Forward-thinking magazine article, Fast Company, explores the work style of a 100% workspace, and the possibilities are nothing short of mind-blowing. Although one may think that daily video-based meetings and online chatting may isolate an employee in a firm, firms have reported that employees have gotten to know their peers better on a more intimate level. Some employees even reported that it allows individuals to acquaint themselves further with their coworkers as technology eliminates any feelings of anxiety. Additionally, there are many subtle components of video-chatting that give coworkers a glimpse into the life of an employee. Moreover, there is equal social and emotional distance on video chat because bodily and facial cues are still apparent on camera. In fact, the come across just as powerfully which maintains a level of connection that is also reached in person. Therefore, going virtual makes for a very tangible work environment as people are able to maintain connections and relationships with their coworkers, and actually eliminates the inconveniences of finding large work spaces or physical meeting rooms.

I feel that a virtual work environment is the future of office spaces as it can maximize convenience for employees while sustaining positive interaction. This is a very innovative and technological perception of restructuring organizational culture as people are inclined to have more genuine social exchanges over video. However, there is a risk of building “virtual fences” that affect accountability, which is why a firm must be very careful how it chooses to implement a virtual work space. Consequently, I feel that if a firm decides to follow through with adding a technological aspect to a company’s organizational behaviour, it must be done gradually in order to maintain productivity and efficacy.

In Jeremy Cheng’s blog post, he discusses the interesting topic of how the current Prime Minister, Justin Trudeau, has increased overall Organizational Citizenship Behavior (OCB) within Parliament. How has Trudeau accomplished this? Diversity. Trudeau actively chose to appoint a cabinet that he felt reflected Canada as a country as a whole. His cabinet is gender-balanced as well as culturally diverse; Trudeau’s closest advisors include visible minorities, a former refugee, and First Nations individuals.

This is relevant to OB concepts as this diverse cultural acknowledgment incites more positive organizational citizenship behavior. This concept refers to an employee’s discretionary behavior that is, “not part of an employee’s formal job requirements, but that nevertheless promotes the effective functioning of the organization.” This means that Trudeau’s efforts to emphasize multiculturalism shows that he is very much in tune with the values of the Canadian people. Possible outcomes resulting from this action include overall would be increased engagement from citizens. This change in organizational citizenship behavior is beneficial as citizens would be more inclined to abide by Canadian laws and contribute to society.

Jeremy’s article interestingly applies OB concepts to real life politics and national culture thus making it relevant and tangible in a very unique way. This goes to show that OB concepts rare present in a variety of places, and that the behavior of others is easily transferrable from the workplace to other group settings. Additionally, Jeremy’s blog post highlights the idea that organizational behavior is dynamic; the values and perspective of employees are constantly changing. At the same time, it is undoubtedly imperative that the platform of the leader reflect the values of a group’s members, or there will be a notable lack of productivity. Overall, Trudeau’s initiatives to encourage multiculturalism in the workforce is an example of a solid understanding between a leader of a group and its members, thus showing its connections to the concept of OCB.