Picture this: You’re assembling a piece of furniture from a box, but the instruction manual is missing. You have all the tools, all the parts, but you’re at a loss about where to start. This is what a hybrid work model without proper documentation feels like.

Recent research conducted by McKinsey has shown that a whopping 68% of companies lack a structured playbook to guide their hybrid work model. The failure to implement a well-documented process, according to the McKinsey survey, has tripped up even the most progressive of companies.

I was surprised to see this, as I always help clients develop a hybrid work model on a clear and transparent playbook for them to use going forward.

DOCUMENTATION IS ESSENTIAL

Think of the documentation of your hybrid work model as your secret recipe, your blueprint, or even your company’s unique fingerprint. It outlines your organization’s approach to work: who does what, where, and when. More important, it creates a unified vision of how work is done, facilitating smooth communication and transparency across all levels.

Documentation is the linchpin that binds the entire system. It allows for a more informed approach to designing effective workplaces, resulting in better capital allocation, and ultimately improved productivity.

Documentation also facilitates flexibility and dynamism, allowing businesses to easily adapt to changing work patterns and trends.

The most compelling evidence of the impact of proper documentation can be seen in the strides made by remote-first organizations and post-pandemic startups. Documentation has enabled these entities to efficiently navigate the complex labyrinth of the hybrid model, creating structures that support efficient workflows and strong communication channels.

HOW OUR BRAINS GET IN THE WAY

As we grapple with the realities of the hybrid work model and the necessary documentation to support its effective implementation, it’s critical to acknowledge how cognitive biases can influence this process.

Status quo bias stems from our aversion to change and the discomfort associated with unfamiliar scenarios. In the context of the hybrid work model, status quo bias can present a significant hurdle.

As per the McKinsey survey, many companies are struggling with creating an effective hybrid model. This difficulty is compounded by status quo bias, where employees and management alike may resist change, clinging to traditional methods of working, and documenting work processes.

For instance, the idea of documenting specific processes or protocols for remote work might be dismissed, with a preference for existing, office-centric methods. The bias can lead to poor decisions such as retaining ineffective processes simply because they’re familiar, causing inefficiency and communication breakdowns.

Overcoming status quo bias requires conscious effort from the entire organization. Encouraging open discussions about the changes, providing training on new protocols and processes, and highlighting the benefits of the new system can help neutralize this bias.

Anchoring bias refers to our tendency to rely heavily on the first piece of information (the “anchor”) we receive when making decisions. In the context of a hybrid work model, this could manifest in several ways.

One such scenario might be in the initial drafting of the hybrid work model documentation. If the first draft is created with an overemphasis on either remote or in-office work, it may serve as an “anchor,” biasing all subsequent modifications. This could potentially lead to an unbalanced hybrid model, one that does not optimally leverage the benefits of both work environments.

Similarly, organizations might anchor to pre-pandemic norms, expecting employees to adapt their home environments to mirror traditional office setups. Such anchoring could lead to overlooking innovative solutions that leverage the unique advantages of remote work, such as flexible scheduling or individualized workspaces.

Counteracting anchoring bias involves encouraging diverse input during decision-making processes and challenging assumptions based on the “first information.” Creating multiple drafts of the documentation and gathering extensive feedback can help prevent anchoring to an unbalanced or suboptimal hybrid model.

THREE STEPS TO AN EFFECTIVE STRATEGY

An effective documentation strategy begins with identifying and understanding the various elements of your organization’s work model.

Pinpoint the critical moments that matter of the work process. This could range from identifying key stages of project development to determining which activities are better done in person. A clear, well-documented outline of these moments provides a roadmap that guides employees in making smart choices about their work.

Implement advanced workplace technologies. Tools such as video conferencing, digital whiteboards, and even augmented and virtual reality technologies must be integrated seamlessly into the system. The aim here is to create a virtual workspace that rivals, or even outshines, its physical counterpart.

Realize that documentation is not a set-and-forget playbook. It’s a living, evolving guide that should be updated periodically to reflect changes in work processes and new technological advancements.

If there’s one thing we can take away from the McKinsey survey, it’s this: The future of work is hybrid, and its success hinges largely on our ability to craft a well-documented approach to this model. As we navigate this new terrain, let’s ensure that we’re armed with a well-documented plan.