Post Archive

Back to Ideas An employee steps out to take a call. Her dad has Alzheimer’s and she is working on finding him a new nursing home facility,...

CLT has important implications for stakeholdering and change management. Co-creation is a way to help everyone get to a lower-level construal sooner.

In general, the more a job is focused on contributing to society and community, the less it pays. It’s not an immutable law of physics, but wages in the charitable sector consistently lag the private sector, and typically there’s a trade-off between doing good (for the world) and doing well (for yourself, financially.)

Meet Daisy: An AI Case Study. Daisy is a Regional Sales Enablement Specialist for a large multinational in a heavily regulated industry. She works with sales executives in her region to help them build skills and deliver better outcomes for customers and the business.

We use AI judiciously, so that we are minimizing the downsides and maximizing the benefit. Our use of AI should be additive, transparent, eco-conscious, and voluntary.

How capitalism breaks down in the face of GenerativeAI, and why we need to find ways to optimize for human flourishing.

For certain interactions – delivering constructive feedback for instance – the virtual environment can be especially “sticky” and prone to misinterpretation. Understanding why this happens is the first step toward building a more resilient remote culture.

Organizations tend to focus on building new things. But there is a season to turn inwards, prioritizing and optimizing what already exists.

At Workomics, our work is flexible-by-design. Our policy is non-prescriptive on when work happens and how much of it you need to do.

The asymmetry of asking for help, autonomous vs. dependent help-seeking, and what it means for organizational effectiveness.

Workomics appears on the Storylinking podcast. Susan Bartlett discusses building alignment with co-creation with host Tom Lietz.

Flat hierarchy ismore effective for modern knowledge work, but recent research shows it might contribute to gender inequality

Founder Mode is building capacity wherever it’s most needed to unlock growth. Manager Mode is about running a company in a stable equilibrium.

Workomics appears on The Inner Game of Change podcast. Susan Bartlett and Terri Block discuss the change flywheel with host Ali Juma.

Scaling start-ups need their employees to build skills in stakeholdering and organizational alignment, as the team grows.

The old bargain: give up a large measure of your autonomy and flexibility. In return, we’ll give you stability, structure, and resources.

Organizations struggle with undoing decisions. Fostering a pilot mindset can help organizations course-correct in more nuanced ways.

Back to Ideas It is, shall we say, unorthodox to incorporate a new business and then for the founder to set off on an eight-month...

Back to Ideas Last year, some psychology research concluded that there is an optimal amount of discretionary free time for our subjective...

There are three design tensions in remote work: communication, camaraderie, and coordination. Plus, a blueprint for structuring in-person time.

A look at how to implement a 4-day workweek by cultivating a ‘good enough’ culture at work.

An examination of how to modernize how jobs end by moving past the ‘jobs-for-life’ myth toward transparent offboarding.

Customer experience is about helping everyone recognize when organizational logic is negatively affecting customers, and then changing it.

The Workomics Disconnecting From Work policy sets out three principles: communicate, anticipate, and reciprocate.

A look at self-determination theory and the role that different types of motivation play in the workplace.

A look at best practices for setting goals in order to promote motivation and avoid demoralization.

There’s a very real sense in which organizations have been free-riding on the in-person bonds established prior to March 2020. But whether or not the Great Resignation is a real phenomenon, natural turnover means that many knowledge workers have a bunch of new coworkers they have never met in real life.

The challenge comes with collaborating on something we call Ambiguous Knowledge Work (AKW) — the messy job of synthesizing research, finding a creative solution to a problem, or designing a new program. The ambiguity in AKW is not what we’re making (it’s usually a PowerPoint deck, let’s be real), but in figuring out how to make abstract ideas relevant and resonant.

The Social Brawn Hypothesis suggests that social support from colleagues helps us sustain higher levels of performance with less fatigue.