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Thought Leadership

By Kristen Senz (from Harvard Business School Working Knowledge)

When COVID-19 first sent office employees home last year, many managers filled their teams’ calendars with online check-ins, drop-ins, and updates to make up for the loss of spontaneous interactions—often sinking morale and efficiency.

Knowledge workers and managers didn’t know what types of interactions they needed to succeed. When managers understand the building blocks for team work, they can allocate time better and select the right communication tools, whether teams are dispersed or together, a new study from Harvard Business School suggests.

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