4  Time rights activity

As you progress through the narrative, you will encounter key points where you must make a decision about what to do next in relation to a work meeting. Each decision will impact the direction of the story.

At each decision point in the story, you will be presented with some options (A, B, C). You can choose which path to take and that choice will directly influence the events that follow.

For each choice, it is important to briefly reflect on how that decision relates to time management, equity in responsibilities, and work dynamics. These responses will help your understanding of how certain choices affect not only the individual in question, but also the people around them.

At the end of the story, there will be a general reflection on the effects of your decisions, drawing out the links between these and the theoretical context of the right to time, gender equality policies and work dynamics. You will also consider the implications of your choices and how they might influence the working environment in practice.

• Chapter 1: Confirm attendance

  It was an ordinary morning at your office, with the sound of computer keys clicking around you. You had started the day early, as usual, trying to balance your work responsibilities. An email arrived at 10:00 a.m., a notification from Lily, your boss. The subject read: ‘Urgent meeting, please confirm attendance.’

  On opening the message you read that a meeting had been scheduled to discuss the progress of a project you are involved in. You feel somewhat confused: most of these points were already clearly outlined in the report you sent last week.

  You know this is a common occurrence in your office, where meetings are often called ‘urgent’, and then often turn out to be unnecessary or repetitive. Why bring everyone in a room to discuss something that could be resolved with an email?

  • Option A → Go to Chapter 2A: You decide to attend the meeting. Although you don’t understand why it is being called, you prefer not to risk missing it and appearing to be disengaged from the projects.
  • Option B → Go to Chapter 2B: You decide to reply to Lily’s email, suggesting that the issue could be resolved more efficiently by email. Your response is clear and respectful, indicating that most of the points were already covered in the report, and that a meeting would only be necessary if there were any questions or issues needing live discussion. At the end of the message, you propose that if there’s anything left to clarify, it could be done asynchronously to avoid interrupting everyone’s workday.
  • Option C → Go to Chapter 2C: You ask if it’s possible to join the meeting online to accommodate those working remotely or with other commitments.

• Chapter 2A: Informal interactions

  You head to the meeting room, and as you enter, you notice the atmosphere filled with a mix of conversations and sighs. Some colleagues are flipping through documents, others are checking their phones, or just staring blankly, still processing the hectic morning.

  Lily, your boss, walks in confidently and places her laptop on the table. ‘Good morning, team’, she says with a smile. The meeting begins and after going over the key agenda points, the conversation takes a more relaxed turn.

  ‘The other day, I read a study on how informal interactions strengthen team collaboration’, says Elena, stirring her coffee.

  ‘Totally’, replies Jordi, ‘those coffee breaks or hallway chats help us feel more connected.’

  Zayd, with his always-animated tone, leans in toward the group. ‘Speaking of connection... how about we go for some drinks this Friday?’

  Eyes meet and smiles appear. In a matter of seconds the idea turns into a plan.

  • Option A → Go to Chapter 3A: You’re excited about the proposal and confirm your attendance without hesitation. You’re happy to go for drinks, to take a break from work and also to bond with your colleagues.
  • Option B → Go to Chapter 3B: You hesitate because your child gets out of school earlier on Fridays. You don’t say anything and think you’ll respond last minute in case you manage to arrange childcare, otherwise, you’ll have to miss it.
  • Option C → Go to Chapter 3C: You’re open to going and you agree informal spaces are important, but in reality, not everyone has the same access, especially those with caring or domestic responsibilities. You propose creating informal spaces that are accessible to everyone, regardless of their responsibilities outside of work. You suggest organising shared breaks at flexible times, so everyone has the opportunity to participate.

• Chapter 2B: Informal interactions

  After sending your email to Lily, suggesting the meeting’s items could be covered by email, you continue with your daily tasks. A few hours later, you receive a response: Lily accepts your suggestion but mentions that, to ensure the whole team is aligned and avoid misunderstandings, there will be a short 15-minute meeting before lunchtime. The tone of her response is friendly, although you know this meeting could have been avoided if communication had been more efficient.

  Before lunchtime, you head to the meeting room. The atmosphere is relaxed. Everyone sits around the table with their coffee cups and snacks, without the usual pressure of stricter meetings.

  Lily enters, smiling. ‘I see everyone is ready to chat’, she says, and without wasting time, starts the brief meeting. This time, the tone is very different from previous ones. The conversation flows naturally and after resolving any doubts, informal chats about other topics open up: television shows they’ve watched, anecdotes from the week, and even comments about the upcoming weekend.

  ‘The other day, I read a study on how informal interactions strengthen team collaboration’, says Elena, stirring her coffee.

  ‘Totally,’ replies Jordi. ‘Those coffee breaks or hallway chats help us feel more connected.’

  Zayd, with his always-animated tone, leans in toward the group. ‘Speaking of connection... how about we go for some drinks this Friday?’

  Eyes meet and smiles appear. In a matter of seconds, the idea turns into a plan.

  • Option A → Go to Chapter 3A: You’re excited about the proposal and confirm your attendance without hesitation. You’re happy to go for drinks, to take a break from work and also to bond with your colleagues.
  • Option B → Go to Chapter 3B: You hesitate because your daughter gets out of school earlier on Fridays. You don’t say anything and think you’ll respond last minute in case you manage to arrange childcare, otherwise, you’ll have to miss it.
  • Option C → Go to Chapter 3C: You’re open to going and you agree informal spaces are important, but in reality, not everyone has the same access, especially those with caring or domestic responsibilities. You propose creating informal spaces that are accessible to everyone, regardless of their responsibilities outside of work. You suggest organising shared breaks at flexible times, so everyone has the opportunity to participate.

• Chapter 2C: Informal interactions

  You join the meeting remotely, logging in from your desk at work. As you connect, you notice a few other colleagues are also attending virtually, while others are in the physical meeting room. The atmosphere feels a bit different, with some technical glitches and occasional side conversations from the in-person participants.

  Lily starts the meeting, acknowledging the mixed presence and thanking everyone for adapting. The key agenda points are reviewed quickly, and the discussion flows smoothly, although you notice that the informal chat and team bonding feels somewhat limited compared to in-person.

  After the formal meeting concludes, Lily invites everyone to stay online for an informal virtual coffee break to help bridge the connection gap.

  During this time, Elena shares, ‘The other day, I read a study on how informal interactions strengthen team collaboration.’

  ‘Totally’, replies Jordi, ‘those casual chats really help us feel more connected, even when we’re apart.’

  Zayd enthusiastically adds, ‘Speaking of connection... how about a virtual happy hour this Friday?’

  Smiles appear on everyone's screens, and the idea quickly becomes a plan.

  • Option A → Go to Chapter 3A: You gladly accept the invitation to the virtual happy hour, excited to connect with your colleagues in this new way.
  • Option B → Go to Chapter 3B: You hesitate because your child’s schedule conflicts with Friday evenings, and you consider joining if you can arrange childcare.
  • Option C → Go to Chapter 3C: You recognise the effort but suggest creating hybrid informal spaces, both in-person and online, at flexible times to ensure everyone can participate regardless of their circumstances.

• Chapter 3A: Telework and dual workload

  Friday arrives, and you’re at the bar having drinks with your colleagues. They’re talking about various work-related topics, as well as personal situations that tie into work.

  Lily mentions that remote work has been beneficial for some, but at the same time, the women on the team have been more affected by the ‘second shift’: balancing paid work with responsibilities at home. Online meetings, while offering more autonomy, have also blurred the line between personal and professional life.

  • Option A → Go to the Conclusion: You propose creating a time committee within the company. You mention that it would be important to review remote work policies, taking into account the differences in domestic responsibilities and the wellbeing of each team member. You suggest proposing that the company implement measures that support a better work–life balance.
  • Option B → Go to the Conclusion: You mention that it would be important to make remote working days more flexible, suggesting that teams could organise themselves according to their personal and professional needs to improve overall wellbeing.
  • Option C → Go to the Conclusion: You explain that for you, remote work has been a positive experience, especially in balancing your home responsibilities. However, you recognise that this is not the case for everyone and propose conducting a team survey to better understand different experiences and needs related to working from home.
  • Option D → Go to the Conclusion: You explain how, at home, you share domestic tasks with your partner to avoid either of you taking on a larger burden. You mention that this organisation has been key to maintaining a balance between your personal and professional life.

• Chapter 3A: Telework and dual workload

  Friday arrives, and you managed to arrange childcare with another family, agreeing that you will collect her after you’re done. You’re now at the bar enjoying drinks with your colleagues. They’re talking about various work-related topics, as well as personal situations that tie into work. You feel comfortable and happy to have been able to attend this gathering, as you hadn’t had the opportunity to do so before.

  During the conversation, Elena, a colleague, mentions that remote work has been beneficial for some, but at the same time, the women on the team have been more affected by the ‘second shift’: balancing paid work with domestic tasks. Working from home, while offering more autonomy, has also blurred the line between personal and professional life.

  • Option A → Go to the Conclusion: You propose creating a time committee within the company. You mention that it would be important to review remote work policies, taking into account the differences in domestic responsibilities and the wellbeing of each team member. You suggest proposing that the company implement measures that support a better work–life balance.
  • Option B → Go to the Conclusion: You mention that it would be important to make remote working days more flexible, suggesting that teams could organise themselves according to their personal and professional needs to improve overall wellbeing.
  • Option C → Go to the Conclusion: You share your perspective, explaining that in your experience, remote work has been a positive tool to help balance your professional and domestic responsibilities. You acknowledge that everyone’s situation is different, but believe that, when implemented thoughtfully, remote working can be especially supportive for those with caregiving duties at home.
  • Option D → Go to the Conclusion: You explain how, at home, you share domestic tasks with your partner to avoid either of you taking on a larger burden. You mention that this organisation has been key to maintaining a balance between your personal and professional life.

• Chapter 3C: Telework and dual workload

  Your idea is well received, and you're encouraged to help set up the first shared break. Instead of organising a formal event, you simply suggest a time and place, inviting everyone to bring a coffee or snack and take a short pause together.

  Throughout the week, in casual chats and messages, a few colleagues mention what they'd like to talk about. Stress comes up more than once, along with questions about how to better manage work–life balance while working remotely.

  During the break, the atmosphere is relaxed. Some people vent about tough deadlines, while others share tips that have helped them disconnect after work hours.

  At one point, Lily comments that while remote work has brought more flexibility, it’s also made it harder for some – especially women – to separate work from home life. She refers to the idea of the ‘second shift’: finishing the workday only to take on a second round of unpaid domestic tasks.

  • Option A → Go to the Conclusion: You recognise this is a sensitive topic but also a chance to improve the wellbeing of many team members. You suggest making remote workdays more flexible, allowing teams to organise themselves based on their personal and professional needs to support better overall balance.
  • Option B → Go to the Conclusion: You share your personal experience with Lily, explaining how you and your partner share domestic tasks at home to avoid one person taking on too much. You mention that this balance has been key to managing your work and personal life effectively.
  • Option C → Go to the Conclusion: You propose creating informal, relaxed spaces where team members can openly discuss challenges like balancing work and home responsibilities, without turning these moments into formal meetings. This could help strengthen team connections while respecting everyone’s time and workload.

• Conclusion

  Now you’ve completed this activity, it's time to reflect on how the decisions you make, both at a personal and organisational level, can profoundly influence equity within the workplace. Through the interactive narrative, you have seen how time, flexible working and gender equality policies directly impact the wellbeing of team members, often affecting women.

  It is essential to question traditional work structures that perpetuate inequalities, such as unnecessary meetings or the lack of flexibility in schedules, and advocate for the creation of policies that recognise the need for a balance between personal and professional life. The decisions made during the activity show that, to move towards a more inclusive and equitable environment, it is necessary to give visibility to the realities that affect different team members and promote solutions that benefit everyone, without leaving anyone behind. And it is everyone’s responsibility to foster an environment that values time as a fundamental right, recognises domestic responsibilities, and implements policies that facilitate work–life balance.