And the thing that works absolutely counter to this philosophy is the peer bonus system. It sounds great in principle but seems to incentivize people to continue bad practices that are clearly mostly overworking without proper post mortem on why such out of description help was even needed in the first place. When I was new I used to cherish peer bonuses but now I'm proud that no one in my team has gotten one in a year (because hopefully none of our systems needed such help anymore).
Staying late, with the boss who is also working on the same project, to deliver for the customer, is quite different from staying late, to deliver for a deadline, because some team didn't make any decisions sooner, while the boss reminds you from far away that you should be grateful, and then sets things up so another avoidable crunch is inevitable.
Reminder that you're not actually trying to build strong bonds, you're trying to build software (or whatever). And said "strong bonds" won't stop the company from deciding your team is splitting, or your coworkers from leaving for promotions or other companies.
I think with people holed up in their homes doing the same thing, the experience is diminished somewhat.
This is a good take. Something that's perhaps overlooked: those rare occasions where you need to stay late to deliver are very memorable. Isn't it true that strong bonds are often built from intense experiences? I think those few times that you stay late earn you massive respect from those who stuck around, and builds a relationship beyond your career. Especially if it isn't even your responsibility specifically, maybe it's the team lead's ass on the line or a colleague's. It's like indirectly saying "hey I got your back on this, you can trust me I'm a team player -- we ride together we die together bad boys for life"