{"product_id":"164634","title":"Fake Real Labor Set ","description":"\u003ccenter\u003e\u003cdiv style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/tmgdisk01.cafe24.com\/images\/vs\/4172\/sv\/3jYFtwmPOifP0YXgso1w6qzY1SpfwJ.png?v=1764974781\" style=\"max-width:100%;max-height:10px\"\u003e\u003c\/div\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\u003ccenter\u003e\n\n\u003cdiv style=\"width:95%\"\u003e\n\n\u003cdiv style=\"text-align:center;font-size:30px;font-weight:bolder;line-height:1.6em\"\u003e Fake Real Labor Set \u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"border-bottom:1px;border-bottom-style:dotted;border-color:;padding-bottom:20px\"\u003e\u003ccenter\u003e\u003ctable align=\"center\" width=\"100%\"\u003e\u003ctbody style=\"border:0px\"\u003e\n\n\u003ctr\u003e\u003ctd align=\"center\" style=\"line-height:1.2em;text-align:center;font-size:18px;color:black;font-weight:bold;padding-bottom:20px;\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\u003ctr\u003e\u003ctd style=\"text-align:center\"\u003e\u003cimg src=\"https:\/\/image.yes24.com\/goods\/126159053\/XL\" style=\"max-width:100%;height:auto\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\n\n\n\u003c\/tbody\u003e\u003c\/table\u003e\u003c\/center\u003e\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;{split_style6}padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e Description \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;word-break:break-all;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eBook Introduction\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\u003cdiv\u003e\u003cdiv\u003e ★ tvN's \"Knowing Bros\" strongly recommends Professor Kim Sang-wook!\u003cbr\u003e ★ Highly recommended Danish daily newspapers such as Politiken and Daily Börsen!\u003cbr\u003e\u003cbr\u003e “Why do we work 8 hours when we created a society where we only have to work 4 hours?”\u003cbr\u003e Why do we feel proud when we say we're busy?\u003cbr\u003e Are you doing real work most of the time during the day?\u003cbr\u003e There is something wrong with our work!\u003cbr\u003e \u003cbr\u003e“Humans are still constantly creating work due to the compulsion to work.\u003cbr\u003e The profits from time and efficiency savings are simply being used to do more work.\u003cbr\u003e This book addresses just that question.”\u003cbr\u003e _Professor Kim Sang-wook, from tvN's \"Knowing Bros\"\u003cbr\u003e\u003cbr\u003e The era of 'fake labor' where people don't work\u003cbr\u003e The Real Reason We Do More\u003cbr\u003e\u003cbr\u003e \"Fake Work: The World of Burnout We Create\" delves into what \"fake work\" is—the busy, pointless, and time-wasting work that has been taboo in our society—and how it has led to our overwork.\u003cbr\u003e In addition to practical statistical data, you can uncover the distorted reality of labor through conversations with labor experts and candid interviews with people who realized their own fake labor in various organizations.\u003cbr\u003e \u003cbr\u003eIn this book, Dennis Nørmark, the author of some of the most cited works in Danish anthropology, and philosopher Anders Fogg Jensen present a new philosophical perspective on labor, drawing on their extensive knowledge of labor, culture, politics, history, and society.\u003cbr\u003e The book is divided into three major parts: \"Lost Time,\" \"Lost Meaning,\" and \"Reclaiming Time and Meaning.\" It not only sheds light on the various problems that anyone working inevitably faces, but also presents courageous alternatives that can help people break free from fake labor, do real work, and rediscover the essence of labor and the meaning of life.\u003cbr\u003e Through this book, we will have the opportunity to dispel the distorted perceptions and doubts we have had about labor.\u003cbr\u003e\n\n\u003c\/div\u003e\u003c\/div\u003e\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eindex\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e Fake Work: A World of Self-Created Burnout\u003cbr\u003e\u003cbr\u003e introduction\u003cbr\u003e prolog\u003cbr\u003e\u003cbr\u003e Part 1.\u003cbr\u003e Lost time\u003cbr\u003e\u003cbr\u003e Chapter 1.\u003cbr\u003e Excessive workload \u003cbr\u003eA future that has not yet arrived│A society worried about overflowing free time│A present that is very different from expectations│Shortened working hours and progress toward a better life│The Stone Age that still remains│The belief in labor│The emergence of fake office workers│An excuse for labor efficiency, the increase in management positions│Overeducation and a surplus of knowledge workers│Harsh labor traded for innovation│Progress that went against expectations, the era of the Great Recession│What on earth do we do all day long?\u003cbr\u003e\u003cbr\u003e Chapter 2.\u003cbr\u003e The emptying of labor\u003cbr\u003e Leaving work without anyone noticing│Why job satisfaction is declining│We work less than we think│People who spend their days doing things unrelated to work│Social taboo: Saying you're not busy│The suffering of employees with nothing to do│If you're bored with everything, you might have bore-out syndrome│When my work feels meaningless│Is the labor market really rational?\u003cbr\u003e\u003cbr\u003e Chapter 3.\u003cbr\u003e The nature and change of labor \u003cbr\u003eFour Types of Empty Labor: Idleness, Extended Hours, Extended Work, and Fake Work│What's Worse Than Empty Labor│Definitions of Fake Labor│Visible Labor, Invisible Labor│Rationality and Reason, Seeing Them Differently│\u003cbr\u003e The Reality of Technology Not Working as Intended│The Paradox of Acceleration│The False Formation of Labor│Things We Do Without Realizing│People Who Acknowledge Their Fake Labor\u003cbr\u003e\u003cbr\u003e Part 2.\u003cbr\u003e Lost meaning\u003cbr\u003e\u003cbr\u003e Chapter 4.\u003cbr\u003e People who don't give up fake labor \u003cbr\u003eTwo months for fake labor│The art of fake projects│The temptation of executives with less work and more responsibility│Work that expands to fit the given time│Management positions keep increasing, but when it comes to cutting, production workers are given priority│Superiors compete to show off│The price of pretending to be busy│Decorating your desk to look busy│Will a company fail without a logo│Fake labor in school│Reducing hours to reduce work│A society where work, not leisure, is a privilege│If you have nothing to do, go home\u003cbr\u003e\u003cbr\u003e Chapter 5.\u003cbr\u003e Problems brought about by solutions \u003cbr\u003eSolutions for systems, not users│Core tasks and fake labor│142 fake questions and made-up answers│A world that does its best to find solutions│The public sector imitating the private sector│Facts hidden in corporate myths│Hacking work instead of finding solutions│Beware of managers with too much time on their hands│Stop endless improvement and focus on core business│The reality of creative organizations│The art of being satisfied with less\u003cbr\u003e\u003cbr\u003e Chapter 6.\u003cbr\u003e Let's stop imitating others\u003cbr\u003e Solutions to non-existent problems│Documenting everything│Imitating superior organizations│Prioritizing great ideas over core tasks│The worship of novelty that breeds fake labor│The occupations that cause the worst waste of time│Corporations' instinct to imitate│Avoiding responsibility using regulations│Annual reports that no one reads│Before blindly resisting fake labor\u003cbr\u003e\u003cbr\u003e Chapter 7.\u003cbr\u003e Let's return to Earth from space \u003cbr\u003eLeadership porn and the alien language of jargon│Accumulation of problems, cynicism and ignorance, and low self-esteem│A weak internal structure incapable of criticism│Differentiation and explosion of publicity, and management for publicity│Excessive competition and over-education│Clues to fake labor hidden in multiple layers│Examples of ostentatious projects│The aesthetic pleasure of false activity\u003cbr\u003e\u003cbr\u003e Chapter 8.\u003cbr\u003e A society dominated by positivity\u003cbr\u003e Positivity is far more powerful than negativity│Positivity creates more work│The ​​first causal relationship of positivity│The absurd and superficial fat of positivity│Positivity must include everyone│Fake participation with a predetermined answer│Buried in reference emails│How to escape the dominance of positivity\u003cbr\u003e\u003cbr\u003e Chapter 9.\u003cbr\u003e Reducing meaningless working hours \u003cbr\u003eThere was no agenda for that meeting│Real rest, not fake rest│The chronic disease called meetings│The sole purpose of meetings│A company that only works until Thursday│If you reduce your hours, you get more work│The ​​relationship between the length of working hours and productivity│Uninterrupted Pomodoro hours│People stuck in the swamp of emails│Escape the shackles of emails│Reducing your hours improves the quality of work\u003cbr\u003e\u003cbr\u003e Chapter 10.\u003cbr\u003e Let go of the idea of ​​working hours\u003cbr\u003e Fair pay for real labor│The strange greed of corporations│The birth of hourly labor│Boredom during work hours: From pain to shame│Zombies appearing in the offices of large corporations│Coordinating other activities│If you are also doing fake labor\u003cbr\u003e\u003cbr\u003e Chapter 11.\u003cbr\u003e Trust people \u003cbr\u003eFake reports that no one reads│Setting forced goals and false procedures│Excessive inspections and regulations to avoid responsibility│Nonsense of doing things out of habit│Nonstopping idle time despite meaninglessness│Side tasks of performance evaluation: Agreement│Reporting is the top priority│Tools and techniques designed for fake labor│The price of emphasizing distrust and control\u003cbr\u003e\u003cbr\u003e Part 3.\u003cbr\u003e Reclaiming time and meaning\u003cbr\u003e\u003cbr\u003e Chapter 12.\u003cbr\u003e Labor and the Nature of Man\u003cbr\u003e Why do we work? │Ancient Greek and Christian perspectives │Organic interaction with the world │Belonging or alienating │The real harm caused by fake labor │The hall of mirrors that distorts the truth │Why fake labor is taboo │The problem is not the individual │Motivations for work │Fake labor that covers up anxiety\u003cbr\u003e\u003cbr\u003e Chapter 13.\u003cbr\u003e Our Strategy for Change \u003cbr\u003eLeave work without worrying about what others think│Let's do truly meaningful work now│The shorter the meeting, the better│Tolerate imperfection│Trust is built only when you give it first│Clearly distinguish fake labor│Be wary of imitating others│Do not measure it by time│Other ways of self-development│Dedicate yourself to real work│The ​​duty not to obey│Do not dilute your sense of moral responsibility│You too may be caught up in fake labor│Me too: Add a hashtag to fake labor\u003cbr\u003e\u003cbr\u003e Chapter 14.\u003cbr\u003e Meaningful Advice for Managers \u003cbr\u003eThe courage to confront fake labor│Why do managers continue to engage in fake labor│Accept roles and authority│Make decisions directly│Balance between relationship-oriented leaders and experts│The fewer managers, the better│The need to reward critical questions│Result evaluation is more important than process or time│Sometimes, it is necessary to trust and delegate│Let them play if they want│Get away from meaningless work│Focus on practical work\u003cbr\u003e\u003cbr\u003e Chapter 15.\u003cbr\u003e A society without fake labor\u003cbr\u003e Why rationalization and efficiency have failed│It's time to liberate our time from fake labor│Why take a break from work│Education that turns us into fake workers│There are countless jobs in the world│Universal basic income│Taking more risks│Reclaiming meaning in work and life\u003cbr\u003e\u003cbr\u003e References\u003cbr\u003e\u003cbr\u003e Real Labor: A Society Where You Can Work Less, A Society Where You Must Work Less\u003cbr\u003e\u003cbr\u003e introduction\u003cbr\u003e Acknowledgements\u003cbr\u003e\u003cbr\u003e Part 1: Definition and Starting Point of Fake Labor\u003cbr\u003e \u003cbr\u003eChapter 1 What is fake labor?\u003cbr\u003e Chapter 2: Yesterday's World\u003cbr\u003e Chapter 3 How Complicated Has Work Become?\u003cbr\u003e\u003cbr\u003e Reestablishing the integrity of the organization in Part 2\u003cbr\u003e\u003cbr\u003e Chapter 4: Speak clearly and avoid nonsense.\u003cbr\u003e Chapter 5: What is Agile? The Share of Fake Labor for Consultants and Trendsetters\u003cbr\u003e Chapter 6: Don't be busy, and don't say you're busy.\u003cbr\u003e Chapter 7: Be honest about your job and spot fake job ads.\u003cbr\u003e\u003cbr\u003e Part 3: An organization where managers accept more responsibility and employees enjoy greater freedom.\u003cbr\u003e\u003cbr\u003e Chapter 8: Collapse the Pyramid\u003cbr\u003e Chapter 9: Improving Work Understanding through Voluntary Initiative\u003cbr\u003e Chapter 10: How to Outline Fake Labor Within an Organization\u003cbr\u003e Chapter 11: Enforcing Collaboration and Maintaining Intimacy with Colleagues\u003cbr\u003e\u003cbr\u003e Part 4: Practical support methods and their functions\u003cbr\u003e\u003cbr\u003e Chapter 12 Why did employees become bureaucrats?\u003cbr\u003e Chapter 13: Why Fix It If It's Not Broken?\u003cbr\u003e\u003cbr\u003e Part 5: Redefining Common Sense and True Values\u003cbr\u003e \u003cbr\u003eChapter 14: A Critical Attitude and a New Concept of Value for Separating Fake and Real Labor\u003cbr\u003e Chapter 15: Eliminating Project Culture\u003cbr\u003e Chapter 16: What questions does digitalization require answers to?\u003cbr\u003e\u003cbr\u003e Part 6: Recovering the Overview of a Good Enough Situation\u003cbr\u003e\u003cbr\u003e Chapter 17: Setting Limits to Your Work\u003cbr\u003e Chapter 18: Breaking Out of the Evaluation Culture and Taking More Risks Together\u003cbr\u003e\u003cbr\u003e Conclusion\u003cbr\u003e References\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eDetailed image\u003c\/b\u003e \u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\u003cdiv\u003e\u003cimg src=\"https:\/\/image.yes24.com\/momo\/TopCate4484\/MidCate009\/448385882(1).jpg\" border=\"0\" alt=\"Detailed Image 1\"\u003e\u003c\/div\u003e\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003eInto the book\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e\n\u003cdiv\u003e The COVID-19 crisis has been a strange kind of trigger.\u003cbr\u003e It has become a catalyst for us to reevaluate what we do all day long during a time we considered 'normal.'\u003cbr\u003e But reflection on such fundamental questions as what we do should not be a flash in the pan when a pandemic rages.\u003cbr\u003e We need to engage in meaningful reflection like this periodically.\u003cbr\u003e A life without reflection is blind and foolish. \u003cbr\u003eNot only is it a waste of time and resources at work, it's also a waste of our precious lives.\u003cbr\u003e I hope this book will be of some help in leading that process of reflection.\u003cbr\u003e ---From the \"Preface\"\u003cbr\u003e\u003cbr\u003e We needed an alternative to the concept of \"empty labor,\" which encompassed work that was not at all difficult but extremely stressful, work that could not be explained to anyone, and work that no one could understand even if explained to them.\u003cbr\u003e So we came up with a suitable term: 'pseudowork'.\u003cbr\u003e\u003cbr\u003e Fake labor encompasses a wider range of situations.\u003cbr\u003e This includes tasks that are ordered, tasks that are paid, tasks required by the organization, and tasks that look like labor but are not labor.\u003cbr\u003e Fake work keeps us busy without us feeling like we're doing any real work.\u003cbr\u003e Or, if there is any work among the things we know that we suspect is meaningless, that is fake labor. \u003cbr\u003e---From \"Chapter 3: The Nature and Change of Labor\"\u003cbr\u003e\u003cbr\u003e For example, if you assign a large project that everyone knows is a waste of time to a relatively young employee just to give them something to do, that's fake labor.\u003cbr\u003e Meetings where you hear about things you already know are also fake labor.\u003cbr\u003e A presentation that is forgotten as soon as the projector is turned off, or supervision or management that fails to prevent things from going wrong, are also fake labor.\u003cbr\u003e\u003cbr\u003e Also, doing things like redoing all your paperwork to cover up the fact that you have nothing to do or to maintain your self-esteem by maintaining the feeling that you are a working person is also fake work.\u003cbr\u003e ---From \"Chapter 3: The Nature and Change of Labor\"\u003cbr\u003e\u003cbr\u003e Some people have come to see through the false formation and its alienating nature, and they recognize that what they were doing or are doing is fake work.\u003cbr\u003e\u003cbr\u003e We decided to find these people and ask them what they actually do in the workplace. \u003cbr\u003eSuch people were surprisingly easy to find.\u003cbr\u003e When they contacted us after seeing our ads on social media or just happened to run into us, they were delighted and rushed to us.\u003cbr\u003e He was openly frustrated, knowing full well that much of his work was a waste of time, a pointless spin on the plate.\u003cbr\u003e ---From \"Chapter 3: The Nature and Change of Labor\"\u003cbr\u003e\u003cbr\u003e If people are given 10 hours to do something, they will use those 10 hours.\u003cbr\u003e But if you were given 25 hours to do the same thing, surprisingly, it would end up taking 25 hours.\u003cbr\u003e It's not that people are lazy, deceitful, or intentionally trying to deceive, it's simply that \"the tasks we have to accomplish grow in importance and complexity in proportion to the time we have to devote to them.\"\u003cbr\u003e\u003cbr\u003e No one wants to be left behind.\u003cbr\u003e Therefore, working hours must be used for something. \u003cbr\u003eSo people work as slowly as possible, triple-check, and distract themselves every now and then.\u003cbr\u003e ---From \"Chapter 4: People Who Don't Give Up Fake Labor\"\u003cbr\u003e\u003cbr\u003e If any of you reading this book are hearing about Parkinson's Law for the first time, you've been missing out on one of the most fascinating and important theories about how organizations operate.\u003cbr\u003e\u003cbr\u003e Parkinson's law was discovered and developed by British maritime historian Cyril Northcote Parkinson.\u003cbr\u003e He summarized his thoughts in an article published in The Economist in 1955.\u003cbr\u003e The series of ideas and hypotheses presented in that paper included concepts that would live on for generations and bear his name.\u003cbr\u003e \"Work expands to fill the time allowed for its completion.\" What does this mean? Parkinson was referring to the infinitely expanding capacity of bureaucracy.\u003cbr\u003e ---From \"Chapter 4: People Who Don't Give Up Fake Labor\"\u003cbr\u003e \u003cbr\u003eIn many ways, Toke's way of working is a reverse version of Parkinson's Law.\u003cbr\u003e “Traditionally, lectures are held for four hours, and no one raises questions.” But after three hours, students lose focus, making the last hour pointless.\u003cbr\u003e So he rebelled against the norm and shortened his classes to three hours.\u003cbr\u003e But other instructors fight the opposite battle.\u003cbr\u003e It's about allocating more time to your subject.\u003cbr\u003e “That’s because it matches the number of PowerPoint slides they’ve designed, and it’s difficult to reduce that,” Toke thought.\u003cbr\u003e ---From \"Chapter 4: People Who Don't Give Up Fake Labor\"\u003cbr\u003e\u003cbr\u003e “We were submitting way too much, way too much.\u003cbr\u003e Since the management actually only needed the core information, we were able to reduce it to about 10 pages.\u003cbr\u003e The management team was also well aware of this fact. \u003cbr\u003e“In fact, one of their regular tasks was to edit the large reports our team submitted to the board and create a summary of about 10 pages.”\u003cbr\u003e\u003cbr\u003e In other words, the 60 pages of the annual report that Kirsten created were never seen by the board.\u003cbr\u003e “Nobody told me that one-seventh was enough.\u003cbr\u003e They always complimented our work and said it looked really cool.”\u003cbr\u003e ---From \"Chapter 6: Stop Imitating Others\"\u003cbr\u003e\u003cbr\u003e “Most people have a lot more room for maneuver than they think.\u003cbr\u003e You'll often find that questioning seemingly strange directives can garner more support than you might think.\u003cbr\u003e But if you openly point out that it's fake labor, people don't know how to react.\u003cbr\u003e I am speechless, anxious and don't know what to do.\u003cbr\u003e Because I'm afraid of being demoted or cut off.\u003cbr\u003e But that's not the biggest problem. \u003cbr\u003eThe biggest problem is that many people actually like fake activities.\u003cbr\u003e Because fake activities are aesthetically pleasing and comforting, and they're cool.\u003cbr\u003e It also allows us to ignore the real problem.”\u003cbr\u003e ---From \"Chapter 7: Returning to Earth from Space\"\u003cbr\u003e\u003cbr\u003e It is very dangerous for an organization to lose its ability to communicate clear messages to its employees.\u003cbr\u003e Mats Alvesson, a professor of management at Lund University in Sweden, says that in such cases, employees become accustomed to a world of superficial glamour, where what is said or done on the outside is different from what is actually meant.\u003cbr\u003e Then people don't really care what's good or bad, as long as the words and actions of those around them seem persuasive.\u003cbr\u003e In such a world, situations arise where one has no choice but to do fake labor.\u003cbr\u003e ---From \"Speak clearly and avoid nonsense\"\u003cbr\u003e \u003cbr\u003eOne of the reasons we have so much fake labor is that companies don't pay employees for the value they create, but rather for the time they invest in doing it.\u003cbr\u003e This has created an incentive structure that, as a result, encourages people to work longer hours and demonstrates that they can fill longer hours.\u003cbr\u003e Not only that, they also exaggerate the hours they work.\u003cbr\u003e The people most responsible for exaggerating working hours are consultants.\u003cbr\u003e When I was working as a consultant, one client asked me to calculate how much time it would take to create value for his company and write a report on it.\u003cbr\u003e Many consultants, including myself, would first figure out how much the client could afford, then work backwards from there and divide that by the hourly rate. \u003cbr\u003eAs a result, we told the client that it took 30 hours to complete the task, which was just a number pulled out of thin air.\u003cbr\u003e ---From \"What is Agile?\"\u003cbr\u003e\u003cbr\u003e The important thing is that managers themselves become role models and go home and rest after work.\u003cbr\u003e I repeat this several times in this book.\u003cbr\u003e Fake labor can only be eliminated if management takes the lead.\u003cbr\u003e The same goes for an organizational culture that is busy without any meaning.\u003cbr\u003e Because of this, managers should ask themselves whether it is okay to go home and rest after work.\u003cbr\u003e If a manager is leaving work at 2 p.m., instead of saying, \"I'm going to do the rest of my work at home,\" he or she should be able to say, \"I've done all I had to do today, so I'm going to leave now.\"\u003cbr\u003e\u003cbr\u003e This is quite a difficult task for many managers. \u003cbr\u003eI've actually talked to a few people who have done this, and they said that when they did it and left, most of the remaining employees felt liberated, which brightened the atmosphere in the office.\u003cbr\u003e ---From \"Don't be busy, don't say you're busy\"\u003cbr\u003e\u003cbr\u003e Apple's Steve Jobs invited 100 of his top executives to a meeting once a year to discuss the company's top 10 priorities.\u003cbr\u003e At this time, he would ask the people attending the meeting to rank each issue and then personally delete the bottom seven issues.\u003cbr\u003e When asked why he did so, he replied, \"We can only achieve a maximum of three things.\"\u003cbr\u003e ---From \"Setting Limits to Your Work\"\u003cbr\u003e\u003cbr\u003e On the other hand, backstage work, that is, work related to knowledge and innovation, actually decreased in quality when rewards were promised. \u003cbr\u003ePerformance-based pay, performance contracts, and other related issues show that we are still stuck in an industrial-social mindset.\u003cbr\u003e Some employees are compensated more for putting in more time, even though the work is ultimately not good.\u003cbr\u003e They even invest a lot of time in measuring, recording, and formalizing that time.\u003cbr\u003e And then managers adjust, normalize, and discuss this with each other, and then they pay bonuses that may actually harm employees rather than make them more competent.\u003cbr\u003e The reason for this is that we are stuck in a culture where we have been taught that financial incentives always lead to better performance.\u003cbr\u003e ---From \"Let's break free from evaluation and take more risks together\"\u003cbr\u003e\u003cbr\u003e Sanne's story was very interesting. \u003cbr\u003eBecause it wasn't she who 'created' her role.\u003cbr\u003e It was her colleagues who pressured her to find a meaningless niche in a project that had nothing to do with her.\u003cbr\u003e But Sanne knew full well that it was nothing more than fake labor, and that it was not only a waste of his time but also a waste of the citizens' taxes.\u003cbr\u003e\u003cbr\u003e Nonetheless, my colleague's individual suggestions sound quite plausible.\u003cbr\u003e Because they continue to create countless evidence that can be found within the organization.\u003cbr\u003e But Sanne tried to focus on reality.\u003cbr\u003e She wanted to be honest, but most members of the organization tacitly accept it because they have no benefit in revealing uncomfortable facts, and those who honestly expose them are often seen as traitors to the organization. \u003cbr\u003e---From \"A Critical Attitude and New Concept of Value to Separate Fake Labor from Real Labor\"\u003cbr\u003e\u003cbr\u003e She's not alone in challenging the perception that managers want to save time and money and use their positions wisely.\u003cbr\u003e My inbox also contains letters from employees asking their managers to reduce their work hours, claiming they can easily complete their assigned tasks within a 30-hour workweek.\u003cbr\u003e However, the boss rejected the employee's request, saying, \"We'll have to wait and see, as there will be a lot of work for the rest of the year.\"\u003cbr\u003e\u003cbr\u003e Of course, that can be done in any way.\u003cbr\u003e However, it is not reasonable for a manager to not respond to an employee's request.\u003cbr\u003e Moreover, this is far from my original idea that every boss would be happy when an employee suggested specific cost-cutting measures. \u003cbr\u003ePerhaps, more than Nina hints, a boss's vanity can be a major distraction from doing real work.\u003cbr\u003e ---From \"A Critical Attitude and New Concept of Value to Separate Fake Labor from Real Labor\"\u003cbr\u003e\u003cbr\u003e I once met a man who, while on summer vacation, had set up a simple auto-responder on his email account.\u003cbr\u003e His auto-reply email read:\u003cbr\u003e\u003cbr\u003e “Hello, I’m on vacation until August 5th.\u003cbr\u003e When I return from vacation, all emails I received during that period will be deleted.\u003cbr\u003e If you are still interested after August 5th, please email us again.”\u003cbr\u003e\u003cbr\u003e And as soon as he got back from vacation, he deleted all the hundreds of emails he had received while on vacation.\u003cbr\u003e But not a single person asked him to reply again.\u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e ---From \"Setting Limits to Your Work\"\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003cbr\u003e\u003cdiv\u003e\u003ch5\u003e \u003cb\u003ePublisher's Review\u003c\/b\u003e\n\u003c\/h5\u003e\u003c\/div\u003e\n\u003cdiv\u003e  \u003cdiv\u003eFace to face with the fake labor we have done so far\u003cbr\u003e Reclaiming my control over my real work\u003cbr\u003e\u003cbr\u003e Anything that has nothing to do with performance, is just for show, is just for taking up space, or is meaningless and just for looking busy is fake work.\u003cbr\u003e Work is not just a means of making money and surviving, but is connected to the fundamentals of human life.\u003cbr\u003e So, fake work damages a person's self-esteem, endangers their existence, and causes them to become bored and burn out, making it impossible for them to work long-term.\u003cbr\u003e That's why we must ask:\u003cbr\u003e 'Why do we work long hours?' 'Am I doing fake work or real work?' These questions can bring about real innovation in our lives and work.\u003cbr\u003e \u003cbr\u003eAs the unpredictable instability of the future deepens—climate change, low birth rates and an aging population, inflation, and economic stagnation—we must break free from the long-held deception of fake work and engage in truly meaningful work.\u003cbr\u003e To address the fundamental questions about what we have done in the past, what we are doing now, and what we will do in the future, \"Fake Labor\" delves into the long-standing issues of labor that we have tacitly hidden and ignored.\u003cbr\u003e If you occasionally doubt whether what you're doing is meaningful, if that unfounded anxiety and doubt persists, you can diagnose your condition through the various voices contained in this book.\u003cbr\u003e\u003cbr\u003e What this book is trying to say is simple.\u003cbr\u003e We will carefully reflect on our own labor by asking the natural and fundamental question, “Why do we work so much?” \u003cbr\u003eStop wasting time on fake labor and use the time you spend on meaningless tasks for more valuable purposes.\u003cbr\u003e Ultimately, this is the realization of what we deeply desire.\u003cbr\u003e It means freeing up the time you were trapped in fake labor, working when you really need to work, and resting, spending time with loved ones, or developing yourself when you don't.\u003cbr\u003e\u003cbr\u003e The way to regain meaning in work and life is not to solve the cause of the problem, nor is it to be found outside.\u003cbr\u003e Liberation from fake labor begins with myself.\u003cbr\u003e The methods and perspectives presented in this book will be helpful to those seeking answers to various problems such as dissatisfaction and anxiety felt at work.\u003cbr\u003e First, as the authors of this book suggest, I encourage you to enjoy a journey into the absurdity and irrationality inherent in modern working life.\u003cbr\u003e \u003cbr\u003e“We demand real labor!”\u003cbr\u003e The most innovative guide to dismantling fake labor in organizational culture!\u003cbr\u003e\u003cbr\u003e \"Real Labor: A Society Where We Can Work Less, A Society Where We Must Work Less\" is the sequel to the 2023 humanities and social sciences bestseller \"Fake Labor: A World of Burnout We Create Our Own.\"\u003cbr\u003e In his previous work, Dennis Nörmark delved deeply into what is meant by \"fake work\"—the idle, busy, and pointless waste of time that has been taboo in our society—and how it has led to our overwork.\u003cbr\u003e\u003cbr\u003e The term 'fake labor' remains valid even after 2023 and into 2024.\u003cbr\u003e Since the world was introduced to 'fake labor,' many people have been reflecting on their daily lives and work.\u003cbr\u003e What is fake labor?\u003cbr\u003e What makes us waste our time and mind?\u003cbr\u003e Many readers responded enthusiastically to \"Fake Labor,\" which raised these questions.\u003cbr\u003e \u003cbr\u003eFrom that perspective, we must now look beyond ‘fake labor.’\u003cbr\u003e In his follow-up work, Real Labor, Dennis Nörmark develops the conclusion of Fake Labor: that much of what we do today is characterized as meaningless work that serves neither ourselves nor the world.\u003cbr\u003e What he wants to say through this book is simple.\u003cbr\u003e Beyond fake labor, it is now time to do ‘real labor.’\u003cbr\u003e\u003cbr\u003e Concrete, practical questions to break the cycle of burnout.\u003cbr\u003e Beyond simple cogs\u003cbr\u003e We want to work like this every day\u003cbr\u003e\u003cbr\u003e \"Real Labor\" offers simple, yet effective solutions that can transform our lives.\u003cbr\u003e Readers who were once 'workers' can now find concrete ways to avoid fake labor while working from the perspectives of both managers and employees. \u003cbr\u003e\"Real Labor\" argues that organizations don't have to be complex, intricate institutions that grow powerfully year after year, and that organizations can be easily structured and managed using simple methods.\u003cbr\u003e Through this book, we, as employees and managers, will learn how to escape the vortex of fake labor, discover ourselves, and engage in real labor.\u003cbr\u003e\u003cbr\u003e Managers should read \"Real Labor\" to help their employees work happier and more efficiently.\u003cbr\u003e If you are an employee who still feels trapped in the web of fake labor, you should read \"Real Labor.\"\u003cbr\u003e Through this book, we will be able to talk with our colleagues and superiors about how we can structure our daily lives and work better.\u003cbr\u003e\u003cbr\u003e Turning the work around and eliminating unnecessary tasks\u003cbr\u003e Discover meaning through real labor. \u003cbr\u003e“We can be free enough!”\u003cbr\u003e\u003cbr\u003e Anything that has nothing to do with performance, is just for show, is just for taking up space, or is meaningless and just for looking busy is fake work.\u003cbr\u003e Work is not just a means of making money and surviving, but is connected to the fundamentals of human life.\u003cbr\u003e So, fake work damages a person's self-esteem, endangers their existence, and causes burnout, making it impossible to work for a long time.\u003cbr\u003e That's why we must ask:\u003cbr\u003e 'Why do we work long hours?' 'Am I doing fake work or real work?' These questions can bring about real innovation in our lives and work.\u003cbr\u003e\u003cbr\u003e As the world faces increasing instability—climate change, low birth rates and an aging population, inflation, and economic stagnation—we must break free from the long-held deception of fake work and engage in truly meaningful work. \u003cbr\u003eWhat 『Real Labor』 wants to say is simple.\u003cbr\u003e The goal is to rebuild a critical sense of fake labor and make real life better.\u003cbr\u003e In Korea, where the term \"fake labor\" has become familiar, introducing \"real labor\" is like saying that we should free up the time we were trapped in fake labor and work only when we need to do real work.\u003cbr\u003e\u003cbr\u003e The way to regain meaning in work and life is not to solve the cause of the problem, nor is it to be found outside.\u003cbr\u003e Now that you've recognized the fake labor, it's time to start the real labor.\u003cbr\u003e Real work is impossible by oneself alone.\u003cbr\u003e It must be accomplished together with colleagues and the organization.\u003cbr\u003e The methods and perspectives presented in this book will be of great help to organizations and individuals seeking solutions to various problems, such as the irrationality and sense of emptiness felt at work.\u003cbr\u003e\u003cbr\u003e Author's Note\u003cbr\u003e\u003cbr\u003e The COVID-19 crisis has been a strange kind of trigger. \u003cbr\u003eIt has become a catalyst for us to reevaluate what we do all day long during a time we considered 'normal.'\u003cbr\u003e\u003cbr\u003e But reflection on such fundamental questions as what we do should not be a flash in the pan when a pandemic rages.\u003cbr\u003e We need to engage in meaningful reflection like this periodically.\u003cbr\u003e A life without reflection is blind and foolish.\u003cbr\u003e Not only is it a waste of time and resources at work, it's also a waste of our precious lives.\u003cbr\u003e\u003cbr\u003e This book will introduce and analyze various cases of the emergence and spread of fake labor and create a conceptual framework.\u003cbr\u003e We will also provide concrete suggestions on what to do and what not to do at both a personal and organizational level. \u003cbr\u003eSo when you feel overwhelmed and confused by the lofty rhetoric about the dire importance of change and the sacred nature of work, I hope this book will give you the insight and confidence that there's nothing wrong with you.\u003cbr\u003e Enjoy your reading!\u003cbr\u003e\u003cbr\u003e -\u003cbr\u003e\u003cbr\u003e This book examines some of the bad ideas and habits that still persist within organizations, and what causes them.\u003cbr\u003e Above all, we will focus on suggesting specific methods to solve these problems.\u003cbr\u003e\u003cbr\u003e As I finish this book, I've compiled a number of potential ways to escape fake labor.\u003cbr\u003e Some of these methods, which have been proposed here and there in a chaotic manner over the past few years, are overlooked solutions, while others are dead-end solutions and therefore should not be trusted.\u003cbr\u003e \u003cbr\u003eThis book is much more apolitical than its predecessor, which called for a struggle for social change.\u003cbr\u003e But I still continue to struggle.\u003cbr\u003e For real change to happen, we have to start small and concrete.\u003cbr\u003e\u003cbr\u003e I wrote this book for those who undertake such a mission. \u003cbr\u003e\n\n\u003c\/div\u003e\n\u003cdiv\u003e\u003c\/div\u003e\n\u003c\/div\u003e\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cdiv style=\"width:95%;padding-top:20px;padding-bottom:20px\"\u003e\n\n\u003cdiv style=\"text-align:left;font-size:16px;font-weight:bold;padding-bottom:20px\"\u003e GOODS SPECIFICS \u003c\/div\u003e\n\n\u003cdiv style=\"text-align:left;font-size:14px;line-height:1.6em;\"\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eDate of issue:\u003c\/strong\u003e April 26, 2024\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003ePage count, weight, size:\u003c\/strong\u003e 884 pages | 140*210mm\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN13:\u003c\/strong\u003e 9788954450478\u003c\/div\u003e\n\n\u003cdiv style=\"width:100%;margin-bottom:5px;line-height:1.6em;font-size:14px\"\u003e - \u003cstrong\u003eISBN10:\u003c\/strong\u003e 8954450474 \u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\n\u003c\/div\u003e\n\n\u003ccenter\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003ccenter\u003e\u003ctable\u003e\u003ctr\u003e\u003ctd style=\"height:10px\"\u003e\u003c\/td\u003e\u003c\/tr\u003e\u003c\/table\u003e\u003c\/center\u003e\n\n\u003cspan\u003e\u003c\/span\u003e\n\n\u003c\/center\u003e\n\n\n\u003c\/center\u003e","brand":"LIBRAIRIE COREENNE","offers":[{"title":"Default Title","offer_id":43891446317098,"sku":"164634","price":47.0,"currency_code":"EUR","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0683\/2750\/5962\/files\/e981ec80209e008d681772a811741fe6.jpg?v=1765325310","url":"https:\/\/librairie.coreenne.fr\/en\/products\/164634","provider":"LIBRAIRIE COREENNE","version":"1.0","type":"link"}