I was Google searching for something this morning and came across this interesting paper by Thomas Davenport. BTW, I strongly recommend checking out tomdavenport.com if you haven’t already.
Why Office Design Matters
You want to concentrate and collaborate, but how can you get the best of both worlds in your current office set-up? An excerpt from Thinking for a Living: How to Get Better Performance and Results from Knowledge Workers.
by Thomas H. Davenport
One factor that affects knowledge worker performance that isn’t well
understood is the physical work environment—the offices, cubicles,
buildings, and mobile workplaces in which knowledge workers do their
jobs. There is a good deal said about this topic, but not much known
about it. Even more unfortunately, most decisions about the knowledge
work environment are made without seriously considering their
implications for performance.
In 2002 I and my then-colleagues at Accenture Bob Thomas and Sue Cantrell undertook a study of this issue.1
We interviewed forty-one companies that had some initiative under way
intended to improve the performance of high-end knowledge workers, or
those with particularly high levels of expertise and experience, who
were critical to the organization’s mission. We were interested in all
the factors that affected knowledge work performance, but the topic
most commonly addressed by the companies was the physical work
environment (the other common ones were information technology and
management). […]
The introduction of a new workspace was
most often the catalyst for a broad redesign of the knowledge work
environment in our study. Because it is so tangible, a new or
alternative office can be both the symbol and a key part of the reality
of new ways of working. For example, Pharmacia recently built a new
pharmaceutical research building outside of Chicago that was
intentionally designed to encourage more interaction among its R&D
staff. The new workspace was intended not only to attract top research
scientists to the company, but also to promote a more collaborative
culture. Particular designs can encourage certain types of behavior,
although they will never guarantee it. Of course, office space is also
expensive, and savings resulting from decreased or alternative space
often serves as a rationale for change.
Workspace design is
a somewhat faddish phenomenon, in part because no one knows exactly
what factors affect knowledge worker performance, and how those factors
interrelate. In the absence of knowledge, vendors of office
environments, architects, and developers are free to make all kinds of
claims about what works. But we do know some things from the limited
amount of research on this topic, and in the next section I’ll provide
a list of what is generally agreed to be true with regard to the
physical work environment. Then I’ll describe a framework that will
help managers think about the physical environments for knowledge work
in their own organizations.
What have your experiences been with your office space?