Slide 6 of 11

Notes:

(continued)

3. Communication patterns - internal or external? Intensive/infrequent?

Every task-set involves communicating with other people - face-to-face, phone, email, video. The pattern of communications has a profound effect on what makes an ideal setting for the task (for example home versus office). If there is frequent contact with the same group of people then the mutual understanding that is built can mean distance is no barrier to sustaining effective contact - complex matters can be sorted out at distance by groups who are in intensive contact, they develop the skills to do this. If the task involves only occasional contact, but with complex content, then face to face may be the only effective way to do it - that’s why in some cases even committed telecommuters do a lot of travelling to meetings. The internal/external balance can affect loyalties and commitment. If someone’s main contact is with the outside world, the company and it’s managers need to work harder to build and retain that person’s attention to the company’s needs and philosophies. Many managers feel unable to do this at a distance!

4. Relationships - close and informal or fragmentary, formalised?

Rather obviously, the closer and more informal the relationships that arise from the task, the easier it is to sustain these relationships at a distance - specially if communications are intensive. Conversely, where relationships are fragmentary and/or formalised (for example between a directory enquiries operator and the momentarily online customer) no task-based relationship can develop and there has to be a strong internalised relationship added by the management and team processes.