Ideas from books, articles & podcasts.
A January 2022 Slack survey of more than 10,000 knowledge workers and their leaders shows that the top concern for executives about hybrid and remote work is “proximity bias.” Namely, 41% feel worried about the negative impact on work culture from the prospect of inequality between office-centric...
Surveys show that two-thirds of large employers intend to have a mainly hybrid schedule after the pandemic ends for non-front line employees, with some fully remote and some office-centric. Employee surveys show that two-thirds to three-quarters of all workers who can work at least some time remo...
There’s an important retention issue involved in providing employees with their desired level of flexibility, especially in the context of the Great Resignation. The survey indicates that of those knowledge workers not satisfied with the flexibility at their workplace, 72% are li...
Why haven’t leaders addressed the obvious problem of proximity bias?
Any reasonable external observer could predict the issues arising from differences in time spent in the office. Unfortunately, leaders often fail to see the clear threat in front of their noses.
You might have hear...
Cognitive biases or mental blindspots are dangerous judgment errors that result in poor strategic and financial decisions. They render leaders unable to resist following their gut instead of relying on best practices. One of these biases is called functional fixedness. When we have a certain perc...
Trying to transpose existing ways of collaboration in “office culture” to remote work is a prime example of functional fixedness. That’s why leaders fail to address strategically the problems arising with the shift to a hybrid-centric culture of work. They thought their pre-existing ways of manag...
Many organizations may need some employees to come in full-time. Others may need to come in on a hybrid schedule even if they worked full-time remotely during the pandemic.
Addressing these potential cultural divides is vital to prevent a sense of “haves” and “have-nots” from developing, ...
Addressing the problem of 'Facetime with the Boss' necessitates shifting from the traditional, high-stakes, large-scale quarterly or even annual performance evaluations to much more frequent weekly or biweekly, low-stakes,
The transition to a hybrid and remote work culture in the post-pandemic recovery leads to the threat of resentment over flexibility and worries over career standing due to facetime with the boss.
This reframes the conversation to help everyone focus on pulling together to achieve shared b...
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