At the core of whatever we want to call this period of distributed work – hybrid-remote, distributed, new normal, post-lockdown – is a deep and essential need for more equitable and inclusive behavior in how we work. There are a lot of practices, tactics, perspectives, and playbooks on “how to go remote” or how to work in a hybrid environment, and there are examples of companies that run a relatively narrow playbook or embrace a few particular practices: Shifting to a written culture, promoting asynchronous work, assorted social interaction techniques to capture what is lost when the office falls away as the center of work life, decision-making techniques, etc.