What if 40% of the people in your organization decides to work one extra day a week?
Imagine that 40 percent of the people in your organization decided that from this point on, they would work one extra day a week without an extra day of pay.
What impact would their decision have on your organizationâ€™s bottom line?
What is the value of a 20 percent increase in performance by 40 percent of the workforce?
Consider Dean Spitzerâ€™s (1995) report that in his large scale study of work attitudes, slightly over 50 percent of workers admit that they do only the minimum to avoid being fired.
Over 80 percent confess that they could work â€œmuch harderâ€.
Assuming that you may know some of the 50 percent who do the minimum, and a few of the 80 percent who could work â€œmuchâ€ harder, do you think that there is there anything that would convince people to work harder than they are now?
The best evidence suggests that highly significant performance increases are possible when motivational strategies are implemented (Clark & Estes, 2002).
However, motivational strategies have a high degree of variation in success rates and numerous contributive factors may have had an unaccounted effect on the success rates by conducted by studies.
But what if there is a way where it is caused by implementing a new system rather than a new work behaviour?
Social Loafing Phenomena
“Minimum Effort syndrome”, more accurately known as social loafing is a concious and subconcious phenomena that happens in teams. There are various factors that contributes to social loafing and is quite apparent in teams with larger structures and a high degree of bureaucracyÂ within.
In an attempt to uncover a description for social loafing, pioneering study by Ingham (1974) ruled out difficulty in coordination. More recently, studies focused on motivation theories, and have identified a wide variety of potential antecedents of social loafing phenomenon as follows:
1. Lack of identification of individual contributions to the groupÂ
2. Lack of challenge and uniqueness of individual contribution
3. Low intrinsic involvementÂ
4. Individualistic orientationÂ
5. Low group cohesivenessÂ
6. Lack of peer appraisalsÂ
As can be inferred, social loafing leads to productivity loss in group work. Todayâ€™s organizations must consider that the most important aspects to focus are their human resources, which need to be understood and cared for optimum productivity.Â
The case for system transparency
â€œItâ€™s that everyone has the information they need to do their job effectively. Lots of companies are so siloed that there is no context for anyone to make good decisions about their work. For us, transparency is providing as much information as [an employee] needs to act in the best interest of their team, the company, and its mission as a whole.â€
-Â Rosenstein, co-founder of Asana
Transparency enables team members to grasp the problems at hand as a whole, so they can see how their individual contributions are not only important, but essential to the overall objective.
Transparency facilitates feedback, suggestions and contributions from the folks who are often the most qualified (and yet neglected) stakeholders on a project: the people doing the work!
Transparency encourages knowledge sharing â€“ particularly around issue management â€“ which helps projects take advantage of opportunities, and avoid pitfalls and setbacks. At the same time, it also brings on board professionals from allied departments and units, such as IT and R&D, who may not be a part of project execution, but certainly have an interest in the wisdom that project team members uncover as the march forth towards the finish line. Â
And just as valuably, transparency creates individual and team â€œbuy in,â€ which may seem like an abstract touchy-feely thing that isnâ€™t all that important, but as any experienced team member will tell you, makes a major difference in whether a project rises to the occasion when itâ€™s faced with a difficult challenge â€“ or whether it starts to come apart at the seams. Â Â
So, itâ€™s clear (no pun intended!) that transparency is essential for maximizing team performance and reducing social loafing. But what isnâ€™t as clear, is the most efficient way to achieve it.
How do you choose tools that help increase transparency?
In short, the tools used has to allow your team members to;
- See the projectâ€™s â€œbig pictureâ€ anytime, and from any Internet-connected computer, tablet or smartphone
- Send feedback, and play a meaningful role in not just working on a project, but steering it, too
- Share knowledge and information with team members (and earn a lot of high-fives from IT and R&D)
- Achieve the all-important â€œbuy inâ€ that will motivate them to do their best when things are going good and when things arenâ€™t so smooth Â Â
qiscus -Â group messaging tool for teams working remotely.
In many ways,Â qiscusâ€™s interface is as familiar as using whatsapp.
But thatâ€™s where it ends. UsingÂ qiscus, you can be superman/woman and manage multiple discussions on your mobile, Â then swing over to your laptop to quickly execute your tasks. Â Â