Sunday, October 24, 2021

g-f(2)595 THE BIG PICTURE OF THE DIGITAL AGE (10/24/2021), MIT SMR, The Collective Intelligence of Remote Teams




ULTRA-condensed knowledge


"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, Digital Transformation, Remote Teams (10/24/2021)  g-f(2)426 


Opportunity

The Collective Intelligence of Remote Teams, MIT SMR


    Over the past decade, our research team has extensively studied group collaboration in both face-to-face and remote settings. Our findings suggest that this decision of where coworkers are located is not as critical as some assume.
    • It’s not where we work that matters the most; it’s how the work is done and who is doing it.
    • In a study published in Proceedings of the National Academy of Sciences, we analyzed the results from more than 5,000 participants in over 1,300 groups across 22 different samples and found that groups working remotely can be as effective as groups working face to face.


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      References


      The Collective Intelligence of Remote Teams, Christoph Riedl, Thomas W. Malone, and Anita W. Woolley, October 21, 2021, MIT Sloan Management Review, MIT SMR.


      ABOUT THE AUTHORS


      Christoph Riedl (@criedl) is associate professor of information systems at the Northeastern University D’Amore-McKim School of Business. Thomas W. Malone is the Patrick J. McGovern (1959) Professor of Management at the MIT Sloan School of Management and the founding director of the MIT Center for Collective Intelligence. Anita W. Woolley is associate professor of organizational behavior and theory at the Carnegie Mellon University Tepper School of Business.


      Extra-condensed knowledge

       

      Lessons learned, MIT SMR


      • We measured the collective intelligence of groups — their ability to work together effectively on a wide range of tasks — and found very little difference in the factors that explain collective intelligence of the face-to-face and remote teams.
      • For instance, the largest predictor of collective intelligence is a group’s collaboration process. More specifically, two aspects of how groups coordinate their efforts are important: first, that they figure out which member is the best at different tasks and have that person take the lead on it; and, second, that members coordinate their efforts so that they cover all of the different tasks and don’t leave things unfinished. Our analyses show that coordinating members’ skills and covering all of the tasks are just as important for remote teams as they are for face-to-face teams, and collectively intelligent teams are able to coordinate in these ways regardless of where they are working.


      Condensed knowledge



      Lessons learned, MIT SMR  

      Who is doing the work has a significant influence on a group’s collective intelligence.


      • We observed that who is doing the work has a significant influence on a group’s collective intelligence — not only whether they had skills relevant to the tasks, but also their social skills, especially their social perceptiveness. Groups whose members are more socially perceptive pick up on all kinds of subtle nonverbal cues, and we observed that they are also able to coordinate more effectively in the ways we have described — even when working remotely.
      • One of the benefits of remote work is that it’s often easier to assemble people with the right mix of skills and interests when location is not a constraint. 
      • The benefits are many for business leaders who develop work policies that foster collective intelligence. Forward-thinking leaders can make effective use of the evidence showing that where employees work is less important than how the work is done and who is doing it.


      Some relevant characteristics of this "genioux fact"

      • Category 2: The Big Picture of the Digital Age
      • [genioux fact deduced or extracted from MIT SMR]
      • This is a “genioux fact fast solution.”
      • Tag Opportunities those travelling at high speed on GKPath
      • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
      • Type of validity of the "genioux fact". 

        • Inherited from sources + Supported by the knowledge of one or more experts.


      References


      “genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)595, Fernando Machuca, October 24, 2021, blog.geniouxfacts.com, geniouxfacts.com, Genioux.com Corporation.


      ABOUT THE AUTHORS


      PhD with awarded honors in computer science in France

      Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts". The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




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