Post Pandemic Trauma and the Modern Workplace

The late 1700s brought massive changes to the way people worked.

In 1776, Adam Smith wrote his Wealth of Nations, and by 1765, James Watt had built his amazing steam engine. Say hello to the Industrial Revolution. Over the next 50 years, millions moved from the quiet seclusion of small villages to gather in busy factories around huge steam engines.

It must’ve been quite a culture shock.

But you know what’s weird? The steam-powered factory vanished 150 years ago, yet the habit of packing ourselves together for work persists like some archaic ritual. Humans in our cubicles, clinging to the working traditions of our ancestors, perhaps secretly lamenting the demise of the mighty steam-powered sweatshop.

This norm of gathering for work persisted, largely unquestioned, for a century and a half. Then something happened that changed everything.

Pandemic & Panic

A global pandemic turned our working lives upside down. Suddenly, remote work wasn’t just an option; it was a necessity. But the emotional shocks were taking a toll:

• Pandemic = shock
• Lockdown = shock
• Remote working = shock
• Out of lockdown = temporary relief
• Back into lockdown = another shock

Finally, the pandemic receded, and we adjusted to the “new normal” of flexible working in the 21st century. We started to feel like we had some certainty and control again.

“When we are no longer able to change a situation, we are challenged to change ourselves.” – Viktor Frankl

But the shocks were far from over. The back-to-the-office movement came at us in full force. It started with gentle requests to return to the office—maybe one day a week. Then mandatory days. Then full mandatory return with threats for non-compliance.

So where are we now? After a series of traumatic shocks, we have a working environment clouded with a changing fog of uncertainty.

The Post-Pandemic Workplace: A Silent Struggle

We are all somewhat sick of hearing about the debates:

• Back to work or WFH
• Flexibility vs. productivity
• Cameras on or off
• Connect or disconnect

It seems like we should just move on. Bite the bullet, decide the approach, and set the rules. It can’t be that hard, right?

Wrong.

There are definitely some things that have changed, things that are hard to decipher and even harder to tackle because they lurk below the surface. They manifest as:

• Ghosting or lots of parallel conversations
• Division between teams and tunnel vision
• Differences in perspective being seen as harmful
• Perceived loss of control, leading to lower energy and personal investment
• Lack of candor in both casual and critical conversations
• Small issues escalating into bigger problems because they’re not addressed.

There’s a lagging trauma in some workplaces, a trauma that’s changed the foundational assumptions, drivers, and ways of seeing the world.

In the haste of reacting to Covid and post-pandemic conditions, new systems and ways of working have emerged organically.

They offered freedom from the shackles of 9-5 office life, but they also created a shift where individual experience overshadowed group experience.

Now, leaders are faced with a complex challenge: managing the “whole person within their life” while also striving to reconnect individuals to a shared vision.

The New Workplace Systems: A Blueprint for Healing

The systems need to change too.

To realign and sync workplaces post-pandemic, here are some system changes—both formal and informal—that are needed:

1. Reconnect Individual with Company Vision: What are we contributing to? What’s the shared goal we’re here to tackle? What’s my individual role, and how do I do this in a way that’s part of something bigger—the team, other teams, the company?
2. Develop Company System Protocols: Create opportunities for interconnectivity, a “how and why” map, a “brains trust” access, key knowledge, and mentor points for individuals to tap into.
3. Balance the Individual and Corporate Perspective: Leaders should create a healthy dialogue between the “individual outside-in view” and the “company inside-out view.” How do we explore, speak out, and create a new shared vision and viewpoint that fulfills our shared goals?
4. Gather Intentionally: Bring the team together with a clear intention to work on something collaboratively and deliberately.

Facing the Trauma Head-On

“What man actually needs is not a tensionless state but rather the striving and struggling for some goal worthy of him.” – Viktor Frankl

There is no magic wand to erase the trauma that Covid-19 has left behind in our workplaces. The key to recovery lies in acknowledging the struggle and striving for a goal that is worthy of us all.

The trauma has led to confusion, a lack of confidence, and a reluctance to engage in candid conversations. But there is hope.

The solution involves fostering a shared vision, creating new workplace systems that recognise the whole person, and re-establishing the candid, honest conversations that are the bedrock of strong, healthy workplace cultures.

How FPC Can Help

If your organisation is struggling to navigate the post-pandemic landscape, FPC’s Culture Mechanics can help. We specialise in diagnosing cultural issues, realigning systems, and helping leaders create the conditions for a thriving, post-trauma workplace.

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