Brave new working worlds
Some people define themselves through their work, while for others it is a means to an end. Since the pandemic, our work culture has been put to the test. How will we work in the future? For many, New Work has become a reality. We shine a light on this topic in our Dossier.
“Stop working and do what you love!” Don't worry, this isn’t a call for a wave of resignations or quiet quitting through the application of work to rule, a tactic which has been the source of much discussion in the media and social networks. No, the truth is that I recently read this slogan on a poster on my way to work. And it fits perfectly with our “New Work” Dossier: The term was coined by the American social philosopher Frithjof Bergmann, who believed that work should not be seen as a means to an end and that focus should instead be placed on people and their needs. And most importantly: When employees feel that they are taken seriously, they perform better.
In the magazine, we explore the following questions: What will the working world of the future look like? How will we work in the post-COVID era following the intensive period of remote working that the pandemic necessitated? Business as usual? Will we dispense with all the good things that we acquired during this period of working from home or out of other locations? Or will we work in a completely different way? How much remote work is acceptable from a legal, psychological and organisational perspective?
Are you still experimenting or do you already have your preferred working structure in place?
What is the situation like in your organisation? Is New Work already a reality? How does this manifest itself? Or are you still trying out new ways of working? What are you testing at the moment? Tell us all about it by leaving a comment below. We look forward to reading it!
Many of these questions remain unanswered. The working world is becoming a real-life laboratory. We are experimenting with how and where we work, with job-sharing arrangements in management positions and with organisational forms in which there are no hierarchies. This is a good thing. After all, as long as organisations are experimenting, they remain alive and agile, as symbolised by the illustrator Till Martin on the cover picture: Instead of being chained to our desks, we are getting our skates on in the hope of discovering new things. We hope that this edition of our magazine serves as a source of inspiration, that New Work is also something that you buy into and that you are not among those who opt for quiet quitting.
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