9 Trends That Matter

8/8/2019 9 Trends That Matter

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Published by Tek

WorkplaceOne: T

by Steve Delfino,

Teknion Corpora

Foreword by

Carl Gustav Magn

Workplac


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Foreword: The Knowledge of Design by Carl Gustav Magnusson

WorkplaceOne: The New Norm

Investigating the Process of Change

Trends in the Workplace

The Nine Trends That Matter

New Workplace Equation

Changes in Thinking: The New Workplace Equation

Different Thinking: Different Planning

Planning with WorkplaceOne

WorkplaceOne: A Mixed Plan, a Healthy Environment

Toward the Future

co

ntents


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foreword C a r l G u s t a v M a g n u s s o n , I n d u s t r i a l D e s i g n e r

Furniture seldom leads change, but doesacilitate it.

If one begins with Peter Drucker in the 1920s, one sees his drive reflected in endless rows

and flanks of single pedestal desks in strict military order, each equipped with a typewriter

or adding machine. At the head of these columns, there is perhaps one manager position

occupying the classic 30" by 60" double pedestal desk.

This regimented image of business is reflected in the 1927 film Metropolis with its styl-

ized industrial sets and again in the 1980s with Brazil, a brilliant film satire of bureau-

cracy. In the private office, the big, heavy desk and credenza symbolized authority, but

also isolated its owner from social interaction and communication. In the steno-pool or

a warren of semi-private cubicles, the desk indicated that its user had a place, a degree

of job security, but whether cluttered or clean, the desk did not indicate real productivity.

Motivation issued from directives.

During the 1950s, the Quickborner team of German architects, headed by Eberhard and

Wolfgang Schnelle, developed the Burolandschaft or office landscape concept. This

radical office layout facilitated a new way of working, grouping workers by project in an

open, non-hierarchical environment that helped to increase communication between people.

As it turned out, mobilizing small cohesive groups of workers proved more effective thanhanding down orders to the rank and file.

More recently, we have become aware that teams need a closer proximity, not only a

proximity measured in feet and inches, but rather a psychological and social closeness that

generates a sense of being a team with common goals. Today, we maximize interpersonal

connection in open spaces where ample sunlight inspires a feeling o

expectation of achievement. Layered on this quality of light and space is fu

to equal the aesthetics and performance of finely engineered cars and o

represent the level of quality to which we aspire.

At last, after half a century, we realize the momentous changes that o

problems demand. Furniture is ready to address this accelerating challeng

iii


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I cannot say whether things will ge

i we change; what I can say is thchange i they are to get better.

Georg Christoph Lichtenberg, 18th c.

It is said that if you want to get the same results, keep doing things the sam

ence, if you want new or better results, something has to change. There h

ones thinking, a change in approach, a revision of well-worn strategies.

Such is the case for business leaders who recognize that the well-designed w

strategic asset, but also that traditional office design creates barriers to interactio

It does not capture the potential of present day knowledge workers who bui

value by sharing ideas and information. Today, the workplace must create

collaboration in order to allow an organization to realize its full potential for i

Our purpose is to take a closer look at how the workplace has evolved and th

affecting its process, structure and function. We also propose a new approa

WorkplaceOne designed to address new ways of working as individuals

members of multi-generational corporate cultures. This approach describes

but rather a range of solutions that speak to complexity, diversity and the

people at work.

First, we will take a look at the process of change and some of the more

work and workplace design. As I point out, many of these trends are driv

and acceptance of advanced technologies, but also by new social and econo

require us to revise our concepts of work and to design spaces, tools and strat

challenges these new concepts present.

Steve Delino

WorkplaceOne:the

new norm

1.01


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2.01

Although we live in an era of change and the acceleration of change th

innovation seldom occurs overnight. More often, new patterns appe

evolutionary process. The transformation of the workplace is no exception

as an immediate and radical response to any one new technology or pro

from a convergence of several trends. It took time. Two other example

digital revolution and the development of the automotive industry.

While the first automatic digital computers built by IBM date back to 1944

electromechanical machines were not suited to business applications. In

more versatile and comparatively cheap machines like the IBM 650

and quickly became the workhorses of industry. However, it wasnt unt

microcomputers much smaller, much less expensive made it possib

and small businesses to own a computer. Following the launch of the IBM

Apple II for home use, computer technology made one quantum leap a

graphical user interface, public email, Web browsers and the first laptop

by gadgets like PDAs and cell phones offering unimaginable wizardry. The

created our global village and its myriad digital communities span at least

In the same way, the automobile, invented over a hundred years ago, has ev

steadily, while completely reshaping the urban and rural landscape. A net

gas stations, motels and McDonalds, as well as suburbs and exurban shopp

either as infrastructure or because people can drive at relatively high speeds o

Small innovations sparked big changes: the automatic transmission attrac

and suburbs flourished; car radios made music and news part of the drivin

conditioning allowed drivers to travel in comfort in any weather and sea

consumers safety concerns. Mini-vans and SUVs formerly known as

popularity and acquired some of the trappings of the office and the hom

more time behind the wheel. CD and DVD players, iPod adapters and G

driving more fun. These innovations solved problems and met needs, but

created new needs. Discovery follows discovery.

investigatingthe process

o change


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Investigating the Process o Change

In the same manner, the office environment has steadily evolved over the last few decades

driven by new technologies, but also by broader and more complex trends: economic and

cultural shifts and emerging values such as a concern for how our man-made environment

affects the natural environment. Todays office looks and functions very differently than

it did twenty years ago, the result of numerous changes and innovations one alone

cannot be credited.

What actors aect workplace design today and will continue to do so in the uture?

> a multi-generational workforce, each with a different concept of self and work

> new workstyles that have emerged as a result of new technologies

> collaboration as the dominant work mode

> economic imperatives and the need to minimize real estate costs

> sustainable business practices and green design

> trends in style, taste and lifestyle

2.03

Each of these factors has an effect on how people think about work and

spaces and tools are best suited to their work. Cookie-cutter plans will no

there is a need for a range of planning strategies an d versatile, well-design

address issues like cost, sustainability and innovation. The alternative

been an inaccurate term. Todays fluid, multi-form office is not a departure fro

is the norm as it has evolved in response to new attitudes, behaviors and


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trends in the workplac


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thenine trends

thatmatter

3.01

An interest in workplace design is no

to architects, designers and acilities m

Corporate leaders and workers thems

aware o the workplace as an environm

can enhance or inhibit productivity. M

panies recognize that business perorm

corollary o good workplace design. Witmind, it makes sense to take a closer lo

key trends inorming the 21st-century w


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3.03

trend

0Four generations. Who are these people?

The office of 1960 had no computers, no fax, photocopier or teleconfere

It was characterized by a strictly ordered plan that placed private offices

and a warren of cubicles at the center. People looked different, too. Men

ties; women skirts and stockings. A hierarchy was securely in place from

top through middle managers to secretaries and clerks.

Todays workplace houses four generations of diverse workers men and wo

ethnicities who represent cultures from around the world. A successful w

that is able recruit, retain, manage and motivate people must embrace d

into account the different needs and expectations of people who do not s

in the same way.

We can define four distinct generations of workers as:> Traditional (1928 1945)

> Boomers (1946 1964)

> Generation X (1965 1980)

> Millenials or Generation Y (1981 1991)

In general, Traditional workers joined the workforce before the social

1960s. Boomers arrived in the 70s when the proliferation of digital media

while GenX and the Millenials came of age in a Web-based world. At

savvy young workers exhibit high expectations of self, comfort working

fluid sense of space. Everyone owns all the space. Work can take place

attitude that appears to be analogous to growing up in a networked worl

connect with others at any time and any distance; or access any informat

your iPhone or BlackBerry.

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A study by the Carroll Thatcher Planning Group, a workplace strategy and design group,

identifies the different attitudes and expectations of these four generations in terms of:

1. Desire for color variety

2. Need for ergonomics

3. Want corner office with window

4. Noise tolerance

5. Expect professional attire

6. Expect supplementary amenities

To address these vast differences in preference and need, office planning must provide for

variety and choice. A regimented, cookie-cutter approach cannot encompass such a wide

range of what is deemed acceptable in terms of sensory stimulation (color and noise) or

desirable in terms of amenities an d behavior (views and professional dress). Success lies in

finding a balance between uniformity a degree of structure is necessary and givingworkers the ability to make choices. The challenge is to design appropriate variation.

3.05

ig1

Desire orcolor variety

Need orergonomics

Want corneroice withwindow

Noisetolerance

Expectproessionalattire

Traditional

Boomer

Gen Xer

Millenial

LOW HIGH

Expectsuppleamenit


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3.07

trend

02Working outside the box

People increasingly work in places other than their workstation or offic

prepared by Hewlett-Packard and a major office furniture manufacturer, us

developed by HP and tested at the HP facility in Melbourne, Austral

employees were utilizing their dedicated space only 38% of the time. Such

of space in the office is comparable to the cost of downtime at a manu

Picture a manufacturing head going to the board and saying Ive got a great i

manufacturing plant that targets 40% utilization. He would be laughed out

yet we are doing this right now in FM.[2]

In todays top-performing companies, workers spend more time collabora

gathering in meeting rooms, training rooms and team spaces, as wel

cafs. Yet, many companies have not taken into consideration that dedica

are being used less and less. The result is less than optimal use of an im

resource space.

The Hewlett-Packard study used motion sensors called motes to captu

the seat. Researchers could then identify what seat is being sat on and

to accurately read how space was being utilized and if savings could b

conclusion? HP workers were utilizing dedicated space only 38% of the

that led HP to reconfigure the facility and to use offices and meeting r

Now utilization averages 50% and at times reaches 90%. The company ha

estate cost per employee by 55%. [3]

The new reality is that people move around at work and are more prod

do. Information gets passed along in brief, casual exchanges just as much

meetings. The challenge for those charged with creating the office plan

need for dedicated spaces that support focused work with the n eed for im

shared spaces for collaboration.



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3.09

trend

03Shrinking workstations. Is this my space?

Since the early 1980s, the size of a typical workstation has decreased b

1980, a technical employee enjoyed a dedicated workspace of 81-square

person can expect a workstation of 48-square-feet or smaller. The trend i

able to managers, or even executives, who have seen their own space redu

45%. A manager can now expect an office measuring perhaps 10' x 10' o

may or may not offer the privacy of four full-height walls and a door.[4]

The migration of people from private, closed-door offices to worksta

standing-height privacy took more than a decade. But in only a few shor

seen a shift from 66" height to 42" height workstations. This rapid shrink

and vertical dimensions a nd higher employee density is the result of

of factors:

> With the goal of creating healthy places to work, LEED guidelines for comrequire 42" panel heights to allow window views and maximize dayligh

Developed by the U.S. Green Building Council (USGBC), LEED (Lead

& Environmental Design) is the recognized standard for measuring build

> Emphasis is on team-based work and collaboration.

> The need to reduce costs dictates less individual space shared space is m

on any given floor plate.

> No one owns any given space. Work happens everywhere.

> Workers move within the office of the moment at intervals.

Simply put, the challenge is to maintain a feeling of spaciousness and a sense

while making use of every square inch of real estate. Planning also has to take

need to provide sufficient worksurface and storage to accommodate compute

along with files, supplies, books and other office clutter in a condensed spa


h d h


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A workstation with a view

How important is sunlight to mental and physical health? It seems an ob

workers are biological creatures (human beings, not machines) compo

respond positively to sunlight. In fact, the California Energy Commiss

report on the relationship between windows and offi ce worker performan

that basic design choices more natural light, more windows and better v

dramatically affect worker alertness, productivity and performance.

One of the more powerful conclusions of the study was that people do

when they can gaze out of a window and see trees and grass. The

significantly associated with better worker performance was having an

gauged primarily by the size of the view bigger is better and second

vegetation content.[5]

A second study commissioned by the California Energy Commission drew

tion between retail sales and daylight. Heschong Mahone Group, Inc.,

consulting group, using statistical regression models at 73 stores in Calif

an increase in the annual hours of useful daylight per store was strongly

higher sales.[6]

A similar study undertaken in educational settings was consistent with th

conducted by Heschong Mahone. Researchers found that students who t

in classrooms with more natural light scored as much as 25% higher on s

than students in the same school district who did not have the benefit of ab

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trend

04

3 13th i t d th t tt


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LEED for Commercial Interiors guidelines also stress access to daylight and views.

Windows and skylights create a connection to nature and can also be part of energy-

efficient design strategies. Lower-height and elevated furniture, glass architectural walls

and the use of lighter colors and surface treatments that reflect light all make the mostof available natural light, while reaping the benefits of lower energy costs and enhanced

employee productivity.

Not so long ago, only those lucky enough to inhabit a private office along the building

perimeter enjoyed daylight views. Today, designers make sure that everyone owns daylight

views. While workers have, in many cases, given up a great deal office size, workstation

storage, acoustic privacy the mandate of daylight for all is an important gain. Natural

light is a dynamic element of the built environment that impacts employee mood, health

and behavior.

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3 15the nine trends that matter


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3.15

Collaboration happens anywhere

IBM recently produced a white paper entitled, The New Collaboration: Ena

Changing The Workplace. According to the IBM document, People incr

places other than their offices and on teams that draw expertise from vi

in the world. They access applications, data and subject matter expert

networks and others tap into the same information. They employ w

device is right for the job to improve productivity while enhancing the

for themselves and their employees. Today, collaboration is the name of t

In the knowledge economy, sharing experience, information and expert

individual and organizational success. Thats why high-performance orga

ingly emphasize collaboration and look for ways to design opportunities

great ideas dont necessarily occur when seated at a desk or table.

New kinds of workspaces are appearing and its not just about a cool of

bar and a pool table. The trend is towards more collaborative spaces d

people share information more easily. Finding the right balance of vari

containing costs through shared space while addressing the occasional need

a challenge. Generally speaking, organizations are opting to dedicate mo

public spaces vs. dedicated workstations and private offices. Quiet room

where employees can use their phone or laptop without being disturbed.

A major global architecture, design and consulting firm recently pu

Workplace Survey for the U.S. Among its salient points, the survey note

a knowledge economy requires a workplace defined by varied and dyna

Productivity is no longer characterized by long hours of solitary research,

and creating with the occasional break to confer with colleagues. In today

companies, more time is spent collaborating, learning and socializing.


trend

05

the nine trends that matter 3 17


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This behavior seems to come naturally to younger workers the next generation of

business leaders. These people may already have been global collaborators at school or

at home. They embrace technology more readily than many of their predecessors. And

they are generally more mobile, contributing to a rapid growth in the numbers of peopleworking outside conventional office settings. However, collaboration is a less familiar work

mode for many Boomers and Traditionals bred to see creativity as a solo act and individual

achievement as essential to their place in the organizational hierarchy.[8]

Its not always easy to balance the desire for privacy with the need to collaborate. Interaction

has to be designed in not only as discrete areas for large and small meetings, but by

creating an entire environment conducive to communication, creativity and innovation.

As an example, if one has to book a conference room in order to meet with fellow team

members, the opportunity for collaboration may be lost. Companies require design that

invites contact and participation throughout.

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Corporate nomads

As collaboration evolves and becomes a more familiar work mode, it als

fluid, less tied to place. Workers on the move can collaborate using the

and instant messaging, as well as shared bookmarks and wikis that act a

People can shift smoothly from sharing information on their cell phones

in a web-based conference and thus, work from virtually any point wi

visit to the home office.

Recent surveys indicate that 29% of companies are considering a mobile

more flexible work options in order to reduce costs, increase productivity

employee stress. Such strategies also offer an opportunity to reduce a co

mental footprint. It is estimated that if only 40% of companies implement

strategy, in 10 years, the U.S. could save 1.2 billion tons of CO2 and 21 M

of carbon emissions per year.[9]

Mobility programs offer significant environmental benefits, and can also

costs and translate into improved productivity, work/life balance and qua

reps, consultants and others who occasionally or frequently work off-site

rather than buildings for support and the result is often happier workers.

How does the mobility of todays knowledge worker, and in particular th

worker, shape the design of the work environment? Fluctuations in the p

office can be addressed with touchdown spaces and business centers for

a significant amount of time off-site, but also require an on-site workspa

the office for several hours or days. No matter how often people comm

cally, workers occasionally need to land for face-to-face conversations

connection and collective identity.


trend

06



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Space is defined by workstyle, not status

Once a symbol of achievement and rank, the private office is no longer a

for younger workers. In fact, being alone behind a closed door may be exp

perk, but as punishment. The iPod generation was schooled in packs, anany high school or college reveals that the days of study carrels are over.

around a big table. The atmosphere is collaborative as students tap each o

tion, popping on headphones when they need to focus on an individual t

Younger workers who are used to multiple stimuli dont need a clea

in order to do their work. They typically feel that formal meeting places a

and are less distracted by noise and activity. They enjoy having quick an

colleagues, and can work in a caf or lounge as well as a conference room

In addition to the different attitudes and expectations of younger workers,

styles have set the stage for planning that does not privilege the private o

today seek to be more accessible, encouraging open exchange with employ

private office is more likely to be dedicated to those who need acoustical p

nature of their job human resources professionals, financial planners an

in confidential work.

In a conversation, designer Carl Gustav Magnusson noted that In the 1

machine and typewriter service men had to wear suits to elevate the value per

But in the 90s? Dress-down Friday has made the enclosed office paneled in

silly. Formal (and constrictive) dress and a formal executive office are simp

in the modern workplace.

This trend away from the private office as a signal of the organizational hi

vidual status presents a challenge in that it reflects a systemic change in attitu

mirrored in process and structure. Again, balance and choice appropriate

desirable features of a workplace where sharing, connecting and building o

characteristic than top-down directives.

t e e t e ds t at atte

trend

07



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Sustainable design: niche or normal

A decade ago, customers questioned if a furniture product was stackable,

reconfigurable. Today, those features are expected. The big question, and a p

a manufacturers approach to sustainable development. Customers ask que

companies are reducing their environmental footprint through facilities and

as design and packaging and transportation. They want products that can h

work environments and minimize environmental impact.

In the near future, if a company cannot document how its operations and

the environment and the steps being taken to reduce that impact it w

maintain market position or make it through the RFP process. Government

as the architecture and design community, are focusing on greening the o

Designers and facilities managers are choosing to specify green products a

suppliers who have significant environmental initiatives in place. Green ha

from a peripheral movement to mainstream.

Again, there are generational differences. Millenials and GenX workers do no

practices as optional, but rather as one of the basic tenets of doing business.

workplace to reflect aesthetic and environmental values; to function well, l

healthy, too. Today, green design is a key factor in recruiting talented emplo

Millenials and GenX-ers who embrace sustainable thinking and make it a par

outside the office as well.

In many cities, stringent building codes that affect both new construction

have been signed into law. The new codes focus on conserving water and

reduction of carbon emissions and the use of green paints, finishes, carpets a

number of LEED Gold and Platinum projects is growing as more and mo

investing in healthy workplaces that can thrive for years to come.

The sustainable office requires thoughtful planning and a rich exchange o

expertise among architects, engineers, designers and product manufacturers,

not only greater building efficiency, but also enhanced human productivity a

performance. Sustainable choices include furniture that makes efficient u

materials and meets guidelines for natural light, unobstructed views and hea

trend

08



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Design & The Bottom Line

Determining the real cost and value of the workplace is a compl

example, while sustainable strategies may require a larger initial investm

energy-efficient systems also reduce costs over the long term. At the samworkstations and greater employee density may reduce real estate costs, b

recruiting talent and employee productivity may off-set those savings. The

capable workers is intense and crowded cubes are no way to attract the b

Its not just about getting the most people in the least space. Among the

> Workstation sizes are stabilizing there is greater focus on recruiting

employees

> Companies are using technology to drive costs down and using externa

manage infrastructure

> New planning strategies are being employed to lower costs, increase pro

heighten employee satisfaction

Intelligent workplace design can help companies lower costs directly by sp

with a long life cycle, as well as those that reduce inventory and allow for

face of ongoing change. Indirectly, a good workplace reduces costs by pro

ness, vitality, health and motivation at work.

trend

09


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new workplace equatio

4.01


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The trends described reflect changes in

about work and the workplace and imply

to identiy design solutions that do no

outdated work practices or conflict w

realities. Representing these changes in

in a concise way, the Workplace Equatio

the complexities o process and struc

leads into a discussion o the planning st

we believe address todays needs.

How does all o the above impact plannin

workplace? The old approach to planning

was airly simple. Using algebraic terms

or the actors involved in a proper plan

sion, the Old Equation looks like this:

changes inthinking:

the newworkplace

equation

4.03changes in thinking: the new workplace equation


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X x (Y1+Y2) =

old

equation



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X

Y

Z

= Number o employees (including expected 3 year growth)

= Space required or each employee Y1 (private ofce),

Y2 (open plan cubicles)

= Square eet requirements

Old Equation Negatives

> Large footprint for every employee

> Assumes minimal collaboration or that it takes place in predetermined

(meeting rooms)

> Assumes that isolation and privacy lead to productivity

> Assumes that employees are at their desks most of the time and present

office every day

> Does not reflect the needs/expectations of younger workers.

Old Equation Positives

> Easy to spec

> Low inventory costs

old

equation

Open-Plan Oice WorkersWorkstations are identical inorm and eatures regardless

ReceptionAn isolated holdingspace or visitors, occu-

CaeteriaOten an uninspiring andineective space, caeterias


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old

equation

Private OiceDaylight and viewsare owned by thoseprivileged to occupya private oice alongthe building perimeter.

Meeting RoomsSpace allotted orcollaboration is coninedto the building core,excluding the possibilityo daylight, views andease o access.

orm and eatures regardlesso user requirements. Therigid uniormity o the openplan, along with panel heightsthat obstruct sight lines,do not encourage employeeinteraction.

space or visitors, occupied or short, 15-minuteintervals, the traditionalreception area representspoor use o real estateand a lost opportunityto involve guests in thecorporate culture.

ineective space, caeteriasconvey the eeling thatthe room is reserved orone unction only eatinglunch between the hourso 11:30 and 1:30. Not con-ducive to spontaneous socialinteraction, the caeteria isnormally unused or most othe day.



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Ax(B1+B2+B3+B4

)+S=

ne

wequation



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new

equation

= Number o employees (including expected 3 year growth)

= Space required or each employee

= (private ofces based on work requirements)

= (dedicated workstations)

= (shared space/meeting space)

= (space or mobile workers)

= (LEED requirements)

= Square eet requirements

The new workplace planning equation takes into account multiple factor

to the healthy, mixed planning environments required today.

New Equation Negatives

> A more complicated footprint

> Varied levels of occupancy

> Technology is required to manage an active office with mobile worke

New Equation Positives

> Requires less furniture

> Requires less enclosure, lower-height panels and screens

> Requires less personal storage

> Promotes collaboration and improves productivity

> More flexible and adaptable to user needs and organizational change

> Healthier environment improved access to natural light and air circ

> More inspiring setting

A

B

B1

B2

B3

B4

S

Z

Personal AmenitiesSpaces set aside orrejuvenation, meditationor rest along with

Heavy ComputingHeavy computing requiresergonomic seating,worksuraces and accessories

CollaborativeDesigned to encouragethe low o inormation,collaborative spaces take

ResidentWorkstations in a teamconiguration allowpeople in adjacent

Learning/SharingMultiple spaces orlearning including trainingrooms classrooms and


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29-1/4"

Touchdown/Shared AddressTouchdown spacesscattered through theworkplace allow non-resident workers to dealwith paperwork or connectto digital networks whenvisiting the oice ormeetings or training.

LoungeA casual, multi-purposespace where people gatherthroughout the day, the Loungemay include a concierge desk,ca, business center, meetingspace and an inviting areao comortable seating toencourage social networking.

Quiet ZoneWithin the Quiet Zonconversation is kepta minimum and cell are prohibited. Indivworkspaces can be iized with dierent styles and inishes.

EnclaveWhile collaboration is a keyactor in the new equation,acoustical privacy may alsobe desired. Enclaves are ull-height enclosures designedor private conversationsamong two or three people.

Private OfceDesigned or those whorequire privacy in orderto work with minimaldistraction, todaysprivate ofce seals outnoise, but maintainsa sense o transparencyand accessibility.

new

equation

or rest, along withcas, lounges andon-site spas, contributeto employee health andproductivity.

worksuraces and accessoriesthat promote healthy workingpostures and aid inorganizing and personalizingthe workspace. Poordesign can contribute tomusculoskeletal stressand work-related injuries.

collaborative spaces takediverse orm at varioussites throughout the oice,encouraging people tomove around, meet andpool their knowledge.

people in adjacentworkstations to easilyexchange inormation.The work area is setup to allow a large groupto work together orseveral smaller groupsto meet.

rooms, classrooms andboardrooms, as well asproject rooms where teammembers can brainstormon an inormal basis.

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Clearly, virtually everything about the workplace has changed. It has evo

communication, information and social networks, rather than remaining

reinforces hierarchy. Today, the workplace is dynamic, diverse and fluid. A

life, more complex. Architects, designers and facilities managers require

and must balance complex, and often competing, needs. Workplace desi

make all the difference in worker productivity and organizational perform

How, then, does all of the above translate into planning that supports

practices and organizational goals? WorkplaceOne, a concept developed jo

and Kasian Architecture, proposes ten key Planning Styles that answer the

organizations and allow individuals and work teams to get work done toda

today. WorkplaceOne offers an opportunity previously untapped for a

realize its full capacity for collaboration, creativity and innovation.

dierentthinking:

dierentplanning


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planning with WorkplaceOn

6.01


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Always design a thing by consideri

its next larger context a chair in a

room in a house, a house in an envi

an environment in a city plan.

Eliel Sa

The global transformation wrought by technology is mirrored in a workpla

as a space in which people generate and exchange ideas and information

doesnt look like the highly structured and clearly hierarchical workplace

And work itself looks different performed by four generations of wo

nimbly among spaces, technologies and workstyles: focused work at the

nates with frequent intervals of collaboration; learning occurs both as for

unofficial mentoring; socializing nurtures relationships and strengthens a c

WorkplaceOne:a mixed plan,

a healthyenvironment

6.03WorkplaceOne: a mixed plan, a healthy environment


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Designed to satisfy the cognitive, social, spiritual and physical needs of people at work,

WorkplaceOne creates places for informal social interaction and personal rejuvenation, as

well as the rigors of learning and intensive collaboration. As a physical environment, it is

mutable, able to adapt to changing conditions and to lodge a mobile workforce that can

vary up to 50% at any given time. As an experiential environment, it is an engaging and

motivating place for high-performance teams.

WorkplaceOne is a concept that represents evolving corporate strategies such as global

structuring and sustainability and profound changes in office planning and design. It

is not tied to any one planning program or furniture system, but offers diverse solutions

to support a broad spectrum of work practices and experiences. WorkplaceOne proposes

a multiplicity of spaces to support creative thinking, spontaneous interaction and the free

flow of information among individuals and teams. It creates a context for innovation.

Planning based on uniorm repetition

Supports linear, departmental flows

Static, unengaging environment

Advocated individual ownership, settlement

Promotes complacency

Largely supports individual-based work

Old

Planning based on

Supports cross-unc

Interactive, experie

Encourages mobilit

Fosters mentoring

Supports indivdiua

ig4

WorkplaceOne: a mixed plan, a healthy environment 6.05resident worker6.0


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Workstations are set up in team configurations so that two or three peop

workstations can easily exchange information.

When change occurs, team members can relocate within the office space

need to reconfigure furniture and minimizing disruption. Each area is desi

large group can work together or several smaller groups can meet withi

Panels remain low to conform to LEED guidelines. Lower panels also hel

level by providing a visual cue to respect nearby occupants.

> Technology: monitors or computers; printers usually in centralized loca

> Collaboration: small team-based meetings take place in work pods. More i

relocate to dedicated meeting spaces.

> Space Division: varies by department. Low-height panels or dividers are u

departments. Full-height panels or architectural wall systems can crea

workers who require a high degree of privacy or security.

> Storage: personal effects and current files. All other materials are stored

backed up to digital archives.

The backbone of an organization, Resident Workers are core team members, process

owners and mentors who typically spend at least 50 % of their time in the office, albeit not

necessarily at their assigned workstation. While work at the computer remains a constant,

Resident Workers also switch gears for spur-of-the-moment and scheduled meetings,

spending less time at their workstations than formerly and requiring less space.

To optimize Resident Workers productivity, workstation layouts need to be non-regimented,

arranged to make each location a unique setting, while enabling immediate access to team

huddle areas and storage. The new workstation more compact, more open is conducive

to interaction, yet provides sufficient privacy for focused individual work.

Intent

Characteristics

residentworke

r

04

WorkplaceOne: a mixed plan, a healthy environment6.0


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res

identworke

r

06

6.09private oice & leadership teamWorkplaceOne: a mixed plan, a healthy environment6.0


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The private office is configured for managers who require dedicated p

task-oriented work. A shared inner sanctum, accessed via a backdoor, pro

project-based work or conferences among the executive team. Moveable

the shared space to be opened up for larger meetings. This inner sanctum

a private boardroom for upper management.

> Technology: moderate computing, laptop docking, PDA, wireless, web

> Collaboration: small meetings take place in the private office. Larger

move to the inner sanctum.

> Space Division/Privacy: internal swing door offers acoustical separation

> Storage: personal and current files. All other files are stored in a central

to digital archives.

The private office is designed for those who require an enclosed space in order to work with

minimal interruption or distraction. Unlike the traditional executive suite, todays private

office seals out noise, but maintains a sense of transparency and approachable leadership,

inviting front stoop conversations as well as more formal engagement. Architectural wall

systems that provide glass walls may be used to create accessibility, as well as to admit day-

light and maintain access to views.

Back doors lead to a shared backyard visible to residents of the executive enclave and

available for spontaneous collaboration or scheduled meetings. Furnishing the office with a

flexible furniture system or worktable can reduce the communication of status and hierar-

chy. Wall-mounted furniture, storage and accessories may be applied to conserve floor space

and enhance functionality.

Intent

Characterist ics

privateofce&leadershi

pteam

08



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privateofce&leadershipteam

10

WorkplaceOne: a mixed plan, a healthy environment 6.13touchdown / shared address6.1


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Responding to the needs of a nomadic workforce, touchdown spaces permit non-resident

workers to connect to digital networks when visiting the office for meetings, training or to

consult with team members. Rather than dedicating a single large area to transient workers,

touchdown spaces are more effective scattered throughout the floorplate, interspersed with

resident workstations and collaborative spaces. Workers can then elect to sit close by the

team members with whom they most often confer.

Worktables provide a barrier-free workspace for people engaged in diverse activities and

allow users to roll up along the bench based on the number of arrivals. Mobile storage can

be provided for frequent users.

A shared-address, bookable space that adapts to user needs. The workbe

access to the outside digital world along with sufficient workspace to mak

through paper files.

> Technology: plug-in ports for moderate computing.

> Collaboration: the touchdown space is not designed for collaboration.

vidual stations for personal computing or phone calls.

> Space Division/Privacy: desk size defines the boundaries.

> Storage: frequent users may be supplied with a mobile storage cart stab

Intent

Characterist ics

tou

chdown/s

haredaddress

12



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4

tou

chdown/s

haredaddress

WorkplaceOne: a mixed plan, a healthy environment 6.17collaborative settings6.1


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Small teaming spaces across the office promote interaction among employ

a place for spontaneous creative thinking.

> Technology: wireless access.

> Collaboration: multiple locations for smaller gatherings.

> Space Division/Privacy: open concept.

> Storage: storage may be available in adjacent spaces or through the use

storage components

Open, informal settings located throughout the office, collaboration zones allow people to

land at various sites to share their knowledge, skills and experience. Recognizing that such

interaction is vital to innovation, companies are giving more space to settings that invite

interaction and provide an outlet for collective creativity. Furniture may comprise a wide

variety of products inclusive of freestanding an d mobile tables, tall worktables, soft seating

enclosures, storage islands and caf-style areas.

Intent

Characterist ics

col

laborativesettings

6



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col

laborativesettings

8

WorkplaceOne: a mixed plan, a healthy environment 6.21shared learning centers6.20


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Learning centers or training rooms are bookable spaces that can be config

of ways to support specific learning goals, the method of teaching or train

of participants and other variables. Boardrooms, which may also serve a l

are generally more stable in design. Project rooms are set up to allow for p

brainstorming sessions.

> Technology: Advanced technologies enable a live, face-to-face experien

so that people can share information around the globe. Training rooms

are also equipped with multiple plug-ins for computers or laptops

motorized screens

> Collaboration: a shared setting that will accommodate large or small g

> Space Division/Privacy: curtains, moveable partitions/screens or archi

tems provide visual and acoustical privacy.

> Storage: storage is provided for equipment and for tables and chairs wh

The global knowledge economy demands continuous learning and training in a variety of

formats teacher-directed, discussions among team members, and research or interactive

learning conducted online. Multiple spaces for learning in the office include training

rooms, classrooms and boardrooms, as well as project rooms where people can brainstorm

and share information on an informal basis.

All spaces for learning and training are animated and outfitted with enabling technologies.

Walls become active through the use of whiteboards, tackboards, projection systems and

storage. Because these environments are used in different ways from project to project,

training rooms are equipped with furniture and accessories that are easily reconfigured as

required. Folding and stacking chairs solve the problem of limited storage. Training/learning

rooms also offer window views, as all work areas in WorkplaceOne have access to daylight.

Intent

Characterist ics

sha

redlearnin

gcenters

0



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sha

redlearnin

gcenters

2

WorkplaceOne: a mixed plan, a healthy environment 6.25personal amenities6.24


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The meditation room is a non-dedicated, non-denominational quiet spac

meditate, pray and have a rest. The spa is a bookable facility that offers e

out from the demands of work and an opportunity to relax and re-energi

> Technology: potential use of technologies currently being used in health

malls and airport lounges that are designed to aid in relaxation.

> Collaboration: not applicable; quiet zone.

> Space Division/Privacy: variable depending upon space and service pro

> Storage: shelving, lockers or cubbies for personal belongings.

In the 21st-century workplace, no one owns anything everyone owns everything.

Workers at every level own views and access to natural light, as well as cafs, lounges and

more recently, amenities such as a room set aside for meditation or a spa designed for

rejuvenation. Such amenities address physical, spiritual and emotional needs and can make

a real difference in how a person feels about his or her workplace.

Shared spaces that vary in size and service provisions contribute to employee health and

performance. A meditation room can provide simple cushions and mats or comfortable

furniture with a residential look and feel. Lounge settings offer a retreat for reflection or

a place to nap. A spa or gym available to all staff can be equipped with massage chairs,

hydrotherapy beds and furniture akin to that found in health clubs and airport lounges.

Intent

Characterist ics

per

sonalamen

ities

4



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per

sonalamen

ities

6

WorkplaceOne: a mixed plan, a healthy environment 6.29 lounge6.28


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The Lounge is designed to be a center used at all times of day by emplo

alike. In addition to various seating configurations that invite conversat

may provide meeting rooms, a business center and/or a kitchen/caf.

> Technology: wireless access. Additional technology may be provided

business center.

> Collaboration: multiple available locations for intimate groups or large

> Space Division/Privacy: open concept and acoustic sound partitions.

> Storage: storage is provided for guests belongings. The servery is furnis

and cabinets.

A hub of lively activity, the Lounge is a multi-use space that may be comprised of a

reception or concierge desk, caf, business center and seating that draws inspiration from

hospitality settings. Unlike traditional cafeterias or employee lounges often in use for only

an hour or two each day, the Lounge is a casual and inviting space utilized throughout the

workday (theres no place for under-utilized space in the WorkplaceOne environment). The

Lounge is also an important site for communicating the corporate brand to employees and

inviting visitors to experience and participate in the office culture.

Intent

Characterist ics

lou

nge

8



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lou

nge

0

WorkplaceOne: a mixed plan, a healthy environment 6.33enclaves6.32


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Private, free-address rooms are used for a variety of purposes including se

conversations between two or three people.

> Technology: wireless access.

> Collaboration: multiple enclosures for smaller gatherings.

> Space Division/Privacy: full-height walls; high sound attenuation.

> Storage: limited storage may be provided with credenzas or wall-mount

While open spaces for collaboration and social engagement are key features of WorkplaceOne,

enclosure is essential when acoustical privacy is desired. A full-height enclosure that will

accommodate two or three people, each Enclave can be furnished with ta bles, lounge chairs

or task seating to support a different workstyle focused individual work, conference calls

and sensitive or confidential conversations.

Intent

Characterist ics

enc

laves

2

6.34

WorkplaceOne: a mixed plan, a healthy environment


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enc

laves

4

WorkplaceOne: a mixed plan, a healthy environment 6.37quiet zone6.36


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The Quiet Zone is meant to provide a work area where interruptions are kep

Cell phones are prohibited. A small business center caters to the needs

on laptops.

> Technology: wireless access and wireless printing.

> Collaboration: individual work.

> Space Division/Privacy: acoustic sound barriers.

> Storage: a business center addresses storage needs on a small scale.

Defined by diversity, todays workplace is home to four generations who require a variety

of settings within the open office, including spaces that offer privacy and quiet often in

rare supply. Within the Quiet Zone, cell phones are prohibited and each station varies to

accommodate diverse needs and preferences. A variety of furniture styles include tall tables

with stools and low tables with banquette seating. Individual workspaces can be differenti-

ated with a variety of finishes, allowing workers to choose their experience.

Intent

Characterist ics

quietzone

6.38



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quietzone

WorkplaceOne: a mixed plan, a healthy environment 6.41heavy computing6.40


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Heavy computing requires ergonomic seating, worksurfaces and accessor

healthy working postures and aid in organizing and personalizing the

workstation design can contribute to musculoskeletal stress and work-rela

> Technology: heavy computing, often multiple screens.> Collaboration: individual work.

> Space Division/Privacy: acoustic sound barriers.

> Storage: mobile storage addresses needs on a small scale.

For many workers, computing continues to be the primary component of their day, requiring

an environment that promotes efficiency, effectiveness and healthy work postures. Beyond

the ergonomic demand for highly adjustable seating and accessories that keep papers and

files within easy reach, planning for these spaces must also address workers desire to create

an individual setting and ambiance.

Workbenches create open, efficient workstations scaled to respect space limitations and

maximize resources. Lighting, screens and accessories, as well as mobile storage and tables

enhance functionality and offer choice and variety.

Intent

Characterist ics

hea

vycomput

ing

6.42



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hea

vycomput

ing

WorkplaceOne: a mixed plan, a healthy environment 6.45personalized workstations6.44


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Workstations are designed to accommodate the distinct needs of users w

unique ergonomic requirements and varied needs for organizing and storin

but also different ways of expressing their individuality. A comfortable, person

translates into healthier, more productive employees who feel good about th

> Technology: moderate computing, laptop docking, PDAs, wireless

> Collaboration: individual work

> Space Division/Privacy: varies by department. Low-height glass screens

of openness; full-height panels offer greater enclosure and visual privac

> Seating: highly adjustable task seating promotes healthy working postu

all sizes engaged in a variety of tasks

> Accessories: paper flow and organization tools expand the standard acc

taking into account the need to add functionality, make the most of

allow workers to express who they are as people

> Storage: options include worksurface accessories for personal items, as

and mobile pedestals for current files

Office planning and personalized workstations contribute to a persons control over their work

environment, which plays an important part in worker satisfaction. By making it possible for

people to modify their work area to change the position of the PC, add or move storage

and organize work tools as desired accessories and mobile furniture make it possible to

keep work at hand, express individuality and, to an extent, choose ones experience.

Mobile furniture can be moved and modified to reflect changes in workflow or focus and to

support individual tasks and group processes, while accessories offer options that further enhance

the users ability to design, manage and brin g individual style to his or her own workspace.

Intent

Characterist ics

per

sonalizedw

orkstations

6.46



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personalizedw

orkstations

7.01


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No task rightly done, is truly private.

o the worlds work.

Woodrow Wilso

In the 50s, trend-spotters predicted jet-propelled workers commuting to sk

giant computers. No one foresaw that computers would get small enough

or fit in the palm of ones hand. No one envisioned a workplace that make

izing or to have a rest. Thus, our mandate as professionals in the co

industry is to offer flexible, adaptable solutions that serve the process of cor

addressing not only technology-driven needs, but also human needs, aim

and the living relationship between men, women and their work.

Teknions integrated product portfolio is closely aligned with the concept o

opening up the range of planning possibilities to make room for change

acquired, new technologies appear and ways are found to create healthi

environments. Teknion designs for a workplace that continues to be defin

for a human-centered environment that engages, inspires and enhances th

have with each other and the world. WorkplaceOne is where people, plac

converge. WorkplaceOne is a context for innovation.

towardthe

uture

Teknion wishes to acwith gratitude:

Dean Matsumoto

and

Tim Au-Yeung

Kasian Architecture

Sources cited

1. Chartby Carroll Thatcher Planning Group, (www.thatcherplanning.com)

2. Mark Golan, Cisco Systems (http://newsroom.cisco.com/dlls/2006/ts_121506.html)


56/56

Book design:

Vanderbyl Design

San Francisco, Califo

Book is set in Adobe

and ITC Officina San

Publisher:

Teknion

in the US:

350 Fellowship Road

Mt Laurel, New Jerse

08054 USA

Tel 877.TEKNION

Fax 856.552.5088

e-mail

[email protected]

in Canada:

1150 Flint Road

Toronto, Ontario

M3J 2J5 Canada

Tel 416.661.3370

Fax 416.661.4586

www.teknion.com

Teknion 2009

All rights reserved. N

publication may be re

used in any form or b

without permission o

sb060009

3. See (www.reuters.com)/article/pressRelease/idUS169229+10-Nov-2008+PRN20081110

4. Figures are based on review of Teknion typicals since the mid-1980s

5. See (www.thespaceplace.net/articles/hobstetter200703.htm)

6. Heschong Mahone Group, Inc. Daylight and Retail Sales, sponsored by the CEC PIER Program 2003

7. See, (www-935.ibm.com/services/us/cio/pdf/new-collaboration-white-paper.pdf)

8. See, (www.gensler.com/uploads/documents/2008_US_Workplace_Survey_10_21_2008.pdf)

9. Based on 4.7 billion square feet of existing office space in the U.S. (Colliers 2007).

CoreNet San Francisco Summit: Mobility Strategy, Carbon Footprint & the Bottom Line. May 2008

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