10 years ago Microsoft software was dominant in my usage – Windows, Office, Messenger, IE, and probably more.
Today, the only Microsoft product that I use is Visual Studio Code (I switched from Sublime Text last year).
I haven’t used Windows, IE or messenger in a decade. I do occasionally use Excel and Skype, when someone insists, but have neither installed on my devices.
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Removal of the easiest to observe input metric – face time – reduces the availability bias in remote work organisations, and helps them focus on the more productive outcome-based metrics.
This switch to emphasis on outcomes can be helpful for individual productivity, but is truly transformative when the whole organisation goes remote-first.
Behavioural biases confuse performance appraisal in office-based organisation culture
The time spent in office looking productive is a key factor in performance appraisals across teams and organisations. Even when time in office is not a formal factor, it unconsciously creeps in and affects rating scores on other factors.
This focus on input factors and ‘visible productivity’ (time spent, sales calls made, lines of code written, bugs closed) is a result of the availability heuristic and substitution bias in action.
The outcomes of an individual/team’s work are delayed and often diffused – hard to credit exactly. However, the inputs are visible and trivially measurable. In pursuit of productivity metrics, the manager/organisation substitute the hard to measure outcomes with the easily available input factors (time spent in office, calls made, lines of code) etc.
Continue reading Availability bias and the remote work advantage