The team must constantly adapt. Working remotely should not be an obstacle to change. Dr. Remote provides an automated and asynchronous method that is divided into 3 phases.
Teams have to get used to perpetual change (turnover, remote work, digital transformation, reorganization, growth, new skills, new markets...).
The most successful teams generally opt for an continuous improvement approach that involves the collective. But in reality, the most motivated people get exhausted and the real problems are rarely addressed. Working remotely increases the difficulty.
Dr. Remote guides teams to be always better.
It is the only asynchronous and automated solution dedicated to continuous improvement and pragmatic transformation of the organization's culture.
In a world that must deal with more and more remote work, it allows to go fast, collectively and inclusively. It complements very well existing synchronous rituals.
Dr. Remote proposes a 3-phase method to achieve this.
Here is the receipt to fail:
Detection aims to bring out issues and tensions.
The team responds to detection points to find out if there are different perceptions.
A detection point can be a work situation, an individual or collective belief, a specific behavior.
A set of themes on the organization of work (communication, management, culture, methods, tools, workspaces) are available with more than 300 detection points to step back and change the angle of view on the way to work.
Everyone is asked to react to the results, to clarify points of view. In this stage, it is already possible to resolve tensions by clarifying certain points of view.
Finally, the team decides to select the situations they wish to resolve.
Improvement is about thinking about solutions.
We are always tempted to go straight to the solution, and this is often what creates tension over time. It is necessary to clarify the situation, to specify the problem to make sure that we are talking about the same thing and that we can verify that the chosen solutions improve the situation.
The team can choose to move forward as it wishes. The main thing is to make sure that the project is still moving forward and that the team is asking the right questions.
For teams that are used to collective intelligence, it is an asynchronous transposition of synchronous techniques. Not all tools work in asynchronous mode, but for example brainstorming and the convergence of ideas through a silent voting system lends itself perfectly to asynchronous mode.
The team converges on small and large steps to improve the situation and decides on new practices to implement.
What organizations that communicate about their practices don't say is that the key is not the practice itself, but how they arrived at that practice.
That the practice works for some teams does not guarantee that it will work for all.
Taking care of your practices is the most valuable activity for a successful team.
Before deploying a new practice, the team is well advised to gather input from those involved and get buy-in from stakeholders to ensure adoption.
Once deployed, the team can regularly measure the adoption of existing practices, identify what needs to be improved, and ensure that there are no negative impacts.
If the team is not used to formalizing practices, it will quickly learn to do so to avoid unspoken words and tensions.
The method gives the freedom to start according to the needs of the team.
A team that already has a lot of practices and doubts their effectiveness can start by measuring the adoption of practices.
A team that thinks it lacks practices will be better off starting with detections to define the most important problem.
The 3 phases are interdependent and this is what makes the solution suitable for many organizational contexts.