Lessons Learned from Lockdown
No-one would deny the magnitude of the pain and disruption caused by the Covid 19 pandemic. Undoubtedly, virtually every business has had to adjust its practices and processes to meet the needs of the new situation.

People will have differing views on what has happened in the world of work and the possible implications for the future. This short survey will help to understand those differing views on how much of an appetite there is for change. The overall results will be made available to all respondents.

The questions are presented as pairs of statements. Please indicate which is a better description of your own views and the strengths with which you agree/disagree. Please enter a number from 1 to 4 in the response boxes below.

Enter a '1' if the statement in Option A is a good description of what you believe.

Enter a '4' if the statement in Option B is a good description of what you believe.

Please note that there is no middle score. Enter a '2' or '3' where '2' leans towards Option A, and '3' leans towards Option B.

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𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: The crisis has provided us with many opportunities to learn and change the world of work, for the better. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: The sooner we get back to where we were just a short time ago, the better. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: Post the pandemic will be a great opportunity for reflection about what has been learned about how better to manage and lead. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: There is no useful learning that will come out of the pandemic experience for managers and leaders on their own practices. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: Many businesses managed to operate successfully in spite of the constraints imposed by the crisis, so it will be useful to re-think our operational processes and practices in a search for improvements. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: Our normal operational processes were designed to work in a normal business environment. As we get back to where we were, it will make sense to reinstate what we did before. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: The experience of the crisis has exposed flaws in many assumptions that drive the traditional behaviour of many managers and leaders. It will be useful to surface these and identify which assumptions need challenging and changing. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: The crisis has forced many managers and leaders to temporarily adopt new behaviour patterns. This does not mean that basic assumptions about management leadership need to change. There is no need to challenge them. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: New organisation structures have been forced on many businesses, to cope with the crisis and the new stresses it has imposed. Now is a good time to rethink how we have traditionally structured our organisations to identify possibly superior new structural forms. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: New structural forms were designed to cope with a temporary set of conditions. There was nothing wrong with traditional structural forms, and the sooner we can get back to them the better. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: While there have been some productivity losses through the crisis, there have also been some gains. With the UK’s poor record on productivity growth, there might be lessons to be learned through enquiry about what has worked and what has not worked, and why. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: There have been substantial losses of productivity through the crisis, and they have damaged many businesses. We need to restore normal processes to regain the losses. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: One thing that has come into sharp relief through the crisis is the critical importance of operational people – who deliver services, make things and sell things. Especially in the NHS and care services sector, but elsewhere as well. Maybe now is a good time to think about the way we support our operational people, and work out how we can make it easier for them to deliver value to customers. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: While operational people have always been important, nothing has really changed in that respect. One of the things that has damaged many businesses is the loss of control over operations. We need to restore control as soon as possible. *
𝐎𝐩𝐭𝐒𝐨𝐧 𝐀: While the loss of life through the crisis is truly awful, one of the little paradoxes is that deaths through air pollution have actually dropped. It’s time for reflection on the cost to the planet and our communities of doing business in traditional ways. We need to find ways of reducing the collateral damage of β€˜business as normal’. 𝐎𝐩𝐭𝐒𝐨𝐧 𝐁: The cost to the economy of our inability to do β€˜business as normal’ is huge. It is critically important that we get the economy going again and save as many businesses as possible. *
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