law f irms | sele c t e x p e r ie n c e p ortfolio | 2013
BUSINESS TRENDS I M PA C T I N G S PA C E D E S I G N • Changing metric of revenue to operating expense • Generation “Y” lawyers • Teams working across geographies • Your clients are doing this too!
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1 OFFICING
SHARED SHRINKING UNIFIED
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PARALEGAL OFFICE PARALEGAL OFFICE ADMIN. WORKSTATION
ADDITIONAL FILING
SPECIALIST OFFICE MULTI-FUNCTION WAR ROOM
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MULTI-FUNCTION WAR ROOM - LAYOUT A
WAR ROOM
LEGAL ADMIN WORKSTATION
MULTI-FUNCTION WAR ROOM - LAYOUT B
INTERIOR OFFICES
SENIOR LEGAL ASSISTANT OFFICE
MULTI-FUNCTION WAR ROOM - LAYOUT C
PARALEGAL SUITE / SMALL CASE ROOM
ASSOCIATE OFFICE
PARTNER OFFICE
2 INTERIOR S PAC E
FLEXIBLE MODULAR COLLABORATIVE MULTIFUNCTIONAL h o k .co m
OPTION 1
FLEX ZONE
OPTION 2
OPTION 3
O P TI ON1 A
OP TI O N1 B
O P T I O N 2A
O P T I O N 2B
OP TI ON 3 A
O P TI ON 3 B
VINSON & ELKIN — BEFORE
VINSON & ELKIN — AFTER
VINSON & ELKIN — BEFORE
VINSON & ELKIN — AFTER
VINSON & ELKINS LLP
3 FROM FINISHES TO TECHNOLOGY
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4 REDUCTION OF PRINT M AT E R I A L
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5 LIFE BALANCE S PAC E S
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6 S U S TA I N A B I L I T Y
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PLANNING
UNDER U T IL IZ ED ADMIN S U P PO RT
COLLA BORATI ON
FORMER REC EP T IO N
EXPA N DED COPY PRI N T
EXPA ND ED F L EXIB L E C O N F ERENCI N G
EXPA N DED PA N TRY /GATH ERI N G SPACE
EXPERIENCE
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DLA PIPER
DLA PIPER
CONFIDENTIAL LAW FIRM
CONFIDENTIAL LAW FIRM
KATTEN MUCHIN ROSENMAN
KATTEN MUCHIN ROSENMAN
NOSSAMAN LLP
NOSSAMAN LLP
NOSSAMAN LLP
DECHERT
DECHERT
CARLTON FIELDS -TAMPA
CARLTON FIELDS -MIAMI
HOK OVERVIEW
HOK is a global provider of design services
problem solving techniques and appropriate
for the built environment. We manage the
building methods and materials, enables
planning, design, and construction process
HOK to meet any challenge in architectural
for all types of projects in every part of the
design, interior design and planning. The most
world. Industry surveys consistently rank
important factor in the success of HOK has
HOK among the world’s leading design firms.
been its ability to manage the total planning, design and construction process for projects
FIRM HISTORY
of any size or scope, and to deliver projects on
HOK was incorporated in 1955 by three
time and within budget.
principals with a staff of 26 employees. The firm’s current staff of 1600 in 25 offices
HOK FLORIDA HISTORY
around the world includes architects, interior
In Florida, our practice is diverse, frequently
designers, programmers, facility/real estate
recognized as one of the top in the state,
strategists, and graphic specialists.
and client centered. We have a strong multidisciplinary practice that includes interior
HOK has been recognized as one of the most
design, architecture and strategic facilities
respected and best managed firms in the
planning.
industry. Contract Magazine ranks HOK as one of the most respected firms in the nation
The Florida office of HOK opened in 1984,
and Interior Design includes HOK as one of the
and has experienced steady growth through
top “Interior Design Giants” in the world. This
working with remarkable clients who demand
international distinction has helped us build a
the best in creative solutions and innovative
dynamic professional team which offers our
thinking. With offices in both Tampa and
clients unmatched resources.
Miami, we are suited to provide designs that are tailored to client requirements and
Our commitment to design excellence, coupled
evolving functions.
with our complete familiarity with current
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HOK OVERVIEW (CONTINUED)
Our distinguished interiors practice clientele
INTERIOR SERVICES
includes Capital One, Chico’s FAS, World Fuel
HOK Interiors offers a complete range of
Services, Office Depot, Burger King, Carlton
services in the planning and design of interior
Fields, Bacardi, WPP, Humana, John Hancock,
space, including:
JPMorganChase, Home Shopping Network,
• Facility Programming
Nielsen Media, Motorola, Yahoo, Tropicana,
• Strategic Facility Planning
and Genzyme to name a few. We take pride in
• Facility Analysis
these long term relationships and the unique opportunities presented by each client’s design challenge. INDUSTRY R ANKINGS
• Work Process Studies • Facility Management Consulting • Feasibility Studies • Alternative Officing Studies
#2 Interior Design Practice, Interior Design,
• Interior Design
Top 100 Giants, January 2012
• Programming • Building Evaluations/ Test Fits
Top Green Design Firm, Engineering NewsRecord, 2011
• Space Planning • Prototype Design
#1 Architectural/Engineering Firm,
• Workstation Design
Engineering News-Record, April 2011
• Lighting and Fixture Design
Best Places to Work in Florida, Florida Trend, 2010 and 2011
• Sustainable Design • Furniture Specification • Artwork Programs
Lead Green Design Firm, Building Design + Construction, Giants 300, July 2011
• Brand Integration • Lease Consultation • Signage/ Graphic Design • Cost Analysis
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• Custom Furniture Design
that translate a client’s image and business
• Building Information Modeling (BIM)
goals into a reflective design vocabulary,
• Facilities Management (CAFM)
productivity, better teamwork, optimized
• Change Management
occupancy costs and greater flexibility. We provide all types of interiors solutions,
We offer these services individually or
from developing workplace standards to in-
comprehensively, as required by the client.
place renovations and full scope corporate
Typical projects include the five phases
headquarters projects.
of
design
—
Programming,
Schematic
Design, Design Development, Construction Documents and Construction Administration.
HOK’s design of work environments always: • Supports organizational change • Enhances collaboration and creativity
A PPROACH TO INTERIOR DESIGN
As
designers,
we
have
a
remarkable
opportunity, moreover, a responsibility to help make the world a better, more humane place to live. At HOK, our goal continues to be to create the best possible environments
• Reduces occupancy costs • Reflects a company’s brand and culture • Promotes recruitment and retention • Accommodates new ways of working • Integrates sustainability
for our clients and their communities. We
Our multidisciplinary team approach enables
recognize that good design is an investment,
us to develop facilities that are appropriate,
a way to help organizations meet their
effective,
objectives. A well-designed workplace can
resulting in a winning solution for our clients.
and
aesthetically
distinctive,
improve the communication flow and help organizations attract and retain its most important resource — it’s people. We do not have a predetermined “design style,” instead our mission is to develop design concepts
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HOK OVERVIEW (CONTINUED)
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C O R P O R AT E C L I E N T L I S T
Bechtel
Adobe Systems
Beech Street
Advanced Micro Devices
Bell Atlantic
Aera Energy
Berry Plastics
Aetna Life & Casualty
Biogen Idec
AGL Resources
Black & Decker
Alcatel
Blockbuster Entertainment Group
Allied Bank Tower
Bloomberg Mexico City
Allstate Canada
BMW
Amalgamated Transit Union
Bowater
America Online (AOL)
BP America, Inc.
American President Companies
Bristol-Myers Squibb
American Red Cross
Brown Brothers Harriman & Co.
Amplico Life Insurance Company
Brown Shoe
Amway Japan
Bryan Cave
Anheuser-Busch
Burgan Bank
Ann Taylor
Burger King Corporation
Apple Computer, Inc.
Burlington Resources
ARCO
Burson-Marsteller
AT&T
Cadbury Schweppes
Atlantic Capital Bank
Calpine
Atlantic Richfield Oil and Gas Company
Caltex Petroleum Company
Aurora Foods
Cameron
Auto Club of Southern California
Campbell Soup Company
Automatic Data Processing
Canadian Standards Association
Bacardi
Canon
Bahrain Monetary Agency
Carbon Motors
Barclay’s Bank
Carnival UK Ltd.
Barry Real Estate
Caterpillar Tractor Company
BDM Corporation
Catholic Health Association
CB Richard Ellis
CRSS
Fox Interactive Media
Centene
Culligan
Frisa
Central Bank
Cumulus Media
GE Technology Management Services
Central Bank of Kuwait
Daily Variety
General Dynamics
Chapters Internet
Dallas Area Rapid Transit (DART)
Genstar
Chevron
Dassault Systemes of America
Grand Trunk Western Railroad
Chevron Phillips
Dean Witter Reynolds
Great Western Bank
Chevy Chase Land Company
Dechert LLP
Grey Group
Chicago Bridge & Iron
Defense Logistics Agency
Grumman Aerospace
China Life Insurance
Dell Canada
GTE
China Resources
Deutsche Bahn
Guardian
Chrysler Canada
Deutsche Bank
Guy Carpenter
Cisco Systems
Discus Dental
Halo Branded Solutions
Citadel Group Hong Kong
Dupont UK
Hansol Group
Citicorp Mortgage Inc.
E! Entertainment Television
Harper Collins Publishers
City of Norfolk
E.F. Hutton
Havertys Furniture
Clorox Company
Eastman Kodak
HBO
CNA
Echlin Manufacturing Company
Health Net
Colgate Palmolive
Edison Brothers Stores, Inc.
Helio (formerly SK EarthLink)
Commerce Bancshares, Inc.
Edward D. Jones & Company
Henderson Land China HQ
Community of Christ
Eli Lilly and Company
Hill’s Pet Nutrition
CompDent
Emulex
Hoechst Marion Roussel
Computer Associates International
Equifax
Home Shopping Network
Comverse Network Systems
Excite @ Home
Honda Canada
Continental Group
Exxon Corporation
HRB-Singer Corporation
Convex Computer
Far East Bank & Trust Company
Hughes Aircraft Company
Cooper Bussmann
First American Payment Systems
HURCO
Cox Communications
First Interstate Bank of Utah
i-Benefits UltraLink
CPN (National State Oil Company)
Fluor Daniel
IBM
Criswell Development Company
FMC Corporation
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HOK OVERVIEW (CONTINUED)
IndyMac Bank
Manugistics
Informix
Marriott Corporation
Integro Insurance Brokers
Marsh McLennan
Intel
MasterCard
Internal Revenue Service (IRS)
Matsushita Electric Corp. of America
IPCO Hospital Supply Company
Mazda
Jacobs Engineering
MBNA
Janssen Ortho Canada
McKesson
John Wiley & Sons
MedImmune
JohnsonDiversey
Metlife
Jurong Town Corporation (JTC)
Michael’s
JTI Macdonald
Mitsubishi Electronics America
JTC
Mobil Corporation
Kellogg Company
Monsanto
Key Pharmaceuticals, Inc.
Montgomery Engineering
Key3Media
Moore Business Forms
Kinetix
Motorola
KUKJE
NASA
Kuwait National Petroleum Company
National Bank of Georgia
L.F. Rothschild & Co., Inc.
National Cycling Center
La Nacion
National Gypsum Company
Labatt Breweries
National Medical Enterprises
Lehman Brothers Hong Kong
National Oceanic & Atmospheric
Lenox, Inc.
Administration
Levi’s Plaza
National Wildlife Federation Headquarters
Lifetime Television
Nature Conservancy
Loblaws Properties
NCR
Louisville Gas & Electric Company
Neiman Marcus
Macerich Company
New York Telephone Company
Magazine Group Headquarters
Nina Footware
Nortel
Rogers Communications
Time Inc.
North Quay Docklands
Roure Bertrand DuPont Perfumery
Tokyo Telecom
Novell
Royal Numico
Tomlin Properties
Nynex
Sara Lee
Torre La Nacion
Octel Communications Corporation
Saudi Air Defense
TOSCO
Office Depot
Saudi American Bank
Transco
Old National Bank
Security Pacific National Bank
Tropicana
Orange County Register
Shaw, Pittman, Potts & Trowbridge
Turner Broadcasting
Oryx Energy Company
Shell International Limited
Unexim Bank
Outback Steakhouse
Siemens Corporation
USAA
Pacific Stock Exchange
Sigma-Aldrich Corporation
VeriFone
Paramount Mexico
SJ Berwin Law Firm
Veris Health Sciences
Peoplesoft
SmithKline Beecham
VERITAS
Pettit & Martin
Social Security Administration
Viacom
Pharmavite Corporation
Société Générale N.A.
Visa International
Phelps-Dodge
Software 2000
Waco Police
Philips Electronics
Solar Energy Research Institute
Warner Music Canada
Phillips Petroleum Company
Sony Corporation of America
Warner/Chappell Music
Placid Oil Company
Southwestern Bell
Wellmark Blue Cross and Blue Shield
Presbyterian Church U.S.A.
Spanish Broadcasting System
WellPoint
Primerica Corporation
Standard Chartered Bank Hong Kong
Wells Fargo
Procter & Gamble
Sullivan, Higdon & Sink
Western Company of North America
Progressive
Sun Bank Center
Western Union
Provident Life and Accident Insurance
Sun Microsystems
Whirlpool Corporation
Quotron Systems
Symantec
Willis Corroon of North America
Ralston Purina Company
Sysco Foods
Winrock International
Reliance Industries
Teledyne, Inc.
World Resources Institute
Rio Doce
Tenet Healthcare
Worldspan
RJR Nabisco
Tetra Tech
Xircom
Rockwell International
Texas Guaranteed Student Loan
Zale Corporation
L AW F I R M E X P E R I E N C E
H O K ’ S L AW F I R M T H I N K TA N K
collaboration
Several years ago HOK convened a group of
participants from other HOK offices to
technologies
that
allow
professional designers, managers and pre-
interact with colleagues in a way that very
design experts from around the world, who
much feels like meeting in person.
have the most extensive experience delivering law firm space and who are well-published
The current members of HOK’s Law Firm Think
on the topic. What began as a brainstorming
Tank have collectively planned, programmed,
exercise evolved into what we now refer to
designed and delivered almost 8 million
as HOK’s “Law-firm Think Tank.” This group
square feet of law firm space globally. This
meets quarterly to discuss business issues
team’s collaborative input allows the best
in the legal industry, but the core mission of
possible planning and design solutions to be
this group is to understand these trends and
developed in the most efficient way.
consider how space might best support the work style and culture of today’s law firm.
HOK LAW CLIENTS Akin, Gump, Strauss, Hauer & Feld
To do this, the group pushes forward ideas
Ausley & McMullen
that are affecting the legal industry today and
Baker Botts
studies concepts from other corporate and
Baker & McKenzie
professional services organizations that are
Blakes
relevant to law firm design.
Bondurant, Mixson & Elmore Broad and Cassel
Our worksessions are conducted virtually
Bryan Cave
using one of HOK’s Advanced Collaboration
Carlton Fields
Rooms (ACRs), which feature a combination
Cleary Gottlieb Steen & Hamilton
of
Cook, Yancey, King & Galloway
Cisco
Telepresence®
high
definition
video conferencing and Thunder Desktop®
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Crosby, Heafey, Roach & May
Davis and Company
Lynberg & Watkins
Debevoise & Plimpton
Lyon and Lyon LLP
Dechert
McCarthy Tetrault LLP
DLA Piper
McGuire Woods LLP
Drier Stein & Kahan
Nossaman LLP
Dutton Brock MacIntyre
ODonnell Shaeffer
Ferruzzo & Ferruzzo
O’Melveny & Myers
Gaedertz, Quack, Krelle, Vieregge
Oppenhoff & Rädler
Gallop Johnson Chromalloy
Parker Hudson Rainer & Dobbs
Gibson, Dunn & Crutcher
Pillsbury Madison & Sutro LLP
Guilfoil Symington Petzall & Shoemake
Renolds Porter Chamberlain
Gunderson Dettmer
Rogers & Hardin
Gunster, Yoakley, Criser & Stewart
Riordan & McKinzie
Hall, Booth, Smith & Slover
Senniger Powers
Hancock Rothert & Bunshoft
Shaw, Pittman, Potts & Trowbridge
Haynes and Boone
Sheppard, Mullin, Richter & Hampton
Heller Ehrman
SJ Berwin
Holland & Knight
Stroock & Stroock & Lavan
Husch & Eppenberger
Sullivan & Cromwell
Irell & Manella
Van Etten Suzumoto & Becket
Jones, Day, Reavis & Pogue
Vinson & Elkins LLP
Katten Muchin Rosenman LLP
Wessing
Lillick & McHose
White & Case LLP
Littler, Mendelson, Fastiff, Tichy
Williams Shifino
& Mathiason Los Angeles County Bar Association
Wilmer, Cutler & Pickering Zarco, Einhorn, Salkowski & Brito, PA
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L AW F I R M B E N C H M A R K S
A C U LT U R E O F L E A R N I N G
on the workplace, understanding the business
For many years, there has been a heavy reliance
driver behind each trend and its potential
in the interior design industry on benchmarking
applicability to new clients. Benchmarking
to establish law firm design. While benchmarks
information from our own work, published
can be useful for comparison of certain metrics,
other projects, or the Legal Industry Council
the reality is that each firm is a unique business
of IFMA Benchmarking report, which HOK
and deserves a strategy developed around
sponsored exclusively, will provide contextual
their practice, culture and operations and not a
and comparative data. Folded together with
cookie cutter solution based on what other law
the strategic programming process, the
firms have done. While giving a sense of very
result is workplace made for the business,
general trends such as RSF per attorney, what
not copied from another, potentially irrelevant
benchmarking does not do is communicate
example.
the effectiveness of the work environment in supporting another firm’s practice. When so many firms have been designed to look like each other, the spaces are often outdated from the day of move in. For example, most attorney offices are designed the same way they were 20 years ago, even though technology has evolved significantly since then. So, what is most effective process for understanding how to design a law office that will remain relevant for a new lease term, adapting to technology, new generations of lawyers, and competitive legal practice? HOK looks at broader trends and their impact
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WHAT WE ARE HEARING Excerpts from the Yale student reponses to HOK’s Law Student Survey
“Most lawyers should be allowed to telecommute from home most days of the week. It is environmentally wasteful to continue to require them to commute 5 days a week on overcrowded roads. Law firms need to think outside the box on how to use the internet to lower the need for gasoline.”
“Sustainability is very important to me, and I expect law firms to have a plan to conserve energy and lower their carbon footprint – if only because it tells me that this is a law firm that is conservative and not wasteful with their money.”
“Natural light, a window, independent office spaces with an open door policy . . . these are all necessities. In fact, it would be best if everyone kept their doors either completely or halfway open. Closed doors give off a vibe of isolation and reclusiveness.”
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At Gunderson Dettmer in Menlo Park, CA, HOK clustered the Attorney offices in glass front offices around shared collaboration areas.
Why Bother Coming to the Office When You Can Work Anywhere? Planning today’s law offices for interaction Recently I worked on a comprehensive workplace strategy for a large law firm. The study included detailed surveys, time utilization and space analyses, and workshops organized by employee type and practice group. The goal was to optimize this firm’s work environment by identifying the relevant (and irrelevant) components and determining the ideal mix. Attracting the best and brightest was a major concern of the firm, so the partners were very interested in the associates’ opinions on the workplace. One of the key findings was the strong link between interaction and the associates’ job satisfaction and performance. The associates who felt they were doing their best work also believed they had sufficient opportunities to interact with their peers and partners. By contrast, the least-satisfied associates reported few opportunities to engage with their colleagues. h o k .co m
During one workshop, an associate noted how valuable it was to communicate with a busy partner when he went for coffee in the morning. Through the course of a typical day, the associate might try to drop into the partner’s office, only to find him on the phone or in a meeting. The associate would hover at the door waiting for the partner to become free. Sometimes, he would return to his desk on the other side of the floor and try again later to meet with the partner. The only sure way to get the partner’s feedback was to make an appointment through his secretary. And if the associate could get the partner’s attention in his office, the discussions often were formal. In the pantry area, on the other hand, he felt more comfortable running an idea by the partner in a casual manner. He made it clear that the casual interaction was much more valuable than the formal interaction. During the workplace analysis study, one of the senior partners on the real estate committee mentioned something compelling: Law firms no longer compete on processes. Instead, they compete on the knowledge and strategies of the individuals within the firm. Most law firms have a strong knowledge management system populated with many templates and work product examples. This partner pointed out that an associate could easily find a template and implement it on a case. Yet he noted that the template did not indicate whether the brief was successful, whether other variations of that brief existed, or what the attorney who used it would do differently the next
workplace may offer the most potential. The interconnecting stairway, for example, is one of the best ways to stimulate interaction because it brings people together from more than one floor. These stairways can take up valuable real estate on multiple floors while adding a ubstantial expense to a project. Yet the value they contribute in influencing people to socialize in non-threatening, informal ways seems to offer a substantial return on investment. Though creating coffee areas is an undeniably effective way to encourage this type of social interaction, these spaces don’t necessarily need seating. They simply need to be ample enough to allow people to step to the side and engage in conversations. Planning concepts and materials can contribute to the creation of lively neighborhood-like environments by providing vital visual connections. Long, narrow corridors with opaque walls, for example, don’t contribute to a collaborative workplace. While attorneys still need long periods of heads-down concentration time and high levels of privacy, they do each other a disservice when they hole up in an enclosed office. Lately we’re seeing an increase in the amount of glass on attorney office fronts, even if it is screened for visual privacy and carefully detailed for acoustic privacy. Even adding a modest amount of glass to office fronts draws natural light into the interior while linking the office occupant to others in the workplace. Using this glass also can add points required to help a space achieve LEED certification.
At McGuire Woods in Century City, CA,in HOK breakout space top and At McGuire Woods Century designed City, CA, HOK designed breakout space atat thethe top and bottom of the interconnecting that serves theconference conference centercenter, as well as informal discussions. bottom of the interconnecting stair thatstair serves the as well as informal discussions. time. This is the type of insight that can only be gained through face to face discussions. The partner expressed frustration that associates stayed in their offices with the doors closed, communicating only through email and not interacting by choice. It further emphasized the business imperative of fostering informal interaction. What’s the best way to incorporate true interaction — the type that often generates the best ideas — into the law firm workplace? I have seen many attorney’s lounges sitting empty. Many of these spaces appear to have been modeled after lounges in corporate or high-tech client spaces, and resemble more of a party space than a serious gathering area. In the fast-paced legal environment, the stigma of being seen ‘not working’ in a high-visibility space doomed them to failure. When planning any type of office space, I inevitably think about Malcolm Gladwell’s “Designs for Working” story for the New Yorker’s December 11, 2000, issue (http://www.gladwell.com/2000/2000_12_11_a_working.htm). Applying ideas about planning urban spaces for serendipity and creativity expressed by Jane Jacobs in her 1961 book, The Death and Life of Great American Cities to workplace design, Gladwell articulates a belief that designing an office with the best qualities of Greenwich Village would create the most innovation. “To thrive,” writes Gladwell, “an office space must have a diversity of uses—it must have the workplace equivalent of houses and apartments and shops and industry. … Offices need the sort of social milieu that Jane Jacobs found on the sidewalks of the West Village.”
The way we arrange these offices can create even more opportunities for making visual connections. Law firms may not be ready to disturb the status quo of arranging rows of private offices along the windows, but designers should study alternative arrangements such as clustered offices which improve visual connections while maintaining privacy. This is quite achievable in real estate markets where costs or other factors drive some offices into the interior. Of course attorneys will never want to feel like they are working on what Gladwell calls “the noisy bustling ballet of Hudson Street.” Even so, designers of law offices can create environments that increase the type of interaction that compels attorneys and staff members to talk to each other as comfortably as they would on a Greenwich Village street corner.
Catherine Haley Director of Interior Design HOK, Washington DC Catherine Haley has nearly 20 years of experience in strategy and design of work environments. Her projects include over a dozen law firms as well as corporate offices, conference centers, courthouses, and labs.
This approach leads to a hypothesis that the best way for a space to foster casual social interaction is ‘by accident.’ Chance meetings by people moving through a h o k .co m
BETH BERNITT, CHIEF MARKETING OFFICER | 813.371.5733 | BETH.BERNITT@HOK.COM HOK | 201 N. FRANKLIN STREET, SUITE 1800 | TAMPA, FLORIDA 33602