A GLOBE & MAIL BEST BUSINESS BOOK OF 2021 The COVID-19 pandemic forced an unprecedented experiment that reshaped white-collar work and turned remote work into a kind of "new normal." Now comes the hard part. Many employees want to continue that normal and keep working remotely, and most at least want the ability to work occasionally from home. But for employers, the benefits of employees working from home or hybrid approaches are not so obvious. What should both groups do? In a prescient new book, The Future of the Office: Work from Home, Remote Work, and the Hard Choices We All Face, Wharton professor Peter Cappelli lays out the facts in an effort to provide both employees and employers with a vision of their futures. Cappelli unveils the surprising tradeoffs both may have to accept to get what they want. Cappelli illustrates the challenges we face by in drawing lessons from the pandemic and deciding what to do moving forward. Do we allow some workers to be permanently remote? Do we let others choose when to work from home? Do we get rid of their offices? What else has to change, depending on the approach we choose? His research reveals there is no consensus among business leaders. Even the most high-profile and forward-thinking companies are taking divergent approaches: --Facebook, Twitter, and other tech companies say many employees can work remotely on a permanent basis. --Goldman Sachs, JP Morgan, and others say it is important for everyone to come back to the office. --Ford is redoing its office space so that most employees can work from home at least part of the time, and --GM is planning to let local managers work out arrangements on an ad-hoc basis. As Cappelli examines, earlier research on other types of remote work, including telecommuting offers some guidance as to what to expect when some people will be in the office and others work at home, and also what happened when employers tried to take back offices. Neither worked as expected. In a call to action for both employers and employees, Cappelli explores how we should think about the choices going forward as well as who wins and who loses. As he implores, we have to choose soon.

Compelling fiction starts with characters who have well-crafted layers that make them memorable, relatable, and fascinating. But trying to convey those layers often results in bulky descriptions that cause readers to skim. Occupations, though, can cover a lot of characterization ground, revealing personality traits, abilities, passions, and motivations. Dig deeper, and a career can hint at past trauma, fears, and even the character’s efforts to run from—or make up for—the past. Select a job that packs a powerful punch. Inside The Occupation Thesaurus, you’ll find: * Informative profiles on popular and unusual jobs to help you write them with authority * Believable conflict scenarios for each occupation, giving you unlimited possibilities for adding tension at the story and scene level * Advice for twisting the stereotypes often associated with these professions * Instruction on how to use jobs to characterize, support story structure, reinforce theme, and more * An in-depth study on how emotional wounds and basic human needs may influence a character’s choice of occupation * A brainstorming tool to organize the various aspects of your character’s personality so you can come up with the best careers for them Choose a profession for your character that brings more to the table than just a paycheck. With over 120 entries in a user-friendly format, The Occupation Thesaurus is an entire job fair for writers.

A research-backed clarion call to CEOs and managers, making the controversial case that good, well-paying jobs are not only good for workers and for society--they're good for business, too.

"Time management for the 21st century"--Jacket.

The four principles that can help us to overcome our brains' natural biases to make better, more informed decisions--in our lives, careers, families and organizations. In Decisive, Chip Heath and Dan Heath, the bestselling authors of Made to Stick and Switch, tackle the thorny problem of how to overcome our natural biases and irrational thinking to make better decisions, about our work, lives, companies and careers. When it comes to decision making, our brains are flawed instruments. But given that we are biologically hard-wired to act foolishly and behave irrationally at times, how can we do better? A number of recent bestsellers have identified how irrational our decision making can be. But being aware of a bias doesn't correct it, just as knowing that you are nearsighted doesn't help you to see better. In Decisive, the Heath brothers, drawing on extensive studies, stories and research, offer specific, practical tools that can help us to think more clearly about our options, and get out of our heads, to improve our decision making, at work and at home.