Page 62 - Managing the Mobile Workforce

discovering a new workforce paradigm � 41

famously used paradigms to explain the structure of scientific revolu-
tions. But it was mostly Joel Barker who applied the idea of para-
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digms, and how they can both constrain and facilitate change in the
world, to business. Joel is a futurist; though he is perhaps best known
around the world as the “Paradigm Man.” As the author of Paradigms:
The Business of Discovering the Future Joel is credited with making
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popular the concept of paradigms and paradigm shifts.
Joel had obviously given a good deal of thought to our interview
ahead of time. Instead of us asking all the questions, Joel, like a good
consultant (or scientist) would, asked us questions and made us think.
He asked us to think more deeply and to question the definition of mo-
bile workers we were using; he suggested we list all the problems that
can now be solved with mobility that could not have been solved be-
fore, and to consider the problems that mobility can’t solve. We talked
about what happens when paradigms shift (the rules and boundaries
change) and which of those are now occurring in the workforce. This
list helped us think about our “paradigm busters,” mentioned previ-
ously, where the rules are clearly changing. Take a look at Table 2.1,
The Changing Rules of Today’s Workforce. What would you add?
▶ New Rules

Table 2.1 The Changing Rules of Today’s Workforce

Old Rules (Assumptions)

Work is a physical place (as in, “I’m
work that needs to be accomplished.”)
going to work.”)
Work takes place between 8 a.m. and Work is something you do (as in, “I have
Work takes place between when is it
5 p.m. assigned and when it is due.

Employees have to be controlled Employees are responsible for results.

Work has to be completed at the same Work (e.g., surgeries) can occur far from
place where the worker is located. where the employee is located.