Ben Zweig

One is that I think there really is some very real tension between adaptation and stability.

If an organization needs to adapt, maybe some instability is just the price to pay.

So I think that that may happen.

And maybe that's just the trade-off that has to be navigated.

But I do think there are ways to be purposeful about giving people autonomy and let them feel like there's integrity in their job.

So one is this concept of job crafting.

When work reconfigures, sometimes that's top down.

Sometimes, you know, the manager says, hey, you know, you're doing too much of this.

You need to do more of that.

And that feels kind of micromanaging.

But more and more, it's actually coming from the employee, from the worker.

And they say, hey, you know, like, I think this can be done a different way.

Or I think, you know, I'd like to use this technology versus that technology.

And, you know, I am more interested in doing this, less interested in doing that.

So I think that should happen more because that is a way to reconfigure work that puts a lot of the power and responsibility on the worker.

I think the role of the manager is less about delegation or should be less about delegation and more about

communicating the needs and changes of the organization well and be kind of a liaison between the concerns of the business and the skills and interests and capabilities of the workers, of their team.

The people in the organization, the workers, the people actually executing on tasks, like really, really should be

given a lot of discretion about how to reconfigure their work.

And I think that ultimately respects their intelligence.