It explores the irony of the connected worker. The more tools and gadgets we have to keep us connected to our colleagues at work, the more disconnected we feel. And as managers, if our people are constantly being IM-ed, e-mailed, meeting-ed and otherwise interrupted, what kind of work are they doing? Certainly not much creative thinking. Probably more like treading water. And who's really happy in that kind of environment?
Here's the nut of the report:
Three kinds of connections matter most when it comes to performance: connecting people to people in ways that promote personal and professional growth, connecting people to a sense of purpose, and connecting people to the resources they need to do great work.
The authors offer analysis, advice, tools and examples for getting workers more connected with one another and doing better work. The company that is cited throughout the report is SAS (a Deloitte client, I suspect), although I’ve seen successful examples of many of those tools and techniques in government: social network analysis, blogs, wikis, communities of practice, peer assistance, mentoring and coaching.
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