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Article Harvard Business Review October 14, 2019 The Truth About Open Offices: There Are Reasons Why They Don't Produce the Desired Interactions |
It’s never been easier for workers to collaborate—or so it seems. Open, flexible, activity-based spaces are displacing cubicles, making people more visible. Messaging is displacing phone calls, making people more accessible. Enterprise social media such as Slack and Microsoft Teams are displacing watercooler conversations, making people more connected. Virtual-meeting software such as Zoom, GoToMeeting, and Webex is displacing in-person meetings, making people ever-present. The architecture of collaboration has not changed so quickly since technological advances in lighting and ventilation made tall office buildings feasible, and one could argue that it has never before been so efficient. Designing workplaces for interaction between two or more individuals—or collaboration, from the Latin collaborare, meaning to work together—has never seemed so easy. But as the physical and technological structures for omnichannel collaboration have spread, evidence suggests they are producing behaviors at odds with designers’ expectations and business managers’ desires. In a number of workplaces we have observed for research projects, those structures have produced less interaction—or less meaningful interaction—not more. In this article we discuss those unintended consequences and provide guidance on conducting experiments to uncover how your employees really interact. That will help you equip them with the spaces and technologies that best support their needs.
Keywords: Buildings and Facilities; Interpersonal Communication; Communication Technology; Design; Human Resources; Performance Productivity; Organizational Design;
Bernstein, Ethan, and Ben Waber. "The Truth About Open Offices: There Are Reasons Why They Don't Produce the Desired Interactions." Harvard Business Review 97, no. 6 (November–December 2019): 82–91.
