Last week, we moved too fast and fell to the methodology. The feedback was too poor. We should go back to the starting point of the life algorithm and straighten out some basic thinking.

  • Work just to make a living?

    1. “Why do we work? Why do we struggle to get up every morning and get on the subway and bus to work instead of enjoying life? The simplest and most basic answer is to make a living, to make a living. Most of us wouldn’t want to work without a paycheck, and the reason we take a job or change jobs is largely “for the money.” This truth is very simple.
    2. Gallup has conducted a continuous survey of the global workforce since the 1990s, interviewing 25 million employees in 189 countries for more than 20 years. In the 142 countries Gallup studied,13% of employees are engaged employeesTo work actively and drive the company forward63% are employed(not into laziness),24% of employees are slow workers(negative work, nothing but disgust).But the results varied from region to region.East Asia’s 6 per cent share of engaged workers is less than half the world average of 13 per cent. The main drag on employee engagement in East Asia is China. The percentage of engaged employees in China is 6%, one of the lowest in the world. Such low levels of employee engagement in China pose a growing obstacle to sustained economic growth as the country’s economy shifts to a more consumer-focused economy and companies increasingly rely on front-line employees to attract and retain customers.
    3. In the top 13%, work as a career, work state like playing a game, can not only challenge and confident to complete the challenge, but also hone and improve in the work challenge, and finally get a sense of achievement beyond the ordinary. Most of us hate work because we don’t have that kind of work. Most of us have jobs that are rigid and mechanical, with no room for play, sometimes accompanied by psychological and moral boundaries. It’s perfectly legitimate and perfectly legitimate for us to hate work, and it’s the work itself that needs to be reflected on.

  • How did work become a pain in the ass

    1. When is work boring, and isn’t it supposed to make people happy and meaningful? In the Wealth of Nations, published in 1776, Adam Smith wrote: * “It is the nature of every man to want to live as comfortably as possible, and if a man does a heavy work which makes no difference to the remuneration for which he does not do it, he will do it carelessly, and the government acquiesces to do it.” * Because it is everyone’s nature to be lazy and comfortable, many tasks can be broken down into simple repetitive tasks.
    2. Analysis of thinning and narrowing effect of jobs: the work has clear job responsibilities and job description, but with the meticulous division of labor brings narrowing effect, if the principle of active adjustment of work is not updated in time, the organization is easy to become rigid.
    3. Nowadays, many companies work overtime frequently. In the IT industry, nearly 80% of employees work more than 8 hours a day. In other industries, five plus two, white plus black, also not uncommon. When a person puts in too much physical and mental effort at work, he gets tired, and in a serious case, exhausted. As a result, you are less willing to make further efforts. At this time, it is necessary to rest, let the internal factors slowly fade away. But if you insist on working, relying on reason and culture to support, it is often useless. This is ineffective in many cases, and sometimes even counterproductive, making people more bored.
    4. In many cases, overtime behavior is related to a person’s job security. When people have low job security, they work overtime to keep their jobs. Interestingly, further research found that people who were more clear-thinking and more likely to play key roles at work were more likely to use overtime to increase this sense of security. And when they work overtime, the people below are also trapped in overtime.
    5. It is human nature to seek challenge, meaning, achievement and satisfaction from work, but these conditions can make work increasingly narrow and unpleasant.

  • From narrowing effect to turnover

    1. In recent years, our statistics show that the turnover rate of employees in China is very high, with an average of over 15%. In some industries and regions, the numbers are even ridiculously high. Frequent dimission of employees is not conducive to their own career development on the one hand, but also affects the sustainable development of enterprises. For enterprises, employee dimission not only brings the cost of recruitment and training, but also causes the leakage of some important information.
    2. The “narrowing effect” is the preference problem, because he only focuses on the preference at one point at a time. Sexual preference, as complicated as it sounds, is simply known as knowing what is good for you. ** If a person is “ungrateful”, in fact, it is preference out of question. For example, a person who says apples are better than oranges one day and oranges are better than apples the next must have a preference problem. (Quote from Ning Xiangdong)
    3. For example, a person and another person in the office, in order to work things, a few words, a big quarrel, the next day calm down to think, really shouldn’t, so they apologized to each other. But what was the big fight about? It is also because of the “narrowing effect”. Because at the moment of the fight, their short-term preferences go awry.
    4. In today’s era of knowledge economy, almost all knowledge labor is emotional labor. Working overtime is often to add fatigue to fatigue, which will lead to fatigue of work, or at least not love, and will cause a very hidden “narrowing effect”. Then it becomes a strong will to get out of the current state.

  • Correct the values of work

    1. We must admit an objective fact, the big background of The Times is the need for full market competition, but is very fierce and fast, we must admit this fact;
    2. The main problem lies in the design of work system itself. We need to find the source of motivation for work, find the sense of mission for work, endue work with correct values and improve work culture.
    3. A new overtime culture should be established. The objective reality is that it is impossible to completely resist overtime, because overtime has been a global phenomenon, the United States, Europe, Japan have overtime. The key, then, is how to control the scale of overtime in such a way that the internal factors of employees do not become uncontrollable.
    4. Time budgeting and time management on an organizational basis. Because do not carry out comprehensive management from the company as a whole, relying on individuals to improve time management technology, the effect will be greatly reduced, and even the most serious situation will appear the phenomenon of “beating fast cattle”, resulting in the backbone loss in the organization is very serious.
    5. The staff fixed on each line and then design a complex rules, rewards and punishments is designed to give the company employees and more autonomy, variability and skills upgrading for the space to grow up and let employees produce a sense of accomplishment and pride in the work, because no one incentive mechanism that can take to do the right thing to do because he itself is the right thing to do this kind of intrinsic motivation in itself.

    More details, next time.

The author:

Andy Reed Technology founder and CEO

Reed Technology – Guangzhou professional software outsourcing service company

We provide professional services such as wechat mini program, APP application research and development, application UI design, and focus on Internet product consulting, brand design, technology research and development and other fields

Visit www.talkmoney.cn to learn more

Universal manual | early diary Lite | bump wallpaper