Once, we were digging mass graves in an abandoned, sepulchral city that had short weeks earlier been the epicenter of global commerce, accompanied only by the wailing of sirens. Now, our infection rate is less than 1%, where it’s hovered since the middle of June.
What that means is we now have a good idea of what “long-term” can look like in New York, and the answer, perhaps unsurprisingly, looks quite a bit like Hong Kong, where the SARS outbreaks eighteen years ago led to the growth of a culture of public health caution that’s allowed them to weatherdisease with remarkable aplomb.
This new normal requires planning of a sort rarely encountered in an office environment. Staggering work shifts so that the people whoface-to-face contact are getting it without unduly exposing themselves to infection requires deep understanding of your actual office workflows, and more frequent cleanings not only of shared spaces like restrooms and breakrooms but even of individual desks demands strong safety protocols. But it goes deeper than that.
. That gives companies space to plan: to find new office space, or to remodel and reconfigure the one you already have, based on the knowledge of what youEven that is a question with an evolving answer, as new technologies rush to fill the gaps created by a mobile and widely-dispersed team.
There’s been a lot of discussion lately about dress and video etiquette, but we also need to start building new digital etiquette around communication; emails may come in at all hours, but responses may not always be immediate; deadlines should be made clear, while still allowing work to happen when it happens; more person-to-person coordination rather than top-down scheduling; more “mental health days” allowed for an isolated team; predetermined “contact hours” when the whole team is expected...
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