THE VALUE OF "ISH"

To us, vacations* are times to experience the new and novel.  To explore unfamiliar territories.  And to kick back and relax (a hard thing for us to do).

Africa was our destination.  A trip we’d been salivating over. 

We witnessed fighting-to-the-death hippos (over a girl, no less). 

Saw painted wolves, fur dripping with blood after a kill, and no cares in the world, except for their pups. 

And watched baboons monkey around with all things human.

That same trip connected us with villagers and townies in the big and little places in South Africa, in Botswana, and in Zimbabwe.  Out our train windows we negotiated with Africans selling hand-crafted items.  After Victoria Falls they descended en masse.  And in a little Zimbabwe community, all 20 citizens greeted our bus – and proudly showed us their cell phone, their homes … and their beer-making hut.

At every stop, at every pause, we heard the word “ish.”  To them, it meant sort of, or around the time.  There could be delays – unavoidable due to nature.  There might be some variance in getting together, depending on other people.  The “ish,” to them, was truth.  They would absolutely stick to the agreement, to the meeting.  But “ish” might intervene to make them miss the exact time.

That’s alien to our work worlds.  At many companies, “ish” might be anathema … even a few minutes off might spell an issue, even some sort of warning.  On the dot, after all, means punctuality.

Yet:  Is it time to re-think our clocks, and savor the minutes we spend waiting – and, perhaps, dreaming? 

 

*That’s the reason for our month-long blogging silence.  We’re back!

 

BUSY. BUSIER. BUSIEST.

As kids, we used to do the one-ups:  “Yah, my mom’s smarter and prettier than yours.”  The retort:   “Well, my mom has a Ph.D. and is a university professor.”

Things haven’t changed much in all those years.

These days, it’s all about being busy, a status symbol if ever we nailed one.  “I’ve got to fly to Jakarta, deliver a presentation, then work with a client in London.”  Or:  “The CEO asked me to work with him on a series of U.S. and Latin America site visits as well as filming those conversations for significant investors, turning it into a roadshow.”

Hard to beat, eh?  Problem is, it’s contagious, darned inefficient, and a barrier to real communications and effectiveness.  Because the “gotta be busy” syndrome stems from times of economic uncertainty, bosses who value hours above real thinking, and/or a psychological need to be important.

Sure.  The kinds of businesses we practice – from communications and design to marketing and branding – are filled with last-minute deadlines and client demands.  So it’s natural to bristle and state that you manage your schedules well, thank you very much.

Let us just point out one study.  At the Pentagon.  Some years back, they discovered that working hard wasn’t netting them the desired results.  The generals then mandated alternative work schedules and flex work policies.  Guess what?   Work quality improved; sharper thinking ensued.

So as masters of the [communications] universe, look around your shop, your office, your team.  Measure quality and productivity, along with sick days and goals.  Then tell us if Uncle Sam knows best.

THE PRICE IS SO NOT RIGHT

There’s something in each of us that likes to play a game or two.

Call it competitiveness, achievement, even self-expression.  The notion of winning at something can lure us into arcades as well as casinos, seduce us with smartphone apps or a family Scrabble feud.

When it comes to work, though, gamification – the millennial word for infusing game mechanics in the Web – smacks of management control, and of automatons doing a higher-up’s bidding.

Hey, we’re being honest – and we know that the world just might be agin’ us:  August corporations use these kinds of software programs for various goals, from teaching about sustainability to exercising more effectively.  Many large salesforces thrill to using specialized game mechanics, such as badges, points, virtual gifts, and leaderboards, that help prompt higher performance.   Or so they say.  Gartner even predicted that this year more than 70 percent of global businesses would adopt at least one gamified app.

But is there truly safety in numbers?  For some routine jobs and tasks, such as onboarding and customer service, the games we play could well spark improvement.  Learning, too, deserves all the gamification we can absorb.  Yet the things that make us collaborate with our colleagues, enhance our interpersonal skills, and increase our productivity are not found in the Web-ified non-human prompts from our employers.  We want to figure out, ourselves, our own sources of motivation and good behaviors; understanding “me” from an online Chutes and Ladders-type exercise makes us want to, yes, game the system.

Besides, how would it make you feel to hear that Hezbollah uses gamification to market its philosophies to adolescents?

MUCH ADO ABOUT ... ?

Every other headline – or so it seems – bursts with the tech news of the moment: 

Big Data stalks us. 

Big Data records what I do IRL (in real life). 

Big Data is leading to personalized medicine.

Big Data will recruit me.

Most of these announcements we shrug off, saying B.D. is somewhere between hype and hyperbole, at least for the moment.  What we can’t quite swallow, though, are the digital patterns now being plumbed in what’s called workforce science. 

Proponents say that access to our e-files shows how we work and communicate …  all in efforts to build better workers, who are more innovative, more creative, more productive. 

Detractors clamor about the limits of surveillance, wanting to know what data is being collected and how it’s being used. 

What’s more, Big Blue and Deloitte, among others, are buying up firms that specialize in the algorithms of and insights into employees; the former having acquired Kenexa in 2012; the latter, Bersin in the last few months.  Even eHarmony is mating with different suitors these days, intending to enter the talent search business by revising its codes.

These trends concern us:  It’s one thing to figure out whom to hire and how to recruit through different apps and smarttech.  It’s quite another to dig into our hot buttons, through, say, the email we send and the videos we watch, to calculate motivations and measure productivity.  Companies like Evolv which advises companies on hiring and managing hourly workers through B.D. show promising results for recruiting longer-term call center employees, a notoriously difficult retention task (turnover can be up to 100 percent each year).  On the other hand, when data scientists note that call centers are our “initial focus,” inquiring minds think otherwise. 

It’s your turn, dear reader.  Shades of Big Brother or the (mostly) harmless progress of life?