Control the challenges in remote work
In the simulation, the experiences of team members on remote work can be discussed openly in a facilitated fashion. What are the hardest parts for different team members? What works well? What hasn’t been talked about?
Twists of remote work
The simulation helps the team in exploring their practices in remote work. Both personal and team’s common challenges in doing remote work are examined and, at the same time, an open discussion culture is promoted. The variables are compiled from various guides and instructions related to remote work.
In the simulation, the experiences of team members on remote work can be discussed openly in a facilitated fashion. What are the hardest parts for different team members? What works well? What hasn’t been talked about? The simulation allows for an open discussion that can be used to develop team operations.
In the simulation, the team has had to switch to remote work due to a global pandemic and faces a number of challenges while working remotely.
“I facilitated the remote work simulation for the team, and it worked well. The team discussed issues that would not otherwise have been discussed, for example, the team had not previously gone through who, for example, is disturbed by interruptions or how each team member experiences isolation. Overall, the tool was fun and interesting and gave a good idea of how others experience this telecommuting situation. The simulation served insanely well as a stimulus for discussion and a basis for dealing with different issues.“
– Niina Haataja, Integrata
We played the remote work simulation in the start phase of the project. It worked amazingly well. It was great that the teammates heard how others were doing telecommuting. How they take breaks, who has children, who prefers to work in the morning and who in the evening. The discussion greatly helped us in finding common ground rules in a changed situation.
– Veli-Pekka Eloranta, Vincit
CLAIM 2: MIXING WORK A LEISURE
Who of you has no difficulty in keeping work and leisure separate?
CLAIM 3: ERGONOMIC CHALLENGES
Who of you has no problems with the workstation ergonomics when working remotely?
CLAIM 4: MANAGING RESPONSIBILITY AND SCHEDULE
Who of you does not find their work hindered by the difficulties in division of tasks, coordination and agreeing on responsibilities caused by remote work?
CLAIM 5: ENTHUSIASM WEARS OFF
Whose enthusiasm for work and common goals does not wear off in remote work?
The simulation variables have been compiled, where applicable, from the WHO Prima-EF stress factors as well as different general-purpose guides and instructions related to remote work. Thus, this simulation does not have a single research base, but the simulation has been made into a practically functional whole, and the content has been developed with pilot teams to meet in particular the challenges of teams that have moved to remote work.
- Bring to the discussion both the team’s common and personal practices at remote work
- In addition to the above practices, raise also more fundamental issues such as trust within the team, enthusiasm and loneliness – and how working remotely affects these.
- Highlight individual differences in team members ’experiences and attitudes toward remote work. The aim is to make team members understand each other’s situations and appreciate each other’s solutions
- Enable critical and analytical discussion of team practices and their development.
- For teams of 4-16 people who do remote work at least partly. The simulation is designed specifically for teams that have previously operated in the same facilities and switched to remote work.
- The simulation can be played self-facilitated or, alternatively, an external facilitator can be used to guide and deepen the discussion.Duration about 2 hours. After the simulation, the team can also have a discussion about their working methods and how to develop them.
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