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Welcome to the third
week of our course

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on shaping the future of work.

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Now that we've laid the
historical foundation

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by looking at what made
the social contract

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work in our countries
in the past,

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it's time to start to lay out
a framework for the future.

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So this week we're going to pay
special attention to the time

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when we first began to identify
what made for high road

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firms versus low road firms.

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Remember the diagram that
we had in the first chapter

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of the book that we are
reading for this course, where

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we identified what
differentiates firms that

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are perhaps good
for shareholders

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and produce good
financial results, but not

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such good results for workers
compared to those that

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produce good results for both?

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We're going to try to
understand what makes

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these different firms work.

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And we're going to see if
we can identify how we can

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use these ideas in the future.

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Now when we look at
these organizations--

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and we'll bring in examples
like Market Basket, Patagonia,

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Ideal, Saturn, Costco,
Southwest Airlines, and others--

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we're not doing that to
put these organizations

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on a pedestal, but really
to dig deeply to understand

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what makes them
work, and how can we

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apply these in the industries
and organizations of interest

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to us.

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And to do that we're going to
really focus on two objectives

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this week.

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One is just what I said,
what are the ingredients

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of these high road firms?

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And then, how might we
use this understanding

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to decide whether or
not we want to work

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for an employer that has some
of these characteristics?

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We'll do that by applying
a tool that you'll

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find in the Assignment
tab of the course.

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It's called the
Good Jobs Survey.

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And it asks you to go out,
find a firm of interest

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to you or in an
industry that you

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may have a particular
interest in working in,

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and talk to someone.

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Talk to an employee
in that firm.

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Ask them about the
conditions of work

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that are present in
that organization.

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You'll find a rating form.

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You can fill out the form.

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Then you provide your answers
on the platform for the course.

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And down the road, we
will report what everyone

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learned from that experience.

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We want you to remember
these ideas though,

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because we'll use them
throughout the rest

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of the course.

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Particularly, we're
going to put them

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to work when we come to the
grand finale of this course,

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where we negotiate a new social
contract, the next generation's

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social contract.

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Governing conditions of
employment in our workplace

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is the future.

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So we want you to
use some of the ideas

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that you learned from
both the Good Jobs Survey,

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but also from observing
and learning about some

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of the organizations
that have good practices

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that we can then apply
in our own organizations.

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So that's a good deal of
what we will do this week.

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And I hope that you will have
a good time with the materials

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and that you'll have a good time
applying them as we go forward.

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But I'd like to make two quick
comments on what we learned

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from last week's discussion.

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I was particularly
impressed with the sample

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of organizations
that you identified

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as you went through your
career planning exercise.

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A wide array of very
interesting jobs,

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from engineering, clergy
members, disability teachers,

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HR managers, labor leaders,
artists, sports agents--

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for the National Football
League, no less--

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psychometricians, people
who use mathematics

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to try to understand how to
measure individual behavior

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and attitudes, futurists,
graphic artists,

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technical editors.

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Note that all of these
are jobs that really

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are going to require
considerable human touch,

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creativity, and effort.

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None of these are going
to be totally replaced

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by robots, or artificial
intelligence, or machine

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learning.

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And so I don't want
you to be too scared

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about the future of work.

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I want you to prepare for it.

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That's what we're
learning from this course.

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That's what we're learning
from this particular exercise.

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So put the pathways
of education that you

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identified in the career
planning exercise to work.

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Do your part to be
prepared for the future.

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And then work with us and
with other stakeholders

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to make sure that
the conditions are

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present to make it successful.

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I was also very
interested to learn

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what you had to say about the
great debate over productivity

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and wages.

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You completed a poll.

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And here's the
results of that poll.

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85% of you agreed that
wages and productivity

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ought to move together.

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About 7%, 7.5%, said you're
not sure, and another 7%

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said, well maybe not anymore.

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In fact, many of you
indicated while you believe

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in this principle,
you believe it's also

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going to be difficult to apply
it in the current economy given

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changes in technology, changes
in international competition,

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and the way in which
organizations are structured

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today.

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But I believe there are ways
we can apply these concepts.

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But we have to do
it in ways that

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are consistent with the economy
and the workforce today.

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So I've added some more
comments on the discussion board

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about how we can apply
productivity and wage

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movements at the national level,
at the organizational level,

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even at the individual level.

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So take a look.

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Keep that great
discussion going.

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And let's see what
we can do to apply

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this concept appropriately
in the economy today

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and in the jobs of the future.

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And finally, there are going
to be some new ideas raised

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by our MBA TAs as
they contribute

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from their own
knowledge and experience

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base from around the
world, and from some

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of our special
experts that we will

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introduce into the
course on topics

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as we go forward this week.

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So have a good time.

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Engage the materials.

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And let's keep a good
conversation going.