  While distributed workers rely on scheduled meetings for coordination and
collaboration, these meetings can also challenge their ability to focus.
Protecting worker focus has been addressed from a technical perspective, but
companies are now attempting organizational interventions, such as meeting-free
weeks. Recognizing distributed collaboration as a sociotechnical challenge, we
first present an interview study with distributed workers participating in
meeting-free weeks at an enterprise software company. We identify three
orientations workers exhibit during these weeks: Focus, Collaborative, and
Time-Bound, each with varying levels and use of unstructured time. These
different orientations result in challenges in attention negotiation, which may
be suited for technical interventions. This motivated a follow-up study
investigating attention negotiation and the compensating mechanisms workers
developed during meeting-free weeks. Our framework identified tensions between
the attention-getting and attention-delegation strategies. We extend past work
to show how workers adapt their virtual collaboration mechanisms in response to
organizational interventions
