I went to a land down under

I spent the month of March in Australia, and it took me over 45 years to get there. Just before leaving school in 1979, I wrote that I planned to become an electrician and emigrate to Australia (but ended up a psychologist in the UK after a short spell of medical electronics). My trip to Oz was long overdue, and my biggest regret is leaving it so long. Lessoned learned, carpe diem.

Alfresco Breaks Boost Productivity: Lessons from the Workplace Trends Conference

At yesterday’s Workplace Trends conference, NicolaMillard reminded us that the brain can only cope with four hours of intense work each day – see Pang for more details. It reminded me of Tony Schwartz’s Energy Project, which proposes we can work intensely for 90-minute periods, so long as we take a proper 20-minute break between them, and three such periods of intense work per day is more than most will achieve. Also, let’s not forget the Display Screen Equipment Regulations which recommends a 10-minute break every hour or so. Counterintuitively, it seems the key to productivity is to take regular breaks. 

The return to ROWI

Last month my paper on “developing the return on workplace investment (ROWI) tool”, co-authored with Matt Tucker and Hannah Wilson of Liverpool John Moores University, was published in the CREJ. The paper has been long in the making ...

It started back in 2012 when Adrian Burton of the AWE asked me to develop a means of estimating the productivity benefits gained from good workplace design. I responded to the challenge by reviewing 75 solid papers that reported a change in occupant performance due to improved environmental conditions, such acoustics, temperature, lighting etc. Initially the results of the different studies were so varied that they lacked any credibility. However, I worked with Paul Bartlett and the Office Productivity Network to weight the results according to the research environment, performance metric and type of activity so that they better represented a real office. The weighted results were more believable, were accepted by the AWE to use in their cost-benefit analysis of new workplace projects and we were accepted for publication by the JBSAV.

Beyond the Workplace Zoo

I can’t believe my last blog post was around Xmas time last year, where has the time gone? But it doesn’t mean I haven’t been writing, just through a different media. My own lockdown baby came in the form of a new book: Beyond the Workplace Zoo: Humanising the Office. It was published two weeks ago with a cosy book launch last week and its official airing at Workplace Trends yesterday.

It has been over 20 years since my last “proper” book, Improving Office Productivity. A book I co-authored with Paul Bartlett, who sadly passed away last year. Paul’s views on office economics and productivity paved the way for much of my thinking in the new book – his humour and candour are deeply missed.

Post Covid-19 Workplace: Recollection not Revolution

Boris made his rather ambiguous announcement yesterday on his Covid-19 exit strategy and there have been plenty of previous posts from the workplace industry anticipating the announcement and how redesigning the office is the solution. But I firmly believe that we already have the answers, and have had them for some time, but have repeatedly chosen to ignore them. I recommend we start by recollecting and (re)introducing tried and tested best practice in the workplace before we push a design revolution. 

Working from Home – A Psychological and Personality Perspective

I always find it interesting when classic psychological theory can help inform current situations. It has become apparent that working from home (WFH), and social isolation, like many things follows the Yerkes-DodsonLaw, with its inverted U-shape relationship. 

The Yerkes-Dodson Law is traditionally used to describe the relationship between levels of mental and physiological arousal and performance, see Figure 1. When we are at our optimum level of arousal, we perform to our maximum (the top of the curve). However, when the level of arousal is low, for example, when we are tired, demotivated, lethargic or bored our performance drops. Furthermore, when our level of arousal is high, for example when excited or stressed, performance also drops. 

Virtual Meeting Etiquette

When it comes to virtual meetings at work, I’ve always been in two minds. On the one hand face-to-face is more dynamic, more engaging and more responsive. We pick up on non-verbal communication – facial expressions and other body languages revealing engagement and understanding. We use body language to emphasise messages and refer to previous shared experiences – see my collaboration report for more detail. I often joke that I want to smell others in the room not just hear or see them. 

Psychologist fest at Workplace Trends

It was a privilege to chair the morning of yesterday’s Workplace Trends (WT) conference. This WT conference was different to previous ones as the focus was on new research that will ultimately influence workplace design, management and use. The researchers submitted abstracts which were scored, blindly, by myself and Mark Eltringham of Workplace Insight. Some nine papers out of thirty or so were selected for presentation. 

The researchers were joined by an initial keynote address from Rob Briner. Rob is a psychologist that advises organisations on how to use evidence to influence decision making. 

Happy Season's Meetings

This is my penultimate blog of 2018; throughout the year I have attempted to offer blogs on work as well as workplace, in particular how to improve your performance. With the Christmas holidays looming, and my clients trying to tidy up loose ends, I have noticed a rapid increase in the number of meetings I have been invited to. Meetings can be great, a productive way to move things forward, but we have also all attended those that we thought a complete and utter waste of time. So here are my thoughts on how you can master meetings.

Open plan v private offices déjà vu

Another round of articles was recently published (mostly by Inc.) on why private offices are better than open plan, and consequently suggest we should eschew open plan design.  Despite the open plan office being described as a management fad by one journalist, the adoption of open plan dates back to the 1950s* and the occurrence of such negative articles has been ongoing ever since then. 

However, every five years or so, such articles seem to converge and attract the attention of the mass press. It seems that academics and journalists have a particular dislike for open plan. But open plan is clearly not a “fad” and I suspect it is here to stay, so it is more useful to focus on how to resolve any demonstrated issues with open plan rather than simply say it should be banned. 

Biophilic design is so much more than plants

Those of you who have seen me present or have read my previous blogs will know I am a big advocate of Biophilic Design. But I am not impressed by the recent run of blogs and product/service websites that have reduced Biophilic Design to providing landscaping and plants in the office, proclaiming they reduce air pollutants and improve productivity. Just search for ‘Biophilic Design’ on Google images as an indicator of the emphasis on planting. Particularly frustrating are those ‘green wash’ type posts that imply a potted plant plonked on the desk is the panacea for enhancing wellbeing. My issue with these articles is two-fold:

1. There is so much more to biophilic design than plants, and
2. There are much more efficient ways of reducing air pollutants than adding potted plants.

Where We Work

In previous blogs, I’ve covered the what, how and who we work with, so now I want to touch on the where we work – my main area of expertise. This field is well-reported on by advocates of activity-based working (ABW), agile working or new ways of working (a term still used despite early adopters like Interpolis and Chiat/Day around 25 years ago).

When We Work

In recent posts I have focussed on how we can make ourselves more productive by selecting the work we do and choosing who we work with. I think the next logical subject, before moving on to where we work, is deciding on when we work.

Only the other day I was on route to yoga (I’m of that age now) and planned to be there at 6.30pm. However, I arrived late because I hit the “rush hour” (or more appropriately “slow three hour”) traffic. Isn’t it bizarre that in an age when most large businesses have offices across all regions of the world, and many of us liaise with offices in different time zones, that we still have the 9 ‘til 5 office hours? One consequence of which is the morning and evening “rush hours”. I wondered what any aliens observing us would think when seeing us all queuing, in our cars or at stations, to get to and from work at exactly the same time as everyone else.

Beware the Workplace Parasites

In my first blog of the year I shared how we can prioritise our workload to be more productive. I continue that theme this month, but with a focus on who we should work with (and who we should avoid) in order to deliver our work objectives.

As a scientist (yes psychology is a science albeit a “social” one) I love it when other disciplines can shed light and offer alternative points of view on my own field of expertise. Cross-discipline input is not blinkered by groupthink and occasionally it offers a paradigm shift in how to comprehend and resolve a problem. In the past I have referred to the Workplace Zoo, recognising we are different “animals” with different needs. If we continue the analogy of the workplace as a living system, after-all biomimicry is on-trend, and if we focus on our relationships and interactions then logically we should also consider the relevance of symbiosis. 

Make a list and have a productive New Year

It is the time of the year when we sit down, bloated from Christmas excesses, reflect on the past and plan the year ahead. Undoubtedly this will involve a list (of resolutions) which will gradually be forgotten over the next few months. But “to do” lists (or “action plans” if you are reliant on others) are a good and simple aid to productivity. Crossing off a completed item offers a warm feeling of satisfaction, positive reinforcement and does the world of good for our psychological wellbeing.

But don’t just write a list, prioritise the items – which is easier said than done. How many of us go into the office in the morning with our mental “to do” list but the day pans out more like this:

Designing Workplaces that Promote Health, Wellbeing & Performance: An Environmental Psychologist’s Perspective

I recently had the pleasure of travelling to Cape Town to present a keynote address at the Dare to Lead conference organised by Green Building Council South Africa (GBCSA). I had just 20 minutes to speak on a psychologist’s view of health, wellbeing and performance; that’s a huge subject area and pretty much my whole career condensed down to the typical time it takes to boil a pan of potatoes. So, I focussed on just three psychological theories: motivation, personality and evolutionary psychology.

Can Workplace Design Enhance Creativity?

This blog is based on the presentation I gave at the Workplace Trends conference last week, which in turn was based on a presentation I gave at an Innovation Exchange in Lisbon. The room was full of scientists presenting their latest inventions and chemical formulas, and they asked me to present on how the workplace design could assist them. Well I’m always up for a challenge and an all-expenses paid trip to Portugal.

Here's to a Prosperous and Productive New Year

I hope you all had a good break and have retuned to work re-energised and looking for a new challenge. As usual my thoughts turn to new ways in which we can improve workplace wellbeing and productivity.

In the recently published Stoddart Review, my research from 2012 was reported as showing that a 1% to 3.5% increase in productivity could be gained through improved workplace design. The reported figures actually refer to single design factors and the research shows an improvement of 5% to 7% is more likely if several factors (temperature, acoustics, air quality, lighting, space and furniture etc.) are addressed in a well-designed workplace. If you don’t have time to read the full Stoddart Review then take a look at the summary published in the Sunday Times, both downloadable for free.

Emerging Trends - Biophilia & Performance

I’m off to Delhi to speak on psychoacoustics. It appears to be a subject of wide interest and appeal – it was well-received at EIAS and more recently Workplace Trends. Many of you will know that I co-founded the Workplace Trends series of conferences some 14 years ago with my wife, and Events Manager extraordinaire, Maggie Procopi.

 

Back then Workplace Trends was a small forum providing a platform for me and my peers to share subjects of interest to us and relevant to our day jobs. It has evolved to become the primary workplace conference for disseminating emerging trends that have an impact on office design and organisational management. The format allows the select group of speakers to present their subject matter in detail in a professional but non-commercial environment. Many delegates return year after year and the conference has become a networking hub for the increasing members of the workplace community. This year's theme was the increasingly topical Environments for Wellness and Health.

 

Over use of the C-Word in the workplace

I often hear my fellow workplace strategists using the C-Word when referring to the office. I’m not talking about the obvious expletive and I certainly don’t mean that other offensive term “Consulting”; nor am I referring to the C-suite or even my Seven Cs of Change. But it seems to me that whenever we prepare a workplace strategy or design brief, there are a whole host of C-Words used as descriptors. Many are overused and misguiding, whereas others are fundamental to creating a successful workplace.