As leaders grapple with how to return their teams to the office, they face an additional challenge when discussing hybridity: What they think is a single discussion is in fact three different discussions in disguise, each with different objectives. It’s a bit like trying to declare a winner among three teams that are each playing a different sport. In this case, the three conversations are about productivity, staffing, and culture, and each has its own objectives, arguments, and proponents. The author breaks down these three conversations and provides steps for how to navigate them.