We spend a large part of our time in life “working”.  One of the most natural distinctions here is usually between what we have to do (work) and what we want to do (leisure). Work is associated with the idea of accomplishing something, creating something new and acquiring skills that are socially necessary for our way of life. Leisure is understood as the time that is freely available to us to pursue all the interests that have no place in our working lives.  I maintain that this understanding of work and the concept of work that we currently regard as „normal“ has reached the end of its possibilities. In this article, I would like to explain the aspects that bring me to this conclusion.

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The concept of work in a social context

„First the work, then the pleasure“

„If you can party, you can also work“

„No pain, no gain“

„He who rests, rusts“

Who hasn't heard them, the wonderful sayings that we have been passing on socially for decades. All these sayings have one thing in common, namely the idea that there is a certain way in which life works and how much of our time we can freely determine and to what extent. The idea that work is not inherently meaningful, let alone meaningful for each individual, also resonates everywhere.   Work is what we live or what we do in order to live. The things that are close to our hearts, that we find meaningful for us as human beings and that we use to create meaning are often located more in our leisure time.

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The cornerstones of the current concept of „work“

365 days a year, divided into months and working weeks as well as weekends. 5 days per week dedicated to work, 2 days per week available (in most cases) for matters that are not work. 40 hours or more of the 5 or more working days are devoted to work, the rest to everything else. In our work concept, the working day is mentally located with 8 hours as the standard size - classically and predominantly regarded as „normal“ starting in the morning and ending in the afternoon.

These are the starting points for all further specifications of our work concept: Below that is part-time or part-time, above that is working overtime, at other times of the day shift work, late and night work. There is also a main job, to which we devote the majority of our time, and sometimes a part-time job, unpaid voluntary work or unpaid care work, in which we also do something, but are not provided with financial resources in accordance with our work concept.

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The cornerstones of our idea of “leisure”

In our work concept, leisure time is understood as our „free time“, the time that is freely available to us after work is done.  At first glance, it's pretty great: 8 hours of work in a 24-hour working day means a brilliant 16 hours of free time!  But wait: can we really use these 16 hours freely? Not really.

We should also sleep, ideally around 8 hours, so that leaves 8 hours that we can divide up freely. That's also a pretty good deal: 8 hours work, 8 hours free time. But wait a minute.  Work, sleep, self-care, care work, relaxation, hobbies... Phew, quite a program that is predominantly filled with performance activities, especially when a large part of our energy has already gone into work. This means that we don't usually have any real freedom to organize our time, especially as the framework conditions largely dictate when we can do what (shopping, sports activities, etc.).

So our understanding of „leisure“ is actually misunderstood if it includes everything that is not „work“. The term is misleading, because this time is not really free. It is the time we use for ourselves and those around us. Usually, however, more for those around us and less for ourselves. And often with additional benefits, even if they are not compensated financially.  

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What our current work concept is based on

How long has the idea of work and leisure existed? And how did it develop? This question is one that I always address with students on the subject of organization and change. This is because it is very revealing to learn about the basis on which our work concept is built. Because this basis also limits the possibilities to a certain extent and provides a direction, a framework. Ask yourself the question: How many truly new and groundbreaking things are possible if the foundations look like this?.

Increased efficiency in the Taylor system

With the aim of optimizing efficiency and performance in production, the focus was on specialization, standardization and formalization, the classic logic of a factory from the industrialization era (keyword „Taylor System“).

„A person is like a part of a machine; He is lazy, selfish; he is only interested in material goods; he must be controlled and externally motivated.“ (Frederic Taylor)

Henry Ford in particular, who founded the Ford Motor Company in 1903, implemented and further optimized this machine logic in an ideal form thanks to flow production, a high degree of standardization and the disassembly of work processes. This „Fordism“ led to an unprecedented increase in productivity. Workers were primarily motivated by higher wages.

Assembly line work: the time of the origin of our work concepts. Here is a screenshot from Charlie Chapplin's „Modern Times“ - an examination of the understanding of a human being as part of a machine as the reality of working conditions at the time.

Motivation can be increased by social factors

Building on the aforementioned foundations and in search of further efficiency improvements, the „Hawthrone Experiments“ were conducted between 1927 and 1932 under the guiding question: „How can employees be motivated to perform at a high level?“.

They founded the human relations approach, which is still the basis of our approach to work today. The insight behind it: social relationships are highly relevant for people's motivation. This can be influenced in a targeted manner: if the social environment and the work are perceived positively (behavior of the superior, trust, material incentives), satisfaction with the work increases, which in turn leads to higher productivity and more work performance.

„Man is a social being; as a group member he develops a common behavior towards the environment; the individual is only a variable to explain behavior.“ (Elton Mayo)

What we regard as normal today is therefore the result of a logic of increasing efficiency and productivity. Job satisfaction was also a factor of interest here. And these foundations are still in place today: we continue to optimize work cultures and environments so that work can be managed, the core business can be carried out well and efficiently and everyone gives their best. And there are undoubtedly many ingenious achievements here. But nonetheless, they remain within this traditional framework.

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We have long since made the best possible use of the existing work concept

I am convinced that we have currently reached a point - similar to Henry Ford back then - where we have made the best possible use of the basis on which it is built. After all, how much optimization and change towards a „new“ work concept in line with current social conditions is even possible?

All new work concepts, corporate approaches, work organization ideas, the dissolution of hierarchies and the flexibilization of processes have their limits in terms of their potential for change and development, which are determined by the framework on which they are based. What's more, we have evolved as a society and the context of work is different than it was back then. We have different needs, a much greater awareness of what is good for us and what is not.

There are new crises and challenges that need to be overcome, first and foremost the climate crisis. Challenges that we can no longer tackle in our „spare time“, but which require other foundations and logics to overcome, a completely new „doing“.

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Quo vadis, „work“?

It is time for us to not only develop our idea of work further, but to completely rethink it.  The current challenges for employees and employers, for companies and the workforce can only be used as an opportunity if we reinvent ourselves.

Companies are currently suffering in particular from the shortage of skilled workers, which will become even more acute in the coming years as the retirement wave of the so-called „baby boomers“ begins. Many experts will be leaving the labor market who have lived a work ethic that no longer prevails today.  The understanding of work is changing and companies in particular cannot meet these changes effectively with traditional methods.

Of course, it would also be possible to keep passing the hot responsibility potato around„But first... the politicians/the biggest industries/other countries would have to...“. But then nothing would change. Or to put it another way: we would leave it to chance in which direction we or „it“ would change. This idea is also somehow unsexy, isn't it?

And yes, of course, this change is also one that requires us to let go of what we have grown to love and become accustomed to.  The one that hurts, the one that requires effort and in the meantime perhaps even - when the new is not yet there and the old is no longer there - a little chaos.

But better a chaos that can be actively influenced and a change to a future that suits the new conditions than one that we have to deal with reactively. Or what do you think?

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What is needed to reinvent the concept of work

The concepts and new models are there, it's not about having to develop or invent something new. It's about having the courage to let go and reinvent yourself.  As a company, as a society, as an economy. And it's about using new metrics to open up a new space of opportunity. A new realm of possibility in which the cards are reshuffled and responsibility is shared by us all. Because one thing is certain: it no longer works the way it is now. The shortage of skilled workers, stagflation, increased pandemics and wars, the climate crisis, an ever-widening gap between those who have everything and those who have nothing, growing inequality of opportunity and increasing child poverty are all evidence of this. And this despite all the adaptations to the existing situation.

The necessary change does not work „top down“ - neither at a social nor at a company level.  It is a change that only we can bring about together by deciding to use our Self-Efficacy© for ourselves and a better future.  Changing the concept of work as it exists now can only happen if awareness is raised and people are empowered to perceive their own needs and those of others, to take them on board, to work with them and to include the wider context. And this is already happening, even if we are often not so aware of it.

I myself am a consultant for workplace health promotion and healthy work cultures and accompany people on their development paths in coaching and training sessions. A central desire is always to find one's own way of working and to integrate it optimally into one's own work - as an individual, team or company.  This involves a huge variety of factors that can influence our well-being (mental, physical and social) both at home and at work.

My clients are usually concerned with the desire to increase their own well-being and at the same time the sense of purpose and their self-effectiveness.  It is about thinking ahead, understanding one's own needs and priorities. Firstly, in the context of the existing situation, to become aware of the limits of the possibilities. Then it is also about getting back into action yourself and actively shaping your environment.

It's time for something new. Let's understand work as a contribution to joint, socially and ecologically compatible action. As a work concept in which not everyone is squeezed into predetermined paths, but in which diversity is lived in all directions and potential is called upon. And in a way that enables everyone to use their energy for what is close to their heart and thus to develop their optimal SelbstwirkKRAFT ®.  Because we have reached a point where further development in the conventional way has reached its limit. And I plead for the The courage to completely reinvent „work“.

If you would like to take a closer look at your SelbstwirkKRAFT© and find out in which direction you would like to focus it, then beech gladly a non-binding initial consultation with me or call me and we'll see how I could accompany you on this path, for example as part of my SelbstwirkKRAFT© coaching package.