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Thinking for a Living

Authors: Kenneth Megill

Overview

Kenneth Megill’s Thinking for a Living examines the profound transformation of work in the knowledge age. The book argues that we are transitioning from an industrial work culture focused on manual labor and efficiency to a knowledge-based work culture where thinking, creativity, and collaboration are paramount. It analyzes how traditional professionals are becoming integrated into organizational structures and workers are taking on more professional roles, blurring the lines between the two categories. The book provides a framework for understanding this new work landscape and offers practical strategies for individuals and organizations to thrive within it. Megill introduces several key concepts that underpin this new work reality, including:

  • Knowledge work: Work that involves thinking, judgment, and the creation of new knowledge, as opposed to simply following instructions or performing routine tasks.
  • Communities of practice: Groups of people who share common interests and goals and collaborate to advance their knowledge and practice.
  • Integrated digital environment: A work environment characterized by immediate access to information, facilitating collaboration and knowledge sharing. Megill delves into the philosophical underpinnings of these concepts, drawing on ideas from thinkers like Charles Sanders Peirce, Hans Georg Gadamer, and Karl Marx. He emphasizes the importance of understanding knowledge as “justified true belief” and highlights the social and collaborative nature of knowledge creation. The book provides concrete steps for individuals and organizations to adapt to the knowledge age. It outlines a three-step methodology for work culture transformation, focusing on understanding the work and workflow, making knowledge accessible, and ensuring easy access to information. It stresses the importance of cultivating a culture of ownership, collaboration, and information sharing, and emphasizes the role of leadership in driving these changes. Megill argues that by embracing these changes, we can move towards a work culture that is not only more productive and efficient but also more humane and fulfilling, where work becomes less about fulfilling obligations and more about pursuing creative endeavors and contributing to a shared purpose. The book is relevant to AI product engineers by offering a lens to understand the changing nature of work and the skills needed to thrive in the knowledge age, skills like critical thinking, communication, collaboration, and continuous learning. It also highlights the social and collaborative aspects of knowledge creation, which are relevant for designing AI systems that can effectively support human collaboration and knowledge sharing.

Chapter Outline

1. Workers Become Professionals

This chapter introduces the concept of the transition from menial labor to professional labor in the context of increasing automation and technological advancements. It uses the example of a ditch-digger operating a computerized backhoe, showcasing how the role demands a higher degree of knowledge, understanding, and responsibility than a traditional ditch-digger with a shovel. It argues that collaborative work is a more efficient way to organize production than the assembly line, and highlights examples from various industries like retail, service, manufacturing, and the military.

Key concept: Menial labor turns into professional labor when appropriate technologies are used and there is involvement of those doing the work.

2. Professionals Become Workers

This chapter explores the transformation of professional roles in an increasingly industrialized and automated work environment. It argues that professionals, traditionally characterized by their autonomy and control over their work, are becoming integrated into larger institutions and experiencing a form of “de-professionalization.” This shift involves a division of labor, increased specialization, and a blurring of the distinction between professionals and workers, as professionals increasingly sell their thinking as a commodity like labor time.

Key concept: Thinking as a job becomes routine. It is not just the purview of the privileged, but is a universal character of work.

3. From Cooperation to Collaboration

This chapter contrasts cooperation and collaboration. Cooperation, characteristic of industrial work, is driven by a hierarchical structure and focuses on the division of labor and control of work time. Collaboration, essential for knowledge work, is about building networks, shared goals, and trust. It highlights the importance of information sharing and changing management practices to foster a more collaborative work culture.

Key concept: Cooperation is about negotiating and giving people enough to make them go away. Collaboration is about developing networks and connections and common goals. Collaboration involves trust.

4. Knowledge Work

This chapter defines knowledge work as work that yields a judgment about what is true, contrasting it with other forms of work. It discusses the characteristics of knowledge work, highlighting its social, creative, and unpredictable nature. It also delves into the philosophical concept of knowledge as “justified true belief” and distinguishes it from information and data, emphasizing the importance of reasoned conclusions based on evidence.

Key concept: Knowledge work is the work of those who think for a living.

5. Integrated Digital Environment

This chapter introduces the concept of the Integrated Digital Environment (IDE) as a critical component of the knowledge age. It explains how IDE enables immediate access to information, facilitating collaboration and information sharing. It highlights three key principles of IDE: ownership/accountability for information, replacing reporting with access, and preserving corporate memory for reuse. It explores the benefits of web technologies in achieving these principles and enabling new forms of knowledge work.

Key concept: The single, most important development in information management technology for knowledge management is the development of web technology.

6. Communities of Practice

This chapter delves into the concept of communities of practice and their significance in knowledge work. It explains how knowledge arises from the collective work of communities and how communities shape assumptions and understanding within work environments. It introduces the Japanese concept of “Ba” as a shared space and time for knowledge creation and exchange, emphasizing the importance of nurturing and fostering communities of practice within organizations.

Key concept: Knowledge arises not out of the particular activity of one person but from the collective work of the community.

7. Can There Be Joy in Work?

This chapter explores the potential for joy in work, particularly in knowledge work. It argues that work, when it is thinking work, has a playful nature and should be fulfilling. It discusses the importance of motivation, good work environments, access to information and tools, and leadership in making knowledge work pleasurable and productive. It emphasizes the need to overcome inhibiting habits like knowledge hoarding and distrust to foster collaboration and joy in work.

Key concept: When it is thinking work, work is playful in nature. To be done well thinking needs to retain its voluntary character and should even be fun.

8. Thinking Spirally

This chapter introduces the concept of spiral thinking and its relevance to knowledge work. It argues that the process of creating knowledge is iterative and evolving, requiring a flexible and adaptive approach. It discusses various philosophical theories that support this concept, including hermeneutics, abduction, faceting, and dialectical thinking, providing insights into understanding knowledge creation and management in a complex world.

Key concept: Thinking spirally is a key to the new culture of work. It is a way of thinking that enables us to do our work move effectively.

9. The Practice of Transformation: Three Practical Steps

This chapter presents a three-step methodology for achieving work culture transformation, drawing on principles from business reengineering. It emphasizes the importance of understanding the work and its workflow, identifying and making accessible the knowledge produced, and facilitating access to the information needed to do the work. It stresses the importance of leadership in driving change and fostering a culture of information sharing and collaboration.

Key concept: Transforming work focuses on information accessibility. Making information accessible is the key to work culture transformation.

10. One Society at a Time

This chapter explores the case of China as a society systematically transforming its work culture to foster innovation. It discusses the role of

Key concept: The program developed to lead the Chinese nation to its next stage is based on what is called “Marxism with Chinese characteristics”.

Essential Questions

1. How is work transforming in the knowledge age, and what drives this transformation?

The transition from menial to knowledge work is driven by automation and technology, requiring workers to possess a deeper understanding of their tasks and purpose within the organization. Examples like the computerized ditch-digger and the airplane mechanic demonstrate this shift, requiring workers to make judgments based on knowledge and collaborate with others. This transition also emphasizes the increasing value of human judgment and decision-making in an automated world.

2. What is knowledge work, and how does it differ from traditional forms of work?

Megill defines knowledge work as work that produces judgments about what is true, distinguishing it from mere information or data. It is inherently social, creative, and unpredictable, demanding collaboration, continuous learning, and adaptation to new information and technologies. This contrasts with the industrial mode of production, where work was often routine, individualistic, and easily automated.

3. What is an Integrated Digital Environment (IDE), and how does it support knowledge work?

An Integrated Digital Environment (IDE) characterized by immediate access to information, replacing reporting with access, and preserving corporate memory for reuse, enables effective collaboration and knowledge sharing. It fosters a culture of trust and transparency, allowing individuals to “look over each other’s shoulders” and access the most up-to-date information. IDE also minimizes the need for formal reporting, freeing up time for knowledge creation and fostering a more agile and responsive work environment.

4. What are the key characteristics of the emerging work culture in the knowledge age?

The new work culture is characterized by collaboration, information sharing, and a focus on customer needs. It is enabled by technologies that break down traditional hierarchies and geographical barriers, allowing individuals to contribute from anywhere. This shift towards collaborative, flexible, and dynamic work environments necessitates a new set of work habits, leadership styles, and organizational structures that prioritize creativity, innovation, and continuous learning.

5. What are the key considerations for transforming a society towards a knowledge-based economy?

The transition to a knowledge-based society requires a fundamental shift in how we think about work. Megill suggests that we can learn from the example of China, where “Marxism with Chinese Characteristics” has driven significant progress. This involves fostering a culture of ownership and encouraging the development of virtual and physical communities around work, breaking the traditional link between work and time, and focusing on the value of the work product over the amount of time spent working. By embracing these principles, societies can create more humane and productive work environments that are conducive to knowledge creation and innovation.

Key Takeaways

1. Embrace Spiral Development

Knowledge work is not a linear process. The iterative nature of knowledge creation means that requirements and understanding evolve as the work progresses. This requires a flexible and adaptable approach like spiral development, where planning, building, and deploying occur in iterative cycles, allowing for continuous learning and adjustment based on feedback and new information.

Practical Application:

In AI product development, it’s crucial to involve end-users throughout the design and development process. Regularly solicit feedback, conduct usability testing, and iterate based on user input to ensure the product meets their evolving needs and expectations. This approach aligns with the principles of spiral development and agile methodologies.

2. Foster Communities of Practice

Communities of practice are essential for knowledge creation and sharing. Knowledge arises from collective work, dialogue, and shared understanding within these communities. Fostering such communities within organizations or through online platforms can enhance knowledge work and accelerate innovation.

Practical Application:

AI product engineers should prioritize creating tools and platforms that enable seamless information sharing and collaboration among users. This could involve developing knowledge bases, collaborative workspaces, and communication channels that facilitate the exchange of ideas and information. By fostering these interactions, AI systems can enhance collective intelligence and knowledge creation.

3. Create an Integrated Digital Environment (IDE)

An IDE is a cornerstone of the knowledge age, enabling immediate access to information, replacing the need for traditional reporting mechanisms. By making information readily accessible, IDE fosters transparency, trust, and a more agile and responsive work environment where individuals can easily access the information they need to do their work.

Practical Application:

When designing AI systems, focus on providing users with immediate access to the information they need, rather than overwhelming them with reports. This could involve implementing intelligent search and retrieval features, personalized dashboards, and context-aware information delivery. This shift from reporting to access empowers users to make more informed decisions and contribute more effectively to knowledge creation.

4. Cultivate a Culture of Ownership

A culture of ownership is essential for knowledge work to thrive. It involves empowering individuals to take responsibility for their work, share their knowledge freely, and contribute to the collective good. This contrasts with traditional, hierarchical work structures where information is often hoarded and control is centralized.

Practical Application:

AI product engineers can contribute to creating a culture of ownership by designing AI systems that empower users to manage and control their own data and knowledge. This could involve providing tools for users to curate their own knowledge repositories, control access permissions, and contribute to shared knowledge bases. By fostering a sense of ownership, AI can enhance engagement and motivation in knowledge work.

Suggested Deep Dive

Chapter: Chapter 4: Knowledge Work

This chapter provides a foundational understanding of knowledge work itself, its characteristics, and how it differs from traditional forms of work. This grounding is crucial for AI product engineers to appreciate the unique challenges and opportunities in designing AI systems to support this new work reality.

Comparative Analysis

While Megill’s work aligns with other knowledge management theorists like Peter Drucker and Ikujiro Nonaka in recognizing the importance of knowledge work, it offers a more philosophical and sociological analysis. Drucker focuses on the knowledge worker as a key driver of organizational success, while Nonaka emphasizes the role of tacit knowledge and “Ba” (shared space and time for knowledge creation). Megill delves deeper into the philosophical foundations of knowledge itself, drawing on thinkers like Charles Sanders Peirce and Hans-Georg Gadamer, which adds a unique dimension to his work. His emphasis on the transformation of work culture as a prerequisite for effectively leveraging knowledge distinguishes his work from those focusing primarily on technological solutions. Megill’s focus on the interplay between human behavior, work processes, and technology offers a more holistic perspective on knowledge management.

Reflection

Megill’s Thinking for a Living, while insightful and thought-provoking, is grounded in a particular vision of the future of work that may not fully materialize. The book’s optimistic view of a collaborative, democratic knowledge work culture may overlook the realities of power dynamics and economic pressures that often hinder such transformations. Skeptics may argue that the book’s emphasis on intrinsic motivation and joy in work could be idealistic, especially in highly competitive and demanding work environments.
However, the book’s strength lies in its ability to connect practical considerations about work culture with deeper philosophical reflections on knowledge creation. This approach helps to elevate the discussion beyond mere productivity concerns and explore the fundamental ways in which our relationship to work is changing in the knowledge age.
The book’s lasting significance lies in its challenge to rethink our assumptions about work and consider the potential for creating work environments that are not only efficient but also engaging, fulfilling, and conducive to the advancement of knowledge.