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The Essentials of Productive Work

August 1, 2013 By David Griesing 2 Comments

(1) Productive work provides people with goods and services that actually improve their lives.

(2) It provides adequately for your needs and for the needs of your loved ones.

(3) Productive work makes you more capable while you’re doing it, and your labor more valuable.

(4) A primary goal in any community should be to help ensure that productive work is available to everyone who is willing & able to do it.

On this page, these 4 essentials have been my grounds for attacking un-productive work (such as contributing to the churn of consumer products no one needs), and challenging economic forces that inhibit or eliminate productive work (wherever that work is being done).  Examples include these recent posts: Who Bears the Cost of Low Prices? and How Everyday Low Prices Hurt Us All, about why it’s in our interest for employees at the big-box stores we shop in to make “a living wage,” and What We Don’t Know Can’t Change Us, about how our consumption of “fast fashion” links us to recent manufacturing tragedies in Bangladesh.

It’s the essentials you commit yourself to—whatever they are—that drive not only your point of view but also the decisions you make about important issues.

It’s where you take a stand.

It’s where changing your life and work starts.

Andy Goldsworthy - Japanese Maple Leaves
Andy Goldsworthy – Japanese Maple Leaves

 

Affirming the essentials–our collective priorities–is equally important as we emerge from the economic setbacks of the past 5 years and try to regain our productivity as communities and as a nation. It is necessary too for great but crippled institutions that are trying to seize the future with clarity and purpose. This is why his bold affirmation of the essentials was the most significant part of the pope’s visit to Brazil last week.

Francis was thinking out loud about the foundations of the Catholic Church when he spoke to Brazil’s bishops last weekend. (The full text of his remarks can be found here.) He was trying to uncover the rock the Church was built on, buried beneath sex scandals, bureaucratic turf battles, and too many unhelpful words. His aim was to turn the tide on the Church’s increasing irrelevance.

Perhaps the Church appeared too weak, perhaps too distant from [people’s] needs, perhaps too poor to respond to their concerns, perhaps too cold, perhaps too caught up with itself, perhaps a prisoner of its own rigid formulas, perhaps the world seems to have made the Church a relic of the past, unfit for new questions; perhaps the Church could speak to people in their infancy but not to those come of age.

He advocated a new “grammar of simplicity” to address universal human needs, such as:

the loss of a sense of life’s meaning, personal dissolution, a loss of the experience of belonging to any ‘nest’ whatsoever, subtle but relentless violence, the inner fragmentation and breakup of families, loneliness and abandonment, divisions, and the inability to love, to forgive, to understand, the inner poison which makes life a hell, the need for affection because of feelings of inadequacy and unhappiness, the failed attempt to find an answer in drugs, alcohol, and sex, which only become further prisons.

And he gestured to the natural world of Brazil’s Amazon Basin, urging:

respect and protection of the entire creation which God has entrusted to man, not so that it be indiscriminately exploited, but rather made into a garden.

It is here, in a simple dialogue with these essentials, that “God always enters clothed in poverty, littleness.” (An earlier, related post about Francis’own simplicity can be found here.)

To recover faith, to find productive work, to live a fulfilling life: all begin by declaring the essentials.

Meaningful change never happens unless you start here.

Filed Under: *All Posts, Building Your Values into Your Work Tagged With: change, essentials, ethics, foundation, point of view, Pope Francis, power source, priorities, simplicity

Base of Operations

May 11, 2012 By David Griesing 2 Comments

Thinking differently about your work means thinking about different kinds of work.

We all know what we’ll to be doing today. But where are the people passing us on the street going to work, and what will they be doing when they get there? Wondering about it, talking about it with some of those people, maybe even tagging along with them for a day can blow out the walls when thinking about what you should be doing with your own work life.

TWELVE CORNER STONE – CUZCO

Unfortunately, our “wondering” tends to be pretty timid. That’s because our focus usually gravitates to people who look a lot like us (are they more successful, making more money?), or who seem higher up the ladder (are their lives easier and more satisfying than mine is?). But what about looking less timidly, so that it’s not simply confirming what you already know, but about building your thinking around entirely different foundations?

I heard Charles Alan Murray speak at Bryn Mawr the other night. Among other things, he illustrated how the bubbles we inhabit with all our preconceptions are fortified by the ways we live.

In many of our neighborhoods, nearly everyone is, for all intents and purposes, the same. The education we’ve had. The cars we drive and stores we shop in. The TV shows we all watch (or don’t watch). The sameness of our surroundings bolsters the image we have of ourselves. But it can be pretty thin gruel after awhile.Aren’t we confident enough to open the windows around our certainties, allowing our lives to be enriched by what can be learned by living and thinking a little differently?

Murray talked about looking, years ago, for a place to locate his young family around his research job as a political scientist in Washington D.C. The usual suspects were the affluent, inner ring suburbs like MacLean Virginia, where the well educated and upwardly mobile were looking for “good schools” and a mirror of their hoped-for success. Murray made a conscious choice to look elsewhere, choosing a small town of a couple of hundred people in rural Frederick County. He did so because he wanted to school his children around people who worked with their hands, ran small stores, didn’t have degrees from Harvard and MIT like he did. “More enriching for me and for them,” he said.

Murray was also scrambling the expectations others had about him.

Earlier in my career I helped run a civic organization with a board that was up to its neck in prominent Philadelphians. I got to know many of them well, and thought they were learning something about me too. They knew I lived with my own young family in the City, but despite telling them that our home was in East Falls (a part of town with a near-perfect slice of Philadelphia’s demographic, from projects on up), none of them could accommodate that I lived anywhere other than the one or two City neighborhoods they knew best. So wedded were they to where “I belonged,” I just stopped correcting them after awhile.

The prison I’m talking about is one that you, as well as others, busily maintain for you.

I recently had a candid conversation about this kind of straightjacketed thinking with Timothy Rub, 2½ years in as director of the Philadelphia Museum of Art. As he’s discussed elsewhere, the museum director’s challenge is to bring the past into “fruitful conversation” with the present so that it’s possible to imagine different futures. In this, a great museum’s “present purpose” is to be “the foundation stone, indeed the catalyst for innovation and creativity” in the community. But in this (as in so much else), it comes down to the people involved: to his stewardship and to those who hold that trust with him. How, he wondered, can we breathe new possibility into great institutions when so many of our stewards seem unwilling to think differently?

THE PHILADELPHIA MUSEUM OF ART by irraa@Flickr

There’s little to be lost, and the promise of a better world gained, when you re-open basic questions you thought you’d answered—once and for all—a long time ago.

Broadening your base of operations can support better work, a richer life, and more consequential futures.

It’s time to start thinking outside your box.

Filed Under: *All Posts, Building Your Values into Your Work, Daily Preparation Tagged With: alive, base of operations, change yourself, foundation, make a difference, potent, rootless, thinking differently about your work. transformation

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David Griesing (@worklifeward) writes from Philadelphia.

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