Change is the Only Constant: How remote work is an opportunity to build culture
There is some serious irony in the fact that “The only constant is change” was said by Heraclitus in 500 BCE. Things change — and yet they stay the same.
We are employees of a public health organization, John Snow Inc., (JSI), who, after having worked at JSI offices, were fortunate to be able to work from home when our families relocated. We work with colleagues in seven different states, yet we’ve found a way to work as a cohesive team.
We are the first to acknowledge that working from home during a pandemic is completely different from working from home by choice. And while the office is usually the place where organizational culture is developed, it isn’t the only way. With rising rates and second waves, it is clear that this pandemic isn’t going away any time soon. So it’s important for all of us to find ways to keep organizational culture intact while working from home — whether temporarily or permanently. Having worked remotely for a long time, we know this is possible; and we even see the movement toward more remote work as an opportunity to increase cohesion, hear from people whose voices may have been unheard, and to build community in a way that reflects our values of collaboration and inclusion.
Here are some principles we try to live by to get the most out of remote work:
1. It’s almost impossible to over-communicate
Unsurprisingly, communication is key. Although in a physical office, informal communication (“water cooler talk”) contributes to relationship-building and rapport, virtual communication can also foster relationships. Our team uses Slack to communicate throughout the day (one could also use Google chat, todoist, twist, GitLab, etc.). For us, Slack stands in for the bulletin board in the kitchen, the water cooler chit-chat, many meetings, and (most) emails.
A shared communication platform also democratizes access to information. Instead of finding out information by “popping your head into someone’s office,” everyone knows where to go for information. Everyone benefits when information is consistently documented and shared through appropriate communication channels — particularly those who have historically been left out of conversations.
2. More communication means more useful meetings
In addition to mechanisms like email and Slack, real-time ‘face-to-face’ communication is important too. Although meetings get a bad rap, they are good for complex and nuanced conversations, brainstorming, creative thinking, and problem-solving. They are also important for culture building and team bonding. With access to information and the ability to resolve issues quickly and in real-time via Slack, we’ve noticed that meetings have become more focused on work and decision-making, and less about status updates. At the beginning of each meeting, we take a few minutes to check-in and catch up. Sometimes we ask an ice-breaker question (to avoid awkward Zoom silence). So although in-person meetings are optimal, a lot can be accomplished in well-managed virtual meetings.
3. Virtual meetings can elevate previously unheard voices
In fact, virtual meetings sometimes have advantages over in-person meetings. During our first completely virtual division-wide meeting we had a difficult but necessary conversation about racism, diversity, and inclusion. Although the topic was not new, the virtual platform helped equalize participants and resulted in a more honest conversation than we’d had before. Everyone had the same number of pixels/real estate on the screen. In-person meetings are notorious for favoring “the establishment.” Men speak up more than women, white people more than black, indigenous, and people of color. In the virtual setting where everyone has equal access to the microphone or chat box, staff who have historically been unable to voice their opinions — whether because they haven’t been in the room where decisions are made or have been hesitant to speak up — can do so more easily. Being able to meet virtually has also enabled us to continue the conversation in a way that would not have been possible were we limited to in-person meetings. Staff are assembling in Open Spaces, virtual support groups with colleagues from varying locations who have common characteristics.
4. Cultural events can be brought online
Although many offices and organizations have their own rituals and traditions, organizational culture can be cultivated virtually. We have a random channel on Slack, where we have posted cartoons, the birth of a grandchild, a team member’s COVID-19 recovery journey, and of course birthday greetings. We have a virtual book club, coffee breaks, and happy hours. Weekly in-person events (such as wine and cheese) can be held virtually, and in doing so, become more open to staff across the country. All sorts of events — bingo, trivia, peer mentoring, a Juneteenth commemoration — have been conducted virtually.
5. Try new things
We realize none of this is particularly new. Things change — and yet they stay the same. But a key to success in the ever-changing, technology-enhanced world is to be flexible and innovative. Although there is value in tradition, we also know it can be stagnating. Now more than ever, it’s time to question how we do things and seek ways to do them differently. In working remotely, we’ve found it possible to hold on to our organizational culture. In fact, we believe that the upheaval in our society is an opportunity to improve it. So let’s not be afraid to try new things. After all, change is the only constant.
Written by Jennifer Kawatu, Michelle Samplin-Salgado, and Katie Quimby
