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Why We Do What We Do. The Hidden Rules of Class at Work Candace Moody, Jacksonville. Why Class Matters. Definitions: where we come from. Generational Poverty Working Class Middle Class New Money Old Money. Class Priorities. Poverty: survival, relationships, entertainment
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Why We Do What We Do The Hidden Rules of Class at Work Candace Moody, Jacksonville
Definitions: where we come from • Generational Poverty • Working Class • Middle Class • New Money • Old Money
Class Priorities • Poverty: survival, relationships, entertainment • Middle Class: work, achievement, security
Why Does Money Matter? • It affects an person’s ability to focus at work and school • It affects her connectedness (she won’t have voicemail; won’t answer the phone) • It affects access to knowledge, education, and healthcare
Ruby Payne’s definition of poverty • Lack of Resources: • Emotional • Mental • Support systems • Role models • Knowledge of hidden rules
How class affects our thinking • About money • About loyalty and relationships • About work • About time • About what’s important
How we think about relationships • Two important skills that help employees deal with conflict: • The ability to listen • The ability to translate from the personal to the objective • Listening: • What is the real issue? What is most important here? • What register of language is appropriate? (formal vs. casual) • How do we structure stories? • What happened, in order • Cause and effect
Being able to identify cause & effect (courtesy: Reuven Feuerstein, an Israeli educator) • Individuals who cannot plan, cannot predict. • If they cannot predict, they cannot identify cause and effect. • If they cannot identify cause and effect, they cannot identify consequence. • If they cannot identify consequence, they cannot control impulsivity.
EQ • The ability to understand what you’re feeling • The ability to control what you’re feeling • The ability to understand what others are feeling • The ability to change what others are feeling
Behavior in the Workplace • Laughs when disciplined. (A way to save face.) • Argues loudly with the authority. (Sees the system as inherently dishonest and unfair.) • Angry response; may even instigate physical fights. (May not have the ability to see issues as abstract.) • Inappropriate or vulgar comments. (May not know formal register.)
The Hidden Rules of Class at Work • Unspoken • Are used to judge whether you belong • Absolute: “You just don’t do that” • They affect who succeeds and who doesn’t
The Rules • What’s expected of you / how you are judged • Entry level: what you do • Mid level: what you know • Upper level: who you know • Who you must connect with • Entry level: your team • Mid level: managers up and down the organization • Upper Level: External connections vital to the company’s success • Planning: • Entry level: daily, if at all • Mid level: weekly to annual; project-based • Upper level: strategic, long-term
The Rules • Time commitment: • Entry level: by the hour; only hours paid • Mid level: 50 – 60; until the job is done • Upper level: work, plus travel and social events with spouse • Spouse or significant other: • Entry level: doesn’t matter • Mid level: helpful, but not crucial to success • Upper level: critical factor; seen as a reflection of judgment and taste
Resources • The Hidden Rules of Class at Work, Ruby Payne • The Fragile Mind, Jarik Conrad