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Learning Strategies for COVID-19


During the first few weeks of the coronavirus pandemic, it was “all-adjustment-all-the-time.” What felt, at times, like whiplash, was actually agility on full display (albeit sometimes a little bit clunky). By now, most have made the turn to remote work; the technology is in place, most of the kinks have been worked out, and staff are making the necessary adjustments. Work is getting done. It’s amazing how quickly and successfully teams have adapted.


Although the trajectory of the virus is still uncertain, there will likely be far fewer changes to the way we work in the next few weeks. We can now turn our focus from adjustment to evaluation and strategy. Let’s mine for the learning in all of this. Potential topics for discussion with your team follow. Consider tackling one topic per week. Note: Consider whether or not your team’s focus is Covid-19 response/support or if their focus is now primarily “regular work.” Topics/discussion items have been tailored below to reflect both.


If you/your team’s primary focus is Covid-19 response/support:


Staffing

  1. How is our current staffing model working in this situation?

  2. What (if any) changes have we implemented to accommodate this unique workload?

  3. What’s working?

  4. Where do we have gaps or imbalance?

Resources (tools/technology/processes/etc.)

  1. What’s been helpful in carrying out our role?

  2. What else should we add/implement? Why?

  3. What opportunities are there for collaboration/comparison/sharing with other agencies?

Communication

  1. What channels, avenues, formats are most helpful and why?

  2. Meetings (e.g., team meetings, LT meetings, etc.) - what makes sense in terms of frequency? What are the communication shortfalls that need addressing?

  3. What would we include in our communication protocol for emergency situations? What needs to be decided/agreed upon (e.g., communication channels, response time, etc.)?

Feedback

  1. What/whose feedback should we seek to further refine our efforts for future emergencies?

  2. When will we request that feedback?

  3. Who on our team is responsible for this?

  4. What will we do with this information?

If you/your team’s focus is now primarily “regular work:"


Transition to remote work (note: have this discussion while it’s still fresh in everyone’s mind):

  1. What made the transition easier (e.g., city communication, on-line instructions, equipment, tools, etc.)?

  2. Where were the gaps?

  3. What needs to be in place to make this kind of transition seamless?

  4. What do you now know that you wish you knew before this began?

Remote work as the current “norm”

  1. What type of work are we able to get done? What’s contributing to that?

  2. What type of work are we struggling to get done? What’s contributing to that?

  3. When working remotely, what are the issues that send you to the office (e.g., network, documents, etc.)

  4. Who should we share this information with (City Manager’ Office, IT, HR, etc.)?

Measurement

  1. What are our measures of success?

  2. How do/can we track our progress?

    1. Individual

    2. Team

Communication

  1. What channels, avenues, formats are most helpful and why?

  2. Meetings (e.g., team meetings, one-on-ones, etc.) - what makes sense in terms of frequency? Note: the answer might be different during the pandemic than it would be in normal circumstances; this may be a worthwhile discussion

  3. What are the communication shortfalls that need addressing?

  4. What would we include in a communication protocol for emergency situations? What needs to be decided/agreed upon (e.g., communication channels, response time, etc.)

  5. What is the best way of codifying this learning?


In between your group debriefs, ask your team members to continue to look for learning points for future discussion. This is a great way of giving purpose to what can feel like chaos; it can also turn a potentially negative topic into an opportunity to shape the future.


Future Planning

Be sure to document these discussions. When the crisis over, the information may be used:

  1. To establish protocols/playbooks/guidelines for future emergencies (may be done at the team level, or in conjunction with other team leads for a citywide product)

  2. To evaluate what parts of the shift should be retained (e.g., remote work options, virtual meetings, fewer meetings, deliverables dashboard, etc.)

  3. To chart productivity and progress for stakeholders and staff; to demonstrate costs/benefits of remote work

  4. Etc. (there will be specific examples based on the nature of the work various teams do)

 
 
 

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