Fake “Work”: Why People Are Working Harder Than Ever but Accomplishing Less, and How to Fix the Problem

Peterson, cofounder of the Work Itself Group, and Nielson, cofounder of the Ascent Group, seek to answer why people spend so much time doing so little real work—what they term a “fake” work phenomenon that mires employees in redundant tasks that result in low morale, cost overruns and organizational stagnation. While the authors nimbly dissect the problem, they fail to provide a road map for what they say is the most basic ingredient to doing “real work,” which is strategy ; they reiterate the importance of a organizational strategy and keeping priorities, but fail to provide any sort of blueprint for floundering organizations to develop that strategy. Instead, the authors cover a number of irrelevant topics—how to be a good listener, how to be a good manager and how to maneuver in corporate culture. This overambitious book wants to be all things to all people: advice to workers and tactics for managers, but after the tests and stories and steps, there is little analysis to uncover better practices and processes. (Jan.)