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Office cultures often reward the most visible, vocal workers, incentivizing people to “be visible and vocal, often”.
Paul Graham’s 2009 essay, “Maker’s Schedule, Manager’s Schedule”, describes the differences that lead these these two factions to clash:
The ease of scheduling meetings in the office without consideration for their bigger impact is precisely why they’re such a threat to productivity.
While porting over office culture to remote work can cause the same meeting culture to arise while people work from home, impromptu meetings are easier to suggest when you can walk by someone’s desk and scheduling is easier when everyone is working in the same time zone.
Open floor plans are justified through their ability to generate collaboration across departments and lead to more innovative ideas. But this idea is largely flawed.
Unfortunately, most workplaces lean into busy open offices where collaboration is overemphasized and individual contribution is sidelined.
Remote work, whether working from home or intentionally opting for a co-workspace of choice, allows makers to flourish.
Far from the expanse of an open office, individuals can dedicate large blocks of their day to focused work in an environment where a makers’ schedule is the default rather than the exception
Most companies embracing remote work also have dedicated headquarters. But remote-ish teams have even more communication and collaboration challenges than fully remote teams.
For example, in hybrid teams, remote employees are often left in the dark. Office workers are often heard, recognized, and promoted, while remote workers are forgotten.
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