I think it's only worth having the semantic argument, in this case, because of the established equity (whether negative or positive) of the term "remote". There

I think it's only worth having the semantic argument, in this case, because of the established equity (whether negative or positive) of the term "remote". There are a lot of implications that go along with that word and, as someone who's struggling to get the rest of my organization to adopt this paradigm shift, my team gets a bad rap from people because we're all branded as "millennials" (in a very negative sense) simply because we're able to perform and do all of our work fluidly. We don't have requirements that people have to work from the office or work remotely so everyone has the choice to do whatever works for them. Some people prefer coming into the office because it's less distracting and others "need" that mental separation from their home life and that's fine. For others in our org, though, there's this negative perception that surrounds it as if there's no accountability and that we're all just too lazy or unmotivated to actually come into the office or, worse yet, that we're all somehow afraid of face-to-face interaction. People seem to think that you lose interpersonal connection with people when "remote" work is part of the strategy so I think framing this as "distributed" work is really just to try and remove the way the work is done from people's (mostly older, non-agile people) perceptions of what they think is actually happening.