THE FUTURE OF THE FUTURE
1
wor kp l ace
VA LE R IO
/
D E WA LT
/
TR AIN
/
ASSO CIATES
THE FUTURE OF THE FUTURE
wor kp l ace
a nchorin g t he
c lou d VA LE R IO
/
D E WA LT
/
TR AIN
/
ASSO CIATES
TABLE OF CONTENTS
1 2 3 4
CONTENT OVERVIEW
01
foreword interview executive summary the changing culture
02 04 06 08
DESIGNED ENVIRONMENT
18
technology workplace
20 24
INTERACTIVE SYSTEMS
40
individual group organization
42 50 58
THE FUTURE WORKPLACE
74
individual community interstitial
76 82 92
case studies resources
100 138
“
A funny thing happened while w grindstone: the world changed.. the person with a different kind of mind
we were pressing our noses to the e future belongs to a different kind of d. Dan Pink
CONTENT OVERVIEW
1 Understanding trends is the first step in designing for the future. Often times patterns of change can be assessed and utilized to more accurately predict where an industry, organization, or culture is headed. In architecture, this process is no different; research of the efficacy of current designs, combined with past successes and failures is used to build a foundation on which strong and effective design can flourish. CONTENT OVERVIEW is a mapping of trends that have been proliferated and refined over the past century of knowledge work. The aim is to gain a basis whereby designing the future workplace is founded on clear goals and ideals of the architect, client, and ultimately the user. With the complexity of the tangible environment increasing as new technologies and economic adjustments take place, it is important for architects and designers to more readily rely on sources outside the realm of common architectural practice. By utilizing these alternative sources to gain insight into the many pieces now involved, designs will tend towards stronger and richer experiences for the cultural participants for which they are designed. One of the main sources of information regarding the relationship of the human mind and its response to beauty, form, and function was found in interviewing one of the top neuroscientists in the country.
content overview
0 1
FOREWARD
MAIN SOURCES :
VALERIO / DEWALT / TRAIN / ASSOCIATES
RESEARCH OF THE FUTURE The importance of research in architecture is becoming more and more clear in an age that finds technology and culture changing at an exponential pace. The proliferation of knowledge and the ability for companies and organizations to take advantage of a more readily available global market has created a need for design to be based in strong research. Research will lend to a better understanding of human interaction and psychology in order to meet the demands of this ever-changing cultural climate. Architectural designers will be pressed beyond mere aesthetic appeal to find a basis for design that is rooted in a knowledge of effective practice. This transition builds a strong foundation on which architectural design can blossom. Anchoring the Cloud is the first of a four-part research project designed to look at current trends and predictions to create a foundation of information that can be utilized in current and future design. This work, a collaboration between the University of Wisconsin Milwaukee’s School of Architecture and Urban Planning and Valerio Dewalt Train Associates looks to expand the grasp of this changing design challenge by spearheading this multi-year effort to compile research in a wide range of areas. To more fully grasp an understanding of the volatility of our current cultural economies, Anchoring the Cloud seeks to decipher and define the current trends based in an understanding of the evolution of the knowledge worker through the last half-century. Culture has, and will continue to be driven by economic and technological progress; many of these changes manifest in the workplace, or as a direct result of it. Setting workplace research as the foundation for the remianing publications allows for a progressive building of ideas that maps first the entity by which the upcoming parts of The Future of the Future are founded and evolve. Following Anchoring the Cloud will be a study on The Future of Education which will be a deep-dive into understanding new processes and spaces by which knowledge workers will gain the knowledge necessary to be competitive. Returning then to a more economicallydriven topic in The Future of Pleasure and ultimately ending with The Future of Urban Living as a return to the space that once contained all the necessary economic and family drivers. The information found in these publications aims to more closely align the ideals and needs of VDTA’s current and future clients with their approach to design.
content overview
0 2 0 3
INTERVIEW
“
Our goal has been to understand the neuronal structures and events that underlie visual perceptual experience and its contributions to knowledge, behavior and consciousness.” DR. THOMAS ALBRIGHT
MAIN SOURCES :
PROFESSOR AND DIRECTOR VISION CENTER LABORATORY CONRAD T. PREBYS CHAIR IN VISION RESEARCH
DR. THOMAS ALBRIGHT
THE SCIENCE OF ARCHITECTURE The visual sensory process has always had a key role in the processes of both human development and life. The most vital areas of a person’s survival have always had a direct correspondence with vision. As we evolved, the key functions of both finding mates, and the habitat that we choose have been dictated mainly by this sole sensory function. Due to a strong dependence on vision for our survival, beauty has become genetically ingrained in our being. Whether for purposes of survival or pleasure, there are certain traits that every human, no matter their location around the globe, cultural upbringing, or current situation will find beautiful or aesthetically pleasing. Many of these traits neuroscience has proven tried and true; through the utilization of this research, and an understanding of ways to decode the vocabulary in order to bridge the gap between neuroscience and architecture, we can create a more effective, comfortable, and pleasing built environment. Through recent years, it has been proven time and again that the crossfertilization of different disciplines can only lead to a wider range, if not more effective outcome of results. The discussion which has been occurring between architects and neuroscientists has had a historical impact on the design of our built environment, but is now beginning to take hold as a true system by which we can increase the capacity and quality of our designed spaces and buildings. Research done by the Academy of Neuroscience for Architecture (ANFA), and their fellowship with architects is a firm beginning for the collaboration between these two drastically varied, but very related fields. Recent discovery tells that the gradual change of a system, like the cables of a suspension bridge, or the veins in a leaf, along with other small changes that occur in the process of creating a single large alteration are proven to be found as appealing and relaxing. On the other hand, memory stimulation and facilitation is brought on by more “shocking” environments. This is just one example of how individuals like Tom, and their involvement with neurological sciences have directly enhanced the way that we think about, and design architecture. Ties of this sort exist in all areas related to human biological responses, and through their research and understanding, a better designed environment can be created.
content overview
0 4 0 5
EXECUTIVE SUMMARY
2013 EVAN BARTLETT + ZACH REISER
THE FUTURE OF WORKPLACE
The beginning phase of this multi-year research project is aimed at developing a well-informed view of the future of work whereby principles of design can be synthesized and implemented in workplaces of the future. The understanding of what workplace is now, and how it will be moving forward, requires an analysis of where culture has been.
Cultural transformations due to technological shifts and invention have driven the redefinition of how and where work is done. As workplace design progresses, the ability to choose where, when, and how work happens is becoming the focal point of the workplace discussion. The defining of tangible locations connected by cloud technologies becomes the basis for the research within this book. The TANGIBLE ENVIRONMENT deals with the workplace as a location and enabler delving into strategies about forward thinking in order to maximize technological benefits. INTERACTIVE SYSTEMS examines the human side of business; the increasing concern with both organizational structure, and the individual knowledge worker, who is more important than ever, is having major implications on the way organizations are run. Work styles, needs of diverse workers, and the necessary arrangements to create efficiency for individual organizations are established as they vary between types. The information from these intensive studies is compiled in THE WORKPLACE OF THE FUTURE in order to create a design guide which may be used to maximize the effective creation of a variety of worktype environments. In a world that is continually changing at an exponential rate, it is important to understand the evolving climate of values and ideals of modern workplace culture. ANCHORING THE CLOUD is a look into the near future to ascertain the leading trends in technology, as well as workplace psychology. With much emphasis on the mobility offered by “cloud� services, it is crucial that designers grasp the potential and by it envision spaces that capitalize on and efficiently develop effective architectural solutions. The hope is that by better understanding the people that will inhabit architectural spaces, the better we can design the anchor that will best capture their ideals and needs.
content overview
0 6 0 7
THE CHANGING CULTURE living ed u ca t i on en ter ta i n m en t em p loy m en t
INDUSTRIAL REVOLUTION Separation of the home structure into three common ‘places’ FIRST - the living place 1st PL ACE
3 rd P LAC E
SECOND - the working place THIRD - the community place
2 n d P LAC E
WORLD WAR II Hierarchy built in a top-down fashion with ranks attributed to seniority and promotion Workplace structures adopted this top-down approach The common worker is defined as a commodity
CONCEPTUAL AGE The age of the knowledge worker in a post-information age Workers are concerned with their place in the order of the work being complete Hierarchy is much flatter and designed to promote proliferation of creativity and collaboration
SEPARATION OF HOME Before the Industrial Revolution, the home was the center of activity in the community. It was a multi-faceted concoction of all of the necessities of the culture at the time. As a part of a strong network of similarly structured homes, families were able to be self-sufficient in many of the tasks that those in modern culture look to others to provide. Until industrialization occured, the home was the center of living, education, entertainment, and employment. In the time before mass industry the construct of the economy was built on a web of closely networked urban dwellings. Each dwelling was a center of commerce and culture all of its own. The education of children and other members happened while a trade was taught and commercialized. The harmony of the four parts of The Future of the Future were present and thriving. Each dwelling was an integral piece of a larger community network of dwellings all spurred on by their mutual economic and familial success. The Industrial Revolution, while incredible in its own right, was quite detrimental to this network of urban dwellers. As industry boomed and inventions in technologies were skyrocketing, the wholistic approach to urban living was left to fend for itself in an economic model that was fast leaving it behind. With its advances, the Industrial Revolution brought extreme separation to the four pillars of pre-industrial urban living and by this separation created a need for an infrastructure of three different types of places: home, work, and community: first, second, and third places. As workplace is the focus of this publication, the second place went through a series of dramatic shifts from artisan style urban economics that required mastery of skills, to assembly line work, and finally to knowledge work. The landscape of the workplace has evolved quite dramatically as each new phase of economy and technology have warranted. After World War II, the hierarchy within the workplace, as far as knowledge work was concerned, assimilated and mimicked closely the hierarchical structure used by the military. This hierarchy, structured in a top-down manner strained the knowledge worker who was in essence commoditized to optimize for efficiency and efficacy while paying little attention to personal well-being. Now entering what is referred as the Conceptual Age, the knowledge worker is taking control of personal well-being and demanding once more to have a purpose, to be more than just a cog.
content overview
0 8 0 9
THE CHANGING CULTURE
REJECTING SILOS With the Conceptual Age in full swing, the map of the hierarchy within the world of the knowledge worker is beginning to resemble a much more complex system. While the Information Age brought knowledge to the world in easily digestible ways by utilizing faster and more efficient technologies and methods, the Conceptual Age as referenced by Dan Pink in his book A Whole New Mind, is producing a new knowledge worker more interested in collaboration and contribution. The ideals of the modern knowledge worker revolve around MASTERY of skill, AUTONOMY in work, and having a sense of PURPOSE as being a part of something larger than themselves. There is a current push to redefine the structure that is found in typical office space. The idea that workers from one discipline can operate independent of the other disciplines is a thing of the past. Pink attributes the “rise of the right-brained� to three major ideas.
ECONOMIC SHIFT : INFORMATION TO CREATIVE There is a shift in how business is accomplished in that during the Information Age the primary driver for economic growth was reliance on left-brain knowledge worker thinking. Now the primary driver is shifting to a right-brain creative/empathic worker type of thinking; the left-brain work still exists, but serves in a secondary capacity.
AUTOMATION, ASIA, ABUNDANCE The current economic shift is due to the automation of many intricate processes that are being taken over by computers and other automated machinery. The shift is also due to cheaper cost of analytical work being done overseas in Asia people living below the poverty line in the US are often considered middle class in many Asian economies. The abundance of products shifts the focus from an economy based on quantity to an economy based on qualtiy.
AUTONOMY, MASTERY, PURPOSE The creative worker is not motivated by money as one might think. The motivation lies in freedom to work under their own rules, the mastery of skills, and services that serve a larger purpose and ideal.
content overview
1 0 1 1
THE CHANGING CULTURE The challenge of the past century of work has been attempting to keep a pulse on the trends on an extremely fast changing economy, while balancing the human factor within the equation. Beginning with the knowledge work as performed following the Industrial Revolution, there has been an oscillation in workspace layout that has been attempting to resolve the needs of users and stimulate success of the organization in which these exist. The open-plan, bullpen style layout was the first attempt to accommodate businesses employing knowledge workers. This was deemed inefficient due to an inability to control sound, and a general lack of privacy. The adjustment towards a more private, controlled environment found life in the Action Office, which gave more privacy, but devolved to cubicle farms and the infamous Dilbert Cubicle. The knowledge worker was commoditized and false knowledge told that the more cubicles an organization could squeeze into a layout, the more profitable it would be. With the proliferation of the internet and information exchange, the detrimental cubicle is quickly becoming a thing of the past. The next shift has occurred. A more open office once again has become the lauded ideal with a strong emphasis on harnessing shared knowledge and the synthesis of many minds. As the internet matures and knowledge continues to be shared more efficiently through various technologies, organizations are focused on getting the most out of knowledge workers who are unwilling to be pressed into molds that have long been proven ineffective and detrimental to health and well-being.
THE DISTRIBUTED WORKFORCE
When attempting to predict what the future of the workplace will be, it is important to understand current trends. With the continuing technological advances, the trend toward a distributed workforce seems most likely. With an anchor location still necessary, the ability for work to be done in various locations without constraints is fast becoming reality. The current needs for knowledge work to be completed have dwindled to as little as a work surface, laptop, and cell phone. Armed with these tools, work can seemingly be completed
whenever and wherever one so desires. The landscape of the workplace becomes a distribution of knowledge, based in spaces chosen by the knowledge worker themselves. Companies have begun to understand this trend and have subsequently capitalized on it by considering the financial, recruitment, and retention impacts of allowing work to be performed is various locations and at various times. The knowledge worker is responding with more effective and creative work output which ultimately helps companies
content overview
1 2 1 3
THE CHANGING CULTURE
MAIN SOURCES :
ANCHORING THE CLOUD As the world changes and the economy drives innovation, the designer and architect is left with a daunting, but very achievable task. The knowledge worker is far more informed and willing to test the norms that were set up in a time when organizations held all the power. With a greater sense of empowerment and desire for personal ideals, self-aware knowledge workers know that they now hold the keys to successful organizations, businesses, and economies. Throughout history, architecture has been considered an anchor. In a constantly evolving society, architecture has been called upon to bring a sense of stability. Architecture has long been able to tell stories and reveal truths about the culture in which it is built. For the first time in history, the built environment is being questioned as to its efficacy and validity. In a society predicated on the notion that faster is better, the built world is becoming more fluid in the definition of various archetypes. As stated in the beginning of Changing Culture, pre-industrial economics were built on a network of work/live environments that were driven by their mutual success. The landscape of the modern economy seems to be trending towards a similar structure. As organizations embrace more distributed workflows based on technological viability and financial securities, the need for highly effective built spaces has never been so high. With organizations quickly harnessing the power of cloud computing, architects and designers must design to assimilate the new technologies as part of the overall design solution and strategy for the modern organization. Organizations are more readily understanding the effects of these technologies on their bottom line; for a designer to ignore the very thing modern society and economics is building upon, is to miss out on one of the greatest design challenges of modern times.
Anchoring the Cloud is a map to developing strategies by which designers might synthesize the advancing ideals and needs of organizations operating in the Conceptual Age. There is no room for fluff in the anchor. There is only high design based in understanding by researching the needs of the modern knowledge worker. As organizations distribute their workforce across first, second, and third places, it will be the anchor space that is designed to recruit, retain, and facilitate top knowledge worker talent.
content overview
1 4 1 5
“
Knowledge workers are tho responsibility for their work lives They do not take no for an answer.
ose people who have taken s. No one tells them what to do. They are self motivated. David Gurteen
DESIGNED ENVIRONMENT
2 Looking into patterns of emerging trends and discovered factors of the future office, work styles continue to change at a rate faster than ever, dramatically affecting both the technological and physical realm of work. These patterns begin with technology, which acts as both a driving force for the changes occurring in how work is done, and as an enabler of work styles never before possible. The technology of workplace consists of mobile and in-office factors, both of which are mandatory in the workplace of the future. Although technologies will enable a highly mobile workforce, the office will grow equally in importance. The in-office workspace which consists of both face-to-face, and heads-down work is an integral part of business; old styles of design which were mainly guess-based as to their effectiveness are now being phased out. With the proliferation of science and big data as drivers for office design, a highly effective, comfortable work environment can be created. The office itself has a key role in company business, and can be created to its fullest potential by understanding and designing for human biological and psychological conditions. Data provided by science and research influences the design of future offices in ranges from the type and quality of light, to the occupants control over space. The DESIGNED ENVIRONMENT exists as a confluence of the technologic workspace, and the tangible office. We remain biologically the same, but work in a dynamic technologic world; so must our designs for work adapt to constant changes, yet be rooted in scientific findings which support our human biology.
designed environment
1 8 1 9
“
TECHNOLOGY: CONNECTIVITY
1/3 of young professionals say that the internet is equally as important to life as water and air; 1/2 say its close.” - Cisco Connected World Technology Report
“Cisco Connected World Technology Report (CCWTR.” Cisco Connected World Technology Report (CCWTR). Cisco
MAIN SOURCES :
Systems, Inc., 21 Sept. 2011. Web. 31 June 2013.
“The Health-Positive Office: The Revitalizing Effect of Ergonomic Tools and Training.” The Health-Positive Office –
Research – Herman Miller. Herman Miller, Inc., 2012. Web. 31 July 2013.
360 How the Workplace Can Improve Collaboration. Rep. Steelcase, June 2010. Web.
KEY FACTS + STATISTICS • 2/3 of young professionals prefer the internet over a car • 1/3 of young professionals say the internet is as important as food, water and air • 2/3 of Gen-Y say that their mobile device is the most important technology in their lives • 90% of college students use the internet as their main source of information o 4% use the newspaper o 6% use the television • 9/10 young professionals have a Facebook account • 7/10 young professionals “friend” their managers on Facebook • 56% of interviewees will not accept a job if social media is banned • 1/3 of hires prefer social media freedom, device flexibility, and mobility more than salary • 4/5 of college students would prefer to work off of a device of their choosing • 1/3 employees use at least 3 devices while at work • 68% of employees, think that corporate devices should be available for personal use as well • 63% of employees desire access to work from home computers, and 51% want access via mobile devices • In 2010, 60% of workers at all ages believed it was unnecessary to be in an office. By 2011, that number rose to 69%
SUMMARY The desire for mobility is ever increasing in today’s and future economies. While a lack of mobile technology hinders companies, the acceptance and utilization of mobility enabling technology allows for a productive, enhancing workspace, even while outside of the office.
Cloud services have revolutionized the way we do business, with the ever increasing security and capabilities of cloud sharing devices, the era of in-office necessity is coming to an end. Many companies already offer mobile working arrangements, more are beginning to employ these ideas, and those that aren’t have and will continue to see a loss in talent and effectiveness. The internet has enabled almost every employee to be a skill worker to some degree, while robotics have also furthered the gap between the past and future use of skill-work. Knowledge workers (creative employees, and those who think/solve for a living) will continue to grow in workplace importance. Today’s knowledge workers are more attached to technology than ever; with the use of social media, collaboration driven sharing services, and mobile hardware, it is possible to enable effective out-of-office work, while still connecting an employee to their co-workers. Knowledge work does not always require that a person be at a specific place at a time, it is much more important that wherever they are, their brain is working at its fullest potential. Outdated, clunky, restrictive software and policies cause two main problems for business. The first is created when the knowledge worker has to work to overcome the hurdles created by technology, rather than enabled by a well thought-out system. The second (and possibly more major) problem is that the knowledge worker in their nature will think; they realize their capabilities, and the commodity that exists for what it is they do. Younger generations do not find incentive in “working up the ladder”, they will happily leave a company for a better working environment if dissatisfied. In order to maximize on talent obtained, mobile technologies must be employed which allow the employee to work elsewhere, both if necessary, and if desired. The office-space should thought of as an enabler for creative, collaborative, effective work. Most companies want their employees in the office, the key to doing so is not in a stringent, outdated strategy, but in making the office as effective and comfortable as possible. designed
environment
2 0 2 1
“
TECHNOLOGY : OFFICE
Technology is king when it comes to a highly enabling workspace.
KEY FACTS + STATISTICS • Spaces with easy projection, and teleconferencing will be used almost constantly • WiFi is mandatory to enable flexibility in the office; removing as many tethers as possible will allow workers to fluctuate where they work depending on the task at hand • Wireless infrastructures should support denser than normal population; the regular number of points of access should be 5 times that of old-style workspaces (this cost should be negated by up to a 60% reduction in wired jacks and cable costs)• Some workspaces (private and conference) should still have available wired jacks for the highest speed connectivity • Outlets and plugs are mandatory if a space is to be used for work or collaboration, technology is constantly of use, even in hands on work, and needs to be easily supported
“Cisco Connected World Technology Report (CCWTR.” Cisco Connected World Technology Report (CCWTR). Cisco
MAIN SOURCES :
Systems, Inc., 21 Sept. 2011. Web. 31 June 2013.
“The Health-Positive Office: The Revitalizing Effect of Ergonomic Tools and Training.” The Health-Positive Office –
Research – Herman Miller. Herman Miller, Inc., 2012. Web. 31 July 2013.
360 How the Workplace Can Improve Collaboration. Rep. Steelcase, June 2010. Web.
• “Working spaces” should be everywhere, whether they are blank walls for post-its, pin up walls, whiteboards, chalkboards, or glass walls; there should be abundant space for working hands on; when these spaces are within clear view, improved intergroup collaboration will occur, and interpersonal connections will be enhanced and created • Cameras near whiteboards for ease of sharing information are important, they save time, and assist with the sharing of ideas • Collaboration is iterative and mostly informal, the most effective form of collaboration happens as an intertwining of face-to-face and virtual interactions • Collaboration is not a single interaction, destination, or planned event; collaboration is a constant theme which permeates throughout the entire workday; all spaces should be designed for collaboration, even if mostly used as individual workstations • Simultaneous information projection should be displayed constantly to keep all employees up to speed (in projects including and outside of their own) • Although collaboration is spread throughout, space for private, heads down work is critical for productivity; whether enabled by technology, design, or adaptability, privacy in the workspace needs to be accommodated • Individual workspaces should be created via “docking stations” which should include a separate keyboard, mouse, and monitor (if in quiet secluded space, telephone included) • In larger mobile workspaces, employee locators or workspace messaging are important to reduce difficulty in locating coworkers
SUMMARY Technology within the office is a major reason that knowledge workers are going in to work. The provision of effective technologies within the work environment are mandatory to good work, employee involvement, and when up to date, can enable a worker far more than any other strategies within design.
Working within the office is done for the cross-fertilization that happens between groups and co-workers; in a working culture that is highly mobile, the collaboration of the workspace must be highly effective in order to draw employees to the office. Many technologies exist that can improve or assist with both collaborative and individual work; ranging from simple moves such as whiteboards and chalkboards to high tech solutions involving white noise and touchscreens. WiFi is mandatory in high strength throughout the entire workspace, office workers will change location frequently, and with fewer cords and plugs required, the transition becomes much easier. Outlets are still required for powering of technologies. Screens should be of high availability in order to project (rather than projectors), while videoconferencing and high quality microphones are necessary in areas that may be used for online collaboration and meetings. The technologies of space are important to all working environments; whether group or individual based, the lack of technology creates “dead space” which becomes of use only as a last resort, rather than as a desired workspace. For creative, problem solving, and group based work, writable vertical surfaces are a cheap and extremely effective way to enable work. Dry erase boards, paint, and glass panels can all be used to create working surfaces on walls. These vertical work facilitators should exist in closed rooms (both conference and concentration), in hallways and interstitial spaces, and near work stations (both large open walls and separating panels between desks are effective places to locate whiteboards). Desk height is of major importance as a technology enabler in the workplace. With the use of multiple types of seating, each must have a desk system designed specifically for it. The lack or improper height of work-desks can lead to unused space, especially with the rise of the laptop as a main working tool in the future office.
designed environment
2 2 2 3
WORKPLACE : MOVEMENT
Major circulation, and destinations should be focal points throughout the office; a higher level of visibility creates more opportunites for both chance encounters and two minute meetings.
“The Health-Positive Office: The Revitalizing Effect of Ergonomic Tools and Training.” The Health-Positive Office –
MAIN SOURCES :
Research – Herman Miller. Herman Miller, Inc., 2012. Web. 31 July 2013.
“Evolv Q3 Workforce Performance Report.” Evolv: How Big Data Shapes the Workforce. Evolv, July 2013. Web. 25 July 2013. 360 How the Workplace Can Improve Collaboration. Rep. Steelcase, June 2010. Web.
KEY FACTS + STATISTICS
SUMMARY
• Bicycle storage requires little space but can enhance a companies culture and benefit employee wellness
Movement to, from, and within the office are extremely important to creating a comfortable, and friendly atmosphere. The sharing culture, ability to walk to work, and local destinations around office hours all lead to a more enjoyable workplace for the employee. Bike storage, ride-sharing, and other transportation techniques help to distinguishes companies as both environmentally friendly, and show their dedication to employee health.
• Major circulation, and destinations should be focal points throughout the office; a higher level of visibility creates more opportunities for both chance encounters and “two-minute meetings”. This will enhance flexibility, and enforce walking in the office. • Stairs should be highly visible, at a central space within the office. The stair should be wide enough for groups to walk together, and for passing in opposite directions without interruption. Focus on stairs as a central point for meeting and travel between adjacent floors; elevators kill conversation, place the stairs so they become the major method of transportation. The stair should be integrated into the principle areas of orientation and travel within the building. • Building functions should be located in order to encourage brief bouts of walking to create “water cooler” effects at all commonly used amenities. These amenities along with major spaces should be organized a pleasant walking distance away from work spaces in order to optimize functional distance (opportunity for unplanned encounter) and encourage routine travel breaks for workers. • When a stair is out of view, or over 25 feet away from the entrance, the chances of its use are dramatically decreased. • Provide for high levels of visual appeal along paths of travel; the paths of travel are not just circulation. Use views such as natural and designed landscapes, other people, and activities along with daylight and supportive infrastructure along paths of travel in order to enable and support the use of interstitial spaces as a workspace themselves.
Employee health is greatly increased within the office by the use of stairs; the stair also possesses an less known effect which is greatly under used. Well lit stairs, in close proximity to starting points (entries, workstations, etc.) which are of a width for ease of walking side by side, will both get much more use, and will create an ideal location for quick meetings, accidental run-ins, and other moments of collaboration. While elevators cost both energy and money, negatively affect employee health, and hinder interpersonal connection, a well lit stair will complement all of these areas. Effective use of stairs, along with transparent circulation, with small stopping points along zones of collaboration will increase the quality and working environment within an office greatly.
• Employees who live 0-5 miles from work stay 20% longer on average while the median ability to walk to nearby restaurants, stores, parks, and other amenities helps to retain employees 58% longer than those with worst opportunity for walking (affecting numbers of both fired, and quit) • Amenities should be organized a pleasant walking distance away from the workspace in order to increase opportunity for chance encounters
designed environment
2 4 2 5
WORKPLACE : VIEWS
Positive effects from highly available, high quality views include cascading positive effects in improved morale, commitment, sense of belonging, and improved health at all levels of the company. Hobstetter, David. “Market Insight: Guest Articles Daylighting and Productivity: A Study of the Effects of the Indoor
MAIN SOURCES :
Environment on Human Function.” Guest Articles: Daylighting and Productivity: A Study of the Effects of the
Indoor Environment on Human Function—David Hobstetter. Mihalovich Partners and The Space Place, Mar.
2007. Web.
Heerwagen, Judith H., Ph.D. “DESIGN, PRODUCTIVITY AND WELL BEING: What Are the Links?” Green Plants for Green
Buildings. J.H. Heerwagen & Associates, Inc., Mar. 1998. Web.
“Trend or Trajectory? Is Sustainability Here to Stay?” 360 The Magazine of Workplace Research, Insight , and Trends
Issue 58. Steelcase, n.d. Web.
KEY FACTS + STATISTICS
SUMMARY
• The CEC’s 2003 study of workers in the Sacramento Municipal Utility District’s customer service call center found that having a better view out of a window was consistently associated with better overall worker performance: workers were found to process calls 7% to 12% faster when they had the best possible view, versus those with no view.
Workplace views are an important consideration in the design of offices, and the outcome for both employee and employer when views are available plays an important role in both employee satisfaction, task speed, and performance. Positive views help with concentration; rather than long term breaks, short glances out of a window can help to balance the problems created by staring at the same focal distance for extended amounts of time.
• Those workers with better views additionally reported better health conditions and sense of well being, while reports of increased fatigue were most strongly associated with those who lacked a view. • Another recent study showed that computer programmers with views spent 15% more time on their primary task, while equivalent workers without views spent 15% more time talking on the phone or to one another. • In order to optimize collaboration both between persons, and groups, openness must be used to optimize both exterior views, interior views, and transitional views between work environments across the space • Having a variety of viewable distances is important from all areas of the office in order to benefit both optical and mental health of employees • Prime real estate for views should be used for community/collaboration spaces, do not block views or use prime window space for offices; with low/translucent walls near the prime views, light and the positive effects will be accessible to all employees rather than a select few. • Use views to enhance collaboration; some spaces will be acoustically silent but will still be visibly accessible to the rest of the office
Along with shorter resting periods, visual and mental health are both positively influenced by the presence of views. Fatigue is a major problem in most workplaces, however views can help to reduce the problematic affects. Along with decreased fatigue, eye strain, morale, and overall health are positively influenced by providing views of nature for employees. Views out of windows assist with employee health and productivity, however interior views are also important to an effective workplace. Openness, and visual access to other employees and office-spaces increases potential for collaboration. Visual access to workspaces assists with the cross-fertilizations between project teams, and departments, which leads to innovation, and improved employee involvement in the company.
• Workers who have window views of nature are less frustrated and more patient; they report more overall life satisfaction and better health than workers who do not have visual access to the outdoors, or whose view consisted of only built elements only.
designed environment
2 6 2 7
“
WORKPLACE : COLOR
Across six cultures... [there was a[ 77% overall agreement [in color theory], and over 90% in some places.” - Colr Psychology (the “colour affects” system)
Color has been an integral part of architecture for as long as buildings have been built, however only in recent years has it become entirely prevalent as an effective way for design to influence and affect the users of the space. Office design has specific goals which can be enforced spatially through color. Each of the four primary psychological colors have specific implicit meanings to humans, and need be considered during design; these four colors (red, blue, yellow, and green) can play a dramatic role in whether space is used effectively. Each of the four main colors have their own “personality” that benefit people in different ways. Stems from these four colors include seven more color variances, which all have their own implicit uses. Effective use of color can assist with emotional ranges between focus, creativity, relaxation, and high-energy.
Color effects users when used as a single type, however is usually encountered as a mix of multiples. When combined material, and varied finish colors can reach different outcomes in terms of the spatial distinction and effects. Single colors are effective at producing certain effects within the human psychology, however for more complex environments, combinations of multiple colors can be used. When choosing colors to combine, there should be consideration of the effects of both colors; while a correct color scheme can effectively enhance a space, incorrect or uninformed color combination can lead to an unappealing, or even illness inducing space. Color is intrinsically based within the human mind due to responses in the natural world (red raises heart rate, causing increased metabolism and energy), and through this understanding, and a short culture study, a well designed color environment can be created.
Arsenault, Peter J. “Color in the Built Environment: Past, Present, and Future.” Architectural Record (2010): n. pag.
MAIN SOURCES :
Architectural Record Continuing Education Center. McGraw Hill Financial and Glidden Professional, Oct.
2012. Web.
“Functional Color and Design in Education Environments.” Architectural Record (2013): n. pag. Architectural Record
Continuing Education Center. McGraw Hill Financial and Glidden Professional, June 2013. Web. June 2013.
Wright, Angela. Color Psychology (the “Colour Affects” System). Rep. OKI Printing Solutions,, 2004. Web. 2013.
RED : PHYSICAL
BLUE : INTELLECTUAL
Represents courage, strength, warmth, energy, survival, ‘fight or flight’, stimulation, excitement.
Represents intelligence, communication, trust, efficiency, serenity, duty, logic, coolness, reflection, calm.
Use in: active environments such as athletic and sport facilities, cosmetic areas, restaurant facilities, energetic atmospheres, factory and industrial areas, fast food environments, office areas, passageways and corridors, and physical therapy areas.
Use in: banks and financial institutions, conference rooms, detainment centers, law enforcement areas, library environments, meeting rooms, prison cell locations, private office areas, religious environments, stressful atmospheres, treatment rooms, and waiting areas.
• Captures Attention • Considered Passionate • Stimulates Appetite • Creates Vitality • Encourages Movement • Suggests Strength • Generates Excitement • Increases Pulse Rate • Prompts Action • Promotes Alertness
• Promotes Thoughtfulness • Provides Introspection • Combats Tension • Cultivates Conservatism • Offers Serenity • Calming Spirit • Provides Introspection • Soothing Nature • Supports Relaxation • Underscores Devotion
GREEN : BALANCE
YELLOW : EMOTIONAL
Represents harmony, balance, refreshment, universal love, rest, restoration, reassurance, environmental awareness, equilibrium, peace.
Represents optimism, confidence, self-esteem, extraversion, emotional strength, friendliness, creativity.
Use in: conference facilities, courtroom locations, environments that promote freedom, hospital operating areas, judgment environments, library facilities, private offices, study locations, theatre waiting areas, and thoughtful activity areas. It is also recognized as an industrial safety color, particularly for first aid in some settings. • Enhances Concentration • Facilitates Judgment • Nurtures Relaxation • Promotes Security • Suggests Healing • Renews Spirit • Provides Refreshing Atmosphere
Use in: athletic facilities, creative environments, educational areas, fast food locations, healthcare, public areas, office areas, recreation locations, and stairwell areas. • Conveys Lightness • Encourages Spontaneity • Expresses Caution • Indicates Innovation • Implies Free Spirit • Inspires Creativity • Offers Zest and Joyfulness • Radiates Warmth • Raises Alert Level
designed environment
2 8 2 9
WORKPLACE : COLOR SEVEN SPECTRAL PSYCHOLOGICAL COLORS “The principles have long been accepted; more recent work demonstrates that color perception and color preference are not a matter of response to one color in isolation, but to all the colors presented.” “Color is energy and the fact that it has a physical effect on us has been proved time and again in experiments – most notably when blind people were asked to identify colors with their fingertips and were all able to do so easily.” “Color is light, and spectral hues are its components. Scientifically, color is the principal cue to composition – i.e. the first thing we register when assessing anything; hence, a powerful communication tool. Therefore it is arguably the most critical element of design.”
VIOLET Represents spiritual awareness, containment, vision, luxury, authenticity, truth, quality. Use in: churches and places of worship, enchantment theme spaces, entertainment environments, festive areas, gift shop areas, lecture hall locations, lobby and entrance areas, magical environments, museum areas (non gallery), perfume and cosmetic sales areas, shopping centers, and spa facilities. • Allows Meditation • Contemplative Nature • Conveys Royal Essence • Expresses Mystery • Introspective Persona • Intuitive Understanding • Opulent Nature • Sensitive Character • Unique Quality • Whimsical Personality
GREY + COOL NEUTRALS
PINK
Represents psychological neutrality.
Represents physical tranquility, nurture, warmth, femininity, love, sexuality, survival of the species.
Use in: commercial facilities, entertainment complexes, factory and industrial areas, museum gallery environments, office complex facilities, recreational locations, shopping areas, and sport venues (with accent). • Implies Sophistication • Introspective Nature • Soothing Atmosphere • Subdues Emotional Response • Suggests Subtle Coolness
Use in: athletic facilities, creative environments, educational areas, fast food locations, healthcare, public areas, office areas, recreation locations, and stairwell areas. • Considered Tender • Conveys Delicate Disposition • Feminine Quality • Implies Innocence • Inspires Compassion • Nurtures Affection • Promotes Healthy Impression • Radiates Caring Attitude
BROWN + WARM NEUTRALS
ORANGE
Represents seriousness, warmth, Nature, earthiness, reliability, support.
Represents physical comfort, food, warmth, security, sensuality, passion, abundance, fun.
Use in: commercial facilities, an entertainment complex, factory and industrial areas, museum gallery environments, office complex facilities, recreation locations, shopping areas, and sports venues (with accent). • Comfortable Attitude • Conservative Nature • Implies Stability • Communicates Gracefulness • Promotes Secure Feeling • Suggests Subtle Warmth • Versatile Nature
Use in: active environments, areas incorporating fun, athletic and sports facilities, cosmetic areas, dancing establishments, dining areas and cafeterias (including restaurants/fast food facilities), energetic atmospheres, entertainment areas, healthcare environments, high energy areas, industrial safety/ hazard areas, office areas, passageways and corridors, physical therapy areas, showers and restrooms. • Considered Fun • Encourages Movement • Expresses Emotion • Gregarious Nature • Implies Good Cheer • Invites Friendliness • Playful Attitude • Pleasurable Spirit • Suggests Power
BLACK
WHITE
Represents sophistication, glamour, security, emotional safety, efficiency, substance.
Represents physical tranquility, nurture, warmth, femininity, love, sexuality, survival of the species.
Negative: Oppression, coldness, menace, heaviness. Black is all colors, totally absorbed. The psychological implications of that are considerable. It creates protective barriers, as it absorbs all the energy coming towards you, and it enshrouds the personality. Positively, it communicates absolute clarity, with no fine nuances. It works particularly well with white. It communicates sophistication and uncompromising excellence. It creates a perception of weight and seriousness (it is a myth that black clothes are slimming). Black is essentially an absence of light, since no wavelengths are reflected and it can, therefore be menacing; many people are afraid of the dark.
Negative: Sterility, coldness, barriers, unfriendliness, elitism. Just as black is total absorption, so white is total reflection. In effect, it reflects the full force of the spectrum into our eyes. Thus it also creates barriers, but differently from black, and it is often a strain to look at. It communicates, “Touch me not!” White is purity and, like black, uncompromising; it is clean, hygienic, and sterile. The concept of sterility can also be negative. Visually, white gives a heightened perception of space. The negative effect of white on warm colors is to make them look and feel garish.
designed environment
3 0 3 1
WORKPLACE : LIGHTING
Performance is boosted up to 18% when daylight is maximized in buildings.
Hobstetter, David. “Market Insight: Guest Articles Daylighting and Productivity: A Study of the Effects of the Indoor
MAIN SOURCES :
Environment on Human Function.” Guest Articles: Daylighting and Productivity: A Study of the Effects of the
Indoor Environment on Human Function—David Hobstetter. Mihalovich Partners and The Space Place, Mar.
2007. Web.
Schierz, Christoph, Prof. Dr. Sc. Nat., and Cornelia Vandah, Dr.-Ing. “Biological Effects of Light.” Thesis. Germany:
Technical University of Engineering Lighting Technology, n.d. Biological Effects of Light. Faculty of
Engineering Lighting Technology, Germany. Web. June 2013.
Wurtman, Richard J. “The Effects of Light on the Human Body.” Sci. Am. 223 (1975): 69-77. The Wurtman Lab of
Neuroendocrine Regulation. MIT Department of Brain and Cognitive Sciences. Web.
“Artificial Light in the Environment: Human Health Effects : H.e.s.e.-UK.” Artificial Light in the Environment: Human
Health Effects : H.e.s.e.-UK. Human Ecological Social Economic Project, n.d. Web. June 2013.
KEY FACTS + STATISTICS
SUMMARY
• In a 2003 study of office worker performance conducted by the California Energy Commission (CEC), exposure to daylight was consistently linked with a higher level of concentration and better shortterm memory recall.
Building lighting plays a key role in the designed workplace. There are direct correlations between both the form and amount of lighting present in a working and living environment. Lighting has ties to concentration, mood, productivity, comfort, and even health. With the wide range of effects on both the individual and business alike, effective lighting use should be an integral part of the design process.
• A 1999 study by the CEC found that performance in high daylight is 7% to 18% higher on than those with the lowest daylight qualities. • Daylight allows for a greater capacity for learning; progress has been reported as 20% faster in mathematical areas and 26% faster in reading areas over the course of a year than locations with the least natural daylight • Utilizing daylight as a source of lighting provides for up to 37% on energy cost savings and efficiency • Constant year-round exposure to sunlight for 1 to 2 hours daily can dramatically decrease the risk of sun related ailments • 70-90% of the Vitamin D contained within blood cells is found to be Vitamin D3, of which sunlight is a main source (most foods contain Vitamin D2, which is significantly lesser, and has been proven to be toxic in large doses) • A controlled study done on cancer-prone mice has shown that mice living under fluorescent lights live on average 7.5 months, while those that live in natural daylight live 16.1 months (over twice the lifespan) • Hamster were 5 times more likely to develop dental cavities and tooth decay when exposed for 15 weeks to cool-white fluorescent light than those that were exposed to full-spectrum daylight • The amount of light (energy) that is absorbed indoors over 16 hours is less than the absorbed amount over 1 hour out of doors
The many forms of lighting vary in cost, usability, and human effect, however one truth rains supreme in the world of lighting: daylight is king. The wide spectrum range of daylight has many positive implications within the workplace, this range is what humans have lived in for our entire existence, and therefore our bodies have calibrated to optimize its use. The vitamin D3, of which the main method of intake by humans is sunlight, is essential to human health. Sunlight is also the cheapest form of lighting available for use; with adequate windows, and access to the exterior, daylight can fully light a space if designed properly. Daylight also has positive effects on the circadian cycle, and can lead to a more in-tune, well rested workplace. A recent study was done in which daylight was found to double the life of mice prone to cancer, while reducing the chance that they actually did contract a form of cancer (compared to fluorescent). Fluorescent lighting has been used in a number of office spaces: they are cheap, can be efficient, and bright. The many negative implications of fluorescent lighting are usually not considered when they are installed into the workplace. Artificial fluorescent lights have been known to aggravate/bring on problems of concentration, headache, irritability, difficulty learning, nausea, fatigue, eye strain, and a reduction of concentration and muscle strength as well as having negative effects on patients with health issues rangeing between MS, Autism, Diabetes, Epilepsy, ALS, and Cancer.
designed environment
3 2 3 3
“
WORKPLACE : GREENSPACE
Working in offices with plants has been reported to have effects on the reduction of pressure and stress, increased feelings of productivity, privacy, comfort, improved health, and perceived office aesthetic quality.” Smith, Andrew, Matthew Tucker, and Michael Pitt. “Healthy, Productive Workplaces: Towards a Case for Interior
MAIN SOURCES :
Plantscaping.” Emerald. Emerald Group Publishing, Limited, 2011. Web.
Singh, Amanjeet, Matt Syal, PhD, Sue C. Grady, PhD, MPH, and Sinem Korkmaz, PhD. “Effects of Green Buildings
on Employee Health and Productivity.” American Journal of Public Health. Environmental Research Initiative
of the Environmental Science and Policy Program, Michigan State University, 15 July 2010. Web.
“Green Green Grass of Work.” Raimondi Horticultural Group Inc. Creating Strategic Environmental Interiors. Raimondi
Horticultural Group Inc., Oct. 2002. Web.
KEY FACTS + STATISTICS
SUMMARY
• 40% of worker absenteeism is due to IEQ- related illnesses
Interior plantscaping is a cheap and effective method of creating multiple positive effects within an office space, and can benefit the corporation in many areas throughout the business model.
• Plant filled rooms contain on average 50-60% less airborne molds, and bacteria than if plants were absent • 1,500 square feet of area can be cleaned by 15 to 20 plants • Improvements to asthma and respiratory allergies can provide 1.75 additional work hours per year to each employee with a medical history of these conditions. • Employees with a medical history of depression or stress can gain 2.02 additional work hours per year because of reductions in work hours affected by these conditions • Working in offices with plants has been reported to have effects on the reduction of pressure and stress, increased feelings of productivity, privacy, comfort improved health, and perceived office aesthetic quality. Concerns raised by employees were also perceived to be taken more seriously when plants were present (whether they were or not). • Visitors to offices which have live plants experience greater feelings of welcome, and perceive the office as one of positive complexity • Task reaction time in the presence of plants is 12% faster than when plants are not present • Interior plants transpiration moderate humidity levels between 3060%, which is ideal for human comfort, health, and facility operations. Many offices do not run at these recommended humidity levels due to mechanical expenses. • The presence of plants decreases office temperature by 10 degrees, drastically reducing cooling loads. A single young healthy tree has an equivalent net cooling load of 10 room-size air conditioners operating at 20 hours a day. It has been estimated that costs of cooling can be reduced by 20% merely through the presence of interior plants.
Indoor environmental qualities have become a major problem for many companies, and have caused much greater damage than realized, in both health and monetary terms. Plants in the office have been shown to decrease need for mechanical humidification/dehumidification (a costly mechanical process) by removing many of the airborne bacteria and molds that cause illness to so many users, while at the same time humidifying the overly dry office to levels that are highly recommended for optimal human comfort, productiveness, and health. Design of a green workspace is an effective way to reduce workplace stresses, decrease necessary break time (while increasing quality), and improve workplace satisfaction. Breaks and time away from the desk decrease in time, while increasing in effectiveness when the time is spent in green environments. Taking time for breaks near vegetation greatly decreases the decompression time needed to release stress while at work. Plants will decrease the time for heart rates to settle, employees to calm down from stress and in turn decrease time that employees feel they need away from their work. Working in a live planted environments will reduce worker stress, and creates feelings of “being taken care of” by the company. When work-related issues are raised, employees in planted environments feel as though their concerns are taken more seriously, along with a having higher level of satisfaction about the raised concern afterward (than those who work in unplanted offices) even when no change is made regarding the concern. Plants are an effective way to reduce both employee and building stresses, while increasing the quality of work performance and employee job satisfaction.
designed environment
3 4 3 5
WORKPLACE : ACOUSTICS
Acoustic accommodation should range from quiet to louder speakerphone areas.
“The New I.Q.” 360 66 (2013): n. pag. 360 Research. Steelcase, 2013. Web.
MAIN SOURCES :
Mehta, Ravi, Rui (Juliet) Zhu, and Amar Cheema. “Is Noise Always Bad? Exploring the Effects of Ambient Noise on
Creative Cognition.” JSTOR. University of Chicago PressChicago, IL, 14 Nov. 2012. Web.
360 How the Workplace Can Improve Collaboration. Rep. Steelcase, June 2010. Web.
KEY FACTS + STATISTICS
SUMMARY
• The creation of collaborative working spaces requires acoustics which lend themselves to the process of learning through “eavesdropping”; the informal flow of information through acoustical connection is important towards the interconnections of persons and groups within the workplace
The acoustic qualities of space play a large role in both creation of a productive office environment, and as a main factor for the health of employees. Different types of work have been shown to require different levels of noise: heads down, telephone, and conference rooms require a low level of noise (under 50 decibels is desired), which can be compensated by the use of “white-noise” systems. Moderate levels of noise (around 70 decibels) group spaces are required for social spaces, these spaces entail lounges, cafes, and game rooms; this will assist with the establishing of a comfortable level of noise, and will lead to a more creative environment.
• There should be a balance of spaces, some for collaboration, quiet, and confined co-working. • The personal control of spatial acoustics is important, whether by the use of separate zones for phone calls, conference calls, and focused work, or by the immediate adaptability of the working environment depending on the current activity being pursued. • A major distinction among young generations is that they are twice as likely to use headphones in order to achieve acoustic privacy • There is a fine line between a productive “buzz” and a loud workspace, utilization of white-noise masking, or design moves it is possible to optimize the nature of sound within a space. • Low levels of noise (50 decibels) lower construal levels (local, subordinate, near future sight) and impair creativity • High levels of noise (90 decibels) hinder information processing, and decreases creativity • Moderate levels of noise (70 decibels) are shown to heighten creativity in the number of ideas, novelty of ideas, cause high construal levels (abstract, essential, distant future sight), increase adoption of innovative products Rather than spatial distinction, begin to think of zoning by acoustic qualities: 1. Quiet 2. Social 3. Collaborative 4. Speakerphone
A major consideration must be made when planning for acoustics and noise within the workplace; the perceived control over the environment (and the amount of noise produced within that environment) has a much greater impact on both performance and comfort in a space than the actual noise that is present. Younger generations are over twice as likely to utilize headphones in order to accommodate a noise level they desire than baby boomers, but this form of adaptation is only effective when doing heads down work. A second major consideration is that “eavesdropping” does allow users to be much more creative, while also establishing stronger, more effective connections between both individuals, and project groups within the workplace. Many emerging workplaces talk about a “comfortable din” that occurs when collaboration is occurring alongside heads down work; this level of noise allows for easy interaction without the awkward “breaking of silence”, while at the same time providing for an easily modifiable acoustical environment by both design and user factors. While designing for the “comfortable din” the amount of noise that different work activities produce must be considered; call centers and sales will need a larger amount of acoustical aid than a heads down space when it comes to becoming too loud, however these spaces also benefit from “team-play”. Short term noise factors like gongs, bells, and buzzers can be used to boost both moods and connectedness within the workplace when events like sales are made.
designed environment
3 6 3 7
WORKPLACE : CONTROL
In nature, humans are granted the ability to actively select the environmental conditions that fit their current needs and desires. KEY FACTS + STATISTICS
• Provide for a large amount of both visual, acoustical, and spatial control of the workspace as per the employees needs at a specific time. The modification of the environment should be able to be done quickly and easily while still allowing for a wide variety of use variation based on configuration. • The distraction of an interruption, combined with the brain drain of preparing for that interruption, made our test takers 20 percent dumber. That’s enough to turn a B-minus student (80 percent) into a failure (62 percent).
Sullivan, Bob, and Hugh Thompson. “Brain, Interrupted.” The New York Times: Sunday Review. The New York Times
MAIN SOURCES :
Company, 3 May 2013. Web.
Spacapan, Shirlynn. “The Social Psychology of Noise.” Ed. D. M. Jones and A. J. Chapman. Noise and Society. By
Sheldon Cohen. Chichester: John Wiley & Sons, 1984. 221-45. Print.
Heerwagen, Judith H., Ph.D. “DESIGN, PRODUCTIVITY AND WELL BEING: What Are the Links?” Green Plants for Green
Buildings. J.H. Heerwagen & Associates, Inc., Mar. 1998. Web.
• Again, the Interrupted group under performed the control group, but this time they closed the gap significantly, to a respectable 14 percent. Dr. Peer said this suggested that people who experience an interruption, and expect another, can learn to improve how they deal with it. • Those who were warned of an interruption that never came improved by a whopping 43 percent, and even outperformed the control test takers who were left alone. • When employees control how their work is completed, there is a higher level of engagement than when they are instructed to sit at a desk and work until finished • Interruption of noise causes a drastic decrease upon task performance and time spent on the task, however perceived control over the environment in order to negate distraction to noise remedies all negative effects of the interruption (even if actions are not taken) • Community noise has detrimental effects on those with no control over unpredictable noise, however the post-stress effects are dramatically reduced (to almost non-existent) if there is a perceived control over the termination of the noise • By allowing users to control the noise which affects them while working, the negative effects of the space as an annoyance are ameliorated, causing workspace satisfaction and employee wellness to increase greatly. • The expectance of noise as either detrimental or positive created the expected effect (even when the sound was exactly the same); control over the implied ideas about sound is important and should be considered to the overall effects of the sound upon individuals (a workspace trained to be quiet will view a “buzz” as negative, whereas a workspace of collaboration finds a “buzz” positive). • In nature, humans are granted the ability to actively select the environmental conditions that fit their current needs and desires
SUMMARY Control over the inhabited environment is one of the easiest, and most overlooked ways to improve upon a laundry list of employee related issues. Employee satisfaction is directly affected by the amount of control that they have over their own working environment. Being stuck in an unsatisfactory environment will reduce effort, attention, increase work-related frustration, and even negatively affect employee’s view of the quality of life overall. Modification of the work environment does not require bold moves, or expensive techniques; the simple possibility for modification of the location of work can lead to a complete negation of many work related issues. Interruption, noise, and visual distractions all lead to many problems, however small moves, and the ability to immediately modify the environment based on desired conditions (ex. headphones, e-mail free computers, and concentration rooms) will greatly reduce the negative impacts of distracting settings. The “buzz” created in dynamic workplaces is effective for collaboration, and many forms of sensory stimulation will lead to exciting, thought inducing environments. However, when time away is needed, it must be provided for concentration, whether having headphone jacks, or noise cancelling rooms, the ability to control the environment in which we work is mandatory towards both productivity, and our overall human health.
• People prefer moderate levels of patterned complexity and sensory variability in the environment; one devoid of sensory stimulation and variability can lead to boredom and passivity
designed environment
3 8 3 9
INTERACTIVE SYSTEMS
3 INTERACTIVE SYSTEMS is a dive into the components of architectural design that are less tangible than the previous topics dealing with technology and environment. The topics discussed here are relatable to the psychological side of design. Studying the interactions of people at the basic psychological level will help to inform the spaces that each person requires. The breakdown of this section begins with the smallest denominator which is the individual. This section seeks to understand how each individual is different and subsequently requires a different solution for their needs in relation to work space. Following the individual is the group, which is made up of that multiple individuals. The range of participants of the group is covered to the degree that one might begin to grasp the overall needs and begin to apply these to the larger group spaces incorporated in design strategies. The last piece of the breakdown deals with the full organizational structure of business entities. The landscape of workplace is changing at a very rapid pace and organizations must quickly adapt to the changing culture so that they might more adequately assess the needs of each individual and determine the necessary spaces and steps that needed to be taken to ensure a highly effective and productive workplace; aiding with recruitment and retention of top talent.
interactive systems
4 0 4 1
“
INDIVIDUAL : INTROVERT / EXTROVERT
Both extroverts and introverts find the openness of the modern office a source of distraction, but introverts suffer more from it.” 2
“Extraversion vs. Introversion.” Extraversion vs. Introversion. N.p., n.d. Web. 02 Aug. 2013.
MAIN SOURCES :
Cain, Susan. Quiet : The Power of Introverts in a World that Can’t Stop Talking. Crown Publishers. New York. 2012. Print. Stressed Out by Openness. <http://www.gensler.com/uploads/documents/Stressed%20Out%20by%20Openness_12_21_2012.pdf> “Self-Promotion for Introverts.” Introvert and Extrovert Friendly Workspaces. N.p., n.d. Web. 02 Aug 2012
According to Free Trait Theory, we are born and culturally endowed with certain personality traits — introversion, for example — but we can and do act out of character in the service of “core personal projects.
One of the major factors in future workplace design is the understanding of the differences in the way that people interact with each other and within the environments afforded for work and entertainment. The workplace has become a place of contention in terms of accommodating the needs of knowledge workers in each category. Finding a balance between these and designing appropriate, considerate, and effective spaces is going to be one of the greatest challenges as designers move into the next few years.
In other words, introverts are capable of acting like extroverts for the sake of work they consider important, people they love, or anything they value highly The real number based on the first stratified random sample by the Myers-Briggs organization in 1998 showed Introverts 50.7% and Extroverts 49.3% of the USA.
INTROVERTS Energy is inward toward concepts and ideas Think before they act Want to understand the world Need downtime to “refuel”
EXTROVERTS Energy is outward towards people and things Tend to act and then think Want to change the world Gain energy from socializing Introverts are geared to “inspect” Extroverts are geared to “respond”
“
Susan Cain’s ideas, as revealed in her book Quiet, on introversion and relation to the working world have quickly become the leading edge when considering the implications of introverts in knowledge workforce. She makes a stand for introverts everywhere by assuring all knowledge workers that introversion is not only not a hindrance in an excessively extroverted workplace, but in fact, can be one of the greatest sources of creativity. To miss the importance of understanding the differences between extroverts and introverts is to miss one of the greatest factors when looking to design workplaces of the future.
A huge consideration in large open offices is height of the cubicle partition. They should be low enough to give a sense of spatial openness and to allow borrowed natural or general light to filter through the space.” 3
If an extrovert needs high-energy, highly-social, interactive environment and introverts prefer quiet, private, individual space, how does a design facilitate both? Organizations with high-efficacy as an ideal are becoming more and more aware of the diversity of spaces now needed for the full optimization of their entire workforce. Architects must understand the necessity of choice in the workplace and be less concerned with the creation of clearly defined spaces.
interactive systems
X4 X 2 X 4 3X
“
INDIVIDUAL : “PROSPECT + REFUGE”
Prospect-refuge theory, when actually applied to design in simple terms, is all about open and enclosed spaces, though the degree of openness and enclosure vary in different cases.” 1
MAIN SOURCES :
Ramanujam, Priti. Prospect-Refuge Theory Revisited: A Search for Safety in Dynamic Public Spaces. 2006. PDF. <https://dspace.uta.edu/bitstream/handle/10106/67/umi-uta-1277.pdf> “How to Design Atmospheres Attuned to the Concerns of the User” Experiencing Architecture. N.p., n.d. Web. 02 Aug. 2013.
EXCERPTS Prospect and Refuge Theory Revisited “The tendency to seek out optimum environmental conditions and to avoid dangerous and injurious ones is found in almost all animals and may be called shelter seeking” (Smith - 25) “Prospect-refuge theory postulates that, because the ability to see without being seen is an intermediate step in the satisfaction of many biological needs, the capacity of an environment to ensure the achievement of this becomes a more immediate source of aesthetic satisfaction.” (Appleton - 29)
“
Natural selection has led humans to prefer settings in which, without being seen (refuge), they can see a broad vista (prospect).” 1
Also understood as the concept of “see, without being seen,” this idea stems from the evolutionary findings of Darwin as explored in “The Origin of Species,” and advanced by Jay Appleton in the idea of ‘Habitat Theory’ which is the idea of ‘prospect and refuge’ in relation to architectural design. The core concept of these theories lies in the presumed primal nature of humans to desire to inhabit locations that give optimal refuge or cover from prey while allowing for the ability to still see and be a part of the surrounding environment and to easily identify imminent threats. While the architectural ramifications of this are relatively theoretical, the implication is that it is possible to design spaces that are more pleasing or comfortable for workers and by these work output would be more effective. If someone is comfortable in the environment that they are inhabiting, then they are free to explore the task at hand and likely the product of the endeavor would be more complete. The important concept is to allow users to establish a “protected” base from which they can work. Architecturally, this may be the consideration of placing seating backed adjacent to walls or dividers. Optionally, many furniture designers are producing products that accomplish a similar solution in stand-alone objects. The challenge that is faced here is understanding the primal needs of humans, while also taking into account the desire that many organizations have to enhance the collaborative environment. The theories and explanations of these concepts are constructed and defined in terms of landscape architecture, but as they pertain to the psychology of humans in relation to general environment, they can easily be translated into the tangible environment of the modern workplace. As women become more and more integral to the growth of the conceptual economy it is important to note that there are gender differences in prospect and refuge theories as women tend to seek out points of prospect more than men. There is no difference in the gender needs of refuge.
interactive systems
X4 X 4 X 4 5X
“
INDIVIDUAL : MULTI-GENERATIONAL
No other time in history has there been four generations in the work force at the same time.”
3
MAIN SOURCES :
Herman Miller. Generations at Work. <www.hermanmiller.com/content/dam/hermanmiller/documents/research_summaries/wp_Generations.pdf> “Press Releases.” The Future of Work. Esselte, 8 Apr. 2013. Web. 02 Aug. 201 Marston, Cam. “Mixing Four Generations In The Workplace.” YouTube. YouTube, 28 May 2009. Web. 02 Aug. 2013. Cognizant. The Future of Work Has Arrived. <http://www.cognizant.com/InsightsWhitepapers/The_Future_of_Work_next-generation_solutions.pdf>
“
A global survey of over 500,000 employees across 2,000 companies revealed an average productivity level of just 34%. It is taking 3 people to do the job of 1.” “New World of Work_Version 2.” YouTube. YouTube, 29 Jan 209. Web.
3
DELINEATION OF GENERATIONS
Because of advances in medicine and the volatility of the economy in recent years, organizations are seeing labors and knowledge workers staying in the workforce much longer than in the past. While this has many economic implications in terms of financial securities, the implications for designing the future workplace are fast becoming vital to the success of the space. Understanding the different generations needs is also integral to organizational retention.
Howe and Strauss understand this to be a cyclical process and believe modern culture entering what they call “The Fourth Turning.” SILENT / MATURE - ARTIST
Believe in many ideals. Trying to get the generations to “get along”
Just as there is a need to understand the differences between introverts and extroverts in terms of determining the proper spatial needs, there is a need to understand each of the workers representing the four generations that are now comprising the modern workforce.
BOOMER - PROPHET Born after the war Preach many ideals GENERATION X - NOMAD Believe in no ideals based on hearing of parents ideals
Pragmatic and practical
Set ideals aside for a while
MILLENIAL - HERO Builds on ONE ideal Ideal has not been picked yet Instead of preaching to ideals, building to ONE ideal The building to one ideal is similar to the GI Generation’s building to one ideal nation. This is where the cyclical nature occurs and the idea of the ‘fourth turning” of ideals occurs.
“
Not only do we see multiple generations in the workforce, but also major differences in ideals and motivations with each generation rejecting the ideals of the previous generation.” 2
This is the first time in history that there have been four generations contributing to the workforce and understanding the differences in how each generation works, thinks, and is motivated. While, the individual organizations will be more integral in adaptation internal strategies that will seek to accommodate the differences in seeking strong outputs, designers can and should take steps to ensure they are appropriately allocating and arranging space to best support each generation.
CURRENT BREAKDOWN OF WORKFORCE
Matures - 5% Boomers - 45% Gen X - 40% Millennials - 10%
interactive systems
X4 X 6 X 4 7X
“
INDIVIDUAL : DISTRIBUTION - CHOICE
Although more than 1 in 4 wage and salary workers indicate they can work a flexible schedule, only about 1 in 10 are enrolled in formal programs.” 3
“Workplaces That Work.” Flexible Work Arrangements. HR Council, n.d. Web. 02 Aug. 2013.
MAIN SOURCES :
Workplace Flexibility 2010. <http://workplaceflexibility2010.org/images/uploads/FWA_FactSheet.pdf> www.bls.gov/”Formal Flexitime Programs Not Common : The Editor’s Desk : U.S. Bureau of Labor Statistics.” U.S. Bureau of Labor Statistics. U.S. Bureau of Labor Statistics, n.d. Web. 02 Aug. 2013. Gerogetown. Flexible Work Arrangements : The Fact Sheet. <http://scholarship.law.georgetown.edu/cgi/viewcontent.cgi?article=1012&context=legal>
With respect to flexibility programs that enable workers to work from home, if the proportion of employees working from home increase by one percentage point, the firm’s profit rate increases by an additional sixtenths of one percent. This equates to a profit increase of approximately $84 million for the average firm in the survey. Employees stress due to concerns about their children after school is associated with decreased productivity and increased absenteeism. Estimates indicate this can cost business anywhere from $496 to $1984 per 2 employee per year.
“
The idea of the distributed workforce is one that considers the distribution of work outside the boundaries of the tangible work space or a centralized common base building. Increasingly the considerations of distribution have come into play as organizations look to become more agile and efficient in a rapidly changing economic climate. The range of distribution varies greatly from organization to organization and is ultimately based on the product or service being produced. The importance of understanding this trend as it pertains to architectural synthesis and design cannot be understated. Fully understanding the needs of an organization and properly identifying the possibilities and ramifications of optional distributed work is crucial in providing an appropriate and ideal work space option for the organization in question.
78% of employees surveyed feared that they would be perceived as less committed to their job by their supervisors if they utilized flexible work arrangements.” 4
This is the basis of the title of this publication, which is to understand this distribution as a reality and starting point for discussion when considering possible architectural solutions. Fueled by technological advances, choice in work place setting is fast becoming a front line ideal for companies and organizations seeking to recruit and retain top talent in all economic sectors. Tele-work, teleconferencing, and mobile work are all strong players in developing new business models. Within the “anchor,” choice becomes as heavy a player as anything considered previously. As seen, there are many differences in the way people work and providing multiple spaces designed for varied modes of work and psychological gravitations becomes integral in organizations ideals and goals for recruitment and retention.
interactive systems
X4 X 8 X 4 9X
“
GROUPING : SERENDIPITY
Shaping serendipity requires bringing together three elements: environments, practices, and preparedness.” 1
MAIN SOURCES :
Deolitte. Shaping Serendipity : Volumen 2. <www.deloitte.com/assets/Dcom-UnitedStates/Local%20Assets/Documetns/TMT_us_ce_Shaping%20SerendipityVol2_041610.pdf> Lindsay, Greg. Engineering Serendipity. <http://www.nytimes.com/2013/04/07/opinion/sunday/engineering-serendipity.html?_r=1&> Hagle. John. Power of Pull: How Small Moves, Smartly Made, Can Set Big Things in Motion. Basic Books. NY. 2010. Print.
GOALS TO IMPROVE SERENDIPITY 1
Understanding the concept of serendipity is crucial to the pursuit of creativity by collaboration. The word itself was only recently brought into the cultural mainstream sometime after World War II.
Choosing environments that increase the likelihood of encountering people who share passions
The principle idea behind serendipity is a chance encounter of individuals. Even with the onslaught of new technologies allowing remote connections to take place more and more, the importance of the face-to-face interaction is still holding strong as a necessary component to knowledge work.
Becoming and staying visible to the people who matter most Influencing endeavors so they amplify our own Discovering and interacting with the right people at the right times
The interesting component of serendipitous connections is that is nearly impossible to predict the frequency or effectiveness of individual encounters. This makes creating appropriate spaces nearly an impossible task. What can be predicted is that creativity is boosted when we are able to draw from the ideas and interactions with knowledge workers around us.
Making the most of every serendipitous encounter
â&#x20AC;&#x153;
Sure, serendipity has always been important, but in a world of near-constant disruption, it becomes essential to survival.â&#x20AC;? 3
Colleagues who are out of sight are frequently out of mind - we are 4 times more likely to communicate regularly with someone sitting six feet away from us as we are with someone 60 feet away, and almost never with colleagues in separate buildings or floors. -Thomas Allen MIT
So in terms of the design of future workplace, the more connections that are available the better. From main stairways to breakout spaces associated with both collaboration and concentration spaces, design for the serendipitous moment may be one of the most important parts of designing the workspace of the knowledge work future.
employees who ate at cafeteria tables designed for 12 were more productive than those at tables for four, thanks to more chance conversations and larger social networks. That, along with things like company-wide lunch hours and the cafes Google is so fond of, can boost individual productivity by as much as 25 percent. - MIT visiting Ben Waber
In a creative landscape, having the ability to tap into the collective knowledge of those around boosts the productivity towards a particular idea.
interactive systems
X5 X 0 X 5 1X
“
GROUPING : CO-WORKING
There are more than 375 million independent and mobile workers around the world.” 1
according to Forrester Research
“How Do I Start a Coworking Space?” How to Start a Coworking Space? N.p., n.d. Web. 02 Aug. 2013.
MAIN SOURCES :
“Working in the UnOffice: A Guide to Coworking for Indie Workers, Small Businesses, and Nonprofits.” Working in the UnOffice: A Guide to Coworking for Indie Workers, Sm... N.p., n.d. Web. 02 Aug. 2013. “Fun Stats About Coworking.” Creative Density Denver Coworking Shared Office for Startups Small Business and Remote Workers. N.p., n.d. Web. 02 Aug. 2013.
Genevieve DeGuzman identifies:
2
Born from the need to find a defined place somewhere between the home and work, for many professionals and entrepreneurs, co-working spaces have provided an inexpensive distributed work alternative to working at home or the coffee shop.
BENEFITS OF CO-WORKING
Greater motivation Quality social encounters A professional venue - and outlook Accelerated serendipity Shared resources Human resources The price is right Expansion opportunities Impressive Return On Investment
“
DOWNSIDES OF CO-WORKING
Little privacy Too many distractions
Predicated on the idea that creativity is born out of connecting with other like minded individuals, these spaces have begun to pop up across the country. Co-working facilities perform a very specific role in the modern economy by providing the space where collaboration by serendipitous connections can occur.
With co-working, communities can be very diverse, and you never know whom you’ll bump into in an encounter that could change your business forever.” 2
3
GLOBAL CO-WORKING SURVEY : DESK MAG
82% 91% 50% 60%
are more motivated now have better interactions with others report higher incomes are more relaxed at home since co-working 92% are highly satisfied or satisfied with co-working space 78% of coworkers are under 40 40% are web developers/designers 13% PR consultants 43% a mix of others 18% entrepreneurs with employees, 35% are company employees working remote 8% are employers of companies with 100+ employees 75% have at least a 4-year degree 30% walk or bike to co-working $192 is the average cost of a flexible desk.
An example of a highly effective co-working facility -1871can be found in the Case Studies. Located in downtown Chicago, 1871 was designed with the ideal that entrepreneurs would have the space to do concentrated work, participate in training on various topics, and have opportunity to connect with professionals and venture capitalists in an effort to build a brand, product, or business. While in its infancy, for all intents and purposes, this option for working has proven to be a highly effective way by which an idea for a business can be incubated Apart from the entrepreneurial advantages, co-working is a great alternative to working from home or individually within a local coffee shop. It is the amalgamation of the positive aspects of working from an office with the creature comforts from the home office: giving knowledge workers a way to choose where to work while still having opportunity to connect with a community of workers.
interactive systems
X5 X 2 X 5 3X
“
GROUPING : COLLABORATION
The inherent multidisciplinarity of today’s complex products, services, projects and processes implies that collaboration is a cornerstone of knowledge work.” 2
MAIN SOURCES :
Johnson Controls. Collaboration 2020 : High-Performance Work Practices Enabled by Smart Technologies. June 2010. PDF “KC Collaboration Perspectives.” 12 Theses on Collaboration. N.p., n.d. Web. 02 Aug. 2013. “MIT Sloan Management Review.” MIT Sloan Management Review RSS. N.p., n.d. Web. 02 Aug. 2013.
1
JOHNSON CONTROLS 2010 TOP FINDINGS
1 : CUSTOMER SATISFACTION is rated as the most important performance dimension. 2 : Performance is linked to collaboration on both a STRATEGIC and an OPERATIONAL level.
A consummate “buzz” word in the discussion of new workplace “collaboration” is typically used to refer to the desire that organizations have to attempt to capitalize on the combined brain power of many individuals. The common assumption is that collaboration innately produces creativity and by this a more effective product or service.
3 : Collaboration is an important driver of CREATIVITY and INNOVATION. 4 : A majority of respondents expect high use of HIGHPERFORMANCE PROJECT SPACES in 2020. 5 : E-MAIL still going strong, and TOUCH-BASED MOBILE COLLABORATION tools will increase substantially.
While it cannot be overlooked as a key consideration for many organizations built on creativity, there are many studies that would conclude there must be a balance between what is considered collaboration space and what is considered space for concentration.
6 : The use of VIDEO COMMUNICATION and REAL TIME COLLABORATION tools will increase substantially. 7 : The majority of professionals do not like BLOGGING and MICROBLOGING 8 : Supporting COLLABORATION requires more than TECHNOLOGY. 9 : ADVANCED TECHNOLOGIES NOT IN CURRENT USE have an interesting future value proposition. 10 : WORKING ALONE on isolated tasks will remain an important part of professionals’ lives.
“
Firms come into being in order to enable human beings to achieve collaboratively what they could not achieve alone.. the main focus of executives’ attention should be on how to foster collaboration within their companies.” 3
Architecturally speaking, this has been a point of contention for many years. With the advent of the open plan office becoming prominent in the Industrial Age, there has been a desire for better delineation. The Action Center and fourwalled office were the natural progression. These were indulged and encouraged by the hierarchy of the workforce modelled after the structure as defined by the military during World War II. The progression of the Action Office and the consummate destruction of personal space lead to the viewing of workers as commodity only. This is a model famously begun by assembly line and Henry Ford who was “not interested in a workers brain, just their arms.” As the progression of generations occur, the ideals of organizations to collaborate change. Since the advent of the internet, knowledge work has steadily progressed to more collaborative work. The popular belief that increased “collaboration” increases the effectiveness of the decisions surrounding creativity, they do not lead to more creative ideas. In fact, it is better to allow individuals to work apart from the larger group to develop multiple ideas and strategies only introducing collaboration once this individual concentrated thinking has been completed. The assessment of ideas in a collective then has, at least the potential, to be a much more creative outcome. The advancement of creative ideas can then be more effective in a group setting.
interactive systems
X5 X 4 X 5 5X
“
GROUPING : CREATIVITY
People vary in terms of their level of creative drive according to the activity of the dopamine pathways of the limbic system.” 1
MAIN MAINSOURCES SOURCE :
“The Buffer Blog: Productivity, Life Hacks, Writing, User Experience, Customer Happiness and Business.” The Buffer Blog Productivity Life Hacks Writing User Experience Customer Happiness and Business. N.p., n.d. Web. 02 Aug. 2013.
Research into creativity and how the brain activity can now for the first time be mapped to give a better understanding of the factors of creativity:
A highly sought after commodity in the landscape of the modern economy, the desire to foster creativity is driving new forms of workplace, new business models, and a strong emphasis on organizations to recruit and retain top talents in their field.
1. DOPAMINE
Receptors in the brain can be tracked to determine creative capacity.
2. DISTRACTION / INCUBATION
By allowing the active flow of ideas while one performs menial or repetitive tasks, the brain is free to explore without fear of unconscious repercussion.
3. RELAXED STATE OF MIND This allows of the mind to shut off analytical processing allowing for insight into ideas
1
KEYS TO CAPTURING CREATIVITY
1. CARRY A NOTEBOOK AT ALL TIMES Don’t miss a great idea 2. PLAN TIMES OF DISTRACTION Actively disengage from norm 3. OVERWHELM YOUR BRAIN Make the task really hard
One of the interesting things about creativity as an ability is that to a varying degree every person is creative. The previous prevailing thought that creativity is fostered in the right-hemisphere of the brain alone is being challenged and disproved by advances in scientific technologies. Not only does creativity not fall to one side of the brain, but the concept that any one person is right-brained or left-brained is being proved an inaccurate assessment. The truth is that activities that are deemed creative call upon areas found in both hemispheres of the brain; the argument is more about how to harness the creative powers within and capture ideas as they happen. This will drive a creative confidence as David Kelley of IDEO has discussed in recent TED talks.
“
The trick is not to optimize for how to spark your creative spirit. The trick is to make sure you capture it, whenever it happens.” 1
Strong creativity is spurred on by other creative minds, but certainly requires a degree of isolation whereby ideas can be ruminated upon before being brought to a group for critique. This is the basis for creating many of the tertiary spaces of the new workplace which would otherwise not be considered in the past. Creativity is a necessary function and integral skill within the work realm of the Conceptual Age, as Dan Pink points out.
interactive systems
X5 X 6 X 5 7X
ORGANIZATION : TRANSPARENCY
“
Knowledge workers want to know as much as possible about an organization before they set foot in the door - Steelcase
“How the Workplace Can Attract, Engage & Retain Knowledge Workers.” 360 Deep Dive. Steelcase, Aug. 2009. Web. “Fuseproject: Herman Miller Public Office Landscape.” Fuseproject: Work: Herman Miller. Fuseproject and Herman
MAIN SOURCES :
Miller, n.d. Web. 2013. <http://www.fuseproject.com/products-76>.
Q2 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q2 2013. Evolv, 2013. Web. Q3 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q3 2013. Evolv, 2013. Web.
Brim, Brian. “Applying Employee Engagement to a Specific Business Problem.” GALLUP Business Journal.
GALLUP, 30 Apr. 2013. Web.
“
Creative class workers are particularly interested in working for companies that are socially conscious and invest in both the local community and the world at large.” - Steelcase
“
SOCIALLY CONSCIOUS ENVIRONMENT Generation Y is very aware of the impact of individual choices and their long-term effects on the world. From the food they consume to the establishments they visit, they vote with their patronage and deliberately seek out companies that reflect their values. These attitudes have found a receptive audience in older workers, such as Boomers who inaugurated Earth Day and Gen Xers who grew up in an age of shortages and consolidations. Today, most creative class workers are particularly interested in working for companies that are socially conscious and invest in both the local community and the world at large. Make sure environmental sustainability is an authentic part of the organization’s mission; today’s workers spot “greenwashing” from a distance Use LEED building practices Create and select products that are good for both the user and the environment Consider the “triple bottom line measure” of the workplace: its economic, social, and environmental impacts and benefits Use products that promote energy efficiency
ORGANIZATIONAL TRANSPARENCY A big challenge for organizations today is acculturating the workforce. Traditionally, over the course of a long career working in one building or campus, workers developed a nuanced understanding of an organization by living and breathing the culture. Today, knowledge workers want to know as much as possible about an organization before they set foot in the door, since careers may be limited to a few years or even a series of projects with a company. It’s important to support an easy-access view into the organization and provide workspaces that communicate the culture, values, and mission of the company.
Provide for clear views of sustainable features when they are used. Employees who work in sustainable offices are more satisfied with their work, have higher retention, and feel a better sense of overall wellness in life. Signage should be in clear view and available throughout the building, visible signage will increase the effective use of circulation space, along with allowing for an understanding of spatial use/branding. Clear signage is an important factor to increase productive time while at work, and creates a more comfortable environment for both visitors and new hires. Signage should be both clear and visible; effective signage will increase the quality of circulation space, can assist with the understanding of spatial usage, and plays a key role in company/office branding. Consider using in-fills, movable screens, and other surfaces to reinforce the brand throughout the organization Create team hub spaces that connect to other project teams Create spaces to celebrate the diversity of functional teams and allow for views into the practice Create organizational hubs and digital media to stream content about the organization Consider the role of the workspace in making thinking tangible; provide the ability to…
1. Display and share vision, goals, and achievements
2. Project content from a laptop or PC to a larger display for sharing 3. Capture content easily, with portable and interactive white boards, etc.
“
-Steelcase Excerpts from How the Workplace Can Attract, Engage & Retain Knowledge Workers interactive systems
5 8 5 9
ORGANIZATION : HIRING / TRAINING
“
5-20% of workers quit because of misaligned job expectations.”
- Evolv Q3 2013
“How the Workplace Can Attract, Engage & Retain Knowledge Workers.” 360 Deep Dive. Steelcase, Aug. 2009. Web. “Fuseproject: Herman Miller Public Office Landscape.” Fuseproject: Work: Herman Miller. Fuseproject and Herman
MAIN SOURCES :
Miller, n.d. Web. 2013. <http://www.fuseproject.com/products-76>.
Q2 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q2 2013. Evolv, 2013. Web. Q3 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q3 2013. Evolv, 2013. Web. Applying Employee Engagement to a Specific Business Problem
Brim, Brian. “Applying Employee Engagement to a Specific Business Problem.” GALLUP Business Journal.
GALLUP, 30 Apr. 2013. Web.
“
When a comprehensive, realistic job preview was included in the early application/training process, approximately 96% of new hires felt they had a clear picture of the realities of the job.” - Evolv Q3 2013
TRAINING BY THE NUMBERS • Due to the “sugar-coating” of job descriptions during the hiring process, lies and exaggerations often affect 33-54% of employees; the most frequent of these are shift availability, compensation, a=nd career growth possibilities • Obvious application and interview questions are problematic, and provide no prediction to actual job success. • When applicants are asked if they follow rules, 67% more of those that replied “yes” were fired due to problems following rules or not following policy than those who didn’t • Experience is a far worse predictor of employee tenure than skill and work style • Trainers who foster workplace camaraderie make employees last 2-3 times longer; friendships at work reduce attrition, while also increasing productivity • “Gamification,” and video gaming has become a popular and effective training technique, strongly in part due to the engagement and immersion of trainees. Instead of sitting at a desk trying to absorb information for hours, systems of problem solving, real life scenarios, and team based cooperation may be an alternative (whether by online video game, or human interaction). • Training does not have to be only in-house, the training of outside customers on the produced resources is an effective way to improve customer satisfaction, receive immediate feedback, and gain customer loyalty.
Training has evolved drastically from the “entry level training” that has been so common in companies during past years. Training has become an activity not only for new hires, but for the whole company, all tenures included. As the corporation continues to evolve, so will technology and strategies; training is an effective way to create cooperation between new and old employees in an environment that levels the playing field. Due to the nature of events that may occur in the training space, it should not be defined as a training room. Events relating to community connection, office conferences, spontaneous meetings, and usable workspace should all be designed into the “training space”, making it more of a flexible multipurpose space than a training space alone. Due to the training, community events, and office-wide meetings that may require extra space the training room should have at least one flexible feature. Folding or expanding walls, with moveable furniture will allow for ease of expansion and contraction depending on the activity density and type of space required. Lecturing is not the only solution. Allowing for flexible furniture on a flat surface rather than a stepped floor with heavy tables will allow training methods to improve, employee interactions to grow, and the training systems in place to allow for alternative training styles. Training should incorporate the ideals of the company. If the desired goal of a company is collaboration, flat organization, and hands-on experience, the training center should demonstrate these ideas. When employees are trained in environments and with methods similar to desired work styles of the company, they will learn to use these forms of interaction while learning the process of working for the corporation. Learning by sitting quietly at a desk, staring at a projected screen for 8 hours a day does not tell a person that the office environment has friendly, hands on, open to ideas working environments.
interactive systems
6 0 6 1
ORGANIZATION : RETENTION
“
Employee supervisors are stronger predictors of retention than all other factors combined.”
- Evolv Q3 2013
“How the Workplace Can Attract, Engage & Retain Knowledge Workers.” 360 Deep Dive. Steelcase, Aug. 2009. Web. “Fuseproject: Herman Miller Public Office Landscape.” Fuseproject: Work: Herman Miller. Fuseproject and Herman
MAIN SOURCES :
Miller, n.d. Web. 2013. <http://www.fuseproject.com/products-76>.
Q2 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q2 2013. Evolv, 2013. Web. Q3 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q3 2013. Evolv, 2013. Web. Applying Employee Engagement to a Specific Business Problem
Brim, Brian. “Applying Employee Engagement to a Specific Business Problem.” GALLUP Business Journal.
GALLUP, 30 Apr. 2013. Web.
“
A study on technological aptitude found that tech savvy individuals performed better and stayed longer on the job.”
RETENTION BY THE NUMBERS • The most important relationship in the office are between the employee and their managers; the employee supervisor is stronger predictor of retention than all other factors combined • The best managers cause employees to stay on the job 6x longer than the worst managers; employees do not leave their jobs, they leave their managers • Well-paid, outside hires are more effective and productive at managing than their counterpart who receives raises gained from time spent at the company • Predictions of employee attrition show expected increase of 25%, which will cost $22 million for a company with 50,000 employees. • Employees that work from home stay on the job 28% longer than those who are required to work from the office. • Difference in job types have greatly varying tenure; customer service and tech support stay on the job 2-3 times longer on average than employees in sales and collections • Referred employees are 8-20% less likely to quit • There are no ties between retention and previous employment • Moderated (1-3 sites) social media use results in lengthened stay at job • Walkability can increase the length of stay at a company by 58%
- Evolv Q3 2013
Employee retention is an important part of the company model, and plays a large role in ranges from financial cost/ savings to employee satisfaction. The process of hiring and training new employees is costly; in measurable values, time, money, and knowledge walk out the door with each lost employee, however there is a human side which is negatively impacted as well. When employees are constantly changing, workplace friendships and connections are lost as well. As a major factor to retention rates, this creates a large problem, as one employee leaves, more will sometimes follow, creating a trend of talent loss within the company. Management plays the largest role in employee retention; in order to optimize management in order to lengthen retention, thorough training and hiring of effective managers must occur. Managers should care for those they manage; they should have a personal interest in both employee work and outside lives, along with being well tuned to company standards, policies, and techniques. High quality management is essential to optimize retention, however other factors also play roles in the length and pressure an employee is willing to undergo at a company. Convenience while working is a major factor in designing a retention plan; walkability (the opportunity to walk to nearby restaurants, stores, parks, and places to get errands done) on or around work time can increase the length of stay at a company by 58% . Along with the convenience to walk to nearby locations (or even home), the ability to work from home also plays a key role in the retention of employees. The ability for employees to work from home will increase the time of stay another 28% longer than those who can’t. The final factor in retention is the type of work; those with stressful, dull, or disconnected jobs (sales), will leave 2-3 times faster other areas. While there should be focus on techniques to liven up all jobs, and provide them with the amenities to make their time at work as comfortable as possible, these classes requires an extra amount of effort.
interactive systems
6 2 6 3
ORGANIZATION : ENGAGEMENT
Enabling technology is mandatory for engagement, roadblocks due to technology can create a break in “flow” which results in immediate disengagement. “How the Workplace Can Attract, Engage & Retain Knowledge Workers.” 360 Deep Dive. Steelcase, Aug. 2009. Web. “Fuseproject: Herman Miller Public Office Landscape.” Fuseproject: Work: Herman Miller. Fuseproject and Herman
MAIN SOURCES :
Miller, n.d. Web. 2013. <http://www.fuseproject.com/products-76>.
Q2 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q2 2013. Evolv, 2013. Web. Q3 2013 WORKFORCE PERFORMANCE REPORT. Rep. no. Q3 2013. Evolv, 2013. Web. Applying Employee Engagement to a Specific Business Problem
Brim, Brian. “Applying Employee Engagement to a Specific Business Problem.” GALLUP Business Journal.
GALLUP, 30 Apr. 2013. Web.
Enhance work/life balance by creating “me” space throughout the office; both employees and the company should come through in design and use of the space
ENGAGEMENT BY THE NUMBERS • 70% of collaboration happens at the workstation • All spaces (including individual zones) should be designed to enhance collaboration when it occurs • Hierarchy should not exist; for optimized engagement, all members must be on an equal levels (of both comfort and presence) • As meeting rooms and spaces get further from the workstation, collaboration is less likely to occur within them • Collaboration should be spread evenly throughout the space, rather than created as small pockets • A wide variety of workspaces is not a luxury, it is essential to creating a productive and engaging workplace • Collaborative moments are more effective when they are complimented by focus space • Fluid interactions and spontaneous conversations are common in and effective to thriving business • Stay away from static furniture, the workplace should engage the worker in the same way an employee engages their work: constantly shifting and adapting • Enabling technology is mandatory for engagement, roadblocks due to technology can create a break in “flow” which results in immediate disengagement • Enhance work/life balance by creating “me” space throughout the office; both employees and the company should come through in design and use of the space
Employee engagement is a one of the single most valuable goals an organization can have; engagement within the workforce acts as a driver for both collaboration, innovation, and in itself is a form of motivation. Through ideas introduced in the concepts of “FLOW”, employee engagement can begin to be understood, and its effects maximized. “FLOW” is the state of being which is reached when complete immersion in a task happens. Thought of the “self” blend with the desired goal, and a maximum level of focus occurs. Flow is a rare condition in everyday life for most individuals, however can be designed for (in both the physical realm as well as through task design). Three key conditions to create “FLOW” lie in clearly defined goals, a balance between perceived difficulty and perceived skill, and clear and immediate feedback. In order to allow flow to happen easily and smoothly, the optimized workplace must exist; with enabling technology, physical space, and adaptability, workflow can continue smoothly without any interruption due to roadblocks. The human workplace must also be optimized in order to maximize the potential for flow; this optimization has been studied by Steelcase through major shifts which are currently occurring within the workspace.
MAJOR SHIFTS IN THE WORKPLACE 1.
From: Personal achievement through career
To: Personal identification beyond work
2.
From: The workplace is my office
To: The workplace is wherever I am
3.
From: Technology is a tool
To: Technology is a part of me
4.
From: Trust is developed in person
To: Trust is developed both offline and online
5.
From: Conformity
To: Identity
6.
From: Training
To: Growth
7.
From: Work and life are separate
To: Work and life are one
8.
From: Serial collaboration
To: Continuous connection
interactive systems
6 4 6 5
ORGANIZATION : FLOW / CONCEPTS
“
Whenever a society is unable to provide flow experiences in productive activities, its members will find flow in activities that are either wasteful or actually disruptive.” - Csikszentmihalyi, Mihaly
MAIN SOURCES :
Csikszentmihalyi, Mihaly, Sami Abuhamdeh, and Jeanne Nakamura. “Chapter 32: FLOW.” N.p.: n.p., n.d. 598-608. University of Dayton. Web. <http://academic.udayton.edu/jackbauer/CsikFlow.pdf>.
“
Flow is a subjective state that people report when they are completely involved in something to the point of forgetting time, fatigue, and everything else but the activity itself.”
THE NATURE OF FLOW In nature, most species are pre-programmed and spend their entire existence living within the limits and by the rules of their genetic code. Humans have taken a major shift due to our evolution; we have developed the opportunity to choose whether or not to do so. Through this evolution there has been a gain in the flexibility of how we live, however due to the abundance of possibilities some become paralyzed by too many choices. “Why one should not commit suicide [has become fundamental to human life]”. Like all species, humans have the need for self preservation, causing most actions and choices are linked in some way back to this idea. The idea of “Eros” was traditionally a reference to the need of an organism to fulfill its physical potential (live and reproduce). The idea has been passed down and an oversimplification of “erotic” came to mean “sexual”. The phrase “Libri aut Hberi” grew out of the human mind; this phrase, which means “books or sons” speaks about the human ability to leave a trace our existence behind through the creation of things (books, buildings, music, etc.) as an alternative or additional option to making sons. “Libri aut Hberi” tells that we are able to leave a cultural legacy, as well as leaving our genes through children. These two types of remains are not the same, however both have become ingrained in our cultural and human natures as equally important motives. We have long known that “Both competence and autonomy [are] innate psychological needs that must be satisfied for psychological growth and well being”. This is a fundamental fact provided by evolutionary frameworks that explain the behavior of why people are motivated to master and control.
The state of “FLOW” is an occurrence that happens during autotelic activities, which are done by humans, for the sake of the activity itself. Study of these activities covered the topic: “Why do people do difficult and often dangerous activities for which they receive no discernible extrinsic rewards? [in which all] respondents reported very similar subjective experiences that they enjoyed so much that they were willing to go to great lengths to experience it again”. This led to the title “the ‘flow experience,’ because in describing how it felt when the activity was going well, several respondents used the metaphor of a current that carried them along effortlessly” The merging of action and awareness that occurs due to the intense involvement with the moment to moment activity opposes “psychic entropy” (the default state of consciousness) in which people undergo chaotic and unrealistic reviews of their fears and desires. This opposition occurs because during flow, attention is entirely focused on the immediate task, and objects beyond the immediate interaction generally fail to enter awareness. Thoughts beyond the immediate task also include a sense of self-consciousness, which is entirely silenced during the state of “FLOW”; during this time, wasted attention by the intrusion of self-reflection processes are entirely absent. During “FLOW” the absence of chaotic thoughts lead to a loss of anxiety about losing control. This lack of anxiety and psychotic entropy is a main reason that experiences become both enjoyable and rewarding. The boredom that occurs due to awareness of time is negated by the cognitive attention invested in the activity during “FLOW”. Although rare in everyday life, when conditions are met, anything can produce the state of “FLOW”.
This mastery and control, which is so desired can be explained and created through the proximal theory of motivation. “For an activity pattern to become established in a species’ repertoire, it has to be experienced in a species’ repertoire, and it has to be experienced as enjoyable by the individual.”
interactive systems
6 6 6 7
ORGANIZATION : FLOW / CONDITIONS
THREE KEY CONDITIONS OF IMPORTANCE TO CREATE THE FLOW EXPERIENCE CLEAR SET OF GOALS Goals create direction and purpose for behavior, however are not meant to be ends in themselves The value of goals lies in their capacity to structure experience by channeling attention BALANCE BETWEEN PERCIEVED CHALLENGES AND SKILLS When perceived challenges and skills are close matched, attention is complete If challenge exceeds skill, one becomes anxious If skill exceeds challenges, one becomes relaxed and then bored DEPENDENT ON CLEAR AND IMMEDIATE FEEDBACK
Demands are constantly changing, and individuals must be able to challenge and negotiate them Informed progress dictates whether to adjust, or maintain present course Due to the high level of challenge required for “Flow”, negative feedback will occur and when individuals properly perceive that they possess the skills required, feedback will become productive and useful, rather than detrimental Personal implications to success or failure must be minimized in order to affect the consequence of negative feedback interpretation
During the process of motivation, the perspectives of the person being motivated must be considered; they would not continue normal daily tasks without engagement and enjoyment, or extrinsic rewards (where “Flow” comes into play). When individuals feel incompetent, motivation will be difficult. Perceived competence plays an important role in motivation, however intrinsic motivation arises mainly out of the experience with absorption and interest.
“
Flow is the epitome of experience and absorption, therefore motivation” Emergent motivation is an effective technique for “FLOW” motivation in its ability to intrinsically reward participants in an activity that they enjoy. During emergent motivation, individuals are at first indifferent or bored by certain activities, soon however, interest begins to develop as the goals become clearer, or an improvement in skills occurs. A sense of intrinsic reward within the activity finally leads to enjoyment, which in turn leads to motivation to return to the activity merely for the experience itself. A key trait is that the cycle continues naturally; whatever happens next is in response to experiences in the interaction immediately before. Interest is enforced because the event following does not happen as a set structure by either the person or system, but occurs naturally by the act of performing the task itself.
“
We can come to experience a new or previously unengaging activity as intrinsically rewarding, if we find flow in it”
“FLOW” is an optimum state for emergent motivation; it creates the opportunity for expansion in relation to an individual’s goals and interests, while also creating the chance for the growth within the area of interest. For “FLOW” to occur, a deep involvement in the experience is not required prior to the task, the task itself will create the levels of involvement. Flow is an effective and effortless way to train and develop skill levels in employees. Experiential goals brought on by “FLOW” will foster growth and stretch a person’s existing capacities; “FLOW” in the first half of an activity increases performance in the second half. “As individuals master challenges in an activity through “FLOW”, they develop greater skill levels, and the activity is no longer as involving“. This lack of involvement can be countered with a slightly more challenging task, which continues to grow talent, and in turn the individual requires additionally greater challenges. Over time, this constant evolution of the balance between challenges and skills will lead to enhanced competence within the individual. Consciousness of the individual exists as a complex system that has evolved in humans for selecting, processing, and storing the information provided by the senses about their environments. Being conscious gives control to individuals, it frees them from complete compliance to culture by showing alternative courses of action. Although consciousness is a powerful tool for all individuals (especially the knowledge worker), the state of being conscious must be enjoyed to be used pro actively. The state and skill to be conscious is one that can be learned and enhanced, but the first choice of ease by relying on cultural and genetic ideas must be put aside for one’s own experience to govern. “FLOW” is an enabler for the individual to enjoy being conscious rather than obedient to culture, and will lead to a better employee and individual overall. As the primary driver of engagement, motivation, and innovation, understanding and use of the “FLOW” concept must be of high priority in the organization and everyday life.
interactive systems
6 8 6 9
ORGANIZATION : SPATIAL TECHNIQUES
EXCERPTS FROM : HOW THE WORKPLACE CAN ATTRACT, ENGAGE & RETAIN KNOWLEDGE WORKERS
DESIGNING FOR AN ENGAGING WORKPLACE PROVIDE SPACES THAT REFLECT “ME”
Creative class workers want to express their individuality and uniqueness. Led by Gen Y but embraced by all three generations, today’s knowledge workers want spaces that reflect how they see themselves: as creative individuals. Consider how space sends messages about a company’s culture
• Break the box: eliminate the cube and Dilbertville • Leverage color, texture, finishes, and lighting • Support emotional connections to the environment, • Support personalization, such as mobile workspace tools and components, display of personal and team work and artifacts, and other materials that demonstrate individuality
PROVIDE A SOCIALLY CONSCIOUS ENVIROMENT Generation Y is very aware of the impact of individual choices and their long-term effects on the world. From the food they consume to the establishments they visit, they vote with their patronage and deliberately seek out companies that reflect their values. These attitudes have found a receptive audience in older workers, such as Boomers who inaugurated Earth Day and Gen Xers who grew up in an age of shortages and consolidations. Today, most creative class workers are particularly interested in working for companies that are socially conscious and invest in both the local community and the world at large. • Make sure environmental sustainabilityis an authentic part of the organization’s mission; today’s workers spot “greenwashing” from a distance
SOURCE :
“How the Workplace Can Attract, Engage & Retain Knowledge Workers.” 360 Deep Dive. Steelcase, Aug. 2009. Web.
STEELCASE
• Use LEED building practices • Create and select products that are good for both the
SUPPORT PERSONAL GROWTH THROUGH CONSTANT FEEDBACK AND MENTORING OPPORTUNITIES
user and the environment • Consider the “triple bottom line measure” of the workplace: its economic, social, and environmental impacts and benefits • Use products that promote energy efficiency
PROVIDE ORGANIZATIONAL TRANSPARENCY A big challenge for organizations today is acculturating the workforce. Traditionally, over the course of a long career working in one building or campus, workers developed a nuanced understanding of an organization by living and breathing the culture. Today, knowledge workers want to know as much as possible about an organization before they set foot in the door, since careers may be limited to a few years or even a series of projects with a company. It’s important to support an easy-access view into the organization and provide workspaces that communicate the culture, values, and mission of the company.
Creative class workers are highly educated and life-long learners. They manage their own careers and continuously monitor the external situation against their own internal standards. To engage and retain them, organizations need to provide multiple options for continuing education and regular feedback on performance. For example, today’s workplace offers an ideal opportunity to match experienced Boomers with Gen Y workers who are eager for mentors. To support sharing experiential tacit knowledge, mentoring spaces are a part of the palette of place in every high-performance work environment. • Provide non-hierarchical and informal collaboration settings • Provide a range of settings with varying levels of privacy • Provide small team settings that encourage sharing and feedback activities • Provide open floor plans to encourage acculturation and learning, i.e. lower panel heights or bench applications • Make managers more accessible through physical adjacencies and private offices with glass fronts •Create spaces that celebrate past successes
• Consider using infills, movable screens, and other surfaces to reinforce the brand throughout the organization • Create team hub spaces that connect to other project teams • Create spaces to celebrate the diversity of functional teams and allow for views into the practice • Create organizational hubs and digital media to stream content about the organization • Consider the role of the workspace in making thinking tangible; provide the ability to…
REFLECT WORK-LIFESTYLE INTEGRATION The creative class has a strong desire for work-life balance. As a means to attract knowledge workers, companies are becoming increasingly creative in the amenities they provide, such as flexible workweeks, telecommuting and other emerging work strategies, and on-site services to make worker lives easier.
- display and share vision, goals, and achievements - project content from a laptop or PC to a larger display for sharing - capture content easily, with portable and interactive white boards, etc
• Integrate physical well-being into daily work activities, e.g. adjustable-height workstations, ergonomic seating, movable monitor supports, etc.
interactive systems
7 0 7 1
ORGANIZATION : SPATIAL TECHNIQUES STEELCASE
REFLECT WORK-LIFESTYLE INTEGRATION : CONTINUED • Provide a means to get away without going away, e.g. decompression rooms or places for contemplation • Consider the merging of work and home by providing offices that feel more like living room spaces • Support work that may be shifted to home offices • Support an active lifestyle by providing onsite fitness facilities
STEELCASE
MATCH COGNITIVE INTENSITY The workplace is much more than simply dedicated “Me” and “We” spaces. The creative class requires a broader range of workspaces that provide the appropriate environmental experience for a particular task. In particular is the need for workers to choose places they can “amp up or down.” For example, following an intense session of building content with a team, people often need a place to throttle down from all the sensory stimulation of conversation, content immersion, media, etc. People demonstrate this need after an intense work session by stopping into a café for refreshment, walking outdoors for a change of environment, etc. At times everyone needs environments with more – or less – visual and auditory stimulation. The key is allowing people to choose how much stimulation they need and their proximity to it. Being able to choose your space to amp up or down is a way to match cognitive intensity with space and personal requirements. • Provide a range of settings to fit work needs and mood • Consider noise, music, and light-level interactions
colleagues is changing as speed and access to information increases. Workers are using social networking, which provides context to better understand the person with whom they’re communicating, unlike traditional email systems that offer little information about the user. There’s opportunity to capitalize on different ways of forming bonds between people by providing both virtual and physical environments that support interactions with peers.
• Provide smart furniture products with intuitive tech support • Support the increase in number and size of displays • Support a greater range of work postures associated with use of mobile devices • Support work-specific software and hardware tools • Employ sound masking for open workspaces • Support mobile technology tools
DESIGN WITH TECHNOLOGY IN MIND Since technology is not a means to an end for creative class workers but an extension of who they are, they desire continuous connection to people and information no matter where they are.
• Allow for improved concentration through zoning, acoustical clouds, or signaling devices • Support quick-switching work tasks • Optimize workspaces for multi-tasking • Support quick switching and multitasking between different activities: - Adjacencies to different work processes - Allow for work and personal tools: physical and digital • Support work that may be shifted to home offices • Support an active lifestyle by providing on-site fitness facilities
• Provide social collaborative settings that also support focused work • Leverage in-between spaces as impromptu gathering spaces for collaboration • Provide tools for video-conferencing and remote collaboration • Provide integrated team spaces to support co-located team collaboration • Support brief sporadic meetings at individual workspaces • Allow for the quick switch between “Me” and “We” work
LEVERAGE SOCIAL NETWORKS Despite the rapid increase in the development of broad social net-works, people still work in an office because of the power of place and the need to interact with colleagues. Yet the development of trust networks with
interactive systems
7 2 7 3
THE FUTURE WORKPLACE
4 THE FUTURE WORKSPACE is a guidelines based approach at designing the future workspace. By integrating research of the designed environment with spatial goals and typologies of interactive systems, a broad look at the nature of spaces is gained. Work of the future will not be a combination of small, separated spaces, but an overlapping and interplay between different spatial qualities. During the day a single space may change from a conference room, to a training center, to a space of heads down work, and finally become a group-based “scrumming” space. Due to the overlap and constant shift between spatial uses, the approach has been to not define space as a “training center”, or “conference room”, but is rather approached as an enabler of work. There is a precise look at how each type of work or office task takes place, how to best enable these workplace methods with consideration of the specific qualities of the program itself. This evaluation is of the implications on multiple scales, and the over-arching spatial and features which best lead to a highly effective, enabling technological workspace for each individual program. The approach has been taken to divide the office into three types of enabled spaces: individual, group, and interstitial, each of which has features that exist as the complex intertwining that is workplace.
the future workplace
7 4 7 5
OVERVIEW
INDIVIDUAL SPACE Individual workspace consists primarily of the occupied environment in which heads-down work is done. This space is unique in that it is as much a factor of individual choice and work styles, as it is a designed feature. Individuals have been found to range in working spaces from enclosed offices, to entirely open-plan arrangements, in which only a chair may be occupied. Collaboration occurs throughout the entire office and must be taken into consideration even within the individual space (70% of collaboration happens at the individual workspace), however certain enablers can be designed which will lend spaces to effective individual work. Difference in work style and generational cultural styles play an important role in distinguishing how individual spaces are used. Certain main points have been highlighted which identify how people work alone, and how to create space to enable their work. These points are discussed in terms of the enclosed room, to the open office environment. A main characteristic which is necessary to consider when designing individual space is that they should not occur as “sardines” with the vast majority clustered together, but should instead exist as a sprinkling of each type of workspace spread evenly throughout. Many individual spaces may also exist as part of a larger group space, but must be able to exist on their own as a successful working space for the heads-down worker as well. There are many differences in work styles, both personality type and generational trends distinguish “normals” within the workplace, however there are also many features that cross all boundaries, and should be implemented in the individual workspace, no matter what its nature.
the future workplace
7 6 7 7
INDIVIDUAL : INTROVERT / EXTROVERT R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Hard-wired desktop • Charging station • Whiteboard • Data/progress displays
LIGHTING • Daylight - Adjustable • Overhead - On/Off • Desk light
COLOR • Grey • Green • Blue
HEALTH POSITIVE • Ergonomics • Live plants
ADJACENCIES • Individual spaces (opposite type) • Meeting spaces • Refreshment station
VIEWS • Outdoor (preferred natural) • Meeting Spaces
ACOUSTICS • Immediate control • Panel systems
CONTROL • Immediate control • High flexibility
RANGE OF SCALE : COMPLETE PRIVACY TO COMPLETE PUBLICITY
INTROVERT Introverted work styles desire space that has a great deal of control; designs should include noise control options, general working spaces, and technology enablers. These head down workspaces should have some degree of separation, whether walls of a chair or completely closed door system. For these individuals, these features will create an acoustically controlled environment, however there should still be office connections, whether by glass panels, or doors that can be left open. Office type workspaces should be directly nearby public space, and must also be designed for use as “phone rooms” for video conferencing, phone calls. In order to enable these types of interaction, “white noise” is an effective option to controlling the acoustics in a louder office space. Spatial allotments should be made for these accommodations by either a range in size, or with slight increases to the rooms overall.
STERLING PARTNERS : CHICAGO
EXTROVERT Extroverted work styles enjoy open, desking solutions over enclosed workspaces. These “desking” zones require seating and desks with high amounts of flexibility, and should have an space for instantaneous collaboration nearby (or designed in). These spaces gain from a low “buzz” however can get too noisy if design is not optimized. Noise cancelling and white noise systems are not necessary, however there should be a consideration towards acoustic control. Many individuals within these workstations will use headphones to cancel out noise, and should have small “offices” nearby to travel to in the case of phone calls and required silence. These spaces lend themselves naturally to walk-up meetings, and should have whiteboards, and other work-enablers directly nearby. Flexibility in the seating of allows these spaces to be occupied by a single individual or small team depending on the immediate need.
ATLASSIAN : SAN FRANCISCO
the future workplace
7 8 7 9
INDIVIDUAL : MULTI-GENERATIONAL R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Ease of relocation - Mobile • Outlets in abundance • Whiteboards • Location service/messaging • Data/progress display
LIGHTING • Daylight • Overhead - On/Off
COLOR • Distinguished by space
HEALTH POSITIVE • Ergonomics • Live plants • Walkability
ADJACENCIES • Individual spaces (opposite type) • Meeting spaces • Refreshment station
VIEWS • Outdoor (preferred natural) • Live plants
ACOUSTICS
• Immediate control • Plants / fabric walls • Panel systems • Ceiling systems
CONTROL
• Immediate control • High flexibility • Spatial Variety • Moveable furnishings
RANGE OF SCALE : PROGRESSION FROM GENERATION TO GENERATION
GEN Y : CONSTANT CHANGE OF SPACE NEED : WIDE VARIETY OF HIGHLY FLEXIBLE SPACES
Highly mobile workers, they are in tune with technology, and mobility is a key trait of their work style. These workers will use multiple devices to get work done, and are comfortable working on a couch or lounge chair, they can be seen working throughout the entire office in a single day.
GEN X : PERIODICALLY SHIFT SPACES NEED : WIDE VARIETY OF WORK
Tech based workers have worked with some connection to the web their entire lives, they have always been connected and are comfortable working anywhere as long as there is a surface to work on.
MILLENIALS : 3 OR 4 MAIN SPACES
NEED : PODS OF WORK/TEAM - OFFSET GROUP SPACES
Working in the cubicle farm for most of their lives, most have never seen an office of their own, and are slightly hesitant to change office-styles since their turn in the corner office is “right around the bend”; they are more willing to give up their private space, and will usually adapt quickly to the environment they inhabit. These workers will change workspaces throughout the day on sparce occasions, they are more likely to “walk over” to a coworker to ask a question or collaborate.
1871 : CHICAGO
BOOMERS : 1 OR 2 MAIN SPACES
NEED : SINGLE FIXED WORKSTATION WITH OFFSET GROUP SPACE
They have worked in the office and cubicle farm for most of their lives, however are quick to respond to office changes; within a few days most actually embrace the change away from these old styles of work. Boomers still do value their own space, however are realizing are happy having a computer and desk space all their own. The majority of boomers will “nest” in a territory they see theirs, and rarely change work spaces throughout the day. They are comfortable walking around and interacting during times of social interaction such as lunch, early evening, and for small breaks during the day.
AUTODESK : SAN FRANCISCO
the future workplace
8 0 8 1
OVERVIEW
FROM TOP TO BOTTOM FACING: ATLASSIAN : SAN FRANCISCO AUTODESK : SAN FRANCISCO 1871 - CHICAGO VELTI: SAN FRANCISCO
COMMUNITY SPACE The office environment has become a hub for collaboration, which should not be created in pockets, but designed as an over-arching idea. Collaboration should exist within the entire office, and whether or not it is designed for, it will take place. While collaboration happens naturally within the office environment, certain types of spaces are designed to enable these interactions along with interactions that require a finer level of tailoring. Community spaces exist as all spaces which themselves become destinations that also are geared towards group work, crossfertilization, or discussion. These spaces can range from small lounges, to entire dining areas; they should however all exist as working spaces that are comfortable for both the lone individual, and the company at large. Community space will deal with large levels of flexibility, in terms of both use and scale. A well designed community space will exist not as a sole entity, but as an overlapping, highly dynamic environment. The best community space will not be used as a single room, but should house multiple drastically varying activities throughout a single day. Due to the nature of these spaces, along with their requirement for flexibility in both the physical and enabling categories, expansion beyond the space, and in coordination with other nearby spaces should often occur. Rather than distinct spatial names, the type of activity that is possible to occur within a space should be designed for. Some types of community workspace enablers are highly similar when categories are compared, while others are drastically different. This complex system of similarities and differences has been addressed and through the analysis of office enablers, informed decisions for spatial adjacencies, overlaps, and uses should be simplified. When designing community spaces, the size, number of occupants, technology requirements, and even details such as color and branding can play a drastic role on whether or not there is an effective level of use. These considerations must be looked at from an individual organizations point of view, but can assist with the design and decision process.
the future workplace
8 2 8 3
COMMUNITY : TRAINING R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Projection screens • Outlet abundance • Whiteboards • Speaker system • Microphone system
LIGHTING • Daylight - highly adjustable • Overhead - highly adjustable
COLOR
• Branded by company • Green • Yellow • Orange • Brown/warm neutrals • Grey/cool neutrals • White
HEALTH POSITIVE • Ergonomics
ADJACENCIES • Meeting spaces • Dining/Refreshment station
VIEWS • Group spaces
ACOUSTICS • Panel systems • Ceiling systems • White noise
CONTROL • High flexibility • Partition walls • Moveable furnishings
RANGE OF SCALE : INFORMAL -- FORMAL
Traditional training formats have evolved to include technology, a level playing field, and discussion based formats; no matter the group number, training in locations with seating, projection, and a place to write are necessary. This form of training can range from two individuals at a workstation (mentoring) to an entire company session (presentation), however should take on similar characteristics regardless. Rooms should not be designed for training purposes, tiered seating with small individual desks are outdated. Certain spaces should instead be able to lend themselves to training within the office, however may be used for other types of work as well. Training can flex and expand in number from a pair to an entire company, and training space should be able to shift and optimize per user requirements. An overflow/expansion of space should exist on at least one side, and high levels of control (lights, sound, transparency, etc.) need be integrated at a design level. New training methods are starting to emerge which shift from the lecture format to a more trainee involved style. These “training games” can exist as either “gamification”: video games or as interactive scenarios with other individuals.
ATLASSIAN : SAN FRANCISCO
In order to design for interpersonal training, many similar concepts of control, flexibility, and projection are necessary, however the emphasis on working surfaces (whiteboards, smart boards, etc.) is greatly enhanced. Technology may also be required as an integration into the design, and individual computers may be necessary to optimize the session. However training occurs, it is necessary that it reflect the branding of the company; The work style used in the training session should be a direct transplant of the work style that is desired in the company. Spaces must also mimic those of the actual work stations and styles, employees will learn to use the spaces as they are permitted, and the best time to train them to do so is during initial training. 1871 : CHICAGO
the future workplace
8 4 8 5
COMMUNITY : RECREATION R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Projection screens • Outlet abundance • Whiteboards • Speaker system
LIGHTING • Daylight • Overhead - blue spectrum
COLOR
• Branded by company • Red • Orange • Yellow • Green • Brown/warm neutrals
HEALTH POSITIVE • Live Plants
ADJACENCIES • Meeting spaces • Dining/Refreshment station
VIEWS
• Outdoor (nature) • Dining • Meeting spaces
ACOUSTICS
• Acoustic control • Spatial separation • Live plants
CONTROL • Moveable furnishings
RANGE OF SCALE : PERSONAL -- ORGANIZED
Recreation spaces within the workplace have recently become a hot topic, with ping-pong, foosball and video game rooms popping up, there has been an infatuation with team based recreation. Although these are all highly influential team building activities, lounges, cafes and comfortable places where employees can sit and talk are also necessary.
PERSONAL These spaces will be used in connection based conversation, but will also be appreciated by individuals enjoying a moment away from work. The lounge-like spaces should be optimized to many different types of inhabitant, with a range from resting the eyes to intense discussion. Types of seating, table height, and views should all occur in abundance within this area. In-office live plants are also an effective technique to reduce stress, clean the office air, and enhance the comfort of the space. These locations may be used as departmentspecific or as waiting areas depending on location, and should be specifically placed for their desired effect.
STERLING PARTNERS : CHICAGO
ORGANIZED Game type recreation within the workspace is an effective way to build connections, create energy, and initiate friendships, all which are highly beneficial to the workplace. The game room situated alone will usually go unused; instead incorporate it into areas of high flow: near dining, major spaces, or spaces that can be used outside of work hours. Video games are effective methods, and take up little space, however due to the time required to participate, will sometimes go unused. Foosball, and ping-pong tables are good alternatives that allow users to enjoy breaks, without taking too long to occur. Ping-pong and foosball tournaments are effective company bonding techniques which all can participate in; however may become disruptive if too close or unbuffered from the workspace. Of all the styles of game: ping-pong is used most often, and foosball a near second.
ATLASSIAN : SAN FRANCISCO
the future workplace
8 6 8 7
COMMUNITY : MEETING R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Projection screens • Outlet abundance • Whiteboards • Speaker system • Microphone system • Video conference
LIGHTING • Daylight - high flexibility • Overhead - high flexibility
COLOR
• Branded by company • Blue • Orange • Yellow • Green • Brown/warm neutrals • White
HEALTH POSITIVE • Ergonomics
ADJACENCIES • Individual workspace • Dining/Refreshment station
VIEWS • Outdoor (nature) • Individual workspace
ACOUSTICS • Acoustic Panels • White noise
CONTROL • Moveable furnishings
RANGE OF SCALE : INFORMAL -- TRADITIONAL
INFORMAL Informal meeting spaces have become increasingly popular in the open plan office, with arrangements that are more flexible, couches and chairs set off to the side of the office allows for a meeting to occur without the formalities of the traditional conference room. Many of the enablers that would occur within the conference room will be necessary, however closed doors, and fixed tables will not be necessary. Due to the fluid nature of this space, it is easily combined with many other areas within the office. The informal meeting space can be designed for, however is mainly a combination of enabling technologies, comfortable seating, and large amounts of working spaces. These spaces can exist anywhere within the office, and usually occur as an integration into other spaces in the office. AUTODESK : SAN FRANCISCO
TRADITIONAL The traditional office meeting space is sometimes referred to as the “board room”. This space was traditionally fixed heavy furniture, however has recently been designed as a more flexible space. Board rooms need to have a “control” essence for investors and board members to meet with company leaders, however should not exist as mere dead space when these meetings are not occurring. Working surfaces, integrated technologies, flexible furniture and walls should be used to create the space. The room must be acoustically silent; either by white noise, closed doors, acoustic paneling, or a combination of these features, there should never be a problem of noise traveling in or out of the space when important meetings are being held. Due to the size of this room it becomes an ideal group working space if designed for flexibility.
STERLING PARTNERS : CHICAGO
the future workplace
8 8 8 9
COMMUNITY : NOURISHMENT R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Projection screens • Outlet abundance • Whiteboards
LIGHTING • Daylight • Overhead
COLOR • Branded by company • Red • Orange • Yellow • Brown/warm neutrals • White
HEALTH POSITIVE • Ergonomics • Live plants • Food choice
ADJACENCIES • Meeting spaces • Training • Recreation
VIEWS • Outdoor (nature) • Meeting spaces • Training • Recreation
ACOUSTICS • Spatial separation
CONTROL • Moveable furnishings
RANGE OF SCALE : RERESHMENT STATION -- FULL DINING
REFRESHMENTS Refreshment zones are effective ways to regenerate employee energy while giving a moment away from the desk. These spaces are high traffic, and create opportune moments for spontaneous meetings. Multiple refreshment spaces may be spread throughout the office, which should provide free beverages, fruit, and snacks. These spaces should have nearby seating (lounge, open conference, or high tables) to enable the interactions between employees. These zones can either be for individual departments such as sales or customer service who do not get extended time away from the desk, or as main anchors that act as hubs of interaction for multiple departments. These zones should have simple appliances, however will not be occupied during meal hours, they are specifically designed for short breaks throughout the work day. Consider branding and company issues such as health and sustainability when stocking fridges and choosing snacks.
SENCHA : SAN FRANCISCO
FULL DINING There should only be one dining area in the office. This area will provide for a space of high interaction during lunch hours, and should be able to exist as a team meeting space as well. Although food is presented, technology will still need to be an integral part of the design. Cross disciplinary work happens most during lunch, and is enabled best by community tables. In order to best suit the collaborative atmosphere of the lunchroom, consider working surfaces nearby to seating areas. Decide how lunch will be provided to employees, if it is â&#x20AC;&#x153;bring your ownâ&#x20AC;?, provide enough fridge space for everyone; likewise, if lunches are brought in or made on site, more counter space will be necessary. The full hour of lunch is not always used for dining; spaces should be nearby or integrated that are seen as food-friendly, however may still lend themselves heavily to collaboration, team-building, or informal workspace.
ATLASSIAN : SAN FRANCISCO
the future workplace
9 0 9 1
OVERVIEW
FROM TOP TO BOTTOM FACING: AUTODESK : SAN FRANCISCO 1871 - CHICAGO GRUBHUB - CHICAGO GRUBHUB : CHICAGO
INTERSTITIAL SPACE With collaboration and creativity at the forefront of the discussion surrounding the design of the new workplace, the spaces associated with community and concentration are naturally dominate the architectural design ideas. However, it is important to be very aware of the space in between these spaces. When designing space that spurs creativity through varied modes of work, getting from space to space is vital. However, the connections that potentially happen away from these spaces, serendipitously in passing, are the life blood of true creativity based on combined knowledge. The interstitial spaces connect all other spaces within the office. They are designed to direct flow and movement. If community and concentration specific spaces are the metaphorical organs of the body of the architectural design, the interstitial spaces would be the blood vessels. In examining the movement and the connections that occur, there is need of spaces that facilitate a break-out from the paths of movement aimed at the purpose of providing resources for these connections. A distinction should be made, however, that in terms of association with already defined spaces from previous sections, there should be design of break-out spaces. One space provides a collaboration within concentration spaces, while the other is a meshing of community space and paths of movement. While extremely similar in intent, which is to provide space for random connecting of persons and ideas, the community interstitial space would serve as buffer between community gathering and movement, whereas the other variation is to provide a shell for moments of collaboration within individual work zones.
the future workplace
9 2 9 3
INTERSTITIAL : SERENDIPITY R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Projection screens • Whiteboards
LIGHTING • Daylight • Overhead
COLOR • Branded by company • Red • Orange • Yellow • Brown/warm neutrals • Grey/cool neutrals • White
HEALTH POSITIVE • Live plants
ADJACENCIES • Collaboration breakout space • All spaces
VIEWS • Outdoor (nature) • All Spaces
ACOUSTICS • Acoustic separations • Acoustic buffering
CONTROL • Moveable furnishings • High Flexibility
RANGE OF SCALE : DEFINED -- OPEN
As discussed previously, understanding serendipity in relation to creativity is a major key to effective collaboration. The definition of the interstitial space is elusive at best, but is most closely related to the paths of movement throughout a designed space. Much of the design of this space occurs in what is left after the other spaces have been more rigorously defined and designed. However, there is opportunity here to design a piece of new workplaces that is crucial to the realization of goals and ideals of the modern culture client. These spaces in between spaces become less about the function of moving from place to place within an collaborative environment and much more about the facilitation of the vital creative connections that drive ideas within an organization. In designing for these interactions it is important to first understand the purpose and goal the organization has defined. By gathering this, one can then more adequately arrange defined spaces to allow movement to happen between in the fashion best suited for the workplace in question.
ATLASSIAN : SAN FRANCISCO
The interstitial space should, in fact, be delineated as a specific piece of the architectural program, as opposed to â&#x20AC;&#x153;what is left over for movement paths.â&#x20AC;? General principles to follow deal with width and expansiveness of space; where a narrow passage encourages constant movement, a much more expansive zone might encourage those moving through to linger and collaborate with those in adjacent community and individual spaces.
ATLASSIAN : SAN FRANCISCO
the future workplace
9 4 9 5
INTERSTITIAL : COLLABORATION R E CO M ME N DAT I O N S TECHNOLOGY • Cloud based mobile workspace • Projection screens • Outlet abundance • Whiteboards • Public workstations
LIGHTING • Daylight • Overhead
COLOR • Branded by company • Red • Orange • Yellow • Brown/warm neutrals • Grey/cool neutrals • Black • White
HEALTH POSITIVE • Live plants
ADJACENCIES • Serendipity • All spaces
VIEWS • Outdoor (nature) • All Spaces
ACOUSTICS • Acoustic separations • Acoustic buffering
CONTROL • Moveable furnishings • High Flexibility
RANGE OF SCALE : COMMUNITY TO CONCENTRATION
SERENDIPITOUS : CONCENTRATION Relating specifically to the individualâ&#x20AC;&#x2122;s work space, this break-out zone accommodates the transfer of ideas in quick, non-formalized gatherings. This is a space that is adjacent to the space for concentrated work. It can be fully contained within the space designated for individual work or could share adjacency with the paths designed for movement throughout the workplace. Accommodations in this space would not necessarily constitute a need for work surfaces as it is intended as a space to bounce ideas off others. At the most basic, this definition of space includes interactions at the individualâ&#x20AC;&#x2122;s work surface, ranging upwards to a gathering of individuals requiring seating. A specific work surface would not need to be provided, but as with many of the places to gather and collaborate, accommodations for compiling ideas, such as a rolling white board should be considered. STERLING PARTNERS : CHICAGO
SERENDIPITOUS : COMMUNITY Similar to the above gathering area, this space is a bit more multi-functioning. Associated also with the interstitial spaces, the community serendipity space acts as a buffer between the formalized community gathering areas and what is delineated as interstitial. As such, it can be defined as a pre/ post-meeting area where ideas formally discussed within the formal community gathering spaces can be examined further. In certain cases, this can act as a transitional space whereby knowledge workers can prepare for a formal gathering or decompress and debrief afterwards. Like the above definition of space this could be considered as a place of refuge from the movement of the paths. They are concentrated, non-formal places to connect with others to advance transfer of knowledge and ideas, to pursue a more creative workplace.
1871 : CHICAGO
the future workplace
9 6 9 7
CONCLUSION
FROM TOP TO BOTTOM FACING: SENCHA : SAN FRANCISCO USF : SAN DIEGO AUTODESK : SAN FRANCISCO VELTI : SAN FRANCISCO
2013
THE FUTURE OF WORKPLACE
While the future of the workplace is an incredibly fluid idea, it is intended that this document be used as a road map to help understand the cultural, tangible, and technological advances now defining the workplace of the modern knowledge worker. Care should be taken to observe the exponential change that is occurring in relation to each of the aforementioned parts of this discussion, and as such, rigorous testing of these and other theories must remain a integral part of the design process for workplaces now and moving forward. The principle spaces as defined in the previous section are assimilations of many of the sources of information that were drawn upon for the entirety of this research project. While the research is certainly extensive and comprehensive in its approach to understanding current key players in workplace design, there is so much information on the topic, from scientific study to opinion pieces, with more being added daily, it is clear that this will be on on-going discussion for the foreseeable future. With this in mind, we believe that the definition of spaces now necessary in the modern knowledge workplace is a great place to start with regard to the physical, physiological, and psychological needs of the current and future knowledge worker. There is certainly room to expand upon these ideas and most assuredly these will need to be redefined again in the future as culture continues to evolve. Like architecture as an anchor, this document is a snapshot into the current and trending conditions of the workplace and attempts to capture the current ideals that should be used when designing the future of the workplace.
Anchoring the Cloud serves as a continuation of a very complex conversation and not the definitive answer, by any means, to what is certainly a moving target. It is our hope though, that the information compiled and the synthesis constructed further spurs the discussion, and compels the profession to consider the importance of researchbased design practices.
EVAN BARTLETT + ZACH REISER
the future workplace
9 8 9 9
CASE STUDIES
THE PURPOSE Throughout the research process, there was opportunity to visit some of the organizations that are leading the way into the future of workplace design. The following case studies are a peek into how individual organizations have implemented many of the principles found within the research and this document. The purpose of these case studies was to get a better understanding of how these design ideas can affect the creativity and collaboration within a given environment. While principally varied, there was quite a bit of similarity when considering the components in each workspace. Case studies in varied regions, as well as industries, drove the advancement of principles that should be considered universal in the landscape of the modern knowledge workspace.
CHICAGO : ILLINOIS 1871 - CO-WORKING CENTER GRUBHUB - MOBILE APP DEVELOPMENT STERLING PARTNERS - PRIVATE EQUITY
SAN FRANCISCO : CALIFORNIA ATLASSIAN - SOFTWARE DEVELOPMENT AUTODESK - SOFTWARE DEVELOPMENT SENCHA - MOBILE MARKETING UC SAN DIEGO - STUDENT SERVICES VELTI - SOFTWARE DEVELOPMENT
SAN DIEGO : CALIFORNIA SALK INSTITUTE FOR BIOLOGICAL STUDIES
case studies
1 0 0 1 0 1
KEYS TO THE SPACE Interactions with venture capitalists Connecting with like-minded workers Freedom to work autonomously
CO-WORKING CENTER
CHICAGO : ILLINOIS
Founded 2012 : Jim Oâ&#x20AC;&#x2122;Connor, Jr.
1871 is a co-working facility for technology startups in the Chicago area. The facility is located on the 12th floor of Chicago’s Merchandise Mart, and houses a community of small technology businesses. The facilities combine ideas of the startup community, while offering education and inspiration to its members by bringing in outside experts and professionals. The support for these individuals and small businesses begins with education and inspiration through access and sessions with outside experts and professionals, while also providing a comfortable, flexible, collaborative workspaces and atmosphere for their members. The members range in age, company type, experience, and business size, which creates a unique situation that naturally lends itself to mentoring and networking. The space is designed in order to enhance the traits that are present in the organizational structure, while also facilitating varied degrees of benefit for different types of member. Rentable spaces range from full rooms to a general membership which allows entry and use of the public facilities, without access to the more secluded work desks and spaces. A high quality coffeehouse is directly attached to the space which creates ideal conditions for meetings, and allows the occupants to acquire refreshments without leaving the office. The coffeehouse space is effective for sponsor meetings; many entrepreneurs, business owners, and investors visit 1871 looking for new business ventures, partners, and ideas. Members gain access to the space’s tables, couches, chairs, loungelike seating, small phone rooms, a “gameroom”, a large open flexspace, high speed internet and kitchen. Also included in the base membership is 24/7 access to the facilities, the coffeehouse, high speed internet, and option to buy into space designated for the specific user. All of these facilities are necessary to create the space which lends itself to the work style which is proven so effective within the 1871 office. Flexibility, technology, and the large variation between types of space are able to effectively create an environment of collaboration, high productivity and networking ease for the members that choose to work within the workspace of 1871
case studies
1 0 2 1 0 3
RECREATION Understanding the need for a creative space to allow for recreation, as well as performance outlet, 1871 offers a large space that satisfies this need. Pictured at right is a local interpretive dance group performing for potential investors.
INTERSTITIAL The spaces between spaces often can be the most creative as people from different disciplines connect over a snack.
INDIVIDUAL SPACE Space away from the fray allows workers a space to really develop an idea before returning to the collaborative environment.
Founded 2012
CONCENTRATION Comfortable seating and a quiet space to think through an idea before presentation.
PHONE BOOTH Space to have private conversations or a minute away.
DAYLIGHT + VIEWS Daylight is essential to a positive working environment.
case studies
1 0 4 1 0 5
KEYS TO THE SPACE Community building “zones” Branding by both company and workers Professional front with enjoyable workspace
ONLINE FOOD ORDER
CHICAGO : ILLINOIS
Founded 2004 : Mike Evans + Matt Maloney
GrubHub is an internet company which specializes in online food ordering and delivery. The company has locations in over 400 American cities, the office started as an idea in a bar, and grew out of the founders’ apartment, and rapidly evolved into the food giant it is today. GrubHub was founded and is headquartered in the Chicago area, with their current location within the Chicago loop. The office consists of the top three floors within a “donut” shaped office tower, which allows for a large amount of natural light. Spaces are separated for each department, with food service, break-out spaces and offices, along with community/entertainment spaces spread throughout. GrubHub does not have a kitchen (they always order in), however the office does have “snack stations” spread strategically based on need and location within the building. The workplace is enhanced by a rooftop patio, large enough for employee use or entertainment purposes as program requires. An in-house I.T. room oversees the technology of the company, and with monitoring services 24/7. Due to the 24/7 operation time, strategies of transportation, and areas specifically designed for employee rest/comfort have been designed. A “tech-free” quiet zone exists for decompression, snack stations are strategically placed near the workstation who’s work allows less time away from desks, lounges and walk-in/reservation based offices are available throughout the design. Empty wall space is used for “hands-on” work and branding, while windows are maximized to allow in natural light. “Zones” of entertainment are spread throughout the office, each of which is dictated by the department in which they are housed. The specific characteristics of the departments lend to and enhance the nature of each “zone”, while the unique nature of each space enhances overall company connections due to their only being an individual space for each purpose. Employee polls contributed to the creation of these unique spaces, which led to employee-led branding, although not specifically company based, many of the employee comments were used to enhance the workplace by connecting directly to employee patterns and memes. A dance floor, “sports center”, “shark-tank”, and “Rock band” gaming area, are some of the spaces employed to enhance both workplace and interpersonal connections.
case studies
1 0 6 1 0 7
VEGETATION AND VIEWS Vegetation and view help to ease nerves, calm co-workers and assists in the welcoming of visitors and clients.
CROSS CONTINENTAL Simple processes allow workers in diverse environments to adapt quickly based on the current interaction
EMPLOYEE BRANDING Employee satisfaction with the workplace is increased by small gestures within the office design.
ADJUSTABLE DESKS Customized workstations help employees to remain comfortable while at work
OUTDOOR ACCESS Outdoor spaces are effective for time away from the desk, while helping to enhance inter-departmental collaboration
BRANDING Promotion of healthy, happy living increases the level by which the employee feels cared for by the company
TECHNOLOGY Ample technology is provided to minimize task time, and allow workers to stay current in the rapidly changing office
ENABLE TECHNOLOGY Outlets and charging stations should be readily available in order to enable work, even in tertiary spaces ex: fitness center
DAYLIGHT AND VIEWS Views and daylight are an effective and cheap way to increase employee workplace satisfaction
case studies
1 0 8 1 0 9
KEYS TO THE SPACE Enforcement of the “two-minute meeting” Healthy working environment Universal access to views and daylight
PRIVATE EQUITY FIRM
CHICAGO : ILLINOIS
Founded 1983 : Chris Hoegn-Saric + Steven Taslitz
Sterling Partners is a company building private equity firm located in Chicago, Illinois with other offices in Baltimore and Miami. The company was founded in 1983, and has distinguished itself around the purpose of “Inspired Growth”. The firm’s employees are highly versatile, and have weekly schedules which may consist of full weeklong travel, to in all in office, depending on the project and phase being worked on. Due to the high levels of mobility, effective technology is highly integrated into both the business model, and office environment. The technology used is enforced as an enabler of work, whether in or out of the office. Full wireless capabilities, with a large variety of workstations are employed within the office in order to allow for a variety of spaces that lend themselves to each individual office task. The goal of the space revolved around a few main ideas, the first being that of health; standing workstations, a health monitored kitchen, treadmills, and leaning chairs are employed to keep employees in good physical condition, as a direct correlation to business capability. The second main point covered by the space is that of the “two minute meeting”; it was discovered that most scheduled meetings could be taken care of in a matter of minutes or even seconds. To eliminate the time wasted due to scheduled meetings, an open, walk-able office was created; many meetings occur within the space simply by two employees crossing paths, having a quick word, and then carrying on. A third point which was covered by the space was that of a maximization of both daylight, and views. Located on a top floor downtown Chicago, it became clear that putting offices in the corners would waste the views for most employees (especially due to company mobility). Instead of cluttering the edge, a central core was created around the elevators which consisted of lockers, meeting rooms, restrooms, and the kitchen. This central core was surrounded by an open plan that wrapped 360 degrees around, with uninterrupted window access along the entire edge. Glass partitions were finally put into place in order to allow both daylight and view to be used while in conference rooms, without having problems of acoustical privacy.
case studies
1 1 0 1 1 1
FOOD SERVICE Providing food for employees reduces fatigue and helps create a comfortable environment
TOUCHDOWN ZONE Touchdown allows workers to drop their things and work on a moments notice without having to find a workstation and settle in.
INDIVIDUAL SPACE Heads down workspace helps to create privacy, but can still allow workers to collaborate when needed
SHARED RESOURCES Lockers and other forms of storage along with WiFi and the cloud allow for decreased space usage and fewer amenities
INTERSTITIAL CAFE Working can be facilitated wherever there is a place to write; providing shared seating near food will increase chance encounters
PHONE BOOTH Varied sizes of phone booths assist with noise, are useful for private conversations and can make effective meeting spaces
c a s e
sc ats eu sdt ui dei ess 18182|18 19 3
KEYS TO THE SPACE Strong community core Community connection Employee comfort, choice and enablement
SOFTWARE DEVELOPMENT
SAN FRANCISCO : CALIFORNIA
Founded 2002 : Mike Canon-Brookes + Scott Frarquhar Founded 1983
Atlassian is a software development company which originated in Sydney Australia, with main offices also in Amsterdam, Tokyo, and San Francisco. Most products are developed for the use of software developers and project managers. The company also sponsors Atlassian foundation, which gives time and money to charity. The company also has an expansive community outreach; rather than creating a haven in the office for their employees, Atlassian prides itself on the use of nearby community facilities, while also hosting community events, and outreach within their own office space. Atlassian San Francisco’s previous space had very similar characteristics as those of their current space. Many companies which have attempted the open plan are doing so as a first-pass, Atlassian however was in the position to change their work style, management, and physical environment, however did very little to do so, the main reason for the move was an outgrown space, however many of the ideas were carried through directly to their new larger office. The San Francisco office consists of main central public stair/seating areas which is used for company meetings and individual work, many sizes of reserve-able and walk-in conference rooms, telephone rooms, a small secondary beverage kitchen, and a main large kitchen/ training/game/community space. The main workspace consists of adjustable height desk stations, with small breakout spaces directly adjacent. Employee comfort and satisfaction is taken into consideration, and is used in both the enhancement of workspace connections, and the overall company effectiveness. Employees are given 24 hour “hacka-thon” periods to work on whatever they choose. The company also permits bringing (behaving) dogs into work, creating both comfort and trust within the company, while also allowing employees to create bonds rather than “running home during lunch”.
case studies
1 1 4 1 1 5
HEALTH POSITIVE Employees are encouraged to exercise at the local park during work hours, and are provided with healthy free food in the office
LIVE PLANTS Plants are used to create space, increase comfort, and enhance indoor air quality; many employees have plants at their desks
CONNECTION EASE The two story core allow for ease of connection between employees for both planned and chance encounters
BRANDING Storage and rental of bikes helps to show the companies intentions, while also providing alternative methods for commute and exercise
DATA DISPLAY Data monitors have a running feed of department statistics and information to keep employees up to speed with the rapid workflow
WORK/LIFE Comfort and an establishment of the work/life balance is considered; employees are given opportunity for relaxation, for when they donâ&#x20AC;&#x2122;t have the time to return home
COMMUNITY SPACE The large community stair makes for excellent meetings, providing a space where either small groups, or the entire company can gather
WORKSPACE The workspace is designed and customized by each employee to their own comfort, while walls and partitions are removed to increase employee bonds.
case studies
1 1 6 1 1 7
KEYS TO THE SPACE Flexible working environment Office designed as a “scrumming” space Branding through multiple techniques
A U TO D ES K
PRIVATE EQUITY FIRM 3D DESIGN SOFTWARE CHICAGO / ILLINOIS
SAN FRANCISCO : CALIFORNIA
Chris Hoegn-Saric + Steven Taslitz Founded 1982 : Dan Drake + John Walker Founded 1983
Autodesk is a leading company in 3d design and visualization software for a multitude of creative purposes. Autodesk originated in San Rafael, California, and has expanded to hold headquarters in Singapore and Switzerland, with a multitude of smaller offices spread throughout the world. The office in San Francisco, California recently underwent an addition into the sister building of its older San Francisco office. Autodesk places a high level of importance on environmental impact, and therefore follows LEED guidelines. One major consideration within the LEED guidelines is that of no partition height over 42” tall (unless translucent), this allows for views and light to pass through the space uninterrupted, and reduces the lighting needs drastically. Partitions vary between whiteboard, acoustical absorption, and translucent surface depending on the location at the desk. “Scrumming” spaces are spread throughout by either the use of mounted whiteboards or whiteboard paint in order to create an effective working environment. Chair to table height ratio took a place of high importance, as this ratio can either make or break both a seating arrangement and space overall. Acoustical qualities and branding are also designed into the space throughout, with strategic placements of both on areas too small or awkward to be used as whiteboard spaces. Conference rooms are created with low-cost takes on high-cost furniture solutions; employees were polled and it was realized that the wires didn’t matter. Rather than spending on high priced tables that conceal cables and incorporate plugs, simple tables and cables were used, with the extra money either saved or invested into technology systems such as in-ceiling speakers, and large screen flat screen T.V.s (which last longer, are cheaper, and of better quality than their projector counterparts). Training, the kitchen, and the game room all take on important roles within the office; rather than the entire space being devoted to one purpose, training has moveable walls to change its size and shape, in-ceiling speakers and mounted displays to allow its use as a conference room; flexible flat seating arrangements create ease of modification. The kitchen and game room are both designed as such, but also take work into consideration, and are laid out to allow the spaces to become conference, or meeting spaces at a moment’s notice.
case studies
1 1 8 1 1 9
ENTRY CAFE The cafe located near the entry to the office allows for chance morning and evening encounters, while also creating a welcoming eing environment to visitors
VERTICAL SURFACES Partitions between workstations employ whiteboards, noise reducing panels, and translucent separators
SIMPLE TECHNOLOGY Technology is simple yet effective, low expenditure on furnishings and technology allows for savings or increased spending elsewhere
MULTI-USE ROOM The game room is fitted with furnishings that allow it act also as a workspace
WELCOME SPACE Branding, seating, and welcome desk are located near the front to enable quick meetings, and comfort while waiting DAY-LIT PRIVACY Private offices gain both visual and acoustic restriction, while use of glazing allows for daylight to pass into the space DAYLIGHTING The office is governed by LEED in daylight, which creates an optimal work environment
WHITEBOARD WALLS Whiteboard paint is used on large open walls, allowing for spontaneous â&#x20AC;&#x153;scrummingâ&#x20AC;? space
BRANDING Branding is done through both material and graphics alike, the combination of the two give a distinct image of the company
GAME ROOM The game room exists in clear view, near to workstations, while glass helps to reduce noise
case studies
1 2 0 1 2 1
KEYS TO THE SPACE Workplace community enhancement Flexibility, fun, and interaction Company enablement of employee schedule
S ENCHA
PRIVATEAID EQUITY FIRM DEVELOPER SOFTWARE CHICAGO / ILLINOIS
REDWOOD CITY : CALIFORNIA
Chris Hoegn-Saric + Steven Taslitz Founded 2001 : Abe Elias Founded 1983
Sencha produces web standards-based programs which are used by developers to aid in the creation of cross-browser applications. Sencha specializes in the creation of frameworks, utilities, and cloud based service for developers, many of these products are highly intensive, which has led Sencha to host training programs for clients who purchase their products. The Sencha headquarters, based in Redwood City, California is a transformation from their old workspace. Separation has changed drastically by the move into a new workspace; in the first office Sencha was split into different rooms, with areas of work occurring behind separate closed doors. The office provided for kitchens in the old office, however there were two main kitchens, which created an even further divide in employee interactions. The new workspace exists as one main large room, with a central bar of utilities and support. This bar holds walk-in and reserve-able conference rooms, small lounges, circulation, and the kitchen/game room. While in the old office layout, there were two kitchens, the new office consists of a main kitchen area, with a secondary beverage stop on the other side of the office to enable a higher chance for interaction. The culmination of all departments into one open space, along with the large shared-table kitchen area has greatly enhanced both employee interaction and workplace effectiveness. Sencha offers the opportunity for mobile work; with employees scattered throughout the country, some rarely see the office. Nearly all of the employees that live within the area (even with the same opportunities for mobile/ work-from-home situations) will commute to the office (regardless of the office buildings location off of the beaten path. One critical point of the Sencha organization is accommodation of different team and individual work styles. Although there is an influx of different waves of employees, they do come in just that, â&#x20AC;&#x153;wavesâ&#x20AC;?. The employees of one type usually do optimize their schedules to work together, so although timing may be varied, collaboration is maximized. The lack of cross-fertilization between departments is removed from the workplace with a company paid lunch (around noon, when the highest density of workers are present), and other company wide events.
case studies
1 2 2 1 2 3
COMMUNITY KITCHEN Communal dining tables with free food create bonds between employees, and play a key role in cross-departmental fertilization
INTEGRATED TECH All spaces have available technology, even the kitchen is retrofitted to enable workplace technology
PRIVACY SCREENS Vegetation and flexible fabrics are used to create separation and control noise between different zones; the method feels more open, and is viewed as more pleasing than if solid walls were present
MOBILITY/ENGAGEMENT Mobile technology allows employees to work, even when they are not at their desks
COMMUNITY GAMES Community games strengthen bonds, can be used as effective team builders. Ping-pong the most sought after form of workspace gaming
BRANDING Branding within the kitchen is used to display company ideas of health, fun, and work
CONFERENCE SPACE Booths with acoustic control create effective conference and group work spaces
COLOR/BRANDING Color is used throughout the design as both a branding purpose, and by “color theory” to optimize the workspace to the desired effect
DAYLIGHTING Daylight has high positive effects on the space both aesthetically and as a working environment
case studies
1 2 4 1 2 5
KEYS TO THE SPACE 24/7 public working environment Enabled group and individual work Technology directly integrated to design
PRIVATE FIRM STUDENTEQUITY COUNSELING
CHICAGO / ILLINOIS
SAN FRANCISCO : CALIFORNIA
Chris Hoegn-Saric + Steven Taslitz Founded 1983 : Anthony Founded 1983
The University of San Francisco University Center is home to major student facilities, holding the main campus eating area, late night dining, coffee bar, university bookstore, student leadership services, intercultural center, and CASA (Center for Academic and Student Achievement). The newly renovated CASA space resides on the 3rd floor of the building and exists to serve 2 primary functions. The front-end of the CASA floor is for open use, students and faculty alike may walk-in or reserve a variety of rooms and spaces, from conference to individual study rooms. The space also has quick drop-in computers available for easy use, open space meeting tables, equipped with enabling technology, computer workstations and other technologies which are of 24/7 walk-in availability. The back side of the CASA center is separated by a double wall system, with technology and storage in the space between the two. Student advising exists in small pods in the back of the space, with tables and computer centers also available for use. A large partition is able to be closed according to office hours, which secures the advising center, while still allowing a large percent of the space and usable area to remain a 24/7 facility. Small details are incorporated to the design which allow for a much more effective space; miter cut glazing allows for acoustic privacy, and electronic locks are fitted to I.D. cards, that allow for the ease of movement through the space. Advising offices are of small scale, with Murphy systems built in which are enabled by and fold into the double thick dividing wall. Acoustical canceling couches are very expensive couches, but are often used as extremely cheap conference rooms. Technology and plugs are over-stocked, to allow true flexibility in the space; the lack of laptop charging locations has been observed to greatly reduce both use and effectiveness of the space.
case studies
1 2 6 1 2 7
WORKSPACE VARIETY A choice of workspace is provided, ranging from lounge-based couches to standing tables; all stations are enabled with outlets, and flat screens for display purposes
SHARED WORKSTATIONS Desk sharing allows the space to be used for high efficiency; users only use the desks as they need, rather than holding a space even when absent
BUILT IN TECHNOLOGY Technology screens and whiteboards are built into the room, rather than hanging off of the walls, they become a part of the full design
TOUCHDOWN SPACE â&#x20AC;&#x153;Always-onâ&#x20AC;? touchdown spaces provide quick access use for both arriving, leaving, and short length necessity
PRIVACY Privacy is granted to rooms while light can still pass between the walls; placing lights against the frosted glass removes any shadows from within the space
FOCUS ROOMS Sound proof focus rooms provide large display screens, whiteboards, outlets, adjustable lights; they are rarely empty
WALK IN ROOMS Conference and meeting rooms have schedules posted, and are unlocked to walk-ins 24 hours a day
ENABLED TECHNOLOGY Scheduling and other processes are done through technology to enable an off-site view of calendars and statistics
case studies
1 2 8 1 2 9
KEYS TO THE SPACE Open, flexible plan Expanding spaces Simplicity in design, strong in branding
MOBILE TECHNOLOGIES
SAN FRANCISCO : CALIFORNIA
Founded 2001 : Chris Kaskavelis + Alex Moukas
Velti is a technology company that deals specifically with mobile, and communication technologies. The 150 employees are in four main departments consisting of executive, finance, marketing, and product. The company previously inhabited small offices throughout the San Francisco area, recently they moved to the current space which consisted of four “zones” in an open environment, each “zone had a corner of the building, with windows surrounding two sides, and an open circulation towards a central core which held offices, elevators, and other non-desk spaces. The company has incorporated a number of reservation and walk-in based offices and meeting rooms, which allow for flexible activities depending on necessity. Dynamic walls (curtains and folding glass), white noise, large areas of whiteboard paint, and integrated technologies allow the space to be both highly effective, and flexible. On top of the flexibility of individual rooms, there are a wide range of room typologies, some of the more pronounced being the open lounge, flexible conference, “scrumming” space, concentration spaces, kitchen, the tavern, and product display room. The space was created and enforced through techniques of both branding, as well as finishes. Floors are left in their raw state, with rugs and carpeting specifically placed to enhance spatial readings, while exemplifying the “leaking” of individual spaces out into the larger open area. Company ideals are shown through large scale design moves which consist of the many “scrumming” spaces, the tavern, the café, and are also enforced by small details which can be seen through ideas such as recycling education, and a gong in the marketing section.
case studies
1 3 0 1 3 1
COMMUNITY SPACE Communal meeting areas are designed to â&#x20AC;&#x153;flatten the organizationâ&#x20AC;?, and can be used as lounge/workspaces
LOW TECH SAVINGS Floors are left in their raw state, and rugs are used to highlight space, rather than paying to lay flooring over the entire office
ALTERNATIVE WALLS Chain curtains are used as walls for the conference space, allowing them to be pulled fully back, or closed off to allow for privacy
WHITEBOARDS Whiteboard space is fully used; the walls closest to workstations, or in group meeting space often receive the most use
ACOUSTIC CONTROL Acoustic panels are used throughout the large open area to negate the negative effects of the concrete floor; these are organized t to create a pleasing aesthetic
WHITE NOISE ROOM Dropped ceilings, with raised benches create a void between, allowing in light, yet creating privacy through the use of white noise within the contained area
EXPANDING ROOM Furniture and folding walls allow the room to flex as is needed, while spatial cues allow users to subconsciously understand their use
GAME CAFE The cafe and games are included in the same space, creating a main hub for relaxation and employee connections
case studies
1 3 2 1 3 3
KEYS TO THE SPACE Open flexible floor plan Connections to the exterior Emphasis on public outdoor spaces
BIOLOGICAL STUDIES
SAN DIEGO : CALIFORNIA Founded 1963 : Jonas Salk
The Salk Institute for Biological Studies is a private, non-profit world leading research institution located in San Diego California. Jonas Salk, who established the institute, wanted to build an environment that enabled biologists, scientists, and other related research professions to work together; this environment had to enhance the development, collaboration, and users’ considerations of the wider implications that their discoveries had on all people, both present and future. The institute has major areas of study in molecular biology and genetics, neurosciences, and plant biology. This “collaborative interdisciplinatory” is optimized by, Louis Kahn’s design which was built with no interior walls, and expansive connections to the exterior. Flexibility and contact between different areas of study, along with the sharing of resources, and numerous outdoor spaces were all integrated into the building design, and have lead to a highly effective working and research environment. The building has a strong connection to the exterior spaces, with large amounts of daylight, and occupiable spaces of varying size spread throughout and around the building. The mechanical, ventilation, and other infrastructures are separated from the large open lab spaces; with intermediate floors housing all of the back-of-house equipment, the actual work zones are able to be completely customized depending on the type of use currently desired. The Salk institute’s planning decisions of open plans, with strong connections to the exterior were so successful, that 50 years later, during the construction and design of the Sanford Consortium (a nearby laboratory space dealing mainly with stem cell research, that exists as a main hub for the Salk among three other leading medical research institutions), the techniques and methods established years earlier by the Salk were used in full.
case studies
1 3 4 1 3 5
OUTDOOR MEETING Benches are placed at main outdoor spaces, with windows overlooking from workspace; alternative meetings, and short breaks are enabled by places to sit or work
CAFE SPACE The eating/sitting space is centralized to draw in the maximum number of users
ACCESS TO VIEWS Views of nature reduce stress, and increase workplace satisfaction; destinations are also created by positive views, which enhance nearby public spaces
BRANDING Credos and quotes are an effective way to enforce company and brand ideals
OUTDOOR PRIVACY Large outdoor space creates privacy through the lack of surroundings, this is an effective opposite to being locked in a small “telephone room”
MAJOR CIRCULATION High traffic stairs between two major destinations increase chance encounters greatly, and provide effective stopping points
INDOOR/OUTDOOR CONNECTION Access to exterior space allows workflow to spill out of main work environments
case studies
1 3 6 1 3 7
RESOURCES The research in this document is a compilation of multiple sources in an attempt to create a more rich picture of the future of work. Internet sources including TED talks and other videos in addition to the varied written blogs, posts, and opinions, brought life to a topic that has been a point of great discussion in the past few years. Resources that are listed here are the ones considered in our research to be the most comprehensive, scientific, and relatable to the multi-year study of the future. A listing of printed periodicals rounds out the resources used in this process. It is clear that this conversation will be ongoing for many years to come as the economy changes and the ideals of the key players within it evolve given new technologies. As such, this list is by no means comprehensive enough to contain every source used in the production of this document, but instead offers a sampling of many of the most helpful and informed sources from the varied organizations and consultancies that are committed to the advancement of the workplace of the future.
PERIODICAL BIBLIOGRAPHY Becker, Franklin and Steele, Fritz. Workplace by Design: Mapping the High-Performance Landscape. San Francisco, CA.: Jossey-Bass Publishers. 1995. Print. Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York: Crown, 2012. Print. Coleman, David. 42 Rules for Successful Collaboration, 2nd Edition: A Practical Approach to Working with People, Processes, and Technology. Cupertino, CA.: Super Star Press, 2013. Print. Delfino, Steve. WorkplaceOne: The New Norm. Mt. Laurel, NJ.: Tecknion, 2009. Print. Doorley, Scott, and Witthoft, Scott. Make Space: How to Set the Stage for Creative Collaboration. Hoboken, NJ: John Wiley & Sons, 2012. Print. Eley, Joanna and Marmot, Alexi. Office Space Planning: Designing for Tomorrow’s Workplace. New York, NY.: McGraw Hill. 2000. Print Gilmore, James H. and Pine, B. Joseph II. The Experience Economy: Work is Theatre & Every Business a Stage. Boston, MA.: Harvard Business School Press. 1998. Print. Groves, Kursty. I Wish I Worked There!: A Look Inside the Most Creative Spaces in the Business. West Sussex, UK.: John Wiley & Sons Ltd. 2010. Print. McCallam, Ian. Where We Work: Creative Office Spaces. New York, NY.: Harper Collins Publishers. 2010. Print. Meel, Juriaan Van, Yuri Martens, and Hermen Jan Van. Ree. Planning Office Spaces: A Practical Guide for Managers and Designers. London, U.K.: Laurence King, 2010. Print. Myerson, Jeremy, Ross Philip. The Creative Office. London, England.: Laurence King Publishing. 1999. Print. Myerson, Jeremy, and Ross, Philip. The 21st Century Office: Architecture and Design for the New Millennium. New York, NY.: Rizzoli International Publications, Inc. 2003. Print. Sommer, Robert. Personal Space: The Behavioral Basis of Design. Englewood Cliffs, NJ.: 1969. Print.
resources
1 3 8 1 3 9