Do We Really Have to Return to the Office for Collaboration
In the post-pandemic world, organizations are continuously exploring new ways to enhance collaboration while balancing the benefits of remote and hybrid work models. Traditional views emphasize the necessity of physical proximity for effective teamwork, but recent research suggests otherwise. An INSEAD working paper titled “Close to Me: The Impact of the Interplay of Physical and Social Proximity on Dyadic Collaboration Effectiveness” by professors Manuel Sosa and Massimo Maoret explores how collaboration can thrive through virtual means, leveraging social connections rather than physical proximity.
Office for Collaboration: A Must-Have?
Organizations have long believed that physical proximity is crucial for effective collaboration. The rationale is straightforward: when employees are close, they can communicate more frequently and effectively, fostering a sense of teamwork and shared purpose. This belief has driven many companies to enforce Return to Office (RTO) policies despite the preference for flexible work arrangements.
However, Sosa and Maoret’s research challenges this notion by examining the interplay between physical and social proximity. They found that while physical closeness does facilitate communication, social proximity plays an equally, if not more, significant role in collaboration effectiveness. This revelation opens up new possibilities for remote and hybrid work models, emphasizing the power of building strong social networks even when employees are not co-located.
The study conducted a quasi-natural experiment with a global pharmaceutical firm, which relocated two regional offices. This relocation provided a unique opportunity to measure interpersonal physical distances and social networks before and after the move. The findings were revealing: social proximity, in the form of affective closeness and network cohesion, mediated the effects of physical proximity on collaboration effectiveness. Employees who maintained strong social ties with their colleagues, characterized by frequent communication and mutual trust, were able to collaborate effectively regardless of physical distance. This suggests that fostering affective closeness and cohesive social networks can substitute for the benefits traditionally attributed to physical proximity.
Virtual Tools Replace Office for Collaboration
With advancements in technology, virtual tools have become instrumental in bridging the gap created by physical distance. Platforms like Zoom, Microsoft Teams, and Slack facilitate regular interaction and collaboration among remote teams. No wonder that a recent paper in Nature and subsequent research by one of the authors of the Nature paper found that distributed research teams had worse innovation outcomes compared to in-person teams prior to the rise of such technologies, but better outcomes after such platforms became widespread after 2015.
These tools not only support task-related communication but also enable informal interactions, which are crucial for building trust and camaraderie. Virtual coffee breaks, team-building activities, and regular check-ins can mimic the spontaneous interactions that occur in a physical office. By creating opportunities for employees to connect on a personal level, organizations can strengthen social bonds and enhance team cohesion, thereby improving collaboration.
One of the key insights from Sosa and Maoret’s research is the substitution effect of physical and social proximity on collaboration performance. When employees are physically distant, the positive impact of strong social ties is amplified. Conversely, when physical proximity is high, the necessity for strong social networks diminishes, as visual presence and direct monitoring naturally foster collaboration. This finding has significant implications for organizational design. It suggests that in a remote or hybrid work setting, companies should invest more in initiatives that build social networks. This can include mentoring programs, virtual social events, and collaborative projects that encourage cross-functional interactions.
The study’s nuanced exploration into how physical and social proximity jointly influence collaboration effectiveness offers a deeper understanding of the underlying mechanisms at play. Physical proximity naturally facilitates richer, more frequent communication, essential for resolving task interdependencies and fostering positive affect among colleagues. Yet, the research highlights that this physical closeness is not the sole determinant of effective collaboration. Instead, social proximity, which encompasses affective closeness and the presence of strong, cohesive social networks, plays a crucial mediating role. This affective closeness helps in building trust, familiarity, and relational energy, all of which are critical for effective teamwork.
Moreover, the study found that affective closeness developed through frequent, meaningful interactions, rather than mere physical presence, significantly contributes to collaboration effectiveness. This is particularly relevant in today’s context, where remote work is becoming more prevalent. Organizations must focus on creating opportunities for such interactions through virtual means. Regular virtual meetings, collaborative online projects, and social events can help maintain and even enhance the social fabric of teams.
In light of these findings, it becomes evident that companies should prioritize building robust social networks to facilitate collaboration. Practical steps include encouraging frequent and diverse forms of communication, both formal and informal. This ensures that employees have multiple channels to interact, share ideas, and build trust. Additionally, promoting activities that foster affective closeness is essential. Virtual team-building exercises, recognition programs, and opportunities for casual conversations can significantly enhance personal connections among team members.
Encouraging cross-functional collaboration also plays a vital role in strengthening social networks within an organization. Creating opportunities for employees from different departments to work together on projects not only enhances innovation but also builds a stronger, more cohesive organizational culture. This cross-functional interaction fosters a sense of unity and shared purpose, which is essential for effective collaboration.
Moreover, supporting flexibility and autonomy is key to a successful remote or hybrid work model. Trusting employees to manage their work and encouraging a results-oriented culture can improve job satisfaction and productivity, further enhancing collaboration. Flexibility allows employees to work in ways that suit them best, which can lead to more innovative and effective teamwork.
Conclusion: We Don’t Need an Office for Collaboration
Sosa and Maoret’s study provides a compelling case for rethinking the necessity of RTO for effective collaboration. By leveraging virtual means to build strong social networks, organizations can achieve high levels of collaboration and performance without the need for physical proximity. As we move towards a more flexible future of work, it is essential to focus on strategies that enhance social proximity, ensuring that teams remain cohesive and effective regardless of their physical location.
Embracing these insights can help businesses unlock the full potential of remote and hybrid work models, creating a dynamic and inclusive work environment that fosters collaboration and innovation. The future of work is not bound by physical walls but by the strength of the social ties that connect us. This shift towards valuing social proximity over physical proximity marks a significant transformation in how we understand and facilitate effective collaboration in the modern workplace. Organizations that adapt to this new paradigm will be better positioned to thrive in an increasingly digital and interconnected world.
Key Take-Away
It's not necessary to return to the office for collaboration; social proximity and virtual networks can effectively support teamwork and innovation in remote or hybrid work settings. Share on XImage credit: Vanessa Garcia/Pexels
Dr. Gleb Tsipursky was named “Office Whisperer” by The New York Times for helping leaders overcome frustrations with hybrid work and Generative AI. He serves as the CEO of the future-of-work consultancy Disaster Avoidance Experts. He wrote the first book on returning to the office and leading hybrid teams after the pandemic, his best-seller Returning to the Office and Leading Hybrid and Remote Teams, as well as seven other books. His cutting-edge thought leadership was featured in over 650 articles in prominent venues such as Harvard Business Review, Fortune, and Fast Company. His expertise comes from over 20 years of consulting for Fortune 500 companies from Aflac to Xerox and over 15 years in academia as a behavioral scientist at UNC-Chapel Hill and Ohio State. A proud Ukrainian American, Dr. Gleb lives in Columbus, Ohio.
