Why does what we do matter
Part II from Why Our Career Choices Matter For Climate Action.
The links between people, what they do and how they do it — towards the future of work.
The pandemic, global war crisis and speed of technological advances in tandem with climate impact, has caused a deep paradigm shift and revealed weaknesses — where our governance, economic, financial, educational, community models are now under review. Now more than ever what we do matters, not just for ourselves and our life satisfaction but also for the impact we make on other lives and our planet.
There are critical knowledge gaps within our society and despite the growing awareness of the importance of crisis prevention, there remains a lack of comprehensive understanding regarding the most effective strategies and a disconnect in what is now needed.
Why we need to transform?
Our systems and underpinning approaches were designed for the past, by a select few, and are therefore not reflective of today’s globalised world to effectively prevent, adapt and respond to current challenges with the aim to do more good and improve well-being.
The incoming wave of thinkers/leaders, learning from accessible creator economies and decentralised technologies are conscious of their actions and now asking for more — for ‘collaborative, autonomous, personalised and peer-driven approaches’ with life-satisfaction and purpose finding as key drivers.
This generation cares greatly about autonomy and work-life balance — almost two-thirds of Gen Z would prefer to work for themselves in a start-up. About half report that they would quit their job if it interfered with their work-life balance. — World Economic Forum
As soon as the next six years, this generation (Gen X, Millennials) will be above 58% in the workforce. Link. What will our world look like then and what pathways can we build now to ensure this transition and transformation is realised together?
Understanding ‘Work’ and our place in it
Our existing needs based distribution system revolves around work for wages which are set at a specific level through current economic models. The fundamental principles of how we work together in a modern context were invented around a hundred and fifty years ago. Since then, what we work on has changed completely, yet we still work according to the same systems that were used over a century ago. Link
There are several reasons for this.
The risk to change is high. The history of ‘work’/‘Jobs’ as we know it today, has been there since industrialisation — organisations are reluctant to change what has been ongoing for so many years for fear of failure, reduced appetite to risk and reliance on processes that are entrenched in the past which in turn influence how business models and operations are set up and run. Governments are slow to respond for a similar reason — they are part of a system that has been established before the advent of technology and creative economies changed the ‘nature of work’. New technologies/new ways of working- haven’t yet had the same amount of lived experience based time and therefore adds to issues around trust.
Education as a foundational step is slow to shift. Our education system, on which entry into the labour market is based, is rooted in the past. As a historical institution, it is a large, lumbering giant with many stakeholders and competing agendas.
Current mindsets are tied to lived experiences. Today’s leaders and decision-makers are of a generation part of a hierarchical capitalist approach, mostly pre- internet technology/emerging AI technology as we kn ow it today. Lived experience on which mindsets are based, is still connected to a time when these did not exist. There is therefore a psychological connection to memory that can prevent fast change. There is also the fear of losing current personal gain for unknown futures.
The existing state of work and the need for transformation
Clear planetary boundaries — Climate change is a very real threat which is disrupting ecosystems, economies, and societies on a global scale, with cascading impacts on livelihoods, security, and well-being. The decisions businesses and leaders make can either speed this up or facilitate a necessary shift of working within ecological limits. The shift towards proactive measures and resilient systems capable of mitigating risks and adapting to changing environmental conditions has started.
Rapid technological advancements — such as artificial intelligence, automation, and digitalisation, are reshaping industries and job markets, requiring workers to continuously update their skills and adapt to new ways of working. The rise of remote work and digital collaboration tools in response to the COVID-19 pandemic underscores the importance of digital literacy and virtual communication skills in modern workplaces, transcending traditional disciplinary boundaries.
Hybrid Skills — Conventional job titles and career paths are starting to become obsolete with new startups hiring in a skills based approach which transcends titles. Certain professions however, are still undervaluing the important role of soft skills in driving success where others remain closely connected to the institutions they serve.
Life Value — Younger generations, such as Millennials and Gen Z, are entering the workforce with distinct values, priorities, and expectations regarding work-life balance, social responsibility, and environmental sustainability, challenging traditional organisational norms and structures.The rise of purpose-driven companies and socially responsible investing reflects a broader societal shift toward prioritising ethical and sustainable practices in business operations, recruitment, and consumer choices.
Governance systems — Government policies and regulations are looking at promoting lifelong learning, cross-sectoral collaboration, and innovation clusters to facilitate the emergence of new skill sets and career pathways that align with emerging societal needs and technological trends. The uptake of this on ground is yet to be fully realised.
Global connection — The interconnectedness of the global economy and the increasing diversity of workforces present both opportunities and challenges for fostering interdisciplinary collaboration and cultural competence in diverse teams. Environments that foster diverse thinking and approaches is starting to occur however progression and leadership is still based on hierarchical legacies.
The Opportunity Space — An invitation
We need to prepare and build the steps towards the transformation we know is needed across three key areas:
- Hybrid Mindsets
The complexities of our current world requires us to be educated in an ecosystem way where knowledge is shared in an open pool and its’ application occurs across diverse fields to cultivate the ability to navigate linked problems and think in a collaborative, cross-sector, cross- discipline way. It’s uptake and success requires turning this thinking into action. This however, is only possible where processes move beyond restrictive linearity and silo based approaches.
2. Transformed Systems and Models
Our current systems are based on the past. A time which does not reflect the speed at which today’s technology has helped decentralise approaches and create autonomy of thought. Nor one, where diversity and inclusion was considered at the outset. The incoming generation needs better systems and value-based models that consider systemic, linked factors.
3. Interdisciplinary skills
The rise of decentralised education platforms (google, you-tube etc.), remote working and self fulfillment has led to greater confidence in holding/hosting multiple skills. Combined with the over-arching need to quickly move towards climate and ecological health based economies, the desire to hone and utilise varied skillsets is tied to the many ways income can now be earned, purpose and impact can be felt and life satisfaction can be realised.
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Thanks for reading! If you found this interesting, please take note of an ongoing project based on this thinking and get in touch with any examples relevant to the future of work.
