While telecommuters reading this column want to see telecommuting work, they are equally clear that we have a way to go before we see the full benefits and proper use of the concept. Sean Hernandez suggests that whether or not telecommuting is "dangerous to health"—the title of the column that prompted these responses—depends on several factors ranging from organizational culture and job type to skill level and personality. Eleanor Latimer adds another factor, the age of the organization. She points out that "as part of a small team building a new company ... the time we spend together (as opposed to the day per week that she and her colleagues telecommute) ... is the most valuable."
| In addition to determining the role and timing of telecommuting, respondents provided advice for supervisors and telecommuters alike. |
| —James Heskett |
Jack Downey makes the case for the doubters: "Humans are social animals who learn from each other…Technology robs us of the close contact we seek, and are reinforced by, in the learning cycle." But respondents who telecommute don't see it that clearly.
Alan Carswell points out that: "One main characteristic of tacit knowledge transfer is that it's unplanned. In the virtual world, you don't just 'run into someone.' At least not yet." But he also described situations in which unplanned contacts interrupt needed quiet time at the office. "For such times, telecommuting has been a godsend for me." Ripton Whyte's comment was typical of several. In his opinion, overdoing telecommuting can create the feeling of "losing touch," but when used judiciously, it can "lead to peace of mind."
In addition to determining the role and timing of telecommuting, respondents provided advice for supervisors and telecommuters alike. While noting that the technology needed for successful telecommuting is now within reach, Loretta Donovan reminds us that "what is still most lacking ... is the corporate leadership that acknowledges that there must be time set aside for [collaboration, problem solving, and real-time advising] activities." Further, supervisors must set expectations for and maintain regular contact with their telecommuters. Those who telecommute extensively point out the need for, in Scott Lichtman's words, "networking in person at least two times per week, having other face-to-face activities, and …taking a more disciplined approach to sleep, diet, and exercise."
Clearly, telecommuting, according to those who practice it, is a work in progress. As one telecommuter's bittersweet comment put it, "In many ways telecommuting allows me to "have my cake ... It's just not as much fun when you're not at the party." Can it, however, be organized to capture the advantages of both face-to-face and electronic contact? And does the peace of mind from telecommuting enhance the learning that takes place when humans do occasionally meet? What do you think?