> Yet anecdotally, it has occurred in every open office so far. Open offices are terrible, by the way. They provide few benefits, and their main effect is to

> Yet anecdotally, it has occurred in every open office so far. Open offices are terrible, by the way. They provide few benefits, and their main effect is to magnify the downsides of in-office work (at least for software development). They just happened to be trendy and enable lower real-estate costs. > Managers were also eager to applaud this behavior rather than berate it, while at the same time looking at the actual work performed, scratching their heads why nothing was happening and then giving said individuals special treatment.... you'll also have to argue why your point is special enough not to deserve the same response. Many managers are not great. A busybody is undermining team productivity without adding value is a management problem focused on that individual. Remote work introduces more systemic communication and training problems. > Those 'organic intentional practices' don't seem so great when 80% of the seniors on the team leave without a paper trail and the remainder knows zilch. My experience is remote work isn't leading to any special emphasis on documentation. And in any case, any reasonable level of documentation isn't going to make up for all the experienced people leaving.