360 issue62


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Can it handle the global, mobile, nonstop reality of business today? Because that’s the new reality for globally integrated enterprises. Business is increasingly a team sport that leverages technology to cross borders and time zones. Work is more interconnected and more complex than ever. Our work environment is the pivotal place for helping us navigate this new business world.

This new workplace must address the diverse ways people are working today. It must support enhanced collaboration, the essence of knowledge work. It needs to inspire and attract people to work at the office instead of the coffee shop. It should nurture personal wellbeing, and leverage organizational culture and the company’s brand. Overall, this workplace must make the most of every square inch of an organization’s real estate.

“There’s no company that isn’t struggling with this new business environment. Everywhere, resources are stretched thin from downsizing and a struggling economy. Business issues are more complex than just a few years ago, more organizations are working on a global platform, and every company needs its employees, along with every other corporate asset, to do more than ever,” says John Hughes, principal of Applied Research & Consulting, the global Steelcase consultancy on work and workplace.

The fact is, as companies wrestle with these issues, the workplace can be a key strategic tool: interconnected, collaborative, inspirational. A work environment designed to support people, and the flow of information and enhanced collaboration, can actually help a company solve tough business problems, build market share, and stay competitive. In other words, an interconnected workplace for an interconnected world.
An Interconnected Workplace will:

- Optimize every square foot of real estate
- Enhance collaboration as a natural way of working
- Attract, develop, and engage great talent; people really want to work there
- Build the company brand and culture
- Help improve a person’s wellbeing

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360 issue62

  1. 1. Creating workplacesfor wellbeingSmart companies are usingthe workplace to nurturethe wellbeing of their workers,and reaping real benefits.Issue 62Exploring workplace research,insights, and trends360.steelcase.comQ&A with Daniel PinkA conversation with thebest-selling author of A WholeNew Mind and Drive.Un/tetheredMobility changes where and howwe work in eight interesting ways.The Interconnected World:Global, Mobile, 24/7Is yourworkplaceready?
  2. 2. 34.9%of the globalworkforce will bemobile in 20132 billionconnected tothe internet7 billionpeople in the worldin 2011
  3. 3. 360.steelcase.com | Issue 62 | 1The world is more interconnected than ever. We’re all world citizens now. Events across theglobe instantly affect our personal and work lives. Or more accurately, our now-combined work/life. Alternative work strategies that are designed for the diverse ways we work today are now inplace at a majority of companies, according to the latest Steelcase/CoreNet Global survey, andmore are adopting them every day. This is how work gets done today: global, mobile, 24/7. In thisissue, we explain how the workplace can help people and organizations thrive in our accelerated,interconnected world.countries withmore computersthan people: Australia Canada Japan Sweden247 billione-mails sentper dayabout this issueCover photograph: ©iStockphoto.com/mikefahnestock
  4. 4. howcan something so small,reshape the ways teams collaborate?steelcase.com/MSmini
  5. 5. 360.steelcase.com | Issue 62 | 3360 Magazine is published quarterly by Steelcase Inc. All rights reserved. Copyright 2011. Material in this publication may not be reproducedin any form unless you really want to help people love how they work – just ask us first, okay. Contact us at ccongdon@steelcase.com.12 Is your workplaceready for theinterconnected world? When work is global, mobileand 24/7, the workplacecan help organizationssurvive and thrive.7 Think®Art This exhibit featuresfun and creativeinterpretations ofthe Think chair byartists in China, Indiaand Singapore.32 Creatingworkplaces forwellbeing Smart companiesare using theworkplace to nurturethe wellbeing oftheir workers, andreaping real benefits.44 Putting healthcarein a better place New user-centeredinsights lead toinnovative healthcareenvironments thatprovide higherquality care.54 Un/tethered According to newresearch, whereand how we workis changing inat least eightinteresting ways.Join the conversationConnect with Steelcase viasocial media and let us knowwhat you’re thinking.Facebook facebook.com/steelcase facebook.com/pages/coalesse/51331944213 facebook.com/turnstonefurniture facebook.com/nurturebysteelcaseTwitter twitter.com/steelcase twitter.com/coalesse twitter.com/myturnstone twitter.com/nurtureasksBlog blog.steelcase.com blog.nurture.comYouTube youtube.com/steelcasetv youtube.com/coalesse youtube.com/turnstonefurniture youtube.com/nurturebysteelcase4 Perspectives10 Trends36030 Lessons Learned49 SustainabilitySpotlight50 QA 61 Atoms BitsContents732
  6. 6. 4 | Issue 62 | 360.steelcase.comMeet some of the people from Steelcase who contributed informationand ideas to this issue.perspectivesEmily UlrichWorkSpace Futures researcherEmily Ulrich lives her work.From her home north of SanFrancisco, she’s helping to steerCoalesse’s European live/workresearch to further understandthe interconnected, global,mobile workstyle. This follows lastyear’s research observing mobileworkers in San Francisco andNew York, which informed thearticle on untethered workstyles(p. 55). She emphasizes that largeresearch projects like this arealways informed by Steelcase’sbody of knowledge. “It’s acollective learning process;I engage my colleagues aroundwork they’ve done and put adifferent lens on their researchto examine and apply it in newways,” she says.Julie Barnhart-Hoffman“Whenever we’ve built spaceswhere people can work as trulymobile workers, I expectedpeople would be more reluctantto let go of their personal,dedicated spaces. Yet the vastmajority of people who go mobilefeel that having a variety ofplaces to work actually empowersthem, and they wouldn’t goback,” says Barnhart-Hoffman,a design principal with Steelcase’sWorkSpace Futures group andone of the lead designers for anewly designed, experimentalspace at Steelcase’s new globalheadquarters (p. 12), home tomany mobile workers. Barnhart-Hoffman’s focus is behavioralprototyping, leveraging her interiordesign background, integratingresearch and observations tocreate better experiences forusers. A recent project: helpingStanford University’s d.schoolcreate better learning spaces.“Our personal and work lives areso intertwined, and people havedifferent expectations now. Werely on social bonds with othersand those connections can beenabled by their environments.There’s a lot to be discoveredyet, a lot of new ways we canmake an impact.”perspectives
  7. 7. 360.steelcase.com | Issue 62 | 5John HughesA principal of Steelcase’s Applied Research Consulting group (ARC), the work andworkplace consultancy, Hughes explains that “we help companies leverage their workenvironment to measurably increase the performance of the organization. Steelcase has akeen understanding of work and the workplace, and we bring that perspective to each clientengagement.” Hughes consults with Fortune 1000 companies and their design professionalsaround the world, and recently helped a global telecomm implement a mobile work strategyin a facility in Istanbul, Turkey. “While there are cultural differences from country to country,there is tremendous interest by major corporations around the world in one or another formof mobile work, and the goals are the same: increased worker satisfaction, higher levelsof productivity, and reduced real estate costs.” Hughes led the ARC team that helpedSteelcase rewrite their workplace strategy and prepare for a new global headquarters (p. 25).Caroline KellyHealthcare facilities havesome of the most technology-intensive work environmentsaround, says Kelly, a specialistin human-centered designresearch of healthcare deliveryenvironments. “Technology canoverwhelm patients, families,and at times even caregivers.The design of the environmentcan help keep technology frombeing so overwhelming, and helphealthcare providers provide thesafest, most effective and efficientpatient care.” Kelly has studiedthe effects of the design of abreakroom on healthcare staffrest and rejuvenation, and is nowconducting ongoing research withUniversity of Kentucky HealthCareon the design of a fast-trackspace for low-acuity emergencypatients. Her research also helpedform innovative new designprinciples (p. 44) for acute carehospital settings.perspectives
  8. 8. 6 | Issue 62 | 360.steelcase.comTaking ideas…and bags to new heights.Introducing the new Answer.An unparalleled range of applications, aesthetics, technology supportand ownership adaptability, Answer is designed with built-in flexibilityand interconnectivity for today’s ever-evolving workplace.Answer®Solutions
  9. 9. 360.steelcase.com | Issue 62 | 7Think®ArtDesigners, photographers, architects, and artists worked in an unexpected medium — the Think chair — aspart of a recent exhibition hosted by Steelcase Asia Pacific. Think Art featured works from China, India, andSingapore, with the goal of highlighting talent in various communitities and fostering a greater appreciation forcreativity and individualism.photo essay
  10. 10. 8 | Issue 62 | 360.steelcase.comSteelcase invited a number of top designers and artists to expand theconcept of seating, with highly individual interpretations of Think chairsthat blend aesthetics and functionality. The event, intended to inspirethinking about work environments that are fun and creative, featuredthe reinterpreted Think chairs highlighting the various regions’ dynamiccreative energy.“Steelcase is delighted to be able to provide a platform to foster designtalent and, at the same time, to meet the growing needs of the nextgeneration of workers, blending the perfect balance of design aestheticand functionality,” said Uli Gwinner, president of Steelcase Asia Pacific.Think Art exhibits have been featured in Bangalore, Gurgaon, Singapore,Beijing, Tokyo, and Shanghai.°
  11. 11. 360.steelcase.com | Issue 62 | 9To see more, visit: steelcase.com/en/products/category/seating/task/think/pages/think-art-exhibition.aspx
  12. 12. 10 | Issue 62 | 360.steelcase.comMore crowdedThe world is getting downrightcozy, with the population growingeven more than expected.By 2100, there will be 10.1 billionpeople, according to a newreport released from the UnitedNations. The U.S., growingfaster than many countries dueto immigration, is expected togrow from 311 million today to478 million by century’s end.China, on the other hand, shouldexperience population declineafter peaking at 1.4 billion in a fewdecades, then falling to a mere941 million by 2100.Proving space mattersScientists studying how architecture and design can influence mood, thoughts, and health havediscovered that everything — from the quality of a view to the height of a ceiling, from the wall colorto the furniture — shapes how we think.One study done by researchers at Ohio State University and the National Institute of Health trackedwhite-collar workers at a government facility. Some were randomly assigned to work in an oldoffice building with low ceilings and noisy air conditioners; others worked in a recently renovatedspace with skylights and open workstations. After tracking various metrics of wellbeing for 17months, researchers found that those working in the old building were significantly more stressed,at work and away from it — enough to have a higher risk for heart disease.trends360trends360Can you hear me now?Though mobile service can still suck in Manhattan or Madrid, on remoteMount Everest you can now call home, check voicemail, or text. Withmore than 2 million more cell phone users every day, were moreconnected than ever — wherever we are.
  13. 13. 360.steelcase.com | Issue 62 | 11Airports as home?As the world becomes more interconnected, airports are becoming cities and “cities maybe places to leave from more than to live in,” speculates author Pico Iyer in Time magazine.Case in point: the community that formed around the Dallas-Fort Worth airport hasa name: the Dallas-Fort Worth Metroplex. It’s now home to 6 million people and thefastest-growing city in the U.S. Other signs of the times: Dubai International will havecapacity for 75 million passengers by 2015, and Beijing Capital International offers a“global kitchen” with 72 food shops.trends360Urban shiftingHalf of the world’s population lives in cities — for the first time in history.Prosperity is shifting, too. Within the next 15 years, at least one-thirdof today’s top 600 cities, where businesses currently thrive, will dropoff the list of world economic giants. They’ll be replaced by cities in thedeveloping world, especially China, says the McKinsey Global Institute.Make way for themiddle classWhat’s more, says McKinsey,during the next decade theworld’s middle class will double inproportion — from 20% today to40% by 2020.Death of the encyclopediasalesmanIn just 10 years Wikipediahas grown to more than16.5 million articles in morethan 250 languages. It getsmore than 400 million visitseach month.
  14. 14. Is yourworkplaceready for theinterconnectedworld?12 | Issue 62 | 360.steelcase.com
  15. 15. Can it handle the global, mobile, nonstop reality ofbusiness today? Because that’s the new reality forglobally integrated enterprises. Business is increasinglya team sport that leverages technology to cross bordersand time zones. Work is more interconnected and morecomplex than ever. Our work environment is the pivotalplace for helping us navigate this new business world.This new workplace must address the diverseways people are working today. It must supportenhanced collaboration, the essence ofknowledge work. It needs to inspire and attractpeople to work at the office instead of the coffeeshop. It should nurture personal wellbeing,and leverage organizational culture and thecompany’s brand. Overall, this workplacemust make the most of every square inch of anorganization’s real estate.“There’s no company that isn’t struggling withthis new business environment. Everywhere,resources are stretched thin from downsizingand a struggling economy. Business issues aremore complex than just a few years ago, moreorganizations are working on a global platform,and every company needs its employees,along with every other corporate asset, to domore than ever,” says John Hughes, principalof Applied Research Consulting, the globalSteelcase consultancy on work and workplace.The fact is, as companies wrestle with theseissues, the workplace can be a key strategictool: interconnected, collaborative, inspirational.A work environment designed to supportpeople, and the flow of information andenhanced collaboration, can actually helpa company solve tough business problems,build market share, and stay competitive.In other words, an interconnected workplacefor an interconnected world.360.steelcase.com | Issue 62 | 13
  16. 16.  At Skype, globally interconnected employees use media:scape and Skype Group Videoservice to collaborate with colleagues distributed around the world.Disruptive technologiesemerging todaydrive changesin the ways we work.14 | Issue 62 | 360.steelcase.com
  17. 17. optimize everysquare footof real estateEnhancecollaborationas a natural wayof workingattract,develop,and engagegreat talent;people really wantto work therebuild thecompany brandand culturehelpimprovea person’swellbeingWhat does an interconnected workplace look and feel like? Like the new, innovative headquarters building forSkype, the global Internet communications pioneer. Or the ultra-collaborative workplace for Infragistics, theworld leader in user interface software development tools. And the new home for a blend of both resident andmobile workers at Steelcase’s global headquarters. On opposite sides of the United States, the two technologycompanies meet at the frontier of workplace reinvention fueled by a need to constantly innovate and attract thebest talent in the industry. The new Steelcase space is not only a home for employees but also a laboratoryto test and measure concepts and solutions designed for globally integrated enterprises. All three of thesecompanies embrace the five characteristics of an interconnected workplace in ways that make them their own.An interconnectedworkplace will:360.steelcase.com | Issue 62 | 15
  18. 18. 16 | Issue 62 | 360.steelcase.com Living their brand: Skype employees stay connected and engaged while they gather over lunch in the company’s cafe.55% - Salary37% - Quality of Work Environment33% - Flexibility to work outside theoffice or at home29% - Relationship with line manager28% - Being able to determine howwork gets doneSkype Living Workplace Survey, 2011Top 5 Factors DeterminingJob Satisfaction
  19. 19. 360.steelcase.com | Issue 62 | 17 A “wow factor” throughout Infragistic’s new workplace in Canbury, New Jersey, helps attract and keep top talent.Attract, develop, and EngagePeople really want to work here.Imagine you’re a talented software engineer.You could find work in Silicon Valley, London,Amsterdam, anywhere really. Why choose acompany in Cranbury, New Jersey?Simple. The company has one of the mostcollaborative, welcoming, and energizing workenvironments in the business. With offices inthe United Kingdom, Bulgaria, Uruguay, Japan,and India, Infragistics is a globally integratedenterprise that must attract the very best talenteverywhere in the world.Going up against high-tech hotspots,“we needed the best workplace experience,”says Dean Guida, CEO of Infragistics, thesoftware interface experience company.“A place that’s spacious, promotescollaboration, a place where you feel good.Along with the people and the projects wework on, the space is what’s exciting andpart of the attraction. We wanted a placethat creates a ’Wow!’ experience for everyonewho enters the building.”Skype vies for top technology talent, too —throughout Europe, Asia, and North America.Its new location in Palo Alto, California, is justdown the street from major technology firmslike HP, Google, and Cisco, all striving to attractand engage the best thinkers in the industry.Skype’s holistic approach recognizes the needfor a workplace that’s as functional as it isfriendly, and uses their own products to helpstaff work remotely to balance work and life aswell as help them connect with colleagues allover the world.Every day at lunchtime, Skype workersstream into the café for a catered lunch whereengineers, marketers, public relations and ITstaffers mix good food with conversation thatshifts seamlessly from personal life to businessand back. Perched on a stool at the centralcounter, one Skype engineer chatted oversouvlaki about how collegial the company feels– almost like family. “I like coming to work herebecause it’s such a great atmosphere. ButI also appreciate that I can work from homewhen I need to and use Skype for meetings ora quick chat. I used to work in a place wherethey expected you to be in the office all thetime, but I have a wife and two kids and onlyone car, so that was really tough. I like thisa lot better.”Skype’s facility manager for U.S. and AsiaPacific, Dena Quinn continually considers thecompany’s space and its relationship to thewellbeing of its employees. Shifting rapidlybetween tasks, Quinn represents a new breedof facility manager who think not only aboutthe physical environment but the entire workexperience, making sure employees are happyand productive.Skype doesn’t do these things because theyhope it will attract talent. They know it will.Their Living Workplace Survey, a recent pollof tech users and decision makers in theU.S., measured how companies are usingworkspace and technology to engage withhighly sought-after tech pros: 62% of firms say about a third of theiremployees spend 40% of their timeworking remotely decision makers say flexible and remote workoptions help them attract the best talent andkeep them on staff the top three factors determining jobsatisfaction are salary (identified by 55%of respondents), the quality of the workenvironment (37%), and flexibility to workoutside the office or at home (33%)“We built a place that attracts and nurturesthe kind of people we need. That includesa workplace that supports different ways ofworking, services that help people balancetheir work and personal lives, like remote workand free lunches, and enough flexibility in thefurniture and systems to adapt to changesin business,” says Quinn. “People really likeworking here, and they can tell what kind ofplace it is within minutes of walking in. Whenpotential recruits take a tour, they understandthat we’re a global company driven bycollaboration and innovation. We hear a lot ofthem say, ’Yup, I could definitely work here.’”
  20. 20. 18 | Issue 62 | 360.steelcase.comAn Exploration: Steelcase Studies Spacesfor an Interconnected WorldOpen, collaborative destinationshelp employees socialize, work,and build community.We/SharedMobile workers who want tore-engage with colleagues gatherfor informal collaboration.We/SharedTechnology is integrated in thefurniture to help teams keep eyes-to-eyes, and eyes-to-information.We/OwnedDesigned as a retreat fromactivity on the floor, thisspace is ideal for focusedwork or just relaxing.We/Shared
  21. 21. 360.steelcase.com | Issue 62 | 19CollaborateGroup hug, maybe. Group work,definitely.Team work is the essence of knowledgework, and, at its core, knowledge work is fouractivities: learning, socializing, collaborating,and focused work. Three of those involve twoor more people in creating, evaluating, andbuilding on knowledge to generate new ideasand creative solutions. (See page 20.)Innovation is the result of collaboration, butnot just any kind of collaboration. Routinecoordination, such as giving someone anupdate on a project, is an important bit of teamwork. But the kind of collaboration that getsyou breakthrough ideas, comes from peopleworking together specifically to solve problems,and develop new insights and solutions.“Collaboration is an iterative, rolling, oftenvery informal process,” says Julie Barnhart-Hoffman, design principal with WorkSpaceFutures, the Steelcase research and designgroup. “Collaboration relies on social networks,informal connections, how many interactionsyou have during the day. The variety andtype of spaces where you work —workstations, hallways, cafés, team spaces,lounge areas, etc. — have an impact on howwell you collaborate.”Collaboration is part of the design DNA ofan interconnected workplace. For example,the Steelcase space originally had a buildingcore of conference rooms and utility spacethat separated the two sides of the floor.“We removed a third of that core to open itup and eliminate the our side/their side feel,”says Barnhart-Hoffman. In its place wenta community café with lounge, eating, andmeeting spaces. “It’s a very social space thatwill create a lot of buzz, build community, andcreate a whole lot of collaboration.”An analysis of the work and work styles ofthe three departments in the space (finance,sourcing, and quality) identified nomads(mobile workers), nomadic techs (mobiletechnical workers), and residents, andprovided specific types of individual andcollaborative spaces. The only employeeswith dedicated workstations, residents, alsohave a few unassigned workstations mixed inso visiting mobile workers can engage withthem. Residents also have access to all thespaces, including the spaces designed forvisitors. Nomads have “camps” of unassignedworkspaces in different configurations,media:scape®collaborative worksettings,and a mix of other group work spaces.Benching workstations support teams whoneed to work together.Forget one-size-fits-no-one standards:“If you want people to collaborate, you haveto give them a range of workspace options,”says Barnhart-Hoffman.Resident workers stand at height-adjustable tables that allowthem to change postures duringtask-intensive work.I/OwnedMobile workers have a choice ofsettings, including benches wherethey connect and collaborate withteam mates.We/SharedWorkplaces designed for an interconnected world offer the rightblend of spaces and solutions to support the ways people work.A Palette of PlaceS
  22. 22. 20 | Issue 62 | 360.steelcase.comWhy collaborationgets all the buzzCollaboration is critical, trending up right now, and unlikely to fade.Here’s why: Whatever your job, you work pretty much like otherknowledge workers. Whether you’re a project manager, purchasingagent, or partner in a law firm, you build and share knowledge throughjust four ways of working, or as researchers phrase them, work modes:Focusing – Time spent thinking, studying, contemplating, strategizing,processing, and other heads-down uninterrupted work. (Okay, theuninterrupted part is the ideal.)Collaborating – Working with others collectively to create content,brainstorming, etc. Ideally, all perspectives are valued and broughttogether to leverage a group’s shared mind.Learning – Basically, building knowledge. It happens best whenindividuals build on each others knowledge. Learning is acceleratedwhen thinking is made visible and shared with others.Socializing – How knowledge becomes ingrained in the organization.As people socialize and work with others, they learn together and buildtrust, essential ingredients for innovation.Ikujiro Nonaka and Hirotaka Takeuchi described this process in agroundbreaking report, “The Knowledge Creating Company,” about20 years ago, but many companies are just learning the value oftheir work. One more thing from that research: there are two typesof knowledge, explicit and tacit. Explicit knowledge is the formal,systematic information you find in documents, procedures, manuals.Tacit knowledge, on the other hand, is personal and difficult toformalize. It’s not written down anywhere. Instead it’s communicatedindirectly through personal stories, helpful shortcuts, shared insights.These secrets get shared only when people establish a trustrelationship over time.And the process that establishes trust, build relationships, andultimately accomplishes three of the essential four work modesis collaboration.That’s knowledge worth sharing with someone else.°If you want people tocollaborateyou have to give them controlover where they workand how they work
  23. 23. 360.steelcase.com | Issue 62 | 21Team spaces at Infragistics have a differentspin on the same idea: 120-degreeworksurfaces inside a Post and Beamframe create spaces called “pods.” Hangingwhiteboards and curtains create a sense ofenclosure for teams of four to six people. Whenworkers want to expand a pod to includeothers, they simply draw back the curtains,move some whiteboards, and the space opensto the next pod, or two pods, or three...Collaboration worksettings scatteredthroughout the Infragistics office takea variety of forms: open meeting areas with different mixesof chairs, tables, and writing surfaces three different media:scapecollaborative worksettings a “now showing” room with loungeseating and a big screen for displayingcompany products a breakfast/refreshment bar with a pool table,lounge seating, and a railing that overlooksthe first-floor dining area “phone-booths” for private work libraries, small huddle rooms for small groups,and a variety of outdoor work areasOver at Skype, their “scrum development”work process depends on iterative ideageneration through collaboration, so they offeropen and enclosed spaces for group work aswell as media:scape settings for distributed orlocal collaboration. “Different spaces let youcollaborate in different ways,” says Quinn.Distributed collaboration used to be one ofthose “different” ways. Now it’s increasinglycommon as companies enter new markets,offshore work, and operate around theglobe. Videoconferencing has become aseasy as making a phone conference call(thanks to companies such as Skype), and filesharing between distributed team membersis now routine. To deal with the distance,the workplaces at Skype, Infragistics, andSteelcase each include wi-fi everywhere,small spaces for holding video chats sothe noise doesn’t bleed into other parts ofthe office, and media:scape collaborativeworksettings that allow multiple users todisplay content and work on it together.Distributed teams can work as effectivelyas co-located teams by using media:scapewith high-definition videoconferencing orSkype videoconferencing.Distributed collaboration not only connectsworkers in Denver with partners in Prague, italso supplements in-person collaboration andhelps cement relationships. Our basic need toconnect with the people we work with is fed bytechnology for texting and phoning, whetherwe’re separated by thousands of miles or justa few feet of carpet. Barnhart-Hoffman calls it“a quiet, collaborative backstage, a continualinformation flow that leads to more iterative andspontaneous collaboration.” Team “pods” at Infragistics create a sense of enclosure but can expand by simply drawing back the curtains.
  24. 24. 22 | Issue 62 | 360.steelcase.com Spontaneous collaborationcan sometimes be thebest kind, so Infragisticsprovides plenty of spacesfor it to happen throughoutthe workplace.3%lack of effectivespace in theirown facility29%reducescarbonfootprint49%work/lifebalance31%supportsreal estatereduction29%supportscreativework35%reducescommutetime32%do notsupportWhy companies support alternative work strategiesSource: Steelcase/CoreNet Global survey 2011Just as people needa variety of workspacesfor collaboration,they also need theautonomyto select where and howthey work best.
  25. 25. 360.steelcase.com | Issue 62 | 23WellbeingTHE OFFICE CAN ACTUALLYMAKE YOU FEEL BETTER.For many, wellbeing in the workplace meansphysical health: ergonomic furniture, a fitnesscenter, healthy choices in the cafeteria, etc.All good stuff. But now, many organizationsare thinking about wellbeing more holistically,considering a range of dimensions such ascognitive, emotional, social, and financial, toname a few. That’s part of what InfragisticsCEO Guida means by a “Wow!” experience. It’swhy their new office is flooded with natural light(a boost for everyone’s wellbeing), includesgreen plant oases and aquariums, and has apool table, pizza oven, and other amenities thathelp encourage interactions and, in turn, buildan atmosphere of belonging and collegiality.Just as people need a variety of differentworkspaces for collaboration, they also needthe autonomy to select where and how theywork best. Sometimes it’s a quiet place toconcentrate, sometimes a place to meet, orjust a more stimulating place to get through alethargic afternoon. “Allowing people to choosehow and where they work, and providing thoseoptions on site saves time, makes people moreproductive, and leads to a more satisfyingwork/life,” says Barnhart-Hoffman.Research backs this up. A recent studyconducted by Ohio State University and theNational Institute of Mental Health in the U.S.,shows that the physical work environmentdramatically influences emotional and physicalwellbeing. Workers in an old-style officespace with low ceilings, rows of cubicles,limited natural light, noisy air handling, andunattractive views had significantly higher levelsof stress hormones and heart-rate variabilitythan workers in more open, spacious, well-litoffices. And these rates stayed high evenwhen workers were at home. The researchersconcluded that a bad work environment mayactually be a risk factor for heart disease.“Knowledge work is basically a self-directedprocess, and people want to choose howand where they work. Work environmentswhere they can make those choices are moreintellectually, emotionally, and psychologicallyfulfilling,” says Barnhart-Hoffman.An overall view of wellbeing has become arecognized strategy for attracting and retainingpeople, helping them achieve better healthand a better work/life balance. In fact, in anew study conducted by Steelcase togetherwith CoreNet Global, an improved work/lifebalance is the top reason why companiesoffer alternative work strategies such as homeoffices, mobile work, and telecommuting.Nearly half (49%) said it’s the reason theircompany supports these alternative waysof working. Other reasons include reducingcommute time (listed by 35% of respondents),supporting real estate compression (31%),reducing carbon footprint (29%), andsupporting creative work (29%). About a third,32%, said they do not support employeesworking in third places.The study found that companies are using arange of alternative work strategies to supportthe predominance of mobile and collaborativework today. The most common are homeoffices, supporting mobile work from multipleworkspaces, and shared or free-addressworkspaces. Over half of the survey’srespondents, 58%, say these arrangementsare available to anyone in the organization iftheir manager agrees, and 16% say these workstyles are open to anyone in their company.a bad workenvironment mayactually be arisk factorfor heart disease. Workers feel a sense of community and connection in the newly designed space at Steelcase headquarters.
  26. 26. 24 | Issue 62 | 360.steelcase.com “Yup, I could definitely work here.” Worksettings atSkype support a “scrum development” process that’sfundamental for their culture of innovation.Brand and cultureThe workplace is the company.Nothing manifests a company’s brand andorganizational culture like the workplace.“Go into any office in any part of the worldand within minutes you can sense what thatcompany is all about,” says Steelcase’s JohnHughes. “Everyone who comes into the workenvironment — customers, vendors, boardmembers, new recruits, the media — thepeople a company most wants to influence,get a clear impression about the company:what it holds dear, how it operates, what itcelebrates. Do they come away with a clearunderstanding of your brand, how you deliveron your brand promise, and what this means toemployees? If they don’t, you’re missing a hugeopportunity and you’re not really leveragingyour real estate.”Enter the Skype headquarters and you can’tmiss the value of space in communicatingbrand and culture. Here the message is clear:We’re a global company that collaboratesconstantly, regardless of time zones orlocations. New ideas are our currency, ourworkstyle is informal but hardworking. This is ahip, forward-thinking workplace and company.At Infragistics, their headquarters maybe located in New Jersey, but this officesays Silicon Valley entrepreneurism: it’s anenergetic, cool space where collaborationrules, technology is readily available, andcolleagues rub shoulders in person and overgreat distances, all day long.Steelcase uses its new workplace to both buildand communicate its brand and culture. Onthe eve of its 100th anniversary, the companywanted its headquarters to be a catalystfor reinventing how it uses space. “This isour culture and brand: understanding whatit means to have a globally interconnectedworkplace, and acquiring the knowledge andinsights we can share with our customers asthey struggle with the same issues in theirworkplaces,” says Nancy Hickey, senior vicepresident and chief administrative officer.In keeping with the company’s mission, thenew space for the finance, sourcing, andquality departments is also a behavioralprototype, a testing ground for the latestthinking. “We’ve built an environment for thisgroup based on what we’ve learned aboutthe workplace, and it’s very different from whatthey’re used to,” says Barnhart-Hoffman.“But if you give people the same environmentthey’ve always known, you’ll get pretty muchthe same work behaviors, the same workprocesses. When you mix it up, give themnew environments and tools and new waysto use them, you get change, and that leadsto more insights.”Nothing manifestsa company’sbrand andorganizationalculturelike the workplace.
  27. 27. 360.steelcase.com | Issue 62 | 25how steelcaseis rethinkingthe workplaceThe Steelcase headquarters building opened in 1983, when anoffice meant bulky computers, high panels, and long rows of lateralfiles. Digital storage, cell phones, and the mobile workforce werea long way off.The building’s five floors and 360,000 square feet were selectivelyreconfigured, renovated, and repurposed over the years, but nowthe company’s Connect 12 project (named for the year the buildingrenovation is complete, and how the building reconnects previouslyscattered departments) has provoked a careful reexaminationof Steelcase’s global headquarters and the company’s overallworkplace strategy.The company applied the same tools and methods it uses with clientsand design professionals, meaning a focus that is first and foremostabout the user. The Steelcase Applied Research Consulting groupengaged its user-centered consulting methodology to help developthe strategy. Steelcase Workplace Surveys and sensor studiesassessed needs for collaboration and concentration, mobility,privacy, adjacencies, storage, etc. The consultants analyzed workers’informal networks, gauged worker satisfaction with their current workenvironment, and sought input on the types of workspaces needednow and in the future.“We always work with clients to determine the specific behaviors thatsupport the company’s unique culture,” says John Hughes, leader ofthe ARC engagement with Steelcase. “Steelcase is a collaborative,collegial organization, and it’s increasingly global and mobile. Howcan space best support local and distributed collaboration? How doyou nurture communication, idea sharing, and other behaviors thatfoster innovation? For starters, you give people an environment that’sopen and inviting, where discussion is encouraged, where randomencounters lead to more idea sharing, and spaces where people caneasily work together.”ARC consultants led workshops designed to engage users in variousexperiences, such as mapping current situations to visualize the future.Users helped develop solutions through co-design exercises andevaluation of new work concepts and approaches. “Not only do youget better insights and ideas this way, but you get better organizationalbuy-in,” says Hughes. The result was workplace design strategies thatreflect the ways people really work today and how they need to workin the future.“When this building was designed, business was quite different, ourcompany was different,” says Nancy Hickey, senior vice presidentand chief administrative officer for Steelcase. “We’re no longer a9-to-5 organization. We have a new generation in the workplace,new attitudes and workstyles, new technology, new furniture andapplications. This is a new interconnected workplace for a newinterconnected world.”°When you give peoplenew environments,new tools, and new waysto use them, you getchange,and that leads toinnovation.
  28. 28. 26 | Issue 62 | 360.steelcase.com Sharing content with coworkers near and far is always just one puck click away at Skype.
  29. 29. 360.steelcase.com | Issue 62 | 27 c:scape benches allow Skype employees to shift easily between focused work and collaboration,and the efficient footprint leaves plenty of space for group collaborative work.Maximize Real EstateNot just shrinking — rethinking.The average workstation footprint has beengetting smaller for a few years now, a responseto the new world we work in: more mobility,more collective work, increasing use of groupspaces. The trend shows no sign of slacking:according to a new survey about real estateutilization, conducted by Steelcase andCoreNet Global, 80% of those surveyedexpect to contract their space per employeeto some degree, most commonly a reductionof about 10%.What happens to the real estate carved outof individual workstation footprints? Some issubleased or rented out. Other companiesmove to a smaller office. What’s importantis to understand what the right balanceis of individual work spaces and sharedspaces. Creating the right spaces is aboutunderstanding the range of options thathelp people work most effectively. Simplyshrinking your real estate footprint, likeputting yourself on a crash diet, just makesyou thinner, not better. “Compression alonehas limited benefits. If you treat your realestate like an asset, you don’t just shrink, yourethink the space to help people work in aninterconnected world,” says Hughes.More companies seem to be catching thedrift. In the CoreNet/Steelcase survey, 57%of companies say they reconfigure individualspace to accommodate team spaces, and41% say they create cafés, meeting spaces,and other alternative work-settings. Mostcompanies take a variety of approaches(which accounts for the percentages totalingmore than 100%).Steelcase’s new workplace shrinks the averageindividual workspace, uses benching foron-demand worksettings, and creates morecollaborative spaces: neighborhoods, teamhubs, free-address work areas, media:scapesettings, a library, as well as the café spacethat joins the two sides of the floor. The spaceaccommodates more people than before andprovides more options for where and how towork. Even employees with smaller dedicatedworkspaces (just 39 sq. ft./3.6 sq. m.) havemore functional space; their worksurface, chair,and monitor arm adjust to individual comfortand preference.Compressionalone has limitedbenefits.360.steelcase.com | Issue 62 | 27
  30. 30. 28 | Issue 62 | 360.steelcase.comCreating workplaces for an interconnectedworld allows companies to stop reacting tovolatile and uncertain markets and insteadfocus on the connection, collaboration, andinspiration businesses need to innovate today.At Skype’s Palo Alto location, 80% of theworkforce is engineers, and they’re developingthe company’s next generation products atopen workbenches designed specifically tosupport serious technology use: extra-longworksurfaces with monitor arms that positionbig flat screens as needed, and adjustablescreens so they can balance individual privacy,not to mention a bevy of collaboration spacesjust past the end of their desk. “Peoplecame in on day one, sat down, and startedto work. This space makes you take notice.It delights people. It supports our company’sexpectations of high productivity. It has a fastfeel to it,” says Quinn. At a company poisedto grow, “this place is really attracting talent.”The Infragistics space has even beenfeatured in an IT trade publication as an“ideal workplace” because of the way itsupports collaboration and the culture ofthe organization. Visitors get it right away.“From day one, employees couldn’t believethis place,” says Guida. “People are blownaway. ‘There’s nothing like this!’ is somethingI hear all the time. Customers are moreconfident in doing business with us.Everyone — customers, vendors, partners —says they want to come to work here.”Ask your own staff and leadership:where do they want to work in the new,interconnected world?°57% - Reconfigured to accomodate team spaces48% - Sold/Moved to a smaller more efficient space44% - Subleased/Rented41% - Reconfigured to accomodate alternative settings (café, meeting spaces, etc.)80%of companiesplan tocontractspace-per-employee.space savings: what companies do aftershrinking individual spaces.Source: Steelcase/CoreNet Global survey 201128 | Issue 62 | 360.steelcase.com
  31. 31. Reshaping The Collaborative Experiencemedia:scape boosts collaboration and helpsteams excel. Scan the code to learn more,or visit steelcase.com/mediascape.media:scape™with HD Videoconferencing
  32. 32. 30 | Issue 62 | 360.steelcase.comGET CONNECTEDThe world is interconnected,global, and mobile, and calls foran interconnected workplace,one that does five things very well:supports collaboration, nurturesworker wellbeing, exemplifiescompany brand and culture,helps attract, develop and engagetalent, and makes every squarefoot of real estate work harderthan ever.REINVEST REALESTATEIf you shrink individualworkstations, reinvestspace savings in sharedspaces: team andproject rooms, loungeand café spaces forcollaboration, huddlerooms where smallgroups and individualscan work privately,project space, placesto display work inprogress, etc.A synthesis of insights about the workplace in a global, mobile, interconnected world.SHARE AND SHARE ALIKESince workers are so mobile andwork so collaboratively, offer a rangeof settings that support co-locatedteams and alternative work strategies:free-address spaces, nondedicatedmeeting rooms, private rooms forvideoconferencing, etc.WHAT DO WORKERS WANT?Skype invested in a high-end café. Infragistics meetings spaces all have writeablewalls. Everyone has different desires, but most want natural light, places and toolsto help formal and informal collaboration, a place for concentrated work, and, mostimportant: the ability to choose how you work.lessons learnedlessonslearned
  33. 33. 360.steelcase.com | Issue 62 | 31Global strategy,local accentYou can build a global workplacestrategy, but be prepared toaccommodate local culturalnorms. Example: Europeans havelong embraced benching; NorthAmericans used to private officesand larger workstations need timeand perhaps transitional steps towork comfortably at the bench.FOR EVERYONE’S WELLBEINGWorkspace profoundly affectsthe physical, cognitive, andemotional wellbeing of everyonein the organization. Keep thatin mind when you considerlighting, ergonomics, acoustics,sustainability, access to privacy, arange of worksetting options, etc.live your BRANDBranding is more than logos andcolors. It’s about providing spacesfor the ways people work, whatthe organization values, and thebehaviors needed to achieve thecompany mission. Space shapesbehavior and that, in turn, formsthe company brand and legacy.lessonslearned
  34. 34. 32 | Issue 62 | 360.steelcase.com Humana has a unique definition of wellbeing: Living happily witha balanced sense of purpose, belonging, security, and health.8%Gallup studies show that only 8% of employeesat companies they’ve studied strongly agreethat they have higher overall wellbeingbecause of their employer.
  35. 35. 360.steelcase.com | Issue 62 | 33Especially for knowledge workers, over-the-top complexity has given rise to a host ofunder-met human needs. That’s a big andgrowing problem, not just for individuals butalso for the organizations that employ them. It’snot just the economy that needs to recover; thewellbeing of the workforce needs recovery, too.“Every person’s wellbeing is critical toachieving an organization’s goals and fulfillingits mission,” say Gallup researchers andauthors Tom Rath and Jim Harter. “Every day inyour organization, people don’t show up, don’tgive their best effort, erode your productivity,and cost you millions of dollars because ofpoor mental and physical health.”During the past decade, Gallup has workedwith hundreds of organizations to help boostengagement and improve the wellbeing of theirworkforces. Gallup studies show that only 8%of employees at companies they’ve studiedstrongly agree that they have higher overallwellbeing because of their employer, and themajority think that their job is a detriment totheir overall wellbeing.No wonder a growing number of companiesis looking closely at steps their organizationscan take to improve worker wellbeing and,in so doing, capture measurable gains fortheir businesses.One organization that’s leading the way isHumana Inc., headquartered in Louisville,Kentucky and one of America’s emergingleaders in wellbeing. While it’s predictable thatany company in the healthcare industry wouldpay attention to health, Humana has chosen totackle wellbeing in the broadest possible way.After working with Gallup and conductingextensive consumer research on their own,Humana landed on a unique definition ofwellbeing that they believe is equally relevantfor their employees and their customers:“Living happily with a balanced sense ofpurpose, belonging, security, and health.”Each of the four pillars of their definitionencompasses the workplace — and goesbeyond it. “Security,” for example, includesfinancial and environmental security, amongother things. Even the pillar of health is definedbroadly: physical, emotional, and spiritual.Creatingworkplacesfor wellbeingFor employers all over the world, wellbeing is gainingattention fast as a business issue — for good reason.
  36. 36. 34 | Issue 62 | 360.steelcase.comWith 36,000 employees at over 1,000 locationsthroughout the United States and in PuertoRico, implementing a holistic program ofemployee wellbeing has been no small effortand it still involves a lot of testing and trying.But Humana leaders have no doubt that this isan important path to be on.Humana’s interest in wellbeing is knitted tofacts that relate specifically to their businessand directly affect them just like any other U.S.employer: the cost of health care is too high,it’s been rising at an unsustainable rate, andpeople who report low wellbeing average 50%higher medical costs.“Wellbeing is a journey we’ve been on formultiple years. It’s about the evolution of ourculture and the future of our business,” saysChuck Lambert, Humana’s vice presidentof associate business services. “Whatwe’re doing inside Humana is a laboratoryfor thought leadership to showcase to ourcustomers. We’re trying different things tomotivate behaviors and make our employeessmarter consumers of healthcare. At this point,we still have questions, but it’s a wonderful,opportunity-laden time.”Through the insights it’s gaining, Humana iscatching its stride in a fast-changing industry.Fortune magazine, for example, recentlyfeatured Humana Chairman and CEO MichaelMcCallister in an interview where he describedHumana’s employee population as probablyone of the most engaged you’d find anywherein the country in a big business. “And yet,” headded, “we still have a lot of work to do…. Thisis hard work because it really, fundamentally,requires a change in how people think.”Worker wellbeing is a global concern, notjust a U.S. issue. Worldwide less than half ofall employees say they work for organizationsthat promote health and wellbeing, accordingto a 2010 World Economic Forum studyconducted by Right Management. It includednearly 30,000 employees in 15 countriesand diverse industries, at least half of them“white collar.” Like Gallup’s work, this studyalso found compelling evidence linkingemployee health and wellbeing to measuresof business success.While a growing number of researchers andemployers alike realize worker wellbeing isimportant, addressing it in the workplaceis anything but clear-cut. Wellbeing means“My Organization Actively Promotes health Wellbeing” By countrySource: World Economic Forum/Right Management study50%People who report low wellbeingaverage 50% higher medical costs.
  37. 37. 360.steelcase.com | Issue 62 | 35different things to different people and indifferent places, and what’s right in oneworkplace may not make as much difference inanother due to different cultural contexts anddifferent worker expectations. For example,Indian workers ranked their employershighest in the World Economic Forumstudy for promoting health and wellbeing.India’s growing prosperity no doubt affectsits workers’ overall optimism about whatemployers are contributing to their wellbeing,and the study also indicated that Indianbusiness leaders regard compensation, workenvironment, career opportunities, and trainingas more important for competitive advantagethan wellness.While the expectations of India’s newworkforce are still emerging, in NorthernEurope there’s an already strong traditionof support for worker health and wellbeing,with solid legislation in place. Expectationsare high, and even well-established notionsof wellbeing are still evolving. Example: TheFinnish Institute of Occupational Healthrecently coordinated a project designed toproduce a new European concept of workthat’s thoroughly interdisciplinary, merginghealth promotion, occupational health services,safety management, human resources, andproductivity to ensure their simultaneousand effective impact on the workplace.“By promoting wellbeing at work, the Forumaims to increase the appeal and productivityof working life, as well as the capacity ofindividuals to adapt to changes,” explainsBeatriz Arantes, a Steelcase researcherin Paris.With obesity a growing problem around theworld, many employers are starting therewith their efforts to improve the wellbeing ofworkers. This is especially true in the U.S.,where obesity has risen sharply. It turns outthat overeating is just part of the cause.Inactivity research is an emerging field ofstudy being conducted at high-profile placessuch as the Mayo Clinic and the PenningtonBiomedical Research Center. Findings indicatethat the long stretches of sitting that mostpeople do everyday, including at work, is theculprit in the obesity crisis. Sitting for most ofyour day is bad for health, regardless of whatyou do afterwards or whether you’re obese orfit. Inactivity dramatically slows down calorie-burning, insulin effectiveness, and how well thebody gets rid of fat in the bloodstream. Humana has stepped up its spaces with colors that “pop” and media:scape settings that allow multiple users to see the same content.
  38. 38. 36 | Issue 62 | 360.steelcase.com“We’ve found out that the consequences of alack of movement and heavy smoking are quitesimilar,” says Marc Hamilton of the PenningtonBiomedical Research Center.Even more surprising: going to the gymregularly isn’t by itself a cure. Dramatically,the research shows that benefits of exercisingfor 30 minutes a day can be undone if the restof the day a person is inactive.Hamilton was among experts from all overthe world who participated in a Steelcase-sponsored conference on sedentary behaviorsheld at the Stanford Center on Longevity inJuly 2010.Because some knowledge workers spendso much of their time at work doing primarilysedentary work, there’s significant opportunityfor employers to exert influence. Finding waysto increase movement at work is an importantpiece of the wellbeing puzzle. From a financialperspective alone, the potential rewards arehigh, especially when you factor in all theindirect costs of obesity for all stakeholders,as McKinsey recently did in an analysis thatlooked at spending associated with obesityin the U.S. It shows that obesity indirectlycosts the U.S. at least $450 billion each year— almost three times as much as the directmedical cost.As compelling as obesity and other healthissues have become, each study andevery effort points to the need for a broadunderstanding of wellbeing that goes beyondjust one dimension. Wellbeing involves acongregation of factors including physical,mental, and emotional among others.Successful programs are multipronged andsustained, and centered on holistic needs.As Humana’s Chuck Lambert expressesit, “Wellness is often just about the healthof an individual. Wellbeing, on the other hand,is about the individual and their surroundings,how they are doing in relationship totheir world.”An important dimension of wellbeing can beworkplace planning and design. A growingbody of research confirms that surroundingscan help or hinder wellbeing.Working with Steelcase, companies at thefrontside of the trend are pioneering conceptsthat leverage the potential of the workplace toimprove employee wellbeing.Achtung! Active Office!In Germany, Berlin-based workplace consultingcompany Eurocres worked with Steelcaseon a project for Sparkasse Rhein-Nahe,the largest savings bank in Bad Kreuznach.Designed around a concept calledeurocresActive Office®, it’s been lauded ina German trade publication, Mensch Büro(people and the office).Sitting for mostof your day is badfor your health,regardless of whatyou do afterwardsor whether you’reobese or fit.Around the World, the prevelance of obesity is risingPrevelance of Adult ObesitySource: World Health Organization Global Infobase25%50%0%
  39. 39. 360.steelcase.com | Issue 62 | 37 At Sparkasse Rhein-Nahe, the largest savings bank in BadKreuznach, Germany, it’s easy to mobilize body and mindthroughout the day.Finding ways to increase movementat work is an important piece of thewellbeing puzzle.
  40. 40. 38 | Issue 62 | 360.steelcase.com“These days, the office as a zone of wellbeingfalls far short of being sufficient,” the articlestates. “Intelligent and innovative conceptsmust take into account the efficiency of theavailable area. Over and above this, it isimportant to consider aspects such as variablezoning, employee satisfaction, and companyrepresentation. Another factor that is importantfrom a financial perspective is health-relatedpreventive measures, seldom brought to bearon many office concepts.”The space is furnished to encourage thebank’s employees to mobilize both mindand body during the working day.“Even wellbeing needs motivation!” saysJenö Kleemann, a partner in Eurocres.“A very important feature of eurocresActiveOffice is the explanation and demonstrationof the mobility modules. The objective is thatemployees develop self motivation to use thecomponents automatically.”Open spaces offer a high degree of flexibilityfor individual users and, at the same time,optimize a limited amount of space. Raisedflooring accommodates cable managementin a space-saving way, opening up centralareas where team members can retreat,relax, or recharge.Says Andreas Peters, CEO of SparkasseRhein-Nahe at Bad Kreuznach: “We are awarethat healthy and satisfied employees are thefoundation of a successful company. Forus the implementation of Active Office is aninvestment in the future. Only as an attractiveemployer will we have the motivated employeesthat our customers require.”Furniture was especially selected to encouragemovement. Height-adjustable worksurfacesallow workers to do individual work in astanding or seated position, and specialstand-up counters for group meetings easilybecome settings for stretching exercises.“A variety of movements developed togetherwith sport, fitness, and re-education specialistsensure that people make health-promotingmicro movements throughout the workingday,” says Kleemann.There’s also an “active room” with gymequipment. Or, anytime they need a break,employees are invited to arrange smallmeetings in a glass-enclosed lounge, wherebeanbags and soft stools offer comfortableseating — and also a slight workout whengetting out of the chairs.Stretching furtherAs part of their journey, for the past decadeHumana has been upgrading workplacesand creating new ones that are “tangibleexpressions of what we stand for,” saysLambert. “Workspaces alone can’t carry it, ofcourse. If leaders exhibit negative behaviors,it makes even the greatest physical spaceunimportant. But, when aligned with leadershipand culture, well-designed workplaces helpraise the bar.”Humana has been systematically transformingits spaces, floor by floor and building bybuilding over the past decade. At the sametime, their workforce has more than doubled to36,000 employees.Providing as many workers as possible withnatural light and views to the outdoors isa fundamental design principle, says GregShafer, manager of workplace strategy,Humana Workplace Solutions. In all newerspaces, enclosed areas are at the core insteadof the periphery, so most employees canenjoy the benefits of natural light. There’s lotsof glass throughout, even fronting individualoffices, to increase transparency everywhere.Where natural light and views aren’t possible,it’s simulated — for example, environmentalbranding techniques connect to nature. Otherways that Humana workspaces are designedEstimated increased spending associated with obesity in the us$ billionSource: McKinsey Analysis; Centers for Disease Control and Prevention; 2006 National HealthExpenditure Accounts; Euromonitor
  41. 41. 360.steelcase.com | Issue 62 | 39to support wellbeing include energy-efficientlighting, low VOC-emitting materials, andproducts that are Cradle-to-Cradle certified assafe for people and planet.Bold, enlivening applications of brand colorsand messaging are other opportunities thatHumana is intentionally exploiting to kick upthe wellbeing dimensions of their workplaces,reinforcing research that shows color is one ofseveral aspects of space design that affectshow people think. “We want more energeticcolors in the workspace than taupe,” saysShafer. “People bringing their A-game towork is important to us and we believe theworkspace can provide a platform for this.”Getting employees moving more is anotherstrategic objective that Humana is bringingto life in its workspaces. Walkstation™, aproduct that combines a workstation with alow-speed treadmill, “has been a big hit forus,” says Shafer. “Walkstations have beentested in Humana facilities and, after studyingtheir impact on wellbeing, we are graduallyincorporating this amenity to more and more ofour spaces.” In addition, some locations haveareas designated for indoor walking, includinga few defined by carpet differentiation, directlyadjacent to work areas so employees caneasily get up and walk around.To encourage more movement, stairwellsare being repurposed to be more attractiveversus forgotten places in Humana facilities.At the Cincinnati office, large windows withinstairwells maximize exterior views and provideabundant natural light so employees aremore likely to choose the stairs instead ofthe elevator.Designing workspaces that supportcollaboration and offer a variety of worksettings is fundamental to Humana’s formulafor wellbeing, as well as innovation. Spacesthat bring people together easily are prized.Setting a new direction has been the HUB(Humana Unity Building), renovated 1890siron-front warehouse space adjacent to thecompany’s Michael Graves-designed post-modern headquarters tower in Louisville.The HUB opened four years ago, and todayit functions as a “fourth place” getaway forexecutives as well as rank-and-file employeeswho want more choice and control over wherethey work. It’s a conference and learningcenter, cafeteria, meeting space, informaltouchdown work environment, and more,all in one big interconnected space equippedwith wireless throughout.“Wellbeing canalways be stretchedbecause it includesso many things.” Humana’s concept of wellbeing includes a sense of purpose and belonging, so places that bring people together are becomingan important part of their culture.
  42. 42. 40 | Issue 62 | 360.steelcase.comSays Brent Densford, now director ofinnovation who previously headed the HumanaWorkplace Solutions team: “Working withSteelcase’s Applied Research Consultinggroup helped us get to the concept of whatwe needed for our culture — a space thatwould be a magnet where people could comeand interact.” Previously, Humana employeesin Louisville had only areas on their own floorof the headquarters building to gather. Therewas no cafeteria for social networking, noalternative work settings or other large areasaccessible to all.The impact of the HUB has been huge, saysDensford. “Within a year, it made a significantpositive impact on our headquarters culture.”Now Humana is looking for ways to replicateelements of the HUB in other locationsas a way to ignite more collaboration andinnovation, as well as improve wellbeing.Given the nature of Humana’s work, employeesare mostly residents in their spaces, workingin individually assigned workstations, whichcomprise most of Humana’s workspaces. Butthe high-panel “cube farms” of the 1990s havebeen replaced with 120-degree planningand low, seated-height privacy panelsso spaces feel friendlier. Ergonomicsand adjustability — provided by carefullyselected task seating, flexible workstations,and worktools — are essentials, versusafterthoughts or special requests.For the external sales force, the highlymobile component of Humana’s workforce,a recent design improvement in sales officesis a hoteling area that’s easily converted forcustomer presentations. That flexibility reducesstress and improves wellbeing for salespeople,since they now know there’s a well-equippedplace that’s readily available to them.“Wellbeing can always be stretched becauseit really includes so many things,” says Shafer.Enough said?For Sparkasse Rhein-Nahe, Humana, and agrowing number of other employers worldwide,at its very best the workplace is a powerful wayto both affect improved wellbeing and tangiblycommunicate its importance.When leaders embrace the opportunity toimprove employees’ wellbeing, they createmore engaging places to work and greaterreturns for their organization, according to agrowing number of studies. When they don’t,it erodes confidence and limits theorganization’s ability to grow.Clearly, more than a cause for concern,improving employee wellbeing is anopportunity for businesses to improve andgrow. And the spaces where work is donecan make a significant difference in theend results.”°Healthy MovementPercentage of Americans who met physical-activity guidelines suggested by the Centersfor Disease Control and Prevention — the equivalent of briskly walking for 60 minutes perday, 5 days per week, for children under 16 years; 30 minutes per day for all others.Source: “Physical Activity in the United States Measured by Accelerometer,” Medicine and Science in Sportsand Excercise, 2008. Guidlines based on 1995 Centers for Disease Control and Prevention Recommendation.42% - 6 to 11 years08% - 12 to 15 years06% - 16 to 19 years04% - 20 to 59 years02% - 60 years and older
  43. 43. 360.steelcase.com | Issue 62 | 41 When micro movements throughout the dayaren’t enough, Sparkasse Rhein-Nahe’s“active room” is a terrific pick-me-up space.
  44. 44. 42 | Issue 62 | 360.steelcase.comWhen the world’s first large-scalepositive energy office buildingis completed early this summeroutside Paris, a lot of peoplewill be watching. This newworkplace for 1,200 people putsemerging ideas and theoriesabout energy managementinto practice. Designed byIon Enescu, architect, partnerand co-manager of Atelier 2MArchitectes, as a project forreal estate developer BouyguesImmobilier, it inaugurates anew generation of commercialoffice buildings.Today’s office buildings accountfor more than 40% of totalenergy consumption. Relyingon renewable sources, positiveenergy buildings produce moreenergy than they consume. It’san important direction within therealm of commercial real estateand beyond, with new standardsand regulations for energy-efficient buildings on thehorizon throughout the world.France is moving rapidly towardhigher standards to meet therequirements of a new law thatwill go into effect in January2013. And worldwide change willbe put in motion later this yearwhen ISO publishes ISO 50001,a new global standard of energymanagement that establishes aframework for green buildings ofall types. It’s estimated that thenew standard could influence upto 60% of the world’s energy use.Achieving positive energy statusrequires a delicate balance: tightlycontrolling the amount of energyused to operate the building andincreasing its capacity to produceenergy minus carbon emissions.It’s also about balancingarchitecture, automation, andhuman nature – i.e., recognizingthat a building can’t do it alone.With occupant behaviorsimpacting 30% of energy use,people are critically importantfor achieving optimal buildingperformance.As part of a 10-companycoalition, the Positive EnergyConsortium, Steelcase helped toposition users at the forefront ofplanning for the new building inFrance and other positive energybuildings of the future. Throughthe consortium, the research andbest thinking of experts from arange of companies convened.Functioning as both a steeringcommittee and a work group forspecific projects, the consortiummet regularly for about threeyears while the new building wasplanned and built. The front-endinvolvement was especiallyimportant, according to Steelcaseresearchers who participated.A User-CenteredApproach forPositive EnergyThe world’s first large-scale positive energy office building
  45. 45. 360.steelcase.com | Issue 62 | 43“The right design can drive the right behaviors,” says Catherine Gall,a Steelcase Workspace Futures research director based in France.“For example, user comfort has to be a complementary concern tospace efficiency. If you shrink space and give users no control of theircomfort, it’s counterproductive. Or, if you completely automate energyconsumption without giving occupants any control of their environment,it won’t be positive.”A notable example of user control for energy-efficient buildings of thefuture: a Personal Office Energy Manager, prototyped by Intel, a memberof the consortium. It tracks how much energy each occupant is usingfor personal computing, printing, lighting, and temperature adjustment,and then reports it back to them real time on laptops or smart phones.That way, occupants can individually see if they’re exceeding targets andactively adjust accordingly.“A change management approach is necessary to create user buy-inand sustain new behaviors over time,” says Gall. “The consortiumwas a unique opportunity to contribute Steelcase research and insights.We were also able to learn about new issues at the boundaries ofour industry and understand what it really takes to create a positiveenergy building.“Positive energy equation will be on everyone’s agenda very soon,” shecontinues. “To help customers hit their targets, it really takes systemicthinking across industry professionals, academic researchers, andend-users to study the issue from a 360-degree perspective.”°30%People impact about 30%of a building’s energy use.40%Today’s office buildings account for morethan 40% of total energy consumptionNZEB vs. positive energy: What’s the difference?Net zero energy (NZEB) buildingsproduce as much energy as theyuse over time.Positive energy buildings go onestep further by producing moreenergy than they use.The Positive Energy ConsortiumBouygues Immobilier........................... Real estate developmentIntel..................................................... Processor technologyLexmark.............................................. Printing solutionsPhilips................................................. Lighting solutionsSchneider Electric............................... Energy managementSiemens.............................................. Electronic building managementSodexo................................................ CateringSteelcase............................................ Office furniture, workspace designTandberg............................................. VideoconferencingTenesol……………………………........... Photovoltaic solar energy
  46. 46. 44 | Issue 62 | 360.steelcase.comPutting Healthcarein a Better PlaceIn hospitals all over the world, workaroundsare multiplying while staffs are more challengedthan ever to provide care in facilities thatdon’t adequately support them or their work.
  47. 47. 360.steelcase.com | Issue 62 | 45Higher-quality healthcare is a big objective allover the world. Administrators, academicians,and legislators have been debating the issuefor decades. But discussions driven bymedical, budget, and consolidation concernshave usually put healthcare environments inthe back seat.Now healthcare facilities are an importantpiece of a system stretched to the breakingpoint. An aging population, rising obesity andrelated conditions, and dangerous outbreaksof infectious diseases are just a few of manytriggers driving the crisis. Especially throughoutNorth America and especially in acute care,changes are coming from every side, andthey’re gathering momentum.New, more efficient healthcare models areemerging as teams of physicians, nurses,clinicians, and specialists collaborate to delivercare in patients’ homes, specialized hospitals,outpatient clinics, and in the community, saysCaroline Kelly, a researcher with Nurture, aSteelcase company dedicated to healthcareenvironments. Nurture recently completedan extensive study of acute care units,including patient rooms and family lounges,nursing stations and break areas, and theareas in between.“New approaches to environments thatrespond to and anticipate improvementsin healthcare delivery offer a significantcontribution to higher-quality care,” says Kelly.New user-centered insights into effectivehealthcare environments couldn’t be moretimely. Throughout the healthcare system— and especially in hospitals — care todayrevolves more and more around patientsand their families, with personal electronicmedical records documenting each step.With increased emphasis on education andengagement so people can make informedchoices, the need for ubiquitous accessto networks is even more important.Inside hospitals built decades ago, staffsare struggling to cope with the advancesin technology and changes in treatments.Meanwhile, workloads are growing, and thephysical and emotional stress of the job isescalating as staffs log more miles on their feetand lift tons of cumulative weight each shift.At the same time, communications thattraditionally took place around nursingstations and bulletin boards are now oftentransmitted electronically. Yet the need forface-to-face communication is higher thanever as healthcare becomes more complexand stressful.“So many healthcare facilities have thesefortresses that aren’t susceptible to change,”says Cyndi McCullough, MSN, a nurse who issenior healthcare consultant and vice presidentat HDR Architects, a firm specializing in thedesign of healthcare institutions with 185offices worldwide. “When you have a place thatsupports the caregivers where they’re workingat the moment, with patient information rightthere where you need it, then you have a betterhealing environment for the patient.”Says Jan Carlson, vice-president of productmarketing and development at Nurture:“It’s really about people — balancing theimperatives of care with the needs of people.”Going inside the whirlwindLike all human-centered design, the Nurtureteam’s process starts with research thatincludes first-hand observations. Findingsare synthesized to basic design principles forproducts and spaces, which are prototypedand measured for effectiveness.It’s important to design environments basedon an understanding of clinical best practices.
  48. 48. 46 | Issue 62 | 360.steelcase.comTheir observations included six hospitals inthe United States and Canada, ranging froma small rural critical-access hospital with 25beds to a large academic medical center with550 beds and six intensive care units.“The inherent complexity and ongoing changein acute care make it difficult to design for, butat the same time these challenges also providea platform for exploration and innovation,”says Kelly.It’s critically important to design environmentsbased on an understanding of clinical andworkflow best practices, she emphasizes.“Caregivers’ evolving patterns of team-basedcare have them coming together during grouprounds or shift changes, then breaking intogroups of two or three, and then workingindependently a moment later — but there isvery little accommodation for that flexibility.When charts, equipment and supplies aren’tin the right place at the right time, people getcreative: they use over-bed tables for medprep, they use linen hampers for chartingsurfaces, and they hoard supplies in surprisingplaces. Families have to improvise, too – whenthey have a loved one in the hospital for daysand weeks at a time, we see how they eat,sleep, and work in waiting rooms and patientrooms, even though these rooms aren’tintended for those purposes.“Besides the inconvenience, all these make-doarrangements give the appearance of disorder,which research tells us contributes to fatiguefor caregivers and feelings of uncertainty andlack of control for patients.”Another key observation: the evolution ofhealthcare has taken it beyond the spaceswhere care traditionally took place. Makeshiftworkstations in corridors allow nurses and staffto see their patients and each other, but theyclutter the passageway. Because the need forcollaboration and instant communication iscontinuous, it takes place around the bed-assignment board, the central nursing station,and in patient rooms.Meanwhile, instruction and learning takes placeeverywhere. Information is posted in folderson corridor walls for patients and families.Physicians meet with residents, interns, andstudents. Staffs hold ad hoc meetings aroundthe nursing station for updates.And technology is everywhere, both fixedand mobile, often overwhelming theenvironment aesthetically and functionally.“While the hospital’s primary function is careand healing, the requirements to deliver qualitycare can work against physical, social, andemotional needs,” says Carlson.Getting to principlesBased on their research, the Nurture teamdeveloped six design principles: Offer comfort for the patient, family, andstaff while supporting clinical care. Newhealthcare environments should minimizepatients’ feeling of being alone, afraid, oruncomfortable. Families need to be close tothe patient and understand the situation, butnot in the way. And caregivers must have thespace, equipment, and support for the tasksthey perform, no matter how fast-changing. Having identified specific needs and the opportunity to support the way clinicians really work, Nurture has developed innovativenew products that put their principles into practice. Sync work stations are designed for locations where activity is constant andfast-changing. Pocket, an almost noiseless mobile worksurface, is meant to accompany nurses as they work.“There’s a definiteneed to improvecommunicationbetween nursesand doctors andto offer supportfor learning byclinicians, studentsand staff.”
  49. 49. 360.steelcase.com | Issue 62 | 47 Design spaces to evolve. With changeoccurring so rapidly – demographics,technologies, treatment protocols, fundingenvironments, and more – built-in flexibilityis a lasting advantage. Provide for connections, closeness, andcapacity. Facilities and furnishings shouldsupport collaboration, both face-to-faceand with data. They should keep caregiversclose to patients. And they should be easilyscalable to accommodate unexpectedinfluxes of patients. Plan for ubiquitous learning. Spaces andfurnishings should let people gather whereverthey are. Ideally, teaching and learninghappens throughout the unit and involveseveryone – staff, patients, and families. Prevent technology from overwhelming theenvironment. The built environment needsto integrate and accommodate medicaland information technology and allow for itsevolution— without displacing people as thecenter of attention. Hidden-yet-accessiblecable management and quiet carts to moveequipment around are among the many waysto reduce stress. Design for intuitive behaviors. By designingfor the routine, it’s possible to decreasecognitive load, which decreases stress.Everything repetitive should be obvious –from the purpose of a room to the placementof supplies and equipment.Where the action isFocusing on the new realities of healthcare,Nurture has created thought-starter conceptsfor acute care unit spaces. Example:a caregiver station — renamed as aninterdisciplinary space — retains value asmeeting space for sharing of informationdespite ongoing decentralization of care. Withan array of screens to share information, staffcan find the tools — and colleagues — theyneed to perform their duties. Groups cangather around a standing-height table forcollaboration. Clinicians can work side-by-sideperching at a two-person workstation, or workindividually on a mobile worksurface.“There’s a definite need to improvecommunication between nurses and doctorsand to offer support for learning by clinicians,students, and staff,” says Alan Rheault,Nurture’s director of industrial design.“Effective communication has a directimpact on quality of care.”Toward better care experiencesA careful look at trends in healthcare deliverycan lead to higher-quality care, even withouta wholesale remodel or new reconstruction.Nurture continues to mine its researchand collaborate with partners in the ADand healthcare community to advance itsknowledge and create more clinical solutionsto improve care delivery and experience forpatients, families and caregivers.“Innovation in healthcare solutions can lie insmall differences as well as entirely new waysof defining what a healthcare space could be,”says Rheault.° Focusing on the new realities of healthcare, Nurture has created thought-starter concepts for acute care unit spaces.This caregiver station retains value as meeting space for sharing of information despite ongoing decentralization of care.
  50. 50. Through our research, we found that the traditional,one-size-fits-all bench is ineffective for both workersand the organization. It’s important to consider thelevels of mobility and collaboration required by workersand adjust the solution accordingly. FrameOne wasdesigned to do just that, offering more customizableoptions than other bench applications.Learn more by reading our Benching White Paperavailable at 360.steelcase.com.
  51. 51. Joe Chang went backpacking in Africa andcame home with a big idea. You might say itwas a vacation that turned into a vocation.In 2006 Chang was backpacking in Africa, ona break after a corporate operations job in theUnited States. The poverty he saw on the tripchanged his life. Back home, he solidified plansto start a company based on a business modelof social sustainability. And then he returned toKenya to make it happen.Today Chang’s concept is a company called2fysh. Through the design, production, anddistribution of textiles, apparel, and crafts,it’s providing income and life-sustaining skillsfor hundreds in Kenya, where unemploymenttypically hovers around 50%.The name 2fysh is inspired by the Chineseproverb, “Give a man a fish and you feed himfor a day. Teach a man to fish and you feed himfor a lifetime,” and the biblical story of two fishand five loaves. On the way to finding a url thatwasn’t already taken, “to fish” became 2fyshand Chang’s company was born.2fysh is all about empowering “the huge poolof talent” Chang saw in Kenya and bringing itto market in the U.S.From the start, his intentions and approachhave been more macro than micro. He believesthat’s the only way to create sustainablefinancial and social transformation. Whilepraising the benefits of micro-financing andfair trade initiatives that have helped developingcountries, Chang’s conviction is that “socialsustainability happens by creating a middleclass, and that happens through large-scalevolume and support via external markets.”For 2fysh to succeed, Chang has put allhis prior business experience into full-courtplay. “I’m an operations guy all the way,”he says. “I’m all about getting things done,bringing things to market.” That has meantproviding designs, processes, machines,quality standards, and training in Kenya, whileattracting distribution channels in the States fora full range of products.Operating from a warehouse in Michigan, today2fysh is a supplier to several outlets, includingMidwest retail giant Meijer Inc. In addition,Chang recently teamed with Steelcase’sTurnstone group to develop handwovenslipcovers for its Alight and Campfire ottomans.2fysh products are based on indigenousdesign traditions. They’re made from locallyavailable, natural materials and producedeither in managed collaboratives or homes,not factories. Customers get excited about2fysh products, says Chang, because they’reuniquely appealing and meet quality andprice expectations. As an added benefit, thepurchase helps people create better lives forthemselves, their families, and communities.For example, single and widowed women, whoare especially marginalized in Kenyan society,make the Turnstone slipcovers. In addition toa strong living wage, 2fysh pays performancebonuses. With a stable income, these womengain purpose, dignity, and self-respect.“Having consistent work transforms lives,”says Chang. “That’s what the 2fysh storyis really about.”°2fyshSustainability spotlightA look at people and organizations that are making the world better for us all.sustainabilityspotlight360.steelcase.com | Issue 62 | 49
  52. 52. 50 | Issue 62 | 360.steelcase.comIt’s been six years since A Whole New Mind explored the value ofright-brain thinking in business. Are companies hiring more peoplewith right-brain skills? Yes and no. In the downturn and its aftermath, they havent been bringing onmany people at all. But more broadly, I see a definite move towardhiring people who are whole-minded — who have both logical, linearskills, but also artistic, empathic, big-picture skills. For instance,IBM did a survey of 1,500 CEOs last year asking them the skill theyvalued most. Their answer? Creativity.Daniel Pinkthe best selling author On right-brain thinking, great workspaces,and the “grilled cheese option”A former speechwriter for Al Gore, Daniel Pink now cuts an impressive speech-making path of his own: hiswebsite lists a practically nonstop schedule of public and private engagements in locations around the world.He’s written four best sellers, contributes articles to many national publications and, as a result, says TheFinancial Times, is “rapidly acquiring international guru status.” His hugely successful book A Whole New Minddescribed a shift from old-school, left-brain corporate culture to one that highly values more creative, right-brainthinking. His most recent book, Drive: The Surprising Truth About What Motivates Us, argues that businessneeds a more human-centered approach to motivation. His comments here are excepted from a recent 360webcast and additional questions he answered via email.QAQA
  53. 53. 360.steelcase.com | Issue 62 | 51So right brainers will stillrule the future?In advanced economies, the sortsof abilities that used to matter themost were what we think of asquintessentially left-brain abilities,the spreadsheet abilities. They stillmatter, but they matter relativelyless. It’s the harder to outsourceor automate inventive kindsof abilities: artistry, empathy,big-picture thinking, the thingsthat are most important now.There’s a pretty significant tiltin those directions.What’s the best skill set:MFA or MBA?A lot of the traditional MBAskills, the analytic skills that arenot about coming up with newoptions but are basically aboutevaluating options and usingalgorithmic cognitive skills, thosekinds of abilities are basicallybecoming commoditized. Wecan automate many of them andwe can send them overseasto low-cost providers becauseExcel works just as well in Manilaas it does in Toronto. Businessconcepts are being integrated intosome fine arts curriculums now.Some MFA and BFA programshave things like the businessof art and design, kind of anintegrated left-brain, right-brainthing. People are realizing thatthe world is not segmentedin the way that’s convenientfor academic departments.It’s messy, and overlapping.QA
  54. 54. 52 | Issue 62 | 360.steelcase.comAre students looking for thiskind of academic diversity?In the U.S. undergraduateeducation there’s been aspectacular rise in the last 20years of double majors andalso of self-designed majors.Young people are looking at theireducation and saying, “I knowwhat I want to study, I know whatI’m interested in and I have asense of how to prepare for thefuture.” Then they look at theseacademic departments whichwere created in 1880, and say,“Wait a second. This does notcomport with how I want to dothings. So I’ll study genetics andI sure as heck better study somephilosophy, too. In fact maybe Ineed to concentrate in philosophyas much as I do in geneticsand do a major in bio-ethics orsomething like that.” Most highereducation institutions are behindon this. The pace of change in theacademic world is three or fourcycles slower than in the restof society.How did you decide to writea book about motivation?One big trend we’re seeing isthe poverty of certain kinds ofmotivators within the workplace.That is these classic kinds ofcarrot-and-stick motivators, whatI call if/ then motivators: if you dothis, then you get that. They’reterrific for the simple algorithmic,routine, rule-based work. Butthere’s 50 years of science thatsays they just don’t work very wellfor the more creative, conceptual,integrative work that most peopleare doing today. One of the goalsof the book was to try to close thegap between what science knowsand what business does.How have companiesresponded to that effort?We’ve gotten a really goodresponse. There has been farless resistance to the centralclaim than I ever imagined. Lotsof companies are trying FedExDays (named for days thatsoftware company Atlassian setsaside each year for developersto work on whatever they want;they have to present theirresults the next day), rethinkingtheir compensation schemes,and looking for ways to notchup employee autonomy. Thechallenge is the ferocious focus— especially in public companies— on the short term. Managerssay to me, “These ideas are great.We’re definitely going to try them.But we’ll do that next quarter —once I hit this quarter’s numbers.”And then they say the same thingthe following quarter.You’ve said that conceptual workrequires a different physicalenvironment. How so?Just as we need to find newmotivational strategies, I thinkthe same is true of physicalworkplaces. How do we come upwith workplaces that go with thegrain of human nature rather thansome of our workplaces that werearchitected for a very differentkind of work, and in many waysgo against the grain of humannature? It’s really a question ofneeding some fresh thinking,saying, “Wait a second, let’sstop here and instead of tryingto optimize the flawed system,let’s come up with an entirely newsystem. Let’s come up with thatoption C, or maybe it’s not evenoption C, it’s almost like optiongrilled cheese sandwich, becauseit defies the set of options thatwe have now.” That’s really wherethe action is.What might “option grilledcheese sandwich” look like?Think about how you work.You can do heads-down workanywhere. In the back of acab, on the bus, in an airport,in your house, anywhere. Theidea that you have to go into aphysical setting called an officebuilding to do heads-downwork is somewhat silly. So whenyou go into the office and intoa physical space, you want toget something valuable out ofit. It seems to me that thereare three kinds of valuable,necessary spaces: spaces forheads-down work, spaces forintentional collaboration, andspaces for inadvertent contact.The best workplaces somehowconfigure the environment so thatthere’s room for each of thesespaces, and the movement ofpeople to and from these spacesfeels natural and effortless.Again, that’s easy to articulate,challenging to actuate. Whatyou get value out of it in manycases is some kind of interaction,some kind of collaboration, theopportunity to deal with diversepeople, and the inadvertentcontact in all of that.QA
  55. 55. 360.steelcase.com | Issue 62 | 53Many 360 readers are architectsand designers — and work instudio environments. Couldother businesses use that typeof workspace?Absolutely. In fact, I’m guessingthat in a few years, white-collarworking spaces will look a lotmore like studios than like thegrids of desk and cubicles of theman in the gray flannel suit. Weneed to give people the freedomto configure and reconfigure thespaces. Rather than offer one ortwo narrow options, maybe weshould allow people to fashionand refashion their workplace inreal time. There are also someclues in the workarounds thatpeople do in reconfiguring spacethat isn’t necessarily built forcollaboration. You go into anyworkplace and people will havereconfigured it to suit their needs.And I always think, man, what ifwe went with the grain of whatthey’re trying to do rather thanoppose it? Part of it is lettingpeople configure the spacethemselves in some way so theycan work the way that’s best forthem. Part of it is creating richspaces for collaboration, becausethe best feedback and informationon how we’re doing comesinformally from colleagues ratherthan formally from bosses.What’s your own workenvironment like?For 14 years I worked in an officeon the third floor of our house inWashington, D.C. But we movedrecently and now I work in a smallgarage that we converted intoan office. My commute involvesleaving through the back doorand walking about 15 steps.Both arrangements, while notperfect, are pretty darn good.They’ve kept me integrated intomy family’s life, without havingto work at the kitchen table.Favorite tools for working?I feel bereft if I don’t have mylaptop and a high-speed Internetconnection. But — and thissurprises some of my digeratipals — I still use a heckuva lot ofmanilla file folders. And my labeleris one of my prized possessions.You’re constantly researching,writing, and presenting about work.What do you do when you’re notworking?Sleep. Drink wine. Go for runswith my wife. Coach my son’sbaseball team. Offer life lessonsto my daughters, which theywisely ignore.Can creativity be measured?There are some metrics thatmeasure creative thinking, but weshould take those with a grain ofsalt. The idea that you can assigna single number to something likecreativity is in many ways a fool’serrand. You’re always going tohave to deal with some amountof ambiguity, that’s the nature ofit. We can either have a legitimateambiguity or a false sense ofcertainty. And I’ll take legitimateambiguity over false certaintyany day.°Watch the 360 webcast “Educating theCreative Leaders of Tomorrow,” withDaniel Pink, Roger Martin, dean of theRotman School of Management, andJim Keane, president of Steelcase.360.steelcase.com/articles/360-discussion/QA
  56. 56. 54 | Issue 62 | 360.steelcase.com54 | Issue 62 | 360.steelcase.com
  57. 57. 360.steelcase.com | Issue 62 | 55360.steelcase.com | Issue 62 | 55Un/tetheredJust a generation ago, work and life were treated as different entities. Thanks to mobiletechnology and a globally interconnected world, we’ve gone from “Honey, I’m home!” to “I’ll bejust a second, I’m checking email.” What does this mash-up of our personal and professionallives mean for workplaces at home and all the other sites where work gets done? To find someanswers, Coalesse sponsored a study of knowledge workers on the east and west coasts whohave the freedom to work when and where they want. The study is ongoing, but several themesare becoming clear.The home/office paradox “Many people have home offices or office-like spaces, yet few actually use them, or use themas expected,” says Emily Ulrich, a senior design researcher with Steelcase WorkSpace Futures.“The common advice for a home office is that you should be away from everything elsehappening in the house. That’s the exact opposite of what people are doing. They are happilyadapting their own solutions to better integrate work within the other parts of their lives.”
  58. 58. 56 | Issue 62 | 360.steelcase.comStaying in the loop We may be out of the office but we’re not out of touch. During many of the hours they spend athome, people connect to the outside world. “Everyone brings their devices home,” says Ulrich.“And everyone — clients and bosses especially — values responsiveness.”Working amid family life Some people feel most comfortable workingin the kitchen or living room while family lifeswirls around them. They stay on top of workyet remain part of the family. For example,a software manager screened incomingemails at a kitchen counter while his wife (whosometimes pops open a laptop at the counter)prepared dinner. His rationale: “Our daughter’sdoing her homework at the kitchen table,so I can be a total screen geek and yet stillbe vaguely social with my family.”RoamingPeople don’t stay put. When they’re out of theoffice, they miss the energy of having otherpeople around, so they spend part of their daysin “third places,” like coffee shops. Achievinga good vibe and aesthetic, without necessarilyhaving to engage with others.