“Communication is of course a very important point.” 

The tasks of communication architects 

Every change in working life involves effort: We tend to do everything the way we have always done it – simply out of habit. But in order to reap the benefits of new work, change is inevitable. The greatest difficulty is that not everyone in a team is on the same page: While some easily work with documents in the cloud, others still send large volumes of data by e-mail. “Communication is of course a very important point,” says Communication Architect Detlev Artelt. 

It is important to involve each individual team member where they are. For the communications architect as a consultant in the company, the first thing to do is always to make an analysis and query the different points of view. Only then is it possible to put together the appropriate tools for the company and the team. There are tools that can be used in some workplaces and not in others. Anyone who works on a machine, for example, is bound to a specific location. This does not apply to people who design presentations, write articles, give lectures, etc.: Here there is no fixed place for work. 

It is up to the communication architect to show the workforce in the company the possibilities: How can work be made more flexible and enjoyable? Which tool is suitable? Why is it not necessary to fixate on the office? The concept of the previous world of work, however many disadvantages it might bring, is surprisingly difficult to overturn, Detlev Artelt explains: “We have to break things up so that work is no longer a place, but something I do.” 

Simply work differently 

Detlev Artelt’s book “Einfach anders arbeiten” (Simply working differently) was published in 2015. It is important to note that “simply” refers to the goal, not the implementation: “Of course, that’s not easy at all for companies,” says Detlev Artelt. He knows of companies, for example, where there is a comfortable and well-equipped lobby where employees can also work for a change if they want: “But the question is also: What added value does working in the lobby offer? Why should I sit there instead of in my office? Moreover, why would anyone think I’m not doing anything when I’m sitting there with my laptop or paper and pencil?” That is because of the deeply ingrained idea that the office is the workplace and not the lobby. 

This shows one of the basic problems with change in companies: It is not enough to provide employees with new tools. They also need guidance and help in trying out, accepting, creating and maintaining new habits. 

Managers face great challenges 

Sometimes it just turns out that those who oppose video conferencing have poorly functioning monitors or microphones – so they assume they cannot cope with the new technology. Checking this should be one of the first steps. It already clears away a lot of potential for refusal. 

However, hardware is not the problem in most cases: Especially employees who hardly use computers outside of work and have no interest in the subject matter often react unwillingly to changes for which they have to learn something that is not directly suited to them. Others, on the other hand, are happy to accept new possibilities, understand them intuitively, and use them confidently and naturally within a short period of time. This discrepancy makes training more complicated. 

Managers must always consider that one part of the workforce needs more help than another. In addition, there are numerous gradations here that should be considered. Some employees only need a brief introduction: “For many, using such tools is a matter of course,” says Detlev Artelt. Others not only need more and smaller-scale training and workshops, but also need gentle guidance again and again in their daily lives to ensure that they take advantage of the new opportunities in the long term.