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The Myth of Your Working Life

  • Jesse Sostrin
Chapter
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Abstract

YOUR ENTIRE WORKING LIFE IS based on a myth. It all began when you arrived for your first job interview. After you answered a few questions about your background and experience, the interviewer likely gave you a single job description that described the tasks and functions required by the role you would fill in the organization. When you were hired you got the job and the title to match it. Any training and orientation you received followed that position description, and you were given tools to help you carry out the functions of the job effectively. As you were introduced to new colleagues, you told them the name of your position and then described a few of the most prominent tasks in your new role. Likewise, when you asked team members what they did, you heard the same superficial rundown: title, function, and a few basic tasks. From that point on, the myth was firmly set in place. All of the expectations about your contribution to the organization were based on your job description, title, and the day-to-day tasks and activities they required.

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Notes

  1. 1.
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  2. Howard McClusky, “Education for Aging: The Scope of the Field and Perspectives for the Future,” in Learning for Aging, ed. Stanley Grabowski and Dean Mason (Washington, DC: Adult Education Association of the USA, 1974), 324–355.Google Scholar
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  4. 5.
    Nikki Blacksmith and Jim Harter, “Majority of American Workers Not Engaged in Their Jobs,” Gallup Wellbeing, October 28, 2011, http://www.gallup.com/poll/150383/majority-american-workers-not-engaged-jobs.aspx (accessed on April 18, 2013).Google Scholar
  5. 9.
    Kevin Ford and James Osterhaus, The Thing in the Bushes: Turning Organizational Blind Spots into Competitive Advantage (Colorado Springs, CO: Pinon Press, 2001).Google Scholar

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© Jesse Sostrin 2013

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  • Jesse Sostrin

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