"The nineteenth century was marked by great achievements in engineering. Advances in psychology, sociology, and physiology should lead us to as striking advances in 'humaneering' during the twentieth century." The Psychology of Normal People (1940, p. 24) Joseph Tiffin, Frederic Knight, & Charles Josey
The Humaneering Institute is a nonprofit global organization formed to create, share, and oversee the new applied science of humaneering. Humaneering makes possible the precise, systemic application of human-science principles, methods, tools and knowledge to the design and management of work that depends on people, thus enabling significantly higher levels of individual and operational effectiveness and productivity.
Board members Bob Wyatt and Don Combs offer an impromptu explanation:
The optimal design of work systems involving people requires using both engineering and humaneering. The purpose for engineering and humaneering are the same—work effectiveness and productivity—yet many of the principles, methods, tools and knowledge are as different as the physical and human nature from which they are derived.
Engineering principles, based primarily on the physical sciences of physics and chemistry, give Type 1 standardized-task work performed by people the programmability and stable functionality found in machines and machine-like processes. Humaneering principles, based primarily on the human sciences of biology, psychology and sociology, give Type 2 adaptive-response work performed by people the flexibility and initiative-taking required to maximize the creation of economic value from opportunities.
In today's economy, some estimates suggest that fewer than 20% of the jobs in developed economies are predominantly Type 1 standardized-task work. Economic value creation is designed into this work, and people are trained what to do and how to do it. During the past 50 years, most Type 1 work has been mechanized or automated. This explains why now more than 80% of all jobs are predominantly Type 2 adaptive-response work. Such work creates economic value based on how effectively people vary their response to each unique situation while cultivating their assigned opportunity.
Humaneering provides managers with guidance for designing and managing Type 2 response-ability work, thereby maximizing job performance. Managers report that humaneering makes Type 2 work easier to manage with sustained high-performance levels, in part because worker motivation and personal-best performance are supported naturally.
To learn more about humaneering technology and how it advances work and operations that depend on people, please contact DesignedWORK. For several years DesignedWORK provided technology-adoption clients of the Humaneering Institute with impressive customer-centric support. In January 2013, the Institute partnered with DesignedWORK to assume the Institute's technology-transfer function.