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?
That vaunted fount of innovation, the Silicon Valley, may be showing signs of aging. It is beginning to resemble the history of industrial development before the information age. Some of the symptoms are: growing larger companies by gobbling up smaller ones; attempting to control markets by stifling startups (or by engulfing them as in the prior case); and developing borg-like headquarters facilities aimed at exerting almost total control over the lives of their employees. From the Company store to the company town. From Silicon Valley to Assimilation Valley.
Continue reading Assimilation Valley: signs of aging?
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
As we have seen in the news lately there seems to be a fad in Silicon Valley based on the idea, particularly for companies that are currently in trouble, that togetherness is an absolute requirement for rescuing the company from a fate worse than death. That is, according to this theory, productivity, innovation and creativity only happen in groups of people constantly engaged in face-to-face communication. So if the company can only get all of its people collocated as much as possible great things will automatically happen.
I have mentioned in previous blogs that I don’t believe this theory, based both on my personal experience and survey evidence we have collected over the years. I think that these companies might better spend their time improving their management capabilities rather than herding all their employees into some mental gymnasium. Let me explain this with my own assumptions. Continue reading Productivity, innovation, creativity and telecommuting
The press, both national and international, has been full lately of stories related to Yahoo’s impending termination of telecommuting for all of its employees. The reason for this termination, according to Yahoo’s spokespeople, is the need for more innovation within Yahoo so that it can gain market share. Furthermore, Yahoo’s position seems to be that innovation can only occur if the employees are always co-located and frequently interact with other employees not in their usual workgroup. It ignores the fact that most contemporary telecommuters do their telecommuting part-time and do spend time with their coworkers in face-to-face situations.
As you may have noticed in my previous two blogs on this topic I am skeptical of Yahoo’s approach. There are two aspects to my skepticism. First, there is the question of how much innovation is really needed in an organization. Second, is the premise valid that employees need to be co-located in order to be innovative?
Continue reading Telecommuting and innovation
Since my post last month on the Yahoo!-Telecommuting controversy word of Marissa Mayer’s decision seems to have spread worldwide. Opinion expressed in the media has been both pro and con (mostly con) about the impending ban of home-based telecommuting for all Yahoo employees. If nothing else, the Yahoos certainly have stirred up public recognition that there are lots of telecommuters out there.
Much of the controversy is centered about two major apparent presumptions on the part of CEO Mayer as she tries to inject new life into Yahoo!:
- Telecommuters are less productive than are office-bound employees; and
- It is not possible to be creative or innovative while telecommuting.
Therefore Ms. Mayer feels that it’s necessary to bring the, mostly home-based, Yahoo telecommuters back to the office as a means of revitalizing both the telecommuters and Yahoo.