HBR "Burnout is about the workplace not your people"

 See Harvard Business Review article on burnout -- 

What causes burnout

1. Unfair treatment at work
2. Unmanageable workload
3. Lack of role clarity
4. Lack of communication and support from their manager
5. Unreasonable time pressure

Article also references the difference between motivators and "hygeine"

Motivators are different than hygiene factors. Motivation factors include: challenging work; recognition for one’s achievements; responsibility; the opportunity to do something meaningful; involvement in decision making; and a sense of importance to the organization. On the other hand, hygiene factors include: salary; work conditions; company policy and administration; supervision; working relationships; status and security.

Often, employees don’t recognize when an organization has good hygiene, but bad hygiene can cause a major distraction. The latter can come down to seemingly innocuous issues, like having coffee in the break room one day and no more coffee the next. People feel it. Burnout happens when these presupposed features in our day-to-day work lives are missing or taken away.

Maslach has affectionately named this feeling “pebbles.” She describes them as the tiny, incremental, irritating, and painful stuff at work that can wear you down. Through my work, I’ve seen this in action. Consider this example: The music faculty chairs at a university where I worked decided to put their entire annual improvement budget towards building a sound-proof studio. They were certain the rest of the group would be thrilled. They were wrong. In reality, staff just wanted new music stands at a cost of $300. The existing ones were imbalanced or broken, and students would often find their sheet music on the floor when practicing. The ribbon-cutting event for the studio was lackluster, and engagement was low. Some faculty didn’t even show up. The leadership expressed frustration with the lack of gratitude. Neither group shared their dissatisfaction with the other, and over the course of the following year, that seed of anger grew. The non-tenured high-performers sought out new opportunities, and the faculty lost talent. If staff had been given a say in how the budget was allocated, the team might still be intact for just $300

NYT - Misguided War on SAT

 link to article here

Grade Inflation

 NYT essay on grade inflation here

Frank Bruni - Our Semi-Colons, Ourselves

Getty Images - from the original article

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From NYT - Bruni - Our Semi-Colons, Ourselves 

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I suppose so. But it could have come across a whole lot better, and that’s one of the arguments for writing well — for taking the time and summoning the focus to do so. Good writing burnishes your message. It burnishes the messenger, too.

You may be dazzling on your feet, an extemporaneous ace, thanks to the brilliant thoughts that pinball around your brain. There will nonetheless be times when you must pin them down and put them in a long email. Or a medium-length email. Or a memo. Or, hell, a Slack channel. The clarity, coherence, precision and even verve with which you do that — achieving a polish and personality distinct from most of what A.I. spits out — will have an impact on the recipients of that missive, coloring their estimation of you and advancing or impeding your goals.

If you’re honest with yourself, you know that, because you know your own skeptical reaction when people send you error-clouded dreck. You also know the way you perk up when they send its shining opposite. And while the epigrammatic cleverness or audiovisual genius of a viral TikTok or Instagram post has the potential to shape opinion and motivate behavior, there are organizations and institutions whose internal communications and decision making aren’t conducted via social media. GIFs, memes and emojis don’t apply.

When my friend Molly Worthen, a history professor at the University of North Carolina, Chapel Hill, and a frequent contributor to Times Opinion, took the measure of the influential diplomat Charles Hill for her 2006 book “The Man on Whom Nothing Was Lost,” she wrote that a principal reason for his enormous behind-the-scenes influence was his dexterity with the written word. He took great notes. He produced great summaries. He made great arguments — on paper, not just on the fly.

Worthen noted in her book that “transmitting ideas into written words is hard, and people do not like to do it.” As a result, someone who performs that task gladly, quickly and nimbly “in most cases ends up the default author, the quarterback to whom others start to turn, out of habit, for the play.”

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Good writing announces your seriousness, establishing you as someone capable of caring and discipline. But it’s not just a matter of show: The act of wrestling your thoughts into logical form, distilling them into comprehensible phrases and presenting them as persuasively and accessibly as possible is arguably the best test of those very thoughts. It either exposes them as flawed or affirms their merit and, in the process, sharpens them.

Writing is thinking, but it’s thinking slowed down — stilled — to a point where dimensions and nuances otherwise invisible to you appear. That’s why so many people keep journals. They want more than just a record of what’s happening in their lives. They want to make sense of it.

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But show me someone who writes correctly and ably — and who knows that — and I’ll show you someone who probably also writes more. Such people’s awareness of their agility and their confidence pave the way. Show me someone who has never been pressed to write well or given the tutelage and tools to do so, and I’ll show you someone who more often than not avoids it and, in avoiding it, is deprived of not only its benefits but also its pleasures.

Yes, pleasures. I’ve lost count of the times when I’ve praised a paragraph, sentence or turn of phrase in a student’s paper and that student subsequently let me know that the passage had in fact been a great source of pride, delivering a jolt of excitement upon its creation. We shouldn’t devalue that feeling. We should encourage — and teach — more people to experience it.

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