Telework/telecommuting has always been based on the concept of location independence: the idea that some jobs/tasks are independent of where they are performed. Our mantra has been to move the work to the worker instead of moving the worker to work.
The telecommuting portion of telework concentrates on local situations; usually urban-oriented, replacing some or all of the daily commute between home and workplace. In fact, this was the brainstorm I had one day around 1970 while stuck in near-zero miles per hour traffic on a Los Angeles freeway. To make it worse an overhead traffic control sign urged: “Maintain Your Speed”. Inner thoughts: “My job generally involves thinking, computing, writing and otherwise doing solo stuff. Why can’t I just do it at home? Why am I wasting hours sitting here inhaling carbon monoxide and stressing?”
Continue reading Location independence 2.0
One of the reasons I recommend telework is its usefulness in allowing work continuity even in the case of natural disasters: earthquakes, hurricanes, floods, blizzards and the like. I haven’t spent much time writing about telework and unnatural disasters. Now here’s one that’s made to order: Brexit. A disaster that the UK and the EU are just now beginning to recognize.
Amid the gory details of the Brexit process, a saga that evolves daily, is that of the European Medicines Agency (EMA). The problem is that the EMA is currently domiciled in London; Canary Wharf to be exact. The role of the EMA is comparable to that of the Food and Drug Administration (FDA) in the United States. The EMA approves medicines for millions of Europeans.
But Wait! How can an agency responsible for the medicines of Europeans be located in a soon-to-be non-European country? Answer: Politically speaking it can’t; it must move to the Real Europe.
Continue reading Telework and unnatural disasters: Brexit
Ordinarily this blog concerns “normal” telework, among other issues. But this time the focus is on telework as it happens to coincide with telepolitics in Spain’s region of Catalonia. In case you haven’t been following the goings-on in Catalonia because of Trumpruses here’s the story.
Catalonia, although an official, semiautonomous region of Spain, has been chafing at the bit for decades if not centuries. Many Catalans want Catalonia to evolve into a separate country. The Spanish government is dead set against such a move. Nevertheless Catalonia, which has its own parliament, voted in a referendum on 1 October 2017 to become independent under its President, Carles Puigdemont. Spain’s prime minister, Mariano Rajoy, declared the referendum unconstitutional, null and void and set about arresting the leaders of the separatists. Rajoy also declared a snap regional election to be held on 22 December 2017 for the purpose of returning Catalonia to the fold.
Continue reading Telework and telepolitics in Catalonia
Despite all our sage advice the world, at least the United States, seems intent on accelerating our race to the climate cliff. It’s well past time to put on the brakes. For example, energy and climate notes that:
In the 1990s, the transportation sector saw the fastest growth in carbon dioxide emissions of any major sector of the U.S. economy. And the transportation sector is projected to generate nearly half of the 40% rise in U.S. carbon dioxide emissions forecast for 2025.3
Congratulations all you movers. Transportation finally is producing more greenhouse gases than coal-fired power plants. As my mother used to say to me when I was a sprout: Stop moving around so much!
Continue reading High time to put on the brakes
Telework versus transportation: for the past four decades much of my work on telework and its telecommuting subset has been on demonstrating the relative advantages and disadvantages of those two. It all started in the early 1970s when I got fed up with wasting my time sitting in traffic twice, or more, daily. The commute to and from work was a drag.
Then came the proverbial lightbulb! If what I’m doing at work simply requires a phone (remember, this was in the dark ages of computing) and a desk, why do I have to fight traffic for more than an hour every day to do it? Why not do it from home (Starbucks hadn’t been invented yet either)?
Since then a growing number of people and organizations have come to the same conclusion, fortified by the evidence that telework and telecommuting are good for business. There are now tens of millions of teleworkers worldwide and the number continues to grow.
So now what?
Continue reading Thoughts on telework versus transportation
According to the Wall Street Journal of 18 May 2017 [Note: the referenced article has a paywall], IBM has decided to call in all its telecommuters. The option given to the telecommuters is either to come in to an IBM facility every day or look for a job with some other employer. This was a shock to me since I helped IBM get its telecommuting program started in 1984, way back in the 20th century. So IBM has been supporting (and lauding) telework for 33 years. And now they have decided to stop it, to retreat to the pre-1980s. This does not seem to be a wise move. Why are they doing it?
The answer from IBM sounds a lot like Marissa Mayer’s excuse for calling in the telecommuters of Yahoo! Business is bad and it doesn’t seem to be getting better so it’s time call in all the troops in order to ignite a burst of innovation. Get them together every day so that the ensuing interpersonal communication (or friction), like striking a match, will produce light and the company will turn the corner and prosper. The implication, of course, is that business is bad because of telecommuting. Therefore it’s the telecommuters who are the source of the problem. It’s what my friend, Gil Gordon, calls telescapegoating!
Continue reading IBM retreats to 20th century, drops telecommuters
The recent Paris accords on global warming marked a milestone: the end of the beginning. Finally most nations agreed that global warming is real, is man-made, and that they are responsible for doing something about it.
That’s the good news. The bad news is that the pledges made to reduce greenhouse gases go only about half-way to solving the problem. Worse, their pledges are only to try to make things better. That is, fingers crossed behind their respective backs. Still, they did undertake to provide an annual, transparent assessment of their individual progress toward reducing greenhouse gases. This way the slackers can allegedly suffer the disapprobation of the high achievers.
Continue reading Global warming: the end of the beginning
Once again we find some commentary in the press about the questionable management techniques in some large corporations. This time the commentary is about Yahoo! — again. Specifically, the New York Times Magazine had an extensive article by Nicholas Carlson titled “What Happened When Marissa Mayer Tried to Be Steve Jobs” in its 21 December 2014 issue.
Although the Times article covers a number of management mistakes made by the highly paid ($117 million over 5 years) Mayer, I was particularly struck by a section about Mayer’s management style:
Continue reading It’s the management, stupid — again
What is telework’s central secret? Its ability to enhance the level of teleworkers’ focus on their work. This both increases worker productivity and enhances their job satisfaction. Why? Because many, if not most, contemporary office environments are definitely not conducive to the level of focus required for work to be done efficiently and effectively. They suffer from low focus factors.
Here’s an example. Suppose you arrive at your downtown office after an “exciting” commute to work. You grab your first coffee, sit at your desk, try to relax for a few minutes then start to focus on today’s first task. Just as you’re getting into it one of your office mates wanders by and starts talking about last night’s ball game. You try to look absorbed but it doesn’t work to fend off your colleague. After a few more minutes of this she wanders off and you try to get back to your mindset before the interruption began. Cogitatio interrupto.
Continue reading The focus factor vs. the office
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