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Produktive Wissensarbeit

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Sebastian Eschenbach

on 5 December 2014

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Transcript of Produktive Wissensarbeit

Source of data: Wolff, E. (2005). The Growth of Information Workers in the U.S. Economy,
Communication of the ACM, Vol. 48, No. 10, pp. 37-42.
Source of data: Wolff, E. (2005). The Growth of Information Workers in the U.S. Economy,
Communication of the ACM, Vol. 48, No. 10, pp. 37-42.
Source: Barley, S. (1994). The Turn to a Horizontal Division of Labour: On the Occupationalization of Firms and the Technization of Work, Working Paper, US Department of Education, Washington.
Source: Barley, S. (1994). The Turn to a Horizontal Division of Labour: On the Occupationalization of Firms and the Technization of Work, Working Paper, US Department of Education, Washington.
industrial labour productivity
knowledge work performance
Sebastian Eschenbach
knowledge work

Source of data: Eurostat http://epp.eurostat.ec.europa.eu/tgm/table.do?tab=table&init=1&plugin=1&language=en&pcode=tsc00012
Source of data: Eurostathttp://stats.oecd.org/Index.aspx
results come naturaly
high motivation
suitable conditions
work hard
high motivation
have fun
interesting subject
excitement and fun
not out of the question
meaningful results
„Es gibt nichts auf der Welt, das einen Menschen so sehr befähigte, äußere Schwierigkeiten oder innere Be-schwerden zu überwinden, ─ als: das Bewußtsein, eine Aufgabe im Leben zu haben. Dr. Frankl" Hand-schriftliche Vortragsankündigung im Lager Theresien-stadt (1942-1944)http://www.viktorfrankl.at/
challenge where you are allready good
concentrate on as few things as possible
Peter Drucker (1959) Landmarks of Tomorrow, 1st british edition, Heinemann, London
Kurzbiographie und Lister der Veröffentlichungen
Peter F. Drucker
*1909, †2005
for sucess
relative strength
relative weaknesses
Peter Drucker found as early as 1957 that "knowledge work" was concerned with applying “vision, [formal] knowledge and concepts [as opposed to experiences] — to work that is based on the mind rather than on the hand”
The largest groups of knowledge workers are teacher
more choice than ever before
much more interpersonal competition
more responsibility for self management
Lillian Moller Gilbreth
*1878, †1972
Motion Efficiency Study
Smithsonian Institutionhttp://photography.si.edu
Smithsonian Institutionhttp://photography.si.edu
Frank Gilbreth
*1868, †1924
Frank Gilbreth Filming a Motion Study
Frederick Taylor
*1856, †1915
first steam engine in CEE
(Schlosspark Eisenstadt 1803/04)
James Watt & Matthew Boulton
steam engine in industry
=> cotton prices down by 70%

"Scientific Management"
efficiency of manual work up
by ca. 2%-3% per year

much more individual differences
find out about personal strength and weaknesses
challenge where you are already good
know and avoid your weaknesses
concentrate on as
few things as possible
You won't give in, if your
results are meaningful.
suitable working conditions
Peter Drucker's
Feedback Analysis
100 meters — Florence Griffith-Joyner (10:49)
marathon — Paula Radcliffe (2:15)
Sprinting or long distance running
Communicate spontaneously or only after preparation?
US-President Bill Clinton (1993-2001
US-President Georg W. Bush (2001 bis 2009)
Do I read or listen?
How do I learn? (writing, doing, talking, …)
Analytical or synthetic problem solving?
How much and what kind of stress can you stand / do you actually need?
Do you need rather clearly defined goals and conditions to work well? How much leeway do you need?
Big organizations or small ones?
Team or solo?
What are my values?

Ignatius von Loyola
*1491, †1556
source: http://www.traditioninaction.org
"Whenever you make a key decision or take a key action, write down what you expect will happen."
George C. Marshall
*1880, †1959
Step 1
Step 2
Step 3
source: http://www.raffiniert.ch
Jean Calvin
*1509, †1564
Positive and negative “surprises” point towards
over- or underestimated strength and weaknesses
suitable or not so suitable working conditions
Viktor Frankl
*1905, †1997
Drucker explains the method in his book „Management Challenges fort he 21st Century” (Harper Collins, 1999): “The only way to discover your strengths is through feedback analysis."
"Nine or 12 months later, compare the actual results with your expectations."
Look for
unexpected behaviour
results which fall short of or overshoot expectations
"I have been practicing this method for 15 to 20 years now, and every time I do it, I am surprised. The feedback analysis showed me, for instance—and to my great surprise—that I have an intuitive understanding of technical people, whether they are engineers or accountants or market researcher. It also showed me that I don’t really resonate with generalists."
"The Feedback analysis is by no means new. It was invented sometimes in the fourteenth century by an otherwise totally obscure German theologian and picked up quite independently, some 150 years later, by John Calvin and Ignatius of Loyola, each of whom incorporated it into the practice of his followers. In fact, the steadfast focus on performance and results that this habit produced explains why the institutions these tow men founded, the Calvinist church and the Jesuit order, came to dominate Europe within 30 years."
Dec. 2014
General George C. Marshall, whom Churchill called the “organizer of the Allied Victory” in World War II used the feedback analyses when he had to develop the US Army’s officer corps as Chief of Staff between 1939 and 1945. He used a little black book to take note of both his expectations when he assigned a job to a particular officer and later the actual results.
Pelzmann, L. (1999) Das Schwarzbuch der Manager, in: Th. Zaunschirm, (Ed.) Die Farben Schwarz, Springer. p 31-34.
Drucker always believed that one should focus upon strength, and with great strengths often come great weaknesses — "where there are peaks, there are valleys." It was important to Drucker that executives use the strengths of each person in an organization, even those who are difficult to lead — especially if they are talented. But, without integrity of character, these people will do damage in positions of importance and should not be promoted. Integrity is preferred to intelligence if tradeoffs are necessary. Otherwise, on must manage weaknesses, even great weaknesses, by overcoming them with the strengths of others.
Drucker’s legacy: an Interview with Joseph Maciariello
Interviewed by Alistair Carven, 2009
Was ist mit Bezahlung?
As for the high salaries, I think they are a scandal. J. P. Morgan, who was not averse to money, said in 1906 that any organization, any company in which the top people got more than 20 times what the average people got is mismanaged. He refused to invest in it. That is still a good rule, and by that rule I wouldn’t invest in a great many of our companies.
Guru Interview: Peter Drucker Part One
Interview by James Nelson 2004

Österreich ... 54%
OECD ... 59%
EU 21 ... 58%
Quelle: OECD (2011) Bildung auf einen Blick
Full transcript