I have found working with remote first natives that the narrowness of their knowledge is also very high. When you work in an office there is a some knowledge transfer happening having lunch with the guy in accounts or the women in the sales team. This non structured learning is missed in remote work.

In contrast, when I worked in office, I found these fabled “lunches with the guy in accounts or the women in the sales team” didn’t ever happen. A lot of the mythical spontaneous collaboration that supposedly happens in office seems to be just that: a myth. At least for many.

I don't fully agree. If the only way information and cross-pollination is through in-office water-cooler conversation, that's an organizational smell.

If you have most of the work and conversation is done in public, you're not hiring very curious people.

Maybe in a small office, but certainly not one with a few hundred.

Yeah, that seems obvious to me, even to me as a programmer who likes to be able to take long stretches of solitude to really nail the solution to a problem. The indirect transfer of knowledge, understanding and alignment that happens when you're not just sitting at your desk working on your things, seems invaluable once you've had the experience of a workplace where that happens naturally and seems to be able to "steer the entire ship".

Finding a way to make this happen in a remote environment feels like what's missing right now. I know there been some Slack/chat apps that kind of force those kind of meetings, but it's very different from what happens with real humans in real places in close proximity to each other.

I absolutely agree with this point. I fit in as an interdepartmental communicator for engineering and while it took time to accumulate the deficit of gossip[1] since we had a very solid understanding of the system at the beginning of the pandemic. Eventually the gap of understanding from that casual interdepartmental communication became too wide, however, so now I take active steps to have check-ins with people on different teams to make sure we've got a good comprehension of where our shortfalls actually are. Probably owing to my own negligence, I've been burned a few times now by being told by executive that X is really critical only to find out that no one outside that executive actually cares about it. There is a lot of "wasted" office time chatting and being friendly, when you go full remote you, or someone on your behalf, needs to keep some of that chatter going to make sure there's still an understanding of where the product shortfalls are.

1. Work gossip like "Gosh, it'd be great if I could make a widget on this page instead of needing to click into that modal and then toggle the "Yes I do" checkbox - I do that twenty times a day" - whether UX based or generally feature based.

I disagree, working remotely has required my org to do more in the open internally... so I learn more because I can almost read whatever I want.

Of course if everyone is working remotely via email this isn't going to happen.

I've had the same problem in person too (silos, no one talking) so I think it's more about structure than remote/in-person.

This is complete bullshit. I worked in an office for many years. The number of times I was asked to lunch with "the guy in accounts or the women in the sales team" or even anyone in our so-called People team was precisely zero. They would keep to themselves at lunch, and reach out to Engineering only with tickets, or when they needed help with something computer-related.

Engineers have a reputation for being loners, but marketing, sales, and other "soft skills" or "people oriented" functions are super cliquey as well and rarely contribute to this supposed "knowledge transfer" that higher-ups keep talking about. I did notice that this cliquishness gets better at their level; the VP of Sales and the VP of Engineering did have lunch a lot. But expecting it to translate to the lower ranks is naive or fake.

---

If any actual leaders who have already mandated in-office time and happen to be reading this, see what happens if you mandate that everyone in the non-tech parts of your org is required to have lunch with the tech people every single day of in-office work.

dTrack this as a metric and be honest with yourself whether it's going up; and most importantly whether that is actually helping the company.

I call bullshit on these social interactions having any meaningful impact on work. I've been in very social offices of a large company where we all lunched together, spent a lot of time at the coffee machine, went out together during and after work. Lots of fun. I didn't once see, hear or participate in cross team discoveries as a result that improved work. And in smaller orgs that were also social, the social part is extremely inefficient at moving work information.

My current remote employer does as good a job at building trust between employees with 6 monthly on-sites. But they also do things that expose cross team productivity issue: rotate people in leadership roles between all the different company meetings, so the CEO might be in the planning meeting this week. Get different people in different roles to join customer calls. Not just anecdote at the coffee machine, actually see what's happening across the company.

lol. Apparently folks where I work don’t ever talk at lunch. I work remotely, and over the course of about 20 meetings I discovered that what everyone “knew” was wrong because none of them talked to each other and each assumed they knew how it worked. Each person knew their own piece and had an incorrect idea of everyone else’s. There were twenty different systems in twenty different heads. These people all shared an office and lunch space. I work remotely.

Any large scale engineering product where “who you’ve talked to” is how things “get done” is going to fail.

Really you are just outing yourself as a member of the political class: someone who believes feelings and opinions matter to the behavior of CPUs.

[flagged]