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288 pages, Hardcover
First published April 13, 2010
Now, some might find this an elitist view of work. Of course, creative marketing people or talented software engineers or highly trained chemists can be passionate about their work. But what about janitors, truck drivers, or assembly-line workers? How will they ever feel passion for the work they do? As we will explore in a later chapter, these individuals, too, will have an increasing opportunity to feel passionate about their work. . . . As we begin to realize that scalable efficiency cannot see us through the shift to near-constant disruption, we will begin to see that performance improvement by everyone counts, not just performance for ‘knowledge workers.’
So what can we do? We can find or develop our passion. . . . One of the great lessons that Toyota taught us is that assembly-line workers can be enormously passionate about their work if they are treated as problem-solvers who can innovate rather than automatons who are simply carrying out detailed instructions defined by someone else. . . . We would be well advised now to step back, reflect on those passions, and see if we can find some creative way to pursue them, either through a full-fledged career change by redefining the work we are doing, or by edging into it through a reduced workload arrangement. Another option is to find parts of our current work that are truly satisfying and engaging our interest.