The traditional business practice has the staff of employees show up some time in the early hours of the day for a meeting to get the communication and feedback rolling. The incentive to keep the empire in a place nearby is strong even for the most liberal chief executive officer. Colocation hosting seems common sense, if a group is to work together on something, they should be in proximity to one another.
Theories abound among the pundits who routinely expound on the nature of group dynamics. The common concept of forming, norming, storming and performing applies well to groups intentionally brought together for a specific task. When it comes to day to day, year after year business operation, there is a different dynamic at work.
The issue is the logical connection between people being together and their ability and likelihood to talk with one another. The experts would have us believe that if we are not within the proverbial earshot of another worker we will not talk to them. They also believe we make our own miniature staff meetings throughout the day.
Studies of the movement of workers within a build have shown that without any impetus or interference from management, a pattern of interaction develops in most companies. People tend to get eat lunch at similar times. This natural congregation within the building may harbor unscheduled brainstorming sessions.
Business is always looking to the sciences or other countries to grab onto a new fad or favorite expression to breathe new fire into the work force. In the decade of 1960 to 1970 scientists were using the newer and more powerful computers to try and perfect weather prediction. What they concluded was that it could not be done, only an approximation could be developed, but in the process they found that very complicated process can evolve in drastically different ways with infinitesimally different starting points.
Popular as it was for a time, traditional management has little time or patience for the idea of their system of business attempting to organize itself. The time honored method of having definite patterns for organizing a company for convenience and efficiency. This leads them to believe that having everyone in the corporation within an area that can be called together for strategy sessions and other communicative gatherings.
On the flip side of the let us all get together coin is the impact of moving. Employees, by and large, do not like change and are resistant to it. Forcing groups to move for the sake of getting them closer invariable sparks controversy, fear and even anger. The emotional side of people make moving a sure bet to reduce productivity for an extended period.
Today the world is driven by technology, and of all the fields it impacts, communication is one of the first and most deeply affected. The boss may have always related to people in person, his younger employees do not. With social media driving their interaction away from work, they have trouble believing collocation is the only way to meet at the office, and they may have a very good point.
Theories abound among the pundits who routinely expound on the nature of group dynamics. The common concept of forming, norming, storming and performing applies well to groups intentionally brought together for a specific task. When it comes to day to day, year after year business operation, there is a different dynamic at work.
The issue is the logical connection between people being together and their ability and likelihood to talk with one another. The experts would have us believe that if we are not within the proverbial earshot of another worker we will not talk to them. They also believe we make our own miniature staff meetings throughout the day.
Studies of the movement of workers within a build have shown that without any impetus or interference from management, a pattern of interaction develops in most companies. People tend to get eat lunch at similar times. This natural congregation within the building may harbor unscheduled brainstorming sessions.
Business is always looking to the sciences or other countries to grab onto a new fad or favorite expression to breathe new fire into the work force. In the decade of 1960 to 1970 scientists were using the newer and more powerful computers to try and perfect weather prediction. What they concluded was that it could not be done, only an approximation could be developed, but in the process they found that very complicated process can evolve in drastically different ways with infinitesimally different starting points.
Popular as it was for a time, traditional management has little time or patience for the idea of their system of business attempting to organize itself. The time honored method of having definite patterns for organizing a company for convenience and efficiency. This leads them to believe that having everyone in the corporation within an area that can be called together for strategy sessions and other communicative gatherings.
On the flip side of the let us all get together coin is the impact of moving. Employees, by and large, do not like change and are resistant to it. Forcing groups to move for the sake of getting them closer invariable sparks controversy, fear and even anger. The emotional side of people make moving a sure bet to reduce productivity for an extended period.
Today the world is driven by technology, and of all the fields it impacts, communication is one of the first and most deeply affected. The boss may have always related to people in person, his younger employees do not. With social media driving their interaction away from work, they have trouble believing collocation is the only way to meet at the office, and they may have a very good point.
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