The WFH agenda from the perspective of the people has been well-covered by John Potter and others; the key points drawn out here by Kate Andrews (full article link below) are the ways that a lack of socialisation leads to long-term damage for organisations and their people.
“Companies may be making savings on rent, but there are huge costs associated with the loss of creativity and innovation that come from a collaborative working environment. Evidence suggests that even the perception of working together can enhance performance.”
Digital technology enables leaders to pulse check the emotional engagement of their people within a couple of minutes to innovation through indicators such as:
- Leaders’ encouragement of innovation
- Flexibility of the organisation
- The promotion of creativity through organisational culture
Whilst the world is seeking out a new equilibrium, the workplace cannot afford to lose the creativity and innovation that their people bring to organisations. At such times pulse checking the climate of organisational culture before placing large expensive bets on revised strategies for effective working, surely makes better sense?
The distinction between embedded culture and the climate of culture is that the latter is much more reflective of dynamic (in process) changes to organisational environments. It may or may not lead to embedded change but that is a matter of discipline and persistence for leaders to contemplate (NB Michelin). The action-orientation of the focus on climate provides a more immediate sense check of the emotional relationship to the requirements of sustainable innovation. Without this immediate and timely feedback organisations are flying blind or worse still; not flying at all!
Employees outraged at being asked to return to the office are failing to appreciate the costs of this revolution.