The argument is that while remote employees may be more personally productive, the team creativity and innovation suffer. People really need spontaneous interactions at the water cooler or break room or at happy hours to foster serendipity that drives innovation.
People who support the Office-Serendipity Theory of Innovation like to cite Jobs' views to support the idea that "most people should work in an office." But the theory suffers from anecdotal evidence of chance office encounters.
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Remote work isn't perfect and won't be a good fit for everyone. It can be lonely and feel awkward connecting with new coworkers. With an emphasis on results over time spent working, remote workers also tend to work longer hours. Remote workers can consist of diverse or uniform teams, positive or toxic cultures, innovative or stagnant remote teams.
Remote teams need to be proactive in creating opportunities for people to get to know one another. They need to help employees craft their workdays to fit their needs.
The kind of asynchronous communication embraced by many remote-first teams allows for more thought-out responses, fewer interruptions, and more focused work.
But when emergencies happen, remote teams need systems and protocols in place to handle them efficiently. Even here, remote teams are often still better as they always have people awake during working hours to deal with problems.
In 2012, Google found that psychological safety was the most important to making a team succeed, not the smartest teams or the ones who socialized outside the office. Psychological safety is a shared belief that the team is safe for interpersonal risk-taking. The team will not embarrass, reject or punish someone for speaking up.
Remote-first teams embrace values of trust and transparency out of necessity. Trust and transparency make people feel respected, valued, and safe to voice dissenting opinions. Teammates can read of people challenging ideas and presenting new viewpoints and having their perspective acknowledged. It gives them the confidence to do the same.
Remote work opens companies up to a literal world of new talent - people from other towns, states, countries, and continents.
Research shows that groups representing a diversity of race, ethnicity, gender and sexual orientation, bring unique information and experiences to bear and are consequently more innovative.
Leaders who say remote teams can't be innovative fail to see the potential problem as a starting point for innovation.
Logic also would suggest that early adopters of remote work are indeed more likely to be innovative and open to new ideas and ways of working.
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.
Visibility at work is when you are included, recognized, and valued by networks within your organization. Its how you get credit for your work, get considered for advancement and build influence.
Visibility is also necessary for teams. Research points out that remote team members who don't feel "seen" are less collaborative, innovative, and supportive of each other. Remote teams can face isolation from company culture, lack of face time with management, fewer informal networking opportunities, time zones, and technological problems.
Workers crave a sense of authentic connection with others and the best way to do that is by bringing people together in person. But it's not always a viable alternative.
One way to do that is to try to give everyone the same day off, give people a “theme” for an activity of their choosing on that day, and find a way for the team to share their adventures. This could be during a team call or a shared photo library.
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