Editorial
“We’ve been told that our small squat in the vast openness of our open-office layouts, with all its crosstalk and lack of privacy, is actually good for us. It boosts productivity. It leads to a happy utopia of shared ideas and mutual goals. These are the words of imperceptive employers and misguided researchers,” writes a Fast Company journalist.
"Commuting is a migraine-inducing life-suck — a mundane task about as pleasurable as assembling flat-pack furniture or getting your license renewed,” writes another for Slate.
At first glance, these might sound like the grumbles of employees grappling with post-pandemic return-to-office (RTO) mandates. But they’re not. These quotes date back to 2013 and 2011, reflecting longstanding frustrations with commutes and open-office environments. Research stretching as far back as the 1970s highlights the challenges these aspects of office life pose to satisfaction and productivity.
COVID-19 may have reshaped how we work, but it hasn’t changed how people feel about these issues. The idea that employees once enthusiastically embraced office life is just one of many RTO-related myths that deserve scrutiny.
So let's unpack these myths so we can have a more honest and open conversation about the way we work. Balancing work-from-home flexibility with meaningful in-office experiences is not just possible — it’s essential. But achieving that balance requires rethinking how we design and use our workplaces and engineering them to support meaningful, purposeful work rather than defaulting to outdated assumptions.
Myth: Employees Resist Return-to-Office Mandates Solely for the Sake of Convenience
Employers defend RTO mandates by emphasizing the importance of engagement and productivity, though how they truly measure success in these areas remains unclear.
They also lack a clear understanding of why employees resist these mandates. The gap between what employers think motivates RTO resistance and what employees actually experience is striking.
Driving this is a failure to ask employees why they resist returning to the office, even as interest in employee sentiment is on the rise. Employers believe employee resistance to RTO mandates stems from lost conveniences, such as avoiding commuting or managing household tasks throughout the day.
Convenience is no small thing, but it’s only part of the story. The opportunity to work from home is deeply tied to productivity and well-being. For many, particularly introverts, neurodivergent individuals, women and minorities, remote work offers physical comfort, psychological safety and personal autonomy. It provides an escape from the overstimulation of open-office environments and, for some, from workplace dynamics that can be unwelcoming or even hostile. Personalized conditions enable focus and foster a sense of control, creating an environment where employees can do their best work.
The rise of work-from-home capabilities revealed that for many people, working remotely was not only possible but preferable — especially when engaging in deep work. These benefits highlight the importance of rethinking traditional office norms to better meet the diverse needs of the modern workforce.
Health is another critical factor. Commuting increases stress, anxiety and physical health risks like metabolic disorders and cardiovascular problems. Open offices, meant to foster collaboration, can heighten stress, lower job satisfaction and spread illness, as decades of research demonstrate. Recent studies suggest that flexible work improves well-being by enabling more sleep, exercise and family time.
If in-office work — and the attendant commute — makes people sick and miserable, it has to be worth it!
But considering the current state of workplace design, is it?
Related Article: CEOs Blame Work From Home for Company Failings. Here's Why They're Wrong
Myth: Return to Office Mandates Will Naturally Improve Business Outcomes
In-person collaboration offers undeniable benefits. Research shows that face-to-face interactions can be more effective for building trust and rapport, as body language, tone and immediate feedback play critical roles in fostering connections. Impromptu conversations, whether over coffee or in a hallway, can spark fresh ideas and drive innovation in ways that scheduled virtual meetings sometimes cannot. These serendipitous moments have been linked to creative breakthroughs and stronger team cohesion, making the office an invaluable environment for certain types of work.
While workplace flexibility is increasingly vital, certain roles inherently require physical presence. Some employees — particularly those new to the workforce, the industry or the organization — may need more in-office time to learn and acclimate effectively. Others lack an adequate work-from-home setup, making the office a necessary and productive environment. And let’s not forget employees who simply prefer an in-office setting, often citing the benefits of a clear demarcation between home and work life.
However, RTO mandates alone don’t guarantee these outcomes. The benefits of in-office collaboration don’t materialize simply because employees are physically present. Without intentional design and policies that prioritize meaningful in-office experiences, these potential advantages can be undermined by outdated practices and unaddressed frustrations.
Traditional office setups frequently drain employees’ mental energy or “brain reserve” — the cognitive capacity needed for focus and problem-solving. Long commutes, fiddling with hoteling workstations, and open-office interruptions erode this reserve, leaving workers drained, sometimes before work has even begun. Globally, 58% of employees report that interruptions significantly hinder their ability to perform core job responsibilities.
Privacy and focus are essential for high-quality work. Studies like Tom DeMarco and Timothy Lister's "Coding War Games" highlight this, showing that employees with adequate privacy and personal space significantly outperform those without.
Even the allure of “serendipity” — those chance interactions that supposedly spark breakthrough ideas — is often overstated. Physical proximity alone doesn’t ensure meaningful exchanges. Large, multi-floor office layouts can isolate teams, and the lack of privacy in open plans may discourage substantive conversations. True serendipity requires more than shared space — it demands intentional design, a culture of trust, inclusivity and psychological safety. Moreover, without the time to mingle, reflect and share ideas, serendipity becomes a pipe dream, as overburdened schedules leave little room for the spontaneous moments that fuel innovation. Without these elements, the benefits of in-office collaboration remain elusive.
Related Podcast: MillerKnoll's Ryan Anderson on Office Design, Post COVID-19
Myth: We Can Thrive by Returning to the Status Quo
Returning to the way things were pre-pandemic may feel comfortable in its familiarity, but what do they say familiarity breeds? Well, it’s not progress. The way we work has evolved, and organizations that cling to outdated practices risk alienating their workforce and stifling innovation. So what do we do instead?
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Start With Honesty and Transparency
The first step toward meaningful change is understanding resistance to RTO. Employers should solicit honest feedback about employees’ concerns and pain points. Acknowledge the sacrifices RTO requires and demonstrate a commitment to addressing their concerns with real change, not just words.
Identify When In-Office Work Is Truly Needed
Let’s get real. If employees are commuting into the office only to uncomfortably sit at a desk staring at their screens for most of the day, what’s the point? In-office work should be reserved for situations where it genuinely enhances the quality of work or the employee experience. Here are key scenarios where physical presence can make a meaningful difference:
- Face-to-Face Collaboration: Some types of collaboration thrive on in-person interaction. Brainstorming sessions, design workshops or leadership development sessions often benefit from the immediacy and nuance of face-to-face communication. Body language, tone and the ability to quickly iterate on ideas in real-time can make in-person meetings more impactful than virtual alternatives.
- Special and Social Events: Offices are ideal for fostering community through shared experiences. Celebrations, team-building activities and milestone events create a sense of belonging and strengthen workplace culture. These occasions often benefit from the energy and spontaneity that physical gatherings bring.
- Sensitive Topics and Trust-Building: In-person interactions can be crucial when addressing sensitive or emotionally charged topics, such as performance reviews, conflict resolution, high-stakes negotiations or strategic discussions. Physical presence helps build trust and rapport, particularly in scenarios requiring discretion or empathy.
- Physical Work Enablers: Certain roles and tasks necessitate access to physical tools, materials or environments that cannot be replicated remotely. Examples include using specialized equipment, working with physical prototypes or conducting site visits. These situations highlight the irreplaceable value of a well-equipped workplace.
By focusing on these scenarios, organizations can ensure that in-office work is purposeful and productive, rather than an arbitrary mandate.
Related Article: Let's Not Go Back to 'Normal'
Design Workspaces That Work
If organizations expect employees to return to a physical environment, that environment needs to meet their evolving needs and expectations. Gone are the days of one-size-fits-all office designs; today’s workplaces must be thoughtfully crafted to support productivity, collaboration and well-being. A well-designed workspace not only justifies the commute but also enhances the in-office experience, making it a place employees want to be, not just a place they’re required to go.
Effective in-office experiences require environments that support diverse needs:
- Low-Sensory Spaces: Provide quiet areas with minimal distractions and environmental controls for those who require them.
- Privacy and Collaboration Balance: Offer private rooms for sensitive discussions and open areas for active teamwork.
- Social Hubs: Create inviting common spaces like cafes and breakout areas to encourage spontaneous conversations.
- Facilitating Connections: Use methods like Organizational Network Analysis (ONA) to bring together distributed teams for cross-functional interactions.
- Encouraging Movement: Design spaces that inspire employees to move around and interact rather than sit at their desks all day.
- Learning and Development: Foster opportunities for growth by hosting in-person training, mentorship programs, and skill-building workshops that make the office a hub for professional development.
- Lockers for Hoteling Stations: Offer lockers for employees who come in more than two days a week and are expected to use "hoteling stations," so they don't have to cart their belongings back and forth.
- Rethinking the Workplace Footprint: In sprawling metroplexes, where commutes can be a significant barrier, organizations might consider a network of smaller, localized offices instead of centralized headquarters. These satellite offices reduce commute times, foster tighter community bonds, and provide employees with convenient spaces for collaboration and connection.
Trust and Flexibility
Most employees should be trusted to identify the environments and schedules that work best for them, within the boundaries of clear expectations and organizational goals. This balanced approach fosters engagement, productivity and loyalty, while ensuring accountability.
Of course, there are instances when business needs must take precedence over individual preferences. Meetings with clients, the need to closely mentor or manage new or less experienced employees, and certain types of projects that require in-person collaboration or specialized resources may necessitate on-site presence. When such needs arise, it’s crucial for organizations to communicate openly about the reasons behind these decisions and to balance them with as much flexibility as possible.
If trust in an employee proves to be misplaced, the focus should be on addressing the underlying issues — such as lack of accountability or communication — rather than resorting to rigid, blanket policies that are broadly punitive.
The consequences of inflexible mandates are clear. Employees forced into on-site roles against their preference experience lower engagement, poorer wellbeing, higher burnout and a greater intent to leave. One size does not fit all, and forcing it will only cause harm. Ultimately, if an organization doesn’t demonstrate trust in its employees, they will respond in kind.
Measure What Matters
Focus on outcomes, not optics. Productivity isn’t about how long someone sits at a desk — it’s about the value they deliver. Modern productivity measures should emphasize tangible results, such as project milestones achieved, client satisfaction or innovation metrics, rather than relying on outdated proxies like hours logged in an office chair. Tracking these meaningful outputs not only aligns with business goals but also fosters a culture of trust and accountability.
If the goal is cultural engagement, consider more nuanced and modern metrics. Participation in virtual Communities of Practice, contributions to knowledge-sharing platforms, or attendance at collaborative off-site innovation sessions often provide richer insights than physical presence alone. Online collaboration tools can further enhance and measure engagement. For example, electronic brainstorming frequently outperforms traditional in-person sessions, particularly for larger groups or introverts who excel in quieter, less pressured environments.
By breaking down geographical and interpersonal barriers, virtual tools enable more inclusive and diverse exchanges of ideas. These tools foster thoughtful contributions, creating a more vibrant and engaged workplace culture that transcends physical location. Balancing these approaches allows organizations to measure and support what truly matters: productivity, creativity and connection.
Conclusion
The myth of returning to the "good old days" of office work is just that — a myth. We need fresh thinking, bold experimentation and a genuine commitment to supporting employees in their pursuit of purpose, productivity and wellbeing in order to thrive. Let’s reimagine work not as a return to what was, but as an opportunity to build something better — for everyone.
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