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Four excuses for not implementing Telecommuting

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Telecommuting, understood as working from home, making use of the internet, e-mail and phone, has traditionally been and still is a sensible topic among management.

In an organizational culture that is deeply entrenched in the industrial-age tradition, formalizing working-at-a-distance can appear to some as radical as going to the office in your pyjamas. However, most of the obstacles to successful telecommuting are psychological rather than technological, and failure is far more likely due to management reasons.

Executives imagining empty offices and the high cost of duplicating hardware or managers imagining not being able to see their workers busy at their desks can constitute a serious roadblock to the implementation of telecommuting projects. While most of these misconceptions can be overcome with proper planning and implementation, it is important to know the core concepts around telecommuting resistance.

Here are the main examples.

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Ultimate tools bundle for remote working

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TeamColony - Working remotely

Managing remote teams can be as difficult as it is rewarding: coordinating a growing group can be really difficult unless it is in sync.

In TeamColony all of us have experience in both being part of and managing a remote team, and have found that the two keys to a successful team management are keeping the team motivated and synchronized.

It is very important and a main driver for motivation when each team member knows that what he is doing has a real impact on the project. And having everybody aware of what the rest are doing avoids duplicate work, and makes asking for help easier. The key is seamless communication.

In TeamColony we use the following bundle of tools:

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