LuckyR wrote: ↑December 31st, 2024, 2:42 amI agree. Here the king was the rarest of them all, and he was capable of ordering around and managing both the lumberjack and the minister.Sushan wrote: ↑December 30th, 2024, 8:16 pmYes, the story is an accurate representation of reality. Though there is another, as yet unmentioned, variable. Namely that there are an abundance of potential workers who can do, compared to candidates who are skilled at using their mind (in your example) or managing others (in PC's example). Scarcity drives compensation.LuckyR wrote: ↑November 7th, 2022, 1:22 pmI will neither agree nor disagree with you, but will simply tell a story that I have heard, and would like to hear your opinions on that.Pattern-chaser wrote: ↑November 1st, 2022, 1:21 pmExactly. So humans are not hive dwellers, a subset will be drawn to climbing the ladder, others like to DO, but don't like to DECIDE. It's all good. Except that the deciders (no surprise) typically decide that they should be compensated more than the doers.
Yes! In employment — I'm now retired — I avoided hierarchies because I was happy doing what I was doing, and didn't wish to move away from that. So it wasn't that I was avoiding responsibility, confrontation or competition, but only that I had already reached my goal. Actually, I still had a goal, and that was to get better at what I was already doing. That journey is never-ending!
A lumberjack complained to the king, arguing that he worked tirelessly cutting trees all day but was paid far less than the minister, who merely sat and thought. The king came up with a test to demonstrate his point.
To find out where a moving cart was going, the king gave the lumberjack instructions to follow it. The king had to dispatch the lumberjack again each time he returned with a single piece of information (such as the present location of the cart) in order to obtain additional information, including the identity of the person inside or the object being carried.
When the minister was given the same task, he analyzed the situation, asked a few critical questions, and gathered all the necessary information in a single trip.
The king explained that while the lumberjack's work was physically demanding, it lacked strategic thought and efficiency. The minister, however, accomplished the same objective more successfully by using intelligence, foresight, and planning. Critical thinking and problem-solving skills are uncommon and frequently more useful than monotonous physical labour. The minister's increased pay was therefore justified.
However, scarcity is not the only factor in pay. Other elements, like negotiation power (trade unions), industry standards (safety compensation), or societal biases, also play roles.
And also, not all manual workers are easily replaceable, and some require specialized skills, like artisans, welders, etc.
– William James