The autonomy that many knowledge workers have in the workplace can come with the drawback of professional and personal isolation. This can have a negative impact on projects that require collaboration and creativity. One way organizations can mitigate this is by creating a “lab setting” in which employees agree to regular meetings where they share and offer feedback on one another’s work. Here, an expert offers a blueprint to this “lab” model, including how to solicit synchronous feedback and deploy “useful social pressure” to inspire individuals to make progress on projects.
