Re‐imagining the Office: The New Workplace Challenge

Citation

Schutte, M. (2011), "Re‐imagining the Office: The New Workplace Challenge", Online Information Review, Vol. 35 No. 3, pp. 510-511. https://doi.org/10.1108/14684521111151568

Social, economic and technological developments have brought about immense changes not only in our personal lives, but also in our professional lives. Sophisticated and robust infrastructures have brought about a desire and an expectation to approach work differently. In this volume Adryan Bell – an expert in workplace strategy, workspace design and cultural change – sets forth an exciting vision of ways in which organisations can re‐invent and create flexible and appealing spaces, which facilitate energetic team collaboration, as well as reflective individual work.

It is evident that both employers and employees will need to think carefully about established practices and customs (including functional design, image, status and symbolism) as the changing nature of work and emerging attitudes and behaviours produce unique demands and expectations that rarely can be satisfied by traditional structures and procedures. Bell envisions distinctive and unique places where different workstyles can be accommodated; this is explored in six inter‐related themes:

1. 1.

   efficiency, associated with cost savings and reductions, as well as space utilisation studies to identify unnecessary or uneconomical use of space;

2. 2.

   effectiveness, related to making the workplace functional and relevant by providing optimal tools and resources;

3. 3.

   engagement, concerning strategies for involving staff in the change management process;

4. 4.

   expression, connected to the messages conveyed by the symbolism, imagery, colour, use of sustainable material and design of physical and virtual environments;

5. 5.

   e‐work, considerations when aligning the workplace with virtual work practices and patterns; and

6. 6.

   experience, pertaining to the emotions that define and differentiate the workplace.

Bell makes use of numerous illustrations and examples in aid of his supposition that an over‐utilisation of a shared open plan‐style design with identical cubicles is questionable and inefficient, when most employees are not in the same activity mode at the same time. During the course of a day's work, an employee may require the use of an open space where serendipitous encounters are possible; move to a study booth when quiet and intense concentration are called for; and meet with team members to collaborate in a breakout area. The author is in favour of a landscaped office environment where this variety of needs can be smoothly and easily met, and where the “ownership” of a workspace is replaced by sharing of workspaces. Bell also names instances of distributed workplaces where different organisations use the same office space on a flexible “pay‐as‐you‐use” basis, which is a particularly useful solution for employees who mostly work from home, but who need access to specific equipment or facilities on an ad hoc basis.

Bell cautions that it is not just a matter of providing and positioning the right infrastructure that will help in supporting this diverse and dynamic work environment. Organisational culture – which includes the work protocols, procedures and perceptions as to the behaviour that is rewarded or punished – is a critical enabler. For this endeavour to be successful, clear office protocols should be communicated and enacted: for example, a clear desk policy, eating arrangements, privacy, security, cleanliness, use of telephones, desk personalisation, signalling availability, and updating team members about progress among others.

This book offers much‐needed insight for those involved in the challenge of providing functional and appealing workspaces where employees can be productive, even though they may have diverse needs in terms of facilities and workspaces.