For managers: Develop a better environment for hybrid work

Handle challenges in the flexible work life

Freedom and flexibility are two major benefits of the hybrid organisation, but there is a risk of conflict if you do not find common ground rules. This page gives you tips and tools to engage in dialogue with your team.

Together with the Association of Danish Lawyers and Economists, DJØF, and a group of management experts, IDA has prepared a series of themes with tips and tools to help you deal with new hybrid forms of collaboration as well as possible as a manager.

This is the second theme and it is about flexible work life and the dilemmas that you and your team may face when working together within the new hybrid framework that has become increasingly common after the Covid-19 pandemic.

This page includes:

  • A video with Katrine Bastian, a business psychologist and senior consultant at LEAD, who talks about the challenges of the flexible organisation.
  • The article: Hybrid collaboration risks causing conflict.
  • The three dialogue tools: Dilemmas in flexible and hybrid work, Needs, expectations, requirements and agreements in flexible and hybrid work, and Take stock of working methods and collaboration in hybrid work.

Hybrid collaboration risks causing conflict

Many managers have lost touch with their employees after the onset of working from home. This can create conflict, but with the right framework, we can reap all the benefits of a new, flexible work life, says business psychologist Katrine Bastian.

Read the article

How to use the tools

When you engage in dialogue on how to ensure collaboration whilst maintaining flexibility, you can use the following approach, but you can also select the tools that make most sense in your situation:

  • Start by using Dilemmas in flexible and hybrid work before a team meeting. This is a tool for self-reflection, and afterwards you can use what each of you have found out in group work.
  • Then use Needs, expectations, requirements and agreements in flexible and hybrid work to start a dialogue on the principles for your work life: How often should you be at the office in person? When can you work from home? How do you hold meetings?
  • Take stock of working methods and collaboration in hybrid work overlaps with tool no. two, but it has special focus on establishing agreements for how you work together.

Dialogue Tool: Needs, expectations, requirements and agreements in flexible and hybrid work

Dialogue Tool: Take stock of working methods and collaboration in hybrid work

Dialogue Tool: Dilemmas in flexible and hybrid work