Every week or so, a few are found somewhere in the world that I find clear and complex.
It is the number of people who say they do not want to return to work full-time in the office. About 60 percent of workers in Britain say they feel that way in September last year as well in March this year, though more than one-third the UK had had a Cavid jab at least that time.
In the US, the proportion of employees who would like to continue working as far away as possible came from 35 percent in September up to 44 percent in January. Soon European research found that 97 percent of those who have stayed home would prefer to stay there for about a week after their offices reopened.
Since I am one of the millions who have been thrilled to be freed from the fast-paced journey and the struggle of professionalism, this seems plausible. But she is worried because there is a big reason why even well-paid, expensive people in high-tech jobs can’t rush back to the office: just before the outbreak, they were lonely.
Their relationship with the people in the office is seen as shallow. At worst, their isolation may have less to do with their lives than their work in groups.
Then the availability from education Writer Mark Mortensen, associate professor of organization at the Insead business school in France, and Constance Hadley, organizational psychologist at Questrom School of Business in Boston.
Mortensen says he was amazed to inspect hundreds of offices around the world shortly before the emergence of Covid offices around the world. Although the directors were in about three teams, about 80% said they had difficulty communicating with other members and 58% felt that their workplace relationships were fraudulent.
The researchers say that one reason is that groups have changed dramatically since they first entered cultural sites more than 30 years ago.
In the past, one would expect to work in a larger group with the same group of people doing the same for a longer period of time.
But with corporate work spanning the world by 24 hours, teams are expected to be bigger, more stable and less expensive. People join in for a while, take the skills needed for a particular job, and then move on. Alternatively, they share the work with others at different times, so that the work can be done day and night, or work part-time at multiple groups at the same time.
All of this is good for the flexibility of the organization and its effectiveness, but it is not really good for the people, who may find it difficult to name any of their members.
“I don’t know who is in my group,” an official told the researchers. “Every Monday, someone comes and tells me that he was given something and that someone who worked before he left.”
“I take turns,” said one. “They have made everyone able to do my job in the team. They may miss me, but I’m not really sure. ”
The epidemic has exacerbated the lack of friendships, but research shows that reinstating anyone in the office will not solve the problem. And mixed work can make things grow, Mortensen told me last week, because people work differently.
“This is a problem that has existed for as long as there has been a shift,” he said. “We’ve seen it in factories for the last 50 years or so, but all of a sudden it’s something we’re starting to see a lot more, because of the functionality and the flexibility and the kind of stuff, even in information processing.”
What can we do? Mortensen and Hadley say the first thing to do is to check if loneliness is present. If so, consider forming groups of like-minded people who have achieved the same goal over the years, not the gods. Also, make sure that team leaders understand that loneliness in the workplace can be practical, not personal, so that people do not end up on their own. Lastly, don’t expect it to disappear because everyone has returned to the office.