Embracing the identity of a high-performance knowledge worker requires some fundamental shifts in the way we think about work, including what good work is, how we work best, and the ways we measure our success. The current performance paradigm is driven by outdated models guided by Frederick Taylor, the pioneer of “scientific management.” 

This theory was developed to optimize the efficiency of laborers working in factories in the early 1900s - a role that is much different from that of today’s HPKW. Yet, many of the core concepts from scientific management persist today, despite their outdated nature and misapplication, including:

• A focus on efficiency and eliminating waste

• A preference for homogeneity over embracing idiosyncratic elite performance

• A focus on quantity over quality

• A preference for standardization and routine over the development of craft and expertise