BIFM North Region "Evolving Workplaces"
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Key Learning Event at BBC on 8 December with guest speakers of Mark Catchlove of Herman Miller and Ian Ellison of 3edges.
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BIFM North Region "Evolving Workplaces"
- 2. 2 | 2016 Key Learning Event – Evolving Workplaces Welcome & Thanks
- 4. 4 | 2016 Key Learning Event – Evolving Workplaces What is the reality of your workplace?
- 5. 5 | 2016 Key Learning Event – Evolving Workplaces What is the reality of your workplace?
- 6. 6 | 2016 Key Learning Event – Evolving Workplaces How productive is your workplace? “Work productivity among UK businesses is better in an office setting and that they feel disconnected out of the office” (small.business.co.uk October 2016) “Lack of private space in office interiors is constraining the creativity and productivity of workers, according to data from two new UK workplace surveys” (Deezen.com July 2016) “Offices with scenic views, as well as high-quality indoor environments, could help employees become more productive, research suggests” (Guardian Feb 2016)
- 7. 7 | 2016 Key Learning Event – Evolving Workplaces Introduction to today’s speakers
- 10. 2 • Natural scientist, social scientist, sociologist... • Accidental FM for about 10 years, in house/outsourced • Thought leader| researcher | facilitator | enabler Why listen…?
- 11. • Organisational betterment • Workplace knowledge, action research, insight and change leadership expertise, to… • Orientate | understand • Translate | articulate • Engage | represent • Empower | legacy effect • Rich, multi-disciplinary collective • www.3edges.co.uk
- 13. 1. Context 2. Approach 3. Findings 4. Implications? image © USGS
- 15. Churchill “We shape our dwellings, and thereafter they shape us” (Churchill, 1941) image © afp.com
- 16. We shape… • Commons pic… image © www.parliament.uk
- 20. Workspace matters • Industry, organisations, academics, media • Oliver Burkeman • (Satan) • Jeremy Paxman • Nigel Oseland • Everyone…
- 24. (work)space + culture = (work)place (after Beard & Price, 2013, etc) image © wall.alphacoders.com
- 26. What are we designing to achieve? • Control à Visibility • Commodity à Resource, brand • Change à Flexibility, empowerment • Community à Serendipity, participation image © Imaginary Foundation
- 32. What matters…? • Helps, hinders… • Delights, disgusts… • Within workspace… • Beyond workspace… • Tangible, functional… • Symbolic, meaningful… image © 123RF.com
- 33. Approach • 2 work-settings: sole-occupancy / collaborative • 17 participant volunteers: providers and users of workspace • An open brief: “what matters to you about workspace?” • Camera phones: participant-led photography • Recorded research conversations: loosely prompted, went anywhere (and everywhere)… toward what ‘matters’ • Anonymised: PropCo, D&BCo, ShareCo, ArcCo
- 37. Provider Userboth …how users act in and respond to their given workspace to achieve collective and individual identities, behaviourally and symbolically …how users (mis)perceive workspace intentions and suggest (and enact?) alternatives …how locker storage solutions are functionally utilised and symbolically apprehended …how users perceive opportunity and inspiration in a dynamic of connectivity …the importance of visual tools for work aims and community …the actual(?) and symbolic value of knowledge facilities …brand and organisational affinity …the importance and value of team and client socialising …the links between org hierarchy, spatial arrangement and activity …workspace change consultation …hot-desking and agile working pros, cons and protocols …work/self reasons for location choices & the role of autonomy …the social affordances of food & drink, including their locations …the importance of health and nature for personal wellbeing …negotiating the work/life boundary & workload demands …making a difference through CSR …achieving and belonging to a community …working within a collective, selfless rhetoric and negotiating personal needs and wants …how workspace gets done, should be done, and needs to be conceived to achieve organisational outcomes …the challenges and issues from this [systemic?] perspective …the importance of brand, location and the building entrance sequence for user experience …compromises, tensions and trade-offs with management & workspace in-use …the value in spatial generosity and spatial permissiveness …conceiving workspace holistically, experientially, tolerantly & progressively, to learn …conceiving nudges to suggest and afford user behaviours and actions Sole-occupancyCo-workingboth From the case-settings, narratives about… Ellison (2016, in prep)
- 39. Seeing the wood for the trees… • This approach elicited experiential, subjective responses… we are all workspace users, after all • Providers talk about how they conceive workspaces (and why) more than users, but it isn’t mutually exclusive… • Likewise, users talk about the experienced, lived reality of their workspaces more than providers, but ditto... • Three general response categories: 1. Workspace approach as conceived principle 2. Workspace approach as experienced, lived reality 3. Notions beyond the workspace approach Ellison (2016, in prep)
- 41. images © ‘PropCo’ / ‘D&BCo’ 1(a) How we conceive space (as providers)
- 43. 2. Different ways to ‘do workspace’ • ‘Space-making’ versus ‘Place-making’ • See Work&Place issue #7 for more about this… image © Routledge
- 45. What are we designing to achieve? • Control à Visibility • Commodity à Resource, brand • Change à Flexibility, empowerment • Community à Serendipity, participation image © Imaginary Foundation
- 56. Beyond the office - aspirational • Workscapes • Felstead Beyond workspace: aspirational image © i.imgur.com
- 58. ‘Workscapes’ (Felstead et al, 2005) • Working in ‘collective’ offices • Working from home • Working on the move • …and various others • Unique, bespoke, meaningful networks • more than ‘mobility’ image from Coplin (2013) RSA Animate
- 62. Shelf development Baldry, C. (1999). Space: The Final Frontier. Sociology, 33 (3), 535-553. Cairns, G. (2002). Aesthetics, Morality and Power: Design as Espoused Freedom and Implicit Control. Human Relations, 55 (7), 799-820. Coplin, D. (2013) RSA Animate – Re-imagining Work, https://youtu.be/G11t6XAIce0 Donald, I. (1994). Management and change in office environments. Journal of Environmental Psychology, 14, 21-30. Dourish, P. (2006, November). Re-space-ing place: place and space ten years on. In Proceedings of the 2006 20th anniversary conference on Computer supported cooperative work (pp. 299-308). ACM. Ellison (2016) Work&Place Lefebvre article. Available at: http://workplaceinsight.net/wp- content/uploads/2016/04/WorkPlace7-1.pdf Felstead, A., Jewson, N. & Walters, S. (2005). Changing Places of Work. Palgrave Macmillan. Harrison, S., & Dourish, P. (1996, November). Re-place-ing space: the roles of place and space in collaborative systems. In Proceedings of the 1996 ACM conference on Computer supported cooperative work (pp. 67-76). ACM. image © Popperfoto/Getty
- 64. Discussion • How can FM better support the workplaces of the future? • What are FM’s current failings? • How can we make future workplaces more productive and enjoyable? • What meaningful things can you do about it?
- 66. The Office - A facility based on change Mark Catchlove @hminsightgroup
- 67. Robert Propst A facility based on change 1940s – Graphic Artist, Teacher and Sculptor 1953 – Formed Propst Co. Denver 1958 – Aspen Design Conference 1960 – Appointed President Herman Miller Research Corporation 1968 – Action Office – 1st Panel based system 1971 – Co/Struc – Herman Miller Healthcare Product
- 68. Robert Propst A facility based on change Inventions included • A vertical timber harvester • A quality control system for concrete • An electronic tagging system for livestock • A mobile office for a quadriplegic • A modular systems for use in hospitals • A modular office furniture system
- 69. Robert Propst A facility based on change
- 70. Robert Propst A facility based on change
- 71. Searching for a definition A facility based on change • For most of us the office is a place where we go to suffer a variety of environmental accidents • Some turn out to be advantageous, even to the point of giving unfair leverage over others • Most of the time, however, they are bad accidents, wasters of effectiveness, vitality, health and motivation
- 72. How the office has evolved A facility based on change Fifty years has brought little change to the functional format of offices. Office work has undergone a revolution; the physical environment lags behind
- 73. The constant state of radical change A facility based on change Human organisations have always been natural places of change, reflecting the organic nature of life. What is different now is the pace of change and the prospect that it will become faster and faster
- 74. The constant state of radical change A facility based on change
- 75. The big communication accident A facility based on change Because we can now generate, project and multiply information with ease, we are facing a crisis in quality. We have more but is it worth investing our involvement? “You’re suffering from sensory overload. Cut down on your intake of media” (1967 – New Yorker Magazine)
- 76. The big communication accident A facility based on change :
- 77. The new professions A facility based on change The renewed rise of individuality as a value and the great diversity in what one may be required to do in an office does not allow a continuation of sterile uniformity with status as the only definition
- 78. Theory X and Theory Y – Douglas Murray McGregor A facility based on change Reductive Theory X considers management as a process of ordering and forbidding as a means to assure performance. Developmental Theory Y assumes that it is natural for people to seek responsibility and that they enjoy it. As status orientation is converted to goal orientation, the use of space and hierarchical furnishings will undergo major readjustment.
- 79. The office as a thinking place A facility based on change “The real office consumer is the mind. The subject starts there. More than anything else, we are dealing with a mind- oriented living space.” Robert Propst 1968
- 80. Display and recall – the visual image triggers A facility based on change The suppression of relevant display is one of the most serious deficiencies in our present office culture and one of the factors most assuredly due for correction. That offices must now permit display is imperative. It explains our work, defines our individuality and relieves our memory.
- 81. Multi-work stations A facility based on change Closely related to the need to develop elaborate work situations in an office is the need for separate work units. Somewhat rare in offices now is the person who has only one job, one thing to do. Typically, we have multi- responsibilities which have to be treated separately
- 82. Conversation – its structure A facility based on change The business of people talking to each other in offices is a very serious consideration. It is by far the most expensive achievement of offices : the grouping of people in ways that allow conversational exchange
- 83. Conversation and conference controls A facility based on change Face to face involvement is the premier communication tool. Unmatched for subtlety and efficiency but also a present wasteland of mysterious inhibitions and limitation, it requires revitalization
- 84. Health and vitality A facility based on change Proportioning some of our work to stand-up work stations would do more than anything else to overcome sedentary decline. The office can be a kinetic, active, alert, vigorous environment.
- 85. Privacy versus involvement conflict A facility based on change But is privacy the only answer to what we need in offices? Certainly not. We need involvement. We cannot exist without a full healthy exchange with others. Involvement is an essential need, a good idea …. To be part of, visible, wanted, needed, recognised, part of the family of activity
- 86. Geometry versus humanism A facility based on change The office, in a way is a communication miniature of the city and is subject to the same conflicts. The natural structure has been frequently sacrificed for a formality that no longer works well
- 87. Traffic flows A facility based on change The way we move through space is part of our communication experience. Who we see and how accessible they are is a variable that needs particular expression
- 88. The war of communication devices A facility based on change The office is deluged with new devices, each one proposing improvement and asking for investment, space and implementation.
- 89. Change A facility based on change Curiously, it is the lack of mobility in our physical facilities that is the most stubborn laggard in offices. A great many of our irritations stem from services and facilities that respond too slowly, or not at all, to our new objectives and values. It is our buildings, furnishings and services that have to be revisualized and revitalized
- 90. The new rules A facility based on change • Forgiving principle – we must be allowed to change our minds • Grace with change – to achieve a well-appointed and resolved solution • On-line planning and expression – to avoid facility obsolescence
- 91. Planning – the key to expression A facility based on change • The right to be different – One of the regrettable conditions in present offices is the tendency to provide a formula kind of sameness for everyone. It takes a serious organization rebel to overcome this institutionalized expression • Planning and the individual – Industrial psychology is widely used as a hiring tool. The investment in individual understanding can be usefully invested in facility understanding for each performer • The number one planner – the Administrator – It may surprise some to learn that the primary planner on a continuous basis must be in the organisation itself and represent management level responsibility
- 92. Enclosure and access A facility based on change The classical human search for environmental support has imbued us with very discreet feelings about space and enclosure
- 93. Social climate A facility based on change Every office has a climate of social expression that can either be destructive or constructive and, to a large degree, this is effected by the physical expression we give it One of the great assets of a more frankly interactive and open office expression is the improved social structure that it offers
- 94. The long term game A facility based on change In looking at the impact change rates are having on our lives over a very short time span, there is reason to wonder if we will be constantly abandoning old positions for new, leaving behind rather vast heap of yesterday’s obsolete answers. Is there a way to stabilize the effect of change?
- 95. In the new landscape of work, a dynamic equilibrium of shared passion and profit delivers greater performance and value for both individuals and organisations. By offering a new vision for management, tools, and places, Living Office generates this mutually reinforcing engine of prosperity. Engine of Prosperity
- 96. “In the long run, all businesses and business leaders will be judged not by their profits or their products but by their impact on humanity.” D.J. DePree Engine of Prosperity
- 97. Robert Propst A facility based on change
- 98. Robert Propst A facility based on change • What surprised you most about what you have just heard? • What is the current relevance of Propst’s ideas to the modern workplace? • How can you apply some of the conclusions into your own workplace?