Showing 1–12 of 12 articles
Participation changes the question and improves the answer — when organisation affects life: Work, care and organisation
Participation by people who work and care turns diffuse problems into fairer, more inclusive, sustainable decisions.
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Care also means not monitoring everything — when organisation affects life: Work, care and organisation
Organisational care protects people without turning performance, availability, or workload into permanent surveillance.
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Supervision requires power to stop and correct — when organisation affects life: Work, care and organisation
Supervision requires power to pause practices, correct harm, and redistribute burden through transparency, accountability, and effective participation.
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After launch, the important work begins — when organisation affects life: Work, care and organisation
Launching an organisational tool or system does not complete change: its effects on time, care and health must be observed, corrected, accounted for, and ended if it causes harm.
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Safety begins when it is possible to report an error — when organisation affects life: Work, care and organisation
A safe organisation allows errors, overload, process failures and incidents to be reported without automatic blame; it responds, repairs, learns and protects people.
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What works for most people can exclude someone — when organisation affects life: Work, care and organisation
An apparently neutral rule can exclude because of disability, hours, care, language or resources. Inclusive design identifies barriers, provides alternatives and reviews its effects.
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A rumour travels fast when it tries to care — when organisation affects life: Work, care and organisation
Information shared with an intention to help can cause harm if it is unverified, unnecessary, or does not respect confidentiality.
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Conflict is not resolved by adding another screen — when organisation affects life: Work, care and organisation
Platforms can support agreements, but they do not replace conversation, visible allocation, boundaries, repair, or resources.
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The exception reveals the quality of the system — when organisation affects life: Work, care and organisation
Exceptions in hours, shifts, and care reveal the quality, equity, and safety of organisational design.
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A useful number can also lead us to the wrong place — when organisation affects life: Work, care and organisation
Productivity, availability, and care metrics can guide action, but they can also shift invisible work and harm rest. They need context, equity, organisational health, and limits.
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Accepting does not always mean having been able to choose — when organisation affects life: Work, care and organisation
Accepting a schedule, task, or tool may reflect need, dependence, or a lack of alternatives. A responsible organisation examines power, care, participation, and accountability.
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The first question must come before the tool — when organisation affects life: Work, care and organisation
Before introducing a tool that organises work and care, define the problem, distribute burdens, hear those living with the change, and choose the least intrusive limit.
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