Reflections from the Edge

I have ‘worked on work’ for my whole professional career. For the majority of that time, I have worked primarily in aviation. Unlike many in the industry my primary interest is not in aviation, any more than it is in any other activity. My primary interest is not even in safety. My professional interest is, and always has been, in work and people. 

I grew up in a family business. My family, on both sides, were very much working class, though my parents were entrepreneurial and opened a market stall, which grew into a small number of shops and a small distribution business. My siblings and I were co-opted into this effort and this took up our Saturdays and holidays for as long as I can really remember. 

I was the more sensitive and reflective of the older siblings, ill-suited to some of the work, though truck driving was enjoyable in later years. So, I was the first in our known family history to decide to – or be able to – enter higher education.

Being raised in a family business, at least of the sort that I was, is not something that I can recommend, and was not a choice. This upbringing did, however, give me an immense interest in work. And so it was clear to me, from teenage years, that I would study work. This was reflected in every subject choice through high school, college and universities.

Growing up in a family business also helped me to develop a particular capacity for observation from the edge. In a sense, my whole late childhood was an exercise in crude ethnography, though I never wrote up my observations. Some of these observations related to myself and our family dynamics, such as the confusing role transitions, blends and conflicts between life as a son, brother, and employee.

Of course, I was never really asked about my observations on work. No one was. Work was just something you got on with, under a particular power structure, with particular unspoken assumptions, and particular pressures. As an inside-outsider, I could see these, and in organisations of all sorts, insider-outsiders have a particular edge on seeing things from a different – less acculturated – perspective.

This made me think about the ‘outsiders within’. There are always people who are more naturally on the edge, of groups, departments, divisions, professions. They may be more interested in the edges, in the connections, and may be naturally drawn to connecting the disconnected. From the edge, they may not be fully accepted as a ‘true’ member of any particular tribe, and so may have relatively little power and may not be heard often. But they may be accepted into many tribes, as a guest, which may well afford them an understanding of the bigger picture, as well as the unseen within. 

Author: stevenshorrock

This blog is written by Dr Steven Shorrock. I am interdisciplinary humanistic, systems and design practitioner interested in human work from multiple perspectives. My main interest is human and system behaviour, mostly in the context of safety-related organisations. I am a Chartered Ergonomist and Human Factors Specialist with the CIEHF and a Chartered Psychologist with the British Psychological Society. I currently work as a human factors and safety specialist in air traffic control in Europe. I am also Adjunct Associate Professor at University of the Sunshine Coast, Centre for Human Factors & Sociotechnical Systems. I blog in a personal capacity. Views expressed here are mine and not those of any affiliated organisation, unless stated otherwise. You can find me on twitter at @stevenshorrock or email contact[at]humanisticsystems[dot]com.

One thought

  1. I regularly read and enjoy your posts, but never comment. Perhaps it is about time!

    Interesting story, and also interesting perspective, that of the insider-outsider. I agree that such persons may have interesting perspectives and contributions to make, of course given that someone have noticed their insights and asks their opinions. Then of course, for that to happen, you also need that the organization or those holding power within it are open to internal insights or constructive criticism that may challenge the status quo. In my experience that is seldom the case. Organizations are puzzling.

    Keep on writing!

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