by James R. Bailey and Scheherazade Rehman
For Harvard Business Review
Illustration by Barbara Gibson
Many organizations that allowed knowledge workers to do their jobs remotely during the pandemic now seem committed to getting them back together in the office, and bosses are trying to get their teams on board. Although the pandemic has been a once-in-a-century disruption to business, navigating this challenge is no different than managing any other kind of organizational change with professional and personal implications. The key is to engage one on one with people to move people them from active resistance to neutral or supportive positions.
Slowly, and in fits and starts, knowledge workers who did their jobs from home for most of the pandemic are now being asked to return to the office, full or part time. Leaders argue for a resumption of in-person work because it enhances collaboration and innovation. But many employees are balking. They liked the flexibility, autonomy, and feelings of safety that came with working remotely. And they cite many legitimate reasons for not wanting to go back: Covid infection risk, of course, but also long commutes, discretion, work-life balance, and office distractions. Rather than return, some are opting to become part of “The Great Resignation.”
Still, many organizations seem committed to getting people back together in the office. So they’re scrambling to design appropriate and fair policies, and bosses are trying to get their teams on board. And, although the pandemic has been a once-in-a-century disruption to business, navigating this challenge should be no different than managing any other kind of organizational change with professional and personal implications. Any type of change engenders resistance in some, enthusiasm is others, and all the variations in between.