Posts Tagged ‘ambient intimacy’
A few months back I posted a design for an experiment on my blog. The goal of the experiment was to find out whether it would be possible to use a microblogging tool to narrate our work with the intention of making better performing virtual teams.
Over the last two months, the direct team that I work in (consisting of 18 people) basically participated in the experiment in the way that it was designed: They posted constant, daily or weekly updates on our Yammer network. Each update would describe things like what they had done, who they had spoken to or what issues they had encountered. Occasionally the updates were peppered with personal notes about things had happened or were going to happen after work.
Methodology of the experiment
There was no formal (or academic) research methodology for this working experiment. I decided to use a well-considered survey to get people’s thoughts at the end of it. Out of the 18 team members 17 decided to fill it in (in the rest of the post you can assume that n=17). The one person that didn’t, has taken up another role. This means there is zero bias in who answered and didn’t answer the survey.
I find it more interesting to zoom out and look at the methodology of this experiment as a whole. To me doing things like this is a very good approach to change in the workplace: a grassroots shared experiment with commitment from everybody working towards solutions for complex situations. This is something that I will definitely replicate in the future.
Didn’t this take a lot of time?
One concern that people had about the experiment was whether it would take a lot of time to write these updates and read what others have written. I’ve asked everybody how much time on average they spent writing status updates and reading the updates of others. This turned out to be a little bit less than 5 minutes a day for writing the posts and slightly over 5 minutes a day for reading them. The standard deviations where around 4.5 for both of these things, so there was quite a big spread. All in all it seems that narrating their work is something that most people can comfortably do in the margins of their day.
Barriers to narrating your work
Designing the experiment I imagined three barriers to narrating your work that people might stumble over and I tried to mitigate these barriers:
- Lack of time and/or priority. I made sure people could choose their own frequency of updates. Even though it didn’t take people long to write the updates, just over 50% of the participants said that lack of time/priority was a limiting factor for how often they posted.
- Not feeling comfortable about sharing in a (semi-)public space. I made sure that people could either post to the whole company, or just to a private group which only included the 18 participants. Out of the 18, there were two people who said that this was a limiting factor in narrating your work (and three people were neutral). This is less than I had expected, but it is still something to take into account going forward as 12 of the participants decided to mostly post in the private group.
- Lack of understanding of the tool (in this case Yammer). I made sure to have an open session with the team in which they could ask any question they had about how to use the tool. In the end only three people said that this was a limiting factor for how often they posted.
The qualitative answers did not identify any other limiting factors.
Connectedness and ambient team awareness as the key values
Looking at all the answers in the questionnaire you can clearly see that the experiment has helped in giving people an understanding of what other people in their team are doing and has widened people’s perspectives:
I enjoyed it! I learned so much more about what my colleagues are doing than I would have during a webcast or team meeting. It helped me understand the day-to-day challenges and accomplishments within our team.
The experiment was very valuable as it has proven that [narrating your work] contributes to a better understanding of how we work and what we are doing as a team.
People definitely feel more connected to the rest of their team:
There was practical and social value in the posts:
A lot of people would recommend “Narrating your work” as a methodology to other virtual teams:
What kind of status updates work best?
I asked what “Narrating your work” type of update was their favourite to read (thinking about content, length and timeliness). There was a clear preference for short messages (i.e. one paragraph). People also prefered messages to be as close as possible to when it happened (i.e. no message on Friday afternoon about what you did on the Monday). One final thing that was much appreciated was wittiness and a bit fun. We shouldn’t be afraid to put things in our messages that reveal a bit of our personality. Sharing excitement or disappointment humanizes us and that can be important in virtual teams (especially in large corporations).
Personally I liked this well-thought out response to the question:
The best posts were more than simply summing up what one did or accomplished; good narrations also showed some of the lines of thinking of the narrator, or issues that he/she encountered. This often drew helpful responses from others on Yammer, and this is where some some additional value (besides connectedness) lies.
It made me realize that another value of the narrations is that they can lead to good discussions or to unexpected connections to other people in the company. This brings us to the next question:
Public or private posts?
The posts in the private group were only visible to the 18 participants in the experiment. Sometimes these posts could be very valuable to people outside of the team. One of the key things that makes microblogging interesting is the asymmetry (I can follow you, but you don’t have to follow me). This means that posts can be read by people you don’t know, who get value out of it beyond what you could have imagined when posting. What to you might sound like a boring depiction of your morning, might give some stakeholders good insight in what you are doing.
So on the one hand it would be very beneficial to widen the audience of the posts, however it might inhibit people from writing slightly more sociable posts. We need to find a way to resolve this seeming paradox.
A way forward
Based on the experiments results I would like to recommend the following way forward (for my team, but likely for any team):
- Don’t formalize narrating your work and don’t make it mandatory. Many people commented that this is one aspect that they didn’t like about the experiment.
- Focus on helping each other to turn narrating your work into a habit. I think it is important to set behavioural expectations about the amount of narrating that somebody does. I imagine a future in which it is considered out of the norm if you don’t share what you are up to. The formal documentation and stream of private emails that is the current output of most knowledge workers in virtual teams is not going to cut it going forward. We need to think about how we can move towards that culture.
- We should have both a private group for the intimate team (in which we can be ourselves as much as possible) as well as have a set of open topic based groups that we can share our work in. So if I want to post about an interesting meeting I had with some learning technology provider with a new product I should post that in a group about “Learning Innovation”. If have worked on a further rationalization of our learning portfolio I should post this in a group about the “Learning Application Portfolio” and so on.
I liked what one of the participants wrote:
I would like our team to continue as we have, but the important steps to take now are 1) ensuring that we stay in the habit of narrating regularly, 2) showing the value of what we achieved to other teams and team leads, and 3) ensure that there is enough support (best practises etc) for teams that decide to implement [narrating your work].
I have now taken this as far as I have the energy and the interest to take it to. I would really love for somebody to come along and make this into a replicable method for improving virtual teams. Any interns or students interested?
I have just finished writing a small proposal to the rest of my team. I thought it would be interesting to share here:
We work in a virtual team. Even though there aren’t many of us, we often have few ideas about what the other people in our team are working on, which people they have met recently and what they are struggling with. The time difference between our main offices make our occasional feelings of being disconnected worse.
This “Narrating Your Work” experiment is an attempt to help overcome these problems.
If you are interested in some background reading, you should probably start with Luis Suarez’ blog post about narrating your work (”it’s all about the easiest way of keeping up with, and nurturing, your working relationships by constantly improving your social capital skills”) and then follow his links to Dave Winer, ambient intimacy and declarative living.
“Narrating Your Work” should really be approached as an experiment. When it was first suggested, some people showed some hesitation or worries. We just don’t know whether and how it will work yet. The best way to find out is by trying. In Dutch: “niet geschoten, altijd mis”.
The experiment will have a clear-cut start and will last for two months. After running the experiment we will do a small survey to see what people thought of it: Did it deliver any benefits? If any to whom? Was it a lot of work to write updates? Did it create too much reading to do? Do we want to continue with narrating our work? Etc.
Three ways of participating
It needs to be clear who is participating in the experiment. If you decide to join, you commit to doing one of the following three things (you are allowed to switch between them and you will be “policed”):
- Constant flow of updates: Every time you meet somebody who is not in the team, every time you create a new document or every time you do something that is different from just answering your emails, you will write a very short status update to say what you are doing or what you have done. This will create a true “activity stream” around the things you do at work.
- Daily updates: At the end of your day you give a one paragraph recap of what you have done, again focusing on the people you have met, the places you have visited or the things you have created.
- Weekly updates: On Friday afternoon or on Monday morning you write an update about the week that has just passed. To give this update some structure, it is suggested that you write about two things that went very well, two things that went less well and two things that are worrying to you (or at least will require attention in the next week).
The first option requires the most guts, whereas the last option requires the most diligence: it is not easy to take the time every week to look back at what happened over the last five working days. Are you the type of person who likes to clean the dishes as the day progresses, or are you the type who likes to leave them till there is nothing clean left? Choosing one of the first two options (rather than the third) will give the experiment the greatest chance of success.
Participation only requires the commitment for writing the updates. You are not expected to read all updates of the others, although you might very well be tempted!
How to do it: making it work
To make the work updates easily accessible we will use Yammer. You can do this in two ways:
- You can post the work update with the tag #nywlob to your followers. People will see this message when they are following you, when they are watching the company feed or when they follow the nywlob topic.
- If you don’t feel comfortable posting publicly to the whole company (or want to say something that needs to stay in the team) then you can post in an unlisted and private group. People will only see this message if they are members of the group and we will only let people in who work in the HRIT LoB and have agreed to join the experiment. Posting in this group will limit your chances of serendipity, so the first method is preferred.
When you are posting an update, please think about the people who might be reading it, so:
- When you refer to a person that is already on Yammer, use the @mention technique to turn their name into a link (and notify them of you mentioning them)
- If you refer to a person outside of Shell, link to their public LinkedIn profile.
- If you mention any document or web page, make sure to add the link to the document so that people can take a look at it.
I am very interested in any comments you might have. Does anybody have any experience with this?
Last week I wrote a small teaser on learning for the team that I work in (mostly consisting of IT professionals, rather than learning professionals). I realized that some of the things I wrote could be interesting for this blog’s readers too. So here goes…
The collective set of organizational values, conventions, processes and practices that influence and encourage both individuals and the collective organization to continuously increase knowledge, competence and performance.
Using a solid research methodology they identified key best practices that affect business outcomes. The most influential practices all center around empowering employees and demonstrating the value of learning. According to Bersin, it is management who has the biggest role to play as they have the most influence on these cultural practices. Their research showed
[..] that learning culture (represented by the 40 High-Impact Learning Culture practices) directly accounts for 46 percent of overall improved business performance as measured by the business outcomes examined [..]
Learning agility and innovation are the two business outcomes that benefit the most from a strong learning culture.
Many organizations have productive employees, but 98 percent of organizations with strong learning cultures have highly productive workforces.
That should be enough of a business case to try and strengthen the learning culture in any business.
Fast pace of change: activities and methodology over content
It is a cliché, but we really are working in an environment where the pace of change is ever increasing. Working with learning content that has taken months to produce will only be relevant for skills that do not change much. That content will not help in keeping knowledge workers up to date and will have little or no business impact.
An alternative is to focus on methodology and activities rather than on content. How can we change the things we do, our behavior, to create a culture of learning and more reflective way of collaborating? How can we truly embed learning? Trying to answer that question will require a very conscious design effort.
Leveraging the teaching paradox
There is a terrible paradox in teaching: by the very nature of the process it is the teacher who learns the most. Learning is most effective when creating something for others to experience (see the explanation of constructionism here or this great article about the death of the digital dropbox). That is the reason why I love to present and also why I write this blog. If we want our employees to learn we have to put them into the role of teachers too.
Turning consumers into producers
You can overcome the teaching paradox by making sure that instead of asking people to consume content (i.e. going to a course from the SkillSoft catalogue or listening to a webcast by a senior learner) you ask them to produce content. Unfortunately for you, I have learned way more by writing this blog post, than you will ever learn by reading it. In fact, if I was allowed to give a single piece of advice to people designing a learning intervention, I would tell them to turn their participants from consumers into producers. They should ask themselves the following question: What am I asking them to make?
So how do we do all this? Here are four ideas that align with the above and that could be done immediately in any global organization with virtual teams.
Planning and creating collaborative one-pagers and microteaching events
Each week of the year a team of two could be made responsible for creating a one-pager about a particular topic. These one-pagers could give very factual information about the work we are doing (e.g. How are our three main learning systems integrated? Which five learning innovations have gotten the most traction in the past year and why?) or they could be more meta: talking about how we do our work (e.g. What is the best way to do a virtual meeting? Which 10 things should we stop doing today?).
Maybe one-pager is not the best word for this. It could also be a diagram, a video or a virtual role play, as long as it can be presented and understood within five minutes. Each month you could schedule an hour with the team in which the four or five one-pagers of that month would be presented by its creators to the rest of the team. The content itself is not important (you can let people choose their own topic and provide a list of suitable topics on a wiki for the less creative), but the methodology is. I would propose the following “rules”:
- Each one-pager has a question as the title and is made collaboratively by two people. It is not allowed to do any work on it by yourself.
- The two people are matched semi-randomly with a skewed bias to virtual collaborations and pairs that haven’t worked together before.
- The presentation of the one-pagers is done virtually using a microteaching methodology with an active start (3 min.), an exercise (6 min.), a discussion (4 min.) and a look at how to continue (2 min.).
Narrating your work
In virtual teams it is hard to know what all the people in the team are doing. It is therefore also harder to learn from each other and find synergies in the work we do. A well-known way of battling this problem is through a concept called narrating your work. Each person in the team writes down what they have been doing in a couple of sentences. They should be asked to do in a regular interval (i.e. daily, three times a week, weekly) this three times a week. Microblogging technology is the ideal candidate to support this kind of process.
This will not only help the team in doing their work better and more efficiently, it should also help in making it a better team through the ambient intimacy that it creates.
Increasing the effectiveness of webcasts
Most teams in global organizations have a webcast with senior leaders every couple of weeks. These are usually not very interactive affairs: they are more about knowledge dissemination than about knowledge creation. Although there is sometimes space for questions at the end, it is often the case that the usual suspects speak up and discussion on topics barely scratch the surface.
One way to change this would be to have mini-jams (see here for IBM’s way of doing jams) before each webcast. It could work like this: 48 hours before the webcast the topics of the webcast are made available, any documents or presentations are shared and a couple of key questions are posed to the team. The team then spends the time until the start of the webcast discussing the questions. Each topic will have a moderator who is there to guide the discussion and tease out participation. It will be expected of each and every team member to participate and give their view. Microblogging tools, once again, would be good to facilitate this.
As a result it should be possible to make the webcasts shorter and spend the time in them addressing the issues that showed to be contentious or in need of clarification during the jam.
The power of video in interaction
The most powerful of our senses is vision. Technology has finally caught up with our innate ability and can now help us in using this sense in virtual teams. To facilitate working together as a virtual team, you should have the ambition to try and use video in all our your virtual meetings. This would mean the following:
- Everybody in the virtual organisation needs to have a laptop with a built-in webcam. If they don’t have one now, we make sure that this gets changed as soon as possible.
- The software to create video calls should be ubiquitous in the organization, it should be easy to use and be supported.
These are just examples…
There is a lot more that we can do: I would really like to have your input on how to really re-design the way we work and learn!
Written by Hans de Zwart
24-12-2010 at 15:00