"Most organizations think they have a productivity problem. They don't. They have a work design problem. Productivity dips, so leadership responds the way they always do: new tools, redesigned workflows, and an engagement initiative with a catchy name."
"Teams rally around the new process. Leaders feel good about the momentum. Then, a few months later, the same questions come back. Why does the work still feel harder than it should? Why are capable, committed people running on fumes?"
"Typically, motivation isn't the issue. But the actual work itself is in conflict with how people naturally approach problem-solving."
"Leaders typically evaluate performance in two ways. Does the person have the skills? And are they motivated enough to use them?"
Many organizations mistakenly believe they have a productivity problem, but the real issue lies in work design. Leadership often responds to productivity dips with new tools and engagement initiatives, which provide temporary relief. However, the same challenges resurface as the work conflicts with natural problem-solving approaches. Leaders typically assess performance based on skills and motivation, overlooking deeper issues that affect productivity and employee well-being.
Read at Fast Company
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