The COVID-19 pandemic shattered most of the norms. It affected our personal, family life, and above all our work habits. In other words, it has disrupted our lives and exposed fractures in every possible system. At the same time, it offers a unique reset button and opportunity to re-think our most fundamental working system of nine-to-five (9-5) working days. It is safe to say, this pandemic has encouraged most people and institutions to endorse and foster the idea of Work From Home.
The COVID-19 crisis affects all institutions that relied on conventional 9-5 work habits. For the first time in our modern history, most of our major institutions: government, business, school, and family are all physically interacting in one place (home). This new condition lures many institutions and corporations to take a drastic shift and adapt to working from home’s habit. Practically, the shift already started in some companies such as Japan’s Fujitsu, America’s Twitter, and others.
Working from home appears to be the new shift for public and private sectors alike. Needless to say, at the moment, this new shift is mostly adopted by the technology sector. To some extent, some of the companies in the technology sector are already prone to working from home before the COVID-19 pandemic. Further, they are vigorously reassuring their shift during and after the pandemic. Surely, most of the technology companies are in an advantageous position to make the shift. They already have the required knowledge, expertise, technicalities, resources, and some experiences in place. So, it is no surprise here to witness this rush to propagate the next normal with messaging of Work From Home advantages and benefits.
Some institutions are glorifying Work From Home advantages. This fact is clearly showing in their rhetoric, advertisements, and sales pitches. They are trying to enumerate Work From Home combined advantages such as more flexibility/productivity/creativity/innovation, eliminate commuting, less expenses, etc. While they demonstrated all the advantages of Work From Home, yet they are not adequately addressing its disadvantages. They are eschewing any articulation of the psychological effects, lack of in-person interactions, need for work/home separation, and other disadvantages and drawbacks.
Work From Home strategy cannot universally apply to all institutions and companies. Yes, Work From Home can be adapted temporarily during the ongoing COVID-19 pandemic. Yet, it is challenging or even destructive as a permanent or a long-term strategy. In other words, Work From Home long-term strategy is useful for some companies and drawbacks for others. As a result, the crux notion of the Work From Home shift and its universal advantages is questionable. Now, is this the opportune time to make such lasting critical decisions that will undoubtedly affect institutions and millions of people?
It is reasonable to think ahead and make educated decisions. At this time of the ongoing pandemic, the decision-makers are in a tough position to come up with calming and optimistic options. At this point, it is clear that governments, institutions, corporations, and individuals already started to plan in creating the next optimum working conditions. Indeed, and from a strategic point of view, it is never too early to think ahead and prepare for what is ought to come. Yet, during this pandemic, any fast and unexamined decision about work habits will affect the long-term outcomes. Therefore, one will argue, it is less advisable to confuse between temporary emergency plan and a long-term work habit strategy.
There is some degree of risks in most of the unexamined decisions. At this point, the confusion and hazards are embedded in the way of how most people and institutions are making their decisions. As an example, most of them are rushing to make a strategic long-term decision based on a temporary emergency. Exactly, this is what is happening now in most institutions. In other words, what is going on now is the epitome example of great confusion and the misleading state of mind. Accordingly, most decisions that are based on such confusion or state of mind, will eventually lead to productivity impediment or even catastrophe.
The ongoing COVID-19 pandemic is a real crisis and we are still not out of its woods. It’s scars and negative imprints will linger with us for a while. If there is a consensus that is, we are barely at its first managing stage. Yet, there is confusion between emergency/temporary situations and long-term strategy. Based on this premise, such confusion and ambiguous thinking process of deciding for the future based on the now will definitely lead to unclear outcomes.
Alas, the shock of the COVID-19 pandemic caused some confusion between temporary emergency-short and long-term decision making. In our view, the rush to promote and adapt Work From Home shift is one of those hasty and seemingly confused decisions. This idea and application of Work From Home are acceptable as a temporary solution, and not for the long-term. In other words, this solution is for now, or at least until there is a vaccine, but not for the long run or even for five years from now in 2025. It is logical to argue that there will be serious issues stemming from this unexamined shift and consequences to deal with for generations to come. Therefore, it is sensible to think critically and distinguish between what is applicable for the short-term emergency plan and a long-term strategy.
In short, it is time to examine all confusing ideas and hasty decisions. At this end, we at The Key Group are continuing our effort and contribution on how to strategize and make optimum decisions during this COVID-19 crisis. Thus, here, we offer a few questions that might help individuals and organizations to evaluate the idea and application of Work From Home strategies according to their own context and circumstances:
- What is the basis for this Work From Home shift?
- What is the purpose of this Work From Home shift?
- What is in it for the organization/decision-makers?
- How does the shift serve the organization and its mission?
- Is the shift temporary, short/mid-term, or permanent?
- What are the operational effects/challenges of this shift?
- What are the financial obligations/savings from this shift?
- How does the shift affect employees’ work/life balance?
- What are the apparent consequences for the short, medium, and long term?
- Who is the employee who benefits from the Work From Home shift?
- Who is the employee who does not benefit from the Work From Home shift?
- What to monitor and how to monitor?
- What to evaluate and how to evaluate?
- What to revise and how to revise?
- What are the alternatives to Work From Home?
Overall, the outbreak of the COVID-19 pandemic shattered most of the conventional norms. For the first time in modern history, most individuals, families, and work interactions are all happening in one physical place (home). This emergency norm created confusion, panic, and other new cognitive challenges. This new norm has direct impacts on our behaviors, family life, social circles, socialization, and most importantly our work habits. Therefore, it is advisable to beware of letting the COVID-19 pandemic to confuse, paralyze, or impede our mode of thinking and strategic decision-making process. Finally, we will overcome the challenge of this COVID-19 crisis, and with clear and innovative thinking, we will rejuvenate our energy and thrive.