Workspace

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EXPERT OBSERVER
If you’re working from home for the first time, you might be asking yourself why you didn’t get to do this years ago.
The benefits of remote work have been discussed for nearly half a century. Many thinkers predicted a near future where work moves to the worker, rather than the worker to the work.
In 1969, Alan Kiron, a staff scientist at the US Patent Office, wrote in The Washington Post about how computers and new communication tools could change life and work. He called this “dominetics” – a combination of domicile, connections and electronics. The term never caught on, but the idea did.
Amid the 1973 OPEC oil crisis and skyrocketing fuel prices, a University of Southern California research group led by Jack Nilles conducted one of <a href="https://www.amazon.com.au/Telecommunications-Transportation-Tradeoff-Options-Tomorrow-1976-09-30/dp/B01JXRQ90A/ref=sr_1_1?keywords=The+Telecommunications-Transportation+Tradeoff%3A+Options+for&amp;amp;qid=1585617138&amp;amp;sr=8-1%20%22%22">the first major studies</a> of what Nilles would call “telecommuting”.
Nilles’s team studied a Los Angeles-based insurance company with more than 2,000 employees. Each worker travelled 34.4 kilometres a day on average, at a total cost (in 1974 prices) of US$2.73 million a year.
<img src="https://images.theconversation.com/files/325167/original/file-20200403-99349-1xemqvl.jpg?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=754&amp;fit=clip" alt="">
Los Angeles traffic in 1972. <a class="source" href="https://commons.wikimedia.org/wiki/File:HOLLYWOOD_FREEWAY_-_NARA_-_542684.jpg">Gene Daniels/US Environmental Protection Agency</a>, <a class="license" href="http://creativecommons.org/licenses/by/4.0/">CC BY</a>
Their study, published in 1976, concluded technology would soon make it more economical for organisations to decentralise using telecommuting. But Nilles also came to understand that “technology was not the limiting factor in the acceptance of telecommuting”.
Satellite work
Still, technology was a factor. This was a time when telephones and telefax machines were the only telecommunications equipment most people knew. Very few homes had personal computers, let alone access to the early internet. So the book focused more on redesigning work to let employees commute to local satellite offices.
Nilles illustrated the idea with the diagrams below.
<img src="https://images.theconversation.com/files/324813/original/file-20200402-23090-19tezy3.png?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=754&amp;fit=clip" alt="">Jack Nilles’s diagrams for teleworking.
The principles were similar to the early architecture of the internet, whose designers were also interested in system resilience (notably a communications network that could <a href="https://www.rand.org/content/dam/rand/pubs/papers/2005/P2626.pdf">survive nuclear attack</a>).
<img src="https://images.theconversation.com/files/325153/original/file-20200403-99351-113b71x.png?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=754&amp;fit=clip" alt="">
Baran’s 1962 diagrams of the internet as a distributed communications network.
<a href="https://images.theconversation.com/files/325170/original/file-20200403-74243-ddo26s.jpg?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=1000&amp;fit=clip"><img src="https://images.theconversation.com/files/325170/original/file-20200403-74243-ddo26s.jpg?ixlib=rb-1.1.0&amp;q=45&amp;auto=format&amp;w=237&amp;fit=clip" alt=""></a>
A magazine advertisement for the Apple II computer in December 1977. <a class="source" href="https://commons.wikimedia.org/wiki/File:Apple_II_advertisement_Dec_1977_page_1.jpg">Apple Computer Inc/Wikimedia</a>
Home telecommuting became more viable as the personal computer market exploded in the late 1970s. Apple’s <a href="https://www.propertyobserver.com.au/https://www.computerhistory.org/revolution/personal-computers/17/300">breakthrough Apple II</a>, for example, was released in 1977.
In 1980 futurist Alvin Toffler, author of the 1970 book Future Shock, predicted in his sequel, <a href="https://archive.org/stream/The_Third_Wave_Alvin_Toffler/The%20Third%20Wave%20-%20Alvin%20Toffler_djvu.txt">The Third Wave</a>, that the home would “assume a startling new importance” in the information age, becoming “a central unit in the society of tomorrow – a unit with enhanced rather than diminished economic, medical, educational and social functions”.
Here comes the internet
Toffler accurately saw technology’s potential, but it would be some time before remote working became relatively easy. Consider what sending an email involved in 1984:
How to send an email 1980s style. Electronic message writing down the phone line first shown on Thames TV’s computer program Database in 1984.
But with the growth in the internet, management guru Peter Drucker felt confident enough <a href="https://www.propertyobserver.com.au/https://www.amazon.com.au/Ecological-Vision-Reflections-American-Condition/dp/0765807254">by 1993</a> to declare commuting to the office obsolete:
It is now infinitely easier, cheaper and faster to do what the 19th century could not do: move information, and with it office work, to where the people are. The tools to do so are already here: the telephone, two-way video, electronic mail, the fax machine, the personal computer, the modem, and so on.
Vision versus reality
Despite the technology, the growth in working from home has been slow. A large survey of Anglo countries <a href="https://www.ibm.com/downloads/cas/O90WYGXZ">by IBM in 2014</a> found just 9% of employees teleworked at least some of the time, with about half of those doing it full-time or most of the time. Data from Australia and US suggest the proportion was still less than 20% at the end of 2019.
<a href="https://www.abs.gov.au/AUSSTATS/abs@.nsf/Lookup/6333.0Main+Features1August%202019?OpenDocument">Australian statistics</a> state almost a third of people do some work from home. But this inflates the number by including all those who work at home to catch up on work from the office.
There are have been two main barriers to greater uptake.
One, as Nilles himself <a href="https://www.citylab.com/life/2015/12/the-invention-of-telecommuting/418047/">acknowledged</a>, is organisational culture.
How we organise often <a href="https://chiefmartec.com/2016/11/martecs-law-great-management-challenge-21st-century">lags behind</a> what technology permits. Many organisations still cling to traditional ideas about managing people. If managers can’t see their employees working, they assume they won’t be.
The second problem is more intractable.
People actually like to be around each other. We’re social creatures. Indeed, a direct consequence of remote work is the <a href="http://codinginparadise.org/ebooks/html/blog/start_of_coworking">the co-working movement</a>, a response to the psychological and social challenges of working alone from home.
Even the technology companies that make teleworking and electronic cottages possible remain wedded to central offices. In 2013 Yahoo’s new chief executive, Marissa Mayer, <a href="https://www.sesp.northwestern.edu/masters-learning-and-organizational-change/knowledge-lens/stories/2014/are-face-to-face-teams-more-creative-than-virtual-teams">discouraged employees</a> from working from home, because “people are more collaborative and innovative when they’re together face to face”.
Apple founder Steve Job was also apparently obsessed with having physical office space that encouraged staff mingling. This reportedly including stressing over details like bathroom locations so <a href="https://www.propertyobserver.com.au/https://www.entrepreneur.com/article/238433">personal encounters</a> would occur.
What about the future?
These challenges remain.
But circumstances should assist at least with the organisational and cultural barriers. Home working is simply, for now, the new reality. Businesses have no choice but to make it work.
After at least <a href="https://7news.com.au/lifestyle/health-wellbeing/scott-morrison-warns-australia-to-prepare-for-six-month-coronavirus-battle-c-746412">six months</a>, it’s easy to imagine some of this will stick.
The issue of social needs will be thornier. As Toffler himself <a href="https://archive.org/stream/The_Third_Wave_Alvin_Toffler/The%20Third%20Wave%20-%20Alvin%20Toffler_djvu.txt">said</a>, “it would be a mistake to underestimate the need for direct face-to-face contact in business, and all the subliminal and nonverbal communication that accompanies that contact”.
Perhaps the future will look a bit more like Nilles’s idea, with the growth of local co-working spaces, designed not overcome the limits of technology but to meet our needs as social beings.<img src="https://counter.theconversation.com/content/135034/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1" style="border: none !important; box-shadow: none !important; margin: 0 !important; max-height: 1px !important; max-width: 1px !important; min-height: 1px !important; min-width: 1px !important; opacity: 0 !important; outline: none !important; padding: 0 !important; text-shadow: none !important;">
<a href="https://theconversation.com/profiles/julian-waters-lynch-1005137">Julian Waters-Lynch</a>, Lecturer Entrepreneurship and Innovation, <a href="https://theconversation.com/institutions/rmit-university-1063">RMIT University</a>
This article is republished from <a href="https://theconversation.com">The Conversation</a> under a Creative Commons license. Read the <a href="https://theconversation.com/50-years-of-bold-predictions-about-remote-work-it-isnt-all-about-technology-135034">original article</a>.
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j.ballantyne1990-6AQqhLzZaK

Predictions about remote work, it's not all about technology

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EXPERT OBSERVER
Working from home is already so common it has its own acronym, and it’s about to get even more common still. Companies <a href="https://www.inc.com/bill-murphy-jr/amazon-microsoft-apple-google-twitter-work-from-home-stanford-study" target="_blank">like Apple, Amazon and Microsoft</a> are now advising employees to “WFH” to avoid exposure to the novel coronavirus.
But working from home can be a real challenge for employees who find themselves doing it for the first time. To address this concern, many employees are turning to digital solutions to help them interact with colleagues and stay productive away from the office.
Here are some tech options for three styles of work: formal meetings, informal discussions, and team projects. But none of them, as we shall see, is without drawbacks.
<h2>Formal meetings</h2>
The first question on most people’s minds is how to conduct meetings with colleagues or clients. One of the most common answers is <a href="https://zoom.us">Zoom</a>, a video communication platform that combines conferencing, online meetings, chat and mobile collaboration.
Zoom is widely used as an online substitute for formal meetings, and last week its <a href="https://www.nasdaq.com/articles/stock-alert%3A-zoom-video-communications-rises-12-2020-03-05" target="_blank">share price surged by 12%</a> in anticipation that cornavirus quarantines will see it adopted even more widely. Among the platform’s selling-points are its ease of use, and ability to stream presentations as well as host meetings.
But while digital solutions like Zoom offer useful way for colleagues to meet, they are arguably less satisfactory for interacting with customers. Research <a href="https://www.washingtonpost.com/sf/brand-connect/hilton/the-science-of-being-there/" target="_blank">suggests</a> that online meetings fail to deliver the same feelings of connection and empathy, compared with a face-to-face meeting.
<h2>Informal discussions</h2>
While video conferencing is useful for formal meetings, it is less appropriate for informal chats, brief queries or rapid status updates, such as “have you sent that invoice yet?”. This task is more suited to instant messaging platforms or group chat apps.
A common tactic is to use Facebook messenger, WhatsApp or gchat. But these can be distracting and intrusive, particularly at high volumes, causing workers to lose focus and concentration.
Many companies have instead adopted <a href="https://slack.com/intl/en-au/" target="_blank">Slack</a> and <a href="https://products.office.com/en-au/microsoft-teams/group-chat-software" target="_blank">Microsoft Teams</a>, which offer instant communication without the distraction of social media. IBM has reportedly adopted Slack for <a href="https://www.businessinsider.com/ibm-slack-partnership-customer-digital-transformation-2020-2?r=AU&amp;IR=T" target="_blank">all of its 350,000 employees</a>. And Slack has reportedly <a href="https://edition.cnn.com/world/live-news/coronavirus-outbreak-03-06-20-intl-hnk/h_c28cf284cc1589e8947c08c270570731" target="_blank">asked its own employees</a> to work from home in response to the coronavirus outbreak, prompting wisecracks on social media about how they will stay in touch with one another.
But while these channels are great for zapping quick messages between team members, it can be hard to build real rapport. Research shows that being <a href="https://hbr.org/2015/09/how-to-build-the-social-ties-you-need-at-work" target="_blank">authentic, realistic and making time</a> with colleagues is a more natural way to build effective work relationships, and this is hard to do purely online.
<h2>Team projects</h2>
So much for meetings and chats – what about actual project management? Two options already in widespread use are <a href="https://www.google.com/drive/" target="_blank">Google Drive</a> and <a href="https://onedrive.live.com/about/en-au/" target="_blank">Microsoft One Drive</a>, which allow people to upload documents to the cloud and collaborate on them in real time.
These two platforms have already become the industry standard for sharing documents. But (and you may be sensing a theme here), sometimes team discussions require face-to-face conversations or brainstorms, which can <a href="https://hbr.org/2015/04/collaborating-online-is-sometimes-better-than-face-to-face" target="_blank">challenging to replicate in a purely online environment</a>.
There’s no doubt that the coronavirus has struck at a time when we have more digital options than ever before, giving a wider range of employees the opportunity to work from home with minimal disruption.
But it’s also undeniable that people still need face-to-face interactions for companies to function at their best. The likes of Zoom, Slack and Google Drive will likely see an uptick in use during the epidemic, but once it’s over they should be considered complementary solutions rather than substitutions.<img src="https://counter.theconversation.com/content/133350/count.gif?distributor=republish-lightbox-basic" alt="The Conversation" width="1" height="1" style="border: none !important; box-shadow: none !important; margin: 0 !important; max-height: 1px !important; max-width: 1px !important; min-height: 1px !important; min-width: 1px !important; opacity: 0 !important; outline: none !important; padding: 0 !important; text-shadow: none !important;">
<a href="https://theconversation.com/profiles/geoffrey-mann-713012" target="_blank">Geoffrey Mann</a>, Sessional Lecturer, <a href="https://theconversation.com/institutions/rmit-university-1063" target="_blank">RMIT University</a>
This article is republished from <a href="https://theconversation.com" target="_blank">The Conversation</a> under a Creative Commons license. Read the <a href="https://theconversation.com/working-at-home-to-avoid-coronavirus-this-tech-lets-you-almost-replicate-the-office-133350" target="_blank">original article</a>.
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Working at home to avoid coronavirus? This tech lets you (almost) replicate the office

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More than half of corporate occupiers across Australia and New Zealand plan to reduce their footprint of traditional leased office space in the next two years, as their portfolios shift towards flexible workspace solutions. 
This was a key outtake from CBRE’s Pacific Corporate Coworking Survey: The Future is Flexible report, which surveyed 60 large occupiers across Australia and New Zealand on their current and future planned use of third-party flexible space, with a focus on coworking and meeting and event spaces. 
In Australia, the flexible workspace industry occupies circa 193,200 square metres of space across the six major capital cities, with 40% of occupiers currently utilising some form of flexible workspace solution.
Australia currently has the seventh largest presence of coworking operators globally at 253 operators, while New Zealand comes in 35th with 62 listed operators. The APAC region is mooted for rapid growth in the coworking space over the next five years, with China to becoming the largest market by 2022. 
In the next two years, a noteworthy 58% of Australian corporate occupiers plan to reduce their traditional leased office footprint space and 55% are looking to increase coworking space use, compared to only 28% of companies that have no plans to adopt flexible workspace solutions across their portfolio. 
CBRE Head of Office and Occupier Research, Felice Spark, said the uptake of flexible space would only accelerate as more corporates capitalised on the opportunity to have greater workplace flexibility. 
“Flexible space is no longer viewed as being the exclusive domain of entrepreneurial, start-up companies. It’s apparent through the survey that many corporations are seeking to decrease their exposure to long term leases,” Spark said. 
“This doesn’t imply that occupiers are looking to reduce their total office footprint, as 55% have said they intend to increase their use of coworking space in the future and 40% intend to increase their use of meeting/event space.”
Despite the growing demand for flexible solutions, only 32% of occupiers in Australia would choose to locate in a building with a coworking operator, highlighting existing concerns occupiers have around building tenant profile, lease covenants and a lack of experience co-locating with coworking operators. 
Meanwhile, demand for meeting and event function space is high. 89% of Australian occupiers expressed they would choose to occupy a building that offered these facilities versus one that didn’t. 
“This was particularly prevalent for the medium and smaller portfolio corporate respondents who expected to increase their use of meeting/event space more than larger occupiers in the next two years,” Spark said. 
“Greater scrutiny is being placed on portfolio and cost optimisation along with space utilisation. The need for multiple, superfluous meeting rooms and big boardrooms that may not be used on a regular basis is being questioned. Additionally, these occupiers value the benefits of a premium concierge service to assist in coordinating and/or hosting events and functions.” 
<img src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,q_auto:good/https://s3-ap-southeast-2.amazonaws.com/po.images/2018/11/6/workspace%201.jpg" alt=""> 
Source: CBRE Research
The survey also revealed that the motivation to use coworking space varied between industries. 
For example, Finance &amp; Insurance companies valued portfolio flexibility as a key reason for using coworking but gave access to a collaborative environment a lower score. Comparatively, Public Sector occupiers placed higher emphasis on the ability to access a collaborative environment and less so on meeting and event space. Technology companies, which were unsurprisingly found to be the highest users of flexible space, were motivated by the ability to adapt to changes in business processes. 
Nicole Fitzgerald, CBRE National Director of Workplace Strategy, said the survey findings highlighted that there was key opportunity in the market for operators and landlords to provide greater diversification in the coworking space offering to meet the different needs and preferences of industry groups.
“Today, coworking in Australia has a brand problem for large corporates. It is too strongly associated with a traditional start-up setup with bean bags and ping pong tables. Larger corporates want the flexibility but need a more sophisticated and brand aligned experience in an environment that enables and supports fast paced innovation and positive disruption,” Fitzgerald said. 
 <img src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,q_auto:good/https://s3-ap-southeast-2.amazonaws.com/po.images/2018/11/6/workspace%202.jpg" alt="">
Source: CBRE Research
Notably, the survey found 44% of occupiers think landlords are not adapting to meet occupiers’ changing space requirements and 17% believe landlords are responding verypoorly.  
“Technology has revolutionised working methods and has aided the progress of an increasingly itinerant working style,” Fitzgerald said.
“For landlords, the opportunity exists to adapt their existing office product to meeting the evolving needs of their tenants. Flexible workspaces are becoming the point of reference for companies reassessing their commercial real estate requirements, and landlords need to understand this and adapt accordingly or risk being left behind.”  
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The future is flexible for Australian corporate occupiers

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Informal, family-like and professional are words that would describe the new offices of Richard Crookes Constructions in Sydney’s Gore Hill, which has been designed by architectural design firm, Futurespace.
The new workplace spans 2,300 sqm over one floor and caters for more than 140 staff.
Design director of Futurespace, Gavin Harris, said that Richard Crookes’ family-based culture is able to thrive in the new space that has an informal vibe to it where employees can socialise, eat together and collaborate.
“So often our work colleagues become close friends who feel like family and it’s no wonder when you’re spending more than 40 hours a week with the same people. It makes sense to create a more comfortable workplace that feels like home,” said Harris.
“Before we started designing the office, we asked the employees to choose words that would best describe what they wanted in a new workplace. They came back with ‘home’, ‘high tech’ and ‘flexible’, so this has been the focus and outcome of the new office.”
<img src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,q_auto:good/https://s3-ap-southeast-2.amazonaws.com/po.images/2017/10/27/Future3.jpg" alt="">
The choice of materials was less about “aesthetic and more about creating an experience” aligned with the objectives of the project, he added.
“We used textured weaves, raw timber, patina metals and naturally aged materials to reflect the core of the company’s operation in construction. The colours we used further reveal the truth of the company with references to cement, terracotta, steel and timber.”
<img src="https://res.cloudinary.com/dz9xllyip/image/fetch/c_scale,w_580,q_auto:good/https://s3-ap-southeast-2.amazonaws.com/po.images/2017/10/27/Future2.jpg" alt="">
Managing director of Richard Crookes Constructions, Jamie Crookes, said the new office space was a total overhaul from its previous, ad-hoc space. 
The office has been designed to “create a home for our employees, creating a domestic feel that promotes collaboration and productivity for our growing team,” he said.
“There has been noticeable shift in the way our teams having been working together since the move.  The high-tech element and collaborative nature of the workplace also fosters innovation, producing better outcomes for projects and clients.”
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jonathanchancellor-7SQnKwU6yx

Family-owned Richard Crookes Constructions gets a homely workspace

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There has been a significant growth of flexible workspace across Brisbane over the recent years, according to new research from Colliers International.  
Flexible Workspace, put simply, is a workspace which enables occupiers the ability to utilise space on demand, according to Brisbane Flexible Workspace: Market Trends and Outlook.
Flexibility is derived from both the physical environment and financial commitment. Physical environments are adaptable spaces which can include co-working hubs and serviced offices, business lounges, event areas, elastic space for project teams, churn space for relocations, network offices for sales teams, and dedicated areas within agile working environments.
Occupiers view these spaces as either core space or supplementary space, dependant on their own situation. Financial flexibility is derived from the ability to commit to short, medium or long-term agreements, with the capacity to adjust footprint and utilisation as required, and in some instances transfer financial liability from redundant locations to essential locations. 
Ultimately flexible workspace is about meeting the ever-changing needs of occupiers, maximising efficiency and productivity, minimising overheads and cost, and enabling individuals and organisations to do their best work. 
The total stock of flexible office space across Brisbane as at May 2017 was 78,597 sqm. Based upon this figure Flexible Workspace across greater Brisbane represents 2.34 per cent of the total office market. 
In comparison a similar figure has also been identified for Sydney representing 2 per cent of the market. A factor contributing to this may be the fact that Brisbane currently has a higher vacancy rate on offer compared to Sydney CBD. Consequently, companies like Regus and Corporate House are locking in space today (with the market favouring tenants) rather than the latter, to offset their running/setup costs with high incentives, lower rents, and generally favourable terms that are currently on offer. 
Seemingly the recent surge in Flexible Workspace operators committing to head leases in the market is based on their expectation of significant growth in demand.  
<a href="https://www.propertyobserver.com.au/images/2017/08/08/BrisbaneFlexi1.png" target="_blank">Click to enlarge</a>
<img src="https://www.urban.com.au/images/2017/08/08/BrisbaneFlexi1.png" alt="">
According to the report, 58 per cent of the total Flexible Workspace was located in Brisbane CBD, 17 per cent in the Urban Renewal Area, 10 per cent in the Inner South and six per cent in the Inner West with the remainder of space scattered across greater Brisbane. Of the total space offered 13 per cent is Premium, 27 per cent A Grade and 60 per cent Secondary Grade. The maximum space in operation was 14,200 sqm (serviced) and minimum 100 sqm (co-working). 
Serviced, Incubator and Co-Working Office Space – Greater Brisbane
<a href="https://www.propertyobserver.com.au/images/2017/08/08/BrisbaneFlexi2.png" target="_blank">Click to enlarge</a>
<img src="https://www.urban.com.au/images/2017/08/08/BrisbaneFlexi2.png" alt=""> 
The best way for your business to determine if you need flexible workspace is to consider what your people need and where they need to be to efficiently complete their work and get their day-to-day tasks done, according to report author Helen Swanson of Colliers research.
“How we work and what our office should look like is an ever-changing topic and only by assessing your business needs will you know what workspace is best suited to you – there is no one-size fits all solution,” says the report.
“Finally, we are also seeing traditional serviced offices starting to remodel their spaces to accommodate a more modern look, often with similar design and greater lounge areas,” it adds. 
There is currently 62,137sqm of serviced office space on offer across greater Brisbane. Of this 63 per cent is located in Brisbane’s CBD, 13 per cent in Brisbane’s Southern Suburbs, 9 per cent in the urban renewal area and six percent in Brisbane’s Inner West. 
<a href="https://www.propertyobserver.com.au/images/2017/08/08/BrisbaneFlexi3.png" target="_blank">Click to enlarge</a>
<img src="https://www.urban.com.au/images/2017/08/08/BrisbaneFlexi3.png" alt="">
The remainder of serviced office space was located across the rest of greater Brisbane. The maximum space operating as serviced office is 14,200 sqm located in Brisbane CBD whilst the minimum amount is 500 sqm. 16 per cent of serviced office space was premium, 27 percent was A Grade and a further 57 percent was secondary grade.
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Flexible workspaces on the rise in Brisbane: Colliers

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<img src="https://counter.theconversation.edu.au/content/64734/count.gif" alt="The Conversation" width="1" height="1">
GUST OBSERVER
If we all work side by side in an open-plan office or “hot desk”, moving from place to place, it’s sure to increase collaboration!
It turns out that may be wrong. If you don’t have your own space, perhaps you are better off working remotely with your cat for company.
Our research found that in shared working spaces there were increases in “employee social liabilities”; distractions, uncooperativeness, distrust and negative relationships. More surprisingly, both co-worker friendships and perceptions of supervisor support actually worsened.
Although prior researchers have claimed shared work spaces can improve social support, communication and cooperation, our results indicated that co-worker friendships are of the lowest quality in hot-desking and open-plan arrangements, when compared to those with their own offices or who share offices with just one or two others.
They are significantly worse when compared to those who mainly work at home or on the road. It is possible that these shared offices may increase employees’ use of coping strategies such as withdrawal and create a less friendly environment in a team.
As part of our research we surveyed 1,000 working Australians. We asked them whether they shared their office space with others, what sort of co-worker friendships and supervisor support they had, in addition to any negative relationships (such as lack of cooperation or distrust).
Shared environments did not improve co-worker friendships and, in addition, were associated with perceptions of less supportive supervision. The finding may be because employees who receive either too much monitoring or only informal supervision, perceive their supervision to be of lower quality than those who have dedicated supervision meetings.
It could also be that, as employees become more irritated, suspicious and withdrawn in a shared workplace, their relationships with their supervisors and colleagues deteriorate.
Other research also supports the idea that the benefits associated with shared spaces are aren’t all they are cracked up to be. Instead, it showed that cooperation became less pleasant and information flow did not change in a shared office space.
This is not great news for employees in an age where shared space and hot-desking is increasing alongside the use of mobile technology like laptops, smartphones and tablets. This, together with the high cost of office space, has brought about a desire to use physical office space more flexibly.
So, if this trend towards shared space is not likely to be reversed, how do employees survive?
Surviving a shared office space
If you can have your own office, share with just one or two others, or work from home, these are the best situations for workers we studied. However, we’re not all that lucky.
One way to combat visual distractions from nearby co-workers can be to use panels, book shelves, or “green walls” of plants. Noise from the office can be cancelled out with headphones.
However, these interventions will depend on whether they are suited to your job, workplace or your fellow employees. One option can be to create a mix.
Researchers Pitt and Bennett describe a large office redesigned to include not only hot-desking, but also “touchdown areas” (free desks to allow quick access to information), “bookable offices” (rooms that can be booked in advance), “collaborative workspaces” (for group work, possibly with teleconferencing capabilities) and finally “break-out workspaces” (relaxed couches and low tables for spontaneous, informal collaborative work).
We are not suggesting workers should be afforded unlimited privacy and solitude. Some spontaneous interaction is needed for many types of activity-based work to succeed. Too much and the distractions will outweigh any potential collaborative benefits. Too little and the benefits are not evident.
Rachel Morrison is senior lecturer, Business School, Auckland University of Technology and author for The Conversation. She can be contacted <a href="https://theconversation.com/profiles/rachel-morrison-296325" target="_blank">here</a>.
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Get out of my face! We're more antisocial in a shared office space

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Co-working, or the sharing of workspaces by different companies or people, has evolved from a trend to a “revolution”, says a recent paper by real estate consultancy JLL.
Traditionally seen as a startup model, even big companies like Philips and IBM have jumped onboard now. The number of co-working spaces has grown from a small 75 globally in 2007 to 7,800 spaces in 2015 and is expected to engage one million people globally by 2018, says JLL’s A new era of coworking.
As companies in Australia and around the world adopt co-working practices, there are a number of benefits that this rising workplace strategy presents for businesses. The paper identifies these benefits as well as the four core models of co-working that are emerging. It says that flexible or ‘liquid’ space solutions are becoming important aspects of wider Corporate Real Estate (CRE) and portfolio strategy.
The paper says the demand has been driven by the growth of creative and technology industries in addition to the changing nature of work. 
According to JLL director of Workplace Strategy, Dinesh Acharya, “An increasing number of companies across the world are realising the value that a co-working environment can provide with respect to flexibility, collaboration and inspiration. 
<a href="/images/2016/08/30/Screen%20Shot%202016-08-30%20at%201.05.37%20PM.png" target="_blank">Click to enlarge</a>
<img src="/images/2016/08/30/Screen%20Shot%202016-08-30%20at%201.05.37%20PM.png" alt="">
Benefits of co-working
A tailored co-working solution can reap benefits for businesses ranging from increased innovation due to from working with entrepreneurs, start-ups and emerging technology platforms; to meeting the demand for business agility by providing flexible occupancy terms and fluid space, without the need for major organisational changes. 
Co-working can help companies attract talent and also reduce costs through more efficient utilisation of space. 
Co-working hubs can even fatten the toppling.
“Companies can realise additional benefits by paying for space ‘just in time’ to increase flexibility and reduce CRE costs, and by expanding social networks and reinforcing community to drive increased staff engagement,” said Acharya.
The results of the latest Global Coworking Survey reveal that 61 percent of co-working space providers are planning to expand their operations and almost 80% expect the number of members to increase in 2016.
However, the paper cautions the risks that co-working may expose an organisation to, such as cyber security, privacy and possible issues associated with organisational culture, if it is implemented without careful consideration, or if staff don’t buy into the reasons why co-working is being implemented.
“It is important for organisations to assess the suitability of a co-working environment for their business model and monitor the risks this type of environment could pose, as part of a strategic corporate real estate and portfolio strategy.However, with an estimate of one million people to be coworking globally by 2018, this is a testament to how far the practice has evolved since its beginnings.”
“We expect its prominence and success in the Australian market to continue growing in the near and medium-term future,” he added.  
The four core models of coworking
The paper notes that four core models of coworking are emerging which can be applied by organisations seeking to take advantage of the benefits of co-working. These are internal collaboration (internal co-working space for employees only), co-working memberships (external co-working memberships for employees), external coworking space (collaboration space for employees shared with external organisations/individuals in an external co-working environment) and internal coworking space (internal co-working space open to external organisations/individuals). 
 
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A new era of co-working: What are the benefits for businesses?

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<img src="https://counter.theconversation.edu.au/content/57114/count.gif" alt="The Conversation" width="1" height="1">
GUEST OBSERVER
Looking back on the changes in office design over the past 30 years, it is easy to see why some employees feel as if they have been subjects in a giant ongoing experiment.
For decades the office has moved from private, to open plan and more recently, no desk at all. These changes have been driven almost simultaneously by the push to reduce real estate cost and to also increase collaboration among employees.
While savings in real estate costs appear to have been achieved, the negative effects of the open plan office on employees have now been well documented. A large body of research shows these offices are noiser; employees have difficulties concentrating and are unable to hold private conversations.
The promise of increased collaboration in open plan appears to have very little evidence to support the idea. A study of more than 42,000 employees found that open plan office environments did little to increase interaction.
Given all this evidence, it is perhaps unsurprising that a recent study by Oxford Economics found the impact of open-plan office design is far greater than executives realise. The report found both productivity and employee peace of mind suffers in the open workplace. Although there appears to be a growing realisation of the negative effects, the results showed few companies have effective strategies in place to address the problems.
Another key issue in the open plan office is that it doesn’t cater to either differences in individuals or differences in the type of work that needs to be undertaken. The time workers are spending on collaborative tasks is decreasing, while time on quiet concentrated work is increasing.
In response to these issues, organisations have been experimenting with ways to segment workplaces to overcome these problems. Articles on new office design are peppered with concepts such as “caves”, “campfires”, “town squares” and “city zones”.
The segmented office is based around the idea that different spaces are needed to support different tasks and different personalities. Sleep pods, library spaces, mobile-free zones and cafes are becoming standard features in new office designs.
Employees are encouraged to move between the different areas based on what they are doing at the time. Tasks such as taking a phone call, holding a meeting, doing work that requires focus and quiet or work that needs collaboration with others are all allocated separate areas.
While seen as a positive move by <a href="">some employees</a>, the changes often don’t go far enough to allow concentrated, productive work. What if your co-workers are just noisy people in general?
Julian Treasure, sound consultant and author of the book Sound Business, suggests employees are one-third as productive in open office designs as in quiet rooms. In research I am currently conducting, many employees report that having to find a space to work each morning is tiring, while others resent having to move around to do different tasks.
The practicality of moving to different spaces, carrying laptops, power cords and other documents and materials needed to complete work can be tiresome at best and impractical at worst. The inability to find co-workers when needed appears to be another common complaint in early results of the study I am undertaking, with some employees opting out of IT-based location identification systems in order to not be interrupted.
Other key issues emerging in my research on this topic are that often the number of phone booths and meeting rooms are limited, resulting in wasted time and frustration trying to find somewhere to meet or take a call. When the need for confidential conversations arise, such issues often need to be dealt with immediately. Employees report to me that finding private places to converse in such situations is challenging, and being told to “book a room” or “go to a coffee shop” is not uncommon.
The overall office size in Australia is relatively small. As a result, offices being designed to embrace the segmented idea can end up having a gym with a rowing machine as well as the cafe space within metres of the open plan desk area.
It seems we still have a way to go. Recent research in the Harvard Business Review indicates the push for collaboration is too much of a good thing and staff are increasingly demanding quiet spaces to work where they can focus and concentrate.
With many working from home or other third places to get work done, does the office still matter?
Some authors suggest the office will die out all together. Nikil Saval, in his book Cubed, goes so far as to suggest leisure is over as the office now follows its employees everywhere thanks to the cloud.
Yet the imperative to get it right appears more important than ever. While we may indeed be able to work from anywhere, it seems we still want to come to the office.
Two-thirds of employees prefer to build relationships face-to-face, and the majority prefer to build that connection in an ideal workplace. How we create the ideal workplace remains to be seen.
Libby Sander is lecturer, Bond University, and authors for The Conversation. She can be contacted <a href="https://theconversation.com/profiles/libby-sander-143232" target="_blank">here</a>.<a href="https://theconversation.com/profiles/libby-sander-143232" rel="author"></a>
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The backlash against open plan offices: segmented space

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Office culture has dramatically evolved over the last decade, with an environment that supports the need for a more innovative, creative and collaborative workforce a priority for many major firms, writes JLL senior research analyst Jonathan Bayer.
Corporate awareness of how office space can promote efficiency is not new. But the post-2007 economic downturn acted as a catalyst for many white-collar businesses to review their use of space. The desire for a technology-rich environment which promotes innovation and faster decision-making while incorporating cost savings became the focus.
Hot-desking as a concept has been around for decades, but the shift to Activity Based Working environments along with focus rooms, collaborative work spaces and funky fit outs has gained momentum. The potential benefits include a more flexible work environment, cost savings, improved productivity and job satisfaction.
While the workspace has taken leaps and bounds over recent years, what do we think will happen over the next 10 to 20 years? Will the workspace continue to evolve or will the pace of change plateau as it did over the 60’s, 70’s and 80’s?
Here are a few future work space trends to watch:
To increase efficiency, professional services firms will continue to reduce space per worker. This high-performance workplace will consist of a variety of settings that provide choice and balance among work modes. Remote working will continue to gain in popularity while the office will mainly be the locus of face-to-face engagement with clients and collaboration with colleagues.
Technology will continue to drive workspace change. Laptops, instant messaging and wireless connectivity have enabled a more open and mobile workforce. Technology will continue to push the possibilities of communication and mobility, while the next generation of office workers will be more adept at maximising the benefits of new communications devices.
Future-proofing will be a high priority, with greater flexibility to accommodate head-count shifts and evolving work styles cost-effectively within the same tenancy. Senior management will need to effectively plan for employee numbers to fluctuate over the lease period.
CBDs will continue to be the epicentre of business activity. However, as populations grow, suburban centres will develop into new mixed use business hubs attracting a large array of office tenants and service providers – gyms, courier services, IT support and retailers.
Premium CBD office buildings will create a vibrant and modern environment within and around the building that attracts a younger, more creative and collaborative workforce. The demographic shift of younger workers with a preference for living in the CBD and adjacent areas will reinforce this trend.
Traditionally the working environment has come second to the core motivations of a firm’s business plan. Looking ahead, technology will advance, management attitudes will continue to change as well as worker preferences and skills. Firms that embrace this shift and use it to their advantage will ultimately reap the benefits of attracting the smartest, most creative and innovative workers in the market place.
For more information from JLL, <a href="https://www.jllapsites.com/research/" target="_blank">click here</a>.
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