses the trends known as 'New Ways of Working' primarily addressing the behavioral side of NWW practices as many researchers and practitioners claim the success of NWW is not in IT, nor in facilities, but in behavior. We have to learn and to adapt to the new possibilities of collaboration at a distance. Our managers have to learn and to show new leadership behaviors in order to get the most out of it. And we have to learn how to build organizations that can easily absorb these new practices. Therefore, we present some new data on the use of NWW practices in the Dutch case as one of the leading countries in these global trends, concentrating on 4 HR-related themes: (1) trust, social cohesion and diversity, (2) leadership, (3) teamwork and (4) innovative work behavior. We show that NWW-practices entail much more than just home-based work or telework for a few people. It is changing everyone's work anytime, anyplace, anyhow.

With the outbreak of the current Covid-19 pandemic, work life has changed dramatically. Remote working has become a monumental topic for the business world. This change, in fact, induces some notable impacts for work-life and is likely to sustain for a very long time, as companies increasingly report working outside the office and tend to continue adopting this even after the pandemic. In this regard, this book is based on the idea that a comprehensive approach on remote working needs to be provided with a multi-dimensional perspective. This edited book is based on chapters in the fields of remote working practices addressing current critical debates and strings together with theories and findings through novel data-driven insights. In this context, the book presents the ongoing discussion on remote working by including studies mainly on work-life balance, work-family conflict, leadership, motivation, HR policies, ethics, training and other related topics. The studies in this book are expected to provide answers to questions raised by problems resulting from remote working practices.

Modern workplaces are following a strong trend of increasing flexible working practices and approaches, offering more flexibility in working times, working places, work organization, and work relations as the result of new information and communication technologies. This book brings together a group of internationally recognized experts in the field of flexible work to examine the psychological and social implications of these practices, describing the current state of research and empirically-based practices in this field. It focuses on organizational, job, and individual factors related to the quality of working life, and identifies potential risk groups where the benefits of flexible work are suppressed or not realized. Ideal for organizations implementing or considering implementing flexible work, for professionals and researchers in work and organizational psychology, and for HR professionals, this volume is an invaluable overview of rapidly changing work norms and their impact on working life.

Never before has the world witnessed the phenomenon of severe stress and burnout on such a large scale as in recent years. Globalization, technological advances and economic meltdown have brought about a plethora of unprecedented challenges for industry and organizations across the globe. Consequently, executives have been under growing stress due to economic uncertainties, mergers and acquisitions, role erosion and restructuring, resulting in increased workloads, longer hours and demands for greater productivity and efficiency. This changing environment has created job insecurity, anxiety, dissatisfaction and emotional exhaustion causing a rapid increase in executive burnout. This book provides the most comprehensive analysis of the construct of burnout, including its magnitude, a global research review, a typology of models, comparisons between professions and consequences of burnout for individuals and organizations. In addition, it provides the views of mental health professionals, empirically derived causes, symptoms and coping techniques, while throwing light on preventative measures and comparing Eastern and Western approaches to mitigate the effects of burnout.

This groundbreaking book arrives at a time of growing concern for the future of true scholarship. Morten Huse calls upon the scholarly community to reflect on the recent dramatic changes to academia, calling for coordinated efforts to reorganise the scholarly ecosystem. Offering a holistic view of academia, Huse outlines the institutions, audiences, messages, channels and communities that interact in this ecosystem, introducing a 'sharing philosophy' as the foundation of change. Reflecting on the past and looking to the future, this exciting book demands a communal approach to scholarship that comprises an open, innovative and impact-driven attitude to research that can change the academic game. Incisive and optimistic for the future, this book is crucial reading for PhD students and junior faculty members hoping to find new avenues for impactful and innovative research. Established scholars, as well as leaders of academic institutions, academies and associations concerned with recent structural changes to scholarship will also benefit from Huse's strong critique and alternative pathways.

Managing change across cultures can be tricky, and universal approaches to change management may not serve their purpose in every cultural setting. This book examines the cultural dimensions that can influence the perceptions of and reactions to change in different cultural contexts and highlights the benefits of developing and applying cultural mindfulness when planning and running cross-cultural change initiatives. It offers practical advice to project and change management teams and leaders for developing Cultural Intelligence, tailoring plans to consider any cultural variables that could be barriers to (or catalysts for) effective change, and applying facilitating strategies.

"An excellent guide on how teams can effectively work together, regardless of location." STEPHANE KASRIEL, former CEO of Upwork IN TODAY'S MODERN GLOBAL ECONOMY, companies and organizations in all sectors are embracing the game-changing benefits of the remote workplace. Managers benefit by saving money and resources and by having access to talent outside their zip codes, while employees enjoy greater job opportunities, productivity, independence, and work-life satisfaction. But in this new digital arena, companies need a plan for supporting efficiency and fostering streamlined, engaging teamwork. In Work Together Anywhere, Lisette Sutherland, an international champion of virtual-team strategies, offers a complete blueprint for optimizing team success by supporting every member of every team, including: EMPLOYEES advocating for work-from-home options MANAGERS seeking to maximize productivity and profitability TEAMS collaborating over complex projects and long-term goals ORGANIZATIONS reliant on sharing confidential documents and data COMPANY OWNERS striving to save money and attract the best brainpower Packed with hands-on materials and actionable advice for cultivating agility, camaraderie, and collaboration, Work Together Anywhere is a thorough and inspiring must-have guide for getting ahead in today's remote-working world.

Relationships in Organizations is an exploration into the current world of relationships in the workplace. The book focuses on the ways in which organizational relationships - be they friendships, colleague relationships, superior-subordinate relationships, negative relationships, romantic liaisons or simply membership to a social network - can influence and affect our experience of work. The contributors are leaders in their field and present varied and cutting edge ideas regarding the dynamics of relationships in the workplace. This follows on from the volume Friends and Enemies in Organizations, expanding the scope to all manner of workplace relationships. These books are the first in the field of organizational psychology to provide a comprehensive treatment of workplace relationships from multiple perspectives.

With hindsight, we tend to exaggerate what we had known with foresight. This phenomenon can be observed in a memory design in which previous judgements have to be recalled after outcome information has been made available, or in a hypothetical design in which participants receive outcome information but are asked to ignore it when subsequently judging what they would have said without this information. Since the introduction of this so-called hindsight bias or knew-it-all-along effect to the psychological literature in the mid-1970s, there has been immense research on this topic. theoretical developments and empirical results. After a brief introductory overview of the state of the art, the issue commences with two process models (SARA; Pohl, Eisenhauer and Hardt; and RAFT; Hertwig, Fanselow and Hoffrage), which are formalized enough to allow for computer simulations. the phenomenon of anchoring, and Schwarz and Stahlberg propose that due to meta-cognitive processes, the outcome information is deliberately chosen as such an anchor. of retrieval of an answer is used as a cue to infer its correctness and to determine one's confidence in its correctness. Similarly, Pezzo proposes a model that predicts hindsight bias from feelings that arise when trying to make sense of the outcome information in light of prior expectations. impact of self-relevance of the outcome information. Blank, Fischer, and Erdfelder report a successful replication of the hindsight bias in two political elections, and Musch explains some of the variance in hindsight bias using personality factors.

It's time to acknowledge that not all working women are interested in climbing the corporate ladder or securing the corner office. Most want and need flexible, less life-consuming work to accommodate their real lives, and it's not weak, lacking ambition or letting down the sisterhood to pursue professional fulfillment and financial security through less lofty, or headline-making ways. Eye-opening and practical, Ambition Redefined is a welcome alternative to 'women's business books'. Sollmann calls it like it is: everyday women want and need flexible work that allows them to unapologetically pursue their own brand of ambition and success. She shows them how without sacrificing themselves, their careers or their families. Armed with practical insights and tools, readers will be empowered to go after opportunities beyond traditional definitions of work, career and success. They will learn why they should never leave the workforce, how to make a case for flexibility in a current full-time job, how to find flexible employers, industries and job functions and how to return to work after time away raising children or caring for elderly parents.