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Remote work is a an interesting case 00:05
study because it's one of the most 00:08
disruptive changes that knowledge work 00:10
has experienced since I would say the 00:13
introduction of the computer. And now 00:15
the data is very clear that we have 00:16
settled into hybrid schedules as the 00:18
semi-permanent solution. Knowledge 00:21
workers in remote capable jobs are two 00:24
times more likely to be in a hybrid 00:26
schedule any other configuration 00:28
including full-time remote or full-time 00:31
in person. The hybrid schedules lead to 00:33
these partially in office 00:36
partially at home collaboration 00:39
sessions. They're happening in virtual 00:41
meetings where some people are in a room 00:43
and other people are joining via the 00:44
network and that people uniformly report 00:47
these are less effective. It's a hard 00:49
way to collaborate. So splitting people 00:51
up between being at home and at work in 00:54
a haphazard way is not the the major 00:56
improvement to subjective well-being 01:00
that we hoped. 01:02
Here's what I've been suggesting. 01:07
Synchronize your hybrid schedule. So to 01:08
the extent possible everyone on the same 01:11
team is home on the same day and in the 01:13
office is on the same day. 01:15
And then, and here's the key part, 01:20
institute a rule that says during the 01:21
two days a week, let's say that you're 01:24
at home, 01:25
no meetings, don't email. Those are 01:26
going to be the days that you're really 01:28
working on the things that matter. The 01:30
other days are going to be the days 01:32
where we can also talk about the work. 01:33
We can do the administrative overhead. 01:35
We can meet. And hey, when we meet, 01:37
we're all here, so we can have a very 01:39
efficient meeting if we if we're all in 01:40
office. 01:42
And we're going to have two different 01:47
psychological mindsets. At home days 01:49
and in office days. Instead of trying to 01:52
mix these efforts together, instead of 01:55
trying to mix the really hard thing I'm 01:57
trying to write with a bunch of meetings 01:59
and email. By separating these two 02:01
things, 02:03
we're going to get more of a handle on 02:04
our workload. We're going to be able to 02:06
clear things out on those days we're at 02:07
home. We're going to get a cognitive 02:09
break from the the hyperactivity of 02:11
constant communication. I think we're 02:14
going to be more efficient in 02:16
collaborating when we actually 02:17
collaborate. And the result would be a 02:19
workplace in which we're more productive 02:21
and people are much happier. 02:24
So, if you're an individual 02:33
working remotely or working in a hybrid 02:35
schedule, there's a couple things you 02:37
can do to improve your situation. You 02:39
can just try to move more of your 02:42
meetings to the in-office days. 02:44
Just offer dates on the in-office days 02:49
much more aggressively for meetings. And 02:52
now what you're going to begin to get 02:54
here is just a psychological division. 02:56
When I'm at home, I have less meetings, 02:59
I have more time. When I'm in the 03:01
office, I have more meetings, I'm more 03:02
in a collaborative mindset. And you can 03:04
begin to get a lot of benefits without 03:06
having to actually have a real formal 03:08
rule that says, "Here's what happens on 03:10
these days and here's what happens on 03:11
those days." 03:13
If you're fully remote, something that 03:17
is useful is to have two different 03:19
spaces that you work. 03:21
And I don't mean this necessarily in 03:25
some extravagant way. It could be I'm at 03:26
the kitchen table is where I always do 03:29
my deep thinking and the home office is 03:32
where I do email. 03:34
It could be I sit outside if I live in a 03:39
place where the weather is good when I'm 03:41
trying to read a complicated memo or 03:43
something cognitively demanding and I 03:46
work inside when I'm doing email. You 03:48
can even have a commute. Now, people 03:50
don't like commuting for good reason. 03:53
Traffic is annoying and you get stuck, 03:54
but there is an advantage to commuting. 03:57
Your mindset has time to shift. I've 03:59
left my house. I have 20 minutes when 04:01
I'm on the subway or driving and over 04:03
these 20 minutes, I'm slowly doing the 04:05
cognitive machinations needed to get my 04:08
mindset away from home mindset 04:10
and towards work mindset. That's 04:13
actually useful. It's useful on the 04:14
other end as well. Okay, I'm going to 04:16
now leave work mindset and load up home 04:18
mindset and I have a 20-30 minute drive 04:22
to do that. So, if you work completely 04:24
from home, 04:26
simulate a commute. 04:28
Have a 15-minute walk you do to start 04:31
and end your day. I'm going to walk to 04:33
this coffee shop and get a coffee and 04:35
walk it back. That's how I begin my work 04:37
day. 04:39
You're going to get those same 04:40
psychological benefits of a transitory 04:42
ritual. A moving from home to work and 04:45
work from home, even though you never 04:48
actually change the location where all 04:50
of these activities were happening. 04:51
>> [music] 04:53
>> To watch the full class, become a member 04:53
at bigthink.com/membership. 04:55

– English Lyrics

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Lyrics & Translation

[English]
Remote work is a an interesting case
study because it's one of the most
disruptive changes that knowledge work
has experienced since I would say the
introduction of the computer. And now
the data is very clear that we have
settled into hybrid schedules as the
semi-permanent solution. Knowledge
workers in remote capable jobs are two
times more likely to be in a hybrid
schedule any other configuration
including full-time remote or full-time
in person. The hybrid schedules lead to
these partially in office
partially at home collaboration
sessions. They're happening in virtual
meetings where some people are in a room
and other people are joining via the
network and that people uniformly report
these are less effective. It's a hard
way to collaborate. So splitting people
up between being at home and at work in
a haphazard way is not the the major
improvement to subjective well-being
that we hoped.
Here's what I've been suggesting.
Synchronize your hybrid schedule. So to
the extent possible everyone on the same
team is home on the same day and in the
office is on the same day.
And then, and here's the key part,
institute a rule that says during the
two days a week, let's say that you're
at home,
no meetings, don't email. Those are
going to be the days that you're really
working on the things that matter. The
other days are going to be the days
where we can also talk about the work.
We can do the administrative overhead.
We can meet. And hey, when we meet,
we're all here, so we can have a very
efficient meeting if we if we're all in
office.
And we're going to have two different
psychological mindsets. At home days
and in office days. Instead of trying to
mix these efforts together, instead of
trying to mix the really hard thing I'm
trying to write with a bunch of meetings
and email. By separating these two
things,
we're going to get more of a handle on
our workload. We're going to be able to
clear things out on those days we're at
home. We're going to get a cognitive
break from the the hyperactivity of
constant communication. I think we're
going to be more efficient in
collaborating when we actually
collaborate. And the result would be a
workplace in which we're more productive
and people are much happier.
So, if you're an individual
working remotely or working in a hybrid
schedule, there's a couple things you
can do to improve your situation. You
can just try to move more of your
meetings to the in-office days.
Just offer dates on the in-office days
much more aggressively for meetings. And
now what you're going to begin to get
here is just a psychological division.
When I'm at home, I have less meetings,
I have more time. When I'm in the
office, I have more meetings, I'm more
in a collaborative mindset. And you can
begin to get a lot of benefits without
having to actually have a real formal
rule that says, "Here's what happens on
these days and here's what happens on
those days."
If you're fully remote, something that
is useful is to have two different
spaces that you work.
And I don't mean this necessarily in
some extravagant way. It could be I'm at
the kitchen table is where I always do
my deep thinking and the home office is
where I do email.
It could be I sit outside if I live in a
place where the weather is good when I'm
trying to read a complicated memo or
something cognitively demanding and I
work inside when I'm doing email. You
can even have a commute. Now, people
don't like commuting for good reason.
Traffic is annoying and you get stuck,
but there is an advantage to commuting.
Your mindset has time to shift. I've
left my house. I have 20 minutes when
I'm on the subway or driving and over
these 20 minutes, I'm slowly doing the
cognitive machinations needed to get my
mindset away from home mindset
and towards work mindset. That's
actually useful. It's useful on the
other end as well. Okay, I'm going to
now leave work mindset and load up home
mindset and I have a 20-30 minute drive
to do that. So, if you work completely
from home,
simulate a commute.
Have a 15-minute walk you do to start
and end your day. I'm going to walk to
this coffee shop and get a coffee and
walk it back. That's how I begin my work
day.
You're going to get those same
psychological benefits of a transitory
ritual. A moving from home to work and
work from home, even though you never
actually change the location where all
of these activities were happening.
>> [music]
>> To watch the full class, become a member
at bigthink.com/membership.

Key Vocabulary

Start Practicing
Vocabulary Meanings

disruptive

/dɪsˈrʌptɪv/

C1
  • adjective
  • - causing trouble and stopping something from continuing as usual

hybrid

/ˈhaɪbrɪd/

B2
  • adjective
  • - combining two different elements or styles

collaboration

/kəˌlæbəˈreɪʃn/

B2
  • noun
  • - the action of working with someone to produce something

haphazard

/ˌhæpˈhæzərd/

C2
  • adjective
  • - lacking any obvious principle of organization

synchronize

/ˈsɪŋkrənaɪz/

C1
  • verb
  • - to cause to occur or operate at the same time

institute

/ˈɪnstɪtuːt/

B2
  • verb
  • - to introduce or establish a system or rule

administrative

/ədˈmɪnɪstrətɪv/

B2
  • adjective
  • - relating to the running of a business or organization

overhead

/ˈəʊvəhed/

B2
  • noun
  • - general expenses incurred in the operation of a business

hyperactivity

/ˌhaɪpərækˈtɪvəti/

C1
  • noun
  • - a state of being unusually or abnormally active

productive

/prəˈdʌktɪv/

B1
  • adjective
  • - achieving or producing a significant amount or result

extravagant

/ɪkˈstrævəɡənt/

C1
  • adjective
  • - lacking restraint in spending money or using resources

commute

/kəˈmjuːt/

B2
  • noun
  • - the journey to and from work

machinations

/ˌmæʃɪˈneɪʃnz/

C2
  • noun
  • - schemes or plots; complex mechanisms or processes

simulate

/ˈsɪmjuleɪt/

C1
  • verb
  • - to imitate the appearance or character of

transitory

/ˈtrænzətri/

C2
  • adjective
  • - not permanent; short-lived

What does “disruptive” mean in the song ""?

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Key Grammar Structures

  • Remote work is one of the most disruptive changes that knowledge work has experienced since I would say the introduction of the computer.

    ➔ Present Perfect Tense

    ➔ The phrase "has experienced" describes an action that started in the past and continues to be relevant in the present.

  • Knowledge workers in remote capable jobs are two times more likely to be in a hybrid schedule.

    ➔ Comparative structures with multipliers

    ➔ The structure "two times more likely to" is used to compare probabilities or frequencies between groups.

  • If you're an individual working remotely, there's a couple things you can do to improve your situation.

    ➔ First Conditional (implied/shortened)

    ➔ The use of "If + present tense" sets a condition for the future result "there's a couple things you can do".

  • Instead of trying to mix these efforts together, we're going to get more of a handle on our workload.

    ➔ Gerunds after prepositions

    ➔ The verb "trying" acts as a noun (gerund) after the preposition "of".

  • People don't like commuting for good reason, but there is an advantage to commuting.

    ➔ Gerunds as subjects/objects

    ➔ The word "commuting" is a gerund functioning as the object of a verb or preposition.

  • I'm going to now leave work mindset and load up home mindset.

    ➔ Future intention with 'be going to'

    "Be going to" indicates a planned future action or a transition.

  • You're going to get those same psychological benefits of a transitory ritual.

    ➔ Definite article with demonstrative adjective

    ➔ The phrase "those same" uses "those" as a demonstrative adjective to point to specific benefits previously mentioned.

  • To watch the full class, become a member at bigthink.com.

    ➔ Infinitive of purpose

    ➔ The "to watch" phrase explains the reason for becoming a member.

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