On Remote Working
Jan 3rd, 2012 by JoeC
Today, Chris Bailey published People Before Tools: Creating a Better Remote Working System, which was a commentary on a previous post, Stop whining and start hiring remote workers, by David Heinemeier Hansson at 37signals. I dropped a comment on both posts because I feel strongly that management inertia and insecurity, not tools or “culture” are the primary reasons companies do not embrace remote working.
As a programmer, I regularly receive queries from contract placement firms with interesting sounding jobs in Boston and New York. Unfortunately, I live on the Connecticut shoreline smack in the middle of the I-95 route between the two cities, way out of commuting distance from either. But remote work is almost never mentioned as a possibility. They say, “Oh, they may allow it a couple days a week after a few months, but basically this is an on-site position.” I always found this ridiculous. “Allow it”? Really, you’re going “allow” me to work the way I think is best? Do they really think I need to be on site to bury my head in my MacBook and write code several hours a day? No, I rather think it’s all about them wanting people where they can “keep an eye on them”. Here’s my comment on Bailey’s post:
I commented on that very post, saying that a lot of what holds back remote workforces, at least in knowledge-based enterprises, is management insecurity and self-justification. But it’s also some curious cause-effect feedback loops in organizations and offices. Offices need to be managed in large part because it’s working together in the same physical space that causes a lot of the problems that need to be managed. If people aren’t in the same physical space, a lot of issues just go away, reducing the need for management oversight.
Also, attempting to centrally plan and perfectly coordinate every person’s contribution so that no time is wasted and no mistakes are ever made is what causes most of the wasted time and mistakes that require yet more planning and coordination to remove. (It’s so ironic that free market corporations internally resemble nothing so much as a centrally-planned communist dictatorship).
Open-source projects have always operated in a distributed, remote fashion and are successful because the people who actually control what code gets into the releases aren’t concerned about “being in charge”, “keeping an eye on people” or “eliminating redundancy”.
So I think all the talk about tools and culture is secondary. The thing that will most encourage remote work is for managers to get over themselves and take a chance.











