The transition back to in-person work has led to the rise of hybrid work policies, where employees are required to be in the office for part of the week. Research from the University of Washington indicates that this model can lead to the formation of subgroups within teams. As employees come in on different days, some members collaborate more often, resulting in 'co-location imbalance'. This imbalance fosters stronger relationships within those subgroups, potentially impacting team cohesion and overall effectiveness.
When employees follow a three-day office schedule but choose different days to come in, certain team members naturally work together more often.
These patterns create 'co-location imbalance', which divides teams into subgroups with stronger internal relationships.
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