Neha Shah

Tiona Zuzul, Emily Cox Pahnke, Jonathan Larson et al.

Workplace communications around the world were drastically altered by Covid-19, related work-from-home orders, and the rise of remote work. To understand these shifts, we analyzed aggregated, anonymized metadata from over 360 billion emails within 4,361 organizations worldwide. By comparing month-to-month and year-over-year metrics, we examined changes in network community structures over 24 months before and after Covid-19. We also examined shifts across multiple communication media (email, instant messages, video calls, and calendaring software) within a single global organization, and compared them to communications shifts that were driven by changes in formal organizational structure. We found that, in 2020, organizations around the world became more siloed than in 2019, evidenced by increased modularity. This shift was concurrent with decreased stability within silos. Collectively, our analyses indicate that following the onset of Covid-19, employees began to shift more dynamically between subcommunities (teams, workgroups or functional areas). At the same time, once in a subcommunity, they limited their communication to other members of that community. We term these network changes dynamic silos. We provide initial insights into the meaning and implications of dynamic silos for the future of work.

Longqi Yang, Sonia Jaffe, David Holtz et al.

The COVID-19 pandemic has had a wide-ranging impact on information workers such as higher stress levels, increased workloads, new workstreams, and more caregiving responsibilities during lockdown. COVID-19 also caused the overwhelming majority of information workers to rapidly shift to working from home (WFH). The central question this work addresses is: can we isolate the effects of WFH on information workers' collaboration activities from all other factors, especially the other effects of COVID-19? This is important because in the future, WFH will likely to be more common than it was prior to the pandemic. We use difference-in-differences (DiD), a causal identification strategy commonly used in the social sciences, to control for unobserved confounding factors and estimate the causal effect of WFH. Our analysis relies on measuring the difference in changes between those who WFH prior to COVID-19 and those who did not. Our preliminary results suggest that on average, people spent more time on collaboration in April (Post WFH mandate) than in February (Pre WFH mandate), but this is primarily due to factors other than WFH, such as lockdowns during the pandemic. The change attributable to WFH specifically is in the opposite direction: less time on collaboration and more focus time. This reversal shows the importance of using causal inference: a simple analysis would have resulted in the wrong conclusion. We further find that the effect of WFH is moderated by individual remote collaboration experience prior to WFH. Meanwhile, the medium for collaboration has also shifted due to WFH: instant messages were used more, whereas scheduled meetings were used less. We discuss design implications -- how future WFH may affect focused work, collaborative work, and creative work.

Darren Edge, Jonathan Larson, Nikolay Trandev et al.

The digital transformation of work presents new opportunities to understand how informal workgroups organize around the dynamic needs of organizations, potentially in contrast to the formal, static, and idealized hierarchies depicted by org charts. We present a design study that spans multiple enabling capabilities for the visual mapping and analysis of organizational workgroups, including metrics for quantifying two dimensions of collaboration culture: the fluidity of collaborative relationships (measured using network machine learning) and the freedom with which workgroups form across organizational boundaries. These capabilities come together to create a turnkey pipeline that combines the analysis of a target organization, the generation of data graphics and statistics, and their integration in a template-based presentation that enables narrative visualization of results. Our metrics and visuals have supported hundreds of presentations to executives of major US-based and multinational organizations, while our engineering practices have created an ensemble of standalone tools with broad relevance to visualization and visual analytics. We present our work as an example of applied visual analytics research, describing the design iterations that allowed us to move from experimentation to production, as well as the perspectives of the research team and the customer-facing team at each stage in this process.