Showing posts with label Work. Show all posts
Showing posts with label Work. Show all posts

Sunday, October 13, 2019

The GoodWork Toolkit

CLICK HERE to access a full PDF of the GoodWork Toolkit, available for free.
Work occupies much of our lives. Hours spent at the office or at home thinking about work-related tasks and obligations often exceed time away from work. Yet, how many of us find our work meaningful? How many of us feel able to do our best work? And how often do we stop to consider the consequences of our work on others, or its impact on society as a whole?
For individuals at all levels (young students, graduate school students, and new and veteran professionals), opportunities to consider the meaning of work for themselves and others are rare, but imperative. Society needs professionals who care about good work.
The GoodWork Toolkit is an approach to engage individuals and groups in reflection and conversation about good work. The Toolkit consists of flexible set of materials, including vignettes of individuals who struggle to carry out good work, and accompanying questions and activities. Since 2007, educators at all levels—elementary school to graduate school—from around the world have implemented these materials in their coursework in a variety of ways.
The Toolkit is not a prescribed curriculum; it is called a “toolkit,” because it contains a variety of tools” that may be used in a number of combinations. The materials are meant to be adaptable to a variety of contexts; in other words, the Toolkit can be used as part of a retreat, as a year-long theme in a particular class, as the basis of a two or three day seminar. There is no need to follow these chapters, in order, from beginning to end. Facilitators should feel free to pick and choose and adapt these cases and activities as best suits their goals and needs.
The Guidebook is a resource manual to help participants start important conversations and reflection about good work.
The Narratives volume is a separate collection of the same real-life stories included in the Guidebook, but limited to the cases themselves.
The Value Sort Cards encourage participants to think about their personal and professional values.
For 20 sample lesson plans to use concurrently with the GoodWork Toolkit, click here. For a sample rubric that can be used with pre- and post-assessments of concept understandings, click here.

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Tuesday, October 1, 2019

Managing for Happiness

https://management30.com/happiness-at-work/

The main thing I learned is that happiness is something you create — it is not something to achieve.
Jurgen in an article for Entrepreneur Magazine

https://management30.com/blog/scaling-happiness/

Happiness comes in two primary categories: natural happiness and synthetic happiness (terms popularized by Dan Gilbert).

Natural happiness is what we generally accept as the ubiquitous definition of the emotion – when we are delighted, pleasantly surprised, when our bodies are delighted with that momentary release of stimuli.
Synthetic happiness is when we artificially create happiness by resolving ourselves to achieving a reality we’ve created for ourselves. An example would be working on a terrible assignment, but reaching a breakpoint or the end. You created the happiness associated with completion of a bad task.
Synthetic happiness is not cheating the system, it is healthy and required for us as a species to enjoy life. As leaders of knowledge workers, we need to be sure to make meaningful connections with our teams to understand what are the happiness triggers for them — both natural and synthetic — so that we can create a system supportive of their happiness.
Beyond the types of happiness, leaders should have a lightweight appreciation for the neuroscience behind what makes people happy. There are four chemicals [EDSO] that make us all feel senses of happiness:
  • endorphins
  • dopamine
  • serotonin
  • oxytocin
While I will try to execute a poor-man’s distillation of this here, you should watch Simon Sinek’s talk on this topic to get a more robust explanation.

EDSO: This is your team’s brain on happiness

  • Endorphins are a means for our bodies to mask physical pain — they keep us safe when we need it most. It is the boost that runners often call a Runner’s High. Knowledge workers have endorphins released when they are in a hardcore coding session or when writing in a groove late into night.
  • Dopamine is the happiness chemical that helps us reach our goals. In my world of agile coaching, I frequently leverage dopamine on Kanban workflow boards by having mini-celebrations when each smaller task is completed. There is a ritualistic bonding ceremony for the team to appreciate the mini-accomplishments frequently. Dopamine is a great motivator, but can become addictive and is the same chemical that fuels gamblers, smokers and drinkers. It is a heavy contributor to synthetic happiness and deserves some active regulation in the workplace.  
  • Serotonin is the social chemical — it helps us form human bonds. Teams thrive off the relationships they form at work — both collocated and virtual. What is amazing about serotonin is the bidirectional nature of the experience. Recently one of my team members was recognized for a presentation he gave to our leadership team. He was proud of his recognition, which caused his surrounding team and myself to be happy, which made others near us happy too.  Serotonin has a butterfly effect on teams and organizations making it an ideal scaling catalyst.  
  • Oxytocin — the servant leadership chemical. Last week, I was among several people that volunteered to help review an upcoming book. The author and editor both experienced dopamine with the influx of reviewers, but I was happy to help. The author is a person who contributes to my professional network and the subject was one of great interest to me. I was charged with a rush of oxytocin during and shortly after my review period. Actually, while writing this, I feel some happiness related to the work again — welcome aboard, oxytocin!
As you can see (hopefully), effective and mindful leaders can identify tasks or interactions that may trigger happiness in groups and individuals. This identification will foster the creation of both natural and synthetic happiness that will increase the overall employee engagement.
But the real power of happiness is seen at scale. How can organization at large be happy? How do we create self-priming happiness engines?

How to scale happiness at work

There is a simple pattern emerging that fosters happiness at scale.
Happiness scales when organizations make the conscious, long-term decision to value people and teams over short-term financial gains.
While this sounds simple, changing existing mindset from revenue-first to employee-first is by all means disruptive in most large organizations.  
By building a culture that fosters those happiness chemicals, leaders can start guiding teams and organizations toward happiness at scale. As the organization starts its mindful happiness journey, it takes on a beautiful transformation — usually with serotonin as the catalyst.
Serotonin has a butterfly effect on groups which causes happiness to multiply.
Leveraging the concept of happiness distribution via teams and departments is a grassroots happiness scaling method. When you are looking to redirect organizational culture to be more mindful, it’s important to acknowledge your creative workers’ intrinsic motivators, like:
  • Respect
  • Courage
  • Transparency
  • Openness
  • Focus  
You need to find constant moments to celebrate, using tools like the Celebration Grid. A focus on perfection is a scaling inhibitor, while creating a culture focused on learning is a scaling accelerator.
Beyond the softer aspects of scaling, more tactical actions can be taken to create a growing culture of happiness. I have personally implemented Experimentation Days, guilds, and engagement assessments in organizations to introduce workplace happiness. Experimentation Days set aside work time for knowledge workers to scratch that innovative itch, while not having to have a direct correlation to their day-to-day tasks.  
At my organization, I co-founded a maker program where anyone interested could set aside a half day per month to work with Arduino boards and robots to create fun gadgets for the office. Sometimes, these mini-projects fail, sometimes they succeed, but every time we have fun and build stronger bonds. 
We show videos of these employee engagement events in our recruiting process to show the culture we are trying to build.  
I’ve also helped create a virtual guild within my company that focuses on emerging agile practices. We meet via phone and Webex, and regularly have well-known external speakers come and share their recent areas of study. It promotes learning, but also an active interest in our desire to improve as a group.  
Measuring team improvement has been an area of research for years. As I have professionally grown, my appreciation for the inherent flaws of following metrics in isolation has increased. While metrics can be bad if not taken into total context, they are not bad if properly applied.
This year my team introduced OfficeVibe — an employee engagement polling tool that integrates with Slack and allows for lightweight anonymous feedback loops broken down into various areas of impact. Via this tool, we have learned and taken action on several items of displeasure for our team. For example, the development space temperature setting was too cold. It sounds simple, but it had largely gone unnoticed until we had the feedback provided in OfficeVibe to bump it up. Since doing so, the engagement score has improved. There are similar tools out there, but OfficeVibe has been the most effective means for continuous and tight feedback loops I have seen for the enterprise space.
The most interesting thing I have learned about scaling models at large is that there is no single model that will last. When dealing with highly dynamic systems such as machine learning, cloud storage, compression or — the most dynamic system of all — people, any scaling approach we take must be seen as an organic, constantly changing model. 

Creating sustainable happiness at work

Creating practices and tools to promote happiness takes a mindful leader with the support of higher level leadership. The C-suite and thought leaders need to remain engaged in order to ensure support sustains or — better yet — increases.  
It’s just as important to continue to tune your happiness systems. This means experimenting and finding new problems to solve. And it means working with teammates one-on-one to understand what they think of the systems introduced and to see where they can be improved.  
Truly investing yourself into the craft of creating happiness is a daily effort and not a one-time ceremony. Once you start seeing some short-term success, you need to maintain a high focus on continued happiness and mindfulness. Some more progressive corporations have taken happiness to the extreme of hiring Chief Happiness Officers or similar. While this shows a firm’s commitment to improvement, I tend to favor the stories of happiness driven from the trenches and ranks. Perhaps both are needed in some companies.

At the end of that fateful Thanksgiving Saturday, we made the call to roll back the release. We were losing data and despite the best efforts of the global team working on the issue, it could not be resolved. That evening, the team in charge of the rollback initiated the 24-hour process so our customers would not be impacted on Monday morning. Shortly after the final call ended, I went to sleep without saying a word to anyone. I just curled into my bed exhausted not understanding how this could have happened. Within a year I had left this company and found myself starting on a leadership and agile journey that really nurtured what I now know as my real happiness.
So many of us spend our time in pursuit of happiness, yet instead of searching for it we need to find ways to live it, embrace it and implement it into our daily lives.

The 12 Steps to Happiness

12 Steps to Happiness
Click to download the 12 Steps to Happiness poster and display it in your office
Thank someone and be appreciative toward your colleagues, every single day.
Give something to another person or make it possible for others to offer gifts.
Help someone who is in need of assistance, or enable colleagues to help each other.
Eat well, and make good, healthy foods easily available for everyone.
Exercise and work out regularly and make it easy for people to take care of their bodies.
Rest well, sleep sufficiently, and enable colleagues to refresh their minds.
Experience new things, try stuff out, and let people run all kinds of experiments.
Hike outdoors, enjoy nature, and allow people an escape from the office and the city.
Meditate and get people to learn and adopt mindfulness practices.
Socialize, relate to other people, and make it easy for colleagues to develop connections.
Aim for a goal and get people to understand and realise their own purpose.
Smile whenever you can, appreciate humor, and get colleagues to engage in fun activities.

Tuesday, November 12, 2013

Can teleworking save the city?

image

A few weeks ago on a rainy Friday, I was taking the Skytrain home from my job in Downtown Vancouver. Every person on the train looked unhappy - soaking wet and packed in like sardines. Traffic was gridlocked (I could not see the faces of the drivers, but I am pretty sure they were miserable too).

Why does Western society do this? Why must we partake in a stressful commute to and from work, and be forced to sit in a desk and be productive for 8+ straight hours a day, 5 days a week?

Not to mention the pollution pumped into the atmosphere from commuters stuck in traffic. And, many offices are not in walkable urban environments where employees can take a break by stepping outside to walk and get some fresh air. They are stuck in an office park where the only escape is their car.

Could city life be better if we just worked from home even 1 day a week?

The benefits of teleworking are well-documented. Last year, the Globe and Mail published an article about the Telework Research Network’s review of about 2,000 studies from the past decade concluding that employees who work outside of the office can have higher productivity because of:

  • Fewer interruptions Working independently reduces distractions of working in a busy office and cuts time spent in idle chatter and lunch breaks
  • Better time management E-mail and text messages are more immediate and less apt to digress into non-work topics.
  • Greater flexibility Mobility allows employees to work when they are most productive.
  • More time for work Studies show mobile workers apply an average of 60 per cent of the time that they save by not having to commute to doing productive work.
  • Reduced down time Employees don’t have to lose a full day’s productivity when they’re sick, recovering from surgery, caring for a loved one or attending to personal business.
  • Greater efficiency Employees who are trained to work remotely are more adept at using technology to communicate and collaborate more efficiently.

The studies also suggest mobile employees may be happier because of:

  • Better balance A worldwide study by Brigham Young University showed that telecommuters were able to work 57 hours a week before they felt their job interfered with their personal life. Traditional workers felt conflicted at just 37 hours.
  • Increased confidence Empowerment, trust and accountability are fundamental to remote work and are keys to job satisfaction.
  • They avoid stress Commuting and office politics can often be emotionally draining.
  • They save time and money The Telework Research Network calculates that a typical two-day-a-week telecommuter in Canada can save an average of $2,000 (Canadian) a year in vehicle and work-related costs and gain the equivalent of nine work days a year in time they’d have otherwise spent commuting.

These examples do not factor in the benefits to the city, such as:

  • Less air pollution, which improves human health.
  • Less traffic congestion and fewer automobile crashes/deaths, due to fewer people on the road.
  • Less wear and tear on transportation infrastructure, which postpones funding requirements.
  • Less dependence on oil, which means more money to spend on other consumer goods and services provided by retailers.
  • Less vehicle-related runoff from roads, ensuring cleaner water and improving ecosystem and human health.

There are clearly advantages to working face to face with one’s coworkers, which is why it would be unwise to switch completely over to teleworking - perhaps just 1-2 days a week to reduce pressure on the environment, transportation infrastructure, and human health and well-being. 

Several major companies, including Canadian communications company Telus Corp, have encouraged teleworking. It started in 2010 when the organizers of the Vancouver Olympics asked Telus to minimize the number of workers entering the downtown core, as part of a plan to ease traffic. The company agreed, and employee feedback was so positive that the company eventually made many of the Olympics-related changes permanent.

“For Telus, it resulted in significant cost savings, and allowed us to reduce our real estate footprint,” says company spokesman Shawn Hall, who himself works from home several days a week. “It’s also a great recruitment tool. By offering people the opportunity to work from where and when works for them, that’s an important benefit.”

Telus is now working toward a goal of having 70 per cent of its work force teleworking by 2015.

I don’t see teleworking being wholly embraced in the immediate future. But, as the Baby Boomers retire and more Millennials move into the workforce, it is entirely possible that this trend will continue and grow in acceptance, which is not a bad thing for city life.

If you don’t think long commutes are bad for your health, check out this infographic: The Killer Commute

Source: http://thiscitylife.tumblr.com/post/66227511267/can-teleworking-save-the-city

Tuesday, July 23, 2013

Less Work, More Living

by Juliet Schor

Working fewer hours could save our economy, save our sanity, and help save our planet.

schor.jpg

Millions of Americans have lost control over the basic rhythm of their daily lives. They work too much, eat too quickly, socialize too little, drive and sit in traffic for too many hours, don’t get enough sleep, and feel harried too much of the time. It’s a way of life that undermines basic sources of wealth and well-being—such as strong family and community ties, a deep sense of meaning, and physical health.

Earn less, spend less, emit and degrade less. That's the formula. The more time a person has, the better his or her quality of life, and the easier it is to live sustainably.

Imagining a world in which jobs take up much less of our time may seem utopian, especially now, when a scarcity mentality dominates the economic conversation. People who are employed often find it difficult to scale back their jobs. Costs of medical care, education, and child care are rising. It may be hard to find new sources of income when U.S. companies have been laying people off at a dizzying rate.

But fewer work hours for people with jobs is a key step toward solving the unemployment crisis—while giving Americans healthier lives. Fewer hours means more jobs are available to people who need them. Living on less pay usually means consuming less, making more of the things one needs at home, and living lighter, whether by design or by accident.

Today, driven both by necessity and the deliberate choice to live simply, more Americans are shifting toward fewer work hours. It’s a trend that, if done correctly, could get us out of our current economic crisis and away from unsustainable economic growth.

Finding Time

Water fountain piggyback photo by CSuspect

Economists today focus solely on growth as a mechanism for job creation. But for much of the industrial age, falling hours have been roughly as important a contributor to employment as market growth.

The grueling schedules of the 19th century undermined health and prevented people from achieving what we now call quality of life. Hours of work in the United States began to decline after about 1870—from about 3,000 a year to 2,342 by 1929. In 1973 annual work hours stood at 1,887 (fewer than 40 hours per week, on average). If hours hadn’t fallen, unemployment would have grown even before the 1930s Depression.

Since the 1970s, Americans have been working longer. According to government survey data, the average working person was putting in 180 more hours of work in 2006 than he or she was in 1979. The trends are more pronounced on a household basis. Many more men are working schedules in excess of 50 hours a week. (Thirty percent of male college graduates and 20 percent of all full-time male workers are on schedules that usually exceed 50 hours.)

Not surprisingly, over the last 20 years, a large number of U.S. employees report being overworked. A 2004 study found that 44 percent of respondents were often or very often overworked, overwhelmed at their jobs, or unable to step back and process what’s going on. A third reported being chronically overworked. These overworked employees had much higher stress levels, worse physical health, higher rates of depression, and a reduced ability to take care of themselves than their less-pressured colleagues.

Doing it yourself, or self-provisioning, is now on the rise, both because of a culture shift and because in hard times, people have more time and less money.

But there are recent signs that a culture shift toward shorter hours has begun. In 1996, when I first surveyed on this issue, 19 percent of the adult population reported having made a voluntary lifestyle change during the previous five years that entailed earning less money. In a 2004 survey by the Center for a New American Dream, 48 percent did.

The stagnant economy, difficult as it is, represents an opportunity for expanding the norm of part-time work. In the first year of the recession, many businesses avoided layoffs by reducing hours through furloughs, unpaid vacations, four-day workweeks, and flex-time. By mid-2009, one study of large firms found that 20 percent had reduced hours to forestall job cuts.

Unfortunately, a lack of institutional support for short hours policies reversed many of those programs, as economist Dean Baker argued in a recent paper. Baker hypothesizes that businesses would provide an additional 1 to 2 million jobs a year if workers could collect unemployment insurance when they are on short schedules.

One thing we do know is that people who voluntarily start working less are generally pleased. In the New Dream survey, 23 percent said they were not only happier, but they didn’t miss the money. Sixty percent reported being happier, but missed the money to varying degrees. Only 10 percent regretted the change. And I’ve also found downshifters who began with a job loss or an involuntary reduction in pay or hours, but came to prefer having a wealth of time.

The Wealth We Make Ourselves

Earn less, spend less, emit and degrade less. That’s the formula. The more time a person has, the better his or her quality of life, and the easier it is to live sustainably. A study by David Rosnick and Mark Weisbrot of the Center for Economic and Policy Research estimated that if the United States were to shift to the working patterns of Western European countries, where workers spend on average 255 fewer hours per year at their jobs, energy consumption would decline about 20 percent. New research I have conducted with Kyle Knight and Gene Rosa of Washington State University, looking at all industrialized countries over the last 50 years, finds that nations with shorter working hours have considerably smaller ecological and carbon footprints.

There’s also a small but growing body of studies that examine these questions at the household scale. A French study found that, after controlling for income, households with longer working hours increased their spending on housing (buying larger homes with more appliances), transport (longer hours reduced the use of public transportation), and hotels and restaurants. A recent Swedish study found that when households reduce their working hours by 1 percent, their greenhouse gas emissions go down by 0.8 percent. One explanation is that when households spend more time earning money, they compensate in part by purchasing more goods and services, and buying them at later stages of processing (e.g., more prepared foods). People who have more time at home and less at work can engage in slower, less resource-intensive activities. They can hang their clothing on the line, rather than use an electric dryer. More important, they can switch to less energy-intensive but more time-consuming modes of transport (mass transit or carpool versus private auto, train versus airplane). They can garden and cook at home. They can meet more of their basic needs by making, fixing, doing, and providing things themselves.

Doing-it-yourself, or self-provisioning, is now on the rise, both because of a culture shift and because in hard times people have more time and less money.

In April 2009, according to a national survey, one in five Americans said they were making plans to plant a garden that year. After the recession hit, service-oriented businesses such as salons, pet groomers, and nannies experienced a decline in business as people began doing these things for themselves. An annual expo called Maker Faire that started in California has been attracting growing numbers of do-it-yourselfers and inventors. It’s spreading to new locations around the country, and attendance has reportedly quadrupled since 2006.

True Wealth book cover

People are returning to lost arts practiced by earlier generations—woodworking, quilting, brewing beer, and canning and preserving. They are also hunting, fishing, and sewing. People engage in these activities because they enjoy them and they yield better-quality products or products that are not easily available. Producing artisanal jams, sauces, and smoked meats, or handmade sweaters, quilts, and clothing makes these pricey items affordable.

Self-provisioning is also getting popular in housing. For example, the movement toward straw-bale homes has taken off in the Southwest. Straw-bale construction has become prevalent enough that some localities have introduced code for it, and there are even banks that lend for these structures. People are also experimenting with the use of compressed earth bricks, poured earth, “papercrete” (which uses recycled paper and a small amount of concrete), and a variety of other materials. New Englanders have revived the colonial-era tradition of community barn-raisings, only now they’re coming together to build yurts.

As failed housing markets around the country stagnate, one can expect more real estate refugees to construct their own debt-free shelter with recycled, low-cost, or no-cost materials.

Self-provisioning is also a spur to entrepreneurial activity. Most people who practice it don’t self-provide everything. They find some productive activities they prefer, are more skilled at, or can do more easily. They trade or sell what they’re best at producing. With this specialization, self-provisioning becomes a pathway to incubating a set of small businesses that will flourish as the sustainable economy takes off.

A large-scale switch to less work and more production and self-provisioning at home will require some collective solutions. We need systems that provide basic security to all individuals and families—from childhood through old age. Access to basic needs such as education and health care must be widely affordable.

But it’s possible for many people to take small steps—right now—toward fewer job hours and more self-sufficiency. There are challenges, to be sure, but for many, the switch from paper-pushing to gardening has been welcome. Self-providers value their newfound skills, love the chance to be creative, and are getting satisfaction and security from constructing a more self-reliant lifestyle. The ability to work for oneself is highly valued. They are nourished by connection with the earth. Perhaps most important, they are rewarded by the opportunity to live without endangering others and the planet.


Juliet Schor is professor of sociology at Boston College and the author of the national bestseller, The Overspent American. This article is adapted from True Wealth by Juliet Schor, reprinted by arrangement with Penguin Books, a member of Penguin Group (USA), Inc. Copyright (c) Juliet Schor, 2011.

Source: http://www.dailygood.org/view.php?sid=130

Wednesday, October 27, 2010

Real Family Values

9 progressive policies to support our families. 

by  

skyline illustration FINAL


safeguard our homes button

Every family needs a place to live. When banks use our homes and mortgages to make bets in the global casino, we wind up with predatory lending, financial bubbles, crashes, and foreclosures:
  • Shared Equity Home Ownership is a way to make homes permanently affordable. Community groups or local agencies invest in homes and share the equity with homeowners. When a homeowner sells, the agency shares in any gain, recycling the funds to keep homes permanently affordable. The foreclosure rate in Community Land Trusts, one example of this model, is 1/8th  the national rate.

Create Jobs button

Government stimulus spending should be aimed at a recovery that can support families, communities, and the natural environment. Green and locally based jobs are our best bets:
  • Increase the minimum wage so that those who work can support their families and increase local economic activity. (In most of northern Europe, the minimum wage is $12 an hour or more.) And end pay discrimination against women, people of color, and single moms.

Protect Vulnerable Families button
Many families care for disabled children and spouses, and elderly parents. Here are ways we can support them:
  • Protect Social Security from those who would like to cut it to pay for tax cuts for the rich.
  • Help the elderly and disabled live at home by financing upgrades that make homes more accessible and weather proof.
  • Provide full VA benefits and protection from job discrimination for veterans with PTSD, traumatic brain injuries, and other disabilities. Support community-based centers with services and mutual support for veterans.
  • Support home caregivers through tax credits, payments toward their Social Security, and respite services.

balance work and family button

Time is essential to good family life. Children, couples, and elders need companionship, vacations, and time to respond to life’s crises. In Europe, workers have at least four weeks paid vacation, and in Germany and the Netherlands, they have the right to switch to part-time hours:
  • Make paid sick leave available to all, and allow parents to use it to care for ill family members. Give both parents paid leave following the birth or adoption of a baby.
  • Guarantee paid vacation for all workers.

give kids a break button

One in five children live in poverty in the United States. Many children attend failing and even dangerous schools. Our kids deserve better:
  • Fully fund Head Start and K-12 education. And give kids opportunities for exercise, art, music, and self-expression—don’t let tests rule.
  • Strengthen community colleges and the Pell Grant system so all qualified young people can go to college and contribute to the future of their families and our nation.
  • End the “cradle-to-prison pipeline” through local collaborations that intervene when young people get into trouble. The funds saved by lowering the rate of juvenile detention can be invested in substance-abuse treatment and education.
  • Protect our kids from advertising, especially in schools, that promotes an unhealthy, consumer-oriented lifestyle.

protect our health button

Health and health care costs are big worries for American families.
  • Extend Medicare to everyone 55 and older, to pregnant mothers, and to children. Better yet, extend Medicare to all.
  • End tax write-offs for advertising fatty, sugary foods that are making Americans sick.
  • Fully fund domestic violence shelters, which are in high demand during the recession. 
  • Protect families from exposure to cancer-causing contaminants. Use precautionary regulation, which forces manufacturers to prove chemicals are safe before putting them in our homes, workplaces, and schools, instead of the current approach, which puts the burden on consumers or regulators to prove harm. Give special attention to vulnerable groups—like children, farmworkers, and those in cancer “hot spots.”
  • Fund research into safe alternatives to toxic chemicals.

tax fairly button
Making our tax system more equitable could bring down the deficit; sustain family-friendly local, state, and federal government programs; and help reduce vast inequality, which threatens the health of all families, rich and poor.
  • Make the first $20,000 of income free from payroll taxes. Make up for it by applying payroll taxes to incomes above $250,000. Tax capital gains at the same rate as other income. Under President Eisenhower, the top marginal rate was 91 percent; today, it is just 35 percent.
  • Bring Back the Estate Tax on estates over  $2 million ($4 million for a couple).
  • Close offshore tax-havens that corporations use to hide profits and evade at least $100 billion in taxes each year. Share the revenues with struggling state and local governments for programs that support family well-being.

protect our future button

Our children, grandchildren, and great-grand-children deserve to inherit vibrant ecosystems, a strong democracy, and opportunities for a good life
support marriage button

... by making it available to all committed couples, gay or straight.
  • Hospital visits, family leave to care for an ill partner, and spousal health care and pension benefits should be available to both straight and gay couples.


Sarah van Gelder new photoSarah van Gelder wrote this article for What Happy Families Know, the Winter 2011 issue of YES! Magazine.  Sarah is YES! Magazine's executive editor.
Editorial interns Tiffany Ran and Alyssa Johnson contributed research to this article.
Interested?


CITATIONS AND RESOURCES

SAFEGUARD OUR HOMES

CREATE JOBS
  • Green for All campaigns for jobs in energy efficiency and renewable energy for low-income people.
  • Moms Rising advocates a fair deal for all mothers

PROTECT VULNERABLE FAMILY MEMBERS

BALANCE WORK AND LIFE

GIVE KIDS A BREAK

PROTECT OUR HEALTH

TAX FAIRLY

PROTECT OUR FUTURE

SUPPORT MARRIAGE

Tuesday, September 14, 2010

10 Ways to Solve the Jobs Problem

by
bicycle repair
Photo by Alex Ferguson
As the midterm political season heats up, one word on every politician’s lips is “jobs.” And for good reason. People are hurting—they can’t pay their mortgages, send their kids to college, pay their dental bills. Young people are wondering if they have a place in the work world.
So the economic pundits cheer when car sales go up, housing starts rise, consumer confidence strengthens. But as the oily ooze in the Gulf tars yet another beach, we all sense something is terribly wrong. We can’t keep tearing up the planet to keep ourselves employed. There must be another way.
So—imagine a no-holds-barred “summit” that comes up with ideas to solve both our job and environmental problems. What might it come up with?

Here is my starter list. You can add your own ideas in the comments to this article on the YES! website.
 1. More farms, less agribusiness. Agribusiness substitutes chemicals and machinery for labor and employs remarkably few people. Small organic farms are far more productive per acre and bring the people back.
 2. More repair, fewer products. Instead of tossing those shoes, that toaster, that computer, let’s fix them—and employ repair people in the process.
 3. More recycling, less mining. Ray Anderson of the Interface flooring company says we already have enough nylon to meet the world’s carpet needs forever. The same may be true for aluminum, steel, copper, and other easily recyclable materials. We just need good systems for recovering them.
What if we stopped subsidizing advertising with tax breaks and focused on educating people to lead satisfying lives?
 4. More renovations, less construction. Our nation has 129 million housing units. We build new ones and let old ones deteriorate. How about renovating what we have and in-filling our cities to use existing sidewalks, gas pipes, water mains, and roads?
 5. More restoration, less destruction. Whether it’s forests, Superfund sites, or oil-laced wetlands, it’s time to restore. Some restoration can even pay for itself, as in restoration forestry where folks make products from the fire-prone, small-diameter trees normally considered too small to market.
 6. More bike paths, fewer highways. They both cost money, but one is good for our health and good for the planet. What’s not to like?
 7. More local businesses, fewer megastores. Locally owned stores employ more people per goods sold and you can often talk to a decision-maker about your purchase.
 8. More dishwashing, fewer throw-aways. What if we got rid of all the disposable containers in fast food restaurants? At my friend Ron Sher’s Crossroads Shopping Center near Seattle, the food court vendors share a common crockery supply. No trees needed. It works.
 9. More education, less advertising. Let’s face it. Advertising is about making us feel inadequate for something we don’t yet have. What if we stopped subsidizing advertising with tax breaks and focused on educating people to lead satisfying lives?
10. More clean energy, less fossil fuel. Here we do need new stuff—wind turbines, solar panels, insulation, passenger trains. Politicians are providing some—though not enough—funding for these sources of “green jobs.” It’s the other items on this list they’re not even talking about—but need to.
You may be thinking that my list isn’t realistic because these options cost more or depend on government funding. But that’s partly because governments subsidize oil, agribusiness, nuclear plants, ports, highways, advertising, and other unhealthy choices.
So the next time you hear a politician talk about jobs, try comparing the solutions offered to this list. By breaking out of the narrow range of options that keeps policy discussions stuck, we can create jobs that not only sustain families, but also build community and restore the living systems of our planet.

Fran Korten, 70pxFran Korten wrote this column for A Resilient Community, the Fall 2010 issue of YES! Magazine. Fran is publisher of YES! Magazine.