Home office is in fact only at first glance a question of where you work. In essence, it is about equality, about concepts of human nature, trust instead of control, and fundamentally about the relationship between manager and knowledge worker.
COVID-19 is a touchstone for agility and new work. The crisis reveals the true culture of the organization unvarnished. Quite a few beanbags and foosball tables now turn out to be “lipstick on the pig”, a naive cargo cult at best and the deliberate deception of a Potemkin village at worst.
Instead of calling for presence again after this long phase of forced distributed work, now would be the perfect time to decouple the employees’ radius of action from their physical presence and to consistently expand it into virtual space.
After weeks of distributed cooperation it is time to draw a balance. This blog parade is itself an exercise in distributed asynchronous collaboration, a virtual retrospective to reflect on the opportunities and limitations of home office and remote work, in order to identify success factors and prevent us from falling back into the old rut.
How many rules does cooperation require? Less is more. For instance in traffic, as Hans Monderman’s concept of shared space shows. But also in organizations: fewer rules lead to more responsibility and lively cooperation.
Aristotle once said, “A good man is not always a good citizen.” Accordingly, a good employee is not always an obedient employee. Organizational rebels cause disturbance and thus keep their…
Change needs disturbance. Every organization needs people who question the status quo. As jesters or corporate rebels, they cause constructive irritation and thus prevent dangerous stagnation. After the…