Thesis | Planning, Performance & Productivity: An inquiry of Spatial performance in Office Spaces

An Undergraduate Thesis Faculty of Design, CEPT University, Ahmedabad

Planning, Performance & Productivity

An inquiry of Spatial Performance in Office spaces

By Charvi Patel Guided by Prof. Amal Shah

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Pantone colour of the year 2020 : Classic Blue

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Declaration This work contains no material which has been accepted for the award of any other Degree or Diploma in any University or other institutions and to the best of my knowledge does not contain any material previously published or written by another person except where due reference has been made in the text.

I consent to this copy of thesis, when in the library of CEPT Library, being available on loan and photocopying.

Student Name & Code No: Charvi Patel | UI0315

Signature of student:

Date: 06-05-2020

Acknowledgment I would like to express gratitude to my guide, Prof.

Amal Shah for his continuous support, discussions, encouragement and dedication. I am extremely privileged to have gotten your guidance throughout this research.

I am thankful to everyone who has helped me by providing information, research material, required data and permission for case studies, without them this study would not have been possible. I am extremely thankful to Shivani Gour for giving me insights and discussions time and again to situate my study and take a sensitive approach. Your insights on professional practice and application of workplace strategy not only helped me to get a better understanding of the field but also helped me understand future scope of this research.

I am grateful to Ragini rao, Uma Pishroday, Nikhileshwari, Jayana Maturlal, Supriya Pawar and the entire design team for providing me with the required data for case studies in a short span of time A note of thanks to all the faculties who have helped me learn and grow throughout this journey of 5 years.

To KP sir for his valuable inputs and discussions. KD sir and Chandra ma’am for always giving efficient administrative help.

I would also take this opportunity to thank my peers of Batch 2015 for all the support and critical discussions throughout this journey of five years which has helped me learn and improve my knowledge and skills. I am extremely grateful to have had the constant support and motivation from Riya, Nirjari, Shaily, Shivam, Vaidehi, Haardikka, Shail, Shikha, Gaurav, Suhani throughout this journey along with all the fun times, trips and explorations.

I’ll be forever indebted to my family, Mom, Dad, Jash and grandparents who have stood by my side and supported me through all the ups and downs.

Lastly, I would like to dedicate this research to my school - Faculty of Design, CEPT University that has given me a platform to explore, learn and grow. It has given me the confidence and shaped me into a professional.

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Content

Proposal

01

Planning of an office space

02

Measures of Spatial performance

i

Introduction

08

ii

Abstract

09

iii

Aim and Objectives

10

iv

Scope and Limitations

10

v

Research Questions

11

v

Research Methodology

12

vi

Literature review

14

1.1 Spatial planning in an office space

20

1.2 Performance in design

28

1.3 Spatial performance of a workplace

30

1.4 Influence of spatial performance on office productivity

32

1.5 Significance of organizational structure in space planning

34

1.6 Significance of Communication in working of an organization.

37

2.1 Aspects governing spatial performance

42

2.2 Aspects of Spatial planning influencing spatial performance.

44

i ii iii

Spatial Organizational factors Connectivity & Circulation Physical Qualities of space

2.3 Theories of Human Factors in built environment i ii

03 Theoretical summary.

Derivation of framework

Proxemics Ergonomics

52

3.1 Control and communication in an organization

60

3.2 Areas in an office that facilitate interaction

66

3.3 Derivation of framework for factors influencing spatial performance

71

4.1. Methodology of Case studies

04 Methodology

05

Case studies Analysis : Stage 1

06

Discussion Stage 2

07

Conclusion

76

4.1.1 Criteria of Case study selection

78

4.1.2 Criteria for quantification

79

5.1 AICL Communications : Matrix hierarchy

82

5.2 Browser testing IT Company : Flat hierarchy

106

5.3 Multinational Software company : Line hierarchy

128

6.1 Key findings

148

6.2 Inferences : Comparative Analysis

178

Summary of Inferences

178

7.1 Conclusion

190

7.2 Future Scope of Research

197

7.3 Bibliography

198

List of Figures

200

Appendix

204

Glossary of Terms

206

Review Feedback

208

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Introduction The increased rate of globalization and development has in turn increased competition and struggle for survival in global markets. It has led to organizations re-examining ways in which the performance of their employees can be improved and resource like space could be most effectively used. Due to this and technological advances, new ways of working have emerged where interaction and engagement act as catalysts for idea generation and focus spaces facilitate employees to work through those ideas. Amongst this, the main focus of the employers is to increase productivity by improving the quality of the physical environment which reduces stress, encourages engagement and helps process better work outputs.

This research inquires into understanding the performance of a space through design by taking parameters of spatial planning as lenses to investigate. Since space is the medium facilitating work, spatial performance directly impacts workplace performance. Spatial planning is considered as a primary aspect of spatial performance since it structures the communication patterns between people and space and has a profound impact on how people interact. While, communication is considered as a medium of conveying data as well as a key to innovation.

Therefore, this research attempts to quantify as well as understand the qualitative aspects influencing spatial performance based on defined parameters as well as how well the space supports communication and the correspondence between factors of spatial organization and concepts of human factors. It intends to understand the role of spatial organization on creating a conductive workplace that facilitates efficient processing of work.

Significance of the study This thesis will lead to a better understanding of the significance of aspects of spatial planning on spatial performance. This study is intended to academically help design students and professionals to understand different planning factors and physical characteristics considered while designing an office and their correlations and impacts on the occupants which affect the efficient working of an organization. This understanding and the framework derived can help in the design process as well as in the qualitative post-occupancy analysis of spatial performance.

Abstract This research aims at investigating the aspects of space planning governing spatial performance. Through the theoretical understanding of the working of an organization and office productivity; spatial planning, communication and human factors emerges as drivers of spatial performance in a work environment. Therefore, in this study, a conceptual framework is synthesized consisting of factors of spatial planning identified under: Spatial organization, Connectivity and Physical qualities of space which are correlated with concepts of human factors: Proxemics and ergonomics along with control and communication as measures of spatial performance.

This framework forms the basis for a post-occupancy analysis to understand the correlations, and effects of spatial organizational factors on human factors and its emergence which highly impacts spatial performance.

This study is concluded by identifying constant parameters and correlations of spatial planning factors, independent of work type which play a significant role in spatial performance and support innovation. Based on this and factors supporting creativity and innovations, spatial variables are identified which can be included as constraints in the design process for planning spaces for high spatial performance. It further lays a future scope and summarizes the understanding of entire research by using the identified parameters, factors and constraints as input variables to generate layouts for office productivity through computational process.

Keywords Spatial performance, Office productivity, Office space, Spatial organization, Communication, Face to face interaction, Proximity, Collaboration.

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Aim This research inquires into factors of spatial planning and their correlations with concepts of human factors and communication to identify their impact on the spatial performance of office spaces.

Objectives 1. Recognizing the impact of physical space on ways of working, work relationships and employee’s interaction with their workplace.

2. Understanding the concept of performance in a work environment.

3. Identifying the impact and application of space planning factors in an office environment.

4. Identifying factors influencing communication and physical qualities of space impacting the occupants.

5. Recognizing and correlating the impacts of spatial organizational factors on communication and human factors as a measure of spatial performance for postoccupancy analysis through case studies.

6. Evaluating and correlating the spatial organizational decisions through concepts of proxemics and ergonomics.

7. Identifying aspects of spatial planning common for all organizational structures which have a significant impact in supporting innovation and creativity as well as performance in an office environment.

Scope and Limitations • The study analyses only the spatial organizational factors and physical qualities involved in making a workplace environment and identifies its influence on workplace performance.

• It identifies improvement in workplace performance on a qualitative basis.

• It will look at corporate offices • It focuses on spatial performance and does not map an individual’s performance.

• It does not involve subjective aspects of behaviorology.

• Finishes, furniture are studied under spatial qualities based on what they contribute towards the space and are not considered as separate subjects.

• It does not focus in-depth on construction aspects involved in making a workplace.

• It is an objective study and doesn’t measure productivity on a quantitative basis.

Research Questions Spatial Organization

Physical Qualities

Interactions

Communication

Organizational Effectiveness

Spatial performance Human Factors

• How does a space facilitate the process of work done in an office to achieve better outputs and efficiency ?

• In what ways can the space be planned such that it improves performance as well as optimizes the space ?

• Which is the primary aspect on which working of an organization is based ?

• Which factors influence organizational effectiveness ? How is it related to spatial performance ?

• How does spatial planning impact spatial performance ?

• Which aspects of spatial planning govern performance in a workplace ?

• Is there an influence of spatial planning decisions on interactions and communication ?

• How does face to face interaction play a vital role in enhancing the performance of a workspace ?

• Which organizational factors govern human interactions within the workplace ?

• Which qualities of physical space play a vital role in improving workplace performance?

• How do spatial organizational decisions influence human factors ?

• How does design and planning of physical settings contribute to workplace performance ?

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Research Methodology

Organizational Factors • - Ways of working

• •

- Technological influence - Planning of an office

Working of an organization

Spatial Organization Typology and principles.

Circulation &Connectivity Spatial qualities

- Organizational effectiveness - Communication

Introduction

Identification Understanding

- Performance in design

Performance in Office

- Impact of space on performance - Spatial performance

Aspects of Space planning

Spatial Space Performance Planning

Human Factors

- Optimization of space.

- Efficient work processing.

- Organizational effectiveness

- Office Productivity

•

Literature Review

•

- Gensler Research Volume 1 & 3

Synth

•

Social | Human Factors Concepts of Proxemics and Ergonomics.

Control and Communication Orientation

Methodology

This research follows a case-study based qualitative approach of methodology. It is divided into two parts: Theoretical understanding and Application/ Evaluation.

Stage 1: Through the theoretical understanding of working of an organization and performance in design, it was understood that the prime parameters of spatial performance are reflected in space through spatial planning and hence, spatial planning is taken as lens to investigate space performance. Further aspects governing performance are identified as measures of spatial performance and a framework is synthesized.

Stage 2: The framework is analyzed through case studies by first correlating factors of spatial planning and concepts on human factors and then analysing its impact on spatial performance.

The constant aspects having significant impact on spatial performance are identified through comparative analysis. Further in the conclusion, spatial and technical variables are identified and the last part of conclusion lays a future scope and formulates a structure which summarizes the understanding of entire research to generate, explore and evaluate the layouts for high efficiency and performance through computational process of generative design

Criteria for Case study selection •

Area : Medium - 50000sqft - 1 lakh sqft.

• •

Corporate offices Organizational structure with varying degrees of hierarchy Offices following new ways of working.

•

Framework of aspects governing performance

Evaluation

• • •

Case studies Post occupancy analysis

Analysis Stage 2

Key Findings Application of Spatial planning and their significance on Spatial performance

Analysis

Analysis Stage 3

AICL Communications Matrix hierarchical structure Browser testing IT Company Flat hierarchical structure Multinational software company Line hierarchical structure

To understand constant factors impacting spatial performance.

Conclusion

hesis

Analysis Stage 1

Correlating Concepts of Spatial planning and human factors.

Analysing the impact

Conclusion

Understanding Spatial Performance through three approaches.

Part 1

Part 2

Part 3

Identifying constant aspects of spatial planning governing spatial performance.

Methodology to qualitatively quantify.

Identifying spatial variables such that a framework which can be used in design process for planning high performance spaces.

Identifying Spatial and technical variables which form parameters in generative design.

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Literature review - Gensler research Catalogue Volume -1 & 3 Introduction This book talks about changing patterns of workspaces and factors that affect efficiency in the workplace.

It is authored by a team of six professionals of the Gensler Research Institute in 2014. It broadly aims to serve as a strategic guide for designers and clients who can apply the findings and research insights into their projects. The idea of this research literature is to put the design in the context of more significant business and address social issues. It acts as a backbone of the design process followed by Gensler and contributes to better design solutions that leverages the connection between design, human experience and business.

This research looks at the relationship between research and its applications in design through a formulated research cycle which follows a particular framework. The framework evaluates design through stages of ideation, creation and evaluation where the design process is informed by the insights and its application further creates new inquiries which evolve through strategies. They are tested by the project implementation.

The literature follows a methodology where a research question is raised in the introduction and that follows a description which explains the strategy of inquiring in that question. It further explains its results and their impacts in the field. Towards the end, it also raises new inquiries based on the results.

Summary of the literature- Inferences The trends in the way office spaces work have fundamentally changed with new ways of working and connecting. Both of these factors mainly govern the way a workplace is planned. As much as there is a need for employees to connect, there is an equal need for employees to complete their work.

This research establishes relations between workplace design, employee productivity and business competitiveness through studies on various factors that influence design. It gives a framework to understand what leads to effectiveness in a physical work environment by establishing four work modes: Focus, collaborate, learn and socialize. Amongst them, the focus is considered to be the most critical factor that contributes to individual and collective performance.

There have been surveys done with different companies to know what is a higher-performing workplace resultant of in their companies. Through its results, it is established that top-performing companies design their workspaces that support all work modes, but at the same time, it’s a balance between collaboration and focus. The findings also indicate that a balanced workspace can be done in both open and private office environments. In all, it discusses all the possible factors that affect the qualitative aspect of workspace performance and emphasizes more on creating a balanced workspace.

The need for flexibility at the organizational level, which leads to choice in the working environment is also addressed. It also suggests that when choice is enhanced by aligning technology tools and corporate organizational policies, it supports when and where to work. Interaction is also considered a significant factor since employee engagement is taken as an asset.

Having established that design plays a vital role in the performance of the workplace, the second section talks about organizational strategy and the factors that can be addressed which would impact performance. With the adoption of technologyenabled work processes, there comes a need to change the organizational and workplace strategy which was followed before. Due to this, amongst the challenge of justifying the cost to value, the companies are driven to develop an approach where individual work is prioritized alongside communityoriented spaces.

This research also puts employee behaviour in perspective with new ways of working, and this has a vital role to play while studying workspace performance. From surveys, it is derived that with mobile work solutions, employees spend less time on their workstations and spend more time in the work settings they have chosen to work. However, that needs to be planned based on the organizational values that the company has, and it needs to be a controlled mobile environment in terms of circulation.

Another factor which also plays a significant role in influencing employees is the reflection of an organization’s culture in the space, and that’s driven solely through design decisions. A workplace is seen as a physical symbol of a company. It plays a vital-

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-role in communicating the business priorities and organizational purpose to its employees, as well as clients, visiting the office. Space is looked upon as an opportunity to promote brand identity and culture which can inspire new thinking and stimulate creativity amongst employees. Hence design is looked upon as an opportunity to govern all the interactions and influences that the employee has in the workspace.

Inferences as a base for research Since space is looked upon as a driving source of innovation, it becomes crucial to know what makes space effective in supporting innovation while considering human activity. One of the significant aspects affected by physical space is connections.

Another essential factor is proximity which supports planned and unplanned connectivity. Both these factors mainly support innovation in space by planning in a way that maximizes functionality, interrupts silos, builds communication, the flow of ideas and awareness. Teamwork and communication act as catalysts for idea generation, whereas focusing spaces, facilitate people to work through those ideas. In all physical aspects of the space play a vital role in fostering innovation and leading to better performance of a workspace.

This research establishes a base through surveys and case studies for- the further scope of research by highlighting all the significant aspects that can affect workplace performance. It addresses the adaptability of new ways of working. Attributes of physical spaces like acoustics, light, layout, furniture, privacy are studied to determine if the workspace works well based on the four work modes categorized. Functionality is given most importance for a workplace to perform better.

It also looks at the organizational performance by adding an employee’s perspective where it establishes that choice, autonomy and workplace design are key factors that drive performance and lead to more worker engagement. This sets the premise of my research.

The inquiry of my research studies all the elements of layout in detail, which leads to better performance.

It identifies a typology of work types in an office space and investigates their correlation based on the organizational values and further evaluates based on the main factors highlighted in this research which are connectivity and proximity. The methodology of this research is also considered as a basis for the -

thesis which sets a context of the issues addressed, theoretically examines it and evaluates- the study by survey and case studies to draw a conclusion based on practically testing the theory. It further concludes by recognizing what the derivations mean and then sets a base for further research.

Critical review of the literature This book studies important factors that validates physical space to be a crucial factor for space innovation. The strength of this literature lies in the fact that it highlights all essential elements involved in a workspace design. From planning to organizational strategy and also stretches to employee behaviour and drivers of their wellbeing. They are supported by surveys and case studies which tests the theories.

However, it just gives an overview of the aspects involved in improving workplace performance but doesn’t study any particular entity in detail. All the conclusions are quantitative and are solely based on interaction with a certain number of employees.

Hence it can be said that opinion is formulated based on evaluating a segment of employees and not a broader spectrum. As a result, it can be subjective until and unless it’s backed by a robust theoretical evidence.

This literature helps form a basis of this research on spatial performance which relates to interaction of space with occupants and its role in influencing their performance and organizational effectiveness.

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Brown, D. (n.d.). Retrieved from https://outofoffice.room.com/open-office-plan-history/

01 Planning of an office 1.1 Spatial planning in an office 1.1.1 Office space 1.1.2 Working of an organization 1.1.3 Ways of working in an organization 1.1.4 Space as an enabling resource 1.1.5 Planning of an office for organizational effectiveness.

1.1.6 Spatial Planning of an office

1.2 Performance in design 1.3 Spatial performance in an Office 1.3.1 Impact of spatial planning on spatial performance

1.4 Influence of spatial performance on office productivity 1.5 Relevance of organizational structure and its co-relation to space planning 1.6 Significance of Communication in working of an organization.

This chapter discusses fundamentals considered while planning an office space. Performance in design is briefly discussed and it elaborates more on the term spatial performance and highlights the impact physical space has on office productivity.

Organizational and functional structure of an office is discussed and its correlation to space planning is elaborated.

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1.1.1 Office space Office - A catalyst between or for in-person as well as virtual connection and a necessity as the business becomes more complex, competitive and global. It is an interrelated system of people, process and technology that share an interdependent dynamic relationship which contributes to the success of an organization.

The office environment is characterized as an environment where people connect, collaborate, innovate, create and document information. In all, it is an ecosystem that fosters innovation, brings out the best in an individual through various means to foster business.

But with technological advances, the fundamentals of a physical space being termed as an office is questioned because of mobility in work and ease in connectivity throughout the globe. However, there cannot be a case of total elimination of the concept of an office since, the office primarily is a place for decision making and however basic, routine or trivial the decisions can be, they require support of communication.

And however global the organization may reach out to, there needs to be a focal point where processing of data is done and decisions are taken facilitated by internal, direct as well as virtual communication which forms the microcosm of office activity.

1.1.2 Working of an organization In an office organization, mail is opened, read, phone calls are made and received and typed or mimeographed material is made and sent out (John pile,1969). In simple terms, there is data input in various forms, data is processed through different mediums and it is sent across post processing as results or data output. In all the functions and activities of the office can be summarized as “communication and control�. Communication facilitates the process by providing the data needed as a basis for action.

Since every organization works to achieve a specific goal, the office activities are divided into a set of specialized units for achieving optimum efficiency.

These subsystems include task forces, departments and work groups. Formal and informal processes are developed to link these subgroups together to control the outcome of activities. These processes become the matrix of the organizational system by forming a transactional environment for each subgroup(Galbraith,1973).

Data Input

Processing

Data Output

Fig 1.1.1. - Process of work done reflecting the flow of working of an organization.

Through these organizational processes, flow of work, paths of communication, means of collaboration and methods of coordination through which the goals of the organization can be reached are formulated. These organizational processes act as backbone in working of an organization.

Along with this, a data storage and retrieval system acts as major functions since communication received cannot always be worked on at that moment. For decision making or reference , the records and data must be at hand when needed. So, an organization can only operate with the aid of communication network and data storage and retrieval system where organizational processes are processed efficiently.

1.1.3 Ways of working in an organization Since the time office design was first started by Federick Taylor, efficiency and productivity were the driving forces. Based on that, office layouts have evolved to increase productivity. From taylorist principles, to cellular offices which were considered the most efficient and productive arrangement that gave high autonomy. However, since it lacked effective communication, burolandschaft and open plan offices were introduced to increase interaction. They were considered most democratic but eventually the need for privacy as well as openness for interaction aroused. During this time there was technological development at rapid pace through which new ways of working developed.

Fig 1.1.2. - Traditional cubicle farm office demonstrating rigid office planning

• Technology as the driver of change Information technology is considered as a primary agent of change that governed change of different work patterns. There have been shifts observed in the organizational structure due to evolution in technology. From computers at fixed places in cabins to computers which can be moved to other space with cables dragging behind them and to now having laptops, which are mobile making work possible anywhere and everywhere.

This advancement changed the demographics of an office. It is now looked at as a vital connection amongst myriad locations where work happens.

This also leads to employees needing more control over their own work environments. It benefited spatial organization and design of the workspace since technological constraints no longer governed the design decisions based on the sizes of appliances, their connections, thermal effects, acoustics etc.

Fig 1.1.3. - Burolandschaft office layout breaking through the traditional concepts and introducing organic office planning.

Evolution of office layouts from traditional cubicle farm to office landscape which was more organic and broke the rigid pattern of organizational structure and layout.

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Fig 1.1.4a,b. - Evolution of work patterns from focused cellular processing of work to more democratic, interactive modern offices that provides various interaction opportunities along with focus areas.

Along with technological changes, as organizations continuously adapt to the changes in contemporary business scenario, now the working pattern in an office is not only just about processing of data but the goal is to foster creativity and innovation, increase flexibility and knowledge sharing to increase productivity and be competitive.

Hence corporate facilities are now breaking through the rigid working structure and have adapted Activity Based Working which facilitates interdisciplinary human interactions through office arrangement which increases the possibility of collaboration.

• Activity Based Working (ABW) The main concept of ABW is to create a space that facilitates flexibility to undertake workplace activities in a variety of settings whichever is the best suit for the task at hand. Since this work pattern is all about mobility in work, technological systems play a major role. Different types of work require different tailored needs from the physical environment. Hence ABW is divided into quiet, middle and active zones. The quiet zone caters to concentrated and focused work, the middle zone is based on open plan where knowledge sharing is increased by interactions, dialogue and overhearing.

The active zone facilitates meetings.

Here, furniture typology also plays a vital role in understanding what type of work the space facilitates.

The offices under this typology follow unassigned seating which creates cross communication and builds work relationships across departments.

Mainly it gives the employees choice to choose their work environment leading to a feeling of ownership.

However, it also increases managerial tasks for controlling acoustics and disturbances.

Due to the collaborative, interactive environment that ABW fosters, most corporate companies are resorting to this work style for increasing productivity.

Fig 1.1.5. Activity based working adopted by most corporate companies to give employees freedom of choice by a variety of work settings.

1.1.4 Space as an enabling resource As organizations adapt to various work patterns and innovative ways to increase productivity, a physical space becomes the most valuable asset of an organization which builds the foundation of the way work progresses and builds connections which have a clear influence on the output.

A physical space consists of a valuable possibility to align employee behaviour to organizational values and facilitate human interactions. It is looked upon as an opportunity to support innovation. It shapes employee behaviour, defines experiences and catalyses organizational change.

But having mentioned that, owing to the high occupancy rates, it can also become the costliest asset for an organization if not used optimally. This inversely affects the office productivity. Therefore, it is essential for a workspace to be effectively planned and efficiently managed.

A workspace needs an undisturbed work environment that facilitates the staff to concentrate at work, furniture which is flexible enough to adjust and rearrange. Equipment that is sufficient to work effectively, customized workspace that serves multipurpose functions for informal and instant meetings, controllable indoor environmental conditions and ample storage in the work area.

Hence, space as an enabling resource has the capability to provide competitive advantage by bringing in positive organizational change by the way it is planned.

1.1.5 Planning of an office space for organizational effectiveness.

Organizational effectiveness in an office environment is to use the space to improve the quality of work being done and add value to it by bringing down occupancy costs. A more effective workspace can also be defined as a high performing workspace. It is the prime idea for office planning.

This is related to spatial performance and the qualities of space that affect its effectiveness. It is the effective optimization of space which leads to better productivity. Here, the role of design is just not limited to reflecting the organizational system followed by that institution but it also plays a vital role in influencing the office productivity. Strategic spatial planning plays a vital role in optimization of space and aspects of circulation, organization and spatial qualities are considered of prime importance.

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1.1.6 Spatial planning of an office “The office, to some extent, should be an expression in physical form of the organization of the business... that is, it should show the lines of authority, the separation of functions, and the direction of work through the different departments”(Schulze, 1919).

Spatial planning is the first step considered while designing an office space. There are two fundamentals that form the base of spatial planning - Total area required by each function and work relationships. Work relationships are derived from the organizational structure and values. They determine the typology of workspaces, connections and proximity-adjacency interrelations between them along with ancillary spaces, which also determine the planning and location of functions.

On this basis, circulation flow patterns are planned.

Spatial planning in an office is largely based on the aspects of organizational structure which reflects the work relationships, typology of workspaces which reflect functionality and work patterns and organizational principles that reflect the spatial properties and communication. This base of spatial planning is uniform and independent of all work types. Strategizing and space planning done considering tangible as well as abstract aspects along with optimization of space result in an efficiently performing workspace.

• Spatial planning through organizational principles.

implication

of

Since an office is a system of interrelated activities and functions, while planning a space it is essential to focus on how spaces are related to each other.

This organizes the form and order in the office.

Organizational principles also lay a framework of specific communication patterns that are envisioned in the space.

Referring to the theories of form, space and order stated by Francis D.K. Ching, the spaces can be related to one another mainly by function, proximity and path or movement.

• Space within a space This principle of organization focuses on the relationship between the contained space with the enveloping space. The contained space’s relationship with the exterior and enveloping space depends on the visual and spatial continuity. Based on this it relates to one another by function and proximity.

In an office the enveloping space is mainly the shell and the nature of contained space at macro level determines the functional as well as outsideinside relationship of interior spaces. Space within a space helps create micro environments within the larger shell which caters to different functions.

The shape, size, orientation and visual nature of the contained space reflects the impact and emphasis of that space. It helps create experiences, larger divisions of functions and circulation within the shell. • Interlocking space

Fig 1.1.6. Space within a space where contained space has a larger emphasis than enveloping space.

This principle is mainly based on the interlocking of two distinct spaces and the emergence of a shared space in their intersection which results in an interlocking, interdependent spatial relationship between functions.

In an office space, this principle is related to planning common areas between functions which are ancillary spaces, spillovers that act as collaborative, socializing spots which play a key role in enhancing interactions and collaboration. Such a space resulting from interlocking of two spaces results in optimization of space and increase in proximity to primary spaces.

Fig 1.1.7. Interlocking spaces where the intermediate space is assigned a function that binds all the spaces.

• Adjacent spaces This principle that relates to proximity of function, is commonly observed in planning. This spatial relationship lets each space have their individuality while still being connected.

In the office organization, the adjacent spaces depending on the degree of separation or connection, create movement paths between them or territoriality in spaces with or without physical boundaries. The nature of the plane separating reflects on the spatial relationship between adjacent spaces. Solid plane gives complete autonomy while, free standing plane does not cut the volume while still dividing the spaces. Elements designed such that visual and spatial continuity is maintained while distinguishing the spaces.

Fig 1.1.8. In adjacent spaces, the nature of the divider decides the degree of proximity and connectivity.

• Spaces linked by a common space Here, an intermediate space connects two distinct spaces. The intermediate space can also be different from the other two spaces to show the linkage or subtly merge with the two spaces which bring them closer in proximity by bridging the gap. In office spaces, the linkage are mainly circulation passages strategically planned such that it links the direct work relationship functions. There are also collaborative socializing spaces planned in intermediate space to connect all the functions.

Fig 1.1.9. Spaces linked by a common space have the linkage usually by circulation spaces

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Hence, theories of organizational principles are reflected at the macro level of conceptual space planning. Here, different principles reflect the work relationships between functions and strengthen the correlations while laying the basis to optimize space. Further, these spatial relationships through principles make up for spatial organizations as elaborated in chapter 2.1. • Spatial planning through typology of workspaces While planning office spaces by typology of workspaces, identifying the work patterns becomes crucial. Mainly the work patterns are grouped under four organizational types of work modes as identified

by Francis Duffy which are formulated based on two fundamentals: Interaction and Autonomy. Both of these are the base of all office activities.

In the process of spatial planning, first the relative proportions of organizational types based on work patterns are identified and then further analysis is done to understand the relative importance of each with the organization. Since the proportions of each organizational type requires different kinds of office layout.

By this, the typology of spaces required in the office in certain proportions are derived. From it, patterns of work, occupancy and the scope of space sharing, type of space layout and use of technology to facilitate various processes are identified.

This aspect of spatial planning through typology plays a vital role in office planning by identifying optimum correlations between working environment and work patterns and relating it to interaction and autonomy required for working which is essential to facilitate the process of work.

Hive- This typology caters to the work that requires low autonomy and low interaction. Work is ordered based on precise instructions and little discretion by the leadership. Here there is full time occupancy and the office layout usually is open with minimal partitions and a pack of 4 to 6 workstations clustered.

Cell- It caters to work that needs high autonomy and low interactions. Mainly the isolated knowledge work is categorized in this typology. The occupancy is low and there are opportunities for shared individual settings. The office layout for this typology is usually enclosed cellular spaces or workstations with high screening.

Den

Club

Hive

Cell

Interaction

The following are the types of office work demonstrating the typology of workspace:

Autonomy Fig 1.1.10. Office layout patterns based on typology of work.

Den- This typology is for high interaction and high autonomy. It is mostly for group work which requires a balance of different skills. The occupancy is generally low at one place and it is more about sharing spaces to increase interactions. The office layout incorporates various meeting rooms and collaborative spaces along with work areas.

Club- It demonstrates high interaction as well as high autonomy. The work pattern followed is generally for the organizations that need to work collaboratively as well as individually. The occupancy supports shared use of work settings. While the office layout is highly diverse based on a variety of tasks. • Spatial planning through hierarchical structure An organizational structure is an interrelation of social position and roles which demonstrates the unifying character of the organization.

(Parsons,1951).

By the organizational structure, nature of the organization, flow of communication between the leadership and the employees as well as formal and informal internal communication networks are established which are required to be reflected through spatial planning.

Patterns of communication reflected through spatial planning by the aspect of organizational structure varies based on the nature of organization and field of work. This aspect plays a vital role in establishing circulation patterns and flow of communication in spatial planning.

Type of work

Legal, Government, Finance, Marketing, Media, Creative industry, NGO, IT, Consultancy, Software development, Pharmaceuticals, Retail, Call center, Accounting, Manufacturing.

Organizational structure

Flow of Communication Nature of organization

Public engagement offices, Start-ups, Executive formal suits, Co-working space, Home based, Casual informal culture, Established firms.

Fig 1.1.11. Role of organizational structure in formulating flow of communication.

Thus, spatial planning plays a vital role in formulating different connections, experiences, operations and activities through principles, typology and hierarchical structure, it becomes a major factor to evaluate workspace performance.

Any changes in the framework of spatial planning leads to impact on workplace performance.

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1.2. Performance in Design Technology is changing how designers think about buildings and spaces. It has led to an increase in “Performance” being the prime focus and a major subject underlining discussion about architecture and design of the future. However, the question prevails as to, till what extent does performance influence design? This is perhaps difficult to standardize since there are multiple and intervening meanings of performance and they tend to differ with domains.

Performance is a resultant of techniques and actions, which consists of system, process and controls of digital technology that lead to preconceived results and help in better predictability of the design based on multiple factors. Performance in design and architecture is mainly evaluated on how well the building or space responds to thermal, ventilation amongst other environmental and materiality conditions. It is also defined by the capacity of a building to adjust to foreseen and unforeseen conditions.

Techniques play a major role in the design which in turn influences human behaviour and produces new tendencies which affect a space’s technical performance. However, all that technique can give is enhanced functionality. So, to understand a space’s performance, transparency and objective description and techniques cannot only be relied on for quantification and measurements of performance.

Performance tools and digital processes mainly measure air quality, thermal properties, material durability to understand how the space would respond to its forces and counter forces. This plays an essential role in longevity and lasting of the design. However, the most standard medium to quantify design evaluation and performance is in the form of efficiency.

Design is a goal-oriented decision-making model where the goals are defined by desired performance values. In the realm of interior design, performance is looked at by the performance of a space. From what the space is to what it does by defining the former by the means of the latter. Although, a space cannot be defined by its function since it’s a temporal entity and changes with time. But the ability of space to conduct a program builds a parameter for performance. It is looked at in two ways, as an object with a view point of aesthetics and design and secondly through the experience and ideas, techniques and patterns that space represents.

Actions

Effects

SPACE Performance

Aesthetics

Tectonics

Fig 1.2.1. More than the tectonics and aesthetics of the space, it is the action, effects and performances of a space that its known for.

For increasing performance, there needs to be an increase in the utility of simulation in design, for this several methods and techniques are being incorporated with the help of computational tools.

The algorithms generated and decisions support environments and optimization by combining visual techniques which support a variety of design activities. This results in generation of multiple design options with different parameters of performance that helps in the design process.

Amongst various theories are incorporated in space for performance, Socio technical Systems is the most used which refers to interrelatedness of social and technical aspects of space. The focal point of this is the socio technical approach in the design process which leads to optimization of the two subsystems. There are two system goals which perform different types of actions - first is the success creating goal which focuses on functionality, flexibility and connectivity. While the other goal is to avoid failure which focuses on security, reliability, privacy and usability.

Performance design is a general set of practice which has emerged from general systems theory, operations research and cybernetics. In offices, this practice started when burolandschaft - a new form of office was invented from a highly rationalized, mechanical office. Since then in the practice of performance design in office, the form of office layout was not designed but emerged from the process of analysis of path diagrams and rigorous analysis of communication patterns and its intensities which are used as tools to generate organizational layouts.

Fig 1.2.2. Organizational interaction diagram of relationship analysis for office layouts based on communication patterns.

Therefore, for performative approach in office design a three-part model of buildings, people and technology was implanted which searches for cross cultural patterns between artifacts, behaviours, societal norms, environmental conditions and technologies. However, the task for a designer is to make a coherent whole by interviewing the geometry of multiple flow patterns and balance societal norms, technology and adapt to the contextual conditions.

Thus, the mechanisms of performativity are nomadic and flexible instead of sedimentary and rigid.

Performance is facilitated by digital tools which help predict the suitability of materials, environmental conditions and the responses of space in facilitating any given program. In all of these, optimization points towards the most efficient and structurally viable parameter for performance.

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1.3. Spatial Performance in an office.

The ultimate goal of any organization is to provide the employees a physical environment which has favourable conditions to support office activities which would result in better performance.

Performance can be termed as the process followed to reach the desired outputs. When the space plays a significant role in facilitating the process of work done in an office to achieve the desired outputs, it is termed as spatial performance.

Spatial performance in an office can be understood by evaluating the contribution of physical space to the organizational effectiveness. A more effective workspace is that which adds value to the space by bringing down occupancy rates and improving the quality of work.

This can only be done through effective spatial planning which optimizes the usage of space and reflects organizational properties and attributes resulting in organizational effectiveness.

Organizational Properties

Organizational Attributes

Organizational Effectiveness

Physical Conditions

Fig 1.3.1 Correlation of spatial performance to organizational effectiveness.

The organizational properties reflect subjective needs of an organization which include degree of participation- flow of communication, hierarchy of authority and complexity of work patterns.

While the organizational attributes reflect the objective needs, which demonstrate social dimensions of an organization. Like, patterns of communication which include frequency and occurrence of formal, informal interactions as well as inter and intra-departmental interactions. Along with this, perceptions of participation in decision making and job autonomy also play a significant role.

Other factors that affect organizational effectiveness are also the physical conditions like lighting, ventilation, acoustics, ergonomic factors as well as boundary controls and spatial flexibility. All of these holistically influence spatial performance.

- Optimization of space.

- Efficient processing of work tasks.

- Functional comfort

Spatial Performance

Workspace Performance

1.3.1 Impact of Spatial planning on Spatial performance.

Spatial planning can be looked upon as the first core tangible aspect that can be understood which has an influence on spatial performance at macro, mezzo and micro level in an office space.

It governs behavioural patterns and is considered as a tool to shape an environment. At macro level, the following factors by spatial planning play a vital role in increasing performance in an office space: (i) Patterns of Communication- Work relationships. (ii) Circulation and movement. (ii) Functionality in an office space.

Communication is an entity most affected by spatial organization of the space. The manner in which people interact has a lot to do with efficiency.

Hence it has a direct influence on spatial performance impacting workspace performance. Movement is an entity mainly structured by spatial configuration.

Best effective spaces also maximize functionality and optimize the use of space.

At mezzo level, these attributes of physical space impact performance in a workplace: Layout, acoustics, privacy, light, ventilation and nature of spatial elements.

All these factors can be achieved through spatial planning and are correlated with layouting of a space. They have psychological as well as physical impact on the worker and hence alterations of these factors play a vital role in enhancing workspace performance. They contribute to the overall experience in a workspace.

On micro level factors the spatial planning affects flexibility as well as accessibility in a physical space along with other factors mentioned earlier on individual workstations as well as visual co-presence.

At an overall planning level, proximity between primary workspace and other areas as well as proximity between two workstations governs interaction. Proximity is an entity which is considered throughout all macro, mezzo and micro level factors Hence, spatial planning influences workspace performance at all levels in designing an office space. It governs the way an organization functions and connects. It is the primary and most important factor looked upon while analysing spatial performance of an office space.

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1.4. Influence of Spatial performance on office productivity.

Productivity can be defined as the increased organizational and functional performance upholding the quality standards with respect to the time frame followed. Office productivity is directly related to employee’s job performance.

Office productivity

Organizational structure

Employee performance

Spatial performance (qualitative aspects)

Organizational Effectiveness

Organizational attributes

Efficiency

Fig 1.4.1 Interrelations of various organizational entities resulting in office productivity.

Productivity depends on four primary aspects: personal, social, organizational and environmental (Fig. 1.4.2). Although it is difficult to get a precise relationship between the various individual environmental factors and productivity, there is enough evidence which suggests that there are preferred environmental settings that decrease hindrance faced by employees in accomplishing their work tasks. This directly enhances productivity.

Since, social and personal aspects are subjective they cannot be quantified or concluded based on few observations and it varies with each office.

- Relationship with colleagues.

- Employee engagement

- Managerial role

Social

Organization

- Organizational structure

Productivity

- Career achievement

Personal

Environment

- Home/ Work interface.

-Intrinsic to job.

Fig 1.4.2 Four cardinal aspects affecting productivity. This thesis focuses on organizational and environmental aspects through spatial planning.

- Physical qualities - Spatial planning - Acoustics, Ventilation, Light, Volume.

Along with these primary aspects, human behaviour and comfort in a space also has indirect influence on productivity.

From the primary aspects that affect productivity, the environment which reflects the physical properties of a space is the only aspect independent of individual preferences and needs.

So, it can be quantified and qualitatively studied.

Since many factors involved in office productivity are subjective and situation based, there is no given method to measure productivity quantitatively.

Therefore, an effectively performing workspace is crucial for office productivity. Hence, increase in spatial performance also increases office productivity.

So, at organizational level the factor that affects productivity, is planning and design of physical space. It structures many important factors that influence productivity like a number of interacting factors consisting of communications, privacy, work and social relationships, hierarchical structure. In spatial planning while interactions play a vital role in productivity, the distraction component has the most negative effect on office productivity. Hence it is important to strategically plan orientations, circulation and connections in a space.

Other attributes that have a significant impact on productivity are light, ventilation, acoustics, greater local control over the work environment, territoriality and proximity, psychological comfort, physical and functional comfort. These environmental conditions improve employee’s work performance, boosts their morale and work commitments which in all have positive implications on overall productivity.

Since spatial performance impacts productivity, it becomes essential to plan a space such that it results in high spatial performance. For that, the space needs to be ordered such that it justifies the work relationships and organizational values through planning. Hence, in order to do so communication and organizational structure play a significant role and ensure effective working of an organization.

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1.5. Significance of organizational structure in spatial planning An organizational structure is an abstract entity consisting of titles, ranks and procedures. These give the desired stability, repeatability and reliability while making the abstractions more tangible aspects. It is generally perceived in the form of roles and charts which give a flow of roles undertaken by every person working towards organizational success.

It can also be looked at as a social unit, constructed and reconstructed to seek specific goals and an organizational structure also gives an account of each unit’s work and the social conditions that are appropriate for achieving various goals.

In the spatial planning of an office, organizational structure is the primary aspect since it mainly governs the type of communication / interactions encouraged as well as organizational values to be expressed through space.

Both communication and organizational values are of prime importance since when there are right connections made between work relationships established through organizational structure, it makes the flow of information and communication efficient. And based on these relationships, spatial planning of a workplace is formulated.

Organizational values keep the employees bounded while working and through them, the goals of the organization can be expressed in space. Hence it also plays a significant role in influencing employee performance.

Through organizational structure, communication flow and work patterns are established which are reflected through spatial organization in a space and are of prime importance in planning of any office.

The organizational values also determine the nature of spaces and concept of an office which plays a significant role in planning. Hence, organizational structure forms the framework of spatial planning and it highly influences spatial performance.

• Types of organizational structures.

Different types of organizational structures are established through different types of work and they reflect different interaction and communication traits.

The following are various hierarchical structures -

(i) Hierarchical Structure In a hierarchical organization structure, employees are grouped based on function, geography and product. Every employee has one clear supervisor.

This is the dominant type of organization and it is followed mainly in processing work. Like, Corporate, government organizations which have different levels of management, power and authority.

There is more autonomy encouraged rather than collaborations resulting in formal interactions.

Fig 1.5.1 Vertical hierarchical structure

(ii) Matrix Structure In a Matrix organizational structure, people with similar skills are grouped together for work assignments and the reporting relationships are set up as a grid. It is also known as transferable hierarchy since a group of people can be working on multiple projects at a time and there will be more than one manager to report.

Here it is more of a collaborative teamwork-based work pattern following a vertical leadership structure. There are formal, as well as informal and social interactions encouraged.

Fig 1.5.2 Matrix hierarchy has a grid structure which is a congruence of vertical and horizontal hierarchy.

(iii) Flat Structure There is no hierarchy and the work gets equally distributed. Decision making power is shared and employees are made accountable for their decisions. This results in more productivity for a welltrained workforce. Generally, start-ups and small organizations follow this structure since the work is relatively transparent.

It creates an interactive learning environment with more collaborative opportunities.

Fig 1.5.3 Flat or horizontal hierarchy structure.

(iv) Network structure Network organizational structure is more flexible and decentralized than other structures. Since, it helps visualize both internal and external relationships between managers and top-level management. They are less hierarchical and their structure relies on open communication like social networking.

It’s an open-ended environment with more collaborative interactions and interrelated systems.

Fig 1.5.4 Network structure having open communication networking.

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(v) Divisional structure It is an independent operational workflow. Such that within a divisional structure, each organizational function has its own division which corresponds to either products or geographies. Every division contains the necessary resources and functions needed to support the function.

It needs a balance of autonomy as well as interaction.

Fig 1.5.5 Divisional hierarchy structure having independent flow.

(vi) Line Organizational Structure It is the simplest form of organization where the chain of command flows from top to bottom and each department head has control over their departments. The self-contained department structure is considered to be its main characteristic.

Independent decisions can be taken by line officers because of its unified structure.

It is recognized as an effective organization that brings stability to the organization.

Fig 1.5.6 Line hierarchy where the command flows from top to bottom.

(vii) Team Based Organizational structure Team-based organizational structure consists of teams working towards a common goal while simultaneously working on their individual tasks.

They are less hierarchical and have flexible structures which reinforce problem-solving, decision-making and teamwork.

The main binding entity in this type of organization is communication for coordination.

Fig 1.5.7 Team based organizational structure.

1.6. Significance of Communication in working of an organization.

As referred in 1.5, communication is another primary aspect that is directly connected to decision making. It affects spatial planning and structures the work patterns and interactions. By structuring the way people interact, it directly influences physical qualities of space, circulation and connectivity and spatial organization, typology of workspaces.

An architecture and design firm Gensler’s research survey on workplace in 2014 establishes by surveys and other research evaluations that interaction is the prime agent that influences performance in a workspace.

Spatial planning is also done in order to support the kind of communication that the organizational structure needs. So, it can be said that interaction in any form, with space or with human’s influences performance in a physical environment. It forms the basis on which office layouts are likely to differ and explains the dynamics of change.

Communication provides the data needed for any action and processing of work. Hence, efficiency of a workspace is directly related to the efficient flow of communication.

The data provided through communication is in two forms, in the form of mails and through personal interactions. The data in the form of mails make up for telecommunication and virtual connectivity.

While interactions are in person encounters and they are considered to be the most effective in workspace performance.

Interaction is the entity most affected by the physical nature of space, planning and circulation.

Hence, communication forms the backbone while studying spatial performance.

Interaction Interaction is generally a face-to-face encounter with other employees to work upon issues and build upon them. But interactions can also be of various types where there is a communication virtually as well as physically. Based on this there are different layers added to the workspace planning. Forms of interactions vary as importance and complexity of work tasks increases. Hence the physical settings supporting communication can range from most formal to most informal meetings and most casual to structured encounters.

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Types of communications Various forms and types of communications are involved in working of an organization which contribute to effective processing of work. Mostly the type / pattern of communication is subjective of the work type. But in all offices, these basic forms of communication can be observed with varying proportions. (i) Communication for coordination: It is an operational communication which is done to ensure smooth workflow and to produce results in time. It needs active interaction for effective coordination (ii) Communication for information It can be a chance encounter or knowledge sharing interactions or work tasks related. It can be physical as well as virtual interaction facilitated by technology.

Both can be momentary as well as for a longer time based on the content that needs to be communicated. (iii) Communication for inspiration In office spaces, this type of interaction generally takes place in collaborative spaces and breakout zones where ancillary work is supported and informal interactions happen. It will be governed by time.

Generally, in the work environment first two types of communication take place. • The above subjects of communications can also take place in the following types (i) One to one interaction Here there are two entities involved and the interaction is driven by time. (ii) One to many This type of interaction often happens while addressing a certain number of people and more in a hierarchical based organization. (iii) Many to Many It happens in all work modes and mainly in meetings and group works. (iv) Meetings In this type there is a possibility of all the above interactions to take place in a systematic manner.

An ideal work setting should be planned such that it facilitates all these interactions. Since, communication is the key to efficiency in a working environment.

Summary This chapter is structured in two parts, first where fundamentals of planning of an office are elaborated and then performance in design is briefly pitched which is then elaborated in the context of spatial performance, office productivity and important aspects of spatial performance.

Through the theories of this chapter it can be observed that office typologies have been evolving from the 1960’s on the basis of alterations in typology and layouts which would result in increased productivity. In all of them interaction is considered as a medium to enhance productivity. Hence layouts are altered for more interactions.

Thus, space becomes the most valuable resource which is used as a medium to increase productivity.

Office productivity is based on four wide aspects which are social, personal, organizational and environment.

Hence to study organization and environment, spatial performance is studied which consists of organizational attributes, principles and physical conditions. All these can be incorporated in the space through spatial planning.

Therefore, spatial planning has direct influence on organizational effectiveness, spatial performance and office productivity. Planning of an office space is understood through three aspects which are implications of organizational principles and lay a framework for correlations of space and communication patterns.

While planning through typology of workspaces determines work patterns and lastly, planning through hierarchical structure formulates flow of communication.

Along with this, two other aspects have primary influence on spatial planning and working of an organization which are Organizational structure that establishes work relationships and Communication which facilitates the process of work.

Through the literature of Chapter 1 it can be observed that communication and flow of communication forms the basis of spatial performance and it is the key for efficient working of an office.

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Brown, D. (n.d.). Retrieved from https://floresy.online/trends/history-office-design/

02 Measures of spatial performance 2.1 Aspects governing spatial performance 2.2 Aspects of Spatial planning influencing spatial performance.

I Spatial Organizational factors II Connectivity & Circulation III

Physical Qualities of space

2.3 Concepts of Human Factors in built environment i Proxemics ii Ergonomics iii Orientation

The chapter identifies aspects of spatial planning which relate to the physical space and concepts of human factors which relate to the human needs in an office environment to study their significance on spatial performance.

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2.1. Aspects governing spatial performance.

Gensler’s research(2005) established a linkage between the working environment, human resources and business strategy. It said “Working environment has a fundamental impact on recruitment, retention, productivity and ultimately on the organization’s ability to achieve their business strategy (Gensler, 2005).

Hence, space is considered as an enabling resource and a tool for developing social networks as well as facilitating the working of an organization.

Social networks in an office environment are interactions between individuals and groups since they inform us about the generation of knowledge / work relationships. As reflected in chapter 1.5 communication plays a key role in efficient working of an organization. All of these reflect on spatial performance where the physical setting is the primary subject.

Thus, it is essential for an office to constitute a physical setting where communication is facilitated efficiently. The manner in which the physical setting is planned can make the communication flow easy or troublesome. Some settings make it easier to do certain things while others limit the possibilities.

Spatial performance is influenced by various tangible as well as intangible aspects where spatial planning plays an essential role to portray both the aspects through space.

The spatial planning structures and reflects work relationships independent of hierarchical structure, degrees of privacy, connectivity, proximity and remoteness where proximity leads to easy flow of communication whereas remoteness causes hindrance in the flow. These are practical tangible considerations which are reflected in different forms at macro, mezzo and micro level in planning.

However, there are also other subtle intangible ways that relate to the psychological impact on human factors which are highly subjective but influence the effectiveness of the space. Like light quality, acoustics, temperature and physical qualities like work surfaces, equipment, nature of spatial dividers, volume, ergonomics, choice and flexibility in working environments amongst others factors which contribute to making the work conditions favourable.

Apart from these there are objective needs of an organization which are also drivers of spatial performance like the image of the organization which is reflected through the organizational values by various mediums in space.

Hence, the spatial performance is governed by two primary aspects that impacts working of an organization -The physical space and the aspects that affect the occupants working in that space.

Physical space provides a framework and governs all the activities of the employees from how they move in a space to controlling the way they communicate with each other. All of this is reflected through factors of spatial planning. It represents organizational values.

While various aspects that affect the human conditions and reflect on their work performance are constituted in the concepts of human factors which consists of Proxemics, Ergonomics.

While human interactions are based on control, communication and orientation. These provide the theoretical basis on which human interactions as well as their physical conditions and behaviour are affected through tangible aspects. They are reflected through spatial qualities in a space and they facilitate individuals to perform better which influences office productivity.

Therefore, to conclude, since office is about a physical space in which work is fostered through human interactions, its spatial performance can be evaluated through two major subjects and their factors: (i) Spatial Planning (ii) Concepts of human factors and interaction in a built environment.

Spatial Planning aspects Organizational values

Concepts of human factors in built environment Catered in space

Spatial Qualities

Spatial performance Fig 2.1.1 Correspondence of primary aspects governing spatial performance.

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2.2. Aspects of Spatial planning influencing Spatial Performance.

Spatial performance is influenced by factors of spatial planning which impact the human factors in various degrees at macro, mezzo and micro level. Spatial organizations, circulation and connectivity as well as physical qualities of space affect the work relationships, communication, functionality, proximity and environmental factors in a space.

These are factors of spatial planning that reflect the organizational values in the physical space and impact spatial performance.

Hence, in this thesis spatial planning and its influence on spatial performance is understood through the following factors: • Spatial Organization • Circulation and Connectivity • Physical qualities of a space Spatial organization plays an essential role at macro planning level of layout where it structures the interrelations and proximity-adjacency between spaces, the communication flow as well as the typology of spaces which are required based on the organizational structure. It is done based on three broad aspects of- typology, principles and organizational structure.

All of these are interrelated and holistically represent spatial organization. They reflect the types of interactions encouraged in the space as well as the relationship of ancillary spaces with the work area through organization of spaces.

Circulation and connectivity are the main factors considered as binders of the space. Circulation is planned based on the spatial organization or the spatial organization is also planned based on the type of circulation needed in space. The circulation flow and spaces planned along it has an impact on the autonomy experienced, chance encounters, direct-indirect interactions and connectivity as well as proximity and usability of spaces.

Physical qualities of space reflect the physical environmental conditions that affect spatial performance at mezzo and micro level. It consists of light conditions and spread of daylight in space, acoustics, the spatial elements and their nature which play a major role in shaping the physical environment and orientation that affects the working conditions. This aspect relates to the physical effects on the occupiers due to the spatial qualities of space.

(I) Spatial organization

• Based on organizational principles Through organizational principles, mainly different types of organizations portray different spatial relationships from one to another and to the exterior environment as well as contextual responses. It also structures the path of circulation unique to each organization.

• Centralized Organization It is a concentrated composition where mostly the main area in an office is centrally organized and other ancillary spaces are planned on its perimeter.

This leads to either radial, loop or spiral circulation movement in a centralized organization. It increases the connectivity and proximity of the central space with the ancillary spaces, encouraging interactions.

• Linear Organization It consists of a series of spaces, directly or indirectly related to each other linked along an axis. The importance of spaces can be highlighted by change in size, and its location. This mostly leads to linear movement within the enclosures created by the spaces or on the periphery. It emphasizes the individuality and discourages interaction.

• Radial Organization It consists of a central space from which linear organizations extend radially. It is an extrovert plan which spreads across spaces and connects them.

It results in linear as well as rotational movement around central space. This encourages interaction while connecting ancillary spaces to central space as well as gives the required autonomy for focus work.

• Clustered Organization It is based on physical proximity with spaces. It consists of either repetitive or distinct units clustered together linked by a function or visual traits. Clusters can be repetitive spaces, organized by an axis, contained within a space, a loop path or grouped along a path. It encourages internal discussions as well as keeps spaces bonded. The movement is oriented based on the typology of clusters.

• Grid Organization It consists of modular units repetitive in nature which follow a certain pattern. Based on the correlations established, the ancillary spaces can cluster around the primary spaces or vice versa. The adjacency and proximity of units establish the relationships. In this type of organization, individuality of spaces is maintained and it is mostly used for autonomous work where only the established relationships can be planned in the nearest proximity for interaction.

Primary space

Ancillary space

Fig 2.2.1 Centralized organization that increases connectivity and interaction with ancillary spaces.

Fig 2.2.2 Linear organization emphasizing on individuality and autonomy.

Fig 2.2.3 Radial organization where the central space is of prime importance, binds other spaces.

Fig 2.2.4 Cluster organization facilitates internal interactions.

Fig 2.2.4 Cluster organization facilitates internal interactions.

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• The spatial organization based on the typology of workspaces.

The following work modes are formulated by Francis Duffy as a shorthand way to capture and categorize distinct work processes, organizational structures and physical layout conditions under four typologies. (i) Hive

It is generally a layout where workstations are ganged up in a group of 4 or 6.

This pattern of work is followed mostly in organizations which have data processing, banking, financial and administrative operations.

Den

Group processes

Interaction

This type of organization has a static work setting where there is uniformity followed, there are no barriers or partitions, but still, each one has an individual task at hand, and there is no interaction or autonomy.

This type of setting doesn’t contribute much in improving the performance of a workspace since it doesn’t give an individual the autonomy that is required and also doesn’t leave room for interaction due to the work pattern.

Club

Transactional knowledge

Cell

Concentrated study

Autonomy

(ii) Cell This type of office has individual concentrated working enclosures. There are partitions to ensure total privacy. There are either enclosed shells or highly-screened workstations.

This type of workspace is similar to focus work areas. They can be effective in workspace performance only in the category of the organization that needs more focus work.

Interaction

It is a layout where enclosures are placed adjacent to each other or isolated or in clusters but privacy is ensured by the nature of partitions. This organization provides the highest autonomy and less scope of interaction. Here, the workstation plays a crucial role and it should be designed such that it facilitates in fulfilling all the variety of tasks. Mostly professionals like lawyers, scientists, consultants follow this type of organization.

Den

Group processes

Club

Transactional knowledge

Hive

Individual processes

Autonomy

(iii) Den

Generally, work that involves teamwork or more communication where tasks are interdependent, adapts this typology.

This type of workspace is similar to collaborative spaces and turns out to be highly effective when it comes to workspace performance. It encourages interaction well but is still not balanced as autonomy is not practised much.

Club

Interaction

This type of organization has multiple settings in an open plan where group work can be done. There are no physical barriers, and interaction is encouraged the most.

Not only does internal group interaction happen but also within two different groups. There are desks arranged in a way that interaction happens, but at the same time, there are ancillary spaces needed for group discussions, meetings.

Transactional knowledge

Hive

Individual processes

Cell

Concentrated study

Autonomy

(iv) Club

This type of work-space is useful in organizations which follow open-ended problem solving and have constant access to shared knowledge. It has diverse, complex and flexible range of settings.

Such workspaces nowadays are considered highly efficient resulting in improved workspace performance since they balance interaction and autonomy, creating a balanced workspace.

Den

Group processes

Interaction

It is the most interactive and autonomous work mode of all. It is mainly for knowledge work and is most favourable for networkers who prefer a supportive environment as possible, which gives the freedom of choice and room for interaction. This setting is preferred in time-based, task-based settings which cater to both concentrated focus work as well as interactive group work. There are hardly confined spaces given.

Hive

Individual processes

Cell

Concentrated study

Autonomy

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• Spatial organization based on work modes All activities critical to knowledge work are divided based on four work modes - Collaborating, Focusing, Learning and Socializing. This is based on a Gensler survey of 2008 for knowledge workers.

These work modes help organize spaces based on activities and the physical conditions required to facilitate each activity which impacts spatial performance. It reflects employee engagement.

• Focus Work Focused work requires concentration and complete attention of the worker. It plays an essential role in the work process since it enables the worker to work across the ideas generated by collaborative discussions. It requires highest autonomy which can be provided through organization based on the orientation, movement and physical nature of the working environment. Workplace research has found focus space to be the most effective for productivity.

• Learning Knowledge workers dedicate some of their work time to learn via problem-solving, training, reflecting and interacting. This is facilitated by technological tools making learning versatile.

Ancillary spaces within and outside the work area help in facilitating learning which reflects in innovative ideas. It is an interactive work mode.

• Collaboration It includes discussions, sharing knowledge, and brainstorming. This is the main work mode for team work. Along with focus work this is the most critical which facilitates communication and is critical for idea generation. To facilitate collaboration, ancillary spaces, their accessibility as well as nature and proximity to work areas play a vital role.

• Socializing It creates common values, identity, networks and trust. Mainly builds employee relationships and is the stress buster work mode. The breakout areas of the office and interaction pockets and booths facilitate this work mode. It is essential for communication for coordination.

The most effective workplaces are believed to be those which balance focus and collaborative working.

It is established through research that “when focused work is compromised in pursuit of collaboration, neither works well” (Gensler, 2013). Through these there are indications that creativity and innovations can be enhanced by balancing work modes.

Fig 2.2.5 Focus working spaces

Fig 2.2.6 Learning interactive spaces

Fig 2.2.7 Collaborative meeting spaces

Fig 2.2.8 Work cafe amongst other spaces that support socializing

• Spatial organization based on hierarchical structure.

The organizational structure mainly structures the flow of communication and gives a road map of correlations and planning spaces. Spatial organization based on hierarchical structure makes the communication flow efficient as the spaces and functions directly related are situated in the nearest proximity to each other. This is applicable at macro level while organizing spaces as well as at micro level for internal arrangement. Based on the positions and ideology of the firm, the interconnections are drawn within the work area while planning the workstations.

(II) Circulation and Connectivity Circulation is the path of our movement, which links a series of the interior, exterior spaces together through a sequence of spaces. It establishes path-space relationships through the configuration of the path.

In an office space, the circulation pattern becomes the binder of the entire area and a vital entity through which interactions are encouraged.

There are Primary, secondary and tertiary circulation flows where the primary movement is the spine of the whole circulation pattern.

The intersections of these circulation flows become the nodes which give an opportunity to strategically plan the activities which are needed to be encouraged in the space. The nodes in the circulation path become focal points of interaction.

The configuration of path determines how integrated or segregated the areas can be as well as it also plays a vital role in the optimization of spaces by the manner in which configuration of movement path divides the space.

Fig 2.2.9 Linear path configuration

Fig 2.2.10 Inflected Linear circulation path.

Fig 2.2.10 Loop circulation path

The following are the basic configuration of paths observed in all office types which affect the organization of the space. (i) Linear: While working with a narrow footprint, most optimization of space can be done by this. (ii) Inflected Linear: An undulated linear pattern which connects all ends of the space.

Fig 2.2.10 Cross axial movement.

(iii) Loop: It works effectively with deep footprints for connecting spaces. There can be various shapes. (iv) Cross Axial: It can result in a formal and informal configuration based on how its planned. (v) Radial: It results in a dynamic setting where it breaks through space and connects spaces.

Fig 2.2.11 Radial movement in the space.

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The movement patterns and configurations lead to better connectivity in space. It can be physical, visual, virtual, facilitated by technology and connectivity to services in a space.

The most efficient mode of interaction that movement facilitates is face to face interaction.

It plays the most crucial role in facilitating efficient communication in an office. Through movement, there can be chance encounters as well as active and passive interactions.

All of these depend on the configuration of the circulation path as well as spatial organization. Ideally, the primary circulation path is planned through all the main functions since it becomes the most used path and a mode to facilitate interactions in all primary spaces. Similarly, most used socializing spaces are also planned such that they go through the work area. This helps in keeping employees connected.

Fig 2.2.12. Movement fostering face to face interaction opportunities.

For efficient communication, either physical connectivity or visual connectivity plays a vital role. In spaces which are vertically stacked, a work area is planned such that there can be volumetric interrelations as well as visual connectivity with all the team members. The volumetric interrelations of space are generally based on organizational structure and the workflow.

Virtual connectivity is enabled in the office space through technological tools; hence it becomes essential to plan their connectivity in the space such that every space is connected which facilitates virtual inter communication as well as with facilitates communication with the world.

Fig 2.2.13. Volumetric interrelations within a space for visual connectivity throughout.

Planning of services and HVAC also plays a major role, and if there is exposed ceiling and the ducts and wires are not planned systematically, it leads to visual chaos and disturbance especially in a low volume space.

In connectivity of space, planning of common resources and services in the nearest proximity to the workspace becomes important. Although there are other factors of acoustic disturbances and crowding, which leads to distraction and should be considered in spatial organization. There are also other ancillary spaces like the break out zones which have an impact on employee experience. Hence their connectivity with the workspace is also important.

Fig 2.2.14.

Virtual connectivity through technological tools enabling connectivity across the globe.

(III) Physical qualities of space The physical qualities of space consist of environmental factors that have physical as well as the psychological impact on the workers, which reflect on their performance. Hence while understanding spatial performance, the factors that impact the employees are equally essential as the organizational factors that make up the physical space.

Amongst all the factors that affect an employee, factors affecting the quality of physical space are: Natural Light, Acoustics, Orientation, Nature of spatial elements.

Light The ideal light condition in a work environment is considered to be a combination of artificial and natural light which would support non-glaring.

However, the spread of daylight in space is of prime importance. It makes the working conditions favourable and makes the spaces feel lighter along with enhancing the outside-inside connection.

Orientation It plays a vital role in how people interact, spatial relationships and outside-inside connection.

The orientation of furniture in space reflects on the light conditions, interactions and acoustics that affect the person sitting in that position. It also determines the views that a person gets from the workplace. This emphasizes the outside-inside connection at micro level.

Nature of Spatial elements This factor determines the volumetric experience in the space. The divisions in space, depend on the nature of spatial elements. More rigid the divisions mark territories, the more compartmentalized space becomes. This hinders communications as well as makes the space dominant. While on the other hand, in an open-plan space, when furniture elements mark territory, it does not physically divide the space while still distinguishing it. This leads to visual connectivity.

Fig 2.2.15(a). Daylight spread in the workplace.

Fig 2.2.15(b). Artificial lighting in work area.

The Patreon offices where the difference in workplace experience can be observed from Fig.2.2.14(a) which has natural light spread while Fig.2.2.14(b) with artificial lighting is comparatively dull.

Fig 2.2.16(a). Compartmentalization of space due to the opaque nature of partitions.

Hence, visual connectivity, the dominance of space, passive interactions, it all depends on the opaque, translucent, transparent nature of the spatial elements as well as the height.

The colour, texture and materials of the spatial elements also play a major role in building the ambience of the space which conveys the organizational values. Touch, look and feel have a psychological impact on the occupiers.

Fig 2.2.16(b).

Low height table dividers separating the spaces without physically dividing it.

Nature of partitions impacting the volumetric experience and connectivity within the space.

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2.3. Human Factors in a built environment.

Office design is challenging in terms of diversity of people that work in an environment. It varies from generation, gender and culture. There is diversity observed in the work tasks, functions and hierarchical structure. Hence, office design needs to be addressed in a way that provides the right environment for the employees as well as visitors to ensure improvement in spatial performance.

However, that cannot be accomplished entirely until and unless comfort is addressed and all human factors are considered.

A work environment that recognizes human needs as both sustainable and inclusive is needed.

As a workspace cannot perform in isolation.

For spatial planning, it is essential to understand the relationship between the interactions of humans with their environment and behavioural responses.

This leads to human factors. Human factors are the understanding of how humans relate, function and interact with the physical space.

Amongst various factors, privacy, personal space, proximity and ergonomic balance for comfort are considered as primary concepts. Based on these concepts, the theories of Proxemics and ergonomics are considered most important while planning an office space. They consist of all the primary concepts of human factors and are theories which summarize the way humans relate to the world around them. • Proxemics and performance

its

impact

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spatial

Proxemics is a study used to define relationships between humans within the space concerning proximity. It’s the study of how people interact with each other as well as the space and relates to social, physical and psychological aspects of the space as well as the way spaces are planned. It helps to design spaces in which there can be comfortable movement in physical as well as psychological sense.

The theory of proxemics talks about proximity in relation with space and humans which directly affects the spatial planning in a space. The following principles of layout determine the way people interact based on proximity: (i) Socio Fugal space Here, the furniture is arranged in a linear organization or a solo seating such that interaction is discouraged

Fig 2.3.1. Socio fugal linear arrangement of furniture such that it discourages interactions.

It also includes a parallel seating which is more formal, but it allows limited communication. Hence in the focus work area, the socio fugal arrangement is considered which provides proximity but discourages interactions. (ii) Socio petal space It encourages interactions hence, the furniture arrangement is mainly in L-shape, U-shape, boxshape, circular as well as radial and spaces planned at right angles. This increases the proximity between people and allows the face to face interactions. It is mainly designed to facilitate a collaborative mode of working.

Fig 2.3.2. Socio petal arrangement of furniture which encourages interactions.

(iii) Adjacency - Proximity Adjacency and proximity are interrelated in office planning while organizing spaces at macro level.

Accessibility, usability, interactions and flow of communication is affected by the adjacency and proximity of one space to another. Especially work-spaces with the ancillary spaces. Breakout area, collaborative spaces in the nearest vicinity with the work area, play a vital role in planning to facilitate efficient communication and employee experience.

Adjacency and proximity are categorized under distance zones where they are based on the distance from the focal point, and the zones range from most intimate to public space distance. This framework of distance zones is used at the macro as well as micro-level, where employee comfort and ideal working condition can be observed based on the distance zone they share.

There are four spatial or social distance zones which are: Intimate, personal, social and public.

Intimate zone relates to comfort, affection and protection. It is the most sensitive zone and is within a range of 18 inches from the point of contact.

Personal zone spans between 18 inches to 4 feet.

Penetration in the personal space by known individuals is considered a comfortable distance.

Arrangement of furniture at right angles lead to penetration in personal space.

Social zone spans from 4 to 12 feet distance and can be either formal or informal depending on the context. Furniture arrangement where people sit across each other and talk at normal voice levels is considered to be under a social zone.

Public Social r= 4’-8’ Personal r=1.5’ - 4’ Intimate r= 0 -1.5’

Fig 2.3.3. Distance zones based on theories of proxemics

Public zone spreads beyond 12 feet. It is mainly when there is an address to a larger crowd or when little or no interaction is to be encouraged.

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(iv) Territoriality Territoriality is the type of privacy used to communicate one’s control over an area(Hall,1990).

Differentiation and division of areas also mark territory at a macro level. They are either visible, solid or invisible, seamless boundaries.

In an office space, the nature of spatial dividers determines the strength of the territory. It can also be visual rather than physical. Even when there is no physical barrier dividing a space, it can also be marked by flooring and ceiling or a change in colour, texture or material. Sometimes to optimize space and for multipurpose use, furniture elements are also used to distinguish spaces. The users belonging in the territory control its access and defend against intrusion. This leads to personalization in the workspace, which gives a sense of belonging.

Fig 2.3.4. Territoriality marked through furniture elements.

Fig 2.3.5. Territoriality marked by ceiling, floor as well as spatial divider.

(v) Crowding It is a situation resulting from a dense gathering of people. It can generate feelings of restlessness, insecurity and confinement. But on the other hand, it is also subjective since sometimes it becomes beneficial to interact and engage with people in a crowded scene.

In an office space, proximity and concentration of heavy foot-fall areas highly create crowding like situations. This also results in acoustic disturbances.

When ergonomics standards are compromised, it leads to intimate distance in movement as well as an internal arrangement which also leads to crowding while in movement as well as while working.

Proxemics plays a vital role in workspace planning that affects its performance. There is a lot of emphasis on proximity between adjacent spaces to the proximity between the employees as well as employee experience in office design. So, this theory states a framework to plan the spaces which addresses comfort and structure interactions.

Fig 2.3.6. Crowding and congestion in a densely planned facebook office inspite of open plan and high volume

(ii) Ergonomics Theory of ergonomics plays an important role in office design right from positioning in the overall layout to services and placement of workstations. At the micro-level, it is also applied in the orientation of furniture, appliances to the lightning conditions.

Important aspects of ergonomics include optimum placement of equipment, integrating the human factor, employee well-being, and effectively aligning the workplace into the surrounding environment. Poor ergonomics leads to safety and health issues. Hence this theory plays an important role in improving spatial performance by giving employees the physical and psychological comfort that is needed to work better.

It sets basic standards for better movement, and better comfort and defines the distances needed between various commodities of a workstation to ensure well being of the employees. It is divided into three broad categories: Organizational, Cognitive and Physical.

Organizational ergonomics involves portraying the company’s values and rules for an employee to worker communication. This includes the application of ergonomics in planning where the communication pattern is set and the desired distances between colleagues as well as per person area allocation.

The area allotted per person in an office also determines the density of planning in each area. A space having concentrated density is considered unfavourable for working since it leads to intimate distances, congestion and can lead to crowding.

Cluttered spaces result in more absenteeism and make complex tasks harder. So, it’s unfavourable when employees are just accommodated in an office.

Fig 2.3.7. Concentrated density in work area leading to congestion and loss of autonomy.

Fig 2.3.8. Sparse density of internal layout with sufficient circulation space leads to comfort space.

Whereas sparse density distribution leads to comfort spaces, less acoustic disturbances and a favourable working environment where every employee gets their personal space.

Per person area distribution varies from the floor area of an office, but 110 sqft allocation is considered as a favourable condition.

Cognitive Ergonomics involves psychological factors such as the perception of one’s surrounding environment. Under this employee, well-being is considered in an office. This involves lighting conditions, the spread of natural light, volumetric experience, encouragement of movement in space, bringing in nature, crowding.

Fig 2.3.9. Incorporating daylight and nature in space positively impacts employee performance.

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All of these factors play a vital role in reducing stress levels and providing favourable working conditions.

Organizational values portrayed in spaces also play a major role since it consists of brand identity, colours and materials. If there are provocative colours used or more dark colours used, it makes space look smaller and dominating, and it affects employee performance. Language and the nature of the spatial environment also plays a vital role.

Too many lines if not planned in a symmetry, or rhythm also leads to visual disturbance.

Physical ergonomics involves physiological processes that affect a worker physically. There are certain ergonomic standards set for postures and distances between the table and chair as well as the position for other appliances so that injuries can be avoided and the worker gets the comfort to work. Ideally, the standards set for the width of circulation passages, distance zones for internal arrangement of workstations should be followed to make an effective working office environment which reflects on employee performance.

• Orientation It is another major factor that affects human factors.

The orientation of spaces and furniture affect accessibility, structures movement, interactions and while the movement passage passes through the back of workstations, it leads to a loss of privacy amongst employees which constantly bothers, inversely affecting employee performance.

In a shell, the spaces are planned such that the functions are oriented parallel to the block spaces, which are usually services. This leads to parallel movement in space, which not only optimizes the use of space but also reduces the distractions due to movement. The workstations are planned to face the glazing area, with an offset such that there is ample of daylight spreading in and there’s no glaring on the computer screens.

Hence, orientation also plays a vital role in optimizing space and enhancing employee experience.

Fig 2.3.10.

Perpendicular orientation of workstations to the glazing allows wide spread of light and no glaring issues on the screen.

Summary This chapter identifies the aspects of spatial planning which play a crucial role in spatial performance through work relationships, functionality and communication.

Since in an office, work is fostered through human interactions and space plays a vital role in facilitating the process of work, the aspects are identified under two broad categories: Factors of spatial planning and human factors. The factors of spatial planning reflect organizational values and theories of human factors reflect spatial qualities; hence when both are catered in a space, it reflects on the spatial performance.

Further, under the aspects of spatial planning there are concepts identified which are factors of spatial planning. Like, spatial organization through typology, work modes and principles, physical, virtual aspects of circulation and connectivity and physical qualities of space which consists of nature of elements, the role of light in space and orientation.

Human factors are summarized under theories of proxemics and ergonomics where proxemics emphasizes on the role of proximity in human interactions as well as comfort for better functioning and performance through concepts of socio fugal, socio petal space, territoriality, crowding, distance zones, adjacency and proximity. Theories of ergonomics comprise of area density, per person area distribution, employee well-being and physiological as well as psychological factors that affect employee performance.

Hence to understand spatial performance and ensure organizational effectiveness, the correspondence between spatial organizational factors and human factors is of prime importance.

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New York. (n.d.). Retrieved from https://www.spectorgroup.com/project/rauxa/

03 Derivation of Framework 3.1 Control and communication and its correlations with space planning.

3.2 Ancillary spaces facilitating interactions.

3.3 Derivation: Framework of factors influencing spatial performance

The chapter explains control and communication and summarizes all the theories and factors of spatial planning and parameters of human factors to derive a framework which sets parameters for studying spatial performance.

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3.1.

Control, Communication and its correlation with space planning.

The functions of office space are a system of control and communication. Also coined as “cybernetics” by Dr. Nobert Weiner in 1948. In an office, since work is done through the functioning of the brain and computer, both symbolize control and communication. Hence, they are known as functions of the office.

Since all the spatial planning and organizational decisions are made to facilitate the efficient functioning of an office, control and communication become the prime aspects of being facilitated.

Spatial performance results from the capacity of the space to influence human factors such that control and communication are efficiently facilitated. Hence to understand spatial performance, the aspects of spatial planning become the factors influencing, and control and communication become the parameters amongst human factors which are influenced by the spatial organization.

Amongst control and communication, control of any complexity is exercised through people making decisions. This cannot be done without the aid of communication since it provides the data which forms the basis and direction for action to carry out controlling decisions. Hence, control and communication are interrelated where control is making decisions in a form which leads to their implementation but it cannot be effective if communication does not convey the context in which decisions are to be made.

• Control In an office organization, control can be understood by the competence of employees to be mobile within the office and to use all range of spaces available which leads to choosing and employees having control over their work environment.

Control in work processing is also looked at through the fundamentals of a closed-loop system, where a set of technological tools regulate a process through the connectivity of various mechanical and electronic devices which facilitates work from anywhere in the office, making the work mobile as well as allowing virtual connectivity. Telecommunicating and virtual connectivity are very important in today’s times where work is possible from anywhere around the globe.

Fig 3.1.1. Mobility of work enhanced by evolving technological controls.

In an office environment, there is a shift observed in controls of technology where now the focus has shifted to freeing up employees who were tied up to their workstations earlier due to technological constraints. Hence, concepts of wireless communication, plug and play and physical, technological tools play a vital role in strengthening mobility.

The shift from fixed desktops to laptops as well as planning of plug points and other controls in alternate work environments as well as socializing spaces, not only makes the work mobile but also increases interactions and organizational flexibility.

• Mobility As work becomes more global and more people are hired to work on a project basis rather than long term basis for cutting down on occupancy costs, there is a significant shift towards technological controls strengthening mobility.

The concept of assigned desks is hardly followed now; instead, there are alternate work environments given as well as hot desking and physical controls which allows work to be connected from any corner of the office. This also improves teamwork and coordination when everyone can configure the clusters of work settings based on the type of work assigned.

• Flexibility

Fig 3.1.3. Hot desking and unassigned seating reflect mobility in work facilitated by technological tools.

Flexibility in an office environment enables employees to have control over their work environment. It can be looked at through two perspectives: Organizational flexibility and Employee’s flexibility.

Employee’s flexibility allows the employees to choose their work environment amongst various alternate working environments. This leads to freedom of choice and a sense of belonging which positively impacts their performance. The concept of unassigned seating compliments employee’s flexibility. Here, technology plays a vital role in facilitating flexibility.

Organizational flexibility is how the organization can facilitate change. It can be through modularity in furniture elements, spaces or anything which allows the future scope of expansion. Organizational flexibility also plays a vital role in the optimization of space since flexible, integrated spaces and spatial elements which can open to be one, facilitates integration and overlapping of functions and multipurpose usage of space.

Fig 3.1.3. Alternate working providing flexibility in working.

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• Communication “The more a work setting is perceived to be innovative in terms of fostering staff interaction, the greater is the measuring of staff productivity and the level of productivity.” (Ilozor et al., 2002).

Organizations are constrained communication networks where the organizational structure seeks to facilitate the vertical flow of information, and the location of employees and planning of the workplace provides horizontal coordination leading to a communication network for processing data. Hence, communication is central to the concept of an organization, and spatial planning structures its flow to facilitate the efficient transition of communication data.

Communication in an office takes place through two mediums- through emails, phone calls, video conferencing (virtual connectivity) which are all facilitated by technology. Another medium is through personal, face to face interactions where the workplace layout and organization is used to encourage different degrees and types of interactions based on work relationships for improving organizational performance.

However, communication is solely based on interaction, but just communication is incomplete in the process of work. Hence there are two variables of communication that play a significant role in the processing of work: Interaction and Autonomy.

Ideas are generated through interaction while autonomy facilitates working through those ideas. Interaction and autonomy affect worker’s expectations about the layout, and they are correlated to the spatial planning and various other aspects of office design which directly influences the spatial performance.

Fig 3.1.4. Autonomy in an open plan which enables focus work along with visual connectivity.

Autonomy Autonomy is the degree of control an office worker has over the content, location of their work setting. This gives them the freedom to choose the kind and quality of surroundings they want to work in, based on the types of work they are assigned. It facilitates focus, the concentrated study which needs a distraction free environment. Spaces facilitating “I” working modes facilitate autonomy.

Office workers want to be able to undertake distraction-free solo work, but also value the opportunity to have an informal interaction with their colleagues. The degree of autonomy required varies from work types.

Fig 3.1.5. Booths in a collaborative planning enable total autonomy in a confined space meant for solo working.

Interaction Interaction is the face to face contact, necessary to carry out office tasks. Based on the complexity and importance of tasks carried out, the forms of interactions vary, and its settings can range from most formal to most informal spaces. As the quality, intellectual content and significance of interaction increases, it builds up the pressure to support various encounters.

Face to face contact is considered the most efficient mode of communication since it involves personal connect. Thus, it becomes the subject of the study to understand spatial performance. There are mainly two modes of interactions- Direct/ Active and Indirect /Passive interactions.

Fig 3.1.6. Active face to face interaction facilitated in AirBnB Seattle office through movement and spatial configuration.

Passive interactions involve emails, visual interactions, virtual connectivity, amongst other indirect means of being connected but not conveying information face to face.

Active interactions involve face to face interactions, collaboration, chance encounters, inter communication, amongst other means of communicating information personally to one another. While, active interactions are of prime importance for efficient completion of office tasks, face to face communication in various forms its base.

Fig 3.1.7. Passive interactions involve indirect interactions either visual or through emails and other technological communication networks.

• Face to Face communication Despite all attempts of technology to obsolete it, face to face interaction remains the most efficient mode of communication. It plays a crucial role in office productivity and organizational commitment. (Campbell & Campbell, 1988). Face to face communication has an underlying characteristic of conveying inter-personal as well as socioemotional information and increased network density.

In an office environment, face to face interaction happens in the form of collaboration, informal and impromptu interactions, chance encounters, formal interactions in meetings, inter and internal communication.

All of these are facilitated by layout, internal arrangement, proximity distance and movement.

Interactions are blown off drastically when distance increases and when there are territories marked.

Through spatial planning, the layout is manipulated to foster specific types of interactions within a workplace based on organizational needs.

Fig 3.1.8. Face to face interactions of varying nature from impromptu discussions to formal collaborative interactions and informal encounters based on layout, nature of space, movement and proximity.

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• Face to face interaction through Collaboration The office is a system of interrelated tasks where employees are interdependent based on diverse expertise to accomplish a given task. There can never be a single entity processing all the data.

Hence, it demands an efficient team and group work.

This is accomplished through collaboration.

Collaboration is when people of diverse expertise come together or collaborate to accomplish a common goal through knowledge sharing. It is an exchange of ideas and a generation of new ones through dialogue and team activities. In collaborative tasks communication and face to face interaction are essential for higher information retention, coordination and team success which impacts on the performance.

Despite the changing work patterns and typology of work, collaboration remains key to the spread and development of ideas in pursuit of innovation.

Spatial performance highly depends on the ways space fosters collaborative work. Since it directly reflects on improving office productivity.

In the physical setting, space fosters collaboration through the planning of collaborative settings and their proximity and distance from the work area in layout. Collaborative work settings range from formal, informal, collaborative desks to enclosed rooms. They cater to different capacities. Usually the configuration of furniture elements determines the nature of that setting while the nature of spatial dividers determine the accessibility to those areas.

Fig 3.1.9. Arup Sydney office having multiple collaboration desks integrated within work area to foster informal interaction

Fig 3.1.10. A board room in the office for formal collaboration and team work.

In a space, generally formal as well as informal collaborations are fostered by planning them in the immediate context or away from the work area to lower down on acoustic disturbances. However, this is solely based on the organization’s ideology.

• Face to face interaction through informal communication.

Face to face interactions in formal collaborative relationships are essential for productivity but informal unplanned impromptu interactions also equally affect productivity. Relatively unstructured information exchange is also looked upon to strengthen organizational culture and interpersonal relations.

Movement and spatial configuration play a vital role in informal interactions. When the circulation passage passes by the work area, it increases face to face interactions amongst colleagues which are often informal, social interactions. Hence, passages are considered as one of the most conductive aspects of spatial planning that facilitates chance encounters and impromptu interactions. Therefore, there are open pockets of seating incorporated in the passage areas which foster such interactions.

Communal spaces and immediate spillovers are most conductive for informal interactions. Visual connectivity in the space also plays a vital role in inter communication within a workspace. Although, it is essential to note that more than the physical characteristics of a space, their location is of prime importance to foster informal interactions.

Fig 3.1.11. Chance encounters due to movement planned through the work area.

Fig 3.1.12. Hyatt headquarters office where work area is a cluster of focus, collaborative and immediate spill over to foster interactions.

So, as much as face to face interactions are essential for efficient work, so is the spatial planning and layout that conducts them. The layout not only affects the movement of employees in space but also creates either an interactive space which encourages collaborative work or separate work areas where the frequency of interaction is low. Increase in probability of interactions increases coordination ,and it is done through spatial configurations and planning of movement paths. Hence, the layout has a direct influence on the ease of interactions and office productivity.

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3.2. Ancillary spaces facilitating interactions.

The work area is often associated with facilitating focus work and autonomy. Hence, interactions are mainly fostered in the ancillary spaces in an office.

As explained in 3.1, layouts have a significant impact on interactions, and spatial configurations are of prime importance to foster them. However, along with the location of space, their physical characteristics, accessibility and furniture arrangement also affect their usability, experience and type of interactions fostered.

With the new ways of working, there is a shift towards incorporating more collaborative ancillary spaces in the workplace. Right from the entry - exit experience to the work cafe and break-out zones, every ancillary space is sequenced and planned per the work area such that they foster formal, informal and social interactions. They are also known as nodes of interactions.

• Reception waiting area The entry-exit experience is of prime importance since many chance encounters amongst employees are fostered there. Since it is the frequent movement area, employees who usually do not meet might come across each other while entering or leaving the office. This gives a chance of impromptu interactions.

It also becomes the first touch point for the clients as well as the employees which gives the first impression of the firm. This space holds the responsibility to convey a company’s identity even when it does not have a physical function. There is usually a waiting area for the clients where interaction between the staff and clients take place. This space fosters social, formal as well as informal interactions; hence it should cater to all their needs.

Fig 3.2.1. Reception and waiting area of Mc Carter and English office where the transparency in spaces gives an idea of the ideology of a law firm as well the working of the office.

Fig 3.2.2. Lounge waiting at Indeed office where there are pockets of such seating arrangement created to allow autonomy and reduce crowding.

• Interactions fostered through movement.

Circulation passages are one of the emerging spaces in office to increase interactions. The planning of the movement path and the spaces it passes through plays a vital role in encouraging interactions.

It mainly fosters chance encounters and impromptu interactions. There are spaces integrated along the passage either in pockets or open areas having different typology and layout of furniture which can conduct impromptu interactions and can be used in the immediate context. This not only helps the impromptu encounters last longer and result in something fruitful but also helps avoid crowding.

The movement areas are also used for passive interaction and learning purposes by introducing interactive elements on them that engage employees and increase knowledge sharing.

Fig 3.2.3. HBO Seattle where a white board runs along the primary passage such elements in the primary path engage people and facilitates impromptu interactions and learning.

Fig.3.2.5.Uber headquarter where ancillary spaces are planned on the circulation passage with full accessibility to increase its usability by movement.

Fig 3.2.4. McCarter’s English office where there are seating booths are planned in the circulation passage which can conduct formal as well as informal engagements.

Fig 3.2.6. AirBnB Gurgaon where stepped seating and other collaborative settings as well as communal spaces integrated in the primary passage as immediate interaction spots in movement.

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• Work Lounge It has a series of varied collaborative settings that can conduct all types of work and allows collaboration in informal space. This gives the employees the choice of selecting their work setting based on the task at hand. It is a group-oriented space that draws employees in and encourages spontaneous discussions.

It facilitates scheduled as well as unscheduled meetings. This type of setting is used more when the organization follows unassigned seating.

When a work lounge consisting of various collaborative settings is planned near the work area, it helps in efficient processing of data in the work area by giving the required autonomy and encourages collaboration in the immediate context.

Fig 3.2.7. Cbre office’s work lounge which is conceptualized to support cross functional collaboration and interdisciplinary thinking. Its internal layout is such that there can be meetings conducted simultaneously.

Fig 3.2.8. Various types of settings to cater to different capacities as well as encourage informal interactions.

• Board room New ways of working and an increase in group decision making have made board rooms central to administration. It is the most crucial formal interaction and collaboration space apart from the private office or cubicle of the leadership.

In certain specific organizations, boardrooms are also accessible by clients for meetings. Hence, their location becomes critical such that with public access, the privacy of workspace is not hindered, and it is also centralized planned such that it is easily accessible to the staff. It caters to confidential discussions. Hence, filtered visibility and controlled acoustics are essential.

Fig 3.2.9. Board rooms are equipped with all technological tools to facilitate virtual connectivity as well. It allows to collaborate across the globe.

• Brainstorming areas - Learning spaces Free thinking spaces are now emerging in offices where sharing of ideas and learning new things happen with a goal of problem-solving. Most interdisciplinary interactions are fostered in these areas and people with different expertise come together, and knowledge sharing is encouraged.

Such spaces are often open spaces to invite more people in and have the flexibility to accommodate more strength. They are also used as collaboration pockets within the space.

Fig 3.2.10. Microsoft office where such learning spaces are spill overs and in nearest proximity to work area to encourage cross team learnings.

Fig 3.2.11. Cluster of learning spaces in the circulation increases participation and interaction.

• Work Cafe It reflects the concept of work and feast. It is a hybrid setting comprising amenity as well as a workspace. Here, through furniture arrangements as well as the application of technology, work is encouraged even in break time. Majority of seating spaces are equipped with technological controls to facilitate mobile working. Here, mainly informal and social interactions are fostered. There are community tables and other configurations for shared space so that maximum interactions are encouraged.

Fig 3.2.12. Work cafe where there are various spatial configurations and to encourage social engagement

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• Communal spaces - Break out areas Communal spaces are social engagement zones which increase employee engagement along with each other and reflect on their work relationships.

Spillovers break out zones, gaming areas, work cafes are what communal spaces are made. They are planned away from the work area to avoid acoustic disturbances. Such spaces help employees relieve stress. Hence, these spaces constitute “I” spaces as well as “We” spaces to facilitate community engagement as well as spend time individually.

These spaces are used to foster community spirit in the organization. There are various elements used to relieve stress and this space is mostly planned such that there is an outside-inside connection, the spread of daylight and nature is incorporated to bring in the freshness in space and give a change of environment.

Fig 3.2.13. Communal spaces as immediate spill overs from the work space facilitates social and informal interactions since it becomes the most used break space due to its proximity from the work area.

Fig 3.2.15. Communal space in the Adobe headquarters where the stepped seating allows flexibility of “I” spaces as well as “We” spaces and it is also multipurpose used as a space for events. This becomes a focal point for social interactions and portraying organizational values.

Fig 3.2.14. Google, Cambridge office where there are swing elements in the break out areas as “I” spaces and lets employees spend time alone.

3.3 Derivation: Framework of factors influencing Spatial Performance.

Through the theoretical study, it is understood that workplace performance mainly depends on the ability of a space to support and facilitate workflow and communication. Thus, the performance of an organization is directly influenced by the spatial performance. The physical space is a medium that structures interrelations of work relationships, typology of spaces based on the type of work, communication patterns, and controls the movement of employees. It also structures the type of interactions required. (Chapter1) All of this is done through spatial planning at the macro, mezzo and micro level. Since an organization consists of people working to achieve a common goal, the physical qualities of space along with spatial planning, play a vital role in influencing human factors and behaviour patterns. Proximity and ergonomics are two significant factors influencing human interactions and comfort, respectively. Better outputs are achieved when the space has favourable working conditions. Hence through theories of spatial planning and human factors, various aspects having a significant impact on spatial performance are identified. (Chapter 2) Amongst all the factors influencing spatial performance, it is understood that the communication and face to face interactions are the most efficient means for data processing, and they form the basis of working of an organization. Hence for a space to support the processing of work, it should facilitate the efficient flow of communication. (Chapter3) Therefore, from the theoretical inferences, to understand spatial performance, a theoretical framework is synthesized as a hypothesis where factors of spatial planning correspond to and are correlated with parameters of human factors, which are mainly control and communication and concepts of proxemics and ergonomics. Spatial organizational factors are analysed through the ways they encourage or discourage face to face interaction and communication, which are the backbone of efficient processing of work.

This framework is used as a basis to quantify and qualitatively understand spatial performance through post-occupancy analysis. The synthesize is to understand the correlations of the ways planning decisions affect control and communication and other human factors which reflects on work outputs.

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3.3.1 Conceptual Framework of aspects influencing Spatial performance • • • • •

Centralized organization Linear organization Radial organization Grid organization Clustered organization

• • • •

Hive - Individual work Cell - Concentrated work Den - Group work Club - Transactional knowledge

• • • •

Focus space (Cell) Collaborate (Den, Club) Learn (Hive, Den, Club) Socialize (Den)

• • • • •

Face to face interaction Volumetric Interrelations Outside - Inside Visual connection Hierarchy based

• Networking, Appliances • Workspace proximity to services • Breakout zones • Multipurpose rooms

• Natural light • Artificial light study on qualitative basis • Orientation based on planning & at micro level • Materials & Finishes, nature of space making elements • Colours, materials, textures of the space.

Communication

P

Principles

Hierarchy

Spatial Organization

Typology

Factors of Spatial plannin Factors Physical

Virtual

Connectivity Circulation

Services

Light

Orientation

Spatial Qualities Working of an organization

Furniture

Office space -

Workspace Performance

Office productivity

Proxemics

ng

• Adjacency & Proximity • Socio petal & Socio fugal space • Crowding • Territoriality • Distance zones

Human Factors Parameters

Control: Technologically Driven • Mobility • Flexibility • Choice Control & Communication

Ergonomics

Data Input Communication & Control

Process Workspace performance

Communication • Ways of fostering Faceface communication.

• Nodes of interaction.

• Autonomy • Communication patterns

• Spatial Density • Employee well-being • Orientation

Output Productivity

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(n.d.). Retrieved from https://www.herbestemming.nu/?q=image/view/1310

04 An approach to quantify spatial performance 4.1 Methodology of case studies.

4.1.1 Criteria for case study selection.

4.1.2 Criteria for quantification of spatial performance.

The chapter discusses the flow of the case studies, criteria of selection and parameters of evaluation to qualitatively study spatial performance in three different office spaces.

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4.1. Methodology of Case studies.

To understand in the totality of various factors responsible for spatial performance in an office space, three offices of varying degrees of formalities are studied. The case study is aimed at understanding the significance of spatial planning in increasing productivity of an organization by understanding the way it impacts, the categorized human factors (Chapter 2), reflects organizational values and facilitates the communication flow based on the organizational structure.

The method followed for the case studies is first to understand the organizational decisions which include hierarchy structure, working pattern, organizational values. Based on this the design decisions taken to reflect the organizational needs are recognized.

The second part is to analyse the application of factors of spatial planning - Spatial organization, Circulation and Connectivity and Spatial qualities to understand their impact on parameters of human factors categorized under Proxemics, ergonomics, Communication and control (Interaction, Autonomy) and orientation. In the third part inferences from the first two parts are drawn, and the design decision of each factor, their impact on each parameter and their significance on spatial performance are studied.

It is done focusing on nodes of interaction, types of interactions fostered and facilitated, typology of workspaces, movement, employee well-being, the scope of face to face interaction, desired autonomy catered based on work pattern, different ways of encouraging collaboration and teamwork through spaces, human needs, flexibility and mobility, spatial attributes, circulation planned which encourages or discourages interaction and spatial planning of functions that facilitate the efficient flow of communication.

Lastly based on the inferences a matrix is made that rates on a scale of high, moderate, low the intensity of impact the decisions of spatial planning factors have on parameters of human factors.

Through the observations from this matrix, it can be concluded how space facilitates the process of work done reflecting on spatial performance.

The conclusion is drawn by comparatively analysing the findings of each project and recognizing standard parameters that have a significance on spatial performance through the lens of spatial planning.

Hierarchy Classification

Organizational Structure

Patterns of working Organizational values

Analysing

Aspects governing Workspace performance Understanding the application

Analysis based on the conditions of site

Factors of spatial planning

Parameters of Human Factors Variable b

Variable a

(a) Spatial organization by typology & principles

(i) Proxemics (ii) Ergonomics (iii) Orientation (iv) Control (v) Interaction (vi) Autonomy

(b) Circulation, Connectivity (c) Spatial qualities

Abstracting and simplifying to understand the application of spatial planning through diagrams.

Key findings

Correspondence (Variable a

Variable b)

Co-relating & analyzing

(a) (b) (c)

(i) (ii) (iii) (iv) (v) (vi) (i) (ii) (iii) (iv) (v) (vi) (i) (ii) (iii) (iv) (v) (vi) Matrix of evaluated data Inferences

Spatial performance based analysis

Comparative analysis of key findings of 3 different firms Conclusion

Significance of common factors of space planning on spatial performance.

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4.1.1 Criteria of selection for case study The projects of case studies were selected considering the following factors: • Area - A medium-sized floor plate of 5,000 sqft 1 lakh sqft to understand the broader application of space planning.

• Work pattern - Corporate offices following new ways of working were considered to understand interrelations between different work environments co-existing in the office.

• Organizational structure Hierarchical structures of different degrees to understand common parameters of space planning which are uniform independent of abstract hierarchical structure.

• Indian Context - To understand the changing work patterns in the local context and to observe on-site the implication of technical data.

All the offices were visited, and the approach to design and design decisions addressed to office productivity in the process of planning an office space was understood by interactions with the respective designers and design professionals.

Overview of the chosen projects

Industry

Organizational structure

Social structure

Communication

Coalition of diverse teams that are homogeneous except a gap between leadership and staff

Communication for collaboration, knowledge and coordination.

Collaborative and focus space of equal importance.

1.Creative field Consultancy

Matrix hierarchy Ordered structure

2.IT Software development

Flat hierarchy Open and dynamic Informal structure environment with equal importance given to each individual.

3.Finance, sales and marketing Software company

Line hierarchy formal structure

Controlled vertical structure for team based working and workers follow predetermined paths.

Communication for teamwork, collaboration, knowledge and inspiration. Collaborative spaces play a vital role.

High emphasis on focus work with controlled collaborative interaction.

High socializing for recreation.

4.1.2 Criteria for quantification The goal of this study is the investigation of congruence, that is the broad limits within which the built environment affects the ease or difficulty of carrying out communication and human activities.

To qualitatively map the significant role of the space in facilitating the process of work in an office environment, it is essential to consider the tangible and intangible aspects that influence the occupants. Hence as explained in Chapter 1 and 2, the case studies are analysed through the lens of three broad aspects - The physical space which is a tangible aspect, the hierarchical structure which is a theoretical aspect that orders the way people move, interacts and function in a physical setting of an organization. Moreover, communication reflects the working of an organization.

The hierarchical structure is an abstract social structure created to determine what role each individual plays to seek specific goals in the organization. Hence, this determines the work relationships, communication patterns and organizational values that are needed to reflect in that space.

The type of communication, i.e. interaction and autonomy through work modes which are encouraged in space determines the typology of workspaces, traffic flow patterns and nodes of interaction to be strategically planned for ease in flow of communication.

The physical space is a medium, and the concepts of spatial planning like spatial organization, circulation and spatial qualities are the tools through which all the intangible aspects of space are structured. Physical space not only reflects the organizational needs but also reflects the impact that they have on the human factors which are ultimately responsible for productivity.

Abstract -Organizational structure -Communication

Physical space

Spatial performance

-Spatial planning - Physical qualities -Circulation

Fig 4.1.1 - Fundamental basis of quantifying spatial performance.

Spatial performance is the reflection of the ability of the space to efficiently process the work and communication in an office for better outputs.

Hence, through the case studies, spatial performance is qualitatively quantified by the impact, concepts of the spatial organization have on the parameters of human factors. Influence of each parameter of human factor and its subset is studied through spatial planning decisions and its positive, negative impact on spatial performance is rated from high, moderate, low and explained through illustrations. The overall spatial performance of the office is determined from the factors that drive better performance.

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California. (2017). Retrieved from https://www.gensler.com/projects/gensler-san-diego

05 Case studies 5.1

AICL

Communications

Matrix hierarchical structure

5.2

Browser testing IT Company Flat hierarchical structure

5.3 Multinational Software Company Line organizational structure

This chapter discusses ways in which the space facilitates process of work in an office by taking real world examples of diverse organizational structures and working patterns. This is analyzed through the framework derived in Chapter 3.3. Spatial performance is understood by analysing the impacts factors of spatial planning have on human factors. The analysis is done on macro, micro and mezzo level.

To understand larger applications of space planning, projects of area range of 5000sqft to 25000 sqft are analyzed.

The study involved analyzing data, visiting the office for observational study and interacting with the HR/ Designer of that office.

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1

Organizational structure: Matrix hierarchial structure

It is an open plan workspace with an underlying hierarchy that is observed through spatial planning and the nature of space making elements.

AICL Communications office Industry : Management Consultancy Area : 6,000 sqft Headcount : 52 - 100 employees Location : Andheri West, Mumbai Design Firm : SAV Architecture + Design Completed : 2019

Organization AICL Communications is a communication consultancy established in 2008. It offers integrated services in corporate reporting, employee engagement, brand communication and sustainability communication.

They help organizations build better relationships with other organizations and employees. They follow creative processes to come up with strategies and solutions.

Design Concept The office is designed emphasizing a lot on the future of work environments. The aim is to encourage interaction while not compromising on the autonomy of a workplace. It is an open plan workspace which is broken down into distinct concept spaces.

Considering the creative process of the company which involves much fuzzy thinking and can blur boundaries between old and new and move seamlessly across one media form to another and to change, grow, adapt, the concept of overlapping functions was developed.

There are a series of overlapping programs created, which keep alternating amongst each other. Three broader concepts are: - Living - Work - Landscape The concept is to have each space the exist s individually while working seamlessly to create a cohesive working environment.

This firm follows a team-based organizational working structure. Therefore, the workstations are organized such that there can be flexibility and flow of communication could be easier.

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Conceptual Zoning Strategy

Working area

Breakout zone

Fig 5.1.1 - The shell is broken down into three major areas which acts as a framework for further planning strategy.

There is a passage left on the periphery of the shell which caters to recreational activities, small meeting place and is conceptualized as a walk in the park. The workspace area is centrally planned in the shell such that it is enveloped from all the distractions.

Programmatic classification of areas

Fig 5.1.2- Social spaces that overlap other programs and give collaboration opportunities.

Fig 5.1.3- Open plan workspace area planned on one side to cultivate favorable working conditions.

Fig 5.1.4- Meeting spaces are oriented towards one direction to give the privacy required

Fig 5.1.5- The workspaces planned on the mezzanine floor reflect the hierarchical structure.

Organizational hierarchy CEO Head of the company

Directors Creative director

Associate design director

Non-Financial reporting.

Content Management

S e n i o r Lead Content and Client relations

Editing & Copywriting

P r i n t production.

D i g i t a l strategy.

Integrated reporting

Creative team

Content team

Presentation team

Fig 5.1.6- Organizational hierarchy structure which is a team-based, matrix structure of hierarchy.

The organization follows a hierarchical matrix structure where the leadership till the post of senior manager follows a vertical hierarchy. Whereas, there is a horizontal hierarchy followed for all the other employees. There is a team-based organizational working pattern where the employees are grouped based on different projects. The hierarchy is reflected through organization and qualities of spaces designed for the leadership. The cubicles for leadership are planned in a cluster away from the work area on a podium to differentiate. Senior managers are also allotted different desks.

Hierarchy illustrated in the interiors through nature of spaces and individual cubicles.

The cells of CEO and director are on a podium with a level up from the ground level. Such interventions reflect the underlying hierarchy.

85

(I) Spatial Organization and its impact on human factors 17

8

15 13

16 10

14 4

5

2

3

18

1

6

6 7

8

18 11

9 12

10

M

Fig 5.1.7- Ground floor plan marking the functional area distribution.

It is observed that nearly equal importance is given to work area as well as breakout zones and informal collaborative spaces.

1.

2.

3.

4.

5.

6.

Reception Waiting area Living area Library Creative desk Workspace

Fig 5.1.8- Mezzanine floor plan where small pockets act as spilloverss from the work area and foster formal/ informal interactions.

7. Pantry 8. Services 9. Informal meeting room 10. Small meeting 11. Server room 12. Production team room

13. Hot desking 14. Amphitheater 15. Director’s pod 16. CEO’s pod 17. Presentation meeting 18. Breakout zone

Workstation

1400 sqft

Meeting rooms

900 sqft

Break-out space

1455 sqft

Services

415 sqft

Reception

300 sqft 0

300

600

900

Fig 5.1.9- Proportionate area distribution of main functions in the space. The area values are approximate and derived from the plan.

1200

1500

(sqft)

From the functional area distribution, it can be said that the work area consists of workstations and meeting rooms with different capacity and formal, informal nature. Whereas breakout area / ancillary spaces share an almost equal proportion of area as workspace. From this, it can be observed that employee break-out and engagement are equally emphasized in designing the workspace.

(1) Communication- Work modes based area distribution

17

8

15 13

16 10

5

14 4 6

2

3

18

1

6 7

8 18

9

11

12

10 M

Fig 5.1.10- Ground floor plan marking different work modes where evidently focus and collaborative spaces are planned in equal ratio

Focus

Collaborate

From the above categorization, it is observed that in this organization, collaborative and focus spaces are planned in the nearest proximity to create different types of spaces which encourage people to interact in different formalities. At the same time, it gives the employees the autonomy needed to complete individual tasks. This reflects on an attempt to create a balanced workspace.

Fig 5.1.11- Mezzanine floor plan where focus space spills over into a learning area.

Learn

Socialize

55: 45

Collab - Socialize | Focus - Learn

87

Spatial organization based on typology of workspaces

17

8

15 13

16 10

5

14 4 2

3

18

6

1

6 7

8 18

11

9 12

10 M

Fig 5.1.12- Ground floor plan marking typology of workspace.

It being an open plan and organization of creative field, more collaboration is entertained and less autonomy.

Reception Waiting area Living area Library Creative desk Workspace

Proportionate distribution:

7. Pantry 8. Services 9. Informal meeting room 10. Small meeting 11. Server room 12. Production team room Den

13. Hot desking 14. Amphitheater 15. Director’s pod 16. CEO’s pod 17. Presentation meeting 18. Breakout zone

Cell

This office follows Den and cell typology of workspace with high interaction opportunities created. Its an open plan office with supporting spaces surrounding the primary workspace. The layout is such that it encourages teamwork which is necessary for the organizational structure of creative industry that this office falls in. However, there is a certain level of hierarchy noticed with Cell typology of workspaces for CEO and director which focuses solely on concentrated study. This reflects the organizational hierarchy in planning and typology of workspaces

Den

Interaction

1.

2.

3.

4.

5.

6.

Fig 5.1.13- Mezzanine floor plan having different typology of work areas.

Club Transactional knowledge Hive Individual processes Cell Autonomy

Fig 5.1.14- Graph of Duffy’s work modes

Organizational principles reflecting planning of functions.

The spatial organization of the overall office follows the Clustered organization principle (fig 5.1.15a) and Centralized organization (fig 5.1.15b). This reflects that clusters of ancillary spaces and breakout spaces are planned around the primary workspace so that interaction is encouraged through circulation areas and also through spillover spaces. Functions that need more privacy are oriented towards the top end.

Fig 5.1.15a,b- Organization principles

Communication flow in the work area based on planning and hierarchy

2

Leadership

1 Senior Managers Other employees

Fig 5.1.16- Axo showing the flow of communication in the work area based on the planning and hierarchy where team managers can directly communicate to the team and visual interaction possibility.

This arrangement fosters face-face interaction internally with the employees sitting in the same row as well as adjacent. The open plan space facilitates inter communication. The adjacent sitting works appropriately in this case since the organization follows a team based working pattern and matrix hierarchy so the manager is seated in the adjacent row . Hence communication is facilitated effectively. While the leadership has a separate space which addresses the confidentiality required. Hence there is an ordered flow of communication.

1 Face to face interaction 2 Visual interaction scope

Fig 5.1.17- Volumetric interrelations within work area

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(2) Control- Organizational flexibility and mobility through planning

Alternate working environment Non-fixed furniture Fig 5.1.18- Alternate working environment and movable furniture elements reflecting organizational flexibility through planning.

Scale : NTS

Due to technological advances and work that can be done with laptops, there are alternate work environments created so that employees can choose where to work and still relate to their team. This reflects organizational flexibility and mobility at the planning level in the space. Alternate work environments are clustered around the work area to ease communication flow and create a collaborative work environment.

Fig 5.1.19. Alternate work environments in different seating formalities and nature of space with varying light quality

On the mezzanine, there are pockets for discussion and collaboration which allow privacy. There is loose furniture all over the space so that they can be taken anywhere in need of seating. The partitions are made sliding folding in order to open the space up in case of any events.

Hence flexibility is observed at planning level as well as in furniture elements.

Fig 5.1.20. Pockets for small meetings, ensures territoriality.

(3) Spatial organization through concepts of Proxemics • Proximity - Adjacency (Macro level)

7

2

8

6 8

4

4

5

1

3

4

3

2

9 9 2

8

9

9 M

Fig 5.1.21- Ground floor plan indicating different nature of ancillary spaces and their adjacency and proximity from work area.

1.

2.

3.

4.

5.

6.

Reception Services Work area Break-out space Creative desk Work cafe

7. Cabins 8. Meeting room 9. Informal meeting area

Fig 5.1.22- Mezzanine plan indicating adjacency of ancillary space from work area.

Ancillary spaces for collaboration.

Spill-over to breakout spaces.

Adjacency of spaces from the workspace Nearest

From Fig 5.1.21, it is observed that spaces nearest to the primary workspace area are meeting rooms of formal, informal nature that encourage collaborative work. While communal spaces are the furthest.

However, the breakout area which is in moderate proximity to the workspace gives a change in the environment in break time. This indicates more emphasis is on collaboration.

Observations The following type of communication is emphasized • Communication for coordination.

• Communication for information.

91

• Territoriality and Crowding

M

Fig 5.1.23- Ground floor plan showing probable crowding areas based on planning and territoriality at planning level.

Crowding points

Private

Territoriality

Semi-private

Crowding- This situation describes a possibility where spaces having more usability and footfall are planned in intimate proximity to each other, with less circulation space. This scenario can lead to insecurity and confinement with some while it can also provide a sense of security and stability. Therefore, here based on planning, there is more crowding tendency in the work area. This can lead to distraction for some and directly affects their work.

Territoriality- This concept is related to autonomy in the workspace through divisions and distribution of areas. Here it is observed that since it is an open plan office with no space dividers and public areas overlap private and semi-private areas, there is a low sense of territoriality and autonomy. This also leads to distractions and less scope for concentration.

Fig 5.1.24- Mezzanine floor plan categorizing broader territoriality in space.

Public

• Organization of internal layout and its impact on interaction

Fig 5.1.25- Primary workspace area following linear organization.

The linear arrangement of individual workstations reflects socio petal principles where face-face interaction is encouraged. Since there are no physical barriers which lead to a free flow of communication.

Whereas, when looked as a cluster, the work area follows socio fugal principles based on the theory of proxemics, which discourages interaction.

There can be internal interaction but not with the people working in the following row. This also gives autonomy to work.

Key plan

Fig 5.1.26- Linear organization followed in arrangement of workstations.

Fig 5.1.27- Socio petal space to ease interaction

Fig 5.1.28- Socio fugal space to avoid interaction

• Daylight in the space

Fig 5.1.29. Section showing different light conditions based on the volumetric divisions where the mezzanine floor has no daylight spread.

The shell has glazing on three outer sides, so it is exposed to outside views as well as daylight. However, the planning is such that the work area is centrally planned and there is an envelope of spaces around it.

Hence inside the work area, there is a minimum spread of natural light, and mostly artificial light is used to control lighting. There is plenty of natural light pouring in, in the breakout space creating a play of light within the passage.

Key plan

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• Views from the work area 1

2

Fig 5.1.30- View 1: Indirect outsideinside connection from work area.

Fig 5.1.31- View 2: Direct outside connection from breakout zone

The work area is centrally located in the shell. Hence, there is no direct outside-Inside connection from that space. Advantage: It cuts down noise and other distractions. Let the employees focus.

Disadvantage: It cuts the natural light and views.

Fig 5.1.32- Work area in red indicating a layered connection to the outside through the breakout space.

Direct view Through an opening

(4,5) Ergonomics and Orientation with reference to the shell Services

Fig 5.1.34. All functions are oriented parallel to the services such that there is parallel circulation flow in the space

Fig 5.1.33- Indication of area density based on work modes as an application of ergonomics and orientation in reference to the shell.

Ergonomics: The cells have sparse area density of 90 sqft per person. Whereas the work area has concentrated area density with 45 sqft per person.

This reflects hierarchy as well as overlooks employee wellbeing by intimate proximity and crowding.

Orientation: The services block is taken as a primary reference due to the location of entry of the office. So, this orientation dictates movement in space and shapes the interaction pattern. The outer periphery facing the main road is taken as a second reference; it is reflected by the planning of the passage area around it. Parallel circulation reduces the tendency of distraction while open-plan facilitates direct communication.

Fig 5.1.35. Concentrated density in cells where area is 45sqft per person.

Fig 5.1.36. Sparse density in cells where area alloted is 90sqft per person

(II) Connectivity and Circulation • Circulation in space 8 7 6

7 8

5

4 Up

4

4

Entry

1

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9 M

Fig 5.1.37- Ground floor plan showing the traffic flow pattern.

1.

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Reception Services Work area Break-out space Creative desk

6.

7.

8.

9.

Work Cafe Cabins Meeting room Informal meeting area

Loud (Communal spaces)

Moderate noise

Fig 5.1.38- Mezzanine floor plan

Primary Circulation Secondary circulation Tertiary circulation Quiet

Services

The primary circulation flow forms a loop and connects all the primary spaces such that the internal workspace area is not disturbed and is well connected with ancillary spaces. It overlaps the work area while leading to services or meeting rooms. This encourages employees to interact face to face, and communication flow is smooth.

The secondary circulation branches out of the primary flow and connects the breakout zones.

Tertiary flow bridges the work area and connects workstations internally. Circulation plays a vital role and has an impact on employees in terms of distraction and noise.

95

• Touchpoint map of nodes of interaction based on circulation Communal Spaces fostering social interactions 1. Reception 2. Library reading area

8. Breakout zone 10. Amphitheatre

Spaces fostering Formal interactions 3. Work area Open plan

9. Cubicles

4. Meeting rooms Spaces fostering Informal interactions 5. Meeting room

7. Collab area

6. Small meeting area Fig 5.1.39- Interaction circulation path.

points

along

primary

Reception area: In this area, mainly interaction with clients and HR happens. This entry and exit experience also facilitate short social interaction amongst employees.

Just as one enters, there is a communal space which is a library along with seating. It becomes the second meet and greet interaction point as it falls centrally in the circulation between the cabins and work area. Mainly informal interactions take place.

Fig 5.1.40- 2. Library and seating area for informal engagements.

The passage that connects services to the work area allows the face to face discussions. However, it also leads to no privacy for employees. This passage is the main point which encourages interactions in movement. Within the work area mainly communication for information and communication for collaboration is fostered.

Fig 5.1.41- 3. Workspace area passage where majorly internal communication takes place

The presentation room makes for a formal collaboration space and an immediate spillovers from the work area. Here mainly formal interaction through meetings take place.

Next to it is a small meeting room for informal meetings.

Fig 5.1.42- 4. Meeting room. 5. Small meeting room

The creative desk is another immediate spillover for collaborative tasks and fosters informal interactions.

The breakout area has spaces with loose furniture and tables for small meetings as well as other recreational activities.

Fig 5.1.43- 7. Creative desk.

This area is relatively a quiet zone with CEO and directors’ cabins. It has two meeting rooms, no. 4 for formal and informal meetings, whereas the other meeting room caters to formal meetings. Here mainly meetings with the CEO takes place, resulting in space for formal interactions.

8. Breakout space.

Fig 5.1.44- 4. Meeting rooms for formal as well as informal communication

This is a communal space which is used for events as well as a breakout zone for employees.

This becomes one of the most interactive zones since there are overlaps of functions and falls in the flow of primary circulation passage.

Fig 5.1.45- 10. Amphitheater for events and team bonding activities

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• Orientation and movement in space

2 1

1 2

2

Fig 5.1.46- Types of Interactions fostered due to planning of circulation in the space.

1 Face to face interaction scope Direct interaction

2 Visual interaction scope Indirect interaction

From the above, it is observed that the primary circulation path passing through the work area connects to the services area as well as meeting rooms, resulting in a frequently used passage. Since it is an open-plan office, there is seamless visual connectivity throughout the space from any corner.

Hence, Fig. 5.1.47 shows that the passage is designed such that face-face interaction happens between employees as there are no barriers between the workstations and the primary circulation area. Indirect visual interaction also happens in the space through the glazed partitions of the meeting rooms. This planning facilitates interaction; however, it reflects on low autonomy for the employees in the work area.

Spaces connected to the work area through primary circulation passage: - Services - Formal and Informal meeting rooms - Server room - Creative desk

Fig 5.1.47. The above condition happens when the primary passage connecting the services is used which goes through the work area. Face to face communication is fostered at the cost of autonomy.

Connectivity : Networking and services

The chord box at the center of the table conceals all the controls within it. The shift from desktop to laptops has led to more flexibility and freedom of choice for the employees making work mobile. Fig 5.1.48 shows multiple choice given on the collaboration table along with various technology tools so multiple employees can be accommodated with their device.

Hot desking and unassigned desks also emphasize on the mobility of workers.

Fig 5.1.48. Flexibility and mobility in connectivity enabled through technological controls.

The resources are planned such that they are in the nearest adjacency to the work area, making the connectivity easier. Printer and storage room are just next to the work area, whereas the server room is planned in a corner.

The tables also have storage space for immediate requirements. This encourages movement, gives more space on the workstations and lessens crowding by placing the commonly used resources separately.

Fig 5.1.49. Proximity of resources to the work area.

The electrical lines and HVAC are left exposed in the space. This leads to more significant volume expanse in the space in case of low ceiling height like in this project. However, in a low height space, multiple wires horizontally on the ceiling, as well as fixtures hanging from the top leads to a chaotic feeling psychologically.

Fig 5.1.50. Exposed services planning showing systematically planned services.

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(III) Spatial Qualities • Impact of volume in space.

Fig 5.1.51. Volumetric experience

Fig 5.1.52. Light in the shell.

Space is divided into three volumetric conditions due to the mezzanine floor. The work area mainly falls under a single height and on the mezzanine floor. Double height area consists of a work area, circulation passages and communal space. Low volume cuts down the openness of the space, impacting the employees where they feel crowding due to the volume and orientation.

Due to the volumetric divisions, the light condition is also affected, and that has an impact on the proximity that employees feel.

Natural light only spreads in the passage breakout area, and the internal shell is lit artificially. Due to the mezzanine floor and low shell height, the top level is dark lit even after artificial lighting. This again impacts on the crowding condition in space.

• Nature of Space making elements

1 Glazed metal framed glass partition.

2 Divider in work area 3

3 Sliding folding partition

1

2

1

60:40 - Closed : Open area There is minimal space making elements in order to have an open plan workspace and a barrier-free flow of communication. The partition follows the language of glass and metal such that it divides the space but also allows visual interaction.

Fig 5.1.53. Division of space on nature of space making elements

• Physical characteristics of workstation

5

5

3 4

2 1

Fig 5.1.54. Elements in a workstation

Fig 5.1.55. 2 people are accommodated on a 1800 X 650mm work table.

The workstations have a storage cabinet on each side so that it can cater to the immediate need. The cable box has concealed plug points and other networking server cables to allow mobility and convenience. The book stand acts as a support for reading so that employees don’t have to bend. It ensures well being. The shared workstations accommodate 2 people which leads to crowding and employees don’t get the autonomy required for individual work.

1 Storage for working files 2 Cable box with all controls 3 Stand for book reading 4 Work table 5 Common storage shelves

• Territoriality through furniture elements Territoriality in a workstation could be by space dividers or by partitions within a workstation. In this office, since it is an open space office, the partitions are storage elements. Hence, they are kept between two workstations. This marks a territory for the employees on each desk. However, this results in a low autonomy and disturbs the flow of communication. Such elements visually divide a space creating a boundary when a finite boundary does not exist to make it a territory.

Fig 5.1.56. The furniture elements that act as space dividers help create a boundary for occupants in an open plan office.

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• Study of micro factors in work area through Proxemics 4 3 2

From the above diagram, it is observed that employees are sharing the same table to share the intimate distance with their peers. This might lead to discomfort based on gender and other aspects. The individual workstations which are allotted to senior managers have enough personal space as their territory.

1

Fig 5.1.57 Distance zones based on theory of proxemics.

1. Intimate r=(0-1.5’)

3. Informal r=(4’-8’)

2. Personal r=(1.5’- 4’)

4. Formal r=(8’- 12’)

Fig 5.1.58. The layout in the work area fosters faceface interaction by parallel seating however the tertiary circulation flow leads to less autonomy as the backs are exposed and there is continuous movement through it.

The work area where focus work is done is an open plan space. This fosters face to face interactions due to no barriers. However, since the back is left exposed, there is no sense of territoriality and total privacy.

Fig 5.1.59 Aspects affecting autonomy by orientation of workstations.

Total no. of employees : 100 Individual Workstations : 7 (Ground floor) Individual Workstations : 35 (mezzanine) Shared Workstations

: 48

Sqft area per person

: 45 sqft

Fig 5.1.60 Data of furniture entities to the no. of users. This table suggests that every person in the office has an assigned workstation in the work area. The sqft area per person alloted suggests that there is less comfort space given to the employees. However they can choose the area to work in, in alternate working environments.

• Organizational flexibility and mobility through spatial elements

Fig 5.1.61. Organizational values reflected through captions, colors and texture in the interiors

Fig 5.1.62. Organizational values reflected through captions, colors and texture in the interiors

Organizational flexibility is reflected through space making elements, and furniture elements as well. The metal and glass doors are sliding folding doors so that space opens and there can be a larger space in case of events or meetings. The elements in communal spaces are such that they can be used for multiple purposes. This reflects on the mobility achieved through design.

• Organizational values reflected in interiors

Fig 5.1.63. Organizational values reflected through captions, colors and texture in the interiors

The organizational values are represented through colours and elements, while everything else has a white backdrop. Birch ply and glass is used with metal sections throughout the space to give a soothing ambience. The transparency catered in interior elements gives way for interaction needed in a creative organization. There are spotlights and panel lights used overall in the space.

Fig 5.1.64. Minimal approach to interior elements

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Observations on site On visiting the project, it was observed that the meeting rooms and other collaborative spaces facilitate the efficient working of the office.

However, the breakout area parallel to the work area with the spread of light is only frequently used while the area meant for hotdesking and dining is a dead space used only for storage of files. The breakout area is also used for social interactions frequently.

The mezzanine floor is not used at all because of the volume and employees find the space dark and dingy affecting their work outputs.

Hence those employees are relocated in the presentation room and small meeting rooms.

The director’s cabin is not used often since they prefer sitting with their team in the work area to ease communication. It is only used for confidential tasks and conversations.

Fig 5.1.65(a). The breakout zone passage on the back side used for storage. Fig 5.1.65(b) The reception area acting as a buffer and then the workspace area starts which is a micro environment within.

Fig 5.1.65(c). The mezzanine floor devoid of day light and low intimate volume lies unused.

Interaction with HR, AICL Communications 1. Does HR have a say in the planning stage of a design process for increasing workspace performance?

• The HR is generally not involved, but the company leadership is regularly involved however, the HR was asked about the preferences of the employees observed over time.

2. What is the role of space in workspace performance by location of work, type of work and proximity?

• The HR explains by taking an example of the mezzanine which is created at a low height. The employees do not prefer working there due to it being dark so that space goes unused. Therefore, a space with enough daylight is essential. As far as the proximity is concerned, generally the teams working together cluster their workstations so that work and communicating becomes easier. However, when they must to sit too close to each other, employees do not stay at their workstations for long.

3. How are special needs considered in an office?

• One of the washrooms is made disable friendly while there is a ramp to access cubicles which are made two steps higher than the floor.

4. How is the discipline maintained when socially and culturally employees are not used to open plan offices and flexibility in work modes?

• It has become a pattern where for interactions, employees generally go to the ancillary spaces which are in the nearest proximity. However, with movement there are some issues of disturbance when someone is talking with the other or on the phone.

5. On an average how many hours do employees spend at their desk?

In a day approx. 5 hours. At a go they sit for not more than 2 hours.

6. Is the given area dedicated to collaborative spaces and breakout zones used by the employees?

Not all spaces are used but the one in the nearest proximity to the work area is used.

Breakout zones that are away from the work area with an outside view are used.

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2

Organizational structure: Flat - horizontal hierarchical structure

An open plan workspace with different nature of informal spaces and no physical spatial divisions in the space reflect the flat organizational structure of this office.

Browser testing IT Company Industry : IT, Software development Area : 17,300 sqft Headcount : 220 employees Location : Design Firm : Confidential Completed : 2019 Organization Founded in 2011 it is a start-up organization that works on web and mobile browser testing platforms.

As it is a tech-driven firm which is rapidly growing, collaboration and teamwork are considered as a key to a company’s success.

The firm follows a flat hierarchical organizational structure and the average age group of people working in this organization is between 18-26 years.

They follow new ways of working where the work is mobile.

Design Concept Considering the casual, collaborative and teambased work environment that the organization desired, the design team recognized the need for informal spaces in this office. There are multiple spaces to collaborate and interact with.

Since not all meetings are catered equally, six kinds of meeting rooms are created, as a strategy for collaboration. The following types of spaces for collaboration are created in different nature: - Phone booths - Meeting booths - Step seating - Brainstorming zones - Informal / Formal meeting zones The spatial planning is done on the concept of a glass box where the employees get the freedom to take on multiple roles without compromising on collaboration, transparency for communication and could take on multiple functions. It is planned such that throughout the space casual as well as formal, informal interactions are facilitated

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Organizational hierarchy CEO Head of the company

Team Managers Strategy

Sales

Engineering

Support

Design

Product

Marketing

Finance

Legal

Employees All levels

Fig 5.2.1- Organizational hierarchy structure which is a Flat horizontal hierarchy.

The organization follows a flat hierarchy structure where the employees are divided based on their departments. The company consists of nine different divisions which are strategy, engineering, design, product, sales, support, finance, marketing and legal.

All these are under the supervision of the head of the company, but within the team, it is a flat hierarchy where the decision-making power is shared, and every employee is held accountable for their actions.

In this structure, the employees can take decisions quickly and independently. It results in well-trained employees being more productive since they are directly involved in the decision-making process.

Reflecting the hierarchical structure, space is conceptualized as a transparent glass box which allows fostering every kind of interaction and an environment that would keep people engaged.

The space takes on multiple functions without compromising on transparency and collaboration.

It being an IT firm, the work culture is more casual.

A free-flowing space is planned which is visually connected from every end of the shell.

Fig 5.2.2- The space is metaphorically conceptualized as a glass box for transparency and ability to take multiple functions.

(I) Spatial Organization and its impact on human factors • Space planning and area distribution

6 11

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7 5 6

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11 5

15 M

Fig 5.2.3- Floor plan marking the functional area distribution. It is observed that various types of spaces are integrated in the work area in every cluster and space is optimally used to fulfill the requirement.

1.

2.

3.

4.

5.

Reception & Waiting Work cafe Creative desk Step-seating Work area

6. Small meeting room 7. Lounge meeting room 8. Meeting room 9. Phone booth 10. Booth seating

11. Breakout zone 12. Brainstorming zone 13. Electrical room 14. Storage room 15. Services

Workstation

7735 sqft

Meeting rooms

1500 sqft

Break-out space

4545 sqft

Services

1380 sqft

Reception

465 sqft 0

2000

4000

6000

8000

10,000

(sqft)

Fig 5.2.4- Proportionate area distribution of main functions in the space. The area values are approximate and derived from the plan.

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(1) Communication- Work modes based on functional area distribution

6 11

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7 5 2

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4 1

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15 M

Fig 5.2.5- Floor plan marking the functional area distribution. It is observed that various types of spaces are integrated in the work area in every cluster and space is optimally used to fulfill the requirement.

1.

2.

3.

4.

5.

Reception & Waiting Work cafe Creative desk Step-seating Work area Focus

6. Small meeting room 7. Lounge meeting room 8. Meeting room 9. Phone booth 10. Booth seating Collaborate

From the above categorization, it is observed that the workspace is visualized to be open plan with more workstations, but equally distributed collaborative spaces of different formalities integrated with the nearest proximity to the work area.

The focus spaces highlighted here are collaborative, which facilitate individual processes as well as collaborative tasks. Overall, the conceptual stand of a collaborative workspace with various informal spaces is reflected by different socializing and learning spaces that encourage small to significant group discussions.

Learn

11. Breakout zone 12. Brainstorming zone 13. Electrical room 14. Storage room 15. Services Socialize

40: 60

Collab - Socialize | Focus - Learn Fig 5.2.6- The collab v/s focus ratio at functional level contradicts the conceptual stand. But, the collaborative nature is reflected by the nature and organization of spaces.

Spatial organization based on typology of workspace

M

Fig 5.2.7- Floor plan marking the functional area distribution. It is observed that various types of spaces are integrated in the work area in every cluster and space is optimally used to fulfill the requirement.

Proportionate distribution:

Club

Den

This office follows Club and den typology of workspace. Both these work modes, as mentioned

by Francis Duffy, facilitate high interactions. The club mode equally facilitates autonomous work. It is reflected through high interaction opportunities created within the work area as well as through ancillary spaces. Ancillary spaces not only support collaborative work but also supports focus work.

The layout is planned such that collaborative spaces are there within each cluster of focus space. It gives interaction opportunities in the immediate context.

Interaction

The organizational structure of the company allows for open-ended problem solving with a constant access to shared knowledge. So, for networkers, supporting spaces of diverse settings are given which gives them the freedom of choice, room for interaction and facilitates focus work.

Den

Hive Individual processes

Club

Cell Concentrated study

Autonomy Fig 5.2.8- Graph of Duffy’s work modes

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• Organizational principles reflecting planning of functions.

Organized by an axis, the clusters of the work area are distributed on either side of the central axis. It is planned in a visual symmetry with unobstructed access to each space and divisions by circulation areas. The ancillary spaces consisting of meeting rooms are organized on the central axis and the primary work area is clustered around it. This reflects that the ancillary spaces are given equal importance and are organized such that they can be accessed from both sides. Its central location encourages its usage and various forms of interactions from the work area.

The spaces follow a cellular grid organization in different proportions where the collaborative spaces most used are centrally located and work area on the sides to give it the autonomy required. While phone booths and other spaces are oriented to the other end to separate it from acoustic disturbance.

Fig 5.2.9- Spaces organized following clustered and grid organization principles.

• Flow of communication based on spatial planning and hierarchy structure.

Product Design

Strategy Engineering SupportMarketing Finance

Sales

Fig 5.2.10- Flow of communication based on spatial internal planning

The spatial organization is such that the clusters are divided based on the teams. The flow of communication is such that the workstations have employees sitting on a single side where managers sit, and the employees have shared community tables. Here communication for information, formal and face to face interactions take place.

While for group work, there are meeting rooms of different capacities and formalities right in front of the work cluster which facilitates teamwork and group discussions.

Fig 5.2.11- Segregation of spaces based on team Scale :NTS

Face-face interaction Communication for collaborative work Communication for information. Active interaction

(2) Control- Organizational flexibility and mobility through planning

Fig 5.2.12- Different types and formalities of alternate working environment, with varying degrees of openness and accessibility.

Enclosed

Semi-open

Open Fig 5.2.13- Floor plan marking the alternate working areas and movable furniture that reflect organizational flexibility and choice in work environments.

Alternate working environment Non-fixed furniture

Fig 5.2.14- Enclosed working booths for a single person to semi open seating work spaces gives multiple choice in one cluster.

The organization has unassigned seating and it follows agile working. So, the nature and planning of alternate working environments play a vital role in giving employees a choice and organizational flexibility as well as it emphasises on mobility in work.

Fig 5.2.15- Cellular meeting rooms and communal spaces with stepped seating

The spaces are planned in the nearest proximity to the work area such that each cluster has open, semi-open and enclosed space that facilitate formal as well as informal interactions while mainly communal spaces are open in accessibility where social interactions are fostered. There are technological controls in every space, even in communal spaces such that work on a laptop can be facilitated anywhere in the office.

Phone booths and booth seating cater to private phone calls, meetings in the open-plan space where there is very low autonomy.

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(3) Spatial organization through Concepts of Proxemics • Proximity- Adjacency at macro level 10

12

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9 12 M

Fig 5.2.16- Floor plan marking the different types of ancillary spaces and their proximity and adjacency to primary work area.

1.

2.

3.

4.

Reception Stepped seating Work cafe Meeting room

5. Lounge Meeting room 6. Seating booth 7. Phone booth 8. Brainstorming area 9. Primary work area

Adjacency of spaces from the workspace Nearest

From the above diagram, it can be observed that breakout zones, formal as well as an informal lounge and meeting rooms are in the nearest proximity to every workspace cluster. This encourages collaboration. Therefore, here communication for information, co-ordination, as well as communication for inspiration, is facilitated by ancillary spaces. The immediate breakout zone is near the glazing, enhancing outside-inside connection, spread of daylight and views.

10. Break out area 11. Creative desk 12. Services Ancillary spaces for collaboration.

Spill-over to breakout

• Territoriality and crowding

M

Fig 5.2.17- Ground floor plan showing probable crowding areas based on planning and territoriality at planning level.

Crowding points

Loud

Territoriality

Moderate noise

Quiet

Crowding- Crowding like situations arise when the circulation path is tight, and spaces with heavy footfall are planned close to each other. Here, there can be a crowding like situation near the stepped seating area and in the corner right work area where the workstations are accommodated within a small area.

Mainly circulation areas have a maximum probability of crowding based on the accessibility and approach to spaces on that path, versus the width of that passage.

Territoriality- Since it is an open plan workspace with no physical spatial divisions, territoriality is marked by the arrangement of workstations in the work area and the organization of ancillary spaces. Here, the entire space is divided by the central organization of a cluster of ancillary spaces dividing the work area.

Hence, that is the principal organizational decision that marks territoriality of all spaces in this project.

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• Organization of internal layout and its impact on interaction

Fig 5.2.18- The internal arrangement of workstation cluster follows linear arrangement while two adjacent clusters are oriented perpendicular to each other.

Fig 5.2.19- Socio petal arrangement on the community work tables.

Key plan

The internal organization in the workstation clusters is such that there is a linear arrangement with adjacent clusters perpendicularly oriented. Based on the theory of proxemics, the perpendicular organization brings people closer for entertaining interactions and it reflects socio petal principles of planning. Even at micro-level on a cluster of community workstations, the employees are seated parallel, which encourages face to face interaction and inter communication.

(4) Orientation of spaces planned with reference to the shell 1.

2.

Reception

3.

Wet area

Wet area

Lift

Fig 5.2.20- Primary references for work cafe, reception and work area.

The spaces are divided such that wet area (kitchen of the work cafe) is planned near the services while the dry area functions are planned based on the approach of services and glazing. The reception is first planned based on the approach orientation from the lift and based on that referencing, rest of the spaces are oriented while offsetting the circulation passage from the glazing area to allow the spread of daylight.

Fig 5.2.21- Orientation with references of shell.

Views from the work area

Fig 5.2.22- Direct view from the work area emphasis on importance given to outside-inside connection in design.

Fig 5.2.23- Workstations away from glazing lets more spread of daylight throughout the space.

The work area is planned on the periphery towards the glazing which provides direct views.

Advantage: It brings in natural light.

Disadvantage: There is more distraction in terms of noise and external distractions.

Daylight in space

Fig 5.2.24- Spread of daylight in space.

Space is well lit by the daylight coming in from two opposite facades throughout the day. The workstations are organized near the glazing allowing direct light. It is oriented such that diffused north light and north-east spread throughout the day.

Key plan

(5) Ergonomics- Area density distribution in space.

Ergonomics: Responding to the context in which the office is located where the occupancy rates are high, there is an attempt to accommodate maximum employees within less space. Hence, 80 sqft per person area is allocated for the overall office. While the work area is concentrated in density with a community table at least shared by five people at a time and adjacent clusters in the nearest proximity leaving a narrow 900 mm circulation passage within. However, since there are no spatial dividers, space gives a visually open feel despite of it being densely organized.

Fig 5.2.25- Concentrated area density in the work area.

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(II) Connectivity and Circulation Circulation in space 6 11

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Private Semi-private

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Entry

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Public Primary Circulation Secondary circulation Tertiary circulation

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Fig 5.2.26- Floor plan showing the traffic flow pattern.

1.

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4.

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Reception Work cafe Creative desk Step-seating Work area

6. Small meeting room 7. Lounge meeting room 8. Meeting room 9. Phone booth 10. Booth seating

Primary circulation forms a loop around the central block of ancillary spaces, connecting the work area to ancillary spaces. The work area on both sides is enveloped by primary circulation flow which leads to frequent movement and distraction in the work area.

However, this loop connects the work area to the breakout zone. Primary circulation flow planned on the periphery of the ancillary spaces and the work area increases the connectivity and proximity to ancillary spaces as well as breakout zone, which encourages interactions and collaboration. Secondary circulation path connects the work area to the breakout zones.

While tertiary path bridges the primary and secondary path by internally connecting workstations.

11. Break out zone 12. Brainstorming zone 13. Services

• Orientation and movement in space

3

1 Fig 5.2.27- Condition 1: Movement parallel and perpendicular to workstations

2

Fig 5.2.30- Different conditions of interaction marked based on orientation and movement.

Fig 5.2.28- Condition 2: Visual connectivity of work area to ancillary spaces by nature of partitions.

Face to face interaction scope Direct interaction

Visual interaction scope Indirect interaction

Fig 5.2.29- Condition 3: Movement perpendicular to workstations

The primary circulation is oriented such that there is a parallel circulation path followed throughout except few places where circulation is perpendicularly oriented to the workstations.

Due to the transparent nature of the spatial divisions along with the parallel circulation, visual connectivity is possible through the primary circulation path.

Parallel circulation fosters face to face interactions without compromising on the autonomy with less distraction. However, in perpendicular circulation where one directly faces the circulation passage, autonomy is compromised although face to face interaction is highly fostered through it.

The open-plan office leads to connectivity throughout the space. However, since ancillary spaces divide the space into two parts, active internal interactions are possible without any obstructions on one side while being visually connected to the opposite side.

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• Touchpoint map of nodes of interaction based on circulation Communal Spaces fostering social interactions 6

1. Reception

4

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2. Stepped seating

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12. Work cafe

Spaces fostering Formal interactions

6 4

11. Breakout zone

2 3

4. Work area Open plan

6. Work Lounge

5. Meeting rooms

8. Phone booth

Spaces fostering Informal interactions 11 4

3. Collab area

9. Brainstorming zone

7. Seating booth

10. Small meeting area

Fig 5.2.31- Interaction points along primary circulation path.

Scale : NTS

The reception area is the main nod for multiple interactions where formal interactions with clients take place as well as chance encounters amongst colleagues while entering or leaving the office. It fosters social, formal as well as informal interactions. Space is designed like a lounge which also portrays the casual workspace environment and gives a bold first impression that explains the work culture of the organization. It acts as a buffer that disconnects the work area from outside.

After the reception one enters an open plan space which has various collaborative areas. The stepped seating is used as a communal space that acts as a breakout zone as well as is used during events where many employees take part. It also acts as an alternate work environment where there are control points to facilitate working on a laptop. It is an immediate spill overs from the work area which fosters social and informal interactions.

Fig 5.2.32- Reception and waiting area conceptualized like a living area lounge to give an impression of a casual environment.

Fig 5.2.33- Stepped seating- a communal space as an immediate spillovers from the work area giving flexibility in seating and working.

The cluster of ancillary spaces has formal meeting rooms with a capacity of a minimum of 4 pax and maximum of 12 pax. They are in the nearest proximity on each side of the work area and are used for teamwork and collaborative interactions. All the formal meetings take place in this setting. It is an enclosed space that addresses acoustic disturbances.

Brainstorming areas are planned as a part of the work area, which gives a change in the environment by its interior setting as well as the language of furniture. Adjacent to it are work lounges with different capacities which give a more free informal work environment. Here, mainly informal interactions are fostered.

The seating booths are for focus work and agile working. They are semi-open with a seating capacity of 4 pax at max.

Here, informal as well as confidential discussions take place.

The phone booths give the required privacy for telephonic conversation in an open plan while not disturbing other employees. The booth is mainly used for call meetings and interviews.

Fig 5.2.34- Board room meeting rooms for formal interactions.

Fig 5.2.35- Work lounge and brainstorming area

Fig 5.2.36- Seating booth and phone booth for autonomy in open plan workspace for confidential discussions.

The work cafe is a communal space with different seating arrangements such that employees use that as a breakout space. It gives opportunities for chance encounters as well as leads to social interactions.

Fig 5.2.37- Work cafe as a breakout space and social interactions.

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Connectivity : Networking

Fig 5.2.38- Different technological tools facilitating telecommunication and mobility in the work environment

Due to the mobility in work, each meeting room and other ancillary spaces are equipped with a screen, chord boxes, smart boards and control points. These tools are connected by wireless communication to allow work from anywhere in the office. Laptops make the work mobile and since the work can be done from anywhere, facilitating virtual connectivity through technological tools, which play a vital role in design.

These settings encourage collaboration opportunities not only within the office but also from anywhere around the globe.

Connectivity : Services

Fig 5.2.39- Exposed ceiling services coated with black.

The HVAC and services are electrical lines which are left exposed since it is a low height ceiling, and there can be a larger expanse of volume experienced.

However, sealing the services and painting it with a unique colour makes the exposed services look one and systematic. It does not let one notice multiple wires running horizontally throughout the space. The black mutes the chaos of the services while letting one focus on the interior spaces on the ground.

(III) Spatial Qualities • Impact of volume in space.

Fig 5.2.40- Volumetric experience in shell.

The clear ceiling height is 3600mm. The shell is cuboidal in volume with a longer length and intimate height. Thus, when space is densely planned, the spaces feel intimidating. However, with glazing on all three sides, there is ample daylight spreading in the space throughout the day and no spatial divisions makes the densely planned space look more open and less crowded. It positively impacts the employee experience and performance. • Nature of Space making elements 1 Glazed metal framed glass partition.

Work cafe

1 Services

20:80 - Closed : Open area Fig 5.2.41- Spatial divisions and nature of space making elements

It is an open plan workspace where ancillary spaces centrally divide the area. However, the nature of spatial divisions is transparent, which allows the see through.

However, this does not allow visual connection from one end of the space to another and divides work areas into two. A circulation passage connects both the areas. There are no other spatial barriers to cut down space or divide the areas, allowing the free flow of communication.

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• Physical characteristics of workstations The workstation is a community table which is minimal and does not have storage space. They are modular. Since the office has unassigned seating, this type of workstation works well.

However, it is inconvenient since there is no space to accommodate even temporary files and everything would be on the table making it chaotic to work. The chord boxes are not shared but there are individual chord boxes for each table which further cuts down space on the top surface.

Fig 5.2.42- Workstation that has minimal elements.

• Micro factors in work area through proxemics 4 3 2 1

Fig 5.2.43 Distance zones based on theory of proxemics.

1. Intimate r=(0-1.5’)

3. Informal r=(4’-8’)

2. Personal r=(1.5’- 4’)

4. Formal r=(8’- 12’)

From the above diagram, it can be observed that the employees share their personal space with their colleague sitting next to them. Each employee is allotted a 1500* 600mm workstation.

This gives a comfortable space to the occupants.

However, there is less degree of autonomy due to the open plan organization.

Total no. of employees : 220 Individual Workstations : 214 Shared Workstations

: 2

Sqft area per person

: 100 sqft

Fig 5.2.45 Data of furniture entities to the no. of users. This table suggests that there are enough workstations to accommodate no. of users. The per sqft area shows that there is comfortable space alloted to each employee.

Fig 5.2.44 Tertiary circulation flow passing from the back of each workstation leaves the back exposed and gives no autonomy.

However this parallel seating facilitates face to face interaction.

• Territoriality

Fig 5.2.46- Colors, flooring and partitions used for territoriality of enclose, semi-open and open spaces.

There are no physical dividers in the space hence, the functions are differentiated by a change in flooring. The meeting rooms have glass partitions which mark their territory and consider acoustic disturbances. And the semi-open and open areas are differentiated by colours and flooring to mark their territory.

• Organizational values reflected through interiors

Fig 5.2.47 Bricks in the interiors and casual lounge furniture.

Fig 5.2.48 The overall planning reflects the living room vibe

The organizational values are reflected through the interiors by materials like brick, concrete used as finishes and planters, which bring freshness in the space. The furniture elements are lounge chairs and swings used in the breakout area to reflect a casual living room vibe and informal-ness in the space.

Fig 5.2.49 Ample of day light and planters bring in freshness to the space.

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In Conversation with Supriya Pawar, Internal Design team of Project 2 Is there any theory used for spatial planning of an office?

• No, it varies for each company profile and its organizational hierarchy.

1. Are there any parameters followed in the design spatial planning process for increasing productivity?

• There are no specific parameters followed but there are various work environments and collaboration spaces created which give a choice as well as facilitate work done.

Spatial qualities like daylight and acoustics are catered.

2. With your experience, which are the factors of a physical setting that influence communication in a work environment?

• Nature of spatial elements that encourage /discourage interactions. The less solid mass is included in the design, and more transparency is encouraged to facilitate work and spread of light in the space.

3. What role does organizational hierarchy play in planning?

• It sets the parameters for the typology of workspace, circulations and interaction patterns to be encouraged.

4. How do you decide on the collaboration v/s focus space ratio based on office type?

• It partially comes from the organizational hierarchy and the organizational values that the brand wants to portray.

5. How have technological changes changed the way interaction happens?

• It has helped shift the work from desktop to laptops and with this flexibility in workspaces have come in place. Due to this, while designing now, the emphasis is also laid on alternate working environments as its made in the work area.

6. Do ancillary spaces encourage interaction?

• They are majorly used as buffer spaces, and they are a source for face-face, social and informal discussions as work-related discussions mainly happen in the work area.

7. How is ergonomics interpreted in an office? How much per sqft area allocated?

• Generally, 100 sqft area is allotted per employee, that also varies on locations.

For example, in Mumbai since the occupancy rates are high, more employees are accommodated in less space but not less than 60 sqft is allocated. There are not more than five tables of 1200*600 clustered.

8. How are activities oriented in a shell? With what reference?

• The activities are divided based on the wet area, and dry area based on that services are planned based on the services like lift and stairs the entrance is planned. Further on the workstations are planned away from the glazing such that daylight is not blocked and more light spreads in.

9. What impact do circulation zones have in workspace and under which considerations are they planned?

• They are planned such that primary workspace is not affected and mostly they are planned on the periphery of each space.

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3

Organizational structure: Line organizational structure

Multinational Software Company Industry : Software development Area : 10,500 sqft Headcount : 80 employees Location : Design Firm : Confidential Completed : 2018

Organization It is an American multinational software company founded in 1982. It develops software for engineering, design and management. It is a firm that promotes equality and its primary goal is promoting new ideas and having spaces which drive, smart innovative solutions.

In this headquarter office, they house web development, finance and facilities team which work in flexible work timings

Design Concept The firm intends to follow an open hierarchy system.

However, since the functions catered by this office are finance-related and web development, they need concentrated study spaces as well as spaces that encourage collaboration.

The design intent was to reflect the local context of the city in the office and to showcase the company’s design expertise. The leadership wanted a design that supports flexible occupancy requirements.

Hence various design decisions reflect organizational flexibility.

To reflect the brand identity, it was designed such that each zone is different by its look and feel and no two areas are alike.

Due to the different nature of spaces required by the team which required a certain level of privacy in an open-plan office, there are zones with semiclosed screens integrated within the open-plan layout for senior executives to hold confidential discussions.

The materials are used such that it creates a vibrant, uplifting and meaningful spatial experience for the employees.

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Organizational hierarchy Divisions

Finance & Accounting

Marketing

Sales & Services

Department head

Senior Managers

Senior managers

Associates

Assistant Manager

Manager

Manager

Junior employees Staff

Staff

Staff

Staff

Fig 5.3.1- Organizational hierarchy structure which is a Line organizational structure.

This office has three departments working on the same floor, and they follow a line organizational structure which approaches the vertical flow of relationships. It is one of the oldest structures of hierarchy where the leadership exercises direct supervision on every employee, even those who fall in the last line of hierarchy. It relates to a quick decision and efficient coordination with unity in command. Here, the responsibility of performance tasks is fixed upon definite individuals.

Hence, to facilitate this type of working where autonomy is of higher importance along with collaborative spaces for better outputs, space planning was conceptualized on neighbourhood concepts. There were collaborative spaces integrated along with cellular focus spaces.

The meandering concept of the city is used to form neighbourhoods which house different divisions.

The work cafe area is used as a common gathering space along with a few common collaborative spots planned along the circulation path. The negative spaces are interestingly used which form pockets for collaborative as well as personal space.

Fig 5.3.2- The spatial planning is conceptualized based on the neighborhood concept and meandering paths the city has reflecting on the local context.

(I) Spatial Organization and its impact on human factors • Space planning and area distribution

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Fig 5.3.3- Floor plan marking the functional area distribution. There are pockets of collaborative spaces which are integrated within focus areas as immediate spillovers.

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Reception & Waiting Meeting room Resources Small meeting room Phone booth

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Workstation

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Fig 5.3.4- Proportionate area distribution of main functions in the space. The area values are approximate and derived from the plan.

From the functional area distribution, it can be understood that more area is dedicated to concentrated work environments which are neighbourhoods planned with minimum collaborative spillovers. Meeting rooms are integrated into the common overlapping spaces between the work clusters where they are mainly formal. Phone booths facilitate confidential phone calls as well as virtual meetings and hence they are spread all over the office amongst various functions. There are different breakout environments created along with the cafeteria to bring in flexibility and change in the environment in a rigidly structured organization.

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(1) Communication- Work modes based on functional area distribution 6 5

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Fig 5.3.5- Floor plan marking work modes based on functions.

Focus

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Reception & Waiting Meeting room Resources Small meeting room Phone booth

Socialize

Collab : Focus space ratio - 40:60 6. Workstations 7. Break out area 8. Collaboration space 9. Board room 10. Informal meeting room

11. Recreation area 12. Cafeteria 13. Server room 14. Storage room 15. Washroom

• Spatial organization based on typology of workspaces

Fig 5.3.6- Floor plan marking the typology of workspaces.

Den

Hive

Cell

From the above representation of work modes, it is reflected that autonomous spaces are given more importance even in collaborative environments.

There are few limited open spaces which encourage formal and informal interactions through learning and socializing. The workspace overall follows den, hive and cell typology. Where the work area follows hive which is interactive as well as autonomous while den typology is followed by breakout and spillovers spaces. The meeting rooms and other collaborative spaces follow cell typology.

Den Club Transactional knowledge

Interaction

Proportionate distribution:

Hive

Cell

Autonomy Fig 5.3.7- Graph of Duffy’s work modes

• Organization principles reflecting planning of functions.

Fig 5.3.8- Clustered organization along a path.

The clustered organization increases the proximity of spaces by connecting them along a path. The spaces are visually ordered based on the functions.

At a macro level, the space is divided into three major clusters in planning. Each cluster has a meeting room, breakout zone spillovers, work area at the least integrated within it.

• Flow of communication based on spatial planning and hierarchy structure.

Fig 5.3.9- Communication flow based on the planning and internal arrangement of workstation cluster.

The overall office space is divided into clusters based on the planning where different departments are segregated according to the number of employees occupying it. Senior employees have individual workstations while other employees have shared workstations with table partitions giving each of them the autonomy required while still being visually connected with other employees.

Each cluster has adjacent meeting rooms for collaborative and teamwork. There are pockets of open spaces for socializing used mainly as breakout spaces which foster social interactions However, with the way senior employee’s tables are oriented there is no possibility for face to face interaction while it cuts down on the distraction.

There are opportunities for face to face interaction with other employees who share the workstations.

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Face-face interaction Communication for collaborative work Communication for information from the head.

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(2) Control- Organizational flexibility and mobility through planning

Fig 5.3.10- Organizational flexibility reflected by alternate working environments.

Alternate working environment

Non-fixed furniture

There are two types of alternate working environments which are meeting rooms as enclosed spaces; they facilitate formal as well as informal discussions and encourage collaboration.

While there are spill over spaces which are open spaces with non-fixed furniture where mainly social and informal interactions are facilitated.

They give a change in environment and choice.

Fig 5.3.11- Enclosed alternate working spaces.

(3) Spatial organization through Concepts of Proxemics • Proximity - Adjacency at macro level 5

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Fig 5.3.12- Floor plan indicating different nature of ancillary spaces and their proximity to work area.

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Adjacency of spaces from the workspace Nearest

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Phone booth 9. Small meeting room Break out area Board room Services Ancillary spaces for Spill-over to breakout collaboration.

From Fig. 5.3.12, it is evident that from each cluster of work areas, breakout pockets which are spill overs and formal meeting rooms used for teamwork and collaborative tasks are in the nearest proximity. This emphasises on the hive mode of working where there is more autonomy of work as well as ancillary collaborative spaces.

The recreation space and cafeteria which are communal spaces are planned farthest to all the work clusters so that acoustic disturbances can be cut and there can be distinguished areas for work and refreshment.

• Territoriality and crowding

Fig 5.3.13- Floor plan showing probable crowding spots and territoriality based on spatial planning decisions.

Crowding points

Loud

Territoriality

Moderate noise

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Crowding- Here, the functions are distributed along a path; hence there are less crowding like situations.

A single passage connects all the spaces resulting in less secondary and tertiary paths which benefits from disturbance due to movement. Maximum crowding will happen near the services where there is one point from which one can go to the cafeteria as well as washrooms, and this sees the highest footfall.

Territoriality- Here, territoriality is marked by the central spine which is the circulation passage that divides the areas at a macro level. At mezzo level, the cellular meeting spaces create boundaries, and the work area is planned in the space created between cellular meeting rooms and circulation passage.

Spaces with loud acoustic possibility are oriented towards the end so that the workspace can be devoid of all the disturbances.

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• Organization of internal layout and its impact on interaction

Fig 5.3.14- Socio fugal layout of workstations which discourages interaction by orientation

Fig 5.3.15- Divider on the community table obstruct free flow of communication.

The workstations are linearly arranged, but individual clusters are perpendicularly oriented to each other. This follows principles of socio fugal layout where inter communication is discouraged.

In another set of clusters, the workstations are oriented to each other which facilitate limited interaction. However, within a table, there are face to face interactions encouraged since employees sit across one another on a shared workstation.

The dividers between two tables act as a visual obstruction but do not hinder visual connectivity since they are of a low height as shown in Fig.5.3.15.

Fig 5.3.16- At micro level, since occupants are seated parallel to each other, face to face interaction is encouraged.

(4) Orientation of spaces planned with reference to the shell

Entry Fig 5.3.17- Orientation and planning of interior spaces with respect to the shell.

Since the site is in a complex, the reception is first planned based on the approach and entry. So, the reception is planned just after the lift. Further based on this, the work cluster on the back of the reception is planned, oriented parallel to the reception wall.

The other workstations are oriented parallel to the services. The cafeteria is planned in the nearest proximity to the wet area of services.

However, here since there is no access to exterior views, planning of the work area based on the views is not considered.

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Primary reference Secondary reference Parallel orientation

Views and Day light in the space

Fig 5.3.18- There are no views from the interior space except a curved glazing wall which is also diffused due to translucent film coated over it.

Views: It is an enclosed space bounded by all three sides and has a curved glazing wall which also does not contribute in strengthening outside inside connection since there is a translucent branding film cover over it which gives very less visibility from inside to outside and vice versa.

Daylight: Space is artificially lit since it is bounded by all the sides leading to almost nil spread of daylight throughout. The only source of diffused light is from the glazing, but since space is in the interiors of the complex, there is not enough daylight entering this office space.

(5) Ergonomics- Area density distribution in space

Fig 5.3.20- Sparse area density reflected through spatial planning.

Ergonomics: The functions are longitudinally distributed along an axis leading to sparse and even area density distribution. However, since the site is cuboidal with less breadth, and the workstations have dividers between them, the space looks visually dense. Elements like table dividers and enclosed meeting rooms, visually cut down the sparsely planned space and reflect on visual crowding.

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(II) Connectivity and Circulation Circulation in space 5 4

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Fig 5.3.21- Floor plan showing the traffic flow pattern.

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Services Storage Primary Circulation Secondary circulation Tertiary circulation

The primary circulation flow follows an inflected linear organization where it connects all the work areas and ancillary spaces and breakout zones alongside. This encourages collaboration and interaction without disturbing the focus spaces.

The secondary circulation flow mainly connects breakout areas, whereas tertiary circulation connects internal workstations.

• Orientation and movement in space 1

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Fig 5.3.22- Different conditions of interaction in movement.

Scale : NTS

Fig 5.3.23- Condition 1 : Parallel movement leading to face- face interaction

Face to face interaction scope Direct interaction

Visual interaction scope Indirect interaction

Fig 5.3.24- Condition 2 : Partial Visual connectivity through partitions.

As described in the illustrations, there are three conditions of interaction while in movement, mainly there is a parallel movement planned which facilitates face to face interaction without distracting the employees in their work. Another condition is where there is perpendicular movement, here the workstations are oriented such that they do not face the circulation passage leading to no direct interaction while in movement. Overall, the movement is planned such that it fosters face to face interactions without disturbing. The ancillary spaces have translucent partitions which restrict the clarity in visual connectivity but do not cut off totally.

Fig 5.3.25- Condition 3 : Perpendicular orientation to work cluster leading to no interaction in movement but facilitates inter communication.

• Touchpoint map of nodes of interaction based on circulation 4

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Fig 5.3.26- Interaction nodes along primary circulation path.

Communal Spaces fostering social interactions 1. Reception 7. Cafeteria

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Spaces fostering Informal interactions 2. Collab area

10. Informal meeting area

Here, the primary path mainly connects spaces for formal interactions and breakout areas which foster social interaction. In the entire space, there are less informal interaction areas where casual interactions take place. Casual interactions play a vital role in idea generation and are looked as catalysts for better performance.

Reception and waiting area The reception area is the main point where interactions through chance encounters are fostered during entry and exit of employees. Here communication to vendors and clients is facilitated while it also acts as a regeneration space.

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Socializing spots There are small open spaces of collaborative areas which are distinguished by flooring. They generally act as immediate spill overs which are used as breakout spaces for change in environment or for impromptu discussions which do not involve more people. Such spaces strategically placed on the movement area facilitate informal and social interactions while creating a possibility for chance encounters.

Meeting rooms The entire office has meeting rooms of different capacities as collaboration spaces that facilitate teamwork and team meetings. They are designed such that they are formal in nature and are well equipped with all technological controls. There is one boardroom planned in the centre of the office which caters maximum capacity and is used for presentations involving larger audiences. It facilitates formal, confidential activities.

Work Cafe The cafeteria is planned towards the end of the office to cut down acoustic disturbances. It is clubbed along with a recreational area which has the flexibility of opening into one area. It is a communal space which is used as a breakout zone and mainly fosters social interactions.

Cafeteria, along with services and recreational zones is planned in one area so that it does not overlap and hinder the privacy of other functions.

Connectivity Connectivity in this office is such that only meeting rooms are equipped with technological controls that facilitate mobility in work while the breakout spaces are devoid of them except for the recreation area and cafeteria. This restricts mobility in working through alternate work environments. However, meeting rooms are well equipped such that it facilitates not only intercommunication but also virtual connectivity.

The HVAC and other services are partially concealed, where there are only light fixtures and HVAC ducts visible. This reduces the visual chaos in a low height space with less daylight spread.

All other services are concealed and the ceiling creates a guiding path for circulation.

(III) Spatial Qualities • Impact of volume in space.

Fig 5.3.31- Volumetric proportions in space.

Space has a clear height of 3200mm, which is relatively low. However, the rigid walls on all the three peripheries and no natural light spreading in, makes the space look dense. The main aspect that makes the space feel confined despite of it being spread along the axis is the cellular nature of meeting rooms which further compartmentalize the space and cut down the volume making the space look visually crowded. • Nature of Space making elements 1 Glazed metal framed glass partition.

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70:30 - Closed : Open area Fig 5.3.32- Spatial divisions and nature of space making elements

The office is compartmentalized by the space dividers and cellular meeting rooms. The work area is open plan, but it is confined within boundaries hence internal face to face communication takes place without any obstruction, but inter communication within the office is not facilitated except with movement. The glazed partition connects the meeting room with the outside space but restricts visual connectivity throughout the office. This breaks the volume and makes the space look congested and confined.

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• Physical characteristics of workstations 1 Storage for working files

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Fig 5.3.33- Elements and language of the workstation.

The workstations are equipped with individual storage units and intercom for inter connectivity.

The employees get high autonomy due to the divider while still being visually connected with one another.

• Micro factors in work area through proxemics 4 3 2 1

Fig 5.3.34 Distance zones based on theory of proxemics.

1. Intimate r=(0-1.5’)

3. Informal r=(4’-8’)

2. Personal r=(1.5’- 4’)

4. Formal r=(8’- 12’)

From the diagram of distance zones, it can be noted that employees share a comfortable distance and are not sitting in a dense organization. 100 sqft per person is allocated in the overall area distribution.

Total no. of employees : 80 Individual Workstations : 81 Shared Workstations

: 0

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Fig 5.3.36 Data of furniture entities to the no. of users. This table suggests that each employee has assigned desk with futher scope of expansion considered.

Fig 5.3.35 Tertiary circulation flow passing from the back of each workstation leaves the back exposed and gives no autonomy. However this parallel TEAM seating facilitates face to face interaction.

STORAGE

• Territoriality through planes

Fig 5.3.36- Territoriality through flooring.(Representational image)

Along with the physical boundaries created by cells, the spaces are also distinguished by flooring.

The breakout spaces have a green floor which reflects on the intent of bringing nature within since the entire space is cut off from the outside, so there is an attempt to create microenvironment.

The circulation path has wooden flooring while the rest of the areas have different types of carpet flooring.

• Flexibility reflected through spatial elements

Fig 5.3.38- Sliding folding partitions of recreational space and meeting rooms open up to create a larger space.

Space making elements reflect organizational flexibility such that sliding folding doors open up the space which is used for events and loose furniture, mainly in the collaborative area is used to accommodate people. However, the angular planning and orientation cut down the clear space. Apart from this, the structure is quite rigid for organizational flexibility and mobility in work.

Organizational values are reflected by wall painting, slogans and colours used in the interiors, which reflects the ideology of “Make anything”.

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Insights from Jayana Masturlal from design team of Project 3 : A Multinational Software company.

1. What was the conceptual idea behind planning of this office ?

• The company emphasised on the need to reflect local traits through the interiors of the office. Hence, the concept was to metaphorically associate the meandering paths of the city to the spatial planning. Hence, the spatial planning is based on a neighbourhood cluster concept where there are collaborative spaces of different capacities integrated in each cluster.

2. What is the hierarchical structure followed in the office and what was the area allotted per person?

• There is an open / flat hierarchy structure followed by the firm globally and in this particular office there is around 130 sqft per person allotted, with a capacity of 80 occupants.

3. Is there any theory used for spatial planning of an office? What were the challenges and considerations for optimization of space ?

• There is no standard theory used. But, particularly in this site, considering the site conditions, there are a lot of negative spaces formed. Hence, the negative spaces are strategically used as collaboration, informal meeting spaces or break-out pockets. This reflects on the optimization of spaces and integration of ancillary spaces within the work area.

• Another challenge while planning was to plan a common toilet such that it can be accessed by the employees of another office of the same organization on the same floor. This had to be planned such that the employees working are not disturbed and their privacy is not compromised. Hence there is a common passage and exit given in between the work area and the services.

• Furthermore, for optimization of space, the cafeteria has sliding-folding partitions with the recreational area, hence the entire space can be one and cater to events or company gatherings.

4. Are there any parameters followed in the design spatial planning process for increasing interactions?

• There are no certain parameters followed but there are interaction spots and collaboration spaces integrated within the movement path which encourages interactions with movement. While there are different types of spaces like boardroom, recreational spaces, spillover areas in a neighbourhood which facilitate group work as well as face to face interactions.

5. How do you decide on the collaboration v/s focus space ratio based on office type?

• It depends on the client brief, company profile, and organizational structure. The types of spaces are then formulated accordingly based on the degree of focus spaces required and the collaborative work environments.

6. What was the company experience post-occupancy?

• Their work was facilitated well by the ancillary spaces. However, they appreciated literal reflection of local context rather than abstraction.

7. How have technological changes changed the way interaction happens? • Technology is constantly changing the way we work and collaborate. For this office and organization in particular, technology has made it possible to connect the employees across various locations and cities. The visitor entry portal is designed in a way that it automatically informs an employee when someone has come to meet them, as soon as the visitor registers themselves on this portal. • Similarly, technology has been enabled to have a smart pantry wherein orders for the visitors as well as the employees can be pre-placed for a pre-scheduled meeting or discussion.

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Bangalore. (2017). Retrieved from https://www.mmoser.com/en/work/titan-bangalore

06 Analysis of data 6.1 6.2

Key Comparative

findings analysis Inferences

This chapter extracts key observations from all the three case studies which forms a base of quantifying spatial performance. It attempts to inquire if there are any common parameters observed in application of spatial planning which play a significant role in increasing productivity independent of organizational structure.

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Key findings - AICL Communications ( I1) Impact of Spatial Organization on spatial performance.

Design Decisions

Impact in Space

(a) Proxemics (i) Overall layout planning is based on the socio petal layout principles. (Centralized organization)

Centralized planning of work area and clustered arrangement of ancillary spaces around it allows people to collaborate, increases proximity and integrates multiple functions Linear arrangement of workstations reflects socio fugal principles where face-face interactions are encouraged amongst the occupants of the team but not with other teams. This is an attempt to provide the required autonomy for focus work.

While the internal layout planning is based on socio fugal principles.

(ii) Clustering the ancillary spaces of different formalities in the nearest proximity around the work area.

This gives alternate working environments as well as encourages collaboration. It facilitates teamwork. Since it’s in the nearest proximity its usability increases and fosters social, formal and informal interactions by making work agile and giving choice to the employees.

(ii) Open plan workspace with no physical space dividing elements.

No physical boundaries lead to no territoriality. This allows clear visual connection throughout the space leading to smooth flow of communication and inter communication.

However, this makes the workspace totally accessible and does not give the autonomy needed for focus work to its employees

(b) Communication: Autonomy Linear internal arrangement workstations.

of

The linear organization helps in focus work, since it limits interactions. However here, since it’s an open plan office there is a lot of distraction from noise, movement and it doesn’t make up for an environment where focus work can be processed.

Legend Implication

Fig 6.1.1(a). Socio petal principles reflected by the layout and interconnections of functions planned.

Moderate

Low

Influence on Spatial performance

Fig 6.1.1(b). Socio fugal principles reflected in the internal planning of workstations to give autonomy.

Formal interactions Work area, Meeting rooms

Informal interactions Collab table, small meeting room

Social interactions Communal spaces, breakout area. reception buffer.

Services Nearest proximity Fig 6.1.2. Adjacency of ancillary spaces to work area.

High

Further Furthest

Here, it is observed that the space facilitates working and flow of communication by planning of overall layout.

As it is planned based on the principles of socio petal which encourages collaboration at macro level and socio fugal at mezzo level which discourages collaboration. This serves the aim of working pattern in a creative industry.

Adjacency of different formalities of ancillary spaces due to centralized organization as shown in Fig.6.1.2, facilitates communication for coordination and information, encourages mobility and gives choice. An obstruction free space also plays a vital role in enhancing physical connectivity in the space.

Hence, through these observations it can be inferred that in this project, the spatial organization highly facilitates process of work as evaluated through theories of proxemics.

Fig 6.1.3. Open plan resulting in no territoriality.

Linear arrangement restricts intercommunication and intends to give the required autonomy but here in open plan office due to movement and no territoriality, there is very low autonomy.

Fig 6.1.4. Linear arrangement restricts intercommunication

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Design Decisions

Impact in Space

(b) Communication: Interaction (i) At conceptual planning stage there is an attempt made to have a balanced workspace with collaborative and socializing spaces encouraged along with focus and learning space.

Having a balanced workspace facilitates collaborating and discussing new ideas along with spaces that facilitate working through those ideas. Here collab to focus space ratio is 55:45 which indicates that it is planned such that there are more collaborative and socializing spaces which foster formal, informal and social interactions.

(ii) Spaces ordered based on the pattern of communication flow which reflects the hierarchical structure of the office.

The den and cell typology of workspaces reflect the hierarchy of the office where it is a matrix structure. The cells are planned for the leadership whereas the den typology is for the senior manager and other employees.

The senior manager is a part of the team cluster in the work area but is differentiated by individual desk. This arrangement gives the manager his personal space as well as makes communication flow efficient.

(c) Control Alternate working environments planned around work area.

are

Hot desking is followed which reflects the mobility of work in space facilitated by technological tools.

(d) Ergonomics (i) Uneven area density distribution of functions and primary circulation planned in the concentrated density areas. (ii) The work area is centrally planned and enveloped on all the sides to avoid distractions.

Flexibility is catered at planning level by alternate work environment and wireless communication that facilitate agile working.

Mobility and flexibility in work environment creates scope for telecommunication and face to face interactions.

The work area is concentrated in terms of density by accommodating more tables in comparatively less space and primary circulation passage passes through the work area making it a heavy footfall space.

Whereas, the density of area where cubicles are there is sparse since more space is allotted to the leadership.

Enveloped work area leads to minimal spread of day light and it cuts down the outside-inside connection, views creating a micro environment.

Legend Implication

Collaborate

Socialize

Focus

Learn

Fig 6.1.5. Adjacency of ancillary spaces to work area.

Hive

Low

The structured flow of communication based on hierarchy and ordered planning of spaces around work area enables intercommunication as well as face to face communication resulting in active interactions.

However as focus spaces as planned, it contradicts the intention of a balanced space due to internal arrangements and factors like orientation and movement resulting in distraction.

By this it can be noted that at macro and mezzo level the space is planned such that work processing is efficient resulting in high spatial performance through communication and interactions.

Den

Fig 6.1.6b. Ordered planning of spaces & flow of communication based on hierarchy.

Fig 6.1.7. Flexibility and mobility facilitated through connectivity

(i)

Moderate

Influence on Spatial performance

55 45

Fig 6.1.6a.

Organizational hierarchy

High

(ii)

Crowding situation creates disturbance and concentrated work area leads to intimate distances and discomfort.

Work area

Fig 6.1.8a. Sparse, concentrated density based on work pattern.

Mobility and flexibility in work encourages employees to choose their working environment, giving them freedom of choice. It also enables virtual connectivity.

All these positively contribute to spatial performance.

Employee wellbeing is compromised by cutting down the workspace from light and outside connection leading to inversely impacting performance.

Fig 6.1.8b.

Enveloped workspace area.

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Design Decisions

Impact in Space

(e) Orientation Spaces are planned with reference to the services block, parallel to it and offset from the glazing to allow spread of day light.

Parallel orientation leads to parallel movement which leads to no distraction but still fosters face to face communication.

The offset from glazing does not serve the intension as there is a solid divider between the workspace and the glazing which makes the exterior periphery a passage creating a well-lit space for break out area.

( I2) Impact of Circulation and connectivity on spatial performance (a) Proxemics (i) Circulation is planned such that it forms a closed loop and link all the main ancillary spaces to the work area to increase the proximity of collaborative spaces to workstations. (ii) Territoriality marked by movement areas.

The formation of loop in the primary circulation encourages active as well as passive interactions through movement since it increases the proximity of all the major spaces encouraging its usage.

The open plan layout fosters face to face interaction while there are no barriers in the movement.

Movement areas gives territoriality to spaces and do not cut down the space.

(b) Communication: Autonomy Tertiary circulation passes through the linear arrangement of workstations bridging the work area with the primary circulation path.

Tertiary circulation passage passing through the back of workstations leaves backs of employees exposed and hinders the autonomy experienced.

(b) Communication: Interaction (i) There are nodes of interactions planned on the loop of primary circulation passage to facilitate communication through movement. (ii) Heavy footprint areas planned near work area to increase chance encounters.

Nodes of communication on the primary circulation passage helps in efficient collaboration work as well as encourages usage of ancillary spaces.

Work area planned near services where the primary circulation flow passes through leads to movement throughout the day which encourages face to face interactions and inter-communication.

Visual connectivity on the mezzanine keeps the work area integrated.

(iii) Vertical connectivity planned through mezzanine. (c) Control Agile working and unassigned seating facilitated by technological controls.

Agile working environment caters for one to one, one to many and many to many communication modes based on the work tasks, it gives flexibility as well as face to face interaction chances.

Legend Implication (ii)

(i) Reception Lift Pantry Services

High

Moderate

Low

Influence on Spatial performance The space is optimally used in parallel orientation and when glazing side space is left free, it allows for day light spread and views for everyone. But in this case the solid partition obstructs it.

Fig 6.1.9. Parallel Orientation and condition of offset from glazing

Fig 6.1.10. For spaces with deep footprints, loop circulation work well in terms for interaction, territoriality and optimization.

The loop circulation optimally uses the space as well as increases the proximity and connectivity of ancillary spaces to work area while territoriality in the spaces without physical barriers.

This has a positive impact on spatial performance.

Autonomy is compromised by distraction through movement. This hinders the efficiency of focus work.

Fig 6.1.11. This movement based on internal arrangement cuts down the privacy and leads to distraction.

Collab Table

Library

Work area

Meeting

Reception

Services

Meeting

The movement is planned such that face to face interactions are fostered by planning heavy foot print areas near work area, and encouraging movement throughout the space while connecting collaborative spaces. This provides an efficient collaborative working environment.

Fig 6.1.12. Circulation and visual connectivity through movement.

By technological controls, flexibility, mobility through unassigned seating and agile work environments give freedom of choice.

153

Design Decisions

Impact in Space

(d) Ergonomics (i) Narrow passage areas to reduce circulation space.

(i) Narrow passages near spaces with heavy footfall saves space but, creates crowding like situation.

(ii) Common resources planned adjacent to the work area but not within the work area.

(ii) Movement is encouraged distancing common resources from workstations and it also leads to less distraction since there is constant movement near commonly used resources.

(e) Orientation Circulation planned on the periphery of primary spaces.

Parallel circulation is planned throughout the space.

Due to the peripheral planning of the circulation, there is a spread of day light in all the circulation areas.

By parallel movement, face-face communication happens and due to the transparent nature of partition and parallel movement, one is visually connected too.

( I3) Impact of Spatial Qualities on spatial performance (a) Proxemics The shell is divided by a mezzanine floor in a low height office resulting in three different volumetric conditions where work area is planned.

Territoriality marked through multipurpose furniture elements.

The mezzanine has low height and no spread of day light, it becomes a dark space and due to the low volume and with more workstations accommodated, it results in intimate proximity.

Territoriality created by furniture elements in the open plan help in achieving minimum autonomy.

(b) Communication: Interaction and Autonomy The partitions are designed with glass and metal profile.

Open plan space without any physical space dividers for visual connectivity throughout.

The partitions are designed such that there is transparency throughout the space, allowing passive communication and visual connect.

The open plan space allows for visual connectivity throughout, active as well as passive interactions and reflects transparency of the work environment. But this leads to low autonomy as negative side

(c) Control Sliding folding partitions for functional flexibility and modularity in design elements for future expansion scope.

The workstations are modular which gives them the flexibility of clustering based on the need of the project.

The flexible nature of the spatial dividers allows for overlapping of functions, mobility and choice of agile working.

Legend Implication

High

Moderate

Low

Influence on Spatial performance The work output is compromised when there is constant distraction due to crowding, movement having a negative influence on spatial performance through ergonomics.

Fig 6.1.13a. Crowding near work area due to width of passage.

Fig 6.1.14a. Spread of day light in circulation areas

Fig 6.1.14b. Face to face as well as passive interaction in movement

Fig 6.1.15a. Volumetric impact on proximity

Fig 6.1.16a. Transparency in partition by glazing.

Fig 6.1.17a. Modularity for flexibility according to needs.

Fig 6.1.13b. Planning of resources to avoid crowding

Fig 6.1.15b. Storage shelves dividing the cluster of work desk

Fig 6.1.16b. Free flow open plan space.

Fig 6.1.17b. Nature of spatial dividers for overlapping functions.

With adequate light and views throughout the circulation flow, movement is encouraged leading to face-face communication possibilities which play a vital role in efficient communication flow.

When the space is dominant with less volume and dark light, there is more proximity experienced along with crowding. Its effects employee wellbeing negatively reflecting on the spatial performance.

The transparency in communication, reflected through planning and physical setting of the space emphasises on a rich collaborative working culture and facilitates it.

As a con of this, the autonomy is very low, not resulting into a balanced workspace.

Organizational flexibility through furniture and space making elements allows future scope of expansion as well as optimization of space. It also cuts down occupancy costs.

155

Design Decisions

Impact in Space

(d) Ergonomics (i) Two employees share a 1200mm*600mm workstation. (ii) In the collaborative working (Den typology) 45 sqft per person is allotted.

In the cubicles 90 sqft per person space is allotted. (iii) Organizational values are reflected through colours, planning and interiors.

Employees share intimate distance with their peers which might lead to discomfort based on gender and age.

In the work area where den typology of working is followed, the area allotted is below the standard space given to employees. However, in Cell the leadership is given lavish space reflecting on the hierarchical structure and autonomous working.

(e) Orientation Orientation of workstations facing public area, and U shape organization of the workstations.

The linear U-shaped organization eases the flow of communication and results in effective teamwork outputs. However, while personal tasks are to be completed, due to various distractions the focus is lost.

With work area facing public space, there is always distraction.

Summary of key findings and their significance on spatial performance Human Factors

Spatial Organization

Circulation & Connectivity

Spatial Qualities

Proxemics Autonomy Interaction Control Ergonomics Orientation Fig 6.1.20. Matrix showing intensity of impact decisions of spatial planning in this project had on parameters of human factors as a measure to quantify spatial performance.

Legend Implication

High

Interaction

Club Transactional knowledge

Cell

Desk - 1200* 600mm Area per person - 45sqft

Autonomy

Fig 6.1.18a. Area distribution based on typology of workspace

Low

Influence on Spatial performance

Den

Hive Individual processes

Moderate

Fig 6.1.18b.

Intimate distance zone in workstation.

Employees sharing intimate distances and less per sqft area allocation in the work area where collaborative working pattern is followed, negatively reflects on the spatial performance.

When space reflects organizational values, it keeps employees bounded.

The parallel orientation fosters face-face interactions which is the most efficient mode of interaction leading to effective communication.

Fig 6.1.19. No territoriality and parallel orientation fosters face to face interactions but lead to distractions from all sides.

Other factors affecting Spatial Performance All the factors of spatial organization and their impact on human factor as shown in Fig.6.1.20 qualitatively evaluates spatial performance of a physical space and human interactions within it. The physical space becomes one of the primary factors that plays a vital role in workspace performance. Other factors observed that would also play a major role in workspace performance are: The occupancy rates increase when spaces allotted are not used and results in a dead space like the mezzanine floor is not used by employees due to it being dark and dingy. This negatively effects the effectiveness of the space reflecting on workspace performance.

The main factor in office productivity is optimization of space reducing occupancy rates which cuts down the costs and increases the profit margin.

When organizational values are reflected in space, it works subconsciously on the employees who are bounded and more focused for the success of their company by delivering based on organizational values.

There are many dead spaces in the office which are intended for a particular function but are not used due to them getting disconnected from the primary space or the physical, environmental conditions affecting the usability.

These aspects don’t affect the employees but affect the organization and plays a prime role in spatial as well as workspace performance.

157

Key findings -Browser testing IT Company ( I1) Impact of spatial organization on spatial performance Design Decisions

Impact in Space

(a) Proxemics (i) The overall planning of spaces as well as internal arrangement follows principles of socio petal layout.

The ancillary spaces are planned in the central spine and work area is organized perpendicular to the ancillary spaces in the nearest proximity. This encourages collaboration and fosters face to face interactions.

Socio petal principle is also followed internally between work area clusters.

However at micro level, the employees are seated parallel such that face to face interactions are fostered. This leads to no autonomy.

(ii) Each work area has a cluster of different types of ancillary spaces of varying formalities in the nearest proximity.

Each cluster of work area has formal and informal meeting spaces in the nearest proximity along with breakout area.

This gives alternate working area in the immediate context as well as increases the usability and fosters social, formal as well as informal interactions.

(ii) Open plan workspace with no physical space dividers but divided by central spine of function spaces.

Since its an open plan office, there is no territoriality by space making elements but at macro planning level, the ancillary spaces are planned such that it divides the work area into two parts marking individual territories. This allows seamless visual connection and accessibility internally in each territory but inter communication between two parts is obstructed.

(b) Communication : Autonomy Perpendicular organization of work areas with linear internal arrangement of workstations

The perpendicular organization limits the accessibility while encouraging interactions and inter-communication. Internal linear arrangement of workstations not only helps in focus work but it also leads to visual and acoustic distractions due to open plan environment leading to very low autonomy.

Legend -

Work area

Work area

Work area

Work area

Fig 6.2.2.

Perpendicular orientation of work cluster reflect socio petal layout while internal arrangement is on socio fugal layout.

Formal interactions Meeting rooms, phone booth

Informal interactions Loung room, booths, Brainstorming area

Social interactions Work cafe, breakout area. reception buffer, lobby

Services Nearest proximity Fig 6.2.3. Cluster of work area having different ancillary spaces.

Moderate

Low

Influence on Spatial performance

Implication

Fig 6.2.1(a). Perpendicular orientation of work area to ancillary spaces reflecting socio petal principles.

High

Further Furthest

Here it is observed that the space facilitates casual work pattern of the organization such that it encourages collaboration by the planning and layout done based on socio petal principles. As well as attempts to give the autonomy by organizing workstations based on socio fugal principles.

The neighborhood concept where different formalities of ancillary spaces are planned in the nearest proximity facilitates communication and teamwork. While divisions of work area cluster by planning and no internal partitions lead to visual and physical connectivity internally.

Hence through these, it can be inferred that in this project, the spatial organization facilitates efficient process of work as evaluated through theories of proxemics.

Fig 6.2.4. Open plan divided into two parts by central cluster of ancillary spaces.

Fig 6.2.5. Perpendicular orientation of workstations gives more accessibility and less autonomy.

The perpendicular arrangement restricts accessibility and provides autonomy. But, due to the orientation and open plan environment along with visual and acoustic distractions lead to no autonomy.

159

Design Decisions

Impact in Space

(b) Communication : Interaction (i) At conceptual planning stage based on work modes, collaborative focus spaces are planned to create collaboration opportunities through work area as well as ancillary spaces.

Here the collab to focus space area is 40 : 60 which indicates there are less socializing and collaborative ancillary spaces planned as compared to the work area alloted.

However the focus space area is an open plan space which is highly collaborative based on the planning. It encourages active interactions while the ancillary spaces facilitate formal, informal, social as well as passive interactions.

(ii) Workspace planned based on den and club typology with various informal spaces.

The flat hierarchical structure of the organization is reflected by den and club typology of workspaces which according to Francis duffy’s work modes are highly interactive and autonomous.

Due to the flat hierarchy, the flow of communication is looped within clusters of work area for internal communication while informal and formal ancillary spaces within each work cluster facilitate communication for information, teamwork. While not in use they also act as microenvironments for focus work.

(c) Control Alternative work environments with overlapping functions planned around the work area for agile working.

Organizational flexibility at planning level is reflected by alternate working environments planned around the work area facilitated by wireless communication to allow mobility in working and hot desking in a seating where there are unassigned seating.

(d) Ergonomics (i) Densely planned workstations with less movement space around results in crowding.

(i) The work area is concentrated in terms of density since there is less free space left for movement because of high occupancy rates and need for accommodating more employees.

(ii) The work area is planned towards the glazing, offset from the periphery.

(ii) Orienting the work area towards glazing allows spread of day light through out the space and connects to the outside. This design decision also leads to distraction from views and noise.

Legend Implication

Moderate

Low

Influence on Spatial performance

Collaborate

Socialize

Focus

Learn

40 : 60

Fig 6.2.6. Adjacency of ancillary spaces to work area.

Club

High

Den

Fig 6.2.7. Flow of communication based on work modes and organizational hierarchy.

The open plan office allows for face to face interactions and chance encounters even when there is more area alloted to focus work than collaborative work but holistically the collaborative nature of focus space results in more collaboration opportunities.

The linear flow of communication makes the processing of work efficient with face to face interactions and meeting rooms, formal and informal in nature in the nearest proximity to facilitate inter-communication.

By this, it can be noted that at macro level the space is planned such that work process is efficient resulting in high spatial performance through communication and interactions.

Employees get freedom to choose their work environment and tele-communication and virtual connectivity in work is facilitated by organizational flexibility and mobility in work.

Fig 6.2.8. Agile working with alternate work environments and connectivity.

(i)

(ii)

Work area

Fig 6.2.9a. Dense planning in work area.

Crowding situation creates disturbance and concentrated work area leads to intimate distances and discomfort.

Work area

Fig 6.2.9b. Work area oriented towards glazing allowing day light

Employee well being is positively impacted by day light spread in the space and outside-inside connection which does not disconnect employees from outside while working

161

Design Decisions

Impact in Space

(e) Orientation Spaces are oriented based on the approach way and planned according to wet area, dry area segregation. Work area planned near glazing to allow natural light inside the space.

The spaces are ordered such that work cafe is planned near services while reception is planned based on the approach from the lift lobby. Based on this further the work area is planned such that public, semiprivate and private spaces are in a sequence so that there is less disturbance. The work area is oriented towards the glazing for larger spread of natural light.

(I2) Impact of Circulation and connectivity on spatial performance (a) Proxemics (i) The primary circulation flow forms a closed loop around the work area connecting work area to ancillary spaces and breakout zone. (ii) Territoriality marked by movement patterns in spaces.

The formation of loop in the primary circulation connects ancillary spaces and breakout area with the work area increasing their proximity and encourages active as well as passive interactions through movement.

The central spine of ancillary spaces divide the space into two and further circulation passage gives territoriality to spaces and does not cut down the space.

(b) Communication : Autonomy (i) Perpendicular orientation of circulation passage to the work stations (ii) Tertiary circulation passing from workstation arrangement.

Perpendicular orientation sets a boundary and gives autonomy however there are maximum visual distractions as it faces the movement passage. Movement through the back of workstation leaves the back exposed affecting the autonomy.

(b) Communication : Interaction (i) There are nodes of communication on the loop of primary circulation passage to facilitate communication through movement. (ii) Perpendicular movement in space

Nodes of communication in the primary passage leads to increased usage of that area resulting in space giving opportunities for collaboration, formal and informal interactions.

Perpendicular movement fosters face to face interactions .

Open plan space leads to clear visual connectivity throughout. However due to the central block of ancillary spaces, clear connectivity is only within each block.

(iii) Clear visual connectivity throughout the space.

(c) Control Hot desking and agile working facilitated by technological controls.

Connectivity within the office as well as around the globe is facilitated by screens and other technological controls that allows flexibility and mobility in work.

Legend Implication (i)

High

Moderate

Low

Influence on Spatial performance The space is sequentially planned such that integrity of each function is maintained.

While orienting towards the glazing and offset of work area brings in lights and makes for a different breakout zone.

Semi-Private

Private Public

Wet area

Lift

Fig 6.2.10. Planning Orientation based on glazing and approach

(i)

(ii)

Fig 6.2.11. Cross axial circulation optimizes space and connects the ancillary spaces increasing their proximity.

Fig 6.2.12. Perpendicular circulation allows accesibility from all sides leading to distractions.

Ancillary spaces

Work area

Work area

Work area

Ancillary spaces

Reception

Services

Perpendicular movement fostering face to face interactions.

The connectivity and usage of spaces increase by loop circulation which increases the proximity as well as creates visual boundaries. This encourages collaboration, does not cut down the space and has a positive impact on spatial performance.

Visual distractions in perpendicular circulation and hindrance in privacy due to tertiary circulation flow leads low autonomy affecting efficiency of work.

The perpendicular movement that connects collaborative spaces is planned such that face to face, direct interactions are fostered by movement. Visual connectivity throughout keeps each one connected. This provides an efficient collaborative working environment.

Fig 6.2.13. Circulation and visual connectivity through movement.

Well equipped ancillary spaces facilitated by technological tools lead to better connectivity and freedom to work anywhere.

163

Design Decisions

Impact in Space

(d) Ergonomics (i) Wide circulation passages to allow free flow movement with equal distribution of crowding areas.

(i) Wide circulation passages and even distribution of high footfall spaces leads to smooth flow and no crowding. (ii) At few places the work stations are accommodated to fill in the requirement compromising on ergonomics and less passage space leading to discomfort.

There can be situations of crowding in the breakout zone due to the narrow width.

(ii) Narrow Circulation passage breakout zone with loose furniture.

of

(e) Orientation Circulation planned on the periphery which functions as breakout zone.

Parallel movement to ancillary spaces and perpendicular to the work area.

The peripheral circulation functioning as breakout zone floods that area with day light giving a change in environment.

Parallel movement with ancillary spaces allows passive interactions while not disturbing the work going on within.

(I3) Impact of Spatial Qualities on spatial performance (a) Proxemics The shell is relatively low volume with glazing on all four sides.

No physical boundaries but flooring differentiating spaces.

The shell has a height of 3600mm which is low but due to the day light spreading in the space from all four sides, the space does not feel intimidating even when densely planned.

Territoriality marked through flooring gives a stark division to spaces without physically cutting down the space.

(b) Communication : Interaction and Autonomy Open plan space without any physical space dividers for visual connectivity.

Block of ancillary spaces disturbing the visual connectivity by dividing the space in 2 parts.

The partitions are designed such that there is transparency throughout the space, allowing passive communication and visual connect.

The open plan space leads to high face to face interaction opportunities but low autonomy.

Visual connectivity is restricted within blocks while there is no cross communication.

(c) Control Modularity in workstations is followed while the spaces are flexible in function but are not integrated such that spaces open up.

The workstations are modular which gives them the flexibility of clustering based on the need of the project.

Legend Implication

Fig 6.2.14a. Balance distribution of heavy footfall areas.

Fig 6.2.15a. Spread of day light in space.

Fig 6.2.16a. Day light bringing porosity to the solid mass

Fig 6.2.14b. Workstations accomodated in less area.

Fig 6.2.15b. Passive interactions through parallel movement.

Fig 6.2.16b.

Territoriality marked by flooring.

High

Moderate

Low

Influence on Spatial performance Spreading across of crowding areas leads to less disturbance and no crowding however on the other side where breakout zones need to be free, they are accommodated in small width compromising on employee experience Peripheral circulation serving alternate function, views and daylight, parallel movement fostering passive interactions, keeps everyone connected positively impacts spatial performance.

Well lit space by natural light, feels visually lighter in spite of dense arrangement. Sense of territoriality without physical barriers reflects openness resulting in positive work environment.

The transparency reflects on highly collaborative working culture. However with not enough enclosed spaces, autonomy is low in the work area while in alternate working environments there is high autonomy.

Fig 6.2.17. visual and face to face interaction opportunities in an open plan office. See through obstructed by the ancillary block.

Organizational flexibility is reflected through modularity and alternate working environment.

Fig 6.2.18a. Modularity for flexibility according to needs.

Fig 6.2.18b. Restrictive Nature of spaces for overlapping functions.

165

Design Decisions (d) Ergonomics (i) Two employees share a 1500mm*600mm workstation. (ii) 100 sqft per person space is alloted uniformly based on den typology of working. (iii) Organizational values are reflected through colors, planning and interiors.

(e) Orientation The orientation of workstation is opposite to the glazing.

Parallel sitting on community tables as workstations.

Impact in Space Employees share their personal space with their peers which is considered as a comfortable distance.

Due to the collaborative working environment, 100 sqft per person area is alloted spread across ancillary spaces and work area.

Casual works environment is reflected by the typology of furniture and material used.

The community tables as workstations facilitate effective teamwork and face to face interactions.

However when the light falls on laptop screens from backside it gives glare and disturbs working,

Summary of key findings and their significance on spatial performance Human Factors

Spatial Organization

Circulation & Connectivity

Spatial Qualities

Proxemics Autonomy Interaction Control Ergonomics Orientation Fig 6.2.21. Matrix showing intensity of impact decisions of spatial planning in this project had on parameters of human factors as a measure to quantify spatial performance.

Legend Implication

Interaction

Den

100 sqft

Hive Individual processes

High

Autonomy

Fig 6.2.19a. Area distribution based on typology of workspace

Low

Influence on Spatial performance

Club

Cell Concentrated study

Moderate

Desk - 1500* 600mm Area per person 100sqft overall

Openness in space balances the densely planned arrangement and employees share comfort distance between each other which adds to the comfort in working leading to efficient work outputs.

Fig 6.2.19b. Employees share comfort distance.

Fig 6.2.20. Light falling on the laptop screen leads to distraction while face to face interaction is fostered by parallel seating.

Community table and parallel arrangement fosters face to face interaction however it results in no autonomy while the light falling from backside disturbs in working negatively impacting performance.

Other factors affecting Workspace Performance By analysing the impact of design decisions of spatial planning on human factors as shown in Fig.6.2.21, spatial performance is qualitatively evaluated. It is highly influenced by the physical space and its ability to facilitate human interactions and flow of communication. The physical space becomes one of the primary factor that plays a vital role in workspace performance.

Other design decisions observed that would also play a significant role in workspace performance are: The area is densely planned where every inch of the floor plate is used, since it is located in a city where occupancy rates are high and for high workspace performance, effectiveness of space is essential which brings down the occupancy cost to productivity ratio.

The strategic dense planning of work areas which have community tables such that comfort personal space is shared, ensures employee comfort while working. While, planning the ancillary spaces in the central spine, breaks the space, increases occupancy capacity and does not make the space visually concentrated It is also essential to reflect the work culture and process to the clients to gain their trust in business for that, here the workspace is designed such that once gets a casual promising vibe from the waiting and reception area which reflects the organization’s work culture.

167

Key Findings - Multinational software company ( I1) Impact of spatial organization on spatial performance Design Decisions

Impact in Space

(a) Proxemics (i) Ancillary spaces and workstations clusters organized based on socio fugal principles.

Linear planning and distribution of functions along the horizontal axis discourages interaction while giving each space autonomy and independence required. No spaces are overlapped and interrelated.

The workstation clusters are planned parallel and perpendicularly such that there is high autonomy but this layout discourages interactions.

(ii) Clustered organization where each space consists of break out areas and ancillary spaces in the nearest proximity.

Such an organization fosters collaboration, teamwork and social, informal interactions when immediate spillovers are planned as break out spaces and there is at least one meeting room each in the cluster adjacent to the work area. This increases the usability of ancillary spaces as well as give employees alternate working environment.

(iii) Compartmentalized spaces with rigid boundaries.

There are enclosures of ancillary spaces in the entire space and work area is planned between them creating rigid territories.

This obstructs inter- communication.

Within the boundary there are no physical barriers in the work area and it facilitates face to face communication.

(b) Communication : Autonomy Work area planned within enclosure to avoid distractions.

The linear arrangement of workstations help in focus work and since the area is enveloped from all three sides, it limits the access to the work area and cuts down distractions due to movement, acoustics.

Legend Implication

Fig 6.3.1(b). Parallel and perpendicular planning of workstation clusters limit interaction.

Formal interactions Work area, Meeting rooms

Informal interactions Collab spaces, meeting room

Further

Moderate

Low

Influence on Spatial performance

Fig 6.3.1(a). Linear distribution of functions along the axis reflecting socio fugal principles.

Nearest proximity

High

Furthest

Social interactions Communal spaces, breakout area. reception buffer.

Services

Fig 6.3.2. Adjacency of ancillary spaces to work area in each cluster.

Inter-communication is discouraged by organization of spaces planned along an axis based on the principles of socio fugal space. This affects collaboration opportunities created while giving individuality to each space.

However, since the workstation clusters are also planned based on socio fugal principles(discourages interaction), it gives the required autonomy desired through a line organization.

Clustered organization with ancillary spaces in the nearest proximity and definite boundaries encourages collaboration as well as provides the autonomy desired.

Hence, through these observations it can be inferred that spatial organization moderately influences on facilitating communication in this project when analyzed through concepts of proxemics.

Fig 6.3.3. Finite boundaries around work area obstructing inter communication.

Linear organization restricts inter - communication while fosters concentrated study and confined boundary of space also contributes to high autonomy by cutting down all disturbances.

Fig 6.3.4. Restricted access to focus work space.

169

Design Decisions

Impact in Space

(b) Communication : Interaction (i) At conceptual planning stage there is more emphasis on focus spaces, to reflect the pattern of work of the organization.

This design decision results in an unbalanced space where focus work is encouraged but collaborative work is less facilitated. The collaborative spaces are also enclosures which limit the accessibility.

However socializing spots are strategically planned in the circulation passage to encourage chance encounters.

(ii) Workstations ordered based on the hierarchical structure for direct flow of communication.

The workspace follows hive typology which encourages collaborative as well as autonomous work. So, within a cluster there are meeting room enclosures which are used for teamwork while the managers have individual workstations and other employees have shared work desks and are organized based on a sequence. However, since the workstations of managers are oriented towards the wall, it gives autonomy but they are not constantly visually connected with their team.

(c) Control Alternate working environments planned within each cluster.

Organizational flexibility can be reflected by alternate working environments that facilitate mobility in work while, here, there are limited types of working environments and communal spaces lack technological controls through which work can be facilitated.

are

Assigned seating and activity based working.

(d) Ergonomics (i) Evenly spread area density leads to less crowding like situations. (ii) The work area is planned on the periphery but it is devoid of day light due to enclosed shell peripheries.

(i) The work area is sparsely dense due to the even distribution of spaces along a path.

This leads to spread of high footfall areas leading to less crowding in a rectangular space. (ii) The enveloped shell and work area leads to no daylight and views from the workspace resulting into nil outside-inside connection.

Legend Implication

Collaborate

Socialize

Focus

Learn

Fig 6.3.5. Conceptual planning based on work modes to encourage focus work.

Hive

Fig.6.3.6. Flow of communication based on hierarchical structure

Fig 6.3.7. Each cluster has ancillary and breakout space.

(i)

Low

The open plan organization of work area within a confined space facilitates active interactions where the managers have face to face interactions with their team and communicate efficiently. However, constant visual connectivity with the team is hindered due to the orientation of workstations.

More elaboration on focus space complements the organizational structure which desires more autonomy but compromises on social, informal interactions which play a vital role in idea generation.

By this, it can be noted that process of work internally is efficient but at macro level it does not encourage other interactions except for formal communication.

Virtual connectivity is facilitated by technologically equipped meeting rooms however there are limited alternative working environments that facilitate agile working. This results in limited choice to the employees.

No crowding and even spread of high footfall areas leads to less disturbance positively impacting on the outputs.

(ii)

Work area

Fig 6.3.8a. Even spread of space resulting in sparse density

Moderate

Influence on Spatial performance

40 60

Den

High

Employee well being is compromised when there is no outside-inside connection.

However, here it is due to the limitations of the site conditions.

Fig 6.3.8b. No day light in enveloped work area.

171

Design Decisions

Impact in Space

(e) Orientation Spaces are planned with reference to the services block and approach due to the site conditions.

The spaces are mainly planned according to the approach and from that, based on the reception area, other spaces are planned parallel to the services. This results in parallel movement which fosters face to face interactions while not creating disturbances. Services are oriented on one end to seperate wet area and dry areas.

( I2) Impact of Circulation and connectivity on spatial performance (a) Proxemics (i) Circulation is planned such that it linearly connects all the primary spaces to ancillary spaces and breakout zones collaborative spaces to workstations.

Inflected linear circulation system connects all the major parts increasing the proximity of the otherwise spread out collaborative spaces.

(ii) The circulation path breaks the rigid geometry and runs zig zag in the central spine of the space.

Zig zag pattern of circulation connects every part of the office while marking territories amongst the physical boundaries. It also breaks the rigidity and monotony of the space.

(b) Communication : Autonomy The primary circulation passage passes on the periphery of the work area.

Tertiary passage passes from the back of workstations.

Since the primary circulation passage passes through the periphery the work area and other spaces get the desired autonomy.

While there is a bit of disturbance at micro level due to tertiary circulation passing from the back of workstations.

(b) Communication : Interaction (i) There are nodes of communication on the linear passage that encourages formal, informal and social communication through movement. (ii) Restricted visual connectivity.

Nodes of communication on the primary circulation passage helps in efficient collaboration work as well as encourages usage of ancillary spaces.

Services planned near work area leads to movement throughout the day which encourages face to face interactions and inter-communication.

Visual connectivity is restricted due to the clustered organization.

(c) Control All the meeting rooms are equipped by technological controls to facilitate tele -communicating.

There is not much flexibility in working but tele-communicating is facilitated in meeting rooms but mobility in work within the office is not much focused.

Legend Implication

Moderate

Low

Influence on Spatial performance

Cafeteria

Services

Lift block

High

Entry Fig 6.3.9. Services and approach taken as primary reference for interior planning and dry area, wet area segregated in planning.

Fig6.3.10. Linear inflected circulation pattern connects all the spaces across the space increasing proximity and breaks rigidity.

Fig 6.3.11. Autonomy positively affected through primary movement and nefatively through tertiary movement.

Breakout area Cafeteria

Services

Here, the space is optimally used and all the negative spaces are used as functional spaces. Seperation of services area from workspace and parallel orientation contribute to efficient planning of the space.

The inflected linear circulation optimally breaks the rigid geometry while increasing relative proximity of spread out areas. This also segregates areas without physical boundaries. It has a positive impact on spatial performance.

Autonomy is focused by primary passage passing through the boundaries while tertiary circulation creates disturbances by passing through the back.

The movement is planned such that active as well as passive interactions are fostered. The territories within the space restricts clear visual connectivity throughout the office while there is clear connectivity within work area.

Fig 6.3.12. Nodes of interaction spread along the path encourage interactions while spatial divisions restrict visual connectivity.

There is restricted control through technological tools as well as spaces to facilitate connectivity throughout.

173

Design Decisions (d) Ergonomics (i) Broad single primary connecting the entire space.

Impact in Space

passage

(ii) Common resources planned in the center, away from the work area.

(e) Orientation Parallel movement to the workstations as well as ancillary spaces.

Perpendicular movement to the work cluster to discourage interaction.

(i) Broad circulation passage with break out spaces along creates an interactive single passage without dividing the space in smaller segments. (ii) Movement is encouraged by distancing the common resources from the work area, it creates opportunities for chance encounters and keeps the work area away from disturbances.

By parallel movement, face-face communication fosters without distraction and due to the translucent nature of partition and parallel movement , one is visually connected to the ancillary space.

( I3) Impact of Spatial Qualities on spatial performance (a) Proxemics Enclosed spaces cuts down the relatively low volume.

The shell already has relatively low clear height and the opaque partitions and more closed areas further cut down the space making it feel densely planned. Space making elements create enclosures which creates territories. There is no spread of day light.

(b) Communication : Interaction and Autonomy The partitions have glass profile with translucent film which diffuses the interior view. The open plan organization within boundaries in work area to facilitate face to face interaction.

The partitions within the space create enclosures with translucent glass that limit the visibility. This creates clusters of spaces and limits the visual connectivity throughout the space.

The dividers in the workstation also contribute along with the confined organization to provide the required autonomy.

(c) Control Sliding folding partitions for functional flexibility and multipurpose use of space.

The flexible nature of the spatial dividers allows for overlapping of functions and multipurpose use of space.

Legend Implication

High

Moderate

Low

Influence on Spatial performance Employee well being is emphasized with increase in movement and performance is positively impacted by increase in interaction opportunities through movement.

Fig 6.3.13a. Break out pockets in circulation makes it interactive.

Fig 6.3.13b. Planning of resources to avoid crowding

Meeting room

Interactions are fostered without distractions in the parallel orientation of movement. This impacts the spatial performance positively.

Fig 6.3.14. Interactions fostered with parallel and perpendicular orientaton to movement passage..

When the volume is cut, the space feels visually dominating leading to increase in visual proximity and crowding. This adversely affects employee performance.

Fig 6.3.15. No spread of daylight and opaque planes cut down the volume making the space visually dominant

Fig 6.3.16. Enclosures compartmentalizing spaces and obstructing inter communication and visual connectivity.

Fig 6.3.17. Nature of spatial dividers for allows multipurpose use of spaces.

Transparency in visual communication is obstructed by the enclosures resulting in connectivity within individual clusters. Physical qualities of the workstation and the clustered organization contribute in increasing autonomy while compromising on interactions.

Organizational flexibility through furniture and space making elements allows future scope of expansion as well as optimization of space. It also cuts down occupancy costs.

175

Design Decisions

Impact in Space

(d) Ergonomics (i) Two employees share a 1500mm*600mm workstation. (ii) There is an even distribution of 110 sqft per person area.

Employees share comfortable personal distance with their peers which gives them individual space as well as autonomy.

110 sqft per person area is alloted including space required for recreational activities.

There is major emphasize laid on designing different types of recreational facilities rather than collaborative spaces.

(e) Orientation The work area has limited accessibility by organization in the layout based on open plan setting.

Since the circulation is planned on the periphery, the work area has limited accessibility even when the internal arrangement is like an open plan office and within the workstations face to face communication is fostered along with privacy due to the table dividers.

Summary of key findings and their significance on spatial performance Human Factors

Spatial Organization

Circulation & Connectivity

Spatial Qualities

Proxemics Autonomy Interaction Control Ergonomics Orientation Fig 6.3.20. Matrix showing intensity of impact decisions of spatial planning in this project had on parameters of human factors as a measure to quantify performance.

Legend Implication

High

Interaction

Club Transactional knowledge

110 sqft

Cell

Autonomy

Fig 6.3.18a. Area distribution based on typology of workspace

Low

Influence on Spatial performance

Den

Hive

Moderate

Desk - 1500* 600mm Fig 6.3.18b.

Comfort distance among workstation.

Fig 6.3.19.Limited access to work area and table dividers allowing the necessary privacy while fostering face to face interaction.

Employees sharing comfort space facilitates efficient working, leading to better outputs.

When more emphasize is laid on break out space, employee well being is well-catered but at the same time it discourages collaborative interactions essential for performance.

Face to face communication is fostered which is the most efficient way of communication and employees get the desired privacy resulting in better outputs.

Other factors affecting workspace performance All the factors of spatial organization and their intensity of impact on human factor as shown in Fig.6.3.20 qualitatively evaluates spatial performance of a physical space and human interactions within it. However, other design decisions observed that would also play a major role in workspace performance are: The spaces are designed such that all the negative spaces are used strategically in spite of modulated shaped spaces. Mainly these negative spaces function as break out areas and collaborative pockets. By this, there is optimized, effective use of space and the occupancy rates are low. Space is also optimally used when most of the spaces are oriented along edges and there is less space alloted for circulation. This increases effectiveness of the space and reflects on workspace performance.

Here, there is also a clear differentiation of public, semipublic and private areas. The services and common passage connecting the services with the external passage is screened such that the privacy of work area is maintained. This lets the space integrate multiple functions while ensuring the work environment is supported well.

177

6.2 Inferences - Impact of Spatial organization on human factors Human Factors

Observations Office 1

Office 2

Office 3

(i) Proxemics

Fig 6.1.1 Fig 6.1.2 Fig 6.1.3

Fig 6.2.1 Fig 6.2.2 Fig 6.2.3 Fig 6.2.4

Fig 6.3.1 Fig 6.3.2 Fig 6.3.3

(ii) Autonomy

Fig 6.1.4

Fig 6.2.5

Fig 6.3.4

(iii) Interaction

Fig 6.1.5 Fig 6.1.6

Fig 6.2.6 Fig 6.2.7

Fig 6.3.5 Fig 6.3.6

(iv) Control

Fig 6.1.7

Fig 6.2.8

Fig 6.3.7

(v) Ergonomics

Fig 6.1.8a

Fig 6.2.9a

Fig 6.3.8a

Fig 6.1.8b

Fig 6.2.9b

Fig 6.3.8b

Legend -

High

Moderate

Low

Discussion- Comparative study Impact on Spatial performance The space highly facilitates flow of communication and creates interaction opportunities in Office 1 and 2 resulting in high spatial performance. Here, ancillary spaces of different formalities are enveloped around the work area or centrally planned leading to intimate proximity which plays a vital role in encouraging collaboration, increasing face to face interaction and usability. An open plan space leads to clear visual connectivity resulting in active inter-communication.

While in Office 3 linearly distributed spaces decreases proximity, discourages interactions while dividing the spaces into clusters and limiting inter-communication.

Theoretically, linear arrangement helps in focus work, since it keeps people apart.

Which is the intention behind layouts in Office 1 and 2. However open plan allows accessibility from all ends. This hinders processing of focus work by visual and acoustic disturbances.

In Office 3 the accessibility of the area is limited and linear internal arrangement facilitates focus work. Autonomy involves working across ideas which plays a vital role in performance.

Office 1 and 2 result in high spatial performance through communication since at macro level, there are various types of ancillary and breakout areas planned strategically such that they have direct access from work area which encourages usability and open space allows chance encounters by movement and face to face interactions. At mezzo level, the internal arrangement is ordered such that there is efficient flow of communication based on hierarchy.

Office 3 facilitates internal communication flow but has limited accessibility to enclosed collaborative spaces and solid divisions which hinders interactions.

Alternate working environments and technological tools along with assigned and unassigned seating play a vital role in facilitating flexibility and mobility in work. This reflects the control employees can have over their work environment facilitated by the physical space and technological advances.

Based on that, Office 1 and 2 are well equipped and planned to give employees the desired choice of working. While in office 3 mobility and flexibility in work is not much encouraged due to limited alternate work areas and technological tools’ connectivity.

Dense planned spaces and crowding leads to distractions and visually congested spaces with loss in autonomy. As reflected from Office 1 and 2 it inversely impacts employee performance. While in Office 3, even distribution of heavy footfall areas leads to no crowding and gives required autonomy resulting in a better performing space.

As observed from Office 1 and 3, when work area is enveloped from all sides, it cuts down the outside-inside connection and natural light inversely affecting employee well being. While in Office 2 glazing from all 3 sides allows wide spread of daylight which makes the space feel visually lighter and sparse.

179

Human Factors (vi) Orientation

Observations Office 1 Fig 6.1.9

Office 2 Fig 6.2.10

Office 3 Fig 6.3.9

Inferences - Impact of Circulation and Connectivity on human factors (i) Proxemics

Fig 6.1.10a Fig 6.1.10b

Fig 6.2.11a Fig 6.2.11b

Fig 6.3.10a Fig 6.3.10b

(ii) Autonomy

Fig 6.1.11

Fig 6.2.12

Fig 6.3.11

(iii) Interaction

Fig 6.1.12

Fig 6.2.13

Fig 6.3.12

Fig 6.1.13a

Fig 6.2.14a

Fig 6.3.13a

Fig 6.1.13b

Fig 6.2.14b

Fig 6.3.13b

(iv) Control

(v) Ergonomics

Legend -

High

Moderate

Low

Discussion- Comparative study Impact on Spatial performance Parallel movement leads to optimization of space and no distractions while fostering face to face interactions. Ordered flow of spaces from public to private distinguishes and gives the required autonomy. This positively influences the process of work leading to high spatial performance through orientation in Office 2 and 3. In Office 1, there is parallel movement and work area is oriented towards glazing while solid partition obstructs the views and daylight.

Loop circulation, as observed in Office 1 and 2 which have rectangular floor plate, connects all ancillary spaces and breakout space in the primary circulation which increases the proximity and usability of space. They also create territories with movement. Hence, there are no physical boundaries which cut down the space.

Office 3 has longitudinal rectangular floor plate hence, inflected linear circulation plays a vital role in connecting and increasing proximity of spaces Hence proxemics is highly addressed through movement, positively impacting spatial performance by creating interaction opportunities.

In Office 1 and 2, since the primary circulation passage either overlaps the work area or the perpendicularly oriented work area overlooks the primary passage both lead to disturbances through movement resulting in low autonomy and inversely affecting spatial performance as autonomy plays a vital role in better outputs.

While in Office 3 the circulation is planned on the periphery which gives autonomy but tertiary flow internally hinders complete autonomy.

The space highly facilitates interaction in Office 1 and 2 with clear visual connectivity that encourages active as well as passive interactions and strategically planning frequently used services such that the passage passing through the work area creates face to face interaction opportunities. And loop circulation connects all nodes of interaction creating a highly efficient collaborative environment.

Office 3 moderately facilitates interaction since visual connectivity is restricted by clustered divisions while, nodes of interactions are connected by movement.

In Office 1 and 2, the space is designed such that employees can have control of their work environment facilitated by wireless communication through unassigned seating, hot-desking and agile working. While in Office 3 there is limited connectivity in resources leading to restricted control.

In Office 1 and 2, employee experience and well-being are moderately facilitated by space through application of ergonomics. It can be reflected by design decisions where even distribution of heavy footfall spaces by function to avoid crowding and encouraging movement by planning common resources away from work area.

Crowding happens when functions are accommodated in the space and circulation passage is narrow which overlooks ergonomic standards In Office 3, space positively influences application of ergonomics by integrating socializing space within the primary circulation creating interaction opportunities and movement is encouraged by planning which reflects on employee well being.

181

Human Factors (vi) Orientation

Observations Office 1 Fig 6.1.14

Office 2 Fig 6.2.15

Office 3 Fig 6.3.14

Inferences - Impact of Physical qualities of space on human factors (i) Proxemics

(ii) Autonomy

Fig 6.1.15a

Fig 6.2.16a

Fig 6.1.15b

Fig 6.2.16b

Fig 6.3.15

Fig 6.1.16

Fig 6.2.17

Fig 6.3.16

(iv) Control

Fig 6.1.17

Fig 6.2.18

Fig 6.3.17

(v) Ergonomics

Fig 6.1.18

Fig 6.2.19

Fig 6.2.18

(vi) Orientation

Fig 6.1.19

Fig 6.2.20

Fig 6.3.19

(iii) Interaction

Legend -

High

Moderate

Low

Discussion- Comparative study Impact on Spatial performance The space highly facilitates process of work with respect to orientation of circulation in all the three offices by parallel movement and nature of spatial dividers which gives the required autonomy as well as allows visual connectivity and active as well as passive interactions. When the circulation passages are planned on the periphery, it not only optimizes the usage of space but allows daylight to spread in and gives a change in environment reflecting on spatial performance.

The volumetric experience in space plays a vital role in the employee experience.

Hence, here, in Office 2 the space positively impacts performance, since the shell is well lit with natural light and because of minimum divisions, the densely planned arrangement feels visually open bringing in porosity.

Office 1 moderately impacts performance since the relatively low volume is cut down by an addition of mezzanine floor and minimal day light which makes the space dominant.

While Office 3 negatively affects performance. There are multiple divisions and enclosure with no day light making the space feel intimate and congested.

The space facilitates interaction and autonomy by physical qualities through nature of spatial dividers, language of workstation and organization at micro level. Here, autonomy is highly facilitated in Office 3 since there are confined work areas and table dividers that foster face to face interactions while providing the desired autonomy.

Open plan offices like Office 1 and 2 allows visual as well as cross communication throughout the space facilitating high interactions but it inversely affects the desired autonomy.

The organizational flexibility at micro level is reflected by the system of spatial elements which optimize the use of space as well as allows future expansion. This can be reflected highly in Office 1 and 2. However due to the rigid structure of Office 3, it is moderately visible.

Employee experience plays a vital role in increasing their performance hence, at micro level in Office 2 and 3 employees share personal space when analyzed through distance zones which is a comfort space for working. Hence here, the space highly supports working. While in Office 1 since they share intimate distances, it leads to discomfort based on age, gender and culture, affecting performance.

The orientation highly supports process of work in Office 3 since due to the seating arrangement active interactions are encouraged while table dividers also caters to the desired autonomy positively influencing efficient processing of focus work.

While in Office 1 and 2, shared workstations facilitate active interactions and low autonomy. It inversely affects the performance and distractions like glare on the screen due to orientation, add on to it.

183

Summary Spatial Performance

Through the above inferences, it can be observed that space is used as a medium to facilitate flow of communication, reflect organizational values and impact employee well being. Factors of spatial planning and human factors cohesively contribute in improving spatial performance.

From the case studies, it was observed that spatial organization through typology, work modes, organizational structure and circulation through movement facilitates the process of work by planning of spaces such that it encourages or discourages interactions and builds connections based on the organizational structure.

While, employee wellbeing and employee experience also play a vital role as an aspect in spatial performance. This is reflected from the physical qualities of space and its influence on human factors. It supports spatial performance by addressing employee well being and other social and experiential factors that influence performance.

In the projects discussed, Office 2 which is an IT software company results in high spatial performance when analyzed through the conceptual framework derived in Chapter 3.3.

In that space, the process of work is facilitated efficiently by planning of ancillary spaces in the nearest proximity while avoiding physical territoriality and crowding. Here, the planning of ancillary space’s cluster as a central spine not only increases the usability but also facilitates control over work environment by giving choice and fosters passive as well as active communication and casual interactions .Fig. 6.2.1 to 6.2.20 elaborates on ways in which interaction is encouraged or discouraged. It structures the loop circulation as well as divides the space into two parts distributing the spatial density evenly on both sides. The flexibility and mobility in space is enhanced by every space being equipped with technological tools.

The planning, orientation and physical characteristics of work area create a collaborative environment. This draws parallels to the organization’s ideology. It also shows how autonomy in an open plan is achieved, where orientation, ancillary spaces and their accessibility are essential aspects.

In all the three projects, it is observed that along with the space’s ability to encourage interactions by planning and movement, optimization of spaces also play a crucial role in increasing spatial performance. Optimization of space by planning, brings down the occupancy rates, increasing effectiveness in space.

The concept of assigned and unassigned seating followed by an organization also determines the degree of mobility of work and control employees have over their work environment. In assigned seating, the ancillary spaces are mainly used for collaborative tasks and team work. Whereas, unassigned seating facilitates mobility of work, employee flexibility and also gives the freedom of choice to choose the desired work setting.

These factors have a vital impact on communication and interactions encouraged in space.

Through the comparative analysis, it was observed that there are certain factors of spatial planning which are situational and their impact on human factors is influenced by multiple conditions. Amongst the various situational decisions, few are identified as • Conceptually the spaces might be planned under specific work modes but, their organization, orientation and nature dominates it typology of workspace which might not be aligned with the conceptual stand.

• No physical barriers, clear visual connectivity reflects transparency in communication but it also compromises the autonomy in space. It also depends on the arrangement and orientation in a barrier free space to ease face to face interaction.

• The experience of spatial density is not only dependent on planning and area distribution but also physical environmental conditions which influence the perception of space.

• Outside inside connection plays a vital role in enhancing employee wellbeing, but it also depends on the location of work area from the periphery, orientation and the transparency.

• Mobility of work is not only dependent on types of alternative work areas but also the strength of technological connectivity.

Even though all the three offices follow different hierarchical structures and have different organizational values to reflect, there are certain constant factors that influence spatial performance are observed. When studied through the lens of spatial planning, 185

(Conclusion Part 1) Certain spatial planning factors and their correlation with human factors are constant in all offices irrespective of the hierarchical structure and organizational values. They are listed as follows : • Every office, even when its an open plan space, it requires focus spaces- autonomy of varying degrees to process individual work. (Fig. 6.2.1)

Fig 6.2.1(a).

• Socio fugal layout, linear arrangement play a key role in discouraging interactions. While socio petal layout, centralized, clustered organization encourage interactions.

(Fig. 6.2.2a,b) • Alternate working environments and the context of their nearest proximity, accessibility and nature of space play a vital role in facilitating Collaborative Communication. (Fig. 6.2.3)

Fig 6.2.1(c).

Fig 6.2.1(b).

Fig 6.2.1(a,b,c).

Represent different conditions of autonomy (a)- Linear arrangement discourages interaction. (b)-Perpendicular orientation with limited access give highest degree of autonomy. (c)- Table divider give autonomy within shared desks.

• Nodes of interactions are essential to be planned in the primary circulation passage to encourage formal, informal and social interactions as well as increase usability and proximity. (Fig. 6.2.4) • Even distribution of heavy footfall areas or planning them along a periphery reduces crowding. (Fig. 6.2.5)

Fig 6.2.2(a).

• Parallel movement leads to face to face interactions and less distractions. (Fig. 6.2.6) • Planning spaces at a distance from glazing allows larger spread of day light in the space by not blocking it with spatial elements. (Fig. 6.2.7) • Distance zones shared between employees play a vital role in comfort and employee experience.

Preferably there should be personal distance shared between the two. (Fig. 6.2.8) • Volumetric experience, closed-open spaces within it and spread of day light highly influence space dominance, visual proximity, crowding and work spirit which relates to psychological aspect of human behaviour and reflects on employee performance. (Fig. 6.2.9) The office productivity can only increase when employees collectively perform well. And where space acts as a medium for increasing performance by spatial organization and circulation facilitating communication and spatial qualities supporting the process of wor. When face to face, direct as well as collaborative interactions are encouraged along with desired autonomy for focus work, the process of work and flow communication is efficiently facilitated leading to better outputs and work performance.

Fig 6.2.2(b).

Fig 6.2.2(a).

Socio fugal planning that discourages interaction.

Fig 6.2.2(b).

Socio petal planning that encourages interaction.

1.

2.

3.

Fig 6.2.3 Most(2) to lowest(3) accessibility of ancillary spaces based on their orientation.

Fig 6.2.4 Nodes of interaction along the most used primary circulation path foster interactions.

Fig 6.2.5 Even or concentrated distribution of heavy footfall areas lead to less crowding.

Fig 6.2.6 Parallel movement leading to less distraction and face to face interactions.

1.

2.

Fig 6.2.7 Offsetting the spatial elements from the glazing allows wider spread of daylight.

Fig 6.2.9a Clear visual connectivity leading to openness

Fig 6.2.8 The second condition is considered favorable where comfort distance is shared.

Fig 6.2.9b Solid spatial dividers leading to congestion.

187

Bangalore. (2018). Retrieved from https://www.mmoser.com/en/work/accenture-bangalore

07 Discussion 7.1

Conclusion

7.2

Future scope of research Bibliography List of Figures Appendix Glossary of terms Review feedback

The conclusion focuses on identifying aspects having significant influence on spatial performance and which support innovation. They are then categorized into spatial variables to tweak the framework such that it can be used in design process along with post-occupancy analysis. It future discusses the future scope of the study as parameters which can be used at micro level in the generative design process to generate various layouts which emphasis on performance.

189

7.1 Conclusion In the midst of global competition and increasingly dynamic and uncertain business developments, offices are constantly evolving and restructuring the physical environment in which the employees work inorder to achieve better outputs and increase productivity. However, the question prevails that how should the spatial environment be planned and designed such that the space supports flow of communication and increases the efficiency of work.

Amongst the wide range of abstract as well as physical aspects, that govern performance, in this thesis spatial performance is studied through aspects of spatial planning by the post-occupancy analysis of three projects varying in organizational structure and work patterns.

A hypothetical theoretical framework devised to understand the spatial performance by corresponding factors of spatial planning and parameters of human factors, forms the measure of quantifying and qualitatively understanding spatial performance in all the case studies.

The key findings from case study analysis validates the conceptual framework, and helps in understanding spatial performance since it correlates factors of spatial organization, circulation and connectivity and physical qualities of space with parameters of proxemics, ergonomics, control and communication and orientation which reflects the work relationships, organizational structure, environmental factors impacting employees as well as the flow of communication.

However, in the process of understanding spatial performance, it is recognized that this becomes one facet of spatial performance. The ability of the space to foster and facilitate creativity and innovation is equally essential for productivity.

So, this along with the correlation of factors of spatial planning with human factors gives a holistic approach of qualitatively understanding spatial performance.

There are certain constant parameters and design decisions of spatial planning which are observed in all work types and play a significant role in increasing spatial performance. When they are clubbed along with the factors that play a significant role in facilitating creativity and innovation, it results in a framework which supports the process of planning office spaces to increase performance. These post-occupancy findings then help in the design process for better productivity.

Efficient Processing of work

Fosters creativity, innovation

Spatial Performance

7.1.1 Aspects of Spatial planning supporting innovation and governing Spatial Performance Creativity and innovation being another facet of spatial performance, the aspects of space supporting it are identified along with identifying spatial planning based design decisions and considerations through case studies which have a significant impact on spatial performance and have been observed to be constant in all office types.

It is well said that, “The human mind does not operate in a vacuum. It is constantly scanning its surroundings, scouring it for clues and using the data to select an ideal mental approach. Where we are affects the way we think” (Friedman,2015).

Hence, to holistically understand spatial performance variables are identified as a result of inferences which can be included in the conceptual framework for using it in the design process, the aspects of spatial planning governing spatial performance and parameters supporting creativity and innovation in space which in turn reflect on the spatial performance are categorized under the following spatial variables. These are then further integrated in the framework which sets parameters and considerations to reflect in the design process of planning high performance spaces.

• Incorporation of more “We” spaces help in creating interaction opportunities while “I” spaces help in concentrated working. The ideal physical space is considered to be the one that creates a balanced space distribution of I and We spaces and lets people engage with uninterrupted focus work while encouraging socializing in abundance.

Collaboration Integration of collaborative environment

• There is a shift towards den typology of workspace which is highly interactive and highly autonomous. It results in high performance since that organization lets employees have control over their work environment by choosing from varied collaborative settings as well as facilitates required autonomy for efficient processing of work.

• Creativity and innovation thrive on serendipitous encounters and that can be facilitated well, mainly in a collaborative environment.

• Creativity is more a product of team work. Hence, a team based environment equipped with technological controls that facilitates intersection of people is essential in spatial planning.

Visual Co-presence Connectivity

• Face to face interactions are the key to efficient communication.

Easy accessibility, primary circulation flow passing through the work area, open plan arrangement, clear visual connectivity and visual co-presence result in a highly connected workplace directly infusing face to face interactions.

191

Accessibility Employee Engagement Collaboration

• Planning of formal, informal and social meeting spaces in the nearest proximity to the work area such that they are easily accessible allows flexibility in work environment and facilitates intra, inter-team collaboration and group cohesiveness leading to efficient interactions.

• If the communication touch points are integrated along with the primary movement, it fosters interactions.

• Brainstorming leads to critical ideas, hence ancillary spots in the workplace which are accessible as well as low on acoustic disturbances are essential in planning.

• Alternate working environment and communal spaces are out most important to foster casual interactions and give flexibility and choice in work environments. They play a major role in building work relationships.

Employee Engagement

• Employee engagement plays a vital role in performance and that can be done through organization of the space that provides opportunities to experience autonomy, competence and relatedness on a daily basis.

• Offering, appealing indoor and outdoor gathering spaces for employees becomes a vital organizational touch points.

It fosters employee relationships, creates networking opportunities apart from work and sparks creative interactions.

• Casual, informal interactions and inter communication lead to more exchange of ideas. Hence, segregated planning of functions infuse more interactions since it encourages movement.

Job Autonomy Orientation

Orientation

• Circulation flow should be planned and oriented such that it loops all the interaction nodes as well as envelopes the work area while giving autonomy.

• Hot-desking and other mobile work environments are cost effective but reduces autonomy inversely effecting individual processing of work.

• Layout of furniture within a space represents the nature of the space, socio petal planning of spaces at macro level and socio fugal arrangement of workstations at micro level, help creating a balanced workspace since interaction is encouraged through planning while individual spaces get the required autonomy.

• Arrangement of furniture in a layout also communicates the type of interaction expected. Inclined, angular arrangement leads to shifting of focus and expressing uniqueness, being distinct.

Spatial Organization

Circulation &Connectivity

Spatial Qualities

• Ordering spaces based on work relationships directs efficient flow of communication.

Reflection of Organizational Values

• Making mistakes and improving on them increases scope of innovation. Hence when the company has an approach mindset, employees feel free to try out new things which might result into new ideas.

• When the interior environment informs about organizational values, it keeps the employees bounded by that vision and an align their thinking process according to it.

Spatial Density

• Spatial density plays a vital role. When the space is highly concentrated, it leads to unrest, congestion and crowding.

• There should be personal space (distance zone) shared between two employees in the work area as a comfort distance and favorable work condition.

Employee Experience

• Control over work environment and flexibility to choose from multiple settings leads to heightened sense of personal control which reduces stress and improves confidence.

• Volume of a space impacts in supporting creativity. In an high ceiling area, one feels less constrained and relatively free which influences the mode of thinking. They process environments more openly, making them better at relating ideas to one another.

• Moderate background acoustic disturbances lead to slight distraction but it helps in processing ideas abstractly (Friedman,2015)

Orientation Employee Experience

• The seating arrangement in the work area should not be such that the backs are left exposed. This leads to a feeling of insecurity and uncertainty.

• Orientation of spaces towards the glazing such that there is enough spread of daylight in the work area and outsideinside connection positively impacts employee experience.

Spatial Density Visual Co-presence Employee experience

• Spatial divisions, their physical nature and heights of spatial dividers dominate the visual connectivity within the space as well as the volumetric experience.

Colour Psychology

• Colors effect thinking and processing, more use of provoking colors stimulate negative signs and makes the users more sensitive towards failure.

Nature

• It results in efficient and positive work when employees are exposed to nature, views and sunlight. Natural settings also play a part in lowering the stress levels.

Integration of nature, outside-inside connect.

(Conclusion Part 2)

193

7.1.2 Aspects of spatial planning governing workspace performance • • • • •

Centralized organization Linear organization Radial organization Grid organization Clustered organization

• • • •

Hive - Individual work Cell - Concentrated work Den - Group work Club - Transactional knowledge

• • • •

Focus space (Cell) Collaborate (Den, Club) Learn (Hive, Den, Club) Socialize (Den)

• • • • •

Face to face interaction Volumetric Interrelations Outside - Inside Visual connection Hierarchy based

• Networking, Appliances • Workspace proximity to services • Breakout zones • Multipurpose rooms

• Natural light • Artificial light study on qualitative basis • Orientation based on planning & at micro level • Materials & Finishes, nature of space making elements • Colours, materials, textures of the space.

Communication

P

Principles

Hierarchy

Spatial Organization

Typology

Factors of Spatial plannin Factors Physical

Virtual

Connectivity Circulation

Services

Light

Orientation

Spatial elements

Acoustics

Physical Qualities

This framework is a r of understanding spa spatial planning tha plays a vital role in em the initially interpret organization and hum order to use this fram post occupancy ana variables are added reflect in space to facilitates communi and innovative wor

Workspace Performance

ng

Office productivity

Proxemics

• Adjacency & Proximity • Socio petal & Socio fugal space • Crowding • Territoriality

Ergonomics

• Distance zones • Employee well-being • Orientation

Human Factors

Control: Technologically Driven • Mobility • Flexibility • Choice

Parameters

Control & Communication

Spatial Variables

result of an attempt to create a basis atial performance through aspects of at affects various human factors and mployee engagement. Post correlating ted relationship between the spatial man factors through case studies, in mework in the design process along with alysis of spatial performance, spatial d which can be prime parameters to create a workplace that efficiently ication and is conductive to creative rk.

Communication • Ways of fostering Faceface communication.

• Nodes of interaction • Job Autonomy • Communication patterns • • • • • • • • • • • •

Employee Engagement Collaboration Visual co-presence Color psychology Spatial density Volumetric experience Integration of nature Reflection of organizational values.

Visual Connectivity Accessibility Employee Experience Orientation

195

Spatial variables dominate design process since they structure the way people function in a space, experience and other social factors that affect occupant’s work processing in a work environment.

Spatial organizational factors are planned such that their influence on human factors help in achieving qualities of spatial variables. However, the spatial variables identified here are based on the observations from post occupancy analysis. These had significant impact on spatial performance. They can vary based on organizational structure and work type.

The framework derived in 7.1.2 forms the methodology and basis to evaluate and design a space such that it results in high spatial performance, where optimization of space, communication flow/ pattern, encouraging face to face interactions forms the driving force for performance through planning.

The factors of framework can also generate multiple layouts through generative design by forming parameters. The common factors identified would form clauses to understand the impact of spatial organization on human factors. Multiple layouts can be generated with confluence of spatial variables and technical variables as parameters and performance as the evaluating criteria. However, this just forms one facet in the approach of generative design. But there can be various such parameters identified to holistically evaluate and generate layouts.

Spatial Variables

• • • • • •

•

Technical • Variables • • • •

Spatial Organization

Circulation Connectivity

Collaboration Accessibility- planning.

Employee Engagement (work environments) Job Autonomy Orientation - Spatial configurations.

Proximity

• • •

Spatial Organization

Circulation Connectivity

Work Modes, Typology of workspaces.

Proportion of shared spaces v/s “I” spaces.

Adjacency preference Occupancy capacity Distance zones Ergonomic standards

• •

•

• • •

Visual Co-presence Visual Connectivity Accessibility by movement.

Autonomy through orientation and movement.

Proximity Active-Passive interactions.

Strength of technological connectivity.

Mobility Territoriality

Spatial Qualities • • • • • • •

Organizational values Spatial density Employee engagement Employee experience Contextual orientation.

Ambience- color psychology Integration of nature Spatial Qualities

• • • • •

Outside-inside connection Spread of daylight.

Interior temperature control Acoustic levels HVAC, Lightning, server services.

Spatial variables are influenced by multiple social factors while, technical variables have theoretical standardized basis as measures. These are categorized under factors of spatial planning, which can be used as parameters based on work types.

7.2 Future Scope of research This research identifies three approaches to understand the spatial performance: methodology of post occupancy analysis, framework to help in design process and variables of spatial planning which form parameters in generative design.

The future scope of this research focuses on defining further constraints and identifying parameters for generating layouts through generative design by computational processes and selecting the best possible option for high performance in office. This results in co-design between humans and computers as well as merges space and technology.

Since optimization of space, occupancy, possibility of face to face interactions and efficient communication flow are prime measures of spatial performance to facilitate the process of work, they form the primary constraints to evaluate layouts. Technical variables set constraints of spaces based on the work type and organizational needs. The spatial variables and social factors are used as parameters to evolve the layouts.

The aspects identified in this research are at micro level.

However, there can be further technical parameters of systems identified which can be applied in the model of performance and it can be scaled up to include parameters like societal impacts, culture, adaptations to understand the impact of layout at macro level.

Generate Set constraints for evaluation: - Optimization of space.

- Face to face communication -Occupancy -Communication patterns Theoretical study

Evaluate

Spatial Variables

Technical Variables

Evolve Various design layout options based on quantification of performance with varying correlations of input variables.

Conclusion Part2

Explore Evaluation based on aspects identified as emergence and effects of factors of spatial planning on concepts of human factors having significant impact on space performance.

Experience The role of a designer is primary here to reflect social, human aspects, evaluate and create spatial experiences.

Conclusion Part1

The process of generative design followed which forms a standardized model consisting of micro level parameters to macro level impacts through which layouts can be evolved based on performance.

This method gives a data informed trade-off and an objective oriented approach by eliminating intuitive linear design decisions. However, the human experiences and social factors are overlooked.

Effective Workplace planning and design is an important strategic asset of an office, where technology can facilitate the process and most efficient layouts can be evolved from computational processes, but it cannot overcome the potential of creating spatial experiences and space which lies in the strength of a designer.

197

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List of Figures Chapter 1 Fig.1.1.1

By Author

Fig.1.1.2

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Fig.1.1.3

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Fig.1.1.4a

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Fig.1.1.4b

“Kipudin.” Kipudin, 2017, Retrieved from http://kipudin.com/attractive_3d-furniture-design.

Fig.1.1.5

“Office space layout” gjcleverly.com, 2018, Retrieved from https://www.estel.com/ideas/officedesign-space/eight-kinds-of-space-your-office-needs- for-activity-based-working/.

1.1.6-1.1.11 By Author Fig.1.2.1

By Author Fig.1.2.2

Gou, Zhonghua. Quickboner Team Relationship Diagram, 1968. Researchgate, Sept. 2016, Retrieved from https://www.researchgate.net/publication/307136932_Workplace_Design_ Revolution_Inside-Out_Urbanism.

Fig.1.3.1

By Author

1.4.1 - 1.4.2 By Author 1.5.1 - 1.5.7 By Author

Chapter 2 Fig.2.2.1

By Author

Fig.2.2.1 Fig.2.2.4

By Author

Fig.2.2.5

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Fig.2.2.6

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Fig.2.2.7

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Fig.2.2.8

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Fig.2.2.9 Fig.2.2.11

By Author

Fig.2.2.12

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Fig.2.2.13

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Fig.2.2.14

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Fig.2.2.15a

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Fig.2.2.15b

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Fig.2.3.1 Fig.2.3.2

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Fig.2.3.3

By Author

Fig.2.3.4

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Fig.2.3.5

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Fig.2.3.6

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Fig.2.3.7

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Fig.2.3.8

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Fig.2.3.9

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Fig.2.3.10

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Chapter 3 Fig.3.1.1

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Fig.3.1.2

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Fig.3.1.3

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Fig.3.1.4

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Fig.3.1.5

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Fig.3.1.6

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Fig.3.1.7

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Fig.3.1.8

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Fig.3.1.9

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Fig.3.1.10

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Fig.3.1.11

Sanidad, J. (2017). Thornton Tomasetti Offices/Gensler. Retrieved from https:// officesnapshots.com/2017/12/18/thornton-tomasetti-offices-fort-lauderdale/

Fig.3.1.12

Gamo, R. (2017). Hyatt global headquaters/ Gensler. Retrieved from https://www.archdaily. com/915271/hyatt-global-headquarters-gensler

Fig.3.2.1

Rugge, A. (2018). McCarter and english office/WashingtonDC. Retrieved from https:// officesnapshots.com/2019/11/19/mccarter-english-offices-washington-dc/

Fig.3.2.2

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Fig.3.2.3

Laignel, E. (2016). Interactive passage. Retrieved from https://www.archdaily.com/806814/ hbo-seattle-workspace-rapt-studio?ad_source=search&ad_medium=search_result_all

Fig.3.2.4

Rugge, A. (2018). McCarter and english office/WashingtonDC/Booths. Retrieved from https:// officesnapshots.com/2019/11/19/mccarter-english-offices-washington-dc/

Fig.3.2.5

Sanidad, J. (2017). Uber-Emea headquaters/Amsterdam. Retrieved from https:// officesnapshots.com/2018/06/18/uber-emea-headquarters-amsterdam/

Fig.3.2.6

Guo, K. J. (2018). AirBnB Environments/Gurgaon. Retrieved from https://officesnapshots. com/2018/08/08/airbnb-offices-gurgaon/

Fig.3.2.7

Keen, J. (2018). Cbre offices. Retrieved from https://officesnapshots.com/2020/01/29/cbreoffices-southfield/

Fig.3.2.8

Williams, T. (2019). Global speciality financial company/San diego. Retrieved from https:// officesnapshots.com/2020/04/14/confidential-financial-company-offices-san-diego/

Fig.3.2.9

Rugge, A. (2018). McCarter and english office/WashingtonDC. Retrieved from https:// officesnapshots.com/2019/11/19/mccarter-english-offices-washington-dc/

Fig.3.2.10

Jetel, J. J. (2017). Abn Amro Clearing Offices – Chicago. Retrieved from https:// officesnapshots.com/2018/03/13/abn-amro-clearing-offices-chicago/

Fig.3.2.11

Plitt, T. (2018). David Johnes offices. Retrieved from https://officesnapshots.com/2019/01/16/ david-jones-and-country-road-group-offices-melbourne/

Fig.3.2.12

Maine, B. D. (2016). DropBox/Sydney office. Retrieved from http://collectivehub. com/2016/10/dropboxs-new-sydney-office-is-worth-leaving-your-job-for/

Fig.3.2.13

Horner, J. (2018). Microsoft England research and development. Retrieved from https://www. archdaily.com/916492/microsoft-new-england-research-and-development-center-sasaki?ad_ source=search&ad_medium=search_result_projects

Fig.3.2.14

Mason, H. (2016). Google office Cambridge. Retrieved from https://officesnapshots. com/2016/09/12/google-offices-cambridge/

Fig.3.2.15

Hagopean, E. (2017). Adobe headquaters rennovation/Gensler. Retrieved from https://www. archdaily.com/889925/adobe-headquarters-renovation-gensler

Chapter 4 Fig. 4.1.1

By Author

Chapter 5 * All the diagrams and charts in the case studies done by the author

* All the drawings of case study 1 retrieved from published project AICL Communication on www.archdaily.com Drawings

Tapia, D. (2020, January 22). AICL Mumbai Workplace Interiors / SAV Architecture Design.

Retrieved from https://www.archdaily.com/932340/aicl-mumbai-workplace-interiors-savarchitecture-plus-design?ad_source=search&ad_medium=search_result_projects AICL Mumbai Workplace Interiors. (n.d.). Retrieved from http://www.studioamitavikrant.com/ portfolio-item/aicl-mumbai-workplace-interiors/

Fig.5.1.1, 5.1.17, 5.1.19, 5.1.20, 5.1.25, 5.1.30, 5.1.31, 5.1.40 - 5.1.45, 5.1.48, 5.1.49 : AICL Mumbai Workplace Interiors. (n.d.). Retrieved from http://www.studioamitavikrant.com/portfolio-item/aiclmumbai-workplace-interiors/ Fig.5.1.50, 5.1.54 - 5.1.56, 5.1.61 - 5.1.64 : Office Tour: AICL Communications Offices – Mumbai.

(2020, January 6). Retrieved from https://officesnapshots.com/2020/01/06/aicl-communications-officesmumbai/ Fig.5.1.65a : Clicked by the author * All the data of Case study 2 (5.2) are sourced from Space matrix, India. pvt.ltd. * All the diagrams, illustrations are drawn by the author Fig.5.2.1, Fig.5.2.2 : By Author Fig.5.2.14, 5.2.15, 5.2.19, 5.2.22, 5.2.32- 5.2.39 : Office Tour: BrowserStack Offices – Mumbai.

(2019, November 4). Retrieved from https://officesnapshots.com/2019/11/04/browserstack-offices-mumbai/ Fig.5.2.42, 5.2.46- 5.2.49: Browserstack office at Mumbai by Space Matrix. (n.d.). Retrieved from https:// www.commercialdesignindia.com/projects/5024-browserstack-office-at-mumbai-by-space-matrix * All the data of Case study 3 (5.3) are sourced from Space matrix, India. pvt.ltd. * All the diagrams, illustrations are drawn by the author Fig.5.3.11, 5.3.15, 5.3.24, 5.3.33(Representational image): Project – by Services – Interiors. (n.d.). Retrieved from https://www.kgd-architecture.com/project-by-services-interiors/ Fig.5.3.19: Clicked by Author Fig.5.3.36 (Representational image): Williamson, C. (2019). Retrieved from https://design-milk. com/m-moser-associates-designs-a-new-headquarters-for-titan-bangalore/

Chapter 6 Fig.6.1.1 Fig.6.1.20

By Author

Fig.6.2.1 Fig.6.2.21

By Author

Fig.6.3.1 Fig.6.3.20

By Author

Chapter 7 All the matrix and tables drawn by the author

203

Appendix Questionnaire for the designer 1. Is there any theory used for spatial planning of an office ?

2. Are there any parameters followed in design spatial planning process for increasing productivity ?

3. With your experience, which are the factors of physical setting that influence communication in a work environment ?

4. In modern offices, what role does organizational hierarchy play in planning?

5. How do you decide on the collab v/s focus space ratio based on office type ?

6. How has technological changes, changed the way interaction takes place ?

7. Do ancillary spaces encourage interaction ?

8. What all aspects are considered while planning efficient workspaces ?

9. How is ergonomics interpreted in an office ? How much per sqft area is alloted?

10. Is there a certain pattern of hierarchy followed based on organizational type ?

11. How are activities oriented in a shell? With what reference ?

12. What impact do circulation zones have in workspace and under which considerations are they planned?

Questionnaire for the HR 1. Does HR have a say in the planning stage of a design process for increasing workspace performance ?

2. What is the role of space in workspace performance by location of work, type of work and proximity ?

3. How are special needs considered in an office ?

4. How is the discipline maintained when socially and culturally employees are not used to open plan offices and flexibility in work modes ?

5. On an average how many hours do employees spend at their desk ?

6. Is the given area dedicated to collaborative spaces and breakout zones used by the employees ?

Interaction with Shivani Gour, Studio director, Gensler, Bangalore 1. Is there any theory used for spatial planning of an office ?

• There are no specific theories followed but every project has a framework through with its approached.

• The first stage involves understanding the brand and the employees by interviews, group workshops(interaction between the designer and the employees as well as management), Interviews with the leadership and through observations of working patterns and usage criteria.

• The second stage is where the designer comes up with a design strategy that reflects organizational values, contextual understanding, nature of work and business perspective which are a result of findings of stage 1.

• The last stage of conceptual base for space planning is deriving a program which acts as a framework for spatial planning. It aligns the leadership theories and employee demands. Based on this the collab v/s focus ratio is derived.

2. Are there any parameters followed in design spatial planning process for increasing productivity ?

• There are no specific parameters followed but for increasing productivity, objective needs, subjective needs(business) and spatial needs all of them are catered well along with the above mentioned criteria.

3. With your experience, which are the factors of physical setting that influence communication in a work environment ?

• When looked at the spatial qualities, acoustics and spread of natural light play a major role in the physical setting. However the spatial arrangements and spatial divisions and their nature play a vital role in controlling the flow of communication 4. In modern offices, what role does organizational hierarchy play in planning?

• These days organizations are moving towards flat organizational hierarchy structures.

The organizational hierarchy decide how the employees interact with each other and what physical setting do they need.

5. How do you decide on the collab v/s focus space ratio based on office type ?

• There is no specific standard for office type, it varies from each brand and the ratio is decided based on the strategy/ program formulated by the design team.

6. How has technological changes changed the way interaction happens ?

• Technology acts as an enabler for changes. Due to them, there is a lot of flexibility achieved in the planning as well as work type. Now there are unassigned desks and work has become mobile.

7. Do ancillary spaces encourage interaction ?

• Ancillary spaces act as a medium to encourage interaction and fosters informal, social interactions leading to better work relations amongst colleagues 8. What all aspects are considered while planning efficient workspaces ?

• It differs for each projects and the parameters come from initial studies.

9. How is ergonomics interpreted in an office ? How much is per sqft area ?

• The is no per sqft area but it depends on the occupancy rates and beyond that there are certain measures taken to allow future expansion. Beyond that measures for life safety, standards for circulation zones are fixed and followed.

10. How are activities oriented in a shell? With what reference ?

• In a shell based on the context, glazing area and services the activities are planned and oriented.

11. What impact do circulation zones have in workspace and under which considerations are they planned?

• Circulation zones create situations that encourage people to interact and move around in space. Based on the type of interactions needed to be encouraged in space, the

loops of circulations are planned.

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Glossary of terms Spatial performance The role of the space and its capacity to facilitate the process of work done in an office which leads to efficiency and better output leading to productivity is termed as spatial performance.

Workspace Performance It defines the collective performance of the employees as well as the space in terms of facilitating communication and optimization of space which reflect on the productivity and final outputs.

Employee performance It defines the individual performance of an employee which is influenced by various social and organizational aspects. It relates to the ability of an employee to efficiently process the work task to accomplish the desired outputs.

Office productivity

The increased organizational and functional performance of the employees, resulting in better inputs, upholding the quality standards with respect to the time frame followed is termed as office productivity. It is also influenced by the effectiveness of the space and occupancy rates.

Organizational Effectiveness

Effectiveness in an office environment is using the space that improves quality of work being done and adds value to the space by bringing down occupancy rates.

It is effective optimization of space leading to better productivity.

Organizational structure

It is a conceptual structure of an office which describes the positions offered to the employees and the hierarchy followed based on the organization’s policies.

Organizational efficiency

Efficiency in office is having a well organized structure that drives down occupancy rates and helps achieving maximum output with minimum waste of resources. It focuses more on individual’s working process.

Organizational values The hierarchical structure, goals, missions and ideology of an organization is summarized under organizational values.

Spatial qualities The physical as well as experiential qualities of a space that influences the occupants are termed as spatial qualities.

Human factors

It is the understanding of how humans relate, function and interact with the physical space. It describes the social, environmental factors affecting the occupants in a space.

Proxemics It examines how people relate with each other and the significance of various degrees of proximity. It relates to social, physical and psychological aspects of space with regards to the distance shared. It has various sub-concepts which define the theory.

Ergonomics Its a study of people’s efficiency in work environment and the interaction between people and machines and the physical and psychological factors that affect the interaction. It sets various standards of distances and postures to consider for wellbeing.

Socio Fugal It is a concept of proxemics which relates to spatial configurations and orientation from the way furniture is arranged. It reflects on the type of communication encouraged. Socio Fugal layout discourages interactions and keeps people apart.

Socio Petal It encourages interactions by layout and arrangement of furniture. Here elements are perpendicularly planned to each other to encourage interactions.

Communal spaces They are recreational, social gathering spaces which are mainly break-out zones in offices where social interactions happen.

Inter-communication Communication facilitated between two different spaces in an office is known as intercommunication. The nature of interaction either personal, visual, virtual depends on the physical qualities of the space.

Active interaction Reciprocal, personal engagements, mainly face to face involving two or more people along a path of observation are known as active interactions.

Passive interaction Interactions initiated by a virtual medium, either technological or any other medium which does not involve physical contact is considered as passive interaction.

Spatial variables Spatial variables are attributes which are not necessarily constant and their effects and nature is influenced by multiple factors.

Technical variables They are factors backed by theoretical standardized measures which can be defined and are constant. It involves physical characteristics and not experiential based.

Visual Co-presence It is defined as the number of people visible from a path of observation.

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Review Feedback Review 1 (30.01.20) • Study organizations practising the same type of work for case studies.

• Figure out an approach to study spatial qualities in space.

• To understand the experiential aspects of space, prepare a questionnaire to interview the employees.

• Interview employees of all positions in an organization since everyone contributes to the workspace performance.

Reflections • The same type of work restricted the scope. It made it a personal study hence to identify common traits of spatial planning influencing spatial performance independent of work type, case studies of different kinds of work are analysed.

• Spatial qualities are studied on an observational basis hence, since the study does not talk about an individual’s performance. Still, the performance of space, the environmental factors impacting the space at the macro level are studied.

• It becomes a subjective analysis if an individual’s performance is understood which is not in the scope or subject of the research. Hence factors affecting spatial performance are studied.

Review 2 (07.02.20) • Find out parameters to quantify spatial performance • Either take a constant area range or a constant hierarchical structure of an office for better comparative analysis of case studies.

• How would you represent the findings of the analysis of spatial performance.

Reflections • The framework synthesized which correlates spatial planning factors with human factors act as measures to quantify spatial performance. Based on the observations of this qualitative study, Spatial performance in terms of how well space facilitates interactions and process of work is mapped under high, moderate and low.

• A constant area range is fixed and offices of three different organizational structures are analysed.

• The case study is divided into three parts where the analysis of each project is based on the data of the office and physical conditions. The second part of the key findings is then abstracted from the study and represented in the form of conceptual spatial planning diagrams. the third part is a comparative analysis of the key findings to find out the common traits.

Organizational Effectiveness

Communication Technology Control Connectivity

Optimization of Space Planning

Spatial Performance

Spatial Organization

Social Factors People Physical Conditions

Spatial Planning Organizational attributes

Employee Performance

Office Productivity