Group chat and messaging tool for business - Deepstash
Group chat and messaging tool for business

Group chat and messaging tool for business

Group chat is an important tool in the communications toolbox. It is valuable for special cases and less useful for general cases.

When used appropriately and sparingly, it's great. But it becomes a potential enemy when it systematically controls and diverts your attention away from doing great work. 

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MORE IDEAS FROM Is group chat making you sweat?

Group chat as the main method of communication leads to:

  • Mental fatigue and exhaustion. Group chat feels like an all-day meeting with no agenda.
  • An ASAP culture. Everything must happen now! 
  • Fear of missing out or not having a say. If you don't pay attention all the time, you might lose out.
  • Thinking a line at a time instead of complete thoughts at a time. People can jump in before you can fully present yourself.
  • Implied consensus because "we talked about it in the chat room."
  • Knee-jerk responses. You only have a small window to make your point before the writing scrolls away.
  • Lack of context.

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  • Hashing things out quickly. Throw in some words and a picture, get some quick feedback and move on.
  • Red alerts, such as a crisis or a server that's down.
  • Having fun is essential. A chat works great to develop culture, make inside jokes, emojis, and meme generators.
  • A sense of belonging. This is vital for remote workers to greet, let people know they're out for lunch, and generally feel part of something.

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As a rule of thumb, use group chat in real-time sometimes, asynchronous most of the time.

  • Don't expect everyone to be in chat all day.
  • If it's important, slow down. The conversation is not suitable for a chat room.
  • Announcements aren't chats. Send announcements via email or whatever that provides synchronous communication.
  • Give everyone a chance to have a say. Thoughtful feedback = time + an answer, not just an answer.
  • Treat group chats like conference calls. Limit it to three people as more can become chaotic.
  • Summarise instead of drip information.
  • It's OK to be unavailable.

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RELATED IDEA

Working virtually is taxing
  • Since shifting into a more virtual work situation our workday has been proven to be lengthed by more than an hour and meetings extended for a full 10 minutes longer.
  • As we feed into these longer working hours it causes us to have higher chances for cognitive overhead. We may not be aware of it but our brains aren't wired to look at a flat image of a person on a grid.
  • Our brain produces beta waves every time we process a lot of information at once and then our brain starts to slow down.

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Use your calendar to set boundaries

You, and only you, are responsible for scheduling personal time.

  • One idea is for employees to have access to one another's calendars. Transparent scheduling and communicating via your calendar can be helpful for setting boundaries with co-workers.
  • For those who do not feel comfortable providing this level of transparency via their calendar, consider leaving the block as "Personal Time - Emergencies Only."

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There are mainly two ways to communicate within a company: synchronous and asynchronous communication. While the second type has always been widely practiced, as face-to-face meetings or any other in-person communication, the second type is just slowly being discovered. 

In fact, asynchronous communication enables team members to respond to their colleagues whenever they can, without putting pressure on them that the answer should be provided immediately.

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