Almost everybody knows that a steep learning curve (just steep enough to be exciting, not overwhelming) keeps people jazzed. What better way is there to keep learning than to take on different tasks occasionally? For a decade now, industry has been proving that "universal operators" give work units the flexibility they need to respond to seasonal or unexpected demands. Workers who are trained to do different tasks, or whose job descriptions change in response to new challenges for their work unit, stay more engaged than their locked-in counterparts, provided that they're informed of impending changes and given the training they need to do the new jobs well. I've talked to sales people, systems analysts, teachers, office workers, consumer product developers, nurses and construction workers, to name just a few, who have all become re-invested in their work by swapping parts of their regular jobs with others. So, I know it works. If you're a little tired of doing your job the same old way, why not ask around in your work unit about what new tasks might interest people, and see what potential variations in how jobs are configured you might turn up? The best designers (and re-designers) of jobs are always the people doing the work. As CEO Robert Ferchat suggests, "Free people to innovate so that your company can grow. Creativity is not the divine right of management."