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5 Questions for Jennifer Davis
An interview of Jennifer Davis by Dana Deschene
- Could you explain "Dilbert -style" and the reasons why organizations are moving away from this type of design?
Dilbert-style comes from the comic strip Dilbert, a social parody of office life in the 1980's styled, high wall, pod-type office layouts that discourage interaction between employees. The objective of the Dilbert-style "Cube", presumably, is no distractions = more concentrated effort into work = increased productivity. However it is commonly accepted these days by most companies and design experts as a failed experiment and more than 70% of employees now work in open office environments.
The open plan is being embraced by more and more organizations because it's far more conducive to the knowledge-sharing, team environment that companies are increasingly adopting as a part of their culture. It's is also more cost effective, as bringing down the walls typically allows for greater density. And productivity is also linked to the open plan, given that a collaborative environment creates efficiencies and less re-invention of the wheel when knowledge is more open and shared.
But even the open concept has had its challenges and is continuing to evolve. Designing a functional, inspiring environment that takes advantage of the densification benefits that open concept can present requires great deal of research into design options, and a great deal of analysis of your employee base in order to determine how best to create an environment that will adequately service their needs. Essentially there is no one size fits all, and prior to undertaking a redesign, organizations should ensure they are comfortable that their designer understands their needs and is focussing far beyond the colour palette.
This is important because, alike the failed Cubes, there are also numerous stories about failed experiments in open concept. Needless to say organizations should be concerned about this, as research has show that there are significant linkages between the workplace environment and job satisfaction, and between job satisfaction and the corporate bottom-line1.
- Do you agree or disagree with the following statement: "Standardized spaces can encourage standardized behaviour".
I would disagree, but with the proviso that certain working protocols and professional etiquette within any environment, standardized or otherwise, should be commonly accepted and promoted for the betterment of everyone's working environment.
I think standardized behaviour is impossible, however, when job functions, work styles and personalities are so highly differential. As any HR professional can attest, extensive research has existed for years attempting to categorize the employment pool into various workplace personalities in an effort to learn how best to encourage and manage people. But it's impossible to put people into neat little boxes (both figuratively and literally for the purposes of space design).
When addressing a workplace environment consider it this way: in order to expect employees to think outside of the box they need an environment other than a box. I'm not advocating the abolition of all offices, just the bringing down of high - walled Cube style pods and a move away from boring, monotone design. It's simple really: an inspiring environment is more likely to inspire. Artists have long practiced this tradition, immersing themselves in environments that stimulate their brilliance. Similarly, significant psychological research has been developed citing the effects that various shapes and colours have on our psyche.
- What are your main challenges in leading an organization through this type of change?
When transitioning to a new workplace environment, the recognition that it's far more than just a construction project, but also a people project is the first hurdle to convince the organization of. Such a transition, particularly a dramatic one that goes from Dilbert-style to open, is really a cultural transformation for an organization. Once this understanding is in place there are several other challenges related to the transition, most of which relate to employees' anxieties. The key is recognizing and acknowledging the following:
- there is significant status traditionally associated with an employee's overall workspace footprint and office, or lack thereof
- concerns about noise and visual distractions
- concerns about lack of privacy
- territorialism and just how attached employees can become to their workspace
- some people simply fear the notion of change regardless of any positive aspects associated with it
- Who in the organization is the biggest resistor to this type of a change?
If you were to guess I bet you'd say that the oldest in the company are the most resistant to change. But interestingly, in my experience and other studies have shown that actually the eldest and the youngest are the most open to change.
The youngest haven't experienced as much change; they haven't a significant frame of reference or as many preconceived biases, so they're typically more open to change. The eldest on the other hand, have experienced a great deal of change and typically have learned to "go with the flow" by now. Some of them may just be on cruise control and are close enough to retirement that nothing much fazes them at this stage.
It's those in between the younger and the older that tend to have the most difficulty with change. They have developed expectations for themselves and for the company and they experience anxiety when their's suddenly a fork in the road or a bridge to cross.
- Favourite club in your golf bag and why?
Hmmm, it tends to change with the ups and downs of my game, but I'd have to say my 5 wood these days. I'm not a big girl, so I'm not a long hitter off the tee. My trusty 5 wood, therefore, is what gets me down the fairway on those long par 4's or 5's (presuming, of course, that I'm even in the fairway!).
1 "Making the open-plan office a better place to work", Newsham, GR, National Research Council of Canada.
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