Unemployment, starvation, war and unrequited love are probably more important and more urgent concerns, but the almost complete lack of serious thinking about the nature of work never ceases to amaze me. Most of us work and we spend a considerable portion of our lives doing our work, and yet how many of us do a job only because we need the paycheck? Far too often, work is a toil, not always a physical toil for us Westerners but a psychological one, because we work in systems we don’t understand, let alone control, or because we contribute an insignificant, boring, detailed part of a larger process we don’t really care about. We go to work, not to produce, be creative or self-develop, but simply to make a living, to have some cash, and in a few cases to have prestige, status, power or some other good external to the production process in which we engage or the product to which we contribute.
Work is not connected to who we are or wish to become. Who does not dream of another life? The statistics about job satisfaction and job motivation are depressing.
Work should be about creativity, excellence, development and self-expression rather than wages, survival and status. How do we get there? That will be tough, but giving workers more control of their factories or businesses and increasing automation of the uninteresting parts of work would be a good start. Even if many of us – in the West at least – are no longer machine appendices in the style of Chaplin’s “Modern Times”, we’re often still tied to routine jobs that are part of a system the purpose of which is obscure to us or leaves us indifferent. Our contribution is not insignificant – or we wouldn’t get paid – and yet we are replaceable. The larger purpose of it all escapes us or doesn’t matter.
We shouldn’t forget that the division of labor into fragmented tasks in a highly hierarchical organization – and “organization” here also means markets (a taxi cab’s ride is just as much his boss) – is probably not so much a requirement of modern markets or production technologies but rather the consequence of a very specific way of viewing work relationships, namely relationships between highly qualified “managers” and simple executors. Other ways of working are possible and should be promoted.