The April 2020 IIL blog features a valuable article on challenges of suddenly going to a Virtual Teams approach & moving thru 4 levels of recognition & improvements in moving to the newer more wide-scale approach

“Discounting” theory as a framework for assessing remote work proficiency levels

Working virtually with team members dispersed nationally or across the globe is nothing new and our use of this way-of-working has been steadily increasing over the last few decades. Most of us have developed skills in remote working. With the current Covid-19 crisis, though, remote has sky-rocketed, exposing many people to the need to quickly ramp-up to full proficiency.

So, we just do it, right? Or are there pitfalls to avoid? Well, indeed there may be! A good starting point to fully understand what is at stake is the “Discounting” theory of Transactional Analysis. There are four levels of discounting by not registering: (1) a problem exists (2) significance of that problem (3) there are options to solve problem (4) cancapable of solving the problem  So how does this apply to our need to quickly ramp-up to full proficiency in remote working? Well, it provides a framework for each of us to evaluate where we are on the proficiency scale.

Level 1: If we believe that, to “go remote”, we just carry on working as we did in the office but now via videoconference from home, we would be at level 1 – not registering that issues exist such as the time needed to set up remote links and use the technology, potential technical gremlins and the additional concentration needed when remote-working all day long.

Level 2: If we believe that these issues do exist, but we just have to “get on with it regardless”, it would be to discount the additional fatigue that distance working can cause. We may also find ourselves working long hours to get the same results as before with, at the same time, a strange feeling of frustration and lower efficiency. We would be at level 2.

Level 3: If we realize that we do need to do something to adapt to the remote working situation but are not sure of what, we would be at level 3. Solutions such as adapting the rhythm of work and using a blend of communication methods to leverage the pros of each whilst reducing the cons are just within our grasp if we take the time to think about it.

Level 4: Finally, we may be aware of key remote working techniques but be unfamiliar with them and need to gain proficiency and confidence through try-outs in a safe environment, and maybe training, coaching or support from colleagues.