The "human moment"

By William C. Copacino -- Logistics Management, 6/1/1999

The pace of work has increased in almost every industry. We all are asked to produce more in less time and with fewer resources. Our jobs and lives are more hectic and demanding than ever before.

Technology has helped us to be more productive, but it also has exacerbated these new demands. E-mail and voicemail, for example, have extended our reach and leveraged our time. Through these mechanisms we can "reach" people 24 hours a day, thus avoiding the frustration and time inefficiency of "telephone tag."

Telephone conferencing, moreover, has added a new tool to our communications arsenal. We can bring a group of people together on a moment's notice to solve a problem or conduct a "virtual meeting." Teleconferencing saves the time, the wear and tear, and the cost of physically traveling to a meeting. I've seen many people "move" from conference call to conference call during the course of a day, participating in meetings without ever leaving their offices.

The concepts of the "virtual office" and the "virtual business" are becoming more of a reality. Salesmen, executives, consultants, and others now often work remotely, leveraging electronic means of communications. Many work from their homes and only visit their offices on rare occasions. They routinely exchange electronic communications with people whom they barely know.

A recent Harvard Business Review article titled "The Human Moment at Work" by Edward Hallowell, a psychiatrist who has studied the impact of this new electronic environment on the human psyche, thoughtfully addresses these issues and suggests several ideas.

First, Hallowell says, human contact in the work environment is important to the individual and to an organization's health. He emphasizes the "human moment," when real communication occurs between individuals, as being important to developing effective communication, building relationships, and maintaining psychological health.

Second, he suggests, it is important to coach individuals to conduct more business discussions and transactions through direct dialogue, rather than via voicemail and e-mail. This can be done through scheduled calls or meetings, for example. Managers should be sure they connect with their direct reports on a regular basis.

Third, it is important to create forums in which teams of people can routinely assemble and communicate information, he believes. A regularly scheduled pizza lunch, where people informally talk about the status of the business and managers solicit input and ideas from employees, is one example of the type of opportunity that can be created for individuals to connect with each other.

The new electronic technologies have made all of us more productive. Let's leverage them effectively without losing sight of the need for personal contact, dialogue, and interaction. Without them, the functionality, harmony, and satisfaction of our human capital will erode. You can help by making sure you create "human moments" within your sphere of influence on a regular basis.

William C. Copacino is managing partner of Andersen Consulting's Strategic Services Practice for the Americas. A frequent speaker before business and professional groups, Mr. Copacino has a number of publications to his credit, including the book Supply Chain Management: The Basics and Beyond (The St. Lucie Press, 1997). He is based in Andersen Consulting's Boston office, 100 William St., Wellesley, MA 02181. Phone (617) 454-4480.