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Designing offices to Improve Business Performance
- 1. Designing offices to improve business performance Nigel Oseland [email_address] AMA Alexi Marmot Associates
- 6. Occupant requirements – Base needs Self-actualisation work discretion, autonomy, responsibility Safety pension, job security, safe environment Physiological comfortable environment, salary, catering, health care Higher performance Maslow (1943) Social team spirit, social events, egalitarian Organisational Physical Esteem feedback, prestige, promotion, reward
- 7. Occupant requirements – Hygiene factors Herzberg (1966), Raisbeck (2004) Temperature Ventilation Noise Light Privacy Financial Reward Recognition Responsibility Prospects Job security Facilitators Layout & planning Work-settings Facilities & Support Amenities & Welfare Design & Branding Security & Safety Motivators Hygiene Performance
- 8. Occupant requirements – Causes of dissatisfaction Technology Interior design Building services AMA WorkWare database (2007)
- 9. Occupant requirements – Supporting work activity Based on 68 buildings and 7200 responses, OPN Database Important but Satisfied Important and Dissatisfied
- 11. Thermal comfort – Vernacular architecture
- 12. Thermal comfort – Vernacular clothing
- 13. Thermal comfort – Seasonal clothing Winter Summer
- 14. Thermal comfort – Cool biz clothing
- 15. Thermal comfort – Individual control E nvironmentally R esponsive W orkstation West Bends Mutual 3% more insurance claims processed energy savings
- 16. Thermal comfort – Individual control Kroner, Stark-Martin & Willemain (1992) West Bends Mutual Insurance claims processed Productivity change(%) 20 10 0 -10 -20 -30 -40 -4 -3 -2 -1 0 1 2 3 4 Move to new building Time (weeks) 5 6 16% 3%
- 21. Variety – Daylight & views AMA WorkWare database (2007) Adjacent 1 desk away 2 desks away No window Window proximity 20 30 40 50 60 70 80 Percentage good/excellent Window Office Workstation type Solo office Shared office Open plan Hot desk
- 29. Thank you Nigel Oseland [email_address] AMA Alexi Marmot Associates
Hinweis der Redaktion
- Herman Miller set me the challenge of speaking on designing offices to improve business performance. It’s a big subject and I wasn’t sure where to start so I thought I would begin with chickens.
- Consider battery hens, dense environments with poor conditions, we get a lot of eggs per sq m but lost of waste and the eggs are now less acceptable with low market value
- On the other hand you have free range chickens, less eggs per sq m but higher quality and value; the chickens are healthy and inquisitive
- So does this translate to the office environment? Do dense deep plan offices with poor environmental conditions lead to dissatisfied staff producing relatively low value output?
- Perhaps we should we be offering better environments that motivate and stimulate staff to be creative and innovative with higher quality output.
- Maslow basically said that we have a range of needs that need to be met to reach our maximum performance. The lower order needs are related to the physical environment and the higher order to organisational factors. But Maslow’s results have never been replicated!
- I persuaded Ken Raisbeck to try and replicate Maslow’s results as part of his MBA. Sadly we didn’t verify Maslow but we did replicate the Herzberg’s motivational theory. Hygiene factors have negative impact on performance and Motivators have positive impact. We found a third factor, the Facilitators, which we believe are the physical factors that also motivate.
- At Swanke’s I asked the occupants how satisfied they were that various design factors are supporting their work activities and also how important these factors are to get right. The hygiene factors cause the most dissatisfaction and are considered important.
- In terms of creating a great place to work this guidance from the States is a good starting point. I will pick up on some of these themes.
- So temperature. I am a fan of vernacular architecture were building design has evolved to respond to culture and climate – stack effect, high thermal mass, shading. I applaud the sustainable buildings which adopt these techniques. In particular I like the Japanese Ryokan where the tables have a little heater under them and the kimono is hooked onto the table to provide local heating. This also illustrates the link between adaptive behaviour and vernacular design.
- Clothing is one form of adaptive behaviour e.g. dishdasha and Shumag in Arab countries and salwar kameez I Pakistan and Afghanistan. But we are obsessed with the suit, a relationship going back 200 years based on fashion and using tailoring to make males look more sporty. AS long as we insist on wearing suits we will also require air-conditioned boxes running at 2 deg C in summer.
- And its not so ridiculous to give up suits in summer. The Japanese , the suited modern samurai, have been doing it for several years and saving tons of carbon as a consequence.
- In AC offices we could offer local control of comfort using this ERW which has a radiant heating panel, like the Japanese Ryokan, and local ventilation, like in a car. It switches off when you walk away savign energy and has also been found to increase productivity. But it didn’t catch on, maybe its time to revisit.
- Noise and privacy is contentious and the support the Americans obsession with desks screens. The Canadians showed that noise increases dramatically with screens below 1.4 m and also privacy is at its worst. However several years latter they observed that overall satisfaction went up with lower screen due to daylight and ventilation.
- Its not juts about screens, they are other ways to reduce noise disturbance. People are more tolerant of their team mates so co-locate teams together, especially noisy ones. Provide places for people to go away and be noisy or seclude themselves sin quiet. I am also concerned that desk sizes are getting to small and adding to noise, as well as personal space infringement. Plus consider the behavioural issues.
- I want to tell you about a relatively new field of psychology. As a species we have evolved biologically to survive. Evolutionary psychologists say that perception and cognition also evolved to survive. Problem is this evolution has taken place in man over 7 million years but we have only been in offices for a 100 years. Consider what we evolved to: small communities living out on the plains. We like to gather around the hearth and tell stories, we use natural symbols for way finding, we take care of each other, we like to explore and forage. This are all base needs that need to be supported in the workplace.
- Biophilia is about our link with nature. As a consequence we seek daylight, clear view, greenery and food and water. If you want a breakout space to be a success put in free coffee and biscuits. We also like to see some variation in stimuli throughout the day.
- What did the Romans do for us? Well there seemed to have a good grasp of team units and the tactical unit of today’s army is typically 150 soldiers based on the Roman maniple. Dunbar’s number is also 150. Dunbar found that the size of our typical social networks is around 150 – based on brain size of primates as well as village sizes. So I just wonder are the floorplates we are building of 500 workstations just too large? At minimum we should break them down into small communities. But they are also not great for sustainability.
- In AMA workshops we ask the participants to choose from 50 photos where they do work best. Surprisingly none choose an office or desk – its about bars, gardens and sports facilities.
- This is an often used slide – the Workplace is actually made up of people, place and processes within it. Hopefully by now you will realise that improving business performance is not just about the physical aspects of design but about responding to the fundamental needs of people and organisation. But you also have to consider the processes within the organisation.
- So I will sum up here. When designing to enhance business performance think of the basic needs of the individuals, team and organisation. Think about how their performance is measured and what you can do to support it.