The coronavirus pandemic is expected to fundamentally change the way many organizations operate for the foreseeable future. As governments and businesses around the world tell those with symptoms to self-quarantine and everyone else to practice social distancing, remote work is our new reality. How do corporate leaders, managers, and individual workers make this sudden shift? Tsedal Neeley, a professor at Harvard Business School, has spent two decades helping companies learn how to manage dispersed teams. In this edited Q&A, drawn from a recent HBR subscriber video call in which listeners were able to ask questions, she offers guidance on how to work productively at home, manage virtual meetings, and lead teams through this time of crisis.
lol look at you all saying that he shouldnt have some alone time? Every body needs time for them self even if it only for a hour! and who says he does not help out with the kids and the house? i think you should only go to the bar a couple of times a week instead of everyday
Brian Saab, CEO and Co-Founder, Unearth Technologies says: "Our company specializes in promoting a collaborative environment in construction, an industry that particularly struggles with collaboration. Every construction project requires a unique team for a unique build, meaning new communication networks and norms must be established from scratch each time. Combine this challenge with a propensity for defensive communication, and you have a recipe for collaboration disaster. Our software helps teams overcome these hurdles. We found that the best way to inspire people to collaborate is through democratizing project information. By making everyone aware of what is going on and giving them the software to interact with that knowledge, you create a shared sense of responsibility and openness that breaks down defensive communication and builds up positive collaboration.
Another big thing we do annually is we send our employees from different locations out to conferences such as Apple's WWDC in California . . . It is a time that works in effectively bringing people together. I make sure to not use a top-down approach. Even as a co-founder myself, I value opinions from all members of the organization. With a company-wide understanding that you won't ever be ignored, this opens the floodgates for crucial communication, a necessity for future collaboration. Finally, lead by example and show them that you're there to support them on the ground level. Set goals, but don't micromanage. This will drive people to work great independently but with a fostered culture, this will later translate to effective team collaboration."
We conducted four focus groups, one each with nurses in mental health care, hospital care, home care and nursing home care. Although we gained a broader insight into the perspectives of nurses, every sector has its specific dynamics and context. Therefore, one focus group per sector might have been insufficient. However, we reached data saturation as new information did not appear and similar themes emerged within the focus groups.
Have everyone draw a picture of a current roadblock or problem that needs to be solved and then trade it with the person next to them. Talk about the roadblock and ask for creative feedback on surmounting this obstacle. 2b1af7f3a8