A very interesting study in Nature this week on “Virtual communication curbs creative idea generation.” And while I don’t think the results will surprise many, I do think we are not close to settling the question. This is a fairly good-sized study, with a good methodology, but I think more research is needed in the area. I’m thinking we will see a few more studies around the topic.
The results suggest that there is a unique cognitive advantage to in-person collaboration, but the authors do acknowledge there are a whole lot of other factors in play.
This is the big question for many. How do we get the benefits of in-person while maintaining the flexibility and benefits folks are used to. I think, for those work environments where virtual work is possible, the answer is going to be to structure times to maximize the tangible benefits of office-based work, including:
“Serendipitous collaboration,” a term coined by Dana Sitar in Inc. to describe informal interactions that result in innovative ideas, problem-solving, and new approaches. For me this includes plopping in a coworker’s office for a quick problem-solving session (maybe with a little healthy venting on the side). Speedy, efficient interactions that simply don’t happen in a remote environment — and that build a sense of camaraderie and teamwork.
More productive meetings. Even though we’re becoming more skillful at remote meetings, there are just certain meetings that benefit from in-person..
Connection and loyalty are difficult to promote in employees working remotely. The sense of team is not the same when team members see each other online as opposed to seeing them and speaking with them multiple times a day.
High-functioning teams have outstanding communication and shared experiences — both of which are difficult to manufacture long distance. Creating a relaxed, and informal environment, diffusing tension, and engaging in an extensive discussion where every team member is heard are all much easier to do in person than virtually.
Businesses operate thanks to human ideas and energy. People are the power behind every business; successful businesses find that fulfilled, happy employees drive fresh ideas, work harder to accomplish goals, and remain loyal to their employers.
The human element (and the need for and value of human connection) can’t be overstated as an ingredient for success and growth. I think we’re entering a new phase, and there are a lot of questions to be answered. What I hope is that bad decisions won’t become enshrined because of cost-cutting or just organization laziness. That approach already gave us horrible open offices.
As we discuss the future of work, of how we do in-person, remote and hybrid it is critical to think about how modern knowledge work is highly networked and collaborative and benefits from social serendipity through social networks and access to people with complementary expertise. Value is often created in an ecosystemic way and through social networks, and as we determine new ways of working it is important to consider how we will allow social serendipity while at the same time creating flexibility.
Frequent, informal, spontaneous interactions in collocated work environments enable cohesive relationships and increases social awareness. There are four major types of collaboration that stem from social serendipity:
Sharing ideas freely with others for the advancement of the organization
Free exchange of ideas
Working with less experienced colleagues to encourage and support development
Disseminating knowledge and vision
Working with others to solve problems and improve performance
As we evaluate our organizations, build and sustain teams, we should be looking for ways to enhance the ability to have social serendipity, enshrining this as part of our team norms.
Happy International Workers Day. Let’s celebrate by Driving Out Fear!
Thirty-five years ago Deming wrote that “no one can put in his best performance unless he feels secure.” Unfortunately, today we still live in a corporate world where fear and management by fear is ubiquitous. That fear is growing after more than a year of a global pandemic. As quality professionals we must deal with it at every opportunity.
Competition: Many managers use competition to instill fear. Competition is about winners and losers. Success cannot exist without failure. Managers deem the anxiety generated by competition between co-workers a good thing as they compete for scarce resources, power and status. Therefore, management encourage competition between individuals, between groups and departments and between business units.
“Us and Them” Culture: The “us and them” culture that predominates in so many organizations proliferated by silos. Includes barriers between staff and supervisors.
Blame Culture: Fear predominates in a blame culture. Blame culture can often center around enshrining the idea of human error.
We drive out fear by building a culture centered on employee well-being. This is based on seven factors.
Well defined responsibilities and ownership
The opportunity an employee has to provide input into decision making in his department An individual employees’ own readiness to set high personal standards An individual employee’s interest in challenging work assignments The opportunity an employee has to improve skills and capabilities Excellent career advancement opportunities The organization’s encouragement of problem-solving and innovative thinking
Managers trained with skills that lend themselves to contributing to the work of their team ensures that they will be looked to for help. Managers need to be able to guide.
Direct Supervisor/Manager Leadership Abilities Management is engaged and leads by example (Gemba walks) Management by Facts
When managers act as if employees have no feelings and just expect them to do their work as if they are robots, it can make employees uneasy. Such behavior makes them feel detached and merely a tool to carry out an end. In such environments, many times the only times employees hear from the manager is when something goes well or really bad. In either case, the perception could be that the manager has mood swings and that also adds to the employee’s insecurity. They may feel reluctant to talk to their manager for fear he is in one of his bad moods.
Senior Management’s sincere interest in employee well-being An individual employee’s relationship with their supervisor Open and effective communication Trust in management and co-workers
The feeling that every person is on their own to look out for their interest is a sad state to be in. Yet when everyone has a fear that the other workers will take advantage of them or make them look bad at the first opportunity, a selfish and insecure environment will result. Employees should be able to work together for the benefit of the company. They should focus on group goals in addition to their personal goals, recognizing that individually there will be failures, but that the whole is more important than the individual parts.
Transparency is critical. When employees know nothing about how a company is doing in terms of where they should be, it is a source of uneasiness. Without that knowledge, for all they know the company could be doing very poorly and that could be a bad thing for everyone. When they have a better sense of where the company is in the scheme of their objectives set by management, it helps them feel more secure. That is not to say it is the news being good or bad that affects their security, but rather the fact that they actually have the news.
Strategy and Mission — especially the freedom and autonomy to succeed and contribute to an organization’s success Organizational Culture and Core/Shared Values Feel that their job is important
Employees feel more secure when their role does not change frequently and they understand what tomorrow will mean.
Job Content — the ability to do what I do best Availability of Resources to Perform the Job Effectively Career development – opportunities to learn and grow
Professor Edmondson in this article is discussing cross-industry collaboration, but the central four levers apply in any organization.
Having a vision that strives for a True North of Quality is critical. Make it align to individual needs. Remember that vision grows and adapts as you go, and as others get the opportunity to shape. Vision has six criteria:
Stimulus: Vision needs to include actual benefits for those affected by it. String vision brings people together as community, not as strangers. Stimulus means people see themselves in the vision and understand how they will benefit.
Scale: Vision should be of great breadth and depth with potential for extension at later stages. Vision never leads to or accepts a dead end. It shows multiple potentials for expansion.
Spotlight: Vision assumes responsibility, immediate and extended. The greater the vision, then the greater the responsibility for its impact on people’s lives and the legacy that will be left afterwards. This responsibility needs to bring opportunity for people who are involved. This is part of the vision that will drive the volunteer army.
Scanning: A visionary sees the signs on the way to success. Pay attention to to pain points, spot trends and see where and how value can be added. Gemba walks are critical here.
Simplicity: Vision is elegant thinking about complicated and complex things. A vision is not a vision unless it’s understood. Simplicity lets people believe in vision. If the vision is complicated most people will ignore it. Vision operates and makes execution possible from its simplicity. The simpler the vision in its core meaning, the easier it can be shared with employees, customers and partners and thus, easier to scale inside and outside an organization.
Passion: Vision provokes strong emotions. A strong vision is always accompanied by excitement and passion. Excitement equals passion that gives an emotional power to a vision. A strong vision brings strong excitement that is difficult to contain. Strong excitement and passion are highly contagious. A simple and compelling vision excites more passion than any mere goal.
Psychological safety is the state where employees feel that there is safety in taking risks at work setting. In this safe environment employees will engage in risk-taking actions that are inherent to creative endeavors and if they perceive safety, then they are more comfortable to voice their opinions. This safety makes them more willing to take the chances to own the vision and try to experiment with making that vision a reality which motivates them to develop, promote, and implement new ideas.
This safety will enable knowledge sharing, which can come in many different styles, including combination which creates something new.
Through inclusive, democratic leaders who value the inclusion of employees in a particular work process, employees have the chance to raise their voice for generating, promoting, and implementing useful ideas Through leveraging vision these inclusive leaders exhibit openness attributes that communicates the importance of taking innovative actions and gives employees the guarantee that in case of negative consequences they will not be punished, experiencing greater psychological safety.
Employees experience non-defensive behavior, and feel high levels of self-worth and self-identity, motivating employees not only to generate new ideas, but also to promote and implement new ideas in the organization.
The organization that is structured to accept these ideas will continue to drive iterative cycles of improvement.
There are a few principles to make this team collaboration work.
Clear purpose: What is the reason for the collaboration? What’s the business case or business need? Without alignment on the purpose and its underlying importance to the organization, the collaboration will fail. The scope will start to change, or other priorities will take precedence.
Clear process: How will the collaboration take place? What are the steps? What is the timing? Who is responsible for what?
Clear expectations: What is the specific goal or outcome we are striving for through this collaboration?
Clear support: Problems will arise that the team cannot handle on their own. In those cases, what is the escalation process, including who and when?