University Of Bahrain Collage of Engineering Department Of Architecture and Interior Design INTD 410 / 2021-2022
RESEARCH STUDENTS NAME : KAWTHER ALI – 20166513 HUDA S AHMED 20177753 ABRAR AL-NASSER – 20155927 SEC: 01 INSTRUCTOR: DR . FATIMA QAED
THE ACTIVITYBASED WORKING PRACTICE GUIDE
RESEARCH 1
PART ONE “CONCEPT”
01
YES
NO
• There are more choice about when and where to work • Provide open and enclosure offices and workspace. • The concept is primarily about organizational change. • The main objective should be to improve productivity
Activity-based working (ABW) A way of working in which employees make shared use of a diversity of work settings that have been designed to support different kinds of activities. Diversity
02
• provides users with choice • provides settings in terms of openness, furniture, size, technology and atmosphere. Mix of work zoning : • Workstations, phone booths, quiet areas, break +6
• the concept: an organization’s specific culture and activities.
Sharing • everything is available to all. • To provide a greater diversity of settings
03
A way of working • a way of working • work much more independently • making their own choices about where and with whom they work.
• It is not hot desking (it no more choice about when and where to work)
• It is not an open plan office open-plan offices are just open
• It is not interior design concept • It is not a cost cutting operation • It is not a formula
Three Threedimensions dimensions zoning
Limit zooming
ergonomics
Being mobile
Top-notch infrastructure
Diversity
SPATIAL DIMENSION
Free seating
availability
Autonomy
SOCIAL DIMENTION Courtesy solutions
Cloud solutions
Diversity
DIGITAL DIMENTION
Workplace apps
The first ABW offices ever. No emulation.
Innovators
Mobile devices
Collaboratio n apps
1970s Some organizations try out ABW in pilot projects. The concept get its first media attention
Early adopters 1980s Early majority
Large scale ABW projects in IT and consultancy. Lots of publications and seminars.
1990s ABW adopted as a standard solution by many large businesses and government organizations.
Late majority
Resultsoriented management
Mutual trust
ABW TIME LINE Three dimensions
2000s ABW on its way to become a mainstream solution? The new normal?
Laggards 2010s
Related Concepts Co-working
Remote working
Examples: hybrid of a cafe, a serviced office and a community space.
Agile working Meetings (‘stand-ups’) to discuss their activities.
The concept: giving people more freedom to choose when and where to work.
Healthy offices Smart offices
Collaborative space
Using sensor to know where people are and where there are available workspaces.
The idea: they facilitate the exchange of knowledge and ideas in organizations. Casual aesthetics Armchairs and sofas are used to make the office less office-like
To have positive impact on people’s well-being ,and making it a more natural and less artificial environment.
OBJECTIVES Reducing costs
Increasing productivity
Applying ABW =
Reduction in occupancy costs, typically by 20 to 40%
Better space utilization
Reducing the environmental footprint =
Workspace utilization Amounts of energy needed to light
Energy of heat& cool
Fewer carbon emissions.
Focuses on people’s performance , not their presence in the office.
Improving employee experience
Freedom of choice it offers
ABW is a positive factor = people’s satisfaction their experience of the work environment.
Supporting cultural change
Increasing flexibility
1.Egalitarian culture = management and employees make use of the same set of spaces.
2.Foster a collaborative culture=
To adjust team size : there is
No boundaries between departments.
( The headcount and workstations)
No. 1:1 link between
Enhancing interaction Promote such interactions by: Providing inviting meeting areas
Effective collaboration spaces
Attracting new generations of staff A dynamic and vibrant ABW office will be more appealing
More flexibility in terms of hours and workat-home options
Improving health and well-being encourages people to move around the office To reduce the risk of ‘office diseases’ = More movement and changes in posture
RESEARCH SAYS ABOUT ABW
Quite happy •
•
Reports show mixed feeling)Some people appreciate the space for breaks and collaboration, and other reports about dissatisfaction(. But the pros seem to outweigh the cons.
Less mobile than expected •
A psychological reason: routines(using same desk ).
•
A social reason: people’s seated close to their colleagues.
•
More mobile people=the happier they are with the ABW
Distractions and a lack of privacy
RESEARCH SAYS ABOUT ABW
Small generational differences •
Research from the Dutch Center: young employees (< 31 years) more positive about ABW than older ones.
Probably healthier Studies: • ABW offices (and cell offices) scoring on health > open-plan offices •
According to Australian studies= reduced sitting time (by 14%) + increased standing (11%) + walking (3%)
More suitable for some people than for others
ISSUES AND HOW TO DEAL WITH THEM
•
Create ‘identity spaces’= where teams and individuals .
Noise and distractions
1. 2.
Using excellent acoustics (sound absorption+ sound blocking where needed). Limit ‘visual noise’.
Territorial behavior
Feeling lost or disconnected
1.
All the standard workstations are of equal quality.
2.
Formulate guidelines for how spaces should be used.
1.
Bookable spaces and non-bookable spaces.
2.
Provide ‘place finder’ app for their phone.
Paper and stuff
Availability of spaces
1.
Provide employees with a company bag to carry their things.
2.
Provide lockers, cloakroom.
ISSUES AND HOW TO DEAL WITH THEM
Hygiene
1. 2. 3.
Increase cleaning frequency. Place hand sanitizers at strategic places (entrance, pantry, toilets). Draw up a protocol to keep workspaces clear.
1.
Make exceptions for people with special needs.
1.
Communicate extensively about the ‘why’, ‘what’ and ‘how’ of the concept.
2.
Consider investing in ‘smart furniture’.
2.
Make sure that management leads by example.
Loss of status
The hassle of moving
1.
Make managers part, and responsible for the change process.
2.
Provide sufficient bookable meeting rooms with visual privacy.
Resistance to change
PART TWO “ANALYSIS”
02
Occupancy measurements Workplace
Data
Before deciding whether to adopt ABW, and in what form, it is important to undertake a systematic analysis of the. Organization’s Needs
Interview
Exploring new Analyzing the possibilities existing situation
Future aim
Prepare the organization for change Gather data for development the concept
The aim of this to understanding of the organization, its work processes and using space.
(solo and group work)
Validation new ideas (checkout) Document analysis
1) Analyzing the existing situation
Ability assess for ABW.
workshops
survey Measure people’s opinions with their work environment by asking them about activities
Know the basic data organization’s.
Spatial analysis
Analyzing the spatial layout will provide understanding of what employees are currently used in general space. (1 m/square)
Structure Brand Headcount Strategy Aim Identity
Its a walk around a work environment together with a group of users to explain how they use.
Walk through
Occupancy measurements
Measurements the users in workspaces, meeting spaces and support spaces, can be gathered the data by Human observers
Understand
Positive & negative By Discussion topics for each stop in office Things want and workspace. to change
Digital sensor
To determining the ‘sharing ratio’ between people and workstations.
Focus group for development Interviews are a good way to get ‘up close and personal’ with all the stakeholders in different department. Help to know the challenges, needs and attitudes. Like Manager & IT.
Stakeholder interview
3) Validation new ideas
Social network
analysis data on interactions between people and between teams from email traffic, surveys or (wearable) sensors, help know where the meeting spots.
Check out and tested the ideas before implemented.
Ddiscuss about the needs with diff user during implementation process of ABW design.
Design prototyping Insight and discussing into the feasibility of ratios and sizes about design documents of work settings.
Workshops Leadership + Staff Awareness of what ABW, need and
2) Exploring new possibilities
show affect in design new office?
Reference project Live visit for ABW project to learn new ideas and technology.
Explore new ideas, inspiration
Scenario studies Understanding of possible changes
that will affect workspace needs in the near future.In staff or the space.
Pilot projects Create an actual project to test the ABW concept and help others to visited and know about and how used.
PART THREE “PROCESS”
03
Once an organization has decided to adopt activity-based working, it will be necessary to set up a process for implementation. Here, this process is divided into six stages:
Envision • Developing a general vision.
• Making the concept work in practice.
• Moving in and solving teething problems.
Manage
Settle in
1
Define
6
2
5
3 4 Build • Building the new environment and getting it ready for use.
Design
• Formulating specific requirements.
• Designing the spatial and technical environment.
PART FOUR “DESING”
04
The basics of activity-based work
Using occupancy data
SHARING RATIO Sharing ratio = the available number of workspaces / the number of employees
•
•
The number of employees
Using employee profiles
The number of workspaces
count (proper) workstations only (those with an ergonomic chair, a height adjustable work surface, a monitor and daylight access). Those are the kind of workspaces that employees are most interested in and that still have the largest impact on the space requirement .
The lower the occupancy levels, the higher the potential for sharing. One should be careful, however, when interpreting occupancy data.
it can be difficult to get accurate numbers for these categories. employees are counted in terms of ‘heads’ or as ‘fulltime equivalents’ (FTEs). When a headcount is used, each employee is counted as one. With FTEs, people are counted according to their working hours (e.g. a person working half time is counted as 0.5). The answer is that a ratio of around 0.7 tends to work fine for most organizations. It is probably the most widely used ratio in practice.
An alternative way of determining sharing ratios is to look people’s workstyles. Each workstyle can be linked to a different sharing ratio, which can then be used to calculate an overall ratio. The advantage of this approach is that it focuses on people’s way of working rather just occupancy levels.
The basics of activity-based work
3. Security zoning
ZONING Main zoning principles that are relevant to ABW, focusing on:
2. Activity zoning The idea that employees should be able to use the entire office as their workplace may need to be restricted for security reasons.
1. Organizational zoning Activity zoning is about the clustering of activities with similar characteristics so as to avoid friction due to incompatible activities. There are three different models, each with a different degree of ‘team ownership’ : •
The free-range model is the most flexible.
•
The team zone model is static, but useful when you want keep teams together.
•
The team anchor model midway solution.
Many ABW projects differentiate between three zones:
There may, for example, be teams who are working on confidential projects that should not be accessible or visible to others. Security division of the office : •
This zones is accessible to staff and to visitors
Public zone
Semi-public zone
social zone
•
interactive zone
is a
focus zone
This zones is accessible to staff only
Operation zone
High-security zone
The basics of activity-based work
SPACE TYPES
Support spaces
•
Workspaces: • •
spaces for activities.
desk-bound/computer-related
spaces for practical activities like printing and getting coffee.
Collaboration spaces
The main differentiator between the different kinds of workspaces is the degree of enclosure.
•
spaces for meetings and other types of interaction. Kitchenette
Open workstation
Semi-open workstation
Phone booth
Storage (group/individual)
Focus room
Booth
Study
Locker space
Huddle
Stand-up space
Print/copy space
Project room
Small meeting room
Medium meeting room
Large meeting room
Lobby
Restaurant
PART FIVE “SUCCESS FACTORS”
05
1. ANALYSIS
• Do your research
STARTING
✓ ✓ ✓ ✓
Pros and cons Organization’s needs. Occupancy levels & satisfaction Work patterns
Quantitative and qualitative data ✓
people’s ideas, stories, opinions and feelings about their work environment
what the science says ✓
know what the latest scientific research has to say about the concept.
Make the analysis part of change management
Find strategic meaning ✓
Take a wide perspective ✓ ✓ ✓
physical work environment. working hours work-from-home policies
Look at the organization’s mission, strategy.
Learn from others
2. PROCEES
Involve employees, within clear boundaries
Take a multidisciplinary approach
Expect resistance Take your time
Involve leadership at all stages
Allow scope for criticism Pay extra attention to middle management
Institute a ‘freeze period’ after move-in
Be brave
Communicate Really listen to users
3. Design Provide IT perfection
Provide choice
Don’t compromise on quality
Create excellent acoustics
Avoid design gimmicks Create a human scale
Involve employees, within clear boundaries
Make people feel at home Focus on focus work
Keep it clean
PART SIX “EXAMPLE”
06
Example 1: Ministry of finance, tax auditing department (Vancouver, Canada) 83 workstations in 1013 sqm for 128 employees.
Example 2: West Dunbartonshire council (Dumbarton, Scotland)
More (work outside) Less (work inside)
366 workstations in 4216 sqm for 755 employees. The building has 3 level
Common offices
Open workstations are located around the floor's meeting rooms and enclosed offices in the center
No cafe in space lead staff to go out to buy their lunch from local shops and cafes.
Breakout acoustic sofas
Sharing space Designed a large number of open office to reduced the need for space.
Natural light
The break area big to be enough for the staffs.
Outside views
Leading Workplace Strategies’ Apply (LWS), which aims to replace the traditional ‘one worker, one desk’
Acoustic tiles on the wall help to create pleasant acoustics
Meeting rooms and informal seating located at the front of the building. Atrium provides breakout space, gathering space, informal workplace.
Example 3: State treasury and the patent and registration office (Helsinki, Finland)
Example 4: City of Hardenberg (The Netherlands)
508 workstations in 10,813 sqm for 725 employees.
280 workstations in 2,370 sqm for 400 employees.
Fixable chair
Open workstation but more comfortable and privacy.
Circular floorplan
Separated the coffee corners from the working space and be enclosed due to noise problems.
facilitates the propagation of sound. Reduce heat loss
Acoustic panel
Shorter walking distances
Bring the energy from sunlight.
The spaces is sharing with tenants and the staffs, every day see a new faces.
Created small meeting rooms to create informal work space. The glass wall make connected the room with outside.
Acoustic panels with lighting fixtures
Concrete structure is used to regulate the indoor climate. Partitions divide the open plan office into smaller parts. Glazed part, allow day light and sense of openness. Absorbing sound panels.
Example 5: Rabobank (Eindhoven, the Netherlands)
Example 6: Danone (Hoofddorp, the Netherlands)
1600 workstations in 25,000 sqm for 2285 employees.
260 workstations in 8.350 sqm for 850 employees, 70 others.
The office floors are unusually large.
Recycled PET bottles in wall desk panels Connect between staffs in large screens at open places.
The workstations are located right next to the atrium and are visible from the atrium.
Round table desk for better Flow & Space
Closed Small phone booths away from the noise in open office.
The large green wall in atrium helps maintain a healthy indoor climate.
The work areas are located away from the atrium.
The atrium shared in use and facilities like a restaurant. Space near atrium spot for work, informal chats and phone calls.
Outside lunch hours, used the café and restaurant as informal meeting spaces
PART seven “APPENDICES”
07
Specifications per space type
The requirements to design space :
Good acoustics
Successful work environment:
consider Local culture and regulations
+ Easy-to-reach power sockets + Local culture and regulations must also be taken into consideration. + It is important to consider and client’s ambition level and budget.
The avoidance of glare on computer screens
+ The requirements are in line with a country’s health and safety regulations and building codes.
WORKSPACES
COLLABORATION SPACES
SUPPORT SPACES
+ Booth +Huddle +Stand-up space +Small meeting room (2-4 pers.) +Medium meeting room (8-12 pers.) +Large meeting room (> 14 pers.)
+Focus room +Project room +Study
+ Storage space +Print/copy space +Entrance/lobby +Restaurant +Primary circulation
CREATING POSITIVE SPACES USING
BIOPHILIC DESIGN
RESEARCH 2
What is biophilic design? A comfortable environments that respond to our human needs by created greenery and living elements like animals in interior and exterior spaces.
Improving our connection to nature and natural processes in the buildings.
HOW TO GET YOUR CLIENTS ON BOARD? •
Provide natural light, peace and quiet.
•
Be close to nature.
Design elements Wellbeing by reducing stress and improving recuperation. Physical and mental health. Increase productivity.
Inspired by nature: natural light and greenery.
Users feel: happier and more productive at work, healthier.
Attention Restoration Theory Theories about how Biophilic Design can help human need and improve wellbeing. Nature can replenish our mental and attentional capacity. Circadian Rhythms The natural light improve our performance and energy. But the darkness will bring the sleep.
It’s the human change in bodymind and behavior human (at 24 h). Reactivate the tired parts and enjoyed in short time. Responding to light and darkness in space.
Savanna Hypothesis
Human preference is to be in lush healthy Savannah-like environments
Feel more comfortable, safe and quiet.
Allow restore mental and physical focus.
Wood reduce blood pressure ,feeling of comfort.
Ecological Valence Theory
Materials
Pattern
Texture
Color
Natural element = comfortable space. Used water in space to reduce stress, positive emotions and memory restoration. Planted partition in open office block visual distraction and absorb sound.
improve air quality and introduce pleasant natural aromas.
NATURE IN THE SPACE 1. Visual Connection with Nature.
4. Thermal & Airflow Variability
2.
5. Presence of Water
3.
Non-Visual Connection with Nature Non-Rhythmic Sensory Stimuli
6.
Dynamic and Diffuse Light
7. Connection with Natural Systems
NATURAL ANALOGUES
NATURE OF THE SPACE
1. Biomorphic Forms & Patterns
1. Prospect
2. Material Connection with Nature
2. Refuge
3. Complexity and Order
3. Mystery 4. Risk/Peril Identifiable
OFFICE DESIGN MEDIUM COST/SCALE BYGGVESTA – STOCKHOLM
1. A&D: Studio Stockholm 2. Cost: Overall, the cost of the refurbishment was 5,250 000 SEK. 35-40% cost for biophilic elements. 3. Area: 1000m2 4. Year: 2017
Design intent
Creating community hubs for residents, such as: cafes, study areas, lounges and receptions. They also aim to do this
sustainably.
• Opinion •
occupants say: They feel proud to work, feel better in new office , happy with their experience. Atmosphere: more sociable, more frequent interactions
OFFICE DESIGN HIGH COST/SCALE WWF LIVING PLANET CENTRE – WOKING, UK
1. A&D: Hopkins Architects 2. Cost: £20.2 million (€22.8) . 3. Area: 3,600 m² 4. Year: 2013
Design intent
New building to be an ‘exemplar’ green building for the rest of the world, sustainable, environmentally friendly and inspirational.
IMPACT
• In old offices, staff satisfaction changes form 27% for their 300 employees to 95% of employees . • Employees feeling proud to their work.
WHAT’S THE FUTURE OF HUMAN CENTRED DESIGN ? human-centered design has evolved as the guiding principle in new product development. The concept comprises developing solutions by involving the consumers’ perspective in all steps of the design process. Understanding the environment, the usage context and needs of the people you are designing for is essential for creating a valuable product.
Benefits
Having a positive effect on psychological wellbeing and are being adopted by the architecture and design community. There are some exciting developments in materials and technologies that mimic nature be that real or virtual .
•
BRE launched The Biophilic Office Project, in which they are refurbishing one floor of an office building on their Watford campus in the UK.
•
research will be gathered on how Biophilic Design can be implemented at a low, medium and high level and the subsequent benefits to the health, wellbeing and productivity of the office ccupants.
•
The project will spend its first year measuring quantitative and qualitative aspects of the existing building and occupants.
•
This will see the floorplan redesigned to reflect three zones with low, medium and high scale of Biophilic implementations.
•
One of future design guides will be on how to conduct pre-and post-occupancy studies, contribute to this growing body of evidence to support Biophilic design.
2017