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  1. diff.substack.comByrne Hobart5/15/2016 min
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    • MonkeyMatt3 years ago

      The future of remote work is sure to vary a lot based on the work needing to be done (I would say industry but it's more fine grain than that). I think the biggest barrier to being fully remote is not trusting your employees. Having managers be able to look over their shoulder and make sure they're doing work is mentioned in the article. That might be how you get the most time spent doing work but it's not how you get the most effort applied, and most importantly it's not how you get the best work out of an employee.

      I recommend the book "Remote: office not required" for anyone interested in remote work. The authors share a lot of their thoughts about the subject, based on working remote for years, on their blog too (Signal vs Noise).

      Certainly I think most companies supporting remote work will still have an office but likely in the remote work future it won't be big enough for all employees to use on the same day, and not all employees will be within commuting distance.

    • Florian3 years ago

      A remote-only company can have a culture, but it doesn’t have a vibe. And vibe is a force multiplier.

      Is something I noted too. I’ll have to do some deliberating on that topic though. I’m not sure yet if I can agree (I work for a remote-only company)

    • deephdave
      Top reader of all timeScout
      3 years ago

      A remote-only company can have a culture, but it doesn’t have a vibe. And vibe is a force multiplier.

      Knowledge work has a built-in agency conflict: output is a function of skill and focus, skill comes from legitimate interest in a field, and that legitimate interest means that spending your entire workday on an Internet-connected device is incredibly distracting.