<div dir="ltr"><font color="#000000">Thanks, Joel!</font><div><font color="#000000"><br></font></div><div><font color="#000000">Some TL'DRs for the ones I sent:</font></div><div><ul><li><font color="#000000">the subtitle of the group chat one says it all: </font><h4 name="8263" id="8263" class="" style="font-family:medium-content-sans-serif-font,'Lucida Grande','Lucida Sans Unicode','Lucida Sans',Geneva,Arial,sans-serif;letter-spacing:-0.022em;font-weight:300;margin-top:1px;margin-right:0px;margin-bottom:0px;line-height:1.22"><font color="#000000">"Group chat is like being in an all-day meeting with random participants and no agenda."</font></h4></li></ul><ul><li><div><font color="#000000">the Economist article talks about how open office plans tax concentration, context switches make tasks take longer to complete, "</font>collaboration is much easier to measure than “deep work,” and the cost that "Many employees are spending so much time interacting that they" have little time do work</div></li></ul><ul><li>the HBR one distinguishes 3 types of collaborative resources:</li><ul><li>informational - knowledge & skills</li><li>social - awareness, access to network of people</li><li>personal - one's time and energy, also usually default demand in collaboration</li><ul><li>a person's time is finite and demands on it when others want high bandwidth interactions can lead to burnout, or one being in demand but disengaged</li></ul></ul></ul></div><div class="gmail_extra"><br><div class="gmail_quote">On Mon, May 9, 2016 at 3:25 PM, Joel Aufrecht <span dir="ltr"><<a href="mailto:jaufrecht@wikimedia.org" target="_blank">jaufrecht@wikimedia.org</a>></span> wrote:<br><blockquote class="gmail_quote" style="margin:0px 0px 0px 0.8ex;border-left-width:1px;border-left-style:solid;border-left-color:rgb(204,204,204);padding-left:1ex"><div dir="ltr"><div><div>These articles are all very interesting. Let me offer a summary paraphrase of Nick's links in the hopes that someone will do the same for Grace's:<br><br></div>"Slack has very well designed interface that makes it pleasing to use, but that, in combination with its underlying conceptual model, encourage constant but lower-quality communication, "<i>asynchronish</i>", and is an obstacle to solving deeper communication problems such as focus and institutional memory."<br></div><div><div><br><div><div class="gmail_extra"><br clear="all"><div><div><div dir="ltr"><div><div dir="ltr"><div><div dir="ltr"><font color="#888888"><div><b>-- <br>Joel Aufrecht<br></b></div><div>Team Practices Group<b><br></b></div><div>Wikimedia Foundation<br></div></font></div></div></div></div></div></div></div>
<br><div class="gmail_quote"><div><div class="h5">On Mon, May 9, 2016 at 2:24 PM, Nick Wilson (Quiddity) <span dir="ltr"><<a href="mailto:nwilson@wikimedia.org" target="_blank">nwilson@wikimedia.org</a>></span> wrote:<br></div></div><blockquote class="gmail_quote" style="margin:0px 0px 0px 0.8ex;border-left-width:1px;border-left-style:solid;border-left-color:rgb(204,204,204);padding-left:1ex"><div><div class="h5"><div dir="ltr">and a couple more, slack-specific:<br><br><a href="https://blog.agilebits.com/2016/04/19/curing-our-slack-addiction/" target="_blank">https://blog.agilebits.com/2016/04/19/curing-our-slack-addiction/</a><br><br><a href="http://qz.com/632016/why-im-breaking-up-with-slack/" target="_blank">http://qz.com/632016/why-im-breaking-up-with-slack/</a><div><div><br><br><div class="gmail_extra"><br><div class="gmail_quote">On Mon, May 9, 2016 at 12:41 PM, Grace Gellerman <span dir="ltr"><<a href="mailto:ggellerman@wikimedia.org" target="_blank">ggellerman@wikimedia.org</a>></span> wrote:<br><blockquote class="gmail_quote" style="margin:0px 0px 0px 0.8ex;border-left-width:1px;border-left-style:solid;border-left-color:rgb(204,204,204);padding-left:1ex"><div dir="ltr">A spectrum of opinions on the benefits and costs of modern workplace collaboration:<br><div><br></div><div><a href="https://hbr.org/2016/01/collaborative-overload?utm_campaign=harvardbiz&utm_source=twitter&utm_medium=social" rel="noreferrer" style="display:inline!important" target="_blank">https://hbr.org/2016/01/collaborative-overload?utm_campaign=harvardbiz&utm_source=twitter&utm_medium=social</a><br></div><div><br></div><div><a href="http://www.economist.com/news/business/21688872-fashion-making-employees-collaborate-has-gone-too-far-collaboration-curse" rel="noreferrer" style="display:inline!important" target="_blank">http://www.economist.com/news/business/21688872-fashion-making-employees-collaborate-has-gone-too-far-collaboration-curse</a><br></div><div><br></div><div><a href="https://m.signalvnoise.com/is-group-chat-making-you-sweat-744659addf7d#.u8yqelwiy" rel="noreferrer" style="display:inline!important" target="_blank">https://m.signalvnoise.com/is-group-chat-making-you-sweat-744659addf7d#.u8yqelwiy</a><br></div></div><br></blockquote></div><br></div></div></div></div>
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