Social connections at work are good – a well-networked organization is a stronger, more efficient organization. Much evidence exists to support this idea, both on this blog and beyond. But a recent working article from Harvard and the University of North Carolina takes these insights even deeper: fragile social connections – those which can be easily dropped – may actually harm both organizations and the people who work for them.
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The Pew Research Center recently released new information about the American job market. One key finding is that both employment and wages have risen the most in fields requiring analytical and social skills: “While employment grew by 50% over all occupations from 1980 to 2015 [. . .] growth was much higher among jobs that require average or above average social skills (83%), such as interpersonal, management and communications skills, and those that require higher levels of analytical skills (77%), such as as critical thinking and computer skills.” Read the whole report, or learn more about empathy, diversity and leadership in our link roundup.
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In a recent conversation, Professor Theresa Grupico spoke reflected on her experiences teaching with Books@Work: “There are these moments, especially when working with a complex novel, where you really see the lightbulbs going on. These are ‘aha’ moments, and they come from discussing a character or a passage from a novel. Reading alone, they think they get it – but as they start to have a conversation, they ask themselves ‘why didn’t I see that?’ They learn from each other and grow together. It’s a wonderful way to approach teamwork, and it shows why meetings are important, why colleagues are important. You get something from those interactions that you don’t get on your own. It is so neat to sit in a room with people and learn about what they are thinking.”
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We’re introducing our newest team member, who joins us as Director of Research and Evaluation: “I’ve always been fascinated by systems of all kinds – mechanical linkages, circuit boards, solar systems, ecosystems. At the tiny end of the scale, we ourselves are made up of linked systems of cells and chemicals and vessels; at the vaster end, our entire universe is a system of clusters of galaxies linked by gravity. But not all systems are as remote as these. Among the most intricate and compelling systems are the ones we navigate every day: the relationships, groups, networks and hierarchies that make up the personal and professional fabric of our lives. We’re born into some of these systems – our families and cultures – and others we choose and build based on our goals and needs. Some social systems are rigid and rule-defined; others are loose, flexible and informal. You’ve heard it before: humans are deeply social animals.”
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Jean de La Fontaine published “The Oak and the Reed” in the first of his twelve books of fables. Published in 1688, the fable is adapted from Aesop’s Fables and is written in poetic meter and rhyme in French. La Fontaine’s adaptation is not unique: the tale has been retold in Greek, Latin, Italian and English and has even been interpreted in statue and song. Why do you think this story is so inspiring, across cultures and generations?
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You don’t have go far to read impassioned references to the American “skills gap.” A recent survey published by Adecco found that 92% of American executives believe that American workers are not as skilled as they need to be. Although reasonable minds do differ as to whether the “skills gap” is a real problem or not, one thing is very clear: technical expertise is critical to running a successful business in every sector of the economy. But expertise has a shadow.
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How do we reenergize at work? And what does that energy do for us, as employees and colleagues? Researchers from Brigham Young University, California State University and the University of Michigan took on these questions in a recent article for the Journal of Applied Psychology. Their research shows that relational energy – the psychological resources we gain from our interactions with others – has the capacity to make us simultaneously more effective and satisfied in the workplace.
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In a recent piece explaining “How Senior Executives Find Time to Be Creative,” The Happiness Track author Emma Seppala points out that “the number-one attribute CEOs look for in their incoming workforce” is creativity. She goes on to pack her article with tips for fostering creativity day in and day out – even on a busy schedule. Read about Seppala’s research – and find links to pieces on energy at work, listening well, literature and mental health and more.
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The headline is stark: Americans are increasingly unlikely to read literature. So found the National Endowment for the Arts in its recently released Annual Arts Basic Survey (AABS). Measuring the ways adult Americans interact with and engage in the arts – from reading a book to playing an instrument to attending a performance – this year’s survey shows that only 43% of Americans read “novels, short stories, or plays not required for work or school.” Although the NEA’s research excludes narrative non-fiction and newer storytelling genres like blog posts and podcasts, the research suggests that reading rigorous literature may shrink away to nothing, with fewer and fewer Americans taking the time to explore the magic of literary worlds. But the NEA’s numbers are particularly striking as they break down along gender, race and educational lines.
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In a recent article for the New York Times, Charles Duhigg takes a close look at Project Aristotle, a Google initiative that sought the answer to one burning question: what makes a good team? As Duhigg explains – and employees everywhere know – modern worklife is a series of collaborations and interactions. Your ability to work on a team can make or break your success in an organization, while team productivity directly affects companies’ ability to deliver on their goals.
According to Duhigg, employees in Google’s People Analytics division sifted through decades worth of research on team productivity, while analyzing 180 teams throughout their organization.
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