One of the big issues we've had, which I think we're getting better at, is not realizing how much others on the team are in the dark when you had a discussion but no one else was in on it. This led to a lot of friction and frustration in March / April for us.
If you're used to being able to just tap people on the shoulder and get a group of people looking at something, you can still do that, just get everyone on a call. Working remote, those "collaboration" sessions start to look more like "interruptions", for better or worse. If your team doesn't have more robust communications strategies than being in earshot of each other, it's going to show.
Unfortunately I think that it is also a symptom of poor adaptation to the supposed pandemic, just as much as it is uncertainty for how long this will go on that keeps people and organizations from rebuilding and reorganizing to permanently/temporarily adapt to the current situation. Humans do not do well under perpetual states of uncertainty, no marginally advanced life form really does. Every life form wants and needs predictability, certainty, and habits/patterns. Patterns are the core of life, as they are to the technology sector.
Most people were told we need to "flatten the curve" for two or so weeks and therefore we need to take emergency and short term measures. That was now going on 5 months ago, and without any kind of definitive event horizon for when everyone can "go back to the office".
We hear anything from "we will reassess in two weeks" … every two weeks … to "not until a vaccine is discovered" … which could literally be never, and everything in between. Just alone that ambiguity and uncertainty is causing stress and anxiety because people cannot even plan for their children's education schedule. People are still often operating as if it's a short term emergency, while it is becoming ever more apparent that it may be a permanent shift in reality, especially as companies realize or are pressured to cut costs with remote work that cuts out overhead costs that can be translated into profits or at least revenues to offset the massive costs/losses.
Again, I find that the uncertainty and lack of commitment is a far more damaging situation that may also even lead to severe shake-ups as companies that did commit to remote work and reconsidered and reworked their whole structure to accommodate that, start gaining market share.
What a smart business would do is to commit to some long term schedule as some tech companies already have, e.g, no changes to remote work before the new year, so that people have some certainty, and they would also start investing and rethinking their processes to support remote work to accommodate the things you illustrate as challenges.
It's true that certain types of politicking are harder now, since you can't charm people in the kitchenette or over lunch. But setting meetings and making promises and aligning others' incentives in a way that benefits you is a lot easier in an environment that cuts the non-politicker off from, eg, seeing people walk out of a meeting room and checking their calendars to see what they were meeting about.
I am a tech worker in a highly bureaucratic and "political" type of company (finance). No wonder the "management" has been pushing the return to office so hard - they need the "face time" with their bosses.
There's a valid argument in the annoyance of audio latency for this making it not as efficient as physical presence but it's still a very workable solution and gets most of the way there.
why not?
My previous team was distributed across three sites with some people WFH and it worked really well.
Admittedly the people WFH, myself included, had a home office (i.e. a dedicated room for work), the lack of which, I guess, is the main reason for a lot of people not enjoying WFH, that and the children running around :)
Even without those issues WFH requires a lot of self-discipline to create and stick to a routine. That suits some people but a lot of people need and value the external factors of a commute and office to enforce routine.