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.
Remote work and leadership at a distance is based on purpose and trust. Where these are missing, the corona crisis becomes a crisis of purpose and trust. One can learn from this—or reboot the previous operating system of the organization as quickly as possible.
With the first loosening of the exit restrictions, in many offices the ramp-up back to the pre-Corona cult of presence begins, because real work can only be done in the office and only under supervision.
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.
Although the SARS-CoV-2 virus is certainly not a welcome but nevertheless a good reason to reflect on how to deal with complexity and decision-making in complex to chaotic situations. The Cynefin framework by David Snowden provides a very helpful framework to this end.