When Remote Work Makes Sense…And When It Doesn’t.
What is Brevity & Wit:
They help clients achieve the change they want to see in the world. How? Through joy & discipline, stories & numbers, pictures & words. Their approach combines:
human-centered design (because, as one HR leader put it, “people be peopling”),
behavior change science (because if information was enough to change behavior, we would all floss), and
the principles of inclusion, diversity, equity and accessibility (because change without inclusion is just evolved oppression).
Excerpt from the Article:
Remote work works best when it is asynchronous, meaning people collaborate on a project independently. In their book Remote Works, authors Ali Greene and Tamara Sanderson highlight some of the best practices of remote working, including the need for clear documentation and protocols for using multiple communication channels. (Full disclosure: Ali and Tamara and I share the same publisher, Berrett-Koehler, which is how I came to learn about their fabulous book.)
However, some synchronous work is also necessary, and what I found most helpful about Ali and Tamara’s book is how they break down when asynchronous versus synchronous collaboration is required. As I summarized to my team after reading their book
Go Asynchronous When…
Planning and coordinating a project
Getting Things Done (the creation and execution of materials/deliverables)
Thinking, Reflecting & Reasoning (This gives time for people to think and maybe have their best idea about a project in the shower or while taking a hike).
Go Synchronous When…
Brainstorming, Iterating, and Clarifying
Building Momentum and Celebrating
Relationship Building and Resolving Conflict (So…the bulk of the work required for building an inclusive and equitable culture)