A better way to introduce digital tech in the workplace
When bringing technologies into the workplace, it pays to be realistic. Often, for instance, bringing new digital technology into an organization does not radically improve a firm’s operations. Despite high-level planning, a more frequent result is the messy process of frontline employees figuring out how they can get tech tools to help them to some degree.
That task can easily fall on overburdened workers who have to grapple with getting things done, but don’t always have much voice in an organization. So isn’t there a way to think systematically about implementing digital technology in the workplace?
MIT Professor Kate Kellogg thinks there is, and calls it “experimentalist governance of digital technology”: Let different parts of an organization experiment with the technology — and then centrally remove roadblocks to adopt the best practices that emerge, firm-wide.
“If you want to get value out of new digital technology, you need to allow local teams to adapt the technology to their setting,” says Kellogg, the David J. McGrath Jr. Professor of Management and Innovation at the MIT Sloan School of Management. “You also need to form a central group that’s tracking all these local experiments, and revising processes in response to problems and possibilities. If you just let everyone do everything locally, you’re going to see resistance to the technology, particularly among frontline employees.”
Kellogg’s perspective comes after she conducted an 18-month close ethnographic study of a teaching hospital, examining many facets of its daily workings — including things like the integration of technology into everyday medical practices.
Some of the insights from that organizational research now appear in a paper Kellogg has written, “Local Adaptation Without Work Intensification: Experimentalist Governance of Digital Technology for Mutually Beneficial Role Reconfiguration in Organizations,” recently published online in the journal Organization Science. More