Time changes. The truth is that we do not yet know whether for better or worse, but it is obvious that we are forced to adapt to the new circumstances. Relocating the company’s workplace to perform tasks at home is a new dynamic in which challenges arise. One of them concerns conflicts in remote work.
This shift from work to home is not what many initially thought, family reconciliation is not always possible and it is often common to end up working many more hours than expected, to this is added the aforementioned factor: that of disagreements, conflicts, the problem. performance assessment, intergroup communication, problem solving?
- Both small and medium-sized enterprises and large consolidated enterprises are experiencing a dynamic to which they were not prepared for this new situation.
- It is true that.
- Due to the current context.
- Many organizations have had to improvise and start teleworking overnight without the right conditions.
The truth is that this type of work requires consensus and agreement on the part of the company and the public administration, as well as specialized teams must be developed to advise managers and employees in managing the organizational problems of the day to day and, of course, unavoidable conflicts Let’s look at the question.
Out of curiosity, it should be noted that the first attempts at telework began in the 1980s (Belzunegui, 2002), however, due to enormous business resilience, it was not even experimentally concluded, it was between the 1990s and 2000s. that this modality began to develop in several countries as well as ICT (information and communication technologies) were also developed.
Now, from those years to the present we have made little progress, we do not have, for example, a legal body that legally supervises it, improvisation and arbitrariness are common, assuming many times that sending workers home is a simple thing (they do a favor) and that productivity will be the same as in person.
Thus, attention is paid to the inadequation of the regulations governing the type of telework and the lack of preparation of companies, there are no stipulations of schedules, infrastructure costs that employees use at home and, in the absence of any coordination measures between working groups, team heads, bosses, etc. , so remote labor conflicts are becoming more frequent.
We’ll look at the most common problems that often occur in this context.
Do you sometimes get up to go to the bathroom or take care of the kids for five or ten minutes. At this point, your boss or co-worker asks you to do an activity. In addition to the anecdote, this can raise suspicion when it comes to measuring employee productivity. In fact, if they don’t know the worker once, they think the employee isn’t doing what they should.
Your boss or other coworker sends you an email, it takes you ten, twenty minutes or two hours to see it, because it is already dark and you are preparing dinner, problems and misunderstandings arise. They arise because many members of the organization forget that remote work is not the same as face-to-face work, where when you expect something from someone, they go to that person and communicate it.
Suddenly the day comes when, as soon as you turn on the computer, chaos occurs, one of the most common conflicts in telework, no one knows where to start, what to do or how to solve so many unforeseen events at the last minute. Tension increases when someone blames a third and third a quarter and the fourth a fifth. No one advances and at the end of the day, this working day lasts twelve hours.
In conclusion, these factors certainly add up to many more: stress, feelings of isolation, the perception that more work is done than in the face-to-face?We still have a long way to go, a lot to rearrange and configure. a challenge that must be resolved as soon as possible for the benefit of all.