新冠肺炎has given us an opportunity to embrace new working practices.
在过去的一年中，更多的是我们的灵活工作和家庭工作的许多优势。然而，当“在家工作”成为“工作”时，它也警告了我们对个人健康和福祉的许多风险。因此，关键问题不应该是我们是否返回办公室，而是如何 - 更重要的是：什么？
Flexible working options can make an organisation more inclusive and therefore increase the diversity of people who are able to contribute. Flexible working hours may benefit working parents who can capitalise on time when they are without childcare constraints. Enabling home working removes the need to be physically close to an organisation’s base. This opens up a much wider geographical talent pool. It also offers more options for people with disabilities who have physical difficulties commuting.
As we gradually come out of lockdown, some leaders are urging a return to office life as usual. Goldman Sachs chief executive David Solomon even has gone so far as to describe home working during the pandemic as 'an aberration'. But leaders should not try to recreate their pre-covid cultures in a post-covid world. The pandemic provides an opportunity to build revitalized organizational cultures and explore the different reasons for which organizations may want their staff to return to the office. The answer to why people should return to the office will then inform any plans as to how this should be organized. Our research shows the office need no longer be a space where work gets done, but instead will become a space where community is shared, where ideas are exchanged and where innovation and mentoring happens.
1)工作灵活增加克雷亚tivity and productivity
In this way flexible working arrangements can particularly lead staff creativity to flourish when innovation is driven by people’s expertise rather than advancements in technology.
Different physical work-spaces are conducive to different types of work, our research has found. As leaders examine working spaces, they may find the traditional office environment is not the best for their organisation’s purpose or staff.
3) Go to the office to be creative and collaborate
It is simply no longer about people working shoulder to shoulder in an open plan office. What we need the office for is far more creative work. When people come together in the office it is really about those people collaborating, working together. We will need bigger spaces for people to brainstorm in a covid secure way, where lots of people can get together, even if we will have fewer people in the office all together.
4) Go to the office for conflict too
Crucially, studies show both creativity and conflict are more difficult in remote settings. And both are vital for innovation. Studies show the barrier to speaking up and disagreeing is so much higher on a zoom call than in a face-to-face meeting. Creativity and conflict are two sides of the same coin. We have come to a good arrangement during the pandemic in keeping up business as usual but anything involving creativity and conflict will be much more difficult online. We find when you are in a video call people are more distracted, doing email and online shopping, which means they are less invested in the conversation. It is much more difficult to hold attention during an online call. This stunts innovation as people need to focus their full attention on issues in order to foster the creativity and conflict needed to create new solutions to deal with future problems.
The other thing that is important is trust and relationships. Again early on in the pandemic I started coaching professionals who were very excited about how well their relationships were going. But studies have shown it is more difficult to build relationships in the digital world. It remains important to have at least an initial meeting and establish trust. There is a place for both remote working and office working.