by Mike Critelli

The changes in daily work routines that Covid directives abruptly introduced into employer-employee relationships were not planned in advance and were not done with consideration of whether they would contribute to emotional, career, social, or spiritual well-being. They were done for the sole purpose of virus containment.

Others can debate their effectiveness, but we are indisputably dealing with the wreckage they created in so many employment environments. 

The pandemic moreover uncovered and amplified structural and emerging workplace issues, giving employers and employees the opportunity now to reflect on what needs to change.

Reflections and recommendations, offered here, are informed by our own software-driven augmented analytics. 

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by Douglas Quine, PhD

Many people today have wearable devices to monitor their exercise and heart rate such as FitBits and SmartWatches. Last spring, as I was traveling in Ireland, I developed a “chest cold” for two days and tested positive (lateral flow antigen test) for COVID-19. It was only a mild case, for which I gave credit to my COVID vaccinations.

My 10-day hotel quarantine provided time for personal reflection and research. I was interested to see on my FitBit that my normally low baseline heart rate was climbing daily on April 5 (first positive), April 6 (no test), April 7 (positive), and April 8 (positive) after which it declined from April 9 to April 13 as I tested positive daily and recovered. Having returned to baseline heart rate for a couple of days, I tested COVID negative on April 15th.

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by Douglas Quine, PhD

I’ve seen a couple of recent articles about the proper way to describe one’s current COVID vaccination status as the number of available COVID vaccination options expands. I disagree with the recommendation that people who received the original and follow-up (Pfizer or Moderna are most common) vaccinations call themselves “fully vaccinated.”

I received my original Pfizer COVID vaccines in December 2020 and January 2021 as an employee of Veterans Affairs Healthcare.

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From a Briefing on Our Alternative Data, Augmented Analytics Platform

COVID-19 uncovered and amplified structural and emerging issues at American companies of all sizes. These span employee-employer and peer-to-peer relationships. These problems require simple, useful, and practical ideas plus experiments. And a balance between employee well-being and employer profits under cultural norms and extreme change is key.

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by Mike Critelli

During the Great Depression — a most frightening time — President Franklin Roosevelt made this memorable statement during his First Inaugural Address:

Let me assert my firm belief that the only thing we have to fear is fear itself—nameless, unreasoning, unjustified terror which paralyzes needed efforts to convert retreat into advance.

As leaders, we confront comparable fear, anxiety, divisive tendencies, and anger of our employees. How do we deal with it? 

We remember that we have been here many times before.

Remembering the Past

Any American over 70 would have lived through all these frightening times. Younger Americans have lived through many of them.

Epidemics and Pandemics 

In the early 1950’s, Americans were so fearful of children contracting the deadly and debilitating polio virus that swimming pools were closed during the summers and parents did not take their children to public beaches. That threat abated when the Salk vaccine was developed. 

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