A large proportion of the workforce is stressed and anxious about returning to work in person and adjusting to the frequent changes in policy that organizations are making in response to the latest CDC guidelines. All of this has resulted in what’s now a chronic VUCA situation (volatility, uncertainty, complexity, and ambiguity). How can we move from VUCA to what Bill George of Harvard Business School referred to as VUCA 2.0 (vision, understanding, courage, and adaptability)? The CARE model provides a pathway to developing greater insight into the challenges we face, the risks they pose to our mental health, and potential solutions that can help us navigate the ongoing and evolving pandemic.

Change: Whether change is positive (such as a job promotion) or negative (such as a problematic increase in workload), it induces substantial stress associated with physical, cognitive, and emotional adjustments. The amygdala (the brain’s almond-shaped fear center) fires rapidly, stress hormones circulate throughout the body, and the fight-or-flight response prepares us to protect ourselves against perceived dangers. But these reactions also interfere with clear-headed, long-term thinking. If these changes persist for too long, they can result in burnout which is characterized by exhaustion, negative thinking, and even cynicism or hopelessness about our jobs. Counterproductive behaviors and psychiatric conditions (such as depression, anxiety, eating disorder, or substance abuse) may follow. We all need to be aware and mindful that substantial life change — again, whether positive or negative — is a serious risk factor.

Anticipate: Under conditions of change and uncertainty, anticipating potential pitfalls and dangers is critical. Self-reflection can help us to identify what each of our potential paths toward physical and mental decline may be. Some of the most common warning signs are sad mood, loss of interest in previously pleasurable activities, anxiety or panic attacks, irritability and anger, sleep disturbance, changes in appetite and eating patterns, low energy and fatigue, decreased attention and concentration, physical symptoms (such as headache and gastrointestinal distress), and increased alcohol or substance use. Regardless of gender, we are all at risk of any of these symptoms. But epidemiological research has revealed higher risk of some of these problems depending on one’s gender. For example, women are at 70% higher risk of an anxiety disorder and 50% more likely to miss days of work. Meanwhile, men are more than twice as likely to engage in substance abuse and are also substantially more likely to engage in impulsive or antisocial behavior. It’s essential for all of us to think about our past patterns of responding to change and stress, in order to eliminate or mitigate symptoms that may emerge under conditions of VUCA.

Resilience: Self-awareness of our personal risk factors allows us to adapt (and even potentially thrive) when faced with acute and chronic stress. When the amygdala is in overdrive and fight-or-flight kicks in, it’s all too easy to forget that we still have personal choice and a capacity to be resilient. Mindset is paramount: we need to remind ourselves of the reality that we still have more control of our destiny than we might realize. With this positive mindset, we position ourselves to take behavioral steps toward adaptation. The most important first step is to proactively establish a “behavioral schedule” that includes a regular sleep pattern, exercise, nutrition, mental downtime from work, and engagement in previously enjoyable activities (even if you don’t feel like it at first!), and reaching out to others for support. Deepening social connections to friends and family is key. In more tenuous situations, reaching out to a mental health professional for counseling and/or medication might be helpful as well. Resilience is a personal choice we can make if we embrace the mindset of choice and autonomy whether we are feeling well or not.

Evolve: Resilience is about responding well to changes over which we have little or no control. We can also develop the mindset that unforeseen changes present an opportunity to evolve toward something better. There are steps we can take to “turn lemons into lemonade” and move toward a state of flourishing — not just coping. The path toward a healthier workplace and personal fulfillment in jobs runs through “psychological safety,” which is the hallmark of a workplace where people are free to speak freely about their ideas and experience (without fear of judgmental reactions or reprisal). We all can take responsibility for expressing our concerns and ideas respectfully, and at the same time ensure the dignity of people with a different viewpoint. This depends on asking each other open-ended questions with a focus on learning rather than on imposing an agenda. The robust conversations that result can enhance engagement and a sense of “buy in,” even if colleagues or the organization decide to move in a direction we don’t fully agree with. Additionally, we can leverage skills and lessons learned resulting from pandemic challenges to reinforce our commitment to mental well-being and continuous development of a more collaborative, cohesive workplace.

Regardless of our job role, we have the personal capacity to walk through the CARE process for ourselves and also contribute to a psychologically safe work environment. In doing so, we can improve the performance of the company and promote our colleagues’ mental health at the same time. With chronic VUCA amid what still seems like a never-ending pandemic, the CARE approach can help us navigate well for the sake of ourselves and those around us.

But in addition to these health benefits, research shows that walking meetings might enhance brainstorming, creativity, and productivity. A particularly remarkable 2014 study published by Marily Oppezzo and Daniel L Schwartz revealed that 81% of participants scored higher on a test of creative thinking when they were walking (in comparison to when they were seated). The article, entitled Give Your Ideas Some Legs: The Positive Effect of Walking on Creative Thinking, noted that walking increases the “free flow of ideas” and is “a simple and robust solution to the goals of increasing creativity and increasing physical activity.”

The research for walking meetings is not all positive, however. The same study found that for meetings where consensus building, problem solving, and decision making were essential, face-to-face meetings are preferable. In other words, it’s best to be seated face-to-face when convergent thinking is warranted (with meeting participants aiming to coalesce around a point-of-view and action steps). We should be mindful of the agenda for a meeting when deciding how to conduct it. Walking meetings, the research suggests, are best suited to meetings in which brainstorming, innovation, and divergent thinking are the key goals.

Of course, walking meetings should be consensual and no one should feel forced to do it. Some people may have physical limitations that preclude this option. Sometimes the weather won’t cooperate. In some work locales during certain times of day, there might not be a suitable place near the office to walk and talk at the same time. Crowded sidewalks in noisy downtown areas, or the absence of sidewalks in office parks along highways, can create barriers. But with some open-minded thinking and flexibility, most workers can find time and ways to do walking meetings on a fairly regular basis. It’s best to prepare for the meeting (review any necessary documents in advance); keep the group small (no more than two or three people); and use a recording app on a smart phone to capture the discussion, or jot down notes immediately afterward.

How do these considerations play out in the new era of COVID-19, with viral transmission risks and social distancing requirements? There are no empirical data yet on the pros and cons of walking meetings in the current situation. But there are some reasonable hypotheses and considerations we might begin to entertain on the topic.

There are two types of walking meetings in the COVID-19 era: in-person and remote. For the former, appropriate social distancing (and use of masks where required) is essential. An outside walking meeting could be an appealing, and possibly safer, alternative to having a face-to-face meeting inside. Some medical research suggests that the likelihood of coronavirus transmission is higher in enclosed, poorly ventilated indoor settings than it is outside. For those of us eager to talk with a colleague in person rather than by phone or video conference, a walking meeting might be a serious consideration.

Walking meetings also can be done remotely under carefully planned circumstances. Whether holding a smartphone to one’s ear or using Bluetooth-enabled AirPods, we can walk significant distances while also having effective conversations. One or both people, of course, can be ambulating during the meeting. It’s most considerate to let the other person know at the outset whether you’re walking or seated.

With remote walking meetings, it’s best to find a quiet route and avoid roads where sirens, motorcycles, or other loud sources of noise might cause distractions. Alternatively, you may choose to walk together remotely using a treadmill and video chat. This type of meeting is best reserved for colleagues or clients whom you know well, rather than with people whom you’re just getting to know or to whom you are offering a new service. It’s important to remember that the empirical evidence suggests that walking meetings are best for brainstorming sessions, and not advantageous when the aim is to converge on solving a specific problem and making a major decision.

The sea of change wrought by COVID-19 creates great opportunities for us to rethink how we work and relate to others. The nature of work meetings has been upended, with tens of millions of workers in the United States now interacting with colleagues and clients via a computer screen or a smartphone. For certain types of work-related communication, a walking meeting might be ideal. When planned and executed thoughtfully, walking meetings afford us a chance for healthy exercise at the same time that we get to think, talk, and create with colleagues. Employers and organizational leaders should consider proactively encouraging walking meetings under specified circumstances.