A tug of war is occurring in the workplace between face-to-face interpersonal relationships and those that occur at a distance over technology. As the old saying goes, if I had a dollar for every time someone said to me “Fact-to face is important”, I’d be rich. And I‘d agree. But the proverbial barn doors for work and interactions over technology have been open for over fifty years. To stay firmly planted and safe in the barn when the larger world is changing so rapidly is hard for everyone.

People of all ages and genders find themselves heavily guarding their comfort position, most often driven by the fear they won’t find a place in the new world outside the barn. This new world may not be better, or worse. It just is. And it’s different. Besides, face-to-face (f2f) is not the win-all answer. Face-to-face has always been a multi-edged sword. There is the good, the bad and the ugly of it.

The good – humans need to be around other people. The new, seemingly daily, discoveries in cognitive neuroscience appear to reinforce this as true. Proximity dynamics of the transfer of energy, brain waves, and pheromones enable accomplishment and exchange of ideas that don’t happen over technology – for most people. There is a qualifier. The jury is still out for future generations as to whether nature or nurture will overcome the f2f ‘deficiency’. Or if, like a blind person compensating with increased hearing abilities, people will develop a new normal – other skills to fill the void and accomplish the same thing in different ways. Not better, or worse, just different.

The bad – those who abuse and misuse f2f to influence. Not the charismatic speaker (good, hopefully), but the boss or other authority figure who demands compliance and obedience reinforced by the threatening, intimidating or bullying use of his or her physical presence (the bad). According to Wikipedia, research by The Workplace Bullying Institute suggests the #2 highest tactic used by workplace bullies is “stared, glared, was nonverbally intimidating and was clearly showing hostility (68%).”

This is bad f2f. Included are the team members who dominate to control the outcomes their way versus team agreement, consensus or thought-out business intent. And the people who get included or excluded, rewarded or punished, promoted or passed over, liked or shunned, based on physical attributes – biases of gender, race, size, age, good looks, et al, not capability or value of accomplishment. All stereotype characteristics, the knowledge of which is gleaned mostly through visible, face-to-face interaction.

The ugly – the extreme verbal and physical abusers. People who overtly intimidate, scream, threaten, even physically hit and accost to get you to perform as they want or keep you “in line”. Yes, I have experienced pretty much every one of them. I even had a client who experienced a workplace shooting. So traumatic was the incident they disbanded the company. An extreme example of how f2f can be bad for business. OSHA statistics state that homicide is the second highest cause of death on the job, after motor vehicle accidents.

Distance and distancing can be a tool to ameliorate these bad and ugly situations. That’s not to say that you can’t be screamed at over the phone. But the verbal threat may be diffused with greater ease with a sort of distance-enabled ‘time out’, than a threat accompanied by physical presence. The physical gap allowing for a cooling off or cooling down period and faster reengagement when calmer heads prevail.

Finding success in this new world of work is about finding the right combination of f2f and non f2f. To do so, you need to:

• Learn to look at each with eyes wide open.
• Understand the role and the possibilities contained within each as a tool for the future and healthy growth both monetarily and psychologically of the business.
• Recognize and employ their attributes and avoid their faults.
• Open up room for positive opportunities brought by non f2f – like a more level playing field, increased productivity for both on-site and off-site or distributed employees.
• Develop a combination of all forms of relationship interactions that works for each individual, team or group performed at the micro-level.
• Reap the rewards of greater full-immersion diversity and accessibility brought by good ideas and innovations that come bubbling forth in a safer environment.

Work over technology at a distance is not a panacea for all corporate relationship ills. But neither is it the devil it is so often made out to be. I have been on global teams that functioned very well for extended periods of time. We invented new processes like global, round-robin brainstorming and time-zone IMing to deal with the asynchrony. When achieving consensus was needed or we felt alignment was slipping, we then came f2f, usually about once a quarter.

Conversations and work over computers may not be your preferred world, but this is the way of the new world. You just may not be living in it yet. You can choose to accept this as true, reject it or escape it. Just remember, the new world of relationships over technology may not be better, or even worse, but it is different. And it’s here.

Catherine Adams Lee is a workplace business strategist and organizational innovation coach helping businesses build their bridge between old and new work places. Catherine encourages businesses to engage in distance in order to make NewWorkPlaces work and become a 21st century business success story. To find out more about Catherine and NewWorkPlaces go to http://www.newworkplaces.com/.

Copyright © 2011. Catherine Adams Lee Consulting. All rights reserved.

I am now a Certified Scrum Master -
as certified by the Scrum Alliance,
“a not-for-profit professional membership
organization created to share the Scrum
framework and transform the world of work …
Scrum is an agile approach to managing complex projects.”

The Scrum and Agile movements today are moving beyond the software development venue. Those involved, I included, see the need and application in many parts of the company and for any business type that wishes to be creative, innovative or just ensure that true collaboration is occurring.

For me, this has been a circular journey, having operated in a similar manner with my own design business. Much of its success was built on such things as fast track (scrum translation = sprints) and having my designers meet directly with the client (scrum = product owner and team interaction, backstory creation), just to name a few corollaries.

I was introduced to the word Scrum about 4 years ago by a client whose new style of workplace I was creating.  As a VP of Software Development, he wanted rooms for virtual daily scrums. Daily scrums are quick, fifteen minute meetings meant to set up the framework and context for the day’s work. The virtual part was to enable these meetings between team members in California and India.

As the project progressed, I found that this VP and I similar work philosophies. The project was fast, tasks given were completed in a timely manner, input supplied was relevant, prompt and appropriate and key stakeholders participated in the design process and solutions. Though there was heavy pressure from outside, we both worked hard to follow Agile principles and not become a tops-down, hierarchical, isolated process. Ideas abounded and positive creative tension resulted in innovation and a design strategy that supported the work of the business line, not singly the demands of finance or real estate.

I ran across the term Scrum later while attending an Organizational Development conference. Their emerging interest was as a new change management process. Seeing Scrum start to move beyond software development motivated me to dig further, which eventually led to my training and certification.

Upon critical reflection, I have come to realize that the success of that original project resulted from all parties, the business VP (scrum=product owner), me (scrum=master/facilitator) and the team (scrum=broad, cross-represtational, horizontal, non-siloed), being truly invested in:

• the real concept of team and team responsibility, both as a group and as individuals
• invention and out-of-the-box problem solving, even if it has not been done before
• people and the work produced first, process and tools second
• the courage to truthfully define the problem and a willingness to find real, workable solutions

All results supported and facilitated by Agile and Scrum and, as evidenced by the exploding growth of Agile in the  software development industry, hugely successful when allowed to work freely, unencumbered and supported.

I look forward to continuing my facilitation under this framework and to helping people, teams and company’s to capitalize on their internal creativity and innovate to make workplaces work.