My excuse for resisting the progression to management level . . .

This makes perfect sense to me. I am a maker. When working remotely, that first yellow chunk often occurred at 5 am, in my PJs, coffee in hand. I would fall asleep the night before, thinking creative thoughts knowing that first thing, before any "life" happened, I could capture it. This opportunity is now lost as I am back in the office, although I do send myself emails with creative updates outside of the 9-5. Oh, the second yellow chunk would sometimes not happen until 4 pm. There was an occasion that a 4 pm problem needed solving. I knew where the answers were and sent an email at 8 pm. The process was praised by management (not upper management) as an excellent example of collaboration – “the day shift found the problem and the night shift solved the problem.”

I now live in the "prison of presence" that does not allow me to be a maker, even though the work requires it. Funny that I told my manager that the office felt like a prison after my first day back in the office. The article discusses a "default to trust." I do not work in an environment or culture of trust. Maybe from my direct supervisor and colleagues, but not from upper management. Sadly, the criminal justice work environment is not a culture built on trust.

Are you back in the office? How do you feel about this? Are you getting more making done? Or are you busy doing presence things?