Redesigning Work to Meet a Dual Agenda
Redesigning Work to Meet a Dual Agenda
Redesigning Work to Meet a Dual Agenda
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<strong>Redesigning</strong> <strong>Work</strong> <strong>to</strong> <strong>Meet</strong> a <strong>Dual</strong><br />
<strong>Agenda</strong><br />
Lotte Bailyn<br />
<strong>Work</strong>‐Life Balance: Towards a Research and<br />
Practice <strong>Agenda</strong> for Systemic Change<br />
July 5‐6, 2010
The <strong>Dual</strong> <strong>Agenda</strong><br />
Legitimacy of Personal Life<br />
Changing <strong>Work</strong> Arrangements<br />
Eased Personal Situation Enhanced <strong>Work</strong> Effectiveness
Individualized Flexibility<br />
Separation of work from personal life<br />
Personal involvements are a function of individual choice<br />
Ideal worker is a worker only<br />
Time and timing under institutional control<br />
Homogeneity
Systemic Flexibility<br />
Integration of work and personal life<br />
Personal choice is constrained<br />
Ideal worker is integrated<br />
Time and timing under individual/work group control<br />
Legitimacy of differences across people and life course
Principles<br />
Legtimacy<br />
Collective<br />
Cultural Change<br />
Both sides of the <strong>Dual</strong> <strong>Agenda</strong> must remain on the table.
The <strong>Dual</strong> <strong>Agenda</strong><br />
Legitimacy of Personal Life<br />
Changing <strong>Work</strong> Arrangements<br />
Eased Personal Situation Enhanced <strong>Work</strong> Effectiveness
Essence of <strong>Dual</strong> <strong>Agenda</strong> Approach<br />
• Looking at work through a <strong>Dual</strong> <strong>Agenda</strong> Lens<br />
– Gender equity/work‐personal life harmonization<br />
– <strong>Work</strong> effectiveness<br />
• <strong>Redesigning</strong> work <strong>to</strong> meet a <strong>Dual</strong> <strong>Agenda</strong><br />
– Systemic/collective<br />
– Experiments/pilots<br />
– Cultural support
Concluding Suggestions<br />
• For practitioners<br />
• For researchers
Practitioners<br />
• Ask your people what it is about their work<br />
that makes it difficult for them <strong>to</strong>:<br />
– lead the life they would like <strong>to</strong> lead<br />
– be as effective in their work as they would like <strong>to</strong><br />
be
Researchers<br />
• Analyze the operating work practices around:<br />
– how competence is defined<br />
– how commitment is gauged<br />
– how time is used<br />
Do these have a differential impact on men and<br />
women?
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