Hugging Collaboration: Humans and Technology Thrive

The problem with technology investments: Wasted billions and unmet expectations

Imagine a scenario where a company hires a new employee, touted as the best in the business, on a multimillion-dollar contract. Now picture this employee facing constant appointments being ignored or dismissed by her team members. And even in the few meetings that do take place, she gets yelled at or kicked out within minutes. Despite all this, she continues to sit quietly at her desk, her skills going unused, while still receiving hefty paychecks.

Now, you might think this is an exaggerated story, but let me assure you, it’s not. As a technology advisor, I’ve witnessed numerous companies making well-meaning decisions to invest heavily in technology, only to be disappointed by the results. In fact, according to a study I came across, a staggering 25 percent of technology projects are either canceled or deliver things that are never used. That’s billions of dollars being wasted each year.

So, why does this happen? From my experience, top management has high but not unreasonable expectations regarding the benefits of technology. They expect people to use these tools, save time, and become more proficient at their jobs. However, the reality is that the frontline employees, who are supposed to be utilizing these software and tools, often approach them with skepticism or even fear. We postpone online trainings, neglect to learn shortcuts, and get frustrated with the multitude of tools we have to remember how to use.

This frustration and guilt keep piling up as technology becomes increasingly integrated into our daily work lives. According to Brookingss, 70 percent of jobs today in the US require at least mid-level digital skills. It’s safe to say that working with technology has become a necessity. But unfortunately, we are not approaching it with the right mindset.

Here’s an idea I’ve been toying with: What if we treated technology as a team member? I’ve conducted my own personal experiment and spoken to people from various industries about treating their core technologies as colleagues. Whether it’s the restaurant industry, medical professionals, teachers, or bankers, the first step in my experiment was to draw out the structure of their teams in an organization chart.

Organization charts are pretty cool if done well, as they give you a quick sense of individual roles and how a team works together. However, if you take a look at a typical org chart, you’ll notice that it only includes boxes and lines representing people. None of the technology team members are there. So, for each organization I met with, I had to create a new kind of org chart that also included the technology. This allowed people to visualize their technologies as coworkers and ask important questions like: “Is this software reporting to the right person?” or “Does this man-and-machine team work well together?” or even “Is that technology the team member that everybody’s awkwardly avoiding?”

Let me walk you through an example of a small catering company to bring this experiment to life. At Bovingdons Catering Company, we have a sales director who manages customer interactions and an operations director who oversees internal activities. Then there are the team members who report to the sales and operations directors. Lastly, we have overlaid the software and hardware used by the Bovingdons staff onto the org chart. With this comprehensive view, we can explore how the human team members and technology team members are interacting.

The first thing I look for is any critical human-and-machine relationship, usually where someone relies on technology on a day-to-day basis to perform their job. In this case, it would be the finance director using the accounting platform. Next, I assess their collaboration and whether they are working well together. In the example, it turned out to be a tenuous relationship. So, what can be

Treating technology as a team member: A new approach

In my role as a technology advisor, I’ve come across a thought-provoking idea that has the potential to transform the way we interact with technology in the workplace. What if we treated technology as a valuable team member, rather than just a tool or a piece of software?

I remember engaging in conversations with professionals from various industries - restaurant owners, medical practitioners, teachers, bankers, and more - about how they could treat their core technologies as colleagues. To kickstart the process, we drew out their team structures in an organization chart, but with a twist. This new org chart included not only the people but also the technology team members.

It was fascinating to witness the shift in perception when people could actually visualize their technologies as integral members of the team. They started asking questions like, “Is this software in the right reporting line?” or “How can this man-and-machine team collaborate more effectively?” By humanizing technology in this way, it became easier to address its role and impact within the organization.

Let me walk you through an example that brought this concept to life. Imagine a small catering company called Bovingdons. They had a sales director responsible for customer interactions and an operations director overseeing internal activities. Using the org chart, we overlaid the software and hardware utilized by the Bovingdons staff.

With this comprehensive view, we could explore how the human team members and technology team members interacted. The goal was to identify any critical human-and-machine relationships where someone heavily relied on technology for their day-to-day tasks. For instance, the finance director at Bovingdons depended on an accounting platform.

But it wasn’t just about recognizing these relationships; it was also essential to evaluate the level of collaboration and synergy between humans and technology. In the case of Bovingdons, we discovered a somewhat strained relationship between the operations director and the five technologies he interacted with on a regular basis. It was clear that the technology overload was stretching him too thin.

To address this issue, we explored potential solutions. Just as we would encourage team-building activities among human colleagues, we suggested arranging specialized courses or training sessions to strengthen the human-and-machine bond. Additionally, we proposed scheduling regular performance reviews for the technology, where the operations director would provide feedback to the vendors responsible for the software.

This approach not only fosters collaboration but also establishes a sense of responsibility and ownership over the technology. By treating technology as a valued team member, we can improve the working relationship, enhance productivity, and reduce the feeling of being overwhelmed.

Throughout my experimentation with this new mindset, I’ve realized that it can be applied beyond individual roles and extended to managing technology across entire companies. For example, considering a job rotation program for data analysis tools or bringing technologies along during recruiting events to familiarize potential hires with the tools they’ll be using.

The idea of treating technology as a team member might seem unconventional at first, but the benefits are substantial. Research has shown that organizations that encourage discussions and learning about workplace technologies experience 20 percent lower stress levels among their employees.

So, I encourage you to take a few minutes to draw out your team’s structure, including the technologies involved. Start asking questions like, “Which technologies should I be building closer relationships with?” or “How can we create a collaborative environment between humans and machines?”

By hugging this concept, we can tap into the true potential of technology, unlock hidden opportunities, and ultimately create a more harmonious and productive work environment for everyone involved. Let’s extend a little humanity towards the technologies we work with, and we’ll all reap the benefits.

Visualizing technology in the organization chart: Making it visible and accountable

When it comes to integrating technology into our work environments, there is a fundamental shift in mindset that can greatly enhance its effectiveness. I recall a fascinating experiment I conducted, engaging professionals from various industries in conversations about treating their core technologies as valuable team members. This experiment brought to light the importance of visualizing technology within the organization chart, making it visible and accountable.

Traditionally, organization charts depict the structure of a company, outlining the roles and relationships of individuals. However, they often overlook an essential aspect—the technology team members. In my discussions with professionals, we discovered that incorporating technology into the organizational framework offers numerous benefits.

By redrawing the organization chart to include both people and technology, individuals could vividly see the interactions between human and machine team members. Suddenly, questions arose: “Is this software reporting to the appropriate person?” or “How can this man-and-machine team collaborate more effectively?” This simple adjustment allowed for a comprehensive understanding of the team dynamics and the role of technology within it.

Let’s take a moment to explore a practical example. Imagine a small catering company called Bovingdons. They had a sales director responsible for customer interactions and an operations director overseeing internal activities. By overlaying the software and hardware utilized by the Bovingdons staff onto the org chart, we could visualize the interactions between the human team members and their technology counterparts.

This visualization served as a powerful tool for identifying critical human-and-machine relationships. We could quickly pinpoint instances where individuals heavily relied on technology to perform their daily tasks. For instance, the finance director at Bovingdons depended on an accounting platform for financial management.

However, the visualization didn’t stop at recognition. It also allowed us to assess the quality of collaboration between humans and technology. Were they working seamlessly together, or was there room for improvement? At Bovingdons, we discovered a tenuous relationship between the operations director and the five technologies he interacted with regularly. It was clear that the technology overload was causing strain and hindering productivity.

To address this issue, we brainstormed practical solutions. We suggested team-building activities or specialized courses to strengthen the bond between humans and their technology counterparts. Additionally, we proposed introducing regular performance reviews for the technology, where the operations director could provide feedback to the vendors responsible for the software.

The goal was to foster collaboration and a sense of ownership over the technology. By considering technology as a valued team member, we could enhance the working relationship, improve productivity, and ease the burden of technology overload.

What began as an experiment in visualizing technology in the organization chart soon evolved into a broader exploration of managing technology across entire companies. We thought job rotation programs for data analysis tools and even the inclusion of technologies during recruiting events to familiarize potential hires with the tools they would be working with.

The notion of visualizing technology within the organization chart may seem unconventional, but its potential impact is undeniable. Research has shown that organizations encouraging dialogue and learning about workplace technologies experience 20 percent lower stress levels among their employees.

So, take a moment to consider your own team structure. Draw out the organization chart, ensuring you include the technology team members alongside the human counterparts. Then, reflect on how technology fits within the dynamics of your team. Ask questions like, “How can I strengthen the collaboration with my technology colleagues?” or “Are there areas where technology can be better integrated?”

By visualizing technology within the organization chart and holding it accountable as a team member, we can unlock the full potential of technology in the workplace. Let’s hug this new perspective, and together, create a more harmonious and efficient work environment for all.

Strengthening human-machine relationships: Building collaboration and trust

In the ever-evolving landscape of technology, there is a crucial aspect that often goes overlooked—the relationship between humans and machines. As I reflect on my experiences as a technology advisor, one theme stands out: the importance of strengthening these human-machine relationships by fostering collaboration and building trust.

When technology becomes an integral part of our daily work lives, it’s essential to ensure that humans and machines work together seamlessly. However, in many organizations, there is a disconnect—a lack of collaboration and trust between the two.

During my conversations with professionals from various industries, we explored the challenges they faced in integrating technology effectively. It became evident that treating technology as just a tool was not enough. To harness its full potential, we needed to establish a strong partnership.

So, how can we bridge this gap and create a harmonious relationship between humans and machines? The answer lies in building collaboration and trust.

One approach we discussed was team-building activities. Just as we invest time and effort in getting to know our human colleagues, we can extend the same courtesy to our technology counterparts. These activities can range from specialized courses to informal sessions aimed at understanding the capabilities and intricacies of the technology we work with.

Furthermore, regular performance reviews for technology can play a significant role in strengthening the human-machine bond. By providing feedback directly to the vendors or developers responsible for the technology, we establish a sense of accountability and actively shape its future development. This feedback loop fosters an environment where technology becomes responsive to our needs, ultimately improving our experience and productivity.

It’s also crucial to create opportunities for dialogue and knowledge sharing. When humans and machines collaborate, innovative ideas emerge, and novel uses for technology surface. Encouraging discussions, brainstorming sessions, or even online forums dedicated to exploring technology’s potential can lead to remarkable discoveries.

I recall a story shared by Christopher, a human resources manager at a consumer goods company. He had implemented a new HR platform, but nobody in the organization was using it. Taking inspiration from the idea of treating technology as a valued team member, Christopher scheduled one-hour appointments for his team members to get to know the HR system better. What started as casual meetings without any specific agenda turned into a valuable learning experience. People began exploring the system, searching for information, and sharing their findings. In just a few weeks, the team started utilizing the HR platform in new ways, saving them precious time and reducing the intimidation factor associated with technology.

These examples highlight the immense value of building strong human-machine relationships. Research supports this notion, indicating that organizations that encourage discussions and learning about workplace technologies experience lower stress levels among their employees.

As we move forward in the 21st-century workplace, it’s clear that collaborating effectively with technology is a critical skill. By caring these relationships, we unlock the true potential of technology as a trusted ally, making our work lives more fulfilling and productive.

So, let’s embark on a journey of collaboration and trust with our technology colleagues. Let’s invest time in getting to know them, providing feedback, and exploring their capabilities. Together, we can create a work environment where humans and machines thrive, leveraging the power of technology to achieve remarkable outcomes.

Overloaded roles and technology: Finding a balance

In the rapidly evolving digital landscape, it’s no surprise that technology plays a significant role in our daily work lives. However, as I reflect on my experiences as a technology advisor, one recurring issue stands out—the burden of overloaded roles caused by excessive reliance on technology. Finding a balance between human capabilities and technological support is crucial for maintaining productivity and well-being in the workplace.

During my conversations with professionals from various industries, I discovered that individuals often feel overwhelmed by the number of technologies they interact with on a regular basis. They find themselves stretched too thin, trying to juggle multiple applications and tools, which can hinder their performance and create unnecessary stress.

Consider the example of the operations director at a small catering company called Bovingdons. When we examined their organization chart overlaid with software and hardware, we noticed that the operations director was responsible for interacting with five different technologies. In our discussion, he admitted feeling overwhelmed and acknowledged that if these were human team members reporting to him, he would have taken action to ease the burden.

This revelation prompted us to explore potential solutions. We discussed redistributing the responsibilities among the team members, much like redistributing workload among human colleagues. For instance, in the case of Bovingdons, we suggested shifting the task of managing food inventory from the operations director to the chef, thus reducing the burden on a single individual.

Another consideration was the need for ongoing evaluation and adjustment. Technology evolves rapidly, and organizations must regularly assess the effectiveness and relevance of the technologies in use. Sometimes, certain applications or tools may have outlived their usefulness, and retiring them can streamline processes and ease the burden on individuals.

However, it’s important to approach the retirement of technology with care. Just as we would handle the departure of a team member, a thoughtful and strategic approach is necessary to minimize disruption and ensure a smooth transition. This mindset shift, treating technologies as valuable team members, can help organizations make informed decisions regarding the retirement or replacement of technologies while minimizing the impact on the overall team dynamics.

Finding a balance between human capabilities and the support provided by technology is crucial. It requires careful evaluation of the workload, redistribution of responsibilities, and continuous assessment of the technology landscape. By doing so, organizations can ease the burden on individuals, improve productivity, and foster a healthier work environment.

So, let’s take a moment to reflect on our own roles and the technologies we interact with. Are there instances where the workload feels overwhelming? Are there technologies that could be reassigned or retired to create a better balance? By finding that equilibrium, we can ensure that technology serves as a valuable support system rather than a source of stress.

Remember, it’s all about finding the right balance between human capabilities and technological support. Let’s strive for a work environment where humans and machines collaborate harmoniously, enabling us to thrive and achieve our full potential.

Unclaimed technologies: Providing ownership and direction

In the world of ever-evolving technology, it’s not uncommon to come across instances where certain technologies within organizations seem to float aimlessly, without clear ownership or direction. As I reflect on my experiences as a technology advisor, I recall the importance of providing ownership and direction to these unclaimed technologies.

During my conversations with professionals from various industries, we often stumbled upon technologies that appeared to be orphaned within the organization. Sometimes, they were left without an owner or anyone taking responsibility for their management and utilization. Other times, they reported to multiple departments, causing confusion about who was actually using them and for what purpose.

Let’s take the example of Bovingdons, the small catering company we’ve been discussing. When we examined their organization chart overlaid with software and hardware, we discovered that there seemed to be no one looking after the marketing software. It was as if someone had brought it in without giving it a designated role or clear instructions on how to integrate it into their operations.

This lack of ownership can lead to wasted opportunities and hinder the overall productivity of the organization. To address this issue, we need to take a proactive approach. Just as we would assign responsibilities to human team members, we should designate someone to manage and oversee the unclaimed technologies.

By providing clear ownership and direction, we ensure that these technologies are utilized effectively and aligned with the organization’s goals. This can be achieved through the creation of job descriptions specifically tailored to the management of the technology or by assigning a dedicated individual or team to take charge of its implementation and utilization.

However, it’s worth noting that sometimes, retiring or retiring technologies is the most appropriate course of action. In certain cases, technologies may have become obsolete or redundant, and keeping them in the system can cause more harm than good. Retiring applications is a common practice in organizations, but the mindset shift of considering these technologies as valuable coworkers can help inform the decision-making process.

When it comes to retiring technologies, it’s crucial to do so strategically. Just as we would handle the departure of a team member, a thoughtful approach is necessary to minimize disruption and ensure a smooth transition. By considering the impact on the rest of the team, we can retire technologies in a way that minimizes disruption and maximizes the benefits for the organization.

So, let’s take a moment to assess the technologies within our own organizations. Are there any unclaimed technologies floating around without clear ownership or direction? Are there technologies that have served their purpose and are ready to be retired? By providing ownership and direction to these technologies, we can harness their full potential and create a more efficient and focused work environment.

Remember, it’s all about taking a proactive approach and ensuring that every technology within the organization has a clear role, ownership, and purpose. Let’s give these technologies the attention they deserve and unlock their true value for the benefit of our teams and organizations.

Retiring applications strategically: Considering the impact on the team

In the fast-paced world of technology, there comes a time when certain applications have served their purpose and need to be retired. However, the process of retiring applications requires careful consideration to minimize disruption and ensure a smooth transition for the team. Reflecting on my experiences as a technology advisor, I’ve come to understand the importance of retiring applications strategically while considering the impact on the team.

During my conversations with professionals from various industries, we often discussed the challenges associated with retiring applications. While retiring applications is a common practice in organizations, it can be a complex task that requires thoughtful planning and execution.

When retiring applications, it’s crucial to assess their impact on the team and the organization as a whole. Will retiring the application disrupt existing workflows? Are there alternative solutions in place to lessen any potential gaps in functionality? These are essential questions to consider to ensure a seamless transition and maintain productivity.

Furthermore, retiring applications should be approached with a mindset shift—treating them as valuable team members. Just as we would carefully manage the departure of a team member, the retirement of applications should be done with sensitivity and forethought. It’s important to communicate the reasons behind the retirement, provide training or support for alternative solutions, and involve the affected team members in the decision-making process.

By considering the impact on the team, we can retire applications in a way that minimizes disruption and maximizes the benefits for the organization. It’s crucial to involve the relevant stakeholders and gather their input throughout the retirement process. This collaborative approach fosters a sense of ownership and ensures that the team’s needs are taken into account.

When retiring applications, it’s also important to evaluate the potential impact on other technologies and processes within the organization. Retiring an application may have ripple effects, requiring adjustments in other areas. By conducting a thorough assessment of dependencies and conducting proper planning, we can proactively address any potential challenges.

Retiring applications strategically goes beyond simply removing them from the system. It involves a comprehensive understanding of their role and impact within the team and the organization. By considering the implications and involving the team in the decision-making process, we can retire applications in a way that minimizes disruption and aligns with the organization’s goals.

So, as you evaluate the applications within your own organization, take a moment to consider their relevance, usage, and potential retirement. Engage with the team, gather their feedback, and ensure that the retirement process is executed strategically. By retiring applications with sensitivity and considering the impact on the team, we can pave the way for a more efficient and streamlined technology landscape that supports the organization’s objectives.

Remember, the retirement of applications is an opportunity for growth and optimization. Let’s retire applications strategically, keeping the team’s needs in mind, and hug the potential for innovation and progress.

Hugging technology collaboration: Enhancing productivity and well-being

In our modern work environment, technology has become an inseparable part of our daily lives. As I reflect on my experiences as a technology advisor, one principle stands out—hugging technology collaboration can significantly enhance productivity and overall well-being in the workplace.

During my conversations with professionals from various industries, we delved into the challenges and opportunities that arise when humans and machines collaborate effectively. The symbiotic relationship between humans and technology can yield remarkable results, but it requires a proactive and inclusive approach.

Traditionally, technology has been viewed as a mere tool—an inanimate object that we interact with to perform tasks. However, by shifting our mindset and treating technology as a valuable collaborator, we can unlock its full potential.

Imagine if we approached technology as we would a new team member. Just as we invest time in getting to know our human colleagues, we can take the same approach with our technology counterparts. By familiarizing ourselves with their capabilities, learning their intricacies, and exploring their potential, we can build a stronger bond and foster a more productive relationship.

One practical way to enhance technology collaboration is by providing opportunities for training and knowledge sharing. We often postpone online trainings or overlook shortcuts that can streamline our work processes. However, investing time in understanding the tools at our disposal can yield significant time savings and increase our proficiency. By becoming proficient with the technologies we work with, we can overcome frustration and develop a sense of giving power.

Additionally, creating an environment that encourages open dialogue about technologies can foster innovation and improve overall well-being. When we feel comfortable discussing our experiences, challenges, and discoveries with technology, we create a supportive community that helps us grow and adapt. By sharing insights, tips, and tricks, we can collectively enhance our effectiveness and reduce stress levels associated with technology integration.

Research has shown that organizations that prioritize discussions and learning about workplace technologies experience lower stress levels among their employees. By caring a culture that hugs technology collaboration, we can create a more positive and fulfilling work environment.

In my own exploration of technology collaboration, I discovered the power of treating technology as a valued team member. By taking the time to understand its capabilities, engaging in informal sessions to explore its potential, and even inviting technology to recruiting events, we can bridge the gap between humans and machines.

So, let’s shift our perspective and hug technology as a valuable collaborator in our work lives. Let’s invest in learning about the technologies we work with and foster a supportive community where we can share our experiences and insights. By doing so, we can enhance productivity, reduce stress, and create a harmonious workplace where humans and machines thrive together.

Remember, technology collaboration is not just about the tools we use—it’s about the relationships we build and the mindset we adopt. Let’s hug the potential of technology collaboration and unlock new possibilities for productivity and well-being in the workplace.

Conclusion

In this technology-driven era, it’s crucial that we recognize the significance of collaboration and trust between humans and machines. As we reflect on the insights gained from my experiences as a technology advisor, we see the transformative power of hugging technology as a valued team member.

By treating technology with the same care and attention we give to our human colleagues, we can create a work environment where productivity soars and well-being thrives. It starts with acknowledging that technology is not merely a tool but an integral part of our daily work lives.

Visualizing technology in the organization chart allows us to assign ownership, build accountability, and foster collaboration. By incorporating technologies into our organizational structure, we create a clear understanding of their roles and facilitate better decision-making.

Strengthening human-machine relationships requires deliberate effort. By investing in team-building activities, providing feedback, and encouraging knowledge sharing, we bridge the gap and ensure that technology becomes a trusted ally, rather than a source of frustration.

Addressing the issue of overloaded roles and finding a balance between human capabilities and technology support is vital. Redistributing responsibilities, assessing collaboration, and exploring alternative solutions can ease the burden and enhance overall productivity.

Similarly, retiring applications strategically involves considering the impact on the team, conducting proper planning, and involving stakeholders. By retiring applications with sensitivity and purpose, we optimize our technology landscape and pave the way for growth and innovation.

Ultimately, hugging technology collaboration unlocks the true potential of both humans and machines. By caring a culture that values technology, engages in open dialogue, and invests in learning, we create a positive work environment where productivity soars, stress levels decrease, and well-being flourishes.

So, let’s embark on this journey of collaboration and trust with our technology counterparts. Let’s explore their capabilities, share insights, and enable ourselves to fully utilize the tools at our disposal. By doing so, we hug the future of work and position ourselves for success in the digital age.

Remember, the key to a harmonious and productive workplace lies in hugging technology as a valued team member. Together, we can forge a path of innovation, productivity, and well-being that benefits us all.