In physics, work is the change in energy of a system caused by a force acting on that system. Work can be either positive or negative. Positive work adds energy to a system, while negative work removes energy from it. Work is measured in units called joules, named after English physicist James Prescott Joule. The SI unit for work and energy is the joule, equal to 1 newton per metre squared. Other non-SI units for work include the calorie, erg and foot-pound.
Work is done by a force when it causes a displacement, or movement of an object over a distance. Three quantities are required to calculate the amount of work done: the magnitude of the force F, the magnitude of the displacement d and the cosine of the angle th between them. The formula for work is W = Fd cos th.
A simple example of work is pushing a block over a flat surface. The effort needed to push the block is proportional to the distance it moves, because the slope of the surface is tangential to the direction the force is applied. The more the force is applied, the more the force must be pushed to move the block a greater distance.
An object cannot do work if it is moving with its own momentum, because the force exerted on it cancels itself out. If a body is moving in a circular motion, it does not do any work, since the force component that is perpendicular to the displacement is zero (this is why we say gravity does no work on a planet in an ideal, perfectly circular orbit).
Other examples of work include heating something up, lifting a briefcase uphill against gravity and pumping air into a container against pressure. Even feeling and sight, which we think of as intrinsic human capacities, are the result of much work over long periods of time by our brains and nervous systems.
In the business world, redefining work means cultivating and drawing on intrinsic human capabilities in ways that allow individuals to make a contribution that matters to them. The result is a more meaningful day-to-day job that ignites worker passion over time and expands value to customers and the organization.
Redefining work also requires identifying and addressing unseen problems and opportunities that the company, its workers and the world at large may face in the future. These are often complex and multifaceted, but companies that do the hard work of redefining work will be better positioned to succeed in the future.
While many thought leaders and executives are engaged in a rich discussion of the future of work, few are asking the most fundamental question: What should work be? It’s not enough to retrain people in the skills that will be automated, or to move them into a different part of the business that hasn’t yet been subject to automation. This approach misses the opportunity to transform work for everyone, creating a more hopeful and productive future.