Why We Work

商家名称	信用等级	购买信息	订购本书
		Why We Work
		Why We Work

An eye-opening, groundbreaking tour of the purpose of work in our lives, showing how work operates in our culture and how you can find your own path to happiness in the workplace.

Why do we work? The question seems so simple. But Professor Barry Schwartz proves that the answer is surprising, complex, and urgent.

We’ve long been taught that the reason we work is primarily for a paycheck. In fact, we’ve shaped much of the infrastructure of our society to accommodate this belief. Then why are so many people dissatisfied with their work, despite healthy compensation? And why do so many people find immense fulfillment and satisfaction through “menial” jobs? Schwartz explores why so many believe that the goal for working should be to earn money, how we arrived to believe that paying workers more leads to better work, and why this has made our society confused, unhappy, and has established a dangerously misguided system.

Through fascinating studies and compelling anecdotes, this book dispels this myth. Schwartz takes us through hospitals and hair salons, auto plants and boardrooms, showing workers in all walks of life, showcasing the trends and patterns that lead to happiness in the workplace. Ultimately, Schwartz proves that the root of what drives us to do good work can rarely be incentivized, and that the cause of bad work is often an attempt to do just that.

How did we get to this tangled place? How do we change the way we work? With great insight and wisdom, Schwartz shows us how to take our first steps toward understanding, and empowering us all to find great work.

网友对Why We Work的评论

都说工资不是最重要的动力。
都不说工资低是非常重要的阻力。

比我想象的要薄很多，但内容不错

Wonderful! it arrived quickly in Brazil. Excellent book.

Why do we work? Swarthmore College psychology professor Barry Schwartz explores that question in the TED book Why We Work. Mostly he wants to object to the notion that we work for material rewards alone. Put more precisely, he wants to change the fact that most people's primary motivation for work is material rewards.

I have frequently heard people say, "Find something you love, dedicate yourself to it, and don't worry about getting paid." Which is fine for some people, if they love something that actually pays. Love running? There are a few jobs out there, in retail, training, or publishing related to running. But people in those jobs are a tiny minority of people who love running. Love to sculpt? Good luck making money with that. Love playing video games? Dream on. So I was encouraged to see him acknowledge that "Ninety percent of adults spend have their waking lives doing things they would rather not be doing at places they would rather not be."

This does not have to be a bad thing, though. It's not the jobs themselves that have to change. The marketplace creates a demand for the jobs performed, after all, or those jobs wouldn't exist. He wants to change the way the jobs are structured. "Just how important material incentives are to people will depend on how the human workplace is structured. And if we structure it in keeping with the false idea that people work only for pay, we'll create workplaces that make this false idea true."

Management science and workplace habits have put us in a "deep hole" of "misconceptions about human motivation and human nature." Schwartz wants to "foster workplaces in which challenge, engagement, meaning, and satisfaction are possible." That sounds great to me! Schwartz's message will primarily be for those in management, but he also emphasizes the role of the individual worker. Hairdressers and janitors can also "have a hand in creating a human nature that is worth living up to." Schwartz has given food for thought for that 90%, challenging all of us to shift perceptions and "seek higher ground."

Thanks to Edelweiss and the publisher for the complimentary electronic review copy!

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