Restructuring 2.0

Martin Weller across on his blog has written about how we have just been reviewed where we work at IET. The review has plenty of reasonable anlaysis but ends with a suggestion that IET splits in two and bifurcates – which if it is not handled carefully might lead to chaos, or at least some effort spent in the wrong place.

 

Martin’s post considers what happens when reorgs strike. I agree with his view that we ought perhaps not be so tied up with how we actually are organised, as Martin puts it 

Actually, I think that with new ways of connecting, it’s not that the reorg should be more prevalent, but rather that organisational structures, which are often physical organisational structures, are increasingly irrelevant.

However I have another reference point for thinking about organisational change and that is the book the Dilbert Principle. I picked this up at the airport a few years back and found it shaped by view of how management works (even though there are several warnings to ignore such books and reminders that you are reading the management advice of someone who draws cartoons for a living). In the book Scott Adams makes some good points against “one off” activities with restructuring as the prime example of such activity. So  I feel very cautious about setting off down that route. However if we can do something more about changes in ways of working, picking up on knowing what we are doing and why, building on the latest tools so that structure and boundaries matter rather less then I think the review and the push for change could do us some good. 

Open space as a good working environment: 9 possible principles

I wrote earlier about the mixed feelings that I had about moving from old office oriented space to a new open plan building. At the time it looked like we might end up moving across into rows of desks with not enough space to get us all in. Well things have moved on a bit and it looks like IET will have a less complete move into the new building, which will lower pressure on the space and we also have a little bit longer to plan. Another change is that in the new management structure I am working with Grainne Conole and Martin Weller to oversee part of IET the “Technology Enhanced Learning” (TEL) group. Chatting to Grainne earlier this week we found that while we are not sure exactly what we want we felt like there were some principles that ought to allow good working space. Here is my attempt to list some of those principles:

1. Space that a visitor would envy – the it looks great to work here (even if it isn’t!)
2. That the building works with different levels of capacity – everyone there to almost no-one there
3. A choice of place and styles of work e.g:
   • Easy chairs plus display plus whiteboard (we have some really nice Smartboard 600is)
   • Tables and chairs to chat or work with a laptop
   • Desks with good screens and keyboards (not necessarily cpus though)
4. Expect everyone to have a laptop/notebook (could be Asus eee PC or Apple Touch)
5. Flexible space where people can change location and cope with areas of overload (everybody in)
6. Not planned around a desk space for everyone
7. An area of ownership for each person – where your files are and paper can be found from day to day 
8. Joint responsibility for tidyness and impression on visitors – care for the environment
9. Space for hard work and continuity when it is needed – but not all the time for everyone

Well that is my first pass – there is perhaps a bit of conflict in there and I know from talking to colleagues that ownership matters but I think we need to trade some of that for flexibility and space. We need to go from fantasy to furniture order in less than a month but I am a lot more hopeful than I was in October!