Part 1
INTD410 DESIGN-5
RESEARCH DONE BY: JANNAT AHMED – 20186198 MASOOMA EBRAHIM – 20176285 HESSA KHALID – 20180874 KALTHAM MAKTOOB – 20182117 SEC: 01 INSTRUCTOR: DR. FATEMA ABDULAZIZ QAED
ACTIVITYBASED WORKING PRACTICE GUIDE -SECOND EDITION
THE ACTIVITY-BASED WORKING PRACTICE GUIDE
INTRODUCTION ABW aims to offer a diversity of work settings that are designed to facilitate different kinds of activities (hence the name activity-based). To make sure that everybody has the same choice, all settings are shared, which comes with the additional benefit of requiring less space.
?
There are three crucial elements in this definition
WHAT IS ABW
It is 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
Sharing
A way of working
Activity-based working touches upon the social, physical and technological dimensions of the work environment (often referred to as ‘people, place and technology’ or ‘bricks, bytes and behaviour’). Below is an overview of the key principles for each dimension.
RELATED CONCEPTS They are all seven concepts that can help to strengthen the ABW concept, but they are not by definition part of it.
Remote working
Remote working
Co-working
is working from places other than the office, such as home, co-workspaces or public spaces like cafes.
The idea behind the creation of collaborative spaces is that they facilitate the exchange of knowledge and ideas in organizations.
Are like a hybrid of a cafe, a serviced office and a community space. The facilities provided are just as important as the sense of community on offer.
Smart offices and ‘proptech’
Agile working
Healthy Offices
Casual aesthetics
buildings are referred to as ‘smart offices’ and the technologies used are called ‘proptech’ (property technology).
Agile working requires that team members cansit together and have daily meetings (‘stand-ups’)to discuss their activities.
The central idea is that buildings should be designed in such a way that they have a positive impact on people’s mental and physical well-being
To make office look less formal and More casual like adding sofas
OBJECTIVES • Apply ABW = Better space = Reduction in occupancy costs by 20-40%
•
Management & employees use the same spaces. Foster collaborative culture
Support cultural change
Change in
“management thinking” = People performance
> Reducing environmental footprint
REDUCING COSTS
their presence in office Increasing productivity
Better employee experience
Max utilization of workspace = Less space for same num of employees = Less light/heat energy = Less carbon emission Accommodation in team-size = No 1:1 link between “workstation = worker”
Increasing flexibility
Offending
“freedom of choice”
More movement/change in position = Reduce in cardiovascular pain + chronic back pain
Better health & well-being
= sense of empowerment
WHAT RESEARCH SAYS? “FINDINGS” •
•
•
Staff appreciate the availability of spaces for 1. Breaks 2. Collaboration ABW+cellular offices > open-plan offices
Australian study: 1. Reduce in sitting by 14% 2. Incense in standing by 11% 3. Increase in walking by 3%
Happiness
Better interactions 1. 2. 3.
Some mangers transform small meeting rooms into private offices!!
Reality is messy
Limited
Healthier
“switching behaviour” = They stay in the same spot even if its noisy Distraction & lack of privacy
Less mobile than expected
•
Breaking down silos Informal social interaction Unplanned meetings Pros
Cons
Better across teams
worse across the same team
People love routine = same desk
• Better 1-high-level office jobs 2-hig-level autonomy 3- mobility 4- task diversity
Worse 1- desk jobs 2- administration workers
Suitability
People love comfort zone = stay by their colleagues/friends
THE ACTIVITY-BASED WORKING PRACTICE GUIDE Hygiene Increase cleaning frequency
Noise and distractions Make sure that spaces have excellent sound absorption
The hassle of moving
Choose furniture that can easily be adjusted to individual preferences
Feeling lost or disconnected Have set meetings and social rituals
Territorial behavior Formulate guidelines for how spaces should be used
Availability of spaces Make a clear distinction between bookable spaces and non-bookable spaces
Paper and stuff Provide team storage where needed.
Ergonomics
ISSUES AND HOW TO DEAL WITH THEM
Consider investing in ‘smart furniture’
Loss of status Provide sufficient bookable meeting rooms with visual privacy, where managers can have confidential meetings
Resistance to change Make sure that management leads by example.
THE ACTIVITY-BASED WORKING PRACTICE GUIDE PART 2: ANALYSIS Before deciding whether to adopt ABW, and in what form, it is important to undertake a systematic analysis of the organization’s needs and aspirations.
The overall analysis process can be split into three parts:
1 Analysing the existing situation 1-Document analysis 2-Walk-Through 3-Workplace survey 4-Spatial analysis 5-Occupancy measurements 6-Stakeholder interviews 6-Social network analysis
The purpose of analysing the current situation is to understand the organization, how it operates, and the ways in which spaces are used. And by asking some questions that may help with understanding, such as how does the organization work? Its culture, available work settings and is there a need for improvement?
2 Exploring new possibilities 1- Leadership workshops 2-Reference projects 3-Staff workshops 4-Scenario studies
3 Validating new ideas each part comes with its own methods 1-Focus groups 2-Development of personas 3-Design prototyping 4-Pilot projects
PART 3: ANALYSIS Once an organization has decided to adopt activity-based working, it will be necessary to set up a process for implementation. Such a process usually starts with the formulation of a broad vision, which is then translated, step-by-step, into concrete solutions, ultimately resulting in the new work environment. Here, this process is divided into six stages:
1-Vision
Developing a general vision
4-Build
building the new environment and getting it ready for use
2 Define
Formulating specific requirements
5-Settle in
moving in and solving teething problems
3 Design
designing the spatial and technical environment
6-Manage
making the concept work in practice.
DESIGN – PART4 SHARING RATIO Sharing ratio = the available number of workspaces / the number of employees
Example: Employee profiles The sharing ratio is in this case calculated by identifying different employee profiles and by linking these to different sharing factors.
THE NUMBER OF WORKSPACES: They check the workspaces to see what are the materials they going to use ,such as : chairs, and laptops by using ABW philosophy.
THE NUMBER OF EMPLOYEES: When we count the number of employees, each employee as one, but we count the external workers are count to fit according to their working hours.
WHAT IS A GOOD RATIO ? The good ratio for most organization is 0.7 but Because of COVID 19 some organization change to 0.4 or 0.5 because working from home become common.
PART 4: ZONING Zoning principles that are relevant to ABW, focusing on three types of zoning:-
ACTIVITY ZONING:
ORGANIZATION ZONING: Organization zoning refers to whether or not the organization teams or unit should be certain location within the building. There are three different models:1.Free-range 2.Team anchors 3.Team zones
The grouping of activities with similar characteristics in order to avoid friction caused by incompatible activities is known as activity zoning. Many ABW project differentiate between three zones: 1.Social zone 2. Interactive zone 3.Quiet zone
Security ZONING: Employees should have access to the entire office because their workplace may need to be restricted for security reasons. 1.Public zone 2.Semi-public zone 3. Operation zone 4. Security zone/ high-security zone
PART 4: SPACE TYPES ‘’the sizes75 and ratios mentioned are only very general guidelines’’
1
Workspaces: This spaces that are specifically designed for desk-bound / computer-related activities. 1.Open workstation 2.Semi-open workstation 3.Focus room 4.Study 5.Phone booth 6.Project room
Collaboration spaces: This spaces for meeting and other types of interaction. 1.Booth 2.Huddle 3.Stand-up space 4.Small meeting room 5.Medium meeting room 6.Large meeting room
3 Support spaces; The practical that provide employees with water, and food storage, stationery, and other necessities are referred to as support spaces. 1.Kitchenette 2.Locker space 3.Storage [group / individual] 6.Restaurant
4.Print/copy space 5.Loppy
2
DESIGN – PART5 - success factors
HOW? Make it homey Provide choice •
The office should provide real diversity of spaces 1. Privacy 2. Size 3. Ambiance
•
Add 1. 2. 3.
Soft seating/fabric & rugs Plants Wall space for daily team photos
IT- perfection Importance of quality •
No cheap design solutions: 1. Better ergonomics 2. Better indoor climate 3. Better aesthetics 4. Better functionality
•
MAKE IT “FOOTLOSSE” 1. Many power sockets 2. Lightweight + powerful laptops 3. Seamless network 4. Collaboration tools
Make it clean!
Focus on focus work •
Add 1. 2. 3.
Small focus rooms Library-like spaces Hideout's areas
1. 2. 3.
No closely – open plan work areas Use finishes * furniture that are easily cleaned Quick access to cleaning wipes & hand sanitizer
ANALYSIS – PART5 - success factors
How to succeed?
Expect resistance •
Listen to everyone = win them over assuring the,
Take your time
Do your research • • • •
•
careful study of concept pros & cons Organization needs Occupancy satisfaction level Work patterns
Change management team •
Look at quantitative & qualitative data •
Rule of thumb: 1. Start a year earlier from moving in 2. Continue for a year after moving in
Add people with skills I communitarian instead of engineering
Freeze period
People stores – ideas – feelings – opinions •
100 days freeze = no major changes + resolve practical issues
Find strategic meaning •
Support concept with
Involve employees
organization mission – strategy – polices •
Discuss in detail with them + give feedback
Learn from others + take wide perspective • •
Learn other experiences & mistakes Make your ABW about a bigger story 1. Employee empowerment 2. Flexibility
The PROCCES?
THE ACTIVITY-BASED WORKING PRACTICE GUIDE PART 6: EXAMPLES
The old building and the new addition are united via a large atrium that features glasswalled elevators, open stairs and balconies
DANISH BUILDING AND PROPERTY AGENCY (COPENHAGEN, DENMARK)
one of the floors has a small library that can also be used as an informal meeting spot.
The Danish Building and Property agency has just moved into its new activity-based office in the Nexus building in Copenhagen
The office floors are open towards the atrium. Thanks to high levels of sound absorption, this produces a light background ‘buzz’
As might be expected from a Danish office, it features classic Arne Jacobsen furniture.
PART6 - EXAMPELS What
Ofgem
The use of “smart working“
how
•
meaning a flexible working practices
Use of smart sensers with live data of how busy the offices are.
Remote working Activity – based working
•
Using a screen that shows the available stations
London-uk
why
• •
To reduce the number of governmental building to 200 by 2030. Increase the collaborations of department to create a smart working space.
Negatives
Positives • • •
One big floor plan no separation of multiple floors. Agile space with lots of flexible seating. Availably of (work-from-home) while still being connected to the main office
•
Need better soundproofing & noise transition.
Which encourage workers not to leave their spots empty for longer than 90min.
PART6 - EXAMPELS Better use of available space using “sharing ratio”
City of the Hardenberg
The Netherlands
The building shape looks like a “beehive” will the offices are “buzzing” with employees.
• • •
concept
0.7 workstations = full time employer Extra touchdown workspaces & meeting rooms An indoor garden + restaurant that can be used as a multifunction spaces
Noise & acoustic solutions: • •
No suspending ceiling. The building shape:
Solution
Problem
• •
Noise & acoustics. Increase in number of employees.
Walls incline inwards
Facilities with noise around the curved walls
Elimination & compartmentalization approach: No coffee corner in atrium = new location with acoustic enclosure.
PART6 - EXAMPELS
LAIKA Copenhagen – Denmark
How
Neon sign
“space matters” •
Hot desking isn’t a thing in their office space.
What
Raw & industrial office with high sophistication of fitting & furnishing.
“Hygge” a Danish concept of Concept
“cosines” • The aim is a welcoming space that feel like home for both staff & client.
•
But to look into people needs instead “making a destination between collaboration & concertation.
• “brains are weird” 1. Some people need social stimuli 2. Others need quiets spaces 3. Some just like to walk outside.
Well designed spaces have an impact on people well-being & behaviors.
PART6 - EXAMPELS
The aim to improve communications between employees.
Places to relax and unwind, ideal for taking a break or catching up with colleagues.
STATE TREASURY AND THE PATENT AND REGISTRETION OFFIC (HELSINKI , FINLAND) “It is refreshing. You can sit next to different people every day, instead of always the same ones.
The building's canteen, as well as the conference center and rooftop sauna, are shared by the two tenants.
The average amount of space allocated to each employee fell considerably below the 18m2 Cap set by government. They can include more facilities such as informal meeting room
PART6 - EXAMPELS For huge events involving the entire company, the wide stairway ground floor can be utilized as seating.
The round tables are meant to be used as landing zones. During busy periods, they might be used as “ overflow spaces”. DANONE (HOOFSSORP , THE NETHERLANDS) we wanted to create a building that would positively contribute to both the environment and the wellbeing of our staff.
The atriums benches have proven to be popular area for work, casual conversation, and phone calls,
The ground floor café and restaurant are used as informal location outside of launch hours.
CREATING POSITIVE SPACES USING BIOPHILIC DESIGNS
Part 2
BIOPHILIC DESIGN
WHY IS IT RELEVANT NOW? A CHANGE FOR THE BETTER
Creating spaces that enhance wellbeing is important design aim to achieve. Why? Because as urbanisation has increased, stress rates have also rocketed Here’s some astonishing facts that demonstrate why:
WHAT IS BIOPHILIC
?
Biophilic Design offers an approach to creating buildings and spaces that respond to our human needs. Biophilic Design principles can be applied to existing and new buildings, interior and exterior spaces alike.
In the UK in 2015/16, 11.7 million working days were lost due to stress.
11.7 Million
66%
HOW TO ENHANCE SPACES: · Nature in the Space: designing in direct contact with nature or natural systems.
By 2050, of the developed world will be urbanised, and thus we are becoming increasingly distanced from nature.
· Natural Analogues: design strategies that use references to, or representations of, nature.
· Nature of the Space: mimicking the spatial qualities of natural environments to evoke/enhance human responses.
20 billon the European Commission calculated the costs of workrelated stress in the EU at €20 billion a year.
CASE STUDIES – chapter5
Name: studio stockroom Year: 2017 Designer: ByggVesta Area: 1000 m2
Concept
General info
Creating community hubs which reflects the sustainability concern for the environment & human in it
AIM? • • • • •
Office positivity Feeling proud of work Visitor happiness Focused work More sociable atmosphere
Results
Create a feel at home office filled with 1. Peace 2. Assurance
HOW? • Create spaces related to (kitchen – home hub-indoor/outdoor environment) • Use of materials & colors of vegetation 1. Soft feeling 2. Lots of greenery 3. Soothing atmosphere
CASE STUDIES – chapter5
Name: WWF living planet center, UK Year: 2013 Designer: Hopkins architects Area: 3.600 m2
General info
•
Staff satisfaction increased from 27% to 95%
•
Staff feeling in touch with nature more while encaged in daily life
•
Beneficial to the planet: 1. 99% construction waste from landfill 2. Use green roofs = operate with cycling
Results
Concept
To create an “exemplar” Green sustainable, friendly & inspirational building for the world/planet.
HOW?
BIOPHILIC DESIGN PATTERNS AT DIFFERENT SCALES shouldn’t be seen as an expensive option
Natural analogue
• Visual Connection with Nature
• Non-Visual Connection with Nature
Natural martials & colours
• Prospect
• Presence of Water Seeing, hearing or touching of water
Organic shaped furniture
• Shelter • Mystery
• Thermal & Airflow Variability
Spiral stairs
• Biomorphic Forms & Patterns • Material Connection with Nature Green walls
• Complexity and Order
Internal courtyard
Bouldering walls
Nature in the space
water features
Mirrors disorientate
Window seats
Nature of the space