Remote work stifles innovation, but it doesn't have to

Even during the Covid pandemic, when remote work became the norm for so many of us, concerns remained about the ability to be innovative when working apart from our peers.

These fears were based not just on the evidence before us but on considerable previous research showing the valuable role physical proximity plays in our creativity.

For instance, research shows that we're generally much more likely to be innovative when we're working face-to-face with someone else.

Researchers suggest that we’re best able to learn and engage with others when we can see not only their hands but also their eyes, gaze, and facial movements, as these communicate invaluable social information.

Similarly, research from BerkeleyHaas found that remote work during COVID-19 wasn't very good at supporting collaboration between colleagues. The study found that when we work remotely, the breadth of our conversations shrinks considerably, which inhibits our ability to be creative (more on this later).

Less creative

A third study from the University of Essex and the University of Chicago suggests this trend is certainly widespread. The researchers found that remote and hybrid working is generally fantastic for work-life balance. Still, it’s bad in terms of our creativity, with remote workers typically producing fewer and poorer quality ideas than their on-premise peers.

"Innovation in the workplace can occur through random, spontaneous 'watercooler' conversations between employees," the researchers explain. "However, these 'productive accidents' are less likely to occur when employees work from home. Our research has found that innovation is suffering as a result."

The evidence of worker productivity (and happiness) while working remotely during the pandemic has prompted many employers to waver in the face of a growing number of their peers mandating a return to office policy with a hybrid approach, a compromise between the two. However, concerns over innovation and creativity under such an approach have persisted.

"Of course, this cost to innovation may be acceptable, given the significant benefits for employees in terms of work-life balance, which makes more flexible employers more attractive," the researchers explain.

"Our findings imply that companies should take steps to coordinate when employees are in the office. Innovation does not work well if half the team is in on Mondays while the other half is in on Wednesdays. Instead, set days when the whole team is expected in the office. While this limits the flexibility of hybrid work, our results suggest that innovation benefits as a result."

Social proximity matters

So how can the proximity gap be overcome and remote workers remain as creative and innovative as their on-premise peers? A recent study from INSEAD suggests that so-called "social proximity" could be key.

The study suggests that the value of physical proximity is unquestionable, but social proximity can nonetheless help us if we’re unable to be physically close to our peers. The researchers found that when we’re physically close to one another, it’s less important that we have strong social ties. So, when we’re operating in a more remote or hybrid environment, the strength of our social ties is crucial if we want teams to function well.

Obviously one of the key selling points of physical proximity is the ease with which conversations can occur, whether over the fabled water cooler or simply chatting to our neighbors. These conversations are crucial to the innovation process, with a Harvard study showing that physical proximity even underpins startup success.

In a recent article, I highlighted some of the tremendous benefits of remote and hybrid working, whether in terms of employee engagement, retention, or even productivity. However, innovation, collaboration, and creativity remain key sticking points that need to be overcome.

The INSEAD study suggests a third possible way. If managers can intentionally boost the social connectivity of the workforce, then they can overcome the fabled Allen Curve and ensure that remote workers are as creative as their on-premise peers. That seems to be the best of both worlds, delivering benefits, such as productivity and innovation, for employers, engagement, and work-life balance for employees. It seems all that's left to do is ensure that the evidence to hand is used to make these decisions and guide what managers do. That, perhaps, is the biggest barrier of all to overcome.