Often workplaces are redesigned during periods of organizational change and research released by the American Psychological Association indicates that organizational change can be very stressful. Workplaces can be designed to defuse at least some of that stress and the knowledge that it is present should inform the interpretation of research data, for example, information collected in the course of a post-occupancy evaluation. The APA press release reports that “American adults who have been affected by change at work are more likely to report chronic work stress, less likely to trust the
Corsello and Dylan Minor assessed how where people sit in a workplace influences their performance. Data collected over 2 years from thousands of employees at a large tech company with offices in the US and Europe determined that “neighbors have a significant impact on an employee’s performance.” The researchers “categorized workers into three types: productive workers, who completed tasks quickly but lacked quality; quality workers, who produced superior work but did so slowly; and generalists, who were average across both dimensions. . . .
Some individuals respond more positively to multi-tenant offices than others. Hartog and her team report that “Many different multi-tenant offices have arisen over the last decades, as building owners address the changing nature of the workplace – a need for users to share facilities. . . . Data were collected through a questionnaire distributed among users of 17 different multi-tenant offices (business centres, incubators serviced offices and co-working places). . . .
Emotions are contagious
Task lighting and concentration linked
Using the stairs instead of an elevator helps us keep trim and saves energy—and stairway design and placement, for instance, can boost the likelihood we’ll take the stairs. New research supplies another reason to encourage stair use via design – we feel energized after walking up and down stairs. Investigators have found that “10 minutes of walking up and down stairs at a regular pace was more likely to make participants feel energized than ingesting 50 milligrams of caffeine-about the equivalent to the amount in a can of soda. . . . [Patrick J.
Hoendervanger and his colleagues studied activity-based work (ABW) environments because “Despite their growing popularity among organisations, satisfaction with activity-based work (ABW) environments is found to be below expectations.
Millennial leaders’ responses to workplaces were investigated via a recent study. A podcast sponsored by Wharton featured Ron Williams and Rebecca Ray; Williams and Ray, who are both executives with The Conference Board, discussed research that group did with Millennial leaders. The introduction to the transcript of part of that podcast reports that investigators determined that these Millennials “are more like the older generation than originally thought, and the current differences are mainly due to the life stage that they are in.” Ray states that “Millennial leaders don’t necessarily
Chadburn, Smith, and Milan studied the reactions of knowledge-workers in London to various workplace options. They found that this group responded positively to “a flexible range of office settings that enable both a stimulating open and connected work environment, knowledge sharing, collaboration, as well as, quiet concentration locations, free of distractions and noise. . . . hot-desking was unanimously disliked by knowledge workers.”
During too many meetings, whatever people have gathered to do just doesn’t get accomplished. Sci