Why we do what we do

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    22-May-2015

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Why we do what we do

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1. WHY WE DO WHAT WE DOThe Hidden Rules of Class at WorkCandace Moody, Jacksonville 2. WHY CLASS MATTERS 3. Definitions: where we come from Generational Poverty Working Class Middle Class New Money Old Money 4. Class Priorities Poverty: survival, relationships, entertainment Middle Class: work, achievement, security 5. HOW CLASS AFFECTS US 6. Why Does Money Matter? It affects an persons ability to focus at work and school It affects her connectedness (she wont have voicemail;wont answer the phone) It affects access to knowledge, education, and healthcare 7. Ruby Paynes definition of poverty Lack of Resources: Emotional Mental Support systems Role models Knowledge of hidden rules 8. How class affects our thinking About money About loyalty and relationships About work About time About whats important 9. MaslowsHierarchy ofNeeds 10. How we think about relationships Two important skills that help employees deal with conflict: The ability to listen The ability to translate from the personal to the objective Listening: What is the real issue? What is most important here? What register of language is appropriate? (formal vs.casual) How do we structure stories? What happened, in order Cause and effect 11. Being able to identify cause & effect(courtesy: Reuven Feuerstein, an Israeli educator) Individuals who cannot plan, cannot predict. If they cannot predict, they cannot identify cause andeffect. If they cannot identify cause and effect, they cannotidentify consequence. If they cannot identify consequence, they cannot controlimpulsivity. 12. EQ1. The ability to understand what youre feeling2. The ability to control what youre feeling3. The ability to understand what others are feeling4. The ability to change what others are feeling 13. Behavior in the Workplace Laughs when disciplined. (A way to save face.) Argues loudly with the authority. (Sees the system as inherentlydishonest and unfair.) Angry response; may even instigate physical fights. (May nothave the ability to see issues as abstract.) Inappropriate or vulgar comments. (May not know formalregister.) 14. THE HIDDEN RULES 15. The Hidden Rules of Class at Work Unspoken Are used to judge whether you belong Absolute: You just dont do that They affect who succeeds and who doesnt 16. The Rules Whats expected of you / how you are judged Entry level: what you do Mid level: what you know Upper level: who you know Who you must connect with Entry level: your team Mid level: managers up and down the organization Upper Level: External connections vital to the companys success Planning: Entry level: daily, if at all Mid level: weekly to annual; project-based Upper level: strategic, long-term 17. The Rules Time commitment: Entry level: by the hour; only hours paid Mid level: 50 60; until the job is done Upper level: work, plus travel and social events with spouse Spouse or significant other: Entry level: doesnt matter Mid level: helpful, but not crucial tosuccess Upper level: critical factor; seen as areflection of judgment and taste 18. WHAT DO YOU THINK?Q&A 19. Resources The Hidden Rules of Class at Work, Ruby Payne The Fragile Mind, Jarik Conrad