Overload: How Good Jobs Went Bad and What We Can Do About It by Erin L. Kelly & Phyllis Moen
Author:Erin L. Kelly & Phyllis Moen [Kelly, Erin L. & Moen, Phyllis]
Language: eng
Format: epub
ISBN: 9780691179179
Google: NpawDwAAQBAJ
Amazon: 0691179174
Publisher: Princeton University Press
Published: 2020-03-17T00:00:00+00:00
Exploiting Ambiguity—as Long as Possible
In the time between the official end of STAR and the turn to the restrictive ZZT policy, we saw wide variation in executives’ guidance and even more variation in what happened on the ground. Some vice presidents followed up on the announcement of the official end of STAR by decreeing that employees should be in the office three days per week. Others announced that employees should be in the office five days per week, with limited exceptions approved by their manager. And some executives said that frontline managers should decide what made sense for their own teams. In all cases, the assumption of managerial control was reasserted. But the old rules of the game were not automatically accepted, and many middle managers and employees worked to preserve as much as they could of STAR ideas and practices.
Many middle managers chose to interpret the lack of a clear written policy as cover for continuing with STAR practices even after its official demise. For example, in an interview about a year after the official announcement that STAR was over but before the final ZZT policy was announced, Jonathon said that the executives
have gone out of their way to say, “STAR is dead, STAR is dead, STAR is dead.”
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