 I’m revisiting this 2018 assessment (of mine) of the hybrid model for working remotely to consider how the experiences of 2020-21 might revise that assessment and, more importantly, inform how such a model might be effective going forward.
In Part 1 of this series, I reflected on the rapid move to remote working necessitated by the COVID-19 pandemic. In Part 2, I looked at the lessons learned during the pandemic work-from-home situation. In Part 3.1, I looked back at the original four arguments about working remotely and reconsidered the first one – the economic argument and the financial considerations for organizations and employees. In Part 3.2, I considered the teamwork argument and whether co-location is an essential element of teamwork, or not. I concluded that co-location does not guarantee an engaged or productive workforce, which leads neatly to the third and fourth arguments…
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2021: What I learned about working remotely. Part 3.2 – Revisiting the Hybrid Model: Teamwork10/17/2021  I’m revisiting this 2018 assessment (of mine) of the hybrid model for working remotely to consider how the experiences of 2020-21 might revise that assessment and, more importantly, inform how such a model might be effective going forward.
In Part 1 of this series, I reflected on the rapid move to remote working necessitated by the COVID-19 pandemic. In Part 2, I looked at the lessons learned during the pandemic work-from-home situation. In Part 3.1, I looked back at the original four arguments about working remotely and reconsidered the first one – the economic argument. In this post, I’ll look at the next argument – teamwork. There has certainly been a lot to learn.  With the experiences of 2020-21 not quite yet in our past, and the lessons learned from that all around us, it’s time to revisit the hybrid model for working remotely to consider how that might be applicable going forward. In Part 1 of this series, I reflected on the rapid move to remote working necessitated by the COVID-19 pandemic. In Part 2, I looked at the lessons learned during the pandemic work-from-home situation. Now, in Part 3, I’ll look back at those original four arguments about working remotely to see how they might apply in the new normal of the working world.
 With the changes to the workplace wrought by the COVID-19 pandemic, almost no one’s work life was unaffected. Although the situation continues, the changes were most significant nearly a year ago, and so we can take the time now to review and learn from those experiences to help ensure we continue to work well and consider how to apply those lessons to our future working world.
 In 2018, I wrote about a hybrid model for working remotely. At that time, working from home (or WFH as we now call it) was an option, a privilege, something that could be considered but required significant changes and challenges in an environment that was almost entirely onsite and present in the office. WFH was not something that we supported, except as an occasional thing. Remote work was something only a few were enabled to do, those with key roles that required near 24/7 access to the network and positions that required a more-than-full-time level of work.
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Who is Robyn?
My career as a research project manager is rewarding, dynamic, challenging, and fun. I'm looking forward to sharing my knowledge and experience in communication, organization, and common sense approaches in research management and leadership, and to enabling others to learn and grow in this exciting career. 
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