schedule Mar 19th 12:30 - 01:15 PM place Jupiter 1 people 32 Interested

Deep Work™ is real. It's effective. It's immensely valuable for knowledge work. And yet, it's rare.

Organizations write software in two modes, the focussed mode centered around individual technical skill, and the collaboration mode centered around the communication within the team.

By nature, these two styles are at odds with each other and preferring one means downplaying the other. We know that stellar quality work can come out of an intensely focused mode of working. But we also know that equally stellar quality of work comes from highly aligned teams that work together like a well-oiled engine.

How then should we find a balance between the two? What can leaders and managers do to encourage both? How do we keep the changes small but fundamental?

Modern work cultures and environments are tailored for collaborative work and do not give enough thought to deep work. We will look at how making small changes to the work-day schedule, and the work environment can bridge the gap and support knowledge workers to do the best work of their life.

 
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Outline/Structure of the Talk

This talk is divided into three sections:

  1. The premise and the problem:
    1. Understanding the classification of knowledge work into deep work and shallow work
    2. How they are at odds with each other
  2. The solution:
    1. Structuring the work day:
      1. Meetings, Standups, Pairing / Swarming
      2. Email, Slack, PR reviews
      3. "Tap on the shoulder" disease.
      4. Timings, schedule, flexibility vs discipline conundrum
    2. Structuring the work environment:
      1. Good noise, bad noise
      2. OH? Oh no.
      3. Hallway ̶f̶i̶g̶h̶t̶s̶ meetings
      4. Inspiration vs distraction
    3. Team dynamics
      1. Individual contributors, managers, and leaders
      2. Mentoring
  3. Looking ahead and open problems

Learning Outcome

Audience shall gain:

  1. An insight into the deep work mentality and its benefits
  2. Deep work conflicts, and how to avoid them:
    1. In a standard workday
    2. In the office environment
  3. A foundation on this topic that they can read and build upon

Target Audience

1) Leaders, managers, and people responsible for personnel. 2) Mid to senior level individual contributors

Prerequisites for Attendees

Prior experience of working in a team is essential to understanding the core principles of this talk. I have designed the talk for managers and "people" people, but individual contributors will also gain insights from the strategies presented here.

schedule Submitted 7 months ago

Public Feedback

comment Suggest improvements to the Speaker
  • Tathagat Varma
    By Tathagat Varma  ~  6 months ago
    reply Reply

    Swanand - your proposal is interesting and could be relevant for the participants. To make sure the review team could understand it fully, can you share a strawman of the deck of orpoosed talk, and also a video of any of your past talks.