This is the book which the article 'Changing Work Patterns for Men' in this issue by Pam Walton and Linda Collins is based on. It is an excellent book, as you would guess if you read the article. It is based on a survey of 106 men who are '...working reduced and flexible hours, taking career breaks and working from home in a variety of roles and settings', including 17 in-depth interviews. There are lots of direct quotes from these men in the book which make fascinating and inspiring reading. This would be a great book for any man who is finding work too much, or wishes he could work less, but finds it hard to work out what to do about it. I hope many managers in many organisations read it.
It has nine chapters, including: Why men work flexibly; The flexible patterns men work; Removing barriers to change; Men, paternity leave and parental leave; The international perspective; Men and the future of work; Keeping Pace with Change; Achieving change.
As the title suggests, the main theme of the book is balance. It is about moving away from a culture of long hours and stress to one where leisure, health and family are given greater importance. Having time to spend with children was one of the great benefits cited by the men interviewed. Also, simple quality of life. A number of the men state quite clearly that they know they could be better off financially if they worked full time, but they feel better off overall with less money because they have the time to spend on other interests, and feel better in general.
Balanced Lives is a very down-to-earth book, with a lot about the practical measures which are needed in order to make flexible working work. It also, very importantly, stresses the benefits for companies from encouraging flexible working, such as increased energy and motivation. I was inspired to read that Price Waterhouse 'is changing its culture to create a climate where employee's needs can be fulfilled. This includes in-house workshops for fathers, short term flexible leave arrangements for men and women and more encouragement for all staff to take their full holiday entitlements.' Although Price Waterhouse might not express it in such terms, is this not a move towards the soul-oriented organisation that David Whyte is describing in The Heart Aroused (see review)?
Steve Banks
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