[[blog/video-the-role-of-leadership-in-software-development-mary-poppendieck.md|Video_ The role of leadership in software development - Mary Poppendieck]] Want to Read Rate this book 1 of 5 stars2 of 5 stars3 of 5 stars4 of 5 stars5 of 5 stars The Seven-Day Weekend by Ricardo Semler 4.07 · https://www.goodreads.com/book/show/1237392.The_Seven_Day_Weekend#https://www.goodreads.com/book/show/1237392.The_Seven_Day_Weekend# https://www.goodreads.com/book/show/1237392.The_Seven_Day_Weekend# Rating details · 728 ratings · 72 reviews In The Seven-Day Weekend, Semler explains how he transformed a small family business into a highly profitable manufacturing, services and high-tech powerhouse - 40 times larger - while watching his favorite movies or relaxing with his son in the middle of the business day. Praise for The Seven-Day Weekend’Are there real-life lessons to be learned? The answer is yes-Pragmatic, inspirational and intriguing advice’ The Times’Ricardo Semler is our kind of capitalist.’ Guardian’In this book, Ricardo Semler tells how Semco, Latin America’s fastest growing company, uses a revolutionary way of working to run a profit making company with a work force who love their jobs.’ The Sunday Times’The Seven-Day Weekend challenges conventional approaches to work. It sparks ideas that can be applied to one’s own business [and] will certainly encourage managers to look very carefully at their management practices.’ Rocco Forte, Management TodayPraise for Ricardo Semler’s Maverick!‘Semco takes workplace democracy to previously unimagined frontiers’ The Times’His egalitarian approach works like a dream’ Today (less) Get A Copy AmazonOnline Stores ▾Book Links ▾ Paperback, 276 pages Published February 5th 2004 by Random House Business (first published 2003) Original Title The Seven-Day Weekend: Changing the Way Work Works . ISBN 0099425238 (ISBN13: 9780099425236) . Edition Language . Other Editions (11) All Editions | Add a New Edition | Combine …Less Detail edit details Edit My Activity Review of ISBN 9780099425236 Rating 1 of 5 stars2 of 5 stars3 of 5 stars4 of 5 stars5 of 5 stars Shelves to-read edit( 429th ) Format Paperback edit Status June 30, 2019 – Shelved as: to-read June 30, 2019 – Shelved Review Add a review comment . Friend Reviews Recommend This Book None of your friends have reviewed this book yet. . Reader Q&A Ask the Goodreads community a question about The Seven-Day Weekend ![[./resources/book-the-seven-day-weekend-ricardo-semler.resources/30721486.ux100_cr00100100.jpg]] Recent Questions Någon i mitt gäng som läst? like · 2 years ago · Add your answer See 1 question about The Seven-Day Weekend… . Lists with This Book This book is not yet featured on Listopia. Add this book to your favorite list » . Community Reviews Showing 1-30 4.07 · https://www.goodreads.com/book/show/1237392.The_Seven_Day_Weekend# Rating details · 728 ratings · 72 reviews ![[./resources/book-the-seven-day-weekend-ricardo-semler.resources/loading-45f04d682f1e9151cf1e6fb18a1bde21.gif]] https://www.goodreads.com/book/show/1237392.The_Seven_Day_Weekend#More filters | https://www.goodreads.com/book/show/1237392.The_Seven_Day_Weekend#Sort order . Feb 28, 2013 Jurgen Appelo rated it really liked it · review of another edition Shelves: business-management Very inspiring as an ideal, with plenty of good stories, but not suitable as a how-to for next Monday morning. flag 7 likes · Like · comment · see review Jan 30, 2011 Robert Morrow rated it really liked it · review of another edition Ricardo Semler is one (probably the only one, now that I think about it) of the most original thinkers in business today. This is a follow-up book to Maverick, the only five-star business book I’ve ever read. The Seven Day Weekend goes into a bit more detail about Semco’s unique workplace culture, where workplace democracy is the norm. Employees set their own pay and hours, can avoid fixed jobs, follow both their business and personal instincts and vote on both their bosses and company decisions. Many American leaders dismiss Semler’s approach with typical ethnocentrism: wouldn’t work here. Ironic that the country that was once seen as the beacon of democracy emphatically rejects workplace democracy and worships business leaders who are narcissistic, tough-guy control freaks focused on money, money, money. Semco went from a $5M company to a $300M company without a strategic plan, without a strict hierarchy, without rules and policies and instead chose to create a workforce that recognizes that people are responsible adults who do not need babysitters or a police state mentality to “manage them,” because they can manage themselves. The financial and human measures are presented clearly and wittily in this book, demonstrating that a business can indeed be extraordinarily successful and help create meaningful lives and work for those employed there. (less) flag 2 likes · Like · comment · see review Jan 22, 2008 Jerry rated it it was amazing · review of another edition Shelves: top-shelf-books, this-moment I think Google works this way a lot, but Semler kind of came up with it on his own. Most of the great ideas in here are about trust. Trusting your employees, your business partners and pretty much everyone else. And not writing down too much in terms of rules & regulations, long-term plans and other things that constrain your wiggle room as you turn plans into reality. Semler didn’t get any of this from his Dad, who founded the company and was of the opposite temperament: very structured, very top-down. (less) flag 2 likes · Like · comment · see review Mar 21, 2008 Lisa rated it it was amazing · review of another edition ricardo semler is a breath of fresh air when it comes to rethinking working. it’s radically sensical, ethical and humane. hooray. flag 2 likes · Like · comment · see review Dec 08, 2018 Brad B rated it really liked it · review of another edition The Seven-Day Weekend manages to be both thought-provoking and entertaining. Others will point out that this is not a “how-to” guide but more like a collection of anecdotes that amount to a case study of the Semco way. After reading the book, it’s clear that the Semco way involves too much flexibility for a “how-to” guide to even be possible. In fact, that’s kind of the point. I found Mr. Semler’s book inspiring and highly recommend it. I’m not convinced that his advice will apply to every organization - I think he discounts the importance of Semco’s hiring process in selecting the very adults that are so important to the company’s success. Still, organizations of every size will find much here to think about. (less) flag 1 like · Like · comment · see review Nov 26, 2017 Hugues rated it it was amazing · review of another edition What Ricardo Semler has done with Semco really looks like science-fiction. It seems he has challenged every basic principles a lot of people take for granted to run a business, and one cannot stop wondering how this actually worked out well. For those who have read a bit about Collective Intelligence (e.g. “Booster l’intelligence collective”), Semco is the real-life (and successful!) laboratory for this paradigm, using self-management instead of carrot-and-stick. The basis: if you share a common goal, if you trust that people are intelligent adult human beings able to define what is best for themselves and for the company, if everything is transparent enough to enable decision-making (including detailed accounting and salaries), if you are able to relinquish control, then you don’t need all those activities that don’t really add value, the company will be agile and efficient, and employees will be happy. Just a few examples. Let people choose their working hours, choose their working location, decide their own personal-professional balance. Let them free to attend (or not) any meeting. Let any of them meet candidates in a tribal-like selection process, and vote for the preferred one. Let them decide their own salaries. Let them decide if it’s better to close their own factory and lose their job now or hang on and put their compensation at risk. No procedures, no rules, no written values, no written strategy, no planning further than 6 months ahead, and not even a statement defining what the company actually does. Really difficult to apply as such, I still don’t understand how one can make this work to such extent. That was probably possible because Semco is not a publicly held company with short-term quartely results to guarantee (a principle he despises). But this book is definitely excellent food for thought about trusting the people, embracing diversity (join rule-makers with rule-breakers), respecting dissent, enhancing people’s creativity and initiative. (less) flag 1 like · Like · see review Nov 22, 2015 Adam Wiggins rated it it was ok Shelves: business, gave-up The idea contained in the title of the book is a good one: now that work spills over into evenings and weekends thanks to smartphones, email, Slack, etc, might as well accept that but also let life spill into the workday. As he puts it: go ahead and answer that email on Sunday evening, but don’t hesitate to go to the movies with your spouse on Monday afternoon. Thumbs up for this idea. Unfortunately the rest of the book appears to be a bunch of rambling cheerleading for Semco without much practical advice, so I didn’t finish it. (less) flag 1 like · Like · comment · see review Jul 11, 2017 Pera Barrett rated it it was amazing Shelves: club This review has been hidden because it contains spoilers. To view it, click here. Why are we able to answer emails on Sundays, but unable to go to the movies on Monday afternoons? – Ricardo Semler, the man. End of book. OK, that’s probably not much of a description, and I guess the point of writing these things is to encourage you to read stuff that I think is worth your time. I went and found this book after listening to Ricardo’s interview on the Tim Ferriss Podcast. He’s the Brazilian CEO of a Sao Paulo company called Semco. The book is about how he created a workplace of de …more flag Like · comment · see review Jan 13, 2013 Elena Zhuravleva rated it it was amazing · review of another edition This book changed the way my company works. It forces me completely re-engineer the way of daily schedule, responsibilities and structure of the company. Read it if you would like to investigate ways how to make a modern company in non-standard way. flag 1 like · Like · comment · see review Oct 28, 2015 Anand Unnithan rated it it was ok · review of another edition Challenging ideas If you have read Maverick by the same author,there is nothing much new. However, Ricardo organises his thoughts better by providing a cogent philosophical framework in this book. flag 1 like · Like · comment · see review Mar 13, 2015 D rated it it was amazing I really dig this guy’s philosophy, and methodology. For Rogério Ottolia, who left much too early but will stay in Semco’s heart forever. Any Day Asky why? Give up control Change the way work works The repetition, boredom and aggravation that too many people accept as an inherent part of working can be replaced with joy, inspiration and freedom. Instead of dictating Semco’s identity, I let our employees shape it with their individual efforts, interests and initiatives. The obsession with control is delusion, and increasingly, a fatal business error. I don’t want to be burdened with the 90-day mindset of most stock market analysts. It would undermine our solidity and force us to dance to a tune we really don’t want to hear - a Wall Street waltz that starts each day with an opening bell and ends with the thump of the closing gavel. Thanks, but no thanks. I want Semco employees to ramble through their days, to use instinct, opportunity, and ingenuity to choose projects and ventures. The type and size of the organization is irrelevant – that’s why Semco practices have been adopted at schools, hospitals, police departments, and large and small companies around the world. We have 10 companies, give or take. They come and go; we’ve had a minimum of 5 for 20 years. We also have 6 internet companies, so we could claim 16 units, but we don’t know how many of those will survive, or in what form. First, we look for complexity, which usually means ‘highly engineered.’ Everything has a high entry barrier of complexity. If a business isn’t difficult for us and for others to break into, then we’re not interested. Second, we demand that in each of our markets, we be the premium player. We want to offer a high-end product or service. That means we’re always more expensive because we provide the premium that stretches what the customer will pay. And third, we want a unique niche in the market, one that makes us a major player in any given industry. Employees must be free to question, to analyze, to investigate, and a company must be flexible enough to listen to the answers. Ask why. Ask it all the time, ask it any day, every day, and always ask it 3 times in a row. This doesn’t come naturally. People are conditioned to recoil from questioning too much. First, it can be perceived as rude. Second, it can be dangerous, implying that we’re ignorant or uninformed. Third, it means everything we think we know may turn out to be incorrect or incomplete. Put aside all the rote or pat answers that have resulted from ‘calcified’ thinking - that state of mind where ideas have become so hardened that they’re no longer of any use. Employees must be free to question, to analyze, to investigate, and a company must be flexible enough to listen to the answers. Those habits are the key to longevity, growth, and profit. We hate written plans. People will follow a plan like a Pied Piper – mindlessly, with no thought as to the final destination. We no longer grasp the difference between leisure time and being idle. Work is so intense these days, so all-consuming that it is the arch-enemy of free time. An idle, wandering mind is a garden of rejuvenation, growth and contemplation. Chores are still work - you’re just not getting paid for it, and you’re certainly not relaxing. Technology has encroached so deeply into our lives that we must make deliberate efforts to beat it back. Divide the 7 days among company time, personal time, and idleness (free time). Anyone who eliminates the stress of an overbooked schedule, arrange a workweek to sleep according to biorhythms and enjoy a sunny Monday will be much more productive. Employees will find equilibrium in their professional, personal, and spiritual lives. It’s a sound strategy for business success. Work provides challenge, meaning and purpose. Human beings thrive on being productive, on working toward goals, providing for their families, and building a future – just don’t ask them to do it all the time and without the freedom to say “Now I need time for me.” You don’t have to like the people you work with. Respect for their performance is enough. At Semco, people only survive by performing. All it takes is confidence that employees are responsible adults, not ignorant newcomers who know next to nothing about their jobs. We always hope that on their own, people will discover their true calling. Our focus is on hiring people who want to work for us because there’s a ‘click’ between their life purpose and the company’s business purpose. ‘We have no openings, but apply anyway. Come in and talk about what you might do for us, and how we might create a position for you.’ Why do the same job year after year? Why not retire at age 40 and go back to work at 60? Tuesday is ideal for thinking about why we do what we do. Ultimately, the answer is: to make the life trip worthwhile and to feel alive with purpose. For work to be personally meaningful, it has to be customized to people’s talents. Talk to employees, find out what they want to accomplish, and give them freedom to pursue their ideas. Worker dissatisfaction and frustration are usually caused by indignation at not being heard. Money isn’t the real issue. A company’s employees are not the enemy. They are valuable assets and worth investing in. Survival of the fittest is really using fear as a management technique. It spawns a regime of microterror and veiled threats where managers tell employees to stay busy and keep your numbers up. You’ll get bigger numbers by nurturing employees. When corporate behemoths park their scouts outside ivy-covered brick walls, the tough-minded students within are already well steeled for the relentless career drive that awaits them. Gone are the shy thoughtful students who can quietly outmaneuver a bombastic opponent, in favor of peers who tend to be openly aggressive, individualistic, and terror-tested, yet underexposed to teamwork, ego control, soft tactics, and compromise. the late Rogério Ottolia - CEO of digital scale factory At our schools, Institute for Advanced Learning, Lumiar (to shed light on), learning is based on freedom, self-determination and self-discipline, passion and love. The kids tell us what they want to learn and eat; they decide on sanctions, and do better in standardized tests than the norm. Profit beyond the minimum is not essential for survival. If so, it can enable the owner or CEO to commission a yacht, but then employees wonder why they should work so the owner can buy a boat. Insistence on high ethical standards is simply good for business. We think the journey through life tells us how happy we were and how true to ourselves we have been. We have a common denominator with those accompanying us on the trip, and we need to feel good about the road we have traveled. Ask the right questions… Do you feel like coming to work on Monday morning Do you trust the leaders Do you believe everything we say in our internal and external communications? We insist on trust. We want employees to have faith in the company. Profits must be judged as moral or immoral by how they are earned and how they are disposed. People work for and on themselves. Sustainability and personal gratification meet profitability. The Fortunate 500. Why grow at all? Why not shrink? Why is money so important? Judge us by what we do, not what we say we do. Give up control and allow employees to manage themselves. Trust workers implicitly, share power and information, encourage dissent, and celebrate true democracy. Truly sustainable profit, growth, and quality happens only when employees feel it’s worthwhile to get up for work. No one has ever said: our common denominators are honesty, trust, and integrity. It’s a philosophy that working together for years has instilled in people. Decisions arising from debate are implemented much more quickly because explanations, alternatives, objections, and uncertainties have already been aired. Diversity teaches us important lessons - how to listen, compromise, and communicate, how to be patient, tolerant, and resilient. Things may not go as smoothly or as fast, but maybe slowing down will let us catch our breath and see new opportunities instead of the usual blur. MBA candidates lead to uniformity. We look for a quick analytical mind, the capacity to integrate easily, an attitude of teamwork, transparency and openness, an independent attitude, a career of deliberate and solid growth, and a sense of humor. We try to reduce the stress the process puts on the candidate. The maximum anyone is able to regularly interact with is a half dozen people. Groups of 6-10 people who know about each other don’t need outside control. Better to have 6 teams of 6 people rather than an unwieldy 36-member unit. Respecting nature makes for easy control systems. It’s not a matter of size. It a question of relinquishing control, trusting workers to pursue their own best interests, sitting back and letting nature take its course. Success doesn’t come from one person alone; it stems from collective decisions that colleagues support. Arrogant leadership leads to irresponsible leadership. It’s human nature to look for a savior or a father figure. Our herd mentality prompts us to line up behind them. Two things then happen to leaders when they become a hero: Employees begin to delegate upward; and the leader starts to believe his own press, which invariably portrays him as a genius. Why not make attending meetings optional? Why have a permanent CEO? Every Day Do some unexpected learning Sit back, relax, and plan only as far as the next bend in the river Alice in Wonderland & the Cheshire Cat Which way should I go? It depends entirely on where you want to go. Anywhere as long as it takes me somewhere In that case, any of the roads will do. In my life, anywhere I end up is somewhere I want to be. Twice in my life I’ve gone to an airport and only then chosen a destination. If I don’t know where I’m going, any road is interesting. The mystery of why some people are more in touch with their intuitive faculties has something to do with the license allowed to the uninhibited use of those attributes. People have to be encouraged to act on instinct or its potency as a tool will be lost. Power and position do not guarantee infallibility or even necessarily the best thinking. The danger of hanging out with kooks to bring wild and crazy dreams to life is that you may lose contact with reality. But then it takes some of each extreme to create the extraordinary. Countless important discoveries resulted from mistakes or serendipity. Including the French tarte tatin, by the two Tatin sisters who operated a little train station bistro in the village of Lamotte Beuvron. When management heaps change on employees and it’s not in their self-interest, they withdraw their most valuable assets - passion, talent and commitment. Crippled, business resorts to ‘defense by emulation.’ This industry-wide emulation is poison. Take the auto industry. Line up the sedans, and it’s impossible to distinguish among them unless you happen to own one. Why? Because their designers all learned from the same books, went to the same schools, meet at the same conventions, attend trade shows together and focus unduly on their competition. Change works well only if it is a nonissue. An organization that constantly and artificially coaches its people to change is like a Darwinist shouting to a giraffe: Stretch that neck! Global companies don’t practice democracy. Lenin and Stalin’s form of communism is gone, but its trappings have been expropriated by mega-corporations. State monitoring, central planning, mission statements… At Semco, we are sustainably out of control – in both practice and theory. (less) flag Like · comment · see review Dec 30, 2016 Jean-Philippe Michel rated it liked it Successful Brazilian businessman Ricardo Semler has a different management philosophy: he believes we should treat employees like humans. Through his “radical” organizational democracy, he grew his company, Semco, by trusting his employees, letting them run themselves and encouraging dissent. Many of his beliefs are diametrically opposed to how most large organizations are currently run, disrupting the status quo of what we believe are the best practices in the world of work. From another review …more flag Like · comment · see review Jun 24, 2018 Anton Iokov rated it it was amazing Shelves: physical-books Just watch the Semler’s Ted talk. If it’s not motivating enough to read the book, I don’t know what is. Many preach democracy, transparency and freedom. Few practice them once in power — Ricardo is a notable exception. Would like to hear more from Semco workers though. Rating and reviews on Glassdoor are not stellar: Semco Energy, Semco Plastics, Semco Maritime and Semco Instruments. P.S. As with almost any business book, it could have easily been twice as short. flag Like · 1 comment · see review Jan 03, 2018 Nadia rated it liked it · review of another edition Written rather in the style of self-help books (repetitive, with an enthusiasm I find often off-putting), the book has some very interesting insights though into the world of work and what could be changed about it. Basically… almost everything. I very much liked the main assumption of the book: that working people are actually adults who should be treated (and empowered) as such and not mischievous children in need of control and punishment. The ideas put forward would merit serious attention …more flag Like · comment · see review Mar 08, 2018 Alan Newton rated it it was amazing An interesting and absorbing read, which goes (as one may expect) much farther than his famous TED Talk. I’ve long been an admirer of his style and approach, but hadn’t delved into the intricate detail of how and what until now. Utterly fascinating and a real lesson in leadership. A bible for anyone starting a new business and wanting to create a different type of organisation in terms of self-governing democracy etc. Some great ideas and pointers. flag Like · comment · see review Sep 26, 2017 Curtismchale rated it liked it An inspiring read all about giving your employees more trust. They are adults so treat them like adults. Stop monitoring them all the time. Focus on the results they provide for the business and that’s it. You’ll leave this book with many great ideas to try in your business, but it’s not a guidebook on how to implement them all next week. You’ll have to do some trial and error to get that. flag Like · comment · see review Aug 12, 2017 Anita Ashland rated it liked it Shelves: business This model of management where there is autonomy and completely lack of micromanagement is one I wish was the norm. This book was about 100 page too long, however, as he rambles on with stories that are kind of repetitive. And the book has no how-to information, which is to be expected, as he runs his companies with no rules. flag Like · comment · see review Aug 07, 2017 Joe rated it it was amazing Highly recommended to anyone who’s questioning whether there’s life at the end of this rat race. Additionally, this book should be required reading for all leaders of organizations and for anyone in the business of running a business or leading people. flag Like · comment · see review Jun 18, 2017 Marta Kondryn rated it it was amazing · review of another edition Devoured this book over 1.5 days. Amazing, inspiring, so many nuggets on how to drive the company to become more self-managing, empower employees, diminish the power of titles and high egos. I recommend to read it if you are in HR, management or running your own business. flag Like · comment · see review Jul 01, 2018 Vivek Kumthekar rated it really liked it You would never know that Ricardo Semler’s style of management will work in real life. You will believe it when you read it .( Stealing phrase from my other favourite book by Wayne Dyer’s You will see it when you believe it ). flag Like · comment · see review Sep 03, 2017 Tom Konicek rated it it was amazing · review of another edition Wonderful, strongly recommend for everyone working in bigger organizations… flag Like · comment · see review Nov 15, 2018 Simon Ong rated it it was amazing A lot of things make senses but the book don’t provide a formula on how to practice what has been done in his company. I was really hoping to grasp some know-how skills. flag Like · comment · see review Oct 08, 2018 Lee Adams rated it liked it Shelves: non-fiction, non-fiction-business Semler definitely has some ‘out there’ ideas worth contemplating. I can’t say I drank the Kool-aid but good food for thought on a few concepts. flag Like · comment · see review May 11, 2017 Coen Cuijpers rated it it was amazing Together with maverick this changed my view on work, weekends, stillness and leisure. It actually changed my life. flag Like · comment · see review Aug 07, 2007 kareem rated it it was amazing · review of another edition original review posted here: http://www.reemer.com/archives/2004/0… This is Semler’s second book, and it reads a lot like a management strategy guide containing principles with anecdotes from Semco that illustrate those principles compared to Maverick, which read like a story of the highs and lows of the organizational experiments conducted at Semco. Semler’s main points thus far are: 1. Ask “why” several times when making a decision Asking “why” ensures that you make a decision for the right reas …more flag Like · comment · see review Dec 22, 2013 Harmeet Singh rated it really liked it · review of another edition Ricardo Semler writes so well on the topic of how he runs(or rather, lets it run on its own) an organization in a purely democratic way. Everyone is encouraged to ask questions and not blindly believe their managers/colleagues/anyone. Most of the things the author writes about from his own experience, are already known to every organization, but rarely does anyone seem interested in practising them. His claims sometimes seem to be an exaggeration of facts, but I guess there should be something r …more flag Like · comment · see review Jan 02, 2013 Abraham rated it really liked it · review of another edition This is a pretty rambling, off the cuff account from one of the genuine innovators in business, on how his radical policies toward employees have created a better, more balanced, and, importantly, more successful business. Semco has really rewritten the book on what careers can look like in the 21st century - publishing salaries, budgets, meeting minutes and otherwise classified information at most companies to all employees, and even encouraging them to participate in the process of drafting th …more flag Like · comment · see review Jan 30, 2011 Angie rated it liked it · review of another edition Shelves: kindle-clubbers, recommended-non-fiction An engaging read that gave me much to consider. I agree with Semler’s point of view–to let people have a life, to give them freedom to choose their direction, and give them full information and control. How freeing to rid yourself of what he calls ‘boarding school issues.’ I aspire to have a company that runs on the principles set out in this book. Sometimes, though, the way he claims things work at his companies seems impossible to pull off. I’d like to hear from employees to see if the stories …more flag Like · comment · see review Dec 23, 2012 Kevin rated it it was amazing · review of another edition This is a very thought-proving and uplifting book. Initially you are bound to question why things are not being run like this the world over. Then perhaps when you look closer to home you’ll see that elements of this democratic style of working are already a part of your workplace. How successful these are is dependent on so many factors. It’s hard to factor out the whole Brazilian aspect from Semco and see how it would work elsewhere (for example heavy unionisation initially drove much of their …more flag Like · comment · see review Mar 30, 2008 Cameron rated it really liked it · review of another edition Recommends it for: People who think business is kind of stupid Ricardo Semler…always an entertaining read. For those of you who think business is full of stupidity (but perhaps still worth saving), this book is for you. The Seven-day Weekend is actually nothing like the incredibly obnoxious 4-hour Workweek and was published several years earlier. The theme of this book is how the blurring of our private lives and work lives has led to the seven-day workweek, and how this should be re-conceptualized as the seven-day weekend. This would be a job where we ac …more flag Like · comment · see review « previous 1 2 3 next » . new topic Discuss This Book There are no discussion topics on this book yet. 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