Working Digitally Internet Librarian 2009 Cybertour


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Cybertour given at Internet Librarian 2009 on how to work with colleagues and management digitally or in different locations, & free technologies for doing this.

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Working Digitally Internet Librarian 2009 Cybertour

  1. 1. Working Digitally<br />High-touch & High-tech<br />Rebecca Jones<br /><br />905.731.5836<br />
  2. 2. the digital environment<br />work is no longer where we go; it is what we do<br />walls & doors are replaced by blurred boundaries<br />this environment is organized more by thoughts and strategies than by proximity<br /><ul><li>Impact on work
  3. 3. Technology solutions
  4. 4. Tips & considerations</li></li></ul><li>the work environment<br /> Basic structure of the workplace is relationships. Work gets done through relationships.<br />Adapted from M. Schrage, No More Teams<br />Changed workflows<br />Changed relationships<br />Demands rethinking, reshaping & balancing the dynamics of working relationships<br />
  5. 5. Implications<br />Managers & leaders have expanded scope of influence & perspective<br />Initiatives, priorities & political support have a wider audience<br />Organizational “knowledge” (know what’s going on) & understanding of dynamics influencing strategies is broader<br />Teams have more diversity & broader talent pool<br />More team members, possibly changing regularly, from different functions<br />Employees tend to be more motivated & engaged <br />Appreciative flexibility<br />More committed & align personal commitments to performance goals<br />
  6. 6. Implications<br />Managers’ focus shifts from activities to deliverables<br />Allows time for attention on “overview” rather than details<br />Most importantly allows for more strategic thinking, political & relationship building, & build market strength<br />Allows managers to have collegial authority<br />Mobile employees excel with effective collaborative relationships<br />Managers who model collaboration & effectiveness increase employees’ respect & their own positional power<br />Top Ten Strategies for Managers of Mobile Workers by TerrencyGargiulo,<br />
  7. 7. Implications<br />It’s a change<br />A change in how managers functions, and how employees function<br />It takes time to put new processes & performance practices & measurements in place<br />Productivity may decrease<br />At first ---- and then level out & increase<br />It takes time<br />Managers must learn to influence rather than direct<br />Project management is critical<br />So is information sharing<br />
  8. 8. Technology as an enabler<br />It’s not “there” yet, but it getting “there” faster than we realize<br />Watch what teens & the under 30 crowd are doing<br />They aren’t afraid of technology<br />Read Don Tapscott’sGrown up Digital <br />Their norms include freedom, speed, customization & innovations<br />They use technology very differently than the over 30 crowd<br />What technologies are critical?<br />Web conferencing; shared document space; instant messaging; phone; voice enablement; email<br />
  9. 9. Technology enablers<br />Email & document spaces (blogs, wikis) are the “pillars”<br />Use to document the “meaty, formal” stuff<br />Back up confirmation after meetings, phone convo’s<br />Groupware for sharing schedules, documents<br />Google docs, groups, soon wave<br />Phone, voice<br />Combined with a webcam – next best thing to being there<br />Instant messaging to Blackberry Messenger to iChat<br />The watercooler – “did you see this?” “how should I do this?” convo<br />
  10. 10. Some of my favourites<br /> - Yuuguu<br />Remote sharing of documents & desktops<br />Remote support<br />Online meetings & presentations<br />Instant messaging<br />Skype<br />Phone to phone or computer to computer<br />Instant messaging<br />Webcaming<br /> or digital recorders<br />Blackberry – “documents to go”<br />
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  13. 13. Invisibility<br />Communication 101<br />high % of messages transmitted via body language<br />Out of sight is out of mind<br />honest oversights lead to undermining of trust, productivity & performance<br />fewer opportunities for management feedback<br />Challenges<br />
  14. 14. Isolation & Overwork<br />Working & behavioural preferences<br />extraverts, “people who need people”<br />High tech does not eliminate the need for high touch & interactions with human beings<br />must be factored in for some people<br />Potential for increased burn-out<br />longer hours<br />difficulty in separating office & home lives<br />“Work is always there. I can hear the phone, my messenger is buzzing….I’d better keeping checking email.”<br />Challenges<br />
  15. 15. Procrastination<br />Dealing with distractions<br />goes hand-in-hand with overwork & burn-out<br />Digital drop-in’s<br />Self-motivator extraordinaire<br />individuals must:<br />institute routines<br />maintain momentum<br />keep connected with processes & co-workers<br />Self-disciplined to “get on with it” & “get off of it”<br />Challenges<br />
  16. 16. Maintaining focus<br />Working hard, working steadily, but in the right direction?<br />Delicate art of keeping a vision in front of people you can’t see<br />“I sometimes feel like I’m herding cats…”<br />Veteran Virtual Team Leader<br />Challenges<br />
  17. 17. Solutions<br />Recognize that virtual relationships take longer to develop<br />“conversations” & virtual water coolers must be explicit & supported<br />Establish & enforce clear ground rules & norms for shared work space & processes<br />what’s our acceptable turn-around time for returning e-mails? Responding to chat messages? Checking documents?<br />Actively seek opportunities to increase understanding of each other, provide feedback & build trust<br />
  18. 18. How do you build trust?<br />You are available or respond asap<br />You treat sensitive issues sensitively & recognize that everyone has a different level of sensitivity<br />You avoid sarcasm & communication that can backfire<br />Managers:<br /> visit employees on their turf<br />go to bat for the budget for technology & travel<br />keep the norms & insist that all members do<br />
  19. 19. Use the technology to build the team<br />Team members introduce themselves via presentations about themselves<br />Host Thursday or Friday “happy hours” on chat/phone to share weekend plans or just talk<br />Every email or document has a specific subject line regarding the topic<br />Trust is the bandwidth of communication<br />K.E. Sveiby<br />
  20. 20. Experience teaches us the managers:<br />Work a lot<br />Travel a lot<br />Thrive on their work & on engaging their staff<br />Model collaboration – asking for help, offering ideas, instant messaging<br />Are available – blogs to keep them visible; IM, txt, phone…<br />Are patient<br />Are reliable<br />“How to Manage Employees in Remote Locations,” 9/24/2007<br />
  21. 21. Experience teaches us the members:<br />Self-disciplined<br />Strong communicators<br />Good collaborators<br />Organized<br />Document work well<br />Are you ready to<br /> work virtually?<br />
  22. 22. Experience teaches us that all involved:<br />Aware of & respectful of other’s working & communication styles & cultural differences<br />Aware & respectful of your own preferences, tendencies, strengths & weaknesses, whether you are extroverted or introverted<br />Comfortable with technology<br />Confident<br />Intuitive<br />Do you WANT<br />to??<br />