Two specific cognitive biases play a significant role in this forced march to the office: status quo bias and functional fixedness. By understanding the impact of these biases, we can overcome the mental barriers that prevent effective mentoring and productivity. Our decision-making is often influenced by cognitive biases that can distort our perception and judgment, especially when it comes to embracing flexible work. To put that into perspective, imagine every CEO taking a sledgehammer to their own company’s piggy bank, smashing it to pieces, and then wondering why profits are down. Imagine the global implications of this problem: Gallup estimated that low employee engagement cost the world a staggering $7.8 trillion in lost productivity last year. The research shows that employee engagement is lowest for those who could work remotely but are forced to show up in person full-time. A Gallup study found that employees who could work remotely but are mandated to go to the office suffer from a lack of autonomy, leading to lower engagement. The great irony of the office-centric mentality is that it’s not just productivity that suffers employee engagement takes a hit, too. However, office-based mentoring, especially full-time, is often inconsistent, inefficient, and dependent on factors like proximity, office politics, and personal dynamics, which can limit its reach and impact.
The unspoken belief in many organizations is that if you pack employees into an office like sardines, mentoring will magically happen. However, you have to be intentional about mentoring. While productivity is harmed by in-office presence, mentoring is boosted. Structured mentoring can strike the balance between in-office and remote work It’s high time we stop trying to fit a square peg into a round hole. People are working longer hours and barely putting out more products. The EY-Parthenon research shows a direct correlation between the forced return to the office and plummeting productivity. To put it simply, expecting the office to boost productivity is like expecting a fish to ride a bicycle: The office serves a different, and very important purpose. In other words, they were more productive but that meant that less experienced coders got weaker mentorship. However, the engineers who worked in different buildings commented less on others’ code.
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In fact, research shows that the office is detrimental to productivity.įor instance, a recent study by scholars at the Federal Reserve Bank of New York, Harvard University, and the University of Iowa found that software engineers located in different buildings on the same campus wrote more computer programs than those who were sitting close to colleagues. Instead of being a productivity wonderland, the office is more like a productivity black hole, where collaboration, socializing, mentoring, and on-the-job training thrive, but focused work gets sucked into oblivion. It’s as if they think the office is a productivity vending machine: Insert employees, receive increased output. Many CEOs are clinging to the false belief that the office is the secret sauce to productivity. This, my friends, is the very definition of insanity. Once you’re comfortable, you’ll get shown very quickly that mistakes can be made.Yet despite the overwhelming evidence that flexible hybrid work is more productive than forced in-office work for the same roles, top executives are stubbornly herding employees back to the office like lost sheep, expecting productivity to miraculously improve. “I find that a good thing because it keeps you on your game. “But that feeling (nerves) never kind of leaves the pit of your stomach,” he said. I find it’s definitely a job that keeps you young.”įrittenburg said it took him a while to learn the intricacies of jumping, and has become more comfortable doing it as years pass. “But the reason why I do it (is) my love for the outdoors, working with the people that this program draws, and also just challenging myself. “I’ve kind of always been a thrill seeker,” said Frittenburg, 41. John base, started fighting fires in 2005 and became a jumper in 2008.Įarlier this summer he set a Canadian record with his 100th jump, he and Bergen said.
(AP Photo/Noah Berger) THE GUY WITH 100 JUMPSĭan Frittenburg, one of the North Peace Smokejumpers at the Fort St. Gear lines the inside of a plane that carries smokejumpers parachuting into Canadian wildfires on Saturday, July 1, 2023, in Fort St.
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