Mark Catchlove, Director, Knowledge and Insight Group - Herman Miller Ltd
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Fundamental Human Needs and the Workplace
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Mark Catchlove, Director, Knowledge and Insight Group - Herman Miller Ltd
- 1. Fundamental Human Needs and the Workplace Mark Catchlove @HMInsightgroup
- 2. 2 “With certainty, how well we live and function in our office determines the health of people and organizations. The degree to which we have survived in unfavorable circumstances is a tribute to human adaptability. However, the fact that we can adapt does not mean that we do not also pay the penalties for forced fits” Wisdom from Robert Propst - 1968
- 3. Engine of Prosperity In the new landscape of work, a dynamic equilibrium of shared passion and profit delivers greater performance and value for both individuals and organizations. By offering a new vision for management, tools, and places, Living Office generates this mutually reinforcing engine of prosperity. Happiness
- 8. • Laura wants to add a visual of LO HUB here, with a link to the HUB. Will that look bad? Seems weird to have a link on screen. Maybe we do it in the notes and just include the masthead illustration from the website?
- 17. What makes a good work day good? A Living Office
- 18. Human Dynamics + Work Knowledge and insights on people, who are the starting point. Based on the fundamentals of life, not industry. Based on 80-year literature review of psychology, sociology, and anthropology. The sociology of work – how people affect their work environment and how it affects them. Pragmatic and applied. At the heart of human-centered, problem- solving design. .
- 19. Human Dynamics + Work Syntheses of Multiple Disciplines
- 20. Fundamental to All Achievement We strive for excellence and take pride in our accomplishments . Status We seek recognition of our contributions. Security We desire health, safety, familiarity, and competence. Autonomy We seek freedom in our actions and decisions. Purpose We want to make a meaningful difference. Belonging We want a meaningful connection to others.
- 21. Living Office Our ongoing research and exploration demonstrate compelling connections between our fundamental human needs and the management methods, technology and tools, and places that help us fully realise “Living Offices” TOOLS + TECHNOLOGY MANAGEMENT + METHODS PLACES
- 22. Shaping the Questions What are the motivators of human behavior in your workplaces? How are these manifest in your organisations? How does the physical environment catalyse, foster, and affect the behavior of your staff? What are the implications for design and organisational practices of your business?
- 23. Achievement We strive for excellence and take pride in our accomplishments. MANAGEMENT + METHODS TOOLS + TECHNOLOGY PLACES
- 24. Security We desire health, safety, familiarity, and competence. MANAGEMENT + METHODS TOOLS + TECHNOLOGY PLACES
- 25. Purpose We want to make a meaningful difference. MANAGEMENT + METHODS TOOLS + TECHNOLOGY PLACES
- 26. Status We seek recognition for our contributions. MANAGEMENT + METHODS TOOLS + TECHNOLOGY PLACES
- 27. Autonomy We seek freedom in our actions and decisions. MANAGEMENT + METHODS TOOLS + TECHNOLOGY PLACES
- 28. Belonging We want a meaningful connection to others. MANAGEMENT + METHODS TOOLS + TECHNOLOGY PLACES
- 29. Fundamental to All Achievement We strive for excellence and take pride in our accomplishments . Status We seek recognition of our contributions. Security We desire health, safety, familiarity, and competence. Autonomy We seek freedom in our actions and decisions. Purpose We want to make a meaningful difference. Belonging We want a meaningful connection to others.
- 30. Engine of Prosperity In the new landscape of work, a dynamic equilibrium of shared passion and profit delivers greater performance and value for both individuals and organizations. By offering a new vision for management, tools, and places, Living Office generates this mutually reinforcing engine of prosperity. Happiness
Hinweis der Redaktion
- Humans are amazingly adaptable but that doesn’t mean that we have to rely on their adaptability to make the workplace a success From this I take the thought that too many places are designed without consideration for the culture of the business and the needs of the individual. This leads to people having to adapt by sometimes being forced to work in a particular way
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- Forward-thinking organizations are incorporating shared workpoints into their floorplans. The work environments of leading-edge companies are evolving from individually assigned “workstations" to providing a variety of shared “workpoints” individuals can use to accomplish the different activities that comprise work today. These innovative landscape plans expand definable work zones beyond individual workspaces and meeting rooms to include a variety of shared spaces designed to support different activities. Individually owned workstations are often unoccupied. With our studies of over 100 landscapes showing that individually “owned” spaces sit unoccupied 60 percent of the time, it’s not surprising to note that, in progressive landscapes, these dedicated spaces are fewer and smaller. On one hand, this phenomenon reflects the ongoing trend of downsizing and increasing density. But in many cases the total number of usable square feet per person remains the same, indicating that this space is being reallocated to collaborative settings. (5) Workpoint sharing only works when people can personalize their own work experiences. In our experience, workpoint sharing succeeds only as part of a comprehensive design strategy focused on making it easy for people to personalize their own work experience on an ad hoc basis from day to day and even from moment to moment. In a workplace that provides options for where and how different tasks may be accomplished, people feel respected by an organization that values their judgment and contributions over mere efficiency. (4) Cresa. “Workplace Evolution, Not Revolution. ”September 14, 2014.”
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