When we first started research on telecommuting in 1973 our focus was on whether telecommuting was practical in the real world, never mind the optimal amount of telecommuting. I insisted that the research involved testing telecommuting in an actual company, one whose bottom line was purely business oriented. The question of the optimal amount of telecommuting/teleworking didn’t come up because we were concerned with whether it was practical at all.
In those days the typical telecommuter was a person who worked using a computer terminal that was connected by wires to a mainframe computer somewhere. The idea of the person doing this from home was simply not practical; telecommunications cost — the cost of connecting that computer terminal to a distant mainframe via telephone connections all day — was simply too high. So in those mid-1970s days we concentrated on people working in what we called satellite offices: typically suburban offices solely owned by the employing company for use by its employees. Only after the arrival of personal computers in the late 1970s and early 1980s was it practical to think about home based telecommuting.
Continue reading What is the optimal amount of telecommuting?
There has been lots of news recently about automated driving. Teslas on autopilot, driverless (sort of) Ubers, all the main auto manufacturers developing self-driving cars. How is all this driverless driving likely to affect telecommuting? After all, telecommuting was invented as a way to reduce time- and energy-wasting commuting. What if the commuters of the (near) future can sit back and telecommute en route?
I originally started thinking about telecommuting in response to the question: why can’t you [rocket scientists] do something about traffic? The point being that growing traffic congestion, in the 1970s, had become a source of air pollution, reduced productivity, energy dissipation and a whole host of other undesirable things. My reasoning was: Continue reading Telecommuting in the automated driving age
On 23 June 2016 the voters of the United Kingdom opted to leave the European Union; Brexit won. So far the consequences have been jubilation, shock, horror, recrimination, disaster and confusion. But one of the consequences may be a surge in Brexit-induced teleworking. Here’s why.
Continue reading Brexit-induced teleworking?
A column about telemedicine by Mike Freeman in the Los Angeles Times of 19 March 2016 is headlined “Doctor visits could be like Uber”. The introduction reads:
Though it may sound farfetched, seeing a doctor could move in that direction if telemedicine gains acceptance.
How time flies. On my desk is a report By Ben Park titled: Introduction to Telemedicine: Interactive Television for Delivery of Health Services. The report, from the Alternate Media Center at the School of the Arts, New York University, is dated June 1974. This report appeared just before my research team’s December 1974 report on the Telecommunications-Transportation Tradeoff. The gist of both reports was that information technology can substitute for many travel purposes, when configured properly. The technology of 2016 is far more powerful than that of 1974. Both telework and telemedicine are happening in ever greater variety today.
Continue reading Telemedicine to Uber?
Who needs face-to-face? One of the primary issues in determining the telework ability of a particular job or person is the extent to which face-to-face interaction is needed. Most jobs can be analyzed in terms of the amount of time face-to-face interaction is required versus the time that it is neither required or can be substituted by some form of technology. In the early days of telework the available technology was simply the telephone; therefore face-to-face requirements (meetings, informal discussions, presentations, and so on) had no substitute. So the time available for teleworking was basically the time when the worker could work alone.
As technology has improved it has reached the point where it can substitute effectively for many forms of communication that formerly required face-to-face interaction. Still, there are cases where face-to-face is required or certainly desirable. Let’s look at a few. Continue reading Face-to-face: Who needs it?
One of the side effects of telework’s growing popularity is this issue: are your teleworkers employees or contractors? Our position from the first has been that all teleworkers should be treated like regular employees; given the same rights and privileges, fringe benefits, health care and so on. Part of our rationale for this was that, since teleworkers tended to contribute more to the ultimate “Bottom Line” than their in-office compatriots, they should be treated at least as well as the latter group. Most employers have followed this precept over the past few decades.
Continue reading Employee or Contractor
This week marks the 25th anniversary of the Americans with Disabilities Act (ADA), signed into law by George H. W. Bush. Since the ADA emerged in 1990 a great deal of progress has been made in expanding the options for disabled people. Good progress but not enough. Telework for the disabled is an option that needs more recognition.
Continue reading Telework for the disabled
“Why do we need training to make telework work well?” is a question we get frequently. Here’s why: Teleworking is not the same as working in the office; it requires establishing communication patterns and modes that are likely to be different from those in the office.
For starters, that face-to-face interaction that is the mainstay of intra-office communication is either absent or flattened in telework situations. Almost the first question a prospective telemanager asks when faced with the prospect is: “How do I know they’re working if I can’t see them?” That is the crux of the problem and the main motivation for training.
Continue reading Training: Why, Who, What, When
The World View page in the 19 June 2014 Nature is titled: “Uprooting researchers can drive them out of science.” A key statement in the article by Russell Garwood of the University of Manchester, UK, is:
If they wish, researchers can now communicate more often, and just as easily, with colleagues in a different time zone than with those in the next office.
That’s the problem. The management techniques of science were developed in the time when scientists necessarily worked together in the same laboratory. Although the technology has changed, apparently the management attitudes have not.
Continue reading Young scientists need telework, not travel
What are the relationships between telework and organizational culture? Here is the Wikipedia definition of organizational culture:
the behavior of humans who are part of an organization and the meanings that the people attach to their actions. Culture includes the organization values, visions, norms, working language, systems, symbols, beliefs and habits. It is also the pattern of such collective behaviors and assumptions that are taught to new organizational members as a way of perceiving, and even thinking and feeling. Organizational culture affects the way people and groups interact with each other, with clients, and with stakeholders.
One of the persistent questions I get about the impacts of telework is its effect on organizational culture. The fear is frequently expressed by the management of organizations considering adopting teleworking that somehow the teleworkers will become a sort of alien presence in their organizations. They fear that the teleworkers will be unable to adapt to the organizational culture and therefore will turn out to be a drag rather than an improvement to the organization’s operations and success. Continue reading Telework and organizational culture