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Working From Home: The Silver Lining of the COVID-19 Pandemic

[Image Credit: Alessandro Massimiliano/ Getty Images]

By Cherise Charleswell

During this unprecedented global coronavirus pandemic there has been a great deal of uncertainty, hardships, frustration, and unfortunately – loss of loved ones, so it makes it exceptionally difficult to recognize any positivity during these trying times. As our existence becomes more and more precarious, and it feels like we are failing miserably on this team assignment to combat this virus and slow the spread of infection, I want to point out a sliver of hope, and the silver lining that has come out of this pandemic.

To truly understand what I’m going to share please consider one of the main reasons why the COVID-19 pandemic is unprecedented. This has to do with the fact that we, our global community, all homo sapiens are more connected than we have been during any other time in human history. In a sense, globalization has been completed. We can board a plane and get to the most remote parts of the world within hours, use high speed rail (outside of the United States, of course, because our infrastructure is poorly lacking) and crisscross a country within hours, and there are many far flung Diasporas where certain groups, whether identified by nationality, race, or ethnicity, can be found in parts of the world that is a great distance from their country/region of origin.

And there is no doubt that we’ve benefited from this connectedness.  We’ve benefited in terms of learning about different cultures, tasting and falling in love with various cuisines, establishing meaningful friendships, and we could only hope, that we’ve learned more about tolerance, respect for others, and the importance of upholding human rights across the world.

Unfortunately, at this time, we are losing the Microbial Arms Race, which is a war that began with our early human ancestors and involves a competition between humans and microbes; where microbes are constantly adapting (mutating) to overcome barriers to their ability to infect our bodies. These barriers have include the complexity and evolutionary adaptability of our own immune systems, improved sanitation practices, as well as the use of vaccines and drugs/therapeutics. One of the most well-known “superbugs” is methicillin-resistant Staphylococcus aureus (MRSA), an especially difficult-to-treat variety of the disease-causing bacteria staph. MRSA and other antibiotic-resistant bacteria stand proof that bacteria have learned to outsmart us much faster than we can invent new treatments.

Our current connectedness and exploitation of the planet, uncovering unknown microbes for which we do not have any immunity, only exacerbates the situation, and has helped to fuel this pandemic. And it truly seems like the microbes are winning, as borders are closing – forcing  us to disconnect, and we have to cope with the reality that we are without immunity or any natural defense against COVID-19.

So, where is the silver lining?

It’s faint, but it’s there. And one place to find it, is when we look at the way that “working from home”  or “remotely” has helped to not only transform the lives of workers, and the dynamics of communities, but how this transition has positively impacted the planet.While we spend so much time focused on the microscopic organism and its threat, we must not forget the fact that we all call Earth home, and as Astronomer, cosmologist, astrophysicist, astrobiologist, author, and lecturer Carl Sagan stated, this “Pale Blue Dot” is home to all of us, all life forms, and it is the only place in the known universe that we can inhabit. Unfortunately and despite, knowing that we have no other planet or place to go, we’ve continued to harm and destroy this planet.

Prior to the COVID19 pandemic scientists had estimated that we had only 11 years left (as in until 2030) before we will have to cope with the devastating effects of global warming and climate degradation. Swedish teen activist Greta Thunberg who has been afforded the most attention by the international press, and other young activists, such as Isra Hirsi, Autumn Peltier, Bruno Rodriguez, Helena Gualinga, Mary Copeny, Delaney Reynolds, Kisha Erah Muana, Alexandria Villasenor, Vic Barrett, Katie Eder, have also been beating the drum, demanding climate action, and fighting for their, and our right to have a future. Seriously, as a Millennial, I would like to be able to live into my “Golden Years”!

For the young activists and other people from the Global south, island nations, and other nations at or below sea level, the situation is even more dire. Their lives, and my own family’s lives, will be impacted more greatly; and this includes the complete loss of homeland. Countries such as Kirbati in the South Pacific have actually already begun the process of vacating their island-nation, and re-settling it’s citizens. The worse and most ironic part about all of this is that those living in the Global South and marginalized people all around the world, hold the least responsibility for climate change and environmental degradation.  What is taking place is the result of the actions of people living in the “West”, more affluent nations, and their multinational corporations. These nations have built their wealth off of raping and exploitation of peoples and the very planet that we live on. All for manufactured wealth and profit. Not realizing that our greatest form of wealth has been this planet.

In short, capitalism and hyper-consumerism are leading us to the apocalypse.

So, let’s focus on some of the positive that COVID-19 and the resultant millions of people who no longer commute daily, no longer piling onto congested highways, and instead are working from home has done for the planet:

Internationally, the levels of air pollution has declined since early March when lockdown directives really began to go into effect. This is being tracked and confirmed by the number of nitrogen dioxide (NO2) emissions in the air; with NO2 being a marker of pollution.

The earth has gone quiet! Seismologist and other researchers have reported that there has been a noted drop in seismic noise, which could be the result of transport networks and other human activities being shut down.

More about the environmental benefits here, here, and here.

When you consider all of this it would seem like Mother Earth is healing, and we must really take some time to appreciate the fact, that we are witnessing the reversal of centuries of destruction, in merely a few  months’ time. That this small pause in destructive human activity, is all the earth needed to begin healing again.We must remember this, and realize that we have been presented with a great opportunity, and cannot go back to what we’ve been doing before.

It is no longer about surviving a virus, but surviving as a species, period.

The increase in the number of people working from home globally, has created this silver-lining.

I would like to present Six Shades of Silver to consider. These are the environmental and social benefits of having more people work from home:

  1. Environmental Protection: Less traffic, less utilization of gasoline, and a sharp reduction in all forms of commuting has without a doubt provided a benefit to the planet. Also, the fact that the “Outdoors” seem to be the only thing currently accessible “Outside” means that there are more people interested in exploring and preserving national parks, hiking trails, and other natural environments that they may have not visited before.

  2. No Bedroom Communities - When one really thinks about it, it didn’t really make any sense to force the majority of workers to pile into their cars, generally head in the same direction, and across overburdened  roads and highways, to join a slow procession of cars; in order to trade their labor for pay/wages. We can immediately do away with the phrase “rush hour” by increasing the number of remote workers.

    With remote work, more workers could opt to move away from over crowded urban centers and this may offer the benefit of not only improving quality of life, but may help to reduce homelessness, particularly in urban areas, where many find themselves residing in because of the proximity to jobs. Leaving housing in these areas, such as San Francisco, Los Angeles, New York, Boston, Washington D. C. limited and thus unaffordable.

    Let’s talk more about the lives of people who would no longer have to live in “bedroom communities” and who would instead be able to live in affordable, less congested, greener, and thriving communities that are located at a distance from urban centers. Rather than awaking at some ridiculous time in the morning in order to sit for an hour or more in traffic, and essentially abandon their communities until nightfall. These workers will have an opportunity to be active members of their communities and these communities won’t be deserted towns for most of the day.

    Non-commuting workers would have more time to spend with their children and families, to get out-and-about in their neighborhood, take a walk along a trail (a physical and mental health benefit that can increase longevity), prepare nutritious meals for breakfast and lunch rather than relying on eating snacks, junk food, and fast-food in a hurry at their desk or in their car during their commute. And working in the community that one lives means that there is a greater  opportunity to build bonds with neighbors and patronize local businesses. Retaining the workers who are often gone for 10-12 hours a day, 5 days a week, means that these communities will truly be able to “come to life”.

  3. Less Office Space/More Affordable Housing: Homelessness is a manufactured phenomenon. One that is brought about by accepted socioeconomic & political systems, such as capitalism, policies, and social norms. There is truly enough “room” or space to effectively provide shelter to all people on this planet. We simply do not do so, because we place more value on land and land use than we do on lives. This is why it is not uncommon to find buildings, houses, and other housing units sitting unoccupied in cities that have extreme problems with homelessness.

    Homelessness and poverty are inextricably linked. Poor people are frequently unable to pay for housing, food, childcare, utilities (heating & electricity) health care, and education. Leaving them with difficult choices to make when limited resources cover only some of these necessities. Often it is housing, which absorbs a high proportion of income that must be dropped. If you are poor, you are essentially an illness, an accident, a paycheck, and now a pandemic away from living on the streets.

    With the mass loss of jobs and the resultant unemployment and underemployment of workers, the COVID-19 pandemic is providing an opportunity to re-think, or finally admit that there is a problem in believing that some people are more deserving of housing than others. As we talk about stopping evictions of workers and business owners, we should also consider those who were not only evicted, but forced out of their homes due to increasing economic inequity and poverty and the lack of affordable housing prior to the COVID-19 pandemic. The current alarming rates of homelessness that we see with 2019 estimates being that 567,715 Americans experience homelessness on a single  night, have been growing over the past 40 years, and has been tied to the erosion of the  middle class, the massive transfer of wealth from workers to the 1%,  economic inequity - with 20% of families making more than half of all U.S. income, stagnant wages, and the exponential  growth in the cost of housing. Reagan’s trickle down economy was a trick, and no one knows  this more than those of us born during and after the Reagan era. We are the first generation in  American history to have a quality of life that is far worse off than the previous generation.

    With an increase in the number of workers working from  home, we can begin considering converting office spaces to residential use, and/or halting the  development of even more office buildings, and focus on building more affordable housing.  Further, “affordable” housing shouldn’t be something that is made available to workers living  well below the poverty line. We need to think of affordable housing in terms of something that  is accessible to the average worker. So, it is not about creating a program, checking eligibility,  and having social workers visit families placed in affordable units, its more about having enough  available units and homes that can be afforded by (meaning not costing more than 30-40% of  their salary) people making the median salary/wage in a city or county. “Affordable housing” truly needs to signify being able to afford to pay the rent or mortgage on a home based on one’s current wages.

  4. Families and Childcare: While most women are active members of the global workforce. Out of the world’s 197 countries, the United States and Papua New Guinea are the only countries that have no federally mandated policy to provide new mothers with paid time off. Policies, provision, and management of maternity leave is left up to states and individual employers. And the time off provided to expectant and new mothers in the United States pales in comparison to maternity leave in other countries. For example, in the “progressive” state of California, mothers can typically take up 12 weeks to bond with their child; and are expected to return back to work while their child is still an infant. In the United States paternity leave is nonexistent and quality childcare is extremely expensive.

    Remote work can decrease or eliminate these financial and logistical burdens for families, and allow time for more critical bonding between parent and child(ren). This is especially true when you consider getting back all of the time loss to commuting, which often leaves parents and their children with very limited time to actually interact before bedtime and preparation for the next day. Flexible work from home schedules means that parents can begin working earlier in the day, resume work later in the evening, or even take off a Wednesday, and catch up on work on a Sunday. The silver-lining is that working parents do not have to choose between being professionals, breadwinners, and having a presence in their child(ren)’s lives.

  5. Less Commuting, Coworkers Coughing, & the Potential To Contract Communicable Diseases: We all have our “war stories” where we arm ourselves with lysol, sanitizer, tissue boxes, etc. and enter our places of work, knowing that there would be many sick and infectious people passing by and working in close proximity. We avoid shaking hands, ask people not to use the phones on our desks, and begin to bob-and-weave the minute that we hear someone coughing. And we did all of this long before COVID-19. We did this because we knew that entering our crowded workplaces, particularly office buildings & warehouses where windows don’t open, and doors remain close for the most of the day, meant that it was likely for us to contract a disease, whether it be the common cold, flu; or more serious diseases such as meningitis or tuberculosis; which can readily spread in a workplace setting.Therefore, there can only be a benefit of decrease interactions with coworkers, collaborators, clients, and others; particularly during Flu season.

  6. Improved Work-Life Balance: Working from home not only allows a worker to save money, due to less of a need for gasoline or eating out for lunch, it further improves the work-life balance by providing workers more time for their families, for themselves, for rest (sleeping in rather than having to rush to catch a bus, train, or battle traffic), to workout, do yoga, meditate, and cook healthy meals. It allows them to actively implement self care into their daily routine rather than make it something that has to be planned for and scheduled by appointment. Far more can be accomplished when preparing for work, going to work, and actually working doesn’t take up 40-50% of the day or a 24 hours period.

The Need To Transform The Workplace

The COVID-19 pandemic has made, or should’ve made it clear to many employers that their businesses and/or organizations can continue to operate with their workers or most of their workers working remotely. This is why the job advertisements that state “temporary remote” really are nonsensical. If that position can be carried out by a remote worker for the unforeseeable future, as we wait for this pandemic to wane, why should the worker in that position return to working onsite?

Employers have to get out of the outdated view of employees as children who need to be micromanaged by babysitters (managers and supervisors) who glare at them through their office windows or as they sit in crammed cubicles. This need to supervise not only the output of workers, but also their movement, truly harkens back to the practice of blocking exits that was once utilized in the workplace prior to the infamous Triangle Shirtwaist Factory fire that took place in Manhattan’s Greenwich Village in 1911. On that day 150 garment workers who were mostly women and immigrants were trapped and killed when the building caught fire, and all exits remained blocked. A number of the women were photographed as they attempted to flee the building by jumping through the windows, and falling to their death. This horrific incident was witnessed by Frances Perkins, a sociologist, workers-rights advocate and the first women to be appointed to the U.S. Cabinet; where she served as the Secretary of Labor from 1933 to 1945, under President Theodore Roosevelt. Frances championed the cause of The Fair Labor Standards Act of 1938. The FLSA required that employers pay overtime to all employees who worked more than 44 hours a week, and by 1940 the 40-hour work week became U.S. law.

Henry Ford and his Ford Motor Company actually began popularizing the 40-hour work week prior to this landmark legislation, in 1914, after research confirmed his belief that working more yielded only a small increase in productivity that lasted a short period of time; hence too many hours of work were bad for worker’s productivity and a company’s profitability. 

When it comes to this continued need or desire to “babysit” that some employers have, one has to ask - Why go through the process of searching for the best educated, experienced, and professional job candidates, if you are going to treat them like children who are unable to set priorities and manage their own schedules?

We are long overdue for a Labor revolution, and the COVID-19 pandemic has only helped to illuminate this fact. It has forced us to rethink where, how, and when we work; as well as what & how much we are willing to sacrifice when we trade our time for wages. We should take the opportunity presented by the pandemic to make changes that match the current needs, lifestyle, and realities of the 21st century worker. The re-establishment and/or support of labor unions will be needed to usher in this change.

Transitioning workers whose jobs are performed in an office setting, using a computer, etc. to remote workers, should be a part of this Labor revolution. Remote work provides the opportunity to shift the focus of work from the amount of time dedicated to work, to confirming whether tasks and assignments are completed. With task-based work, workers are provided with far more flexibility and freedoms; especially since there is less emphasis on the time of day, or days that they work. And this is something that employers really need to consider, because forcing people to sit at a desk for 8 consecutive hours does not guarantee that they are going to spend all of that time working. Instead, they are likely to attempt to get other things accomplished during that time, whether it is taking an extending lunch in order to make a medical appointment, checking personal emails, responding to texts from family and friends, surfing social media, paying their bills online, getting caught up on gossip near a water cooler, or taking multiple informal breaks to grab coffee or tea, walk, stretch, and think; because it is truly difficult for human beings to sit still and stare at a screen for long periods.

Our bodies didn’t evolve to sustain this sedentary lifestyle. All of this again, makes the focus on how worker’s spend their time futile, and far from a true measure of productivity.

A 2014 report from AtTask shared the following response from 268 workers about how they typically spent their 8-hour work days:

  • 45% of the time was spent on primary job duties

  • 40% of the time was spent on meetings, administrative tasks, and “interruptions”

  • 14% of the time was spent responding to emails

Remote Work Also Offers Benefits To Employers

Here is a short list of benefits of remote work that employers should take the time to contemplate:

  1. Research has shown that engaged remote workers are more productive. And this productivity could also be contributed to having a healthier workforce where worker’s had more time for physical activity and where there were no concerns about spread of infectious agents, resulting in many workers having to take sick days.

  2. There are obvious cost-saving benefits to having employees work from home, and this includes less overheard expenses in form of office space leases, furniture, security, as well as utility costs. Outside of payroll and fringe benefits the other major expenses would only be providing employees with technology (computers, printers, web conference logins, etc.) and supplies to utilize at home to perform their jobs.

  3. Meetings would be fewer, shorter, and more meaningful. In person meetings tend to involve lots of casual banter, and may be used by people to lodge complaints and personal grievances that only involve few people in the meeting. When it comes to remote meetings, there is more of a desire and incentive to use the allocated time more wisely, which means stay on task and get through the agenda. There are already jokes about being “Zoomed out”, and this has led to more focused meanings and less frequent meetings. And remote work doesn’t have to mean the end of in person meetings, in a post-covid world, these types of meetings could always be arranged at local restaurants, cafes, coffee shops, or even in rental office and co-working  spaces; book through sites such as peerspace.com, easyoffice.com, or liquidspace.com.

  4. Employers will be able to use the cost savings to reinvest in the company, expand the organization and increase capacity, maximize profits, or increase employee salaries in order to retain the most productive and effective workers, but also attract additional talent.

  5. With remote work, employers can literally cast their nets wider and further, and tap into a larger pool of talented, educated, and experienced job candidates, rather than being limited by geographic location. More about how remote work attracts and retains top talent here.

The Reality

Our professions are greatly varied, so the reality is that not all workers will be able to transition to remote work, and this includes those deemed to be essential workers - who work in health care, agriculture, food service (especially supermarkets), law enforcement, fire, and first responders, construction workers, entertainers and athletes, and those working in human services; as well as workers in the service industries - cosmetologists, barbers, masseuses, and so on.

However, the COVID-19 pandemic has proven that many jobs can transition to a remote model quickly and efficiently , and these are the positions that we should focus on, because there are great benefits to the planet, to individual workers, to families, to communities, and even the companies when these workers stay home.

Finally, the best way to be prepared for and combat the next pandemic, or ensure that our planet remains habitable to human life, is by embarking on this radical change to the “workplace”. Like that of the early 20th Century, The 21st Century Labor Revolution is a matter of life and death.

Let’s stay home.

Cherise Charleswell is an unapologetic Black feminist, author/writer, poet, public health researcher/practitioner, radio personality, social critic, political commentator, independent scholar, activist, entrepreneur, and model who doesn’t believe in thinking or staying in one box. She is also a Founding member of The Hampton Institute and remains in an Advisory position. Her work has been published in various magazines, textbooks and  anthologies, websites, and academic journals; including The Hampton Institute: A Working Class Think Tank, New Politics, For Harriet, Black Women Unchecked, Zocalo The Public Square, Truth Out, Rewind & Come Again, Natural Woman Magazine, Kamoy Magazine, New Republic, Blue Stocking Magazine, Broad A Feminist & Social Justice Magazine, Obsidian Magazine, AWID Young Feminist Wire, Afro City Magazine, Role Reboot, Code Red for Gender Justice, Kalyani Magazine, Interviewing The Caribbean, TruthOut, Our Legacy Magazine, and Rival Magazine Los Angeles.

Cherise is of West Indian descent, with heritage from various Caribbean islands, & is an avid world traveler, visiting over 30 countries and counting. She can’t wait for Da’ Rona to go away so she can get back to traveling.

Deconstructing Workplace Hierarchies: On Contrived Leadership and Arbitrary Positions of Power

By Colin Jenkins

Bosses don't grow on trees. They don't magically appear at your job. They aren't born into their roles. They are created. They are manufactured to fulfill arbitrary positions of power within organizational hierarchies. They possess no natural or learned talents, and they are not tried and tested through any type of meritocratic system. Rather, they gravitate to these positions of authority by consciously exhibiting attributes that make them both controllable and controlling - being punctual, highly conformist, placing a premium on appearance, knowing how to talk sternly without saying much of anything, blessed with the ability to bullshit.

Hierarchies aren't natural phenomena within the human race. Outside of parenting, human beings aren't born with the inclination to be ruled, controlled, "managed," and "supervised" by other human beings. Hierarchies are artificial constructs designed to serve a purpose. They are a necessity within any society that boasts high degrees of wealth and power inequities. They are a necessity for maintaining these inequities and ensuring they are not challenged from below. They exert control, conformity, and stability within a broader society that is characterized by artificial scarcity, widespread insecurity, unfathomable concentrations of wealth and power, and extreme inequality. Without such control, these societies would unravel from within as human beings would naturally seek autonomy and more control over their lives and the lives of their loved ones - control that would amount to nothing more than the ability to fulfill basic needs.

Despite the artificial and arbitrary nature of both bosses and hierarchies, they persist. They dominate our days from the time we wake until the time we go to sleep. They control our lives, our livelihoods, and our ability to acquire food, clothing, shelter, and all that is necessary to merely survive. If we do not subject ourselves to them, we run the risk of starving, being homeless, and being unable to clothe or feed our children. Despite this, we seldom examine them, seldom question their existence or purpose, and seldom consider a life without them.


Capitalism, Hierarchies, and "Management"

"People stopped being people in 1913. That was the year Henry Ford put his cars on rollers and made his workers adopt the speed of the assembly line. At first, workers rebelled. They quit in droves, unable to accustom their bodies to the new pace of the age. Since then, however, the adaptation has been passed down: we've all inherited it to some degree, so that we plug right into joy-sticks and remotes, to repetitive motions of a hundred kinds."

- Jeffrey Eugenides


While hierarchical human relations have existed in many forms throughout history, the dominant modern hierarchy stems largely from capitalist modes of production. Capitalism is a system that relies on private ownership of land and the means of production for the purpose of transforming capital and commodities into profit for the owners of said land. Under the predominant system of industrial capitalism, those with sufficient capital may purchase parcels of land, build means of production (i.e. factories) on that land, and employ masses of workers to create products which can be sold on the market for a profit. Owning this land, and accessing the capital required to transform it into a means to produce, is a privilege reserved for only a very few. When land is privately owned in this manner, it represents a social relationship between those privileged few (owners/capital) and the rest of us (workers/labor). It is not owned for personal use, but rather for use as a location to extract labor value for production and profit. The owners of private property do not use it to satisfy any personal needs, and rarely even step foot on or in it. Understanding the difference between personal property and private property is crucial in this regard, as the term "private property" is often misused to falsely associate capitalism with freedom. In reality, when private property is used as a social relationship, as it is in a capitalist system, it becomes antithetical to any sense of freedom or liberty. A large degree of the profit that is created in this process is done through the exploitation of labor, whereas the owner will pay each worker a set wage in exchange for labor that ultimately creates commodities worth much more than this wage. And with the legislative destruction of the commons that took place during the transition from feudalism to capitalism, performing labor for an owner essentially became a coercive proposition, not a voluntary one. For under capitalism, those of us who must sell our labor to survive essentially have two options: (1) work for someone or (2) starve (this reality is the exact reason why the welfare state became a necessity alongside industrialization).

Because the development of capitalism represents the latest form of coercive social relations between human beings, the need for industrial "management" and "supervision" is paramount. After establishing the coercive conditions necessary to compel workers to sell their labor to owners (through the legislative destruction of the commons), owners were left with figuring out how to maximize their exploitation of a workforce that was ultimately forced to spend half its waking hours (if not more) in a place they do not want to be in, doing something they do not want to do. This task has endured ever since. Not surprisingly, scientific management, or Taylorism, developed alongside industrial capitalism with this very purpose: to improve "economic efficiency" through the improvement of "labor productivity." Fordism also surfaced around this time, taking a more all-encompassing approach to issues of mass productivity and management under capitalism. The common denominator in these fields of "human management" was to figure out how to effectively commodify a human being; in other words, how to turn a human being into a machine in order to perform menial, repetitive tasks for several hours at a time. Capitalist management systems looked to slave plantations for ideas on how to best accomplish this task. "The plantation didn't just produce the commodities that fueled the broader economy; it also generated innovative business practices that would come to typify modern management," Sven Beckert and Seth Rockman write . "As some of the most heavily capitalized enterprises in antebellum America, plantations offered early examples of time-motion studies and regimentation through clocks and bells. Seeking ever-greater efficiencies in cotton picking, slaveholders reorganized their fields, regimented the workday, and implemented a system of vertical reporting that made overseers into managers answerable to those above for the labor of those below."

The hierarchies of slave plantation management have effectively been transferred to modern office buildings in both the private and public sectors. To this day, entire fields of study have been dedicated to "organizational management" and "workforce optimization." The hierarchies that exist today, whether in private or public organizations, stem from archaic forms of management designed to essentially make humans less human. The fact that the term "human resources" has been fully integrated into our vernacular highlights the inhumane nature of labor in this regard. Coercion is simply not enough to ensure productivity. Frederick Taylor's contributions made this clear, at times valuing workers as less than "intelligent gorillas;" while Henry Ford's assembly-line, mass-production operations carried out Marx's warning from decades prior, essentially turning workers into mere "appendages of machines." Ford even went as far as creating a Sociological Department designed to study and standardize workers' private lives in order to further streamline them into visages of machinery. Ultimately, these fields of study have developed the corporate culture that has become synonymous with capitalist society: extreme hierarchies, a total absence of autonomy, strict guidelines and rules, threats of disciplinary action, and complete submission to conformity. These organizational hierarchies have been placed everywhere - within most corporations, most companies, most schools, most non-profits, most NGOs, and most public agencies. Quite simply stated, they are a necessary component in maintaining the unnatural wealth and power inequities that are so rampant within the capitalist system. Without high levels of control to keep people in line, this system would inevitably collapse.


The Contradictions and Inefficiencies within Hierarchies

"Maybe it is not a coincidence that, even in heaven, under the perspective of the Bible, there is a hierarchy. After all, what better way to impose the "benefits" of accepting the power of a hierarchy in the human mind?"

- Miguel Reynolds Brandao ("entrepreneur, business developer, and investor")


While hierarchies serve a systemic purpose in regards to how they relate to broader society, they also develop internal cultures that mimic the unequal power relations that have come to characterize our society under capitalism. These internal cultures breed competition among workers by creating an exclusive, managerial class that must be filled by a select few. In order to satisfy the inherent power inequities that exist within all hierarchies, organizations create arbitrary positions of authority, advertise these positions as being available to those who "qualify," and encourage people to pursue these positions in exchange for material gain. In this pursuit, however, contradictions and inefficiencies naturally arise.

In a professional capacity, whether we're talking about a public or private organization, people climb the proverbial ladder for two reasons: 1) to make more money and 2) to work less. The narrow-minded pursuit of authority and power, whether conscious or subconscious, essentially lies within these two, fundamental objectives that are inherent to human beings who are placed within hierarchical (competitive, not cooperative) systems defined by capitalist/corporate culture. In other words, when forced into a top-down organizational structure, it becomes natural to want to make more (money) and work less (idleness). The often-subconsciously attractive idea of acquiring a position of authority is the singular casing around these material wants. While the uncivilized act of exerting power over another human being may boost self-esteem, this form of psychosis ultimately operates secondary to the material benefits that come with this power. Therefore, it is safe to assume that if material benefits did not accompany positions of authority, they likely would not exist.

Regardless of this inclination, there are still many people who have no interest in climbing the ladder. Ironically, these people, for one reason or another, are more beholden to the natural human attribute of cooperation. They are either able to see beyond the self-centered pursuit of power (money and idleness) and are simply turned off by it, or they are just not interested in climbing over (and eventually overseeing) others for personal gain. In turn, those who choose to seek power (money and idleness) - those who are willing to spend time and energy climbing the ladder - do so in a purely self-serving way. They simply want to make more and work less, have no qualms about taking positions of artificial superiority over their fellow workers, and thus do whatever it takes to obtain that status within the organization. This flow creates an interesting paradox, as the most self-serving members of an organization inevitably gravitate to the top of the hierarchy. Thus, while organizations theoretically consist of groups of people working toward a common goal, this natural phenomenon based in hierarchical ascendency inevitably destroys any hopes of a collective will, while also breeding a culture of incompetence (as those self-serving individuals take the reins).

This culture of incompetence almost always comes to the forefront, as a majority of workers will inevitably experience it through daily occurrences of redundancy, inefficiency, and frustration. When there is work to be done, bosses almost inevitably seek refuge in their offices. When crises arrive, bosses do not take it upon themselves to work, but rather demand more work from those below. In most cases, bosses become so far removed from the actual work and mission of an organization that they essentially alienate themselves. As this disconnect grows, so too does the culture of incompetency. And with the tendency for animosity to develop from the majority of the workforce that is perceived to be "at the bottom," the only option for those who seek to control, supervise, and "manage" other human beings is to instill fear in their subjects. At this stage, trust is non-existent, organizational problems are always reduced to workers not doing enough, and solutions are always rooted in disciplinary action.

Furthermore, this phenomenon creates a natural inefficiency as those who are paid more money are essentially contributing less to the mission. In the case of so-called "supervisory" and "management" positions, this inefficiency becomes two-fold by not only creating a scenario where the organization is getting less for more, but also seeking more for less from the majority of its workforce (since this void must be filled somewhere). With this realization, we can see that hierarchies are not only unnatural forms of organization, but also inefficient and incompetent ones. Their purpose for existing lies in controlling this unnatural environment predicated upon massive inequities of power and wealth. However, beyond this need to reinforce the coercive nature of society, they are useless from within. This paradoxical existence is thus forced to construct mythological purposes for the arbitrary power positions that serve no real purpose internally, yet must maintain and mimic the power relations that exist externally. Ironically, wielding fear through micromanagement and the constant threat of disciplinary action ultimately becomes this artificial purpose. And it convinces those who occupy these power positions that workers are inherently lazy and, therefore, must be prodded like cattle. The irony comes in the fact that any development of so-called laziness, or a lack of effort, that comes to fruition from below almost always is the result of widespread animosity toward those who exist "higher up" on the ladder for the sole purpose of making more and doing less. Human beings simply do not respond to arbitrary positions of authority (often candy-coated as "leadership positions") because such positions serve no purpose in any real sense of organizational operations. Frankly put, the mere existence of these positions is an insult to all of those who perform the brunt of the work from "below."


Corporate Doublespeak, Contrived Leadership, and Insecurity

"Corporations are totalitarian institutions. Board of directors at the top of managers give orders, everyone follows orders. At the very bottom of command, if you are lucky you can rent yourself to it and get a job, and if you are sufficiently propagandized you may even buy some of the junk they produce and so on."

- Noam Chomsky


The totalitarianism inherent in corporate structures is defined and preserved by the hierarchy, and these structures stretch far beyond for-profit, private enterprises. In an attempt to justify arbitrary positions of power, organizations often portray them as "leadership" positions, deploying corporate doublespeak like "team leaders" or "officers" in their hierarchical arrangement. The problem with this is that leadership, in any true sense, is an absolute contradiction from power; and especially from arbitrary power. The acquisition of money and idleness that becomes synonymous with climbing the ladder makes leadership roles impossible for those who fill these positions to obtain. Never mind that the term "leadership" itself often includes connotations of superiority, or at the very least attempts to differentiate oneself from "the pack." Leadership can never be arbitrarily assigned through "promotions" or self-proclamation. If leaders truly exist among people, they only do so through a form of facilitating. And it may only develop organically, as the result of unplanned developments springing from natural occurrences of facilitation from within a group. Leaders are facilitators who may provide organic direction in a group, and they are always those who exhibit a selfless willingness to take on a brunt of the effort, or at the very least their share of the collective effort, while expecting nothing of individual value in return. Dictating from behind a desk is not leadership. Screaming down from a supervisory booth is not leadership. Analyzing and calibrating labor productivity is not leadership. Those who climb the proverbial ladder to (1) make more and (2) work less can never be leaders. Thus, filling arbitrary positions in hierarchies can never produce any semblance of leadership. Coercion, yes. Fear, yes. But never leadership.

The fact that hierarchies remain the predominant organizational structure throughout capitalist society tells us two things: (1) they are the most effective structure for exerting control; and (2) control is most desirable characteristic of any organization existing under capitalism. The inherent cultures of incompetence and contradictions which develop within these structures remain a secondary concern to that of maintaining control. And by masking this controlled environment through corporate doublespeak, organizations are often able to stoke a cognitive dissonance among its workforce that simultaneously puts forth a healthy dose of faith in the "team approach" by day while complaining about the incompetent and overbearing bosses by night. This is accomplished through a rebranding of arbitrary power to justify it with the appearance of a (non-existent) meritocracy, and tame it by transforming self-serving overseers into "leaders." The insidious nature of this rebranding even goes as far as trying to convince those in arbitrary positions of power that they not only belong there, but invariably serve an important purpose there. The natural insecurities that develop within managers and supervisors, who are plagued with a never-ending paranoia about being exposed as the frauds they are, are put at ease with cycles upon cycles of "leadership courses" and mounds of self-help books that call on their inner-CEOs to seize the moment!

Despite these contrived efforts to establish competence and confidence, those in arbitrary positions of power within a hierarchy are undoubtedly reminded of their uselessness during daily operations. The material benefits that come with these positions are typically all that's needed to cope with this realization; however, the organizational contradictions and inefficiencies always remain, and with them enduring fissures seeping with animosity and fearfulness from below, and insecurity and paranoia from above. There is simply no getting past the fact that the mere act of "supervising" another person is inhumane, because its purpose is premised on the belief that people are inherently lazy, dishonest, irresponsible, and incompetent. Or, at the very least, the existence of supervision confirms the coercive and inhumane nature of both traditional labor and hierarchies. Supervision is only necessary in a world where workers are viewed as cattle to be prodded, pushed, "motivated," and directed. The fact that those placed with this task of supervision possess no special skills or talents only makes this relationship even more precarious, as those being supervised will almost always recognize the illegitimacy of their supposed superior. Whether through interviews or exams, there simply is no way to find people suitable for supervising others… because, quite frankly, they don't exist. The supervision or management of a human being is never a suitable proposition, no matter how many executives, boards, curriculum developers, trainers, and corporate planners try to make it so.