I'm focusing mainly on an office environment, but other spaces such as a laboratory, shop, factory, operating room, brothel, etc are fair game.

What layout do you prefer (open floor plan, cubicles, individual offices, group offices, etc)?

What kind of lighting do you prefer (natural sunlight, artificial lighting, dim lighting, no lighting, etc)? Does this relate to whether you choose a dark or light theme in software and websites?

What kind of desk do you prefer (sitting, standing, escape pod, etc)?

What kind of chair do you prefer?

Do you use headphones, earbuds, or nothing?

Do you eat at your desk, go out, or eat in a common area?

I've been thinking about this for a while; working conditions in the U.S.A., stagnant wages, the growing power of the corporation, and the waning power of the worker. It seems to me that to speak of unionizing in the workplace is so taboo, so fraught with risk of retaliation from the employer, that we need to do something different.

What if we took an active role in speaking about, supporting, and encouraging people of a completely different industry to our own to unionize? If the employers come down on the leaders, well hey, they don't work in that field.

So, what do you think?

I have a friend at the office, who is very dear to me. I don't have many friends, and I've known this person for over five years. But recently they've become increasingly cynical and sometimes outright toxic. Saying things like "our job doesn't matter", "nobody cares", and "you should stop trying to improve things". The company we work for had incompetent managers for the last couple of years, who were ignoring issues and basically making it up as they go. The management was basically purged, and now there are a lot of new people. So I guess it is my friend's way to cope with the situation. But it feels unhealthy, because recently they started lashing out on people, including new people who have done nothing wrong yet.

I am honestly kind of afraid to bring this issue up to them, because (a) I am afraid to lose them and (b) they will probably respond with something along the lines of "you don't know what I've been through", or "eff off", or plain old silence. I feel like they are hurting, but I don't know how to help.

What should I do? Should I do anything at all?

I've hard a lot of great results using Google's OKR (Objectives and Key Results) framework in my roles leading technical and product teams. I've been tasked with bringing this framework across my organization, including to teams like marketing and business development.

My main issue recently has been around defining the key results of the projects that our teams are going to be pursuing. All of the advice I've gotten in the past has been to ensure that KRs are quantitative, NOT qualitative. This has been at odds with some of the projects the marketing and business teams are planning on working on. These are projects like...

• create a new marketing plan given the new budget constraints
• audit the distribution process to increase our information about the retail sales process

The push back I am getting is along the lines of "when I create the new marketing plan, the project will be complete, and therefore it's just whether or not I finished the plan that matters." i.e. if the objective is finished then the project is a success. My point of view is that ALL projects should have metrics attached to them, and if we can't measure the progress then we cannot show the added value to the business as a result of our effort.

The natural response is: what metrics would you attribute to projects like these? And THAT'S where I could use help. Coming from a product/tech background, my understanding of marketing, biz, and operations leaves something to be desired.

For the marketing plan, I suggested a metric could be to reduce the monthly marketing budget from $current to $future. For the distribution audit, I suggest we track the # of insights/recommendations we produced as a result of the audit. The pushback was that these metrics "didn't really matter" and that "how can we set a goal on insights - even one good insight could be worth a lot, but I could come up with 4 crappy insights just to achieve a numerical goal."

I'm a bit at a loss. I understand their point of view, and I really feel in my heart that we need to be pursuing measurable KRs. Do you have any advice?