What next for workplace teams?

Chris starts by highlighting two important considerations: the need to look ahead and consider how teams may be affected beyond COVID-19, and the need to acknowledge that there will be challenges and uncertainty.

The COVID-19 pandemic and lockdown were seemingly thrust upon us with little warning (whether this should have been the case or not). However, as we adapt to the current circumstances, we may have more opportunity to prepare for the future. However this may still be more reactive, with less time and less control than we might like.

Let’s run with the example from Susan that Chris mentioned, which we examined last week.

In Week 2, Susan’s story highlighted to us that her organisation may have taken a strategic approach to work relationships and connections. This included her manager reaching out to her, and her team meeting regularly to organise their work and social activities available online.

Is is likely that this approach was developed rapidly with little planning. Consider now that Susan’s team and manager have the opportunity to think ahead about work relationships and connections, and how they may change beyond COVID-19.

• This could involve ‘noticing’ and acknowledging (by management) that there will be more changes to come.
• Teams may agree with a blended approach to social activities, some online and some in person.
• Managers could prepare for in-person meetings that require multiple people dialling in remotely

• Managers noticing, acknowledging, and holding contradictions or providing containment for teams. This may relate specifically to situations involving challenging emotions.
• Managers considering the needs, challenges, and resources of their teams. This Organisational Psychology approach includes the positive or ‘resources’ aspect.
• Leaders thinking about the needs of their teams in more detail, possibly using a personal, social, and work-related framework for these considerations (which can be both team or individual).
• Targeting the specific factors that we know play a significant role in workplace wellbeing, including working relationships, work-life balance, role clarity and autonomy, team systems and processes, and workload or work ‘design’.

Have you thought about the needs of your team as you emerge from COVID-19? What could you or your team do to plan ahead? Do any of the approaches covered sound particularly appealing?