It’s a common issue: we have various alternative workspaces in our beautiful activity-based work environment, yet they remain underused.
Why is this, and what can we do about it?
A fundamental requirement for a successful work environment is a well-balanced alignment between the provided infrastructure and employee behavior. Even the most poorly designed workspace can be positively experienced if it is supported by appropriate workplace behavior. Conversely, a stunning, expensive design workplace can become a source of dissatisfaction and inefficiency when used improperly.
Over the years, our experience with various projects in different organizations has taught us that certain basic conditions must be met to promote the use of alternative workspaces in an activity-based work environment:
Align alternative workspaces with desired activities
It seems logical, yet many new work environments still feature workspaces that simply don’t suit the activities of the teams using them. For example, in an administrative setting with intense dossier processing and a high workload throughout the day, a cozy sofa in the open workspace might seem out of place. While it’s a creative idea, who will sit there and read a newspaper under the watchful eyes of colleagues in such a setting?
Ensure alternative workspaces encourage natural behavior
Where did you go to study as a student when home was too noisy? Many of us spent hours in a library where quiet and calm were guaranteed. Library behavior is deeply rooted in our culture and habits. Similarly, alternative workspaces should align with natural behaviors. For instance, holding a coffee invites casual conversations. Ensure coffee corners and collaboration lounges are located far enough from primary workspaces to avoid disruptions.
Reward desired behavior
A fundamental principle of behavioral psychology is that rewards are more effective than punishments. Create positive experiences with alternative workspaces so users genuinely perceive their added value. For example, standing meetings at high tables in project areas offer multiple benefits: they are shorter, and the dynamic posture prevents back pain. Rewards can also be literal: consider incentives for employees who consistently use private booths for phone calls instead of the open workspace.
Establish clear and communicable guidelines for workspace use
Three colleagues engaging in an animated discussion in the open workspace, unaware they’re distracting you and jeopardizing your deadline—this behavior can be very disruptive. Clear communication is key to fruitful collaboration. Establishing a transparent workplace charter that outlines how to work together in an activity-based environment ensures mutual understanding and increases social accountability. These guidelines should also address the use of alternative workspaces.
Strengthen leadership role models
Leaders play a crucial role in workspace usage. When they consistently hold status meetings in collaboration lounges, they visibly encourage team interaction and highlight the added value of these spaces. This lowers the barrier for others to use alternative workspaces. Experience shows that leaders need support in this process and must learn how to make the activity-based environment function optimally. Providing specific training programs for leaders to prepare them for the new work environment is highly recommended.
Support mobility within the work environment
Providing users with efficient tools facilitates the use of alternative workspaces. A small, lightweight laptop can easily be carried to a meeting room. Between meetings, touchdown spaces can be used to check emails. A large touchscreen in a project room supports brainstorming sessions. Schematics displayed on the screen can be annotated, saved directly, and emailed to participants. Agility is the key.
A holistic approach is needed
The basic conditions outlined above show that promoting the use of alternative workspaces can be straightforward and logical. However, we advocate for a holistic approach involving ICT, Facility Management (FM), and Human Resources (HR). By developing a balanced work environment that considers team behavior and needs, we can achieve a successful implementation of the activity-based workplace.
