Slowing the Appearance of the D-Word in the New Workplace
It is not only the millennials who are concerned about the D-word slowing down. Harvard Business School faculty have also taken a stand against the word. In March, they said that the workplace as we know it is dead. They advocated for remote work and said it is now table stakes for employees. This pandemic has disrupted traditional thinking about the nature of work and the workplace.
As a result, employers need to take a more flexible approach to working environments. It is important that employers respect the rights of their workers, including their caregiving obligations. They must also consider their staff’s needs. A work-life balance is important. In the new work environment, everyone should be treated fairly and with dignity. Whether you are a young professional or a seasoned professional, there is no place for discrimination.
Despite these changes, the traditional workplace is not returning to its former glory. The emergence of COVID-19 forced many companies to send their employees home for fear of contracting the disease. While executives may wish to go back to work when it is safe, they cannot expect the same office life as before. Instead, they can expect to get along with the new work environment and work in a more harmonious manner.
Fortunately, many companies have taken steps to slow the D-Word in the new workplace. The benefits of this approach will be felt for employees in the long run. The “old deal” will not be a permanent thing. Today, employees have the right to make decisions about their safety and health. They are also more aware of their caregiving obligations and expect employers to take that into account.
The D-Word has a history of slowing down the progress of change in the workplace. While it is not a threat to employees’ health, the changes made by COVID will have an impact on their work. This pandemic will change the parameters of work forever. The D-Word will not only slow down the progress of the new workplace but also on its future.
The three main types of resistance to change are passive and active resistance. The first one involves actively resisting the change by objecting to new processes and policies. The second type, called passive resistance, is silent. It involves the employees’ quiet disapproval of changes and may even be destructive for the organization. The third one is enthusiastic support of the change. This is the most negative reaction.