By maintaining order, allowing all team members to voice their ideas, and having a democratic system for final decision making the teamwork was quite successful. For example, when one member believed their insights to be more plausible than another, the entire team listened to both party's arguments and then voted on a final building plan.
The idea is to maintain equality and, unless the team indicates a desire for one, avoid having a dictator/leader.
Advocates of multitasking contend that it increases prdocutivity, such as accomplishing two or more tasks at once. For example, a sales associate at a software company may have to answer the phone and speak to a client about pricing plans. However, they may be unversed on the new product pricings, and therefore have to simultaneously send an instant message to their sales manager and seek their assistance. While keeping the client on the phone, they can draft an email to that client further explaining the new prices. If weren't for their skills at multitasking they could have potentially lost this client and disappointed their manager.
From their reports and gathered information, Sue and Russ seem to have mixed emotions with the employment of telecommuting for work.
Of the five employees that tested out the efficacy of the new program:
• One seemed to have no difference in efficiency (Kim), while no mention of Betty's work was provided, thus assuming she maintained efficiency while telecommuting.
• Two employees (Kristin and Cindy) favored the personal benefits to telecommuting-lack of micromanaging, being able to watch over young children, and extra personal time-but Kristin also voiced concerns of being "out of sight, out of mind" when it comes to promotional opportunities.
• Tony also demonstrated mixed emotions-joy at not dealing with commuting pains and regret of not working with coworkers in the office.