I’m sitting on a plane heading back to NY, reading notes from 70+ people about working out loud.
I met those people at the Social Business Collaboration Summit in Berlin. There, with attendees from companies as diverse as IKEA, KPMG, and Asian Paints, I got the chance to ask:
“Did they see the benefits of working out loud?”
“Were they having difficulties helping people at their firms change how they work?”
Here’s what they said.
The easy part: benefits
Groups of 15 or so convened for 30 minutes each in a World Cafe format. After a brief description of working out loud – “making your work visible and narrating your work in progress” – each group quickly listed a series of benefits:
- makes it easier to spot duplication and identify collaboration opportunities
- improves quality and timeliness by getting feedback in the early stages of work
- makes it easier to discover and develop knowledge and expertise
- helps teams, particularly global teams, feel closer
- helps break silos and connect the dots across teams
- fosters innovation by allowing more people to use knowledge in different ways
- gives people control of their reputation and taps into intrinsic motivation
One woman, with a lovely accent and a sense of the poetic, added “it helps your work develop new routes.”
A simple example from IKEA
A woman in the communications division at IKEA told a story of how working out loud helped her team “find competence in unexpected places.” In her area, people around the world have similar jobs managing their local communications sites. Every month, they’d get on a conference call to share information but it wasn’t very effective. The timezones made the call inconvenient for some. And not everyone was comfortable speaking in English. So the calls were dominated by those most confident and awake.
Then the team decided to augment their calls by using their new social platform. And, all of a sudden, “someone who never said anything on the phone was making all these contributions online.” He shifted from being invisible to “becoming influential and a leader in the group.”
“Great,” I said to the others, “now how many stories do you have like this at your firms?”
An uncomfortable truth
As you might expect, most people at a social business conference are used to working out loud themselves. But the number of people doing so at there firms remains woefully low. Even getting people to simply login to a collaboration platform remains a challenge.
This seemed to be true across industries and cultures. Why? All we had were theories and anecdotes:
“Maybe people are too busy.”
“Maybe they’re uncomfortable talking about their work in public.”
“Maybe their managers suppress them.”
“Maybe they’re simply surrounded by people working a certain way and it’s too difficult to work differently.”
“Maybe some people would rather be invisible at work.”
So while more and more companies have social collaboration projects, the pace of change is very, very slow.
In answering the question “What can we do?” the groups were both positive and practical. Most agreed that it’s about developing new habits. So that meant using the same techniques that work for changing other habits.
- Make it simple. Just changing someone’s home page can make the platform seem much more accessible. And curated suggestions of people, groups, and content relevant to a person’s division and location make the value more apparent.
- Start small. Create situations – such as town halls and other events – where people can find material or ask a question and feel the benefits themselves.
- Make it safe. Give every team a private online space to make posting seem less risky.
- Leverage social influence. Spend more effort on getting influential people, especially senior management, to model the behavior.
- Make it relevant. Provide more content and more integration with daily processes so it’s part of the daily work and not yet another thing to do.
Are we there yet?
After a few years of attending conferences like this one in Berlin, we’ve moved from just talking about the possibilities to having firms of all kinds actively working to change things. We’ve enabled a first wave of experimentation and have our first meaningful sets of stories across a wide range of companies. But how long will it take until a critical mass of people in large firms of working differently?
Later in the week, at a meet-up of early adopters in Frankfurt, I said I thought it would take 3-5 years. When I asked people in the room what they thought, the majority said “a generation.”
Time to get back to work.