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Design Remote: The Async Advantage
The document discusses the benefits and challenges of remote work, emphasizing the importance of asynchronous communication over real-time interactions. It outlines various concepts including the remoteness continuum and the need for thoughtful communication to enhance collaboration while mitigating issues like misunderstanding and loneliness. The author advocates for flexible work practices and suggests alternatives to traditional brainstorming and meetings to improve productivity and creativity.
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Design Remote: The Async Advantage
- 1. REMOTE DESIGN THE ASYNCADVANTAGE Davide ‘Folletto’ Casali
- 2. NIGHT.EU Manifesto Ibridi F EL L O W DESIGN DIRECTOR ADVISOR
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- 5. “ ” S. Graber forHarvard Business Review Many companies focus too much on technology and not enough on process. S. Graber (2015) Why Remote Work Thrives in Some Companies and Fails in Others
- 6. Product type work Consulting type work }Differentapproaches to remote work.
- 7. THE REMOTENESS CONTINUUM Distributed 100% Local 100% Remote anywherein between concept one
- 8. Stable Speed Realtime Speed Async Speed THE THREE SPEEDSOF COLLABORATION concept two
- 9. THE ASYNC ADVANTAGE Remotework relies more on the async part
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- 14. Does it haveto happen in realtime?
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- 17. Tone of voiceis an issue…
- 18. …but what abouttime to reflect and calm?
- 19. Walk away beforeanswering It’s text: have someone else read it Use private messages Increase bandwidth
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- 23. “Communication Issues” is toogeneric. Pinpoint what you really mean with it.
- 24. AVOID EFFICIENCY THEATRE Do Givespace to personal and work alike Do not Split too early conversations in multiple channels
- 25. Make yourself feelpresent to others
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- 28. Some people needto be around people
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- 39. “ ” A. Furnham Research showsunequivocally that brainstorming groups produce fewer and poorer quality ideas than the same number of individuals working alone.
- 40. groupthink /ˈɡruːpθɪŋk/ the practice of thinkingor making decisions as a group, resulting typically in unchallenged, poor-quality decision-making.
- 41. “ ” A. Osborn, theperson that formalized brainstorms The fact is that group brainstorming is recommended solely as a supplement to individual ideation.
- 42. The generalized ideaof brainstorms must include alone time to work.
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- 45. Decisions are always writtensomewhere. // ////////// ////////////// //// ///// ////// //// //////// ////// /// ////////// ////// // //////// /////// //// ////// / ////// //// /// ///// ///////////// ///////// ////////// ////////// ////////// /// ////////// //// ///// // ////////// ////////// ////// / //////// //////// //// ////// / ///// //////// ///// //////////// ////////// ////////// ////////// ///////////// ////////// ////// /
- 46. Manage Signal /Noise Ratio
- 47. Write things that “everyoneknows” and “have already been said”
- 48. {Improve Copywriting Naming things Identifying audience WRITINGIS AN IMPORTANT SKILL
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- 50. THE BLANK STAREEFFECT In a video chat, that emotionless expression everyone does when others speak.
- 51. Surveys as questioning Discussionthreads Iterations and explorations
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- 57. Discussion Threads 99% ofthe time better than meetings.
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- 59. Better focus Create thespace and quiet that works for you.
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- 61. Manage interruptions Answer whenis best for your work
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- 63. Organize your day,work when works best. Flexible Time
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- 65. THE ASYNC ADVANTAGE Timeto think Time to calm Focus Everything written Interruption management Flexible time
- 66. “ ” Bruno Munari To complicateis easy, to simplify is hard. To complicate, just add, everyone is able to complicate. Few are able to simplify.
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