The book and the authors' website do a much better job of explaining than I ever could, but one of the major shifts is that a ROWE doesn't fix work in a time or a place—all that matters is that the work gets done. That's how most freelancers work now, but there's less and less reason for any of us not to do the same. For example, my accessibility is often better in relation to my job tasks when I'm out and about, and there's nothing magical about an office and a set of hours that makes work happen (in fact, those constraints often lead to waste).
One of the reasons it's easy for me to be enthusiastic about ROWEs is that it's a reality very much within reach at my workplace. One of our full-timers has been working this way for almost a decade with us, and the rest of us operate with a huge amount of flexibility. In fact, as I was piecing things together on the plan to Seattle Tuesday, I realized (over and over again) that I'm actually responsible for most of the hurdles between where we are and being a true ROWE—including many of my own frustrations! It's humbling to see how my own flawed assumptions helped form what eventually became unwieldy pieces of infrastructure (to be fair, some of that is also connected to the way things were when I started at Grace, but almost all of the garbage in that has long since been swept aside). Nearly all the tools I needed were already in my sandbox, waiting for me to get my head screwed on straight and use them.
As soon as I got back to the office Tuesday afternoon, I started putting things in place: moving my office to the back, rewriting the staff meeting agenda, and dozens of other baby steps. In addition to the regular things that needed doing, it was so good to invest in what can be better for all of us. Lots of this is still in my head, and even fully formed I don't know how much anyone will notice some of the infrastructure bits, but they matter nonetheless. Also, because of how flexible we already are and how far ahead we work on things, there's plenty of space to try things and take risks while retaining the ability to fix what breaks or go back to "safer" territory without negatively affecting anyone.
Beyond just workplace efficiency, what we do and how we do it is very much informed by and an expression of what it means to be the church. We know the curse won't be fully undone on this side of Heaven, and that means that, whether we're farming or filing, sometimes work is going to suck. And left to our own devices, we are going to do some crappy things that work against the good of our workplace, our coworkers, and even ourselves. But the predominant workplace model does little to curb this, either, so there's no sense in adhering to it for that reason. We really can take some risks to make things better, and the grace and trust we must share in order to do so are made far more robust by the redemptive power of the gospel.
Perhaps it's strange to tie these ideas together, but they're very same elements that inform our view of the city, the world, and the Kingdom of God. Even if I'm off (that's another risk), God is working on my heart in and through this process, without a doubt. It's not about work so much as it's about what work means (and what it doesn't). That, in turn, leads me to be more reflective—and even repentant—about what life means. I want to be a better steward of all of it, not for my own development (though I will no doubt benefit), but for those I love, those I need to love, and for His Kingdom.
*When I talk about it at work, I feel the need to refer to it as "that ROWE book"—I guess I'm afraid of sounding like work sucks when I really enjoy it, even and especially when there's room for us to get better. Also, I'm chief among sinners in almost any sucky thing I can think of about our workplace (a very humbling realization).