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