The point that “distributed collaboration isn't the same as remote work” was so well made. Especially that shift from space to time being the more important factor.When you were shaping your team agreements, were there any cultural differences or work habits that were particularly hard to align? I’d love to hear how you approached breaking that down
I'd say one of the hardest challenges continues to be the perception of the need to be always on and ready to respond. The lack of boundaries is bad outside of working hours (I'm not good at it myself) and concepts like "focus hours" (turn your notifications off for 2 hours during the work day to get some deep work done) still throws a lot of managers off. We're too used to watching for visual signal of activity (in person or remote).
The hard part seems to be defining what responsiveness actually means. Without that, even the best ideas like focus hours get lost. Have you seen any teams manage to shift that expectation in practice?
The point that “distributed collaboration isn't the same as remote work” was so well made. Especially that shift from space to time being the more important factor.When you were shaping your team agreements, were there any cultural differences or work habits that were particularly hard to align? I’d love to hear how you approached breaking that down
I'd say one of the hardest challenges continues to be the perception of the need to be always on and ready to respond. The lack of boundaries is bad outside of working hours (I'm not good at it myself) and concepts like "focus hours" (turn your notifications off for 2 hours during the work day to get some deep work done) still throws a lot of managers off. We're too used to watching for visual signal of activity (in person or remote).
The hard part seems to be defining what responsiveness actually means. Without that, even the best ideas like focus hours get lost. Have you seen any teams manage to shift that expectation in practice?