By Liam Barrington-Bush
There are classes rising throughout us, within the new social pursuits that experience swept the globe, and within the establishing styles discovered on social media. may possibly Twitter and Occupy support our NGOs, charities, exchange unions and voluntary firms to either remain suitable within the occasions forward and stay our values in the course of the ways in which we organise?
Anarchists within the Boardroom is a trip via worker-run factories, Occupy encampments, a spattering of non-violent direct activities or even a number of forward-thinking businesses, to make the case for supporting our corporations 'to be extra like people.' It asks us to comb away our 'professional' assumptions and engage as we do once we would not have activity descriptions or company plans telling us tips to swap the realm. It reminds us of the facility every one folks has to make swap ensue, even in the such a lot entrenched of bureaucracies!
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Extra info for Anarchists in the Boardroom: How Social Media and Social Movements Can Help Your Organisation to be More Like People
And this was all happening just in the nick of time, as far as our used-and-abused planet was concerned. The Occupy movement – like all movements before and after it – emerged from an unpredictable intersection of forces none could have masterminded in advance. A few months before thousands of people setup camp in Zuccotti Park, responding to a call from Adbusters (@adbusters) magazine to “occupy Wall Street” on September 17, thirty or so activists began meeting at Manhattan’s 16 Beaver Street, just down the road from the workplaces of the world’s most powerful financial elite.
Professionalism made the walls of the office perpetually explicit, clarifying exactly who belonged and who was unwelcome in the new members-only club. From ‘the model professional’ to ‘I was just following orders’ In 2000 Jeff Schmidt published Disciplined Minds: A critical look at salaried professionals and the soul-battering system that shapes their lives. In it, he describes professionalism as a trait sought by employers looking for prospective staff who can quickly adopt the established protocols of their organisation, willingly subordinating their own values or beliefs in the process.
6) e. 4) 9. Working Parameters a. Allow non-fixed working hours b. 5) c. 2/5/6) d. 6) e. 6) f. 6) g. Start a Results Only Working Environment (Ch. 6) 10. Salaries a. 6) b. 6) c. Pay enough, but not too much d. Keep the salary gaps among all staff relatively low 11. Structures a. 3/6) b. Support ad hoc self-organising teams of ‘Buddies, Bricks and Affinity Groups’ (Ch. 3) c. 1/2/6) d. 6) 12. Hiring a. Create project, not job descriptions (Ch. 6) b. Emphasise perspective (Ch. 4) c. Hire as a last resort (Ch.