1. Giuseppe Boscherini
Breaking the codified physical
and social rigid structures of the
traditional office….
Giuseppe Boscherini
3rd October 2014

2. …or “can space trigger
behaviour (at work)?”

3. • Launched in 2013
• An investigation into the co-working model as alternative work setting
The WorkShop report
http://www.cbre.eu/portal/pls/portal/res_rep.show_report?report_id=2914

4. The WorkShop report

6. The WorkShop report

8. The WorkShop report

10. The WorkShop report

11. Work evolution
• This shows that there has been an evolution in the way we work
and in the physical and social settings that support it.
Mainstreaming of
Distributed Work
Scientific Management
Model
Rise of Personal ComputingPlural Office with Post-War
Expansion
Factory OfficeMerchant/Clerk Landscape Office and the Invention of
the Cubicle

12. Powerful ‘tiggers’
• And yes, powerful economic, social and technological triggers for
reinventing workplace have emerged.
“In the workplace of the future, workers will no longer be
tied to their desks or even their computing devices. Mobile
broadband, multiple device lifestyles and cross-device
computing mean that people will be able to work from
anywhere, seamlessly pulling all business and private data
from the Cloud.”
Fujitsu Systems – Vision 2025

13. Same old office
The Shard: an iconic building?
• However, office typologies remain constrained by
a codified approach to space that takes the form
of a reliable yet predictable set of spatial and
organisational typologies.

14. • So, whose office is it anyway?
The Sunday Times Best 100 Companies to Work For
www.thesundaytimes.co.uk/sto/public/business/article1379811.ece

15. It’s (increasingly) about people
• Isn’t it about time we looked at workplace from the
view of the individual?
• Companies are beginning to see the value in respon
what their talented employees expects,
• There have been some gradual shifts.

16. Shift towards the individual
The Individual
Personal choice
Mobility and flexibility
Satisfaction
Trust
Business Performance
Agility
Lower cost
Sustainable solution
The Organization

17. Shift towards agility
anytime
shared use
outputs
trust
paper independent
face to face
technology an ‘invisible’ enabler
constant collaboration
multiple dimensions
digital
wireless
anywhere
lifestyle
9 to 5
ownership
inputs
command & control
paper dependent
emails, emails, emails
technology a problem
late, long, formal meetings
linear
analogue
hard wired
assigned
workstyle
rigidity agility

18. Shift towards bespoke spaces that
support agile individuals
Flexibility
Creativity
Innovation
Entrepreneurship
Technology, Tactical planning
Openness
Spaces that are easily reconfigurable
Spaces suitable for a variety of workstyles
Spaces that facilitate knowledge transfer
Spaces for both teams and individuals
Space as a business tool
Spaces that support your mission and values
Criteria Spaces

19. Workplace dichotomies
• In seeking to achieve a balance between shifting priorities, we have
created a parallel series of workplace dichotomies:
Rigidity
Standardisation
Efficiency
Permanence
Reassurance
Terrains
Asleep
Physiological
Agility
Customisation
Effectiveness
Mobility
Stimulus
Fields
Alert
Psychological

20. Workplace dichotomies
mobility
permanence
ubiquitous work
virtual portals
work and play
comfort
me place
preferences
workplace dichotomies
• These dichotomies follow separate routes,
according to the degree of mobility or
permanence of the individual worker,
• They need to be balanced in order to achieve a
coherent workplace experience.

21. Ubiquitous work
• Working on the go is becoming a necessity and work
areas are now offered ‘en route’.
• In May 2013, Regus launched a business lounge in a
Welcome Break service station on the M4,
• The high-tech Regus Express Hub is located at Membury
Services, ten miles outside Swindon.
the Office Group have an offering in rail
stations, and continue to expand -
http://www.theofficegroup.co.uk/the-station-
office-network/

22. Virtual portals
• Virtual portals are becoming a window to other realities,
• Firmspace have pioneered an avatar-based virtual meeting experience that is both
fun and engaging, unlike much of virtual technology,
• Subscribers and meeting invitees simply register via a website, invitees receive an e-
mail, download the 3B browser, and style an Avatar.

23. Work and play
• The 14-hour city is becoming the norm with amenities and places of work intermingled
to form a blurred experiential continuum; the inset image is of Soho House's Pooldisco,
• Most of the our buildings lie dormant for half the day and during the weekends. Most
of our lives are too complex to revolve around a 9 to 5 existence,
• We need to overhaul the legacy of 19th century physical infrastructure and urban
design rationale and adapt our environments to the networked workstyles of
knowledge workers.

24. Comfort
• A positive, even joyous, sensorial experience of space is becoming a key requirement of
offices,
• The decisions that lead to good workplace design will be the outcome of a balance between
four factors which are determined by comfort conditions employees demand. These are:
1. Physiological
2. Psychological
3. Emotional
4. Physical
• Emotional Mapping is a new and exciting innovative design tool that enables workers and
designers to navigate through their emotions, feelings, sentiments and sensations.
Coventry Children Hospital – IBI Nightingale

25. Me place
• There is a return to defensible space as part of re-affirming of status and
marking of ‘owned’ territory,
• An example of this trend is the launch of Docklands, a new office concept by
the British design studio Pearson Lloyd. It is “a programme of small
independent units designed to provide a range of individual Me Places.”
• A place where “workers can remove themselves from the background noise
and distraction associated with the general office when they require a space
for total concentration.”

26. Consumer preferences
• Let us imagine workspace as a commodity, if you will, a luxury design commodity that may
be uncomfortable, and pricey at that, but is the one we chose. The personalised workplace
will be non-standard and grow out of consumer behaviour,
• There will be a demand from am increasingly discriminating consumer society for more
bespoke workplace,
• Offices will be selected on the same basis that hotels currently are. If we, as consumers of
workspace, could spend our annual allocation (out of our salary) anywhere, where would we
spend it?

27. PhysicalVirtual
Behavioural
• Also, the emergence of virtual togetherness has made the
balancing of workplace priorities even more difficult,
• This is now a three-ball juggle…

28. • …which translates into:
Implementing
supportive
technology
+
processes
Virtual
• Leverage wireless technology,
• Promote on-line communication,
• Adopt presence awareness.
Nurturing the right
behaviours
Behavioural
• Encourage willingness to affect
change,
• Foster a sense of community,
• Capitalise on shared experiences,
• Think of your workplace as a
precious commodity that you must
share with others.
Improving the
physical
workspace
Physical
• Balance space allocation,
• Facilitate interaction,
• Create destination areas,
• Provide a variety of stimulating spaces to perform in.

29. Can Architecture cure cancer?
• There's no great architectural secret at work in
the design of Maggie's Centres. They are defined
by positive qualities: light, space, openness,
intimacy, views, connectedness to nature – the
opposite of a standard-issue hospital
environment,
• They are domestic in scale, centred around the
kitchen, a place where you can make yourself a
cup of tea and have an informal conversation,
• In Jencks's words, they are buildings that hug
you, but don't pat you on the head.
Maggie’s Matters Summer Edition 2014 – Kate Goodwin

30. St Mary Kettering NHS

31. Recollection & recognition
• Make crucial
information obvious,
• Conceal the
unnecessary,
• Offer multiple cues,
• Make
recognisable/familiar
a key principle
• Use high levels of
visibility,
• Preserve
identity/stimulate
memory.

32. Colour & stimuli
• Colour contrast and
tonality are important for
people with dementia,
• The knowledgeable use
of colour is helpful in
creating the most
supportive environment
for independence and
emotional wellbeing,
• The use of colour can
help assist the
identification of, or
alternatively conceal
where appropriate,
environmental features
such as rooms, doorways
or service areas.

33. HAPPINESS HOUSE:
how does it translate
into the workplace?
“We need a business
space that conveys the
energy of the
organization”

37. Space Behaviour
• So, is there a link between space and behaviour, at work?
Space and Behaviour

38. Space and Behaviour
“Today the trend is towards de-institutionalization, hybrid forms of organisation and co-
operative mastery of knowing and knowledge production, towards open expertise
produced in multi-actor networks.”
Karvinen-Niinikoski 2004

39. Physiological Psychological
• Health and wellbeing
• Salutogenesis
• Sense Sensitive Design
• Psychogeography
• Emotional mapping
• Feng Shui
• Space and behaviour have different triggers,
• But there are major overlaps.
Space and Behaviour

40. Health and Wellbeing
Air
• Maximize natural ventilation,
• Separate ventilation air from thermal conditioning,
• Provide task air for individual control,
• Ensure pollution source control ,
• Improve the quality and quantity of outside air,
• Allow individual access to operable windows to
reduce energy use, absenteeism, SBS symptoms,
and improve productivity.
Artificial light
• Maximize the use of daylighting without glare,
• Separate task and ambient light,
• Select the highest quality lighting fixtures,
• Design plug-and-play lighting and dynamic lighting
zones.
Daylight
• Comparative studies of day-lit offices and
classrooms demonstrate 10-25%, performance
gains, 5-10% reductions in SBS symptoms, and over
30% energy savings

41. Salutogenesis
• Health processes could be strengthened and
promoted by implementing design that is
salutogenic – i.e., that focuses on the factors
that keep us well, rather than those that
make us unwell,
• The aim of psychosocially supportive design
is to stimulate the mind in order to create
pleasure, creativity, satisfaction and
enjoyment,
• There is an important relationship between
an individual’s sense of coherence and the
characteristics of the physical environment.

42. Sense Sensitive Design
• Understanding of how our five senses work - and
how they interact with the physical environment
at work - can have a profound effect on the
experience of work places:
1. Vision - Colour provokes hormone release that
affects mood, mental clarity, energy levels and
body systems,
2. Hearing - Noise affects attention, memory,
problem solving and decision‐making,
3. Touch - Plants absorb toxins Airborne toxins,
formaldehyde, benzene, carbon, monoxide
trichloroethylene etc.,
4. Smell - Floral and fruit fragrances aid
concentration, slow respiration, lower blood
pressure/heart rate and relax muscles,
5. Taste - Good food and drink improve nutrition,
increase energy levels, give pleasure and reduce
allergies
Wednesday 27 August 2-14
The Independent

43. Psychogeography
Wanderous is a new navigation application for the
iPhone that creates routes optimized for
adventure.
Routes in Wanderous start and end where the user
specifies, but during the journey the routes
intentionally wander to one or more interesting,
unique, or notable spots chosen by the user.
• Psychogeography is an approach to geography that
emphasizes playfulness and drifting (dérive) around urban
environments”,
• It's about how we're affected by being in certain places –
the architecture, the weather, whom you're with - it's just a
general sense of excitement about a place,
• In a dérive one or more persons during a certain period
drop their usual reasons for movement and action, their
relations, their work and leisure activities, and “let
themselves be drawn by the attractions of the terrain and
the encounters they find there.” (Guy Debord 1958)“

44. Emotional mapping
• Emotional Mapping is a new and
exciting innovative design tool,
• It enables workers and designers
to navigate through their
emotions, feelings, sentiments
and sensations

45. Feng Shui
Workplace Feng Shui Do’s
• Place your desk in a position that allows you
to see the door of your office, be sure your
back is supported by the wall,
• Stay up to date with repairs and
replacements. Representations of nature can
help you build trust with co-workers and
clients.
Workplace Feng Shui Don’ts
• Don’t sit in line with the door,
• Don’t keep mirrors in your office,
• Don’t keep sharp plants on your desk, as they
create bad chi.

46. Space BehaviourSpace Behaviour
Time
TimeTime
Time
Time
Space, behaviour and time
• Time is the third element in this equation,
• Space and behaviour relate to the moment(s) in time that supports the work
process.

47. Aligning time to activity
* Source: Russell Foster + Dr. Paul Kelley - 2008
• Certain people have a bio-predisposition
to sleep longer in the morning,
• Memory capacity test results show that:
1. Morning : 42% correct answers
2. Afternoon: 51% correct answers
• As a result it has been suggested* that
schools adopt shorter winter days to
reflect shorter attention spans, energy
levels and allow for periods of deep
concentration and pauses for resetting
circadian clocks
• This could potentially lead to new
working hours:
1. Team working - 11:00am to 3:00 pm
2. Independent working - either side of
that time period

48. Aligning space and activity with time
• Creative work that leads to innovation is about achieving individual potential,
• Like a theatrical or musical performance, creative interaction is a series of
moments in time - a gig - the success of which depends on timing and effect.

49. Aligning activity to spaces
• Co-working practices, mobility and the ensuing connectivity both physical and
virtual, have afforded us now more than ever before access to each other through a
number of communication channels, each differently suited to its purpose.

50. Aligning activity, experience and
outcome
• The benefits of a successful workplace are partly
derived from the enjoyment of the experience
itself as well as from the achievement of tangible
outcomes.

51. Aligning space, activity, behaviour and
time
• Work is best achieved in an environment that supports and facilitates the activity
designed to yield the desired business outcome,
• Such an environment recognizes and supports the distinct moments of work as it
unfolds in its constituent activities,
• The emotional workplace is about an alignment of space and behaviour on an
experiential level.

52. Adaptability
• Humans are adaptable to their environments and they are
resourceful to make it work for them,
• Is the search for an optimal work habitat futile?
• Is transformation an attribute of the worker rather than of the
workspace?
Given a standard (or sub-
standard) environment the
creative non-conventional
worker will always find creative
ways to successfully adapt

53. The sunlight is in your head.
Free up your environment to free up your mind.

54. Giuseppe Boscherini
Email: giuseppe.boscherini@cbre.com
Mob: 07714 145954
LinkedIn: uk.linkedin.com/in/giuseppeboscherini/
Twitter: @gboscherini
Giuseppe Boscherini