Index
Note: Page numbers followed by f refer to figures.
- 9-to-5 culture, 93. See also asynchronous work
- 50/50 policy, 35–36
- agreed-upon approach, 107, 112
- American Civil Liberties Union (ACLU), 51
- Americans with Disabilities Act, 50
- anonymity, 145
- anxiety, 81, 102
- artificial intelligence (AI), 121
- AI-powered virtual focus groups, 144
- engine, 145
- tools, 147
- Art of Gathering (Parker), 130
- asynchronous work, 93, 104, 131. See also hybrid work
- agreements and accountability, 100–101, 105
- clarification of needs, 98–99, 105
- diversity, equity, and inclusion, 103–104, 105
- experimenting, assessment, and adjustment, 102–103, 105
- focus on outcomes, 97–98, 105
- modeling by leadership, 95–96, 105
- norms and assumptions, 99–100, 105
- augmented reality technologies, 142
- career-enhancing opportunities, 54
- Center for WorkLife law, 46
- childcare, 48–49, 63, 84
- cocreation of new products, 26
- collaboration, 19, 23, 28, 109
- employee-employer, 36
- face-to-face, 71
- needs for, 39
- remote, 142, 148
- spaces that facilitate, 24
- technology, xiv
- virtual, xiv, 145–147
- cooperation (as driver of productivity), 9, 10, 13, 17, 19
- coordination (as driver of productivity), 8–9, 11, 14–15
- challenges, 84
- decisions, 83
- tools of, 21
- workflow, 84
- Covid-19 pandemic
- changes in workplace environment during, 3–5
- impact in office collaboration time, 27–28
- racial inequalities, increasing during, 47–48
- silver lining of, 45
- survey of impact on future of work, 61
- culture
- face-time, 94
- of psychological safety, 77
- CultureRx, 96, 97
- D’Aprile, Jay, 94
- “death by report back” phenomenon, 135
- democratization of access to remote work, 45
- driving women out, 48–49
- hybrid model policy creation for organization, 51–52
- lower-level employees, penalizing, 46–47
- meetings with hybrid team, 53–54
- recognizing legal rights of workers to remote work, 50–51
- setting target return date and giving notice to employees, 49–50
- taking action to avoid on-site favoritism, 52–53
- unintended racial effects, 47–48
- Denny, Lorraine, 18
- digital roadside assistance company, 69
- Dorsey, Jack, 95
- emotional complexity of meetings, 132–134, 133f
- empathetic managers. See also managers
- capacity creation, 68–69
- developing empathy skills, 66–67
- as requirement of radical flexibility, 64–66
- empathy, 64–65
- empowering new manager mindset, 67–68
- as skill, development of, 66–67, 70
- employees. See also flexibility of employees
- accessing technology in office, 72
- accountability of, 100–101
- advantage in hybrid environments, 74–75
- anxieties of, 81–82
- agreements with, 100–101
- asynchronous work, 93
- changing expectations, 63–64
- committed to return-to-work plan, 114–115
- disadvantages in remote work, 72–73, 75
- engagement in digital-to-physical space, 25
- individual preferences, questions for uncovering, 39–40
- life experience, 34
- motivations questions for uncovering, 37–38
- needs, questions for uncovering, 38, 39
- preferences, 12–14
- relationships and feedback, 34
- relationship with managers, 62
- tracking and communicating with, 76
- use of technology to manage, 62–63
- white vs. Black, 47
- Equinor, 13
- equity, 25, 103
- face-time culture, 94
- fairness, 17–20, 76, 108
- flexibility of employees, xii, 4, 6, 18, 33, 34, 41, 71, 95. See also employee(s)
- maintaining during conversation, 41
- organizational requirements for, 36
- radical, 64–66
- transition toward, 37
- focus (as driver of productivity), 8, 11, 12
- Fujitsu, Japan, 3–5, 10–11, 15, 16
- Future of Work Consortium, 4, 13, 16
- higher-touch activities, 98
- Hiramatsu, Hiroki, 3–4, 10
- hubs, 10–11
- hybrid facilitators, skilled, 137–138
- hybridity, 71–72
- competence affects power, 74–75
- hybridity configuration, 76
- managerial challenge in, 75–79
- positioning affects power, 72–74
- hybrid meetings, 120, 127. See also in-person meetings
- considering video from remote participant perspective, 122–123, 128
- design meetings for all attendees, 124–125, 128
- enabling video-conference technology, 121, 128
- ensuring high-quality audio system, 120–121, 128
- giving in-room “avatar” for remote participants, 126–127, 128
- “life-size” panes of remote participants, 123–124, 128
- post-meeting feedback, 123
- providing strong facilitation, 125–126, 128
- testing technology system in advance, 124, 128
- hybrid work, xiii, 24, 51–52, 82
- experiment, x
- model, 33
- opportunities of, xv
- switching to, 54
- transition to, xv
- hybrid work arrangements
- assessment, 113f
- challenge in designing, 10
- conversations with team about, 107–108, 115
- ecosystem of spaces, 10–11
- employee preferences, 12–14
- finding pitfalls, 108–109
- inclusion and fairness, 17–21
- jobs and tasks, 8–10
- in place and time, 5–6, 7f
- projects and workflows, 14–17
- revisiting and reworking trial plan, 112–115, 116
- working toward trial plan, 109–112, 116
- hybrid workplace, xiii, 42, 119, 139
- balancing “we” and “me” work, 27–29, 30
- braiding digital and physical experience, 24–26, 30
- design of organization, 23–24
- flipping enclosed and open collaboration spaces, 26–27, 30
- shifting from fixed to fluid workplace, 27, 30
- inclusion and fairness, 17–21, 136–137, 140
- innovation, 9, 23, 26, 29, 82, 142, 145, 148
- in-person gathering. See in-person meetings
- in-person interactions. See in-person meetings
- in-person meetings, 130, 141. See also hybrid meetings
- creativity in making, 130–131, 139
- dimensions of, 134–135, 139–140
- emotional complexity, 132–134, 133f
- with hybrid option, 137–138, 140
- inclusiveness, 136–137, 140
- relationship-based goals, 131–132, 134, 139
- task-based goals, 131–132, 139
- technology and preparation, 138
- virtual meeting, 122
- in-room “avatar,” 126–127
- in-the-moment visual data, 15
- managers. See also empathetic managers
- capacity creation by optimizing reporting lines, 68–69
- challenges of hybridity for power dynamics, 75–79
- relationship with employees, 62
- selection and promotion, 62
- starting with input-soliciting conversations, 35–41
- strategies to manage employees in hybrid work, 79–80
- transformative trends defining role of, 62–64
- marketing manager, 9–10
- Microsoft, 121
- midsize companies, 65–66
- Millstam, Selina, 19
- mixed-reality
- applications, 142
- realms, 147–149
- technologies, 142, 147
- tools, 141, 148
- Moen, Phyllis, 96, 101
- Montano, Michael, 94–95, 97
- multidimensional “collaboratories,” 142
- office communication technology
- augmented reality technologies, 142
- mixed-reality technologies, 141–142, 147–149
- virtual collaboration, 145–147
- virtual focus groups, 144–145, 148
- virtual offices, 143–144, 148
- on-site favoritism, 52–53
- one-size-fits-all management, xii, 41
- open collaboration spaces, 26–27
- Overload (Kelly and Moen), 96
- Parker, Priya, 130
- personal information, risk of sharing, 84–85
- personalized arrangements, 110
- phone-based survey tool, 124
- place for hybrid work arrangements, 5–6, 7f. See also time for hybrid work arrangements
- Poll Everywhere, 124
- power dynamics
- challenges of hybridity for, 75–79
- hybridity competence affects, 74–75
- hybridity positioning affects, 72–74
- PowerPoint, 123
- product innovator, 9
- productivity, drivers of
- cooperation, 9, 10
- coordination, 8–9, 11
- focus, 8, 11
- sustained energy, 9–10
- projects and workflows, 14–17
- psychological safety, 82, 90
- building trust between managers and employees, 87, 91
- demonstrating candor with employees, 86–87, 91
- discussing with team members, 85–86, 90
- managerial vigilance of comments that erode, 88–89, 91
- new forms of work affecting, 82–83
- sharing positive examples, 87–88, 91
- strategies for managers, 84–90
- workflow coordination challenges, 83–84
- Pygmalion effect, 39
- Ravel, 97
- relationship-based goals of meetings, 131–132, 134
- Remesh (platform), 144
- remote participants, 24, 25, 120
- considering video from remote participant perspective, 122–123
- giving in-room “avatar” for, 126–127, 128
- “life-size” panes of, 123, 128
- Remote Work Revolution (Neeley), 93
- remote work, xiii, 74. See also democratization of access to remote work
- benefits of, 71
- changes during Covid-19 pandemic, 45
- inability to access resources in, 72–73
- normalization of, 62, 69
- reporting lines optimization, 68–69, 69
- Ressler, Cali, 96, 101
- Results Only Work Environment (ROWE), 96
- satellite offices, 10–11
- shared offices, 10–11
- Skype, 147
- Slack, 98, 135, 141, 148
- “sludge,” 101
- Smart Gallery (Zoom), 121
- Sococo, 144
- soliciting employees’ input, 33–34. See also hybrid workplace
- ensuring clarity on business needs and scheduling, 38–40, 42
- learning team members’ circumstances for flourishing, 37–38, 42
- managers starting with input-soliciting conversations, 35–36
- seeking insights into performance of work schedule, 40–41, 42
- “squawk boxes,” 119
- STAR (Support. Transform. Achieve. Results) initiative, 96
- Steelcase, 27, 28
- strategic planner, 8, 12, 14
- sustained energy (as driver of productivity), 9–10
- Taaffe, Ellen, 97, 100, 102
- task-based goals of meetings, 131–132
- Teams (Microsoft product), 9, 141
- technology, xii, 94, 95, 138
- exploration, 121
- pioneers, 143
- use to manage employees, 62–63, 69
- virtual collaboration, xiv
- virtual communication, xiii–xiv
- Thompson, Jody, 96, 101
- time for hybrid work arrangements, 7f, 9–10. See also place for hybrid work arrangements
- top-down control, 41
- tracking and communicating with employees, 76, 79–80
- trial plan
- revisiting and reworking, 112–115
- working toward, 109–112
- two-tiered hierarchy, xiv
- wait-and-see approach to hybrid, 29
- well-being, employee, 34, 37, 67
- WhatsApp, 135
- white vs. Black employees, 47–48
- Wilson, Matthew, 18
- women
- dropping out of workforce, 48–49
- office housework and, 53
- workflows, 6, 14–17, 22, 63, 84
- workforce transformation, 65
- work from home (WFH), 81, 82, 84
- workstations, individual 26
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