Obviously there are pluses and minuses for both but the pluses outway the cons otherwise companies wouldn't have survived after years of it. No this is just popular because the elite noticed workers were feeling happier and more empowered and they feel threatened by that. So along come Trump with an escape hatch, and they make up bullshit about DEI and WFH not working even though it worked for years and stock market was way up. Nope this is all about the old boys network trying to keep the peasants in place and save a few bucks this quarter.

What you call “popping your head in someone’s cube”, I call “distraction from doing deep work”.

I’ve seen studies where it takes on average over 20 minutes to recover from an interruption.

My job is to be heavily collaborative with clients and coworkers in consulting. I’m more efficient with a screen share and a shared Lucid chart than I ever was on a whiteboard.

I want an organized meeting on my calendar to discuss things where everyone is prepared to discuss issues collaboratively instead of random interruptions.

No I’m not an anti-social introvert. I am the first person to talk to clients after sales, I have no problem hopping on a plane to talk to customers, business dinners, working with a leading implementation teams, etc - all remotely.

1 person's deep work might mean an entire department is stuck twiddling their thumbs because they're blocked and can't reach the person absorbed in "deep work".

wfh can be great for individual productivity, but it can also seriously hamper team productivity.

That seems to indicate a catastrophically low bus factor--people get sick, take vacations, sleep, quit, etc. If you’re blocked on an IC doing anything other than finishing their task you've got a bigger problem than them going out of pocket for a day, fix the real problem.

(If they're a manager/decisionmaker of some sort then they better learn how to multitask online, which is like a 30 year old skill requirement at this point)

I have been in some type of team lead/architect position for almost 10 years now. 4+ years at product companies and 5+ in consulting companies. At any given time, I might have needed a decision to be made by my CxO, the client or another team.

On the other hand I might be preparing for a meeting, in a meeting, on a plane, at a customer’s site etc. On the opposite end, there is always a list of things I need to get done. I put that item as “blocked” and move on to my next item. If it is a downstream dependency as a developer, I mock it out and keep going.

If you are dependent on one person to answer a question, what happens when they go on vacation or if they are otherwise unavailable? I make it a point to not be a single point of failure.

Also, I keep my calendar up to date, including time I need to do “deep work”, when I’m traveling for business, of course meetings automatically show up. Anyone is free to put a meeting on my calendar if they need to interact with me synchronously.

Point taken about the distraction. For me it's the this to do on the working from home days. Office days are all about talking through plans, questions, problem solving or investigation etc. sure you can say that this does not require an office but it works well for me.

> Over time, however, fractures in the team, collaborations, efficiency start to show and people change their mind.

Also from what I saw, juniors struggled without always-available guidance while mid and seniors could get a lot done by avoiding interruptions. If the mix of employees changed in those couple of years, that alone could have been the entire difference.