1. The Hidden Rules of Class at Work Candace Moody, Jacksonville
Why We Do What We Do
The Hidden Rules of Class at Work
Candace Moody, Jacksonville

2. Why Class Matters

3. Definitions: where we come from
Generational Poverty
Working Class
Middle Class
New Money
Old Money

4. Class Priorities Poverty: survival, relationships, entertainment
Middle Class: work, achievement, security

5. How class affects us

6. Why Does Money Matter?
It affects an person’s ability to focus at work and school
It affects her connectedness (she won’t have voic ; won’t answer the phone)
It affects access to knowledge, education, and healthcare

7. Ruby Payne’s definition of poverty
Lack of Resources:
Emotional
Mental
Support systems
Role models
Knowledge of hidden rules

8. How class affects our thinking
About money
About loyalty and relationships
About work
About time
About what’s important
Money is not the most valuable currency; relationships are
Poverty: loyalty is to people first
Middle class: accountability to the task comes first
Poverty: time is kept emotionally (by how long it feels)

9. Maslow’s Hierarchy of Needs

10. How we think about relationships
Two important skills that help employees deal with conflict:
The ability to listen
The ability to translate from the personal to the objective
Listening:
What is the real issue? What is most important here?
What register of language is appropriate? (formal vs. casual)
How do we structure stories?
What happened, in order
Cause and effect
Personal to objective:
Vocabulary to express abstract thoughts
Emotional reserves
Avoiding triangulation

11. Being able to identify cause & effect
(courtesy: Reuven Feuerstein, an Israeli educator)
Individuals who cannot plan, cannot predict.
If they cannot predict, they cannot identify cause and effect.
If they cannot identify cause and effect, they cannot identify consequence.
If they cannot identify consequence, they cannot control impulsivity.

12. EQ The ability to understand what you’re feeling
The ability to control what you’re feeling
The ability to understand what others are feeling
The ability to change what others are feeling

13. Behavior in the Workplace
Laughs when disciplined. (A way to save face.)
Argues loudly with the authority. (Sees the system as inherently dishonest and unfair.)
Angry response; may even instigate physical fights. (May not have the ability to see issues as abstract.)
Inappropriate or vulgar comments. (May not know formal register.)

14. The Hidden Rules

15. The Hidden Rules of Class at Work
Unspoken
Are used to judge whether you belong
Absolute: “You just don’t do that”
They affect who succeeds and who doesn’t

16. The Rules What’s expected of you / how you are judged
Entry level: what you do
Mid level: what you know
Upper level: who you know
Who you must connect with
Entry level: your team
Mid level: managers up and down the organization
Upper Level: External connections vital to the company’s success
Planning:
Entry level: daily, if at all
Mid level: weekly to annual; project-based
Upper level: strategic, long-term

17. The Rules Time commitment: Spouse or significant other:
Entry level: by the hour; only hours paid
Mid level: 50 – 60; until the job is done
Upper level: work, plus travel and social events with spouse
Spouse or significant other:
Entry level: doesn’t matter
Mid level: helpful, but not crucial to success
Upper level: critical factor; seen as a reflection of judgment and taste

18. What do you think?
Q&A

19. Resources The Hidden Rules of Class at Work, Ruby Payne
The Fragile Mind, Jarik Conrad