
In "Why We Work," psychologist Barry Schwartz debunks the myth that paychecks drive motivation. Featured in The New York Times and praised by Kirkus Reviews, this TED book reveals how well-designed workplaces can transform our relationship with work from obligation to fulfillment.
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Imagine waking up every morning excited to go to work. For most of us, that's a fantasy - Gallup's global research spanning 142 countries reveals only 13 percent of workers feel truly engaged by their jobs. The vast majority are simply checked out, with many actively despising what they do. This represents an enormous waste of human potential: 90 percent of adults spending half their waking lives doing things they'd rather not do. Why has work become something to endure rather than enjoy? The answer lies in a powerful myth that has shaped modern work for over two centuries. Since Adam Smith's vision of the pin factory, we've operated under the assumption that humans are naturally lazy and will only work when properly incentivized with rewards. This philosophy led to breaking work into simple, meaningless units for maximum efficiency. Frederick Taylor's "scientific management" refined this approach, using time-and-motion studies to determine the "one best way" to perform any task, stripping workers of autonomy and creativity. What's particularly insidious about this worldview is how it becomes self-fulfilling - when we design workplaces assuming people only work for money, we create environments that make this false idea true.
Divida as ideias-chave de Why We Work em pontos fáceis de entender para compreender como equipes inovadoras criam, colaboram e crescem.
Destile Why We Work em dicas de memória rápidas que destacam os princípios-chave de franqueza, trabalho em equipe e resiliência criativa.

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Criado por ex-alunos da Universidade de Columbia em San Francisco
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Criado por ex-alunos da Universidade de Columbia em San Francisco

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