The reflection comes on in the Wall Street Journal, but it is certainly not new for anyone who studies or manages the dynamics of internal corporate communication: corporate chats (in whatever form they occur, but above all in the new, more extensive Slack-style forms) are at the time itself an accelerator for information and a loose cannon for relationships.
Nothing new, nothing unpredictable, nothing surprising, on the contrary: realizing it now smells of naivety. However, not only should this dynamic not be underestimated, but its own perception should not be underestimated either: realizing delays in the imbalances created would simply produce further toxins that are difficult to dispose of.
Company chats, strengths and virtues Where the Wall Street Journal shifts responsibilities to tools, we would like to shift them to corporate culture to dialogue. The tool clearly plays an active role in all of this, but shifting responsibilities to Slack and the like would hide the need for companies and professionals to adapt.
According to the editorial by Chip Cutter and Aaron Tilley, the concern it would be emerging within CEOs who find themselves forced to settle new internal frictions as a result of what is conveyed through chat. Where information circulates better and faster, at the same time new and often unexpected frictions are consumed, born in the new web of times, phrases and methods that generate misunderstandings, misalignments and tensions. What should have been an opportunity suddenly becomes a risk, so much so that the most superficial analyzes could soon lead part of the companies to take sudden steps backwards as "it was better when it was worse".
