Behavioral Change: The Crisis’ Cultural Upsides

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In response to a recent media query on how so much remote work may change the world, I offer a few of my insights from the vantage point of the patterns I am seeing as a consultant, facilitator, speaker and author on intergenerational challenges at work.

Upsides that may be likely to come from the social distancing experience of the COVID-19 pandemic:

  • With restrictions on in-person interaction, people will increasingly be missing and crave conversations with vocal communication (tone of voice) and body language clues. Video conferencing, FaceTime, Zoom, Skype and other platforms will help to reduce feelings of isolation and enable some more connection than text, email, etc., but they omit a significant part of the human experience. Workers will become more eager long-term to develop in-person meaningful conversations and relationships that foster a sense of belonging. And they will want to learn those necessary human performance (soft) skills.

  • The younger generations will demonstrate that they are interested in connecting with Boomers for perspective, comfort and guidance in unchartered waters, both professionally and personally, and appreciate their value more than ever. As a result, we may see a reversal of the intergenerational tensions long-term by developing the habit of cross-generational conversations and relationship building going much beyond formal mentoring. That will benefit multigenerational workplaces and it, consequently, increase sustainability.

Upsides, Downsides and Trade-Offs

  • I am a remote-working business owner, and the vast majority of us are now. Even after the crisis and its severe restrictions passes, we probably will continue to be such, at least to some extent. Some people will welcome this change, and many others will miss not being on site with work colleagues.

  • Preferences are determined by personal behavior style even more than convenience.

  • The advantages in lack of unpleasant and time consuming commute, and being home for children are obvious.

  • Dress code ceases as an issue

  • Being home for children can also be a disadvantage in terms of productivity. And many people miss the social aspects of being with colleagues and in a structured work environment

  • Another disadvantage is that friends and family can assume you are available to them when you should be working and so distract or impose on you.

  • And some people like being dressed well for work and buying nice outfits.

  • Costs savings for commuting, work clothing and related expenses may be offset by the costs of work technology and supplies, higher utilities and maintenance (cleaning, etc.)

  • Satisfactory childcare during working hours is a quandary and productivity cost for many people.

  • Need for co-worker and family conflict resolution may grow, and solutions may have the potential for positive change long-term in work and home environments.

All of this is a big adjustment with a significant psychological impact.

In the extreme, the upsides I described above may be wishful thinking – we will never be a perfectly empathetic, altruistic and respectful society. But after basic needs are restored, and such a large part of our communities and world have lived through the current crisis by “all being together in this” to survive, we may see progress in business/organizational change that reverses the “transactional” path of the recent decades toward a more “relational” and fulfilling one.

If you’d like to learn and discuss more about long-term cultural changes we might anticipate and other multi-generational challenges at work, contact me at pwhaserot@pdcounsel.com.