The Trump administration’s offer this week to federal employees to either do their jobs in government offices or resign effective later this year reflects a conceptualization of public sector knowledge work similar to that expressed by some state governors who imposed similar personnel rules over the past few years. It likens it to customer facing services people receive in brick-and-mortar locations like retail stores. These locations must be necessarily be staffed during business hours.
Some government services – state motor vehicle departments and health clinics – fit that description. But much of what government does is plan and make decisions on how to allocate public resources and deliver them through government programs. They are what Roger L. Martin would describe as “decision factories” as he termed them in a 2013 Harvard Business Review article.
Prior to the 21st century, these activities were nearly always performed in vast cube farms, closed door offices and meeting rooms in government owned or leased buildings centralized in Washington DC and state capitols.
Advances in information and communications technology since then have diminished the need for these locations to allow staff to share, analyze, discuss and plan while seated together in these offices. Personal computers and devices and the Internet generally work as well outside of these locations as within including residences, thus eliminating the need to travel to a centralized commute-in office for most forms of knowledge work.
But when they are used in a knowledge worker’s home, a cognitive dissonance occurs, particularly for those who are not digital veterans (early adopters) or younger generations of digital natives. Prior to these ICT advances, the home was clearly for personal time and relaxation – not working. Daily activities were defined by the space in which they occurred. Home is home and offices “workplaces.” That distinction is no longer so sharply defined.
Making the conceptual shift away from those sharp distinctions is difficult, requiring an adjustment in thinking that can be challenging for both public and private sector organizations.
