The Impact of Digital Isolation and Loneliness
When you hear the terms “digital isolation” or “digital loneliness,” you may assume, quite reasonably, that we are talking about COVID and its impact on the workplace.
And yet, while the pandemic has no doubt exacerbated and broadened the scope of both phenomena, they have been around for as long as there have been employees using digital technology to work remotely – if you work apart from others, your experience is different than that of those who don’t.
Digital isolation and loneliness have been around for as long as there have been employees using technology to work remotely.
With that in mind, in early 2020 (pre-pandemic!), my colleagues and I at Bridging Distance convened a series of small (two-three people at a time), 90-minute, roundtable meetings in which we engaged participants in discussion on the subject of digital isolation and digital loneliness.
Participants spanned a broad range of backgrounds, disciplines, seniority and location, with no two people from the same company or in the same position. These conversational sessions were held over Zoom, with cameras and microphones on.
[For information on how to participate in our next round of sessions, see the link at the end of this post!]
Key Findings
Digital Isolation Is Not the Same as Digital Loneliness
This may seem like a semantic distinction, but the two are not the same.
Digital isolation is an external phenomenon. It refers to the everyday experiences associated with remote work; things like being left out of a meeting, being physically disconnected from a manager or coworkers, or juggling personal challenges that arise when working at home.
Digital loneliness is more about feeling. People may be experiencing it, but because there are few words to describe it in a business context, it tends to go unnoticed – but its impact is still felt.
Loneliness is Often Left Unaddressed
If you’re feeling isolated because you are left off an email thread, or because as the only remote participant in a meeting you are rarely asked your opinion, you’ll very likely go to your manager and raise the issue.
But if you’re simply feeling lonely, your tendency is to view that as your own, “personal problem.” How do you express your feelings to your supervisor? Who owns the solution? Many people are not even aware that they are having an experience of loneliness. And yet, it may be asserting a significant impact on their work satisfaction, happiness, and productivity.
Connection is the Essential Ingredient
The word “connection” came up over and over again in these sessions – those experiencing loneliness feel disconnected. And the problem builds on itself. People begin to mute themselves on Zoom calls, turn off their cameras, stop showing up for meetings and events. Isolation leads to more isolation.
Absent the daily “water cooler” discussions about life outside of work – the casual chit chat that occurs naturally among people who share a physical setting – personal bonds and close relationships are not formed. Rather than seeing each other as real (“personhood”), so that we are motivated to work together and support one another, the perception of others devolves into just a bunch of email names, text numbers, or other technology-based identities.
Technology Is Gasoline on the Fire
When working remotely, you’ve got a lot to deal with: email, Zoom, Sharepoint, MS Teams, Drive, Slack … the list goes on and on. Which technology do I use for which type of situation? How do I stay informed and up to date across so many platforms? How do I share information, handle a conflict, make a connection (there’s that word again)?
The same questions may arise in an office, of course, but when people see each other regularly in person, problems or miscommunications tend to be noticed and defused much more quickly.
Further, technology challenges with platforms, problems signing in, sound and camera, crosstalk during meetings, etc., can interrupt flow, leading to more isolation.
Overall, while technology may contribute to efficiency, it strips away natural human connection and relationship in the process.
Recommendations
As a worker…
Set boundaries and maintain personal care. Regular exercise, getting dressed in the morning, keeping a consistent work schedule, interacting with friends and family outside of work … these are all examples of how to stay balanced and reduce stress. One participant even mentioned getting in her car, driving around her neighborhood, and then going back home as a way to begin and end the workday.
Learn to reach out. It’s important to raise issues or highlight situations that may be preventing you from full participation: “I didn’t see that email, that’s why I wasn’t at the meeting.” “My internet speed doesn’t give me video capability, that’s why my camera is off.”
Give yourself permission to reach out to a manager, team member, or anyone else who can help. Often, just identifying and articulating what you are experiencing – and knowing you are not the only one feeling this way – can help.
Whatever the specifics, you need to advocate for yourself, and resist the temptation to create “backdoor solutions” (e.g., having a coworker bring you up to speed on a missed meeting), rather than addressing the underlying problem.
Establish agreements. Often, it’s unclear who owns the responsibility to help the isolated worker feel included. Loneliness and isolation can sometimes become a slow slide into giving up, making these feelings even more intense. Team agreements regarding how to “find” a fading team member can be helpful, especially for hybrid teams of remote and in-person members.
As a manager/leader…
Create opportunities for connecting. Lack of connection was the overriding theme we heard; you need to take steps to overcome this hurdle. These may include team check-ins at the start of meetings, establishing ground rules for meeting participation (e.g., cameras and microphones remain on), and reaching out to those who seem to be having trouble (e.g., not responding to email, not talking in meetings, not showing up at all).
Build relationship. You’ll want to make time to get to know your team members outside of projects and work skills. Weekly check-ins (for example) are powerful, even if only a few minutes long. Along the way, make sure you are considering generational and cultural differences regarding technology use and the way in which others prefer to communicate.
Invest in training. Leaders need to be educated in how to work with teams/groups on a remote platform and, more specifically, how to recognize and manage isolation and loneliness. Otherwise, people will leave the organization.
Conclusion
Those who don’t feel connected, leave. They move on, seeking a place where they can be productive and engaged.
And while digital isolation and loneliness cannot be completely eliminated when remote workers are involved, these can be reduced, and their negative impact mitigated, by taking steps to acknowledge their presence, by formalized organizational norms for communication and connection, and by supporting those that are affected.
Join Us
Our next phase of research on digital isolation and loneliness is scheduled for individual dates February 24, 2021 through March 12, 2021. If you would like to be considered for participation, please get in touch using the appropriate link below: