Tag Archives: managing teleworking

In search of that elusive serendipity

Almost from the beginning of our research on telework we had the alleged problem of loss of serendipity — that chance encounter by people in the hallway or lunchroom where the conditions were just right to lead to major positive changes in . . . whatever. Almost from the beginning we have been in search of that elusive serendipity during telework. That Aha! moment that transforms where you collectively are going. In my experience those prized chance hallway encounters among co-workers rarely are serendipitous because one factor is usually missing.

I had a truly serendipitous experience in Santa Barbara, California, in the Spring of 1971 when I asked Sam Clawson, a regional planner in that city, about how the aerospace industry could help him. His answer: “Why can’t you techies do something about traffic?” Bingo! My Aha! light went on and soon changed the direction of my career. Then, two years later, what I started to call The Telecommunications-Transportation Tradeoff became Telecommuting. Now the question is: could that happen today or are the chances diminished when most information workers are teleworking, spread across the countryside?

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Teleworkable organizations

One of the most fundamental—and most often ignored—considerations in the development of telework programs is the teleworkability of the organization itself. How capable is an organization of making the behavioral changes that might be made necessary by teleworking? Just as not all workers will make good teleworkers, not all organizations can easily adopt teleworking. Here are some criteria for assessing the likelihood that a particular organization will successfully embrace teleworking.

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