Problem thinking

Many of the responses to hybrid working seem to be based on attempting to solve ‘the problem’ of hybrid working. This pre-supposes that there is a problem, and therefore everything that follows becomes a self-fulfilling prophecy – we look for the problem and keep finding it. In turn, this focus on the problem means that it becomes all we can think about. Our attention becomes solely focused on the problem, making it bigger and bigger in our own and other’s minds. We end up constantly trying to move away from the problem, yet because this is where our attention lies, it is all we can see.

So instead of focusing on the problem, one may assume it makes sense to focus on solutions. However, this can create a further issue. This comes about when we create solutions without having clarity about the outcomes we want. The consequence of this is that any actions we do take stem from this lack of clarity, and consequently, are unlikely to get us to where we need to be.

To help us to understand where we do need to be, in terms of hybrid working, we need to focus on desired outcomes, whether individually or collectively, not solely on problems. Exploring what we do want, not what we don’t want, helps us move away from the problem and move towards a desired outcome. In addition, if we start to think of hybrid working as an opportunity rather than a problem, we will look to create outcomes that realise the opportunity. Of course, it may be the case that the outcomes we pursue are not about hybrid working at all! How we structure our working week needs to help us deliver these outcomes. This way our working environment aligns with the outcomes we require. The environment becomes a consequence of what we are looking to achieve.

Dealing with change

One of the challenges with hybrid working that can happen at a personal, team or organisational level is simply that we continue to resist the change. We are often, unconsciously, in a state of denial as emotionally we want things to stay the same. If only we could go back to the good old days, eh? This is a perfectly natural reaction, yet if we become consciously aware that this is what is happening for us, we immediately have greater perspective and choice. If we understand our emotional reaction, we begin to be able to rationalise and move forward. If we accept that the change is here to stay (until the next one) and we accept our reaction to it, we can adapt to the new reality and begin to think about how we can move forward. We move from a static state of denial into one of momentum.

Reactive change

When change occurs in the environment, the temptation is to respond reactively by changing our own environment. In the case of the change to hybrid working, for example, we could respond by deciding to split the working week 2 days at home and 3 in the office, or we could sell or stop renting the office space we had and create a smaller office with a hot desk system. These are examples of environmental changes which may bring us some benefits yet are unlikely to really move us to where we need to be. This is because we are making a change at the same level at which the change occurred, and it may be that changes at a deeper, more fundamental level are required, to really affect the change we need.

For example, as individuals, rather than simply changing our working environment, we may wish to consider what is it we are really looking for in a job? How does this match with who we are as a person and the kind of work do we want to do? What is important to us about the work we do? These are examples of questions that elevate our level of thinking. Once we have answered these questions, we can then make informed decisions about the kind of working environment that would allow us to achieve those desired outcomes.

For a team, it may be to consider what the team offers to those outside itself, including the wider organisation, helping to establish a clear purpose and role. What does the team value? What kind of culture does it wish to create? Again, answering these questions gives clarity about the direction the team is heading, the environmental questions then begin to answer themselves – what working environment is appropriate for us to be able to do that?

For an organisation, asking or revisiting questions such as, what is it we are here to do? What is our purpose and our mission? What’s important to us about the way we achieve this? This again elevates the level of thinking. The answers to these questions will cascade down and inform the decision making around hybrid working.

In summary

Whether at an individual, team or organisational level, to answer what hybrid working needs to be like, we need to think more deeply. The way we work needs to be a consequence of what we are looking to achieve. Our environment needs to align with our direction, our sense of self and what is important to us.

In other words, are you allowing the tail to wag the dog? If so, ask those deeper more fundamental questions and decide what working environment is needed to do what you need to do.