Modernplacesbook

MODERN WORKPLACES

BY: MADDIE GEORGE, SETH HUXEL, MAEVE MCCARTHY AND NEESHA REDDIVARI

TABLE OF

CONTENTS Time line of the Modern Workplace The Precedent: B端rolandshaft The Precedent: Action Office The Precedent: LEED Analysis of Modern Workplace Trends Summary Case Study: The Gym Bibliography

1950s BÜROLANDSCHAFT OFFICE LANDSCAPE German movement from the 1950s translating to

ORGANIC

workspaces with minimal divisions intended to FOSTER

before technology inflitrated our work environment, offices were open and collaborative

COMMUNITY

1970s ‘maximize GENERIC the goal was to

economy by creating spaces

1968 ACTION OFFICE

enough to suite unknown (or multiple) users’ -Harrison, Wheeler and Whitehead

The Distributed Workplace

started being manufactured by

herman miller

1950s

1968

1970s

EVOLITION OF THE MODERN WORKPLACE

1980s INTELLIGENT BUILDINGS buildings that are equipt to handle an office wide computer and phone system.

TECHNOLOGY COLLABORATION

‘PEOPLE WHO WORK IN AN OFFICE EXPECT TECHNOLOGY TO BE THERE AND EASY TO ACCESS’ MIKE FIRLIK, STEELCASE

1980s

IN THE 1980s COMPUTERS MOVED FROM THE COMPUTER ROOM TO A DESKTOP.

ADA 1991

AMERICANS WITH DISABILITIES ACT

EMPLOYEES IN WHEEL CHAIRS MUST BE ABLE TO APPROACH, ENTER AND EXIT ANY GIVEN AREA.

1993

RICK FEDRIZZI, DAVID GOTTFRIED AND MIKE ITALIANO EXTABLISHED THE US GREEN BUILDING ASSOCIATION

GREEN DESIGN PROPERTY OWNERS has advantages for

&TENANTS

LOWER OPERATING COSTS UPHOLD COMPANY IMAGE WORKPLACE WELLNESS INCREASED ASSET VALUE

1991

1993

EVOLITION OF THE MODERN WORKPLACE

2010

INCLUDING ACCESSIBLE COMMON USE CIRCULATION PATHS WITHIN THE WORK AREA.

2014 now that technology is integrated into the office, spaces are opening back up for collaboration

2013 44,270 LEED there were

registered

projects in the USA

2010

2013

2014

the PRECEDENT

BÜROLANDSCHAFT

BÜROLANDSCHAFT The Evolution of Open Workspaces HISTORY The idea of open workspaces started in the beginning of the 19th century when architects started using cast iron girders to open up larger spaces within a building. In the late 19th century, industry was booming. Bosses wanted to replicate the atmosphere of a factory inside of their workplace. F.W. Taylor specifically studied how to take Henry Ford’s ideas from the assembly line into the office. His ideas started a workplace efficiency movement called Taylorism that rose in popularity at the same time as Bürolandshaft.

Bürolandshaft was a concept developed by German designers Wolfgang and Eberhard Schnelle in conjunction with a design consultancy group that specialized in office organization called Quickborner.

The concept is characterized by seemingly scattered furniture, clustered into small work zones in varying sizes. The word translates to ‘office landscape’. Plants, carpet and ceiling clouds were used to delineate different spaces within the open environment.

Each office plan was highly individualized to the work each company was doing. Workers were arranged into clusters based on how they communicate internally. The groups of people that worked together the most, sat together in a zone that had small touch down meeting space and workspaces for individuals.

Managers were positioned with the people they managed, thus eliminating hierarchy on the office floor. The design of the space was highly focused on efficiency of the company.

Caruso St John Architects

Open office showing a random organization with and minimal space divisions.

“The 1960s forefathers of open-plan, the German designers Wolfgang and Eberhard Schnelle – who dreamed up the Bürolandschaft, or “office landscape” – envisaged a place where humans might flourish. They scrapped regimented rows of desks in favour of higgledy-piggledy clusters and relaxation areas.”-Oliver

The Distributed Workplace

Burkeman: Writer for The Guardian 2014

Bürolandshaft floor plan.

The Distributed Workplace

Workers shown in a mixed collaborative and individual work cluster.

IS THE OPEN OFFICE CONCEPT EFFECTIVE? PROS CONS There is no hierarchy on the work floor.

Minimal privacy for confidential work.

Supervisors are able to manage people easier and more efficiently because of their proximity.

Younger workers appreciate proximity to more experienced colleagues.

An open layout requires less space and therefore costs less.

Open offices have a lower carbon footprint than private offices.

Highly adjustable and adaptable over time.

An open office the can cause workers to be more stressed.

The space is either too loud or too quiet.

It is impossible for the temperature to please everyone.

“The emphasis on work flow can be traced back to the first flowering of scientific Taylorist work study in the US just before the First World War.“-Duffy and Hutton: Authors of Architectural Knowledge

TAYLORISM

Taylorism is F.W. Taylor’s theory of scientific management. In the late 19th century, Taylor studied practices in factories that minimized time and effort in manufacturing. He focused on the task being performed, amount of time it took to complete said task and how a work space can be arranged to make work as efficient as possible.

ORF News

Frank Lloyd Wright’s Johnson Wax Building shows a vast open space with workers seated at open stations.

“The new type of open-plan office encouraged disclosure, discussion and debate.”-William Kremer: Writer for BBC News 2014 ORF News

“The Daily Telegraph” news room looks very similar to an industrial factory.

The Distributed Workplace ORF News

Three dimensional office layout plan.

Diagrams for offices during the offce landscape movement highlight the thought behind desk groupings.

FORM FOLLOWS FUNCTION

The most important idea behind Bürolandshaft was that how people work should dictate not only the layout of our offices but also the design of the building. The beauty of this chaotic office environment is the thought behind it. There were no clear circulation paths within the non orthogonal work environment. But, each cluster of desks was carefully placed in proximity to other groups for easy communication and collaboration.

The Distributed Workplace

This diagramatic plan highlights the organization behind an office landscape scheme. Work clusters are different sizes dependent on the work being done.

Some clusters have collaborative areas integrated.

Floor plans from this era are characterized by their ‘open and charmingly random quality’-Caruso St. John Architects The Distributed Workplace

MOVING AWAY FROM OFFICE LANDSCAPE

ORF News

Partitions added to the open office layout.

The concept of office landscaping broke all of the traditional conventions of office organization.

Modern codes are not conducive to an office layout as dense as was seen during the popularity of Bürolandshaft. Action office was developed as a response to issues with the Bürolandshaft concept.

But, adding partitions and additional storage to an open concept office undermines the original idea of an organic workspace that fosters community. In terms of ease of communication, a sea of cubicles is almost the same as a group of small, private offices.

the PRECEDENT

ACTION OFFICE

EVOLUTION OF THE WORKSTATION THE EARLY OFFICE

Shukmeister

Before the rise of big business, which occurred between 1860 and 1920, the typical “office” environment was a small, intimate space with only a handful of workers at best. Prior to 1920, the most common style of desk one would find in these spaces was the Wooton Patent Secretary. This massive desk was full of cubbies and niches to hide, organize, and protect the various important documents for the establishment. Once businesses began to grow and the workplace became less personal, the grandiose mahogany desks became a cumbersome excess and were therefore replaced with a more practical, streamlined alternative.

Wooton Desk

BIG BUSINESS

Growing companies trying to accommodate large quantities of workers needed a new system for the workplace that made more sense for their modern needs. In 1915 Steelcase (then, the Metal Office Furniture Company) developed a response to the demands of the changing corporate market. Their solution was the Modern Efficiency Desk. This design consisted of little more than a metal or wood veneer desk top perched upon stacks of metal drawers. This rather basic concept meant no more hiding behind the bulky doors and drawers of the large secretary desks for employees. Managers loved the new, minimalistic design, which allowed better surveillance over their workers’ productivity.

While the Modern Efficiency Desk may have been a step in the right direction for its time, it did not take long for workers to become bored with the impersonal, utilitarian design. With only basic storage and a simple work surface, it is no surprise that Steelcase’s first attempt left people wanting more.

Strangeclosets

Modern Efficiency Desk

ACTION OFFICE I

Finally, in 1964 a revolutionary man by the name of Robert Propst proposed a whole new system of workstations that would drastically change how people saw the workplace. The new design was called the Action Office I. Action Office I was produced by Herman Miller and was received very successfully by the press. The various heights and units of the design came together to create a highly mobile workstation of the future - at least in theory.

Despite it’s accolades, Action Office I did not sell well due to the expensive, high quality materials that were used in combination with the ambiguous space that the individual units were intended to occupy. Companies wanted something fast and easily replicated.

Wired

THE BREAKTHROUGH “Seeing these designs one wonders why office workers have put up with their incompatible, unproductive, uncomfortable environment for so long.” -Nikil Saval: Author of

Cubed: A Secret History of the Workplace 2014

ACTION OFFICE II

Action Office II was developed in 1967 and its significant success eventually lead to dropping the older model in 1970. Action Office II sold better than its predecessor because it was cheaper and comprised of highly flexible, interchangeable components that were very easy to install. A more condensed workspace, lighter, easy-to-move wall systems, and elevated storage are just a few specific improvements made in the second iteration. With the intention of leaving a blank canvas for the individual to personalize, the units were designed very sparse and utilitarian.

Wired

DESIGN INTENTVS. IMPLEMENTATION PURE CONCEPT The design of Action Office II was quick to gain popularity and thus caused a number of knockoffs from other reputable office furniture companies to be produced. Everyone wanted a piece of the forward ideas behind the new Action Office - specifically the concept that the importance was not on the aesthetics design itself, but rather the beauty of the functionality of the worker moving within the space.

Steelcase’s 900 Series and Knoll’s Zapf system were both direct responses to Herman Miller’s breakthrough.

Wired

Action Office II Intent

Although the intentions were highly progressive and hoped to promote a more active lifestyle at the office, company owners saw the individual work “cubbies” as an opportunity to squeeze even more people into a limited amount of space. The creative opportunities to arrange the Action Office were overlooked in favor of space-maximizing options which ended up becoming the “cubical farms” we are familiar with today.

Wired

Action Office II in Practice

WHERE THE DESIGN WENT WRONG Advertisements from the Action Office system were much like those we would expect to see in modern promotions for office furniture. Great emphasis on ergonomics and enhanced ability to perform tasks more happily and for longer periods of time show that the same things driving Robert Propst’s original design are still driving design today. However, the blank canvases that were supposed to allow for personalization became continuous fences of monotony and the adaptable design turned into a static box.

Why? The real fault with the system was that

it was not designed for companies who were not prepared to adapt to a new way of living in the office. Reflecting on what had become of his once “revolutionary” concept, Propst addresses how he believes the Action Office went wrong: Wired

“The dark side of this is that not all organizations are intelligent and progressive...Lots are run by crass people who can take the same kind of equipment and create hellholes.” -Robert Propst

Another reason the Action Office did not live up to its initial concept is because Propst envisioned an unrealistic user in which only basic physical needs affected daily work productivity and happiness. One thing to take away from the creation of the cubicle is that no matter how pure the design intent may be, ultimately the users will be the ones who have the power of determining what will end up being the perfect ergonomic workstation of the future.

Examiner

the PRECEDENT

LEED

LEED

Leadership in Energy and Environment Design THE IMPORTANCE OF LEED LEED is a green building certification program used to recognize buildings that follow certain LEED standards. There are several different levels of certification you can attain by the number of points a project earns. The program is used to establish

common standards to rate projects and to recognize environmental leadership. LEED was established in 1993 to increase awareness and recognize those who are environmentally conscious when designing buildings.

“Behind the LEED program is an immense infrastructure developed to support the leaders in the industry as they innovate and create cutting edge, high performance buildings.” - U.S. Green Building Council LEED is the first step to managing your building through its entire life cycle. It has many advantages for property owners and tenants including, lowering operating costs, upholding the company image, workplace wellness and increased asset value. It is also very beneficial to the environment. It is important to build not only beautiful buildings but buildings that are energy efficient, have healthy environment for the occupants within and do not harm the environment. The factors that go into LEED are innovation and design, sustainable site, water efficiency, energy and atmosphere, materials and resources, and indoor

environmental quality. LEED was created to promote “green” design. It has had a positive effect on our environment by encouraging designers to consider sustainability and environmental factors while receiving credit for it through the U.S. Green Building Council using LEED certification. As green technology continue to expand it will generate more jobs. It will also stimulate the job market growth and open up new business venues. Benefits offered by LEED certification also include waste reduction, recycled content, water conservation, greenhouse gas emission reduction and overall a healthier and safer building.

OVERALL:

LEED new construction buildings have higher occupancy than non LEED certified buildings.

LEED new construction buildings rent for a higher dollar amount per square feet than non-LEED certified buildings.

Market demand for LEED new construction buildings are higher than for non-LEED certified buildings.

U.S. Green Building Council

- LEED.net

WORKPLACE WELLNESS LEED betters the workplace environmentally, socially and economically. A building that is LEED certified has a positive affect on the workplace. Workplace design can be used to achieve goals. The space you work in can influence your energy, interaction, health and drive. A workplace with green design makes the employees feel better about themselves while increasing productivity.

For example, with daylighting, natural ventilation and recycling in the workplace makes the employees mores satisfied with space they are occupying. Morrison’s report

study shows that well designed sustainable solutions can increase productivity from 3.5 % to 10% or more. People are linked to the place where they work and are happier at work when they have access to the natural environment. Sustainable workplaces can instill pride in the workforce.

They help employees increase productivity, reduce operational costs, eliminate waste by recycled and using renewable materials, and provide flexibility to adapt to change.

Overall, LEED has positive affects on helping the workplace wellness.

“Employees with a natural view exhibit less job pressure, more job satisfaction, and fewer ailments, and recover from stressful situations more quickly.” - HAWORTH KZF Design Headquarters in Cincinnati, OH. The LEED GOLD and ENERGY STAR certified building is a showplace of innovative workplace and sustainable design for this architectural, engineering, interior design and urban planning firm. It is prime example of a workplace that has benefited from LEED. KZF Design

PREVALENCE TODAY?

Workspace area at KZF Design in Cincinnati, OH.

“LEED is transforming the way we think about how buildings and communities are designed, constructed, maintained and operated across the globe.” -U.S. Green Building Council LEED is a present and future trend that is soon becoming the norm for building design and construction. All of the benefits of it are encouraging people to begin using it as a standard.

FINANCIAL ASPECTS LEED-certified buildings not only are kinder to the environment, but are kinder to your building’s operation budget: they can reduce energy and water bills up to 40 percent. LEED-certified buildings are also “advantageous to owners.” They consistently retain higher property values. LEED-certifed buildings are shown to have higher occupancy

rates, and will lease/sell more quickly. There is also possibilities of incentives such as tax rebates and zoning allowances. A company may also see a boost in productivity by attaining LEED certification. Employees that work in an energy efficient work environment tend to show an increase in efficiency in their jobs.

“[The building post-renovation] uses up to 65% less energy than a comparable office building of the same size.” -Green Building and Design Magazine The Green-Wyatt Federal Building displays many of these financial advantages in it’s three-year renovation that ended in 2013. The building is on track to be LEED Platinum-certified.

Originally, the building used approximately 78 kBtu per square foot per year.

Renovations include, but are not limited to: -Rooftop solar array, producing 3% of the annual electrical needs -170,000 gallon rainwater collection cistern -Low-flow plumbing, reducing water use by 60% under average office building numbers -Elevators creating energy to use in the rest of the building -Aluminum reeds, reducing solar heat gain by about 50% The building now uses between 32 and 34 kBtu per square foot per year-- cutting the use in half.

Flickr

COMPANY IMAGE “LEED is recognized as the premier mark of achievement in green building with the demand for LEED continuing to grow and gain credibility.” -U.S. Green Building Council Though it shouldn’t be the leading reason for choosing to become certified, improving company image goes hand in hand with LEED-certification. Becoming LEED-certified is a great achievement in the architecture and design world. There is an abundance of marketing potential with LEED. LEED not only provides boosts in efficiency, but also in the company’s reputation. A company that shows they care about the environment, shows they care about the community--and people will respond to that.

Being cleaner and more environmentally responsible is a very attractive quality in business today. While being aesthetically pleasing still plays a huge role in design, the quality and thoughtfulness of the design to interact with and benefit the earth is receiving the most positive recognition. Innovation rules the design world--and the more innovative and creative a designer can be with these LEED-focused design solutions, the more praise the building will receive.

U.S. Green Building Council

There is no need to completely abandon a building and start from scratch. There are nine main categories in LEED-certification, so where a building may lack in one category, may make up for in another. LEED should not be viewed as an unattainable goal. Small changes start to build up. There are a variety of requirements to receive certification under each category, so it is simple to find an aspect of a building that could be improved to LEED standards to better the environment, the community, and the company image.

ANALYSIS OF

MODERN WORKPLACE TRENDS

UTILIZATION & REPRESENTATION “The workplace has long been recognized as creating a physical representation of the organization.” - Work Life Magazine

AB FAM TEA O IL MW RA Y O P TI O IN RK HIL O N D C IV O SO ID M PH UA M Y U C L NI LI TY EN TS LL O C

S LT

EFFICIENCY

the firm’s personality & needs in a thoughtful way.

N SU O S E TI CT R VA JE N TI O IO MO PR N IO AT IZ M E AT AN DO NC AX RG E A EL O FRE RM R O RF

REFLECT

PE

The interior architecture must

HIGH PERFORMANCE WORKPLACE

DESIGN THROUGH GENERATIONS “ In the end, knowledge workers from all generations need approximately the same physical conditions and a variety of spaces to support concentrative as well as collaboration work. Workplaces and workspaces must be designed so that they are appropriate for the work that is done within them, no matter what the generation of the workers involved.� -HAWORTH

Traditionalists

10%

Baby Boomers

44% Want amenities that enhance the workplace

Generation X

34% Want efficient workspaces that maintain work

Generation Y

12%

Want individual work spaces

balance

Want an open office with collaborative spaces

Traditionalists Before 1946

Baby Boomers 1946-1964

=1/100 Generation X 1965-1979

Generation Y 1980-2000

COLLABORATION IN THE WORKPLACE Collaboration in the workplace is present trend at this time. It is something that is being implemented into workplaces everywhere. These are the factors that contribute to incorporating collaboration in the workplace.

BEHAVIOR People seek the simple, familiar and functional

IMPLICATIONS FOR COLLABORATIVE OFFICE DESIGN VARIETY Private Offices

Workstations

Collaborative Space Conference Rooms

INDIVIDUAL SPACES

Of Workspaces EASY

WAYFINDING

CHARACTERISTICS OF A COLLABORATIVE ENVIRONMENT Tools in a space dictate its use

DESIGN

TECHNOLOGY

COLLABORATIVE SPACES BEYOND DESIGN:

“CULTURE”

“ The result is a re-imagined office with an open, lively, inviting space, flexible and adaptable to different working styles and preferences” -Development Magazine

WHERE WORK HAPPENS Outside Community Within Community On Campus

12% 12% 53%

6%

Building Primary Workspace Knoll Workplace Research

17%

FINDING THE BALANCE

“Organizations come in all shapes and sizes... but share a common objective in seeking to optimize the benefits available from the individual and collective abilities of their human resources.�

-Work Life Magazine Workers in the modern workplace spend approximately

41% of their time performing individual, focused work. (Knoll)

INTEGRATED WORKSPACE With a wide range of workday tasks assigned to employees, spaces must combine many functions to maximize efficiency.

Meeting rooms

Huddle rooms Home-base spots for internally mobile staff

Low interaction workspaces

Open office meeting areas

High interaction workspaces

Drop-in interaction workspaces

Drop-in interaction workspaces

Huddle rooms

Meeting rooms 0.5 0.4 0.3 0.2 0.1 0.0

41% Focus

23% Team

22% Share

13% Social

Average division of workday tasks

Knoll Workplace Research

COMPONENTS OF A HEALTHY WORKSTATION Task Lamp

- reduce eye strain, fatigue and dry eyes

Keyboard Support

- prevent wrist pain an carpal tunnel

Monitor Arm

- allows monitor to be at eye level, reducing neck strain

Air Purifier

- breathing clean air makes prolonged sitting easier and has long term health benefits

Ergonomic Task Chair

- back support and easy, comfortable movement

Ergonomic Mouse Foot Rest

- increase blood circulation and reduce stress on lower back

- limits stress and compression on the wrist

Humanscale

TRENDS

SUMMARY

TRENDS OF THE MODERN WORKPLACE Offices are now being designed to meet not only the needs of the company, but also to accommodate specific work styles for individual workers. Some offices may be more conducive to individual workspace while others can work more efficiently when they have a lot of collaborative space.

The ratio of collaborative to individual space is also dependent on the workers using the space.

Workers of different ages typically prefer to work differently. When designing a workspace, this is

the most important thing to consider. While trends predominantly show people wanting spaces that are open and collaborative, it is crucial to have individual workspaces as well.

Technology also defines the types of spaces that we work in. These tools can greatly enhance a workspace but they are ever changing. Spaces accommodate technology most effectively when they are very flexible to allow for change over time.

EFFICIENCY AND PRODUCTIVITY ARE JUST AS IMPORTANT AS AESTHETICS 0.5

INTEGRATED TECHNOLOGIES

ALL PEOPLE WORK DIFFERENTLY

Hypothetical office plan: Individual work space

Hypothetical office plan: Middle Ground

Hypothetical office plan: Collaborative work space

BALANCE BETWEEN COLLABORATION AND INDIVIDUALITY

the CASE STUDY

THE GYM

THE GYM: /JIM/ (NOUN)

1. A PLACE TO EXERCISE YOUR MIND NOT YOUR BODY

WHAT THEY DO The gym is a research development based venue. It is a meeting space rented out by Proctor and Gamble employees to brainstorm and come up with new ideas and solutions. They utilize the space to creatively problem solve and invent new and upcoming products.

They go through a certain process and have a method to do so in a stimulating and healthy environment. It serves as a service based facility for the client industry. It consists of a reception area, four different sized studios, a collaborative space, break area, workstations and storage area. There are six employees that work on site and maintain the space. They are in charge of all the accommodations including, scheduling, maintaining the space, serving food and beverages and making the space a welcoming, confidential and friendly environment overall. They also interview and hire the best qualified person to help facilitate in the sessions. The facilitators help to keep the session moving along, on track and to obtain there goals and objectives. They usually host four sessions a day with 25 people each. The age of the employees range from 25 to 70. The atmosphere and culture of the space is closely related to the work that goes on there. The gym is a very vibrant, open, and lively space.

Reception area

The Gym logo

WHO THEY ARE

The Gym is a P & G facility that was established by a company called Symposia. The company was founded in 2002. It is leased and used as a P & G facility. They operate whenever the facility is needed and are very accommodating. The sessions usually last about two days and they accommodate their clients whenever necessary. The culture of The Gym is a big factor that stimulates the work and outcomes of the space. They have a very friendly, helpful and inviting culture due to the space and employees that work there. The comfortable atmosphere of the space brings people back and gives the employees a vibrant, creative space to work in.

They gym operates to give P & G employees a space specifically designed to collaborate, solve problems and come up with new innovative ideas. There were too many separate offices and they needed a space for the employees to work collaboratively. The Gym, an off-site P & G facility, was the result. The design of the gym is implemented to promote creativity, collaboration and innovation. People respond well to the bright, fun environment. The atmosphere of the space directly reflects the work that is done to promote creativity and design innovation.

Collaborative studio space

The Gym serves as a creative hub for P & G employees to collaborate, solve problems and come up with new ideas.

Studio sign

The Gym operates because of the employees that maintain the space and P & G employees that facilitate it. The organization has not changed that much over time because it is fairly new. Although, the way the design of the space has changed over time has influenced the how the organization has changed. They have began thinking about expanding there space as well as developing a space similar to The Gym within the P & G facility itself. The change they want for the future is combining all of the facilities into one innovative space.

Collaborative space and break area

THE REASON

THE DESIGN The Gym was created for collaboration. When originally designed by IDEO, the space was too communal and much too open. The rooms were designed with no doors, so that ideas could bounce around freely, even if they weren’t on the same team. This created major problems. Even though The Gym is a P&G space, there are many different brands under P&G that all have different rules and regulations, many concerning confidentiality. Most meetings and work sessions that occur at The Gym are confidential--so the permanent “open door policy” couldn’t last for long. The space is intended for creative meetings and brainstorming, and originally the space was filled with muted, uninspiring colors that hindered creativity. Also, because The Gym is in a warehouse, noise issues arose quickly because of the open, metal box of a space.

They renovated the space to eliminate noise and privacy issues. They added doors, sound proofing, bug proofing, temperature control, and vibrant, energetic colors. An outside patio was also built so that team members could have easier access to fresh air.

Before, the setup in the rooms were hard to rearrange

Main open space

because of the extremely heavy tables. After the renovation, the tables and chairs rolled for easy mobility.

No two teams are the same, so it became easier for everyone to set up the room for different functions. A better design made teams happier and more productive.

Private Collaboration Space Office Area and Cubicles

Studio 2

Studio 1

Board Room

Studio 4

Open Collaborative Space Gym Employee Space

Studio 3 The Cave

Laptop Lane

Private Collaboration Space

Storage/Office Equip.

Communal Collaboration Space

IT

Cafe Area

Private Space for the Gym Employees

Break Room

Kitchen

Restrooms

Preparation

Inspiration

Ideation

The diagram shows The Gym’s process that each team goes through to get to a good idea. The Gym is team and problem oriented. Before The Gym, there was a replication of ideas-- It is a place where people from several different workplaces can come together, and provides spaces where intensive collaboration can happen.

Most meetings last two long days and consist of heavy brainstorming and discussion. The discussions are democratic in the way they vote on whether each idea will go on to the next step. Teams often use templates to determine their action plans in order to create a solid idea.

Realization Preparation Integration

Action Planning

IDEAS

These meetings are not driven by technology. The only technology they really use is video conferencing, which is simply furthering the collaborative environment. Typically, teams use pen and paper, dry-erase boards, and a lot of post-it notes. Being hands on is important to The Gym’s process.

THE PROCESS

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