Chapter 1: Introduction
The modern-day office depends upon human interaction - and more importantly - engagement. Communication technology might allow us to work from anywhere, but face-to-face interaction still plays a vital part in organisations. Presented with so many options about where we work, how do we make the office the place of choice?
Discussions about ‘relationship chemistry’ bombard us daily in popular media. Relationship chemistry describes a bundle of emotions that two people get when they have a special connection. It is the impulse that makes you feel "I would like to see this person again". How often do office environments give us the same feeling - that we are able to ‘click’ with it? Can designers and facilities managers play some role in creating this elusive chemistry? This book explores the untapped potential of workspaces that we occupy: spaces in which we spend an increasing proportion of our waking day.
Good chemistry isn't just about person-to-person relationships between two people. The growing importance of collaborative working has redoubled our attempts to understand exactly what makes teams tick. Group interaction is only possible if the chemistry is right. One leading organisation Deloitte has developed its own business team entitled Business Chemistry™ with the express intent of improving the art of relationships. And when it comes to solitary undisturbed working environments, the chemistry between the office worker and their environment becomes pivotal. The emergence of 'deep working' (Newport, 2016) in people's work routine necessitates a very different workspace. How do we get the chemistry right and meet these very different workspace needs?
Some of the characteristics of good chemistry in a relationship include non-judgment, mystery, attraction, mutual trust, and effortless communication. How often do we encounter this type of relationship in our work environment? Wouldn't it be special if the office environment itself encouraged a sense of mystery, attraction, mutual trust and effortless communication? Interior lighting, space planning, user control, colour schemes and thermal comfort are just some of the design considerations that have been shown to influence individual and group behaviour. More often than not, studies focus on the 'cognitive' and 'behavioural' interaction between office workers and their environment. But what about emotion (and the related concepts of affect or feeling)? A growing number of organisations now recognise just how much they have neglected the 'A' in the 'ABC' of psychology (affect, behaviour and cognition). In a world where loyalty and belonging have become a rare commodity, organisations are reaching out for ways to create a 'trust-based' culture. Millennials, unlike their predecessors, have grown up in an era where the ‘contract’ is king. They have become accustomed to fixed-length contracts and are more inclined to switch between employers. The office environment has become one of the few ways to attract and retain this talent.
Leveraging the power of emotion
So, what exactly is an 'emotionally intelligent' workspace? In some ways it runs counter to the idea of an 'intelligent building'. Whilst the intelligent building attempts to leverage the power of technology the 'emotionally intelligent' building attempts to leverage the power of human emotion. In the business world, personal intelligence is no longer seen as the main indicator of job performance. A much better predictor appears to be 'emotional intelligence'.
"Emotional intelligence can be defined as the ability to monitor one's own and other people's emotions, to discriminate between different emotions and label them appropriately, and to use emotional information to guide thinking and behavior" (Colman, 2015).
What part does technology play in all of this? One might imagine a science-fiction scenario whereby the building itself is able to monitor the emotions of its occupants and perhaps use this information to guide its own behaviour. There are indeed examples discussed in the book that illustrate this possibility and the ethical implications. But building technology has not always been supportive of human emotion. Indeed, what has been considered as building intelligence can undermine emotional intelligence. In the pursuit of a seamless network of computer and human interfaces we can end up with an office environment that is entirely process driven. The office as a knowledge exchange is thus measured only in terms of connectedness.
At the other extreme, prestige office buildings can sell themselves in terms of luxury, delight and novelty. Such buildings have proven to be effective at enticing new employees. Rather than using the appeal of new technology, such buildings rely on the experiential aspects of natural light, space and furnishings. Undoubtedly these buildings provide the opportunity to engage with people's emotions. But it seems that this is often arrived at by chance or design hunches. What we wanted to do in the book was to create a framework that used an evidence-based approach to emotional intelligence. In other words, is it possible to design and operate a building that is sensitive to the emotional needs of its occupants? This is not about pandering to whims. It is about supporting the relationship chemistry that is becoming so important to successful organisations.
What do we mean by emotional intelligence?
Intelligence is overrated. That is what the evidence has shown us. Whilst there is much debate over what intelligence actually is, we consistently find that however you measure it, it’s a very poor predictor of personal success and happiness. This applies whether we are looking at our effectiveness in business or in our personal relationships. Yet, there remains an unquestioning reverence for the technology laden ‘intelligent building’ or the ‘smart building’.
In just the same way that we measure personal intelligence using IQ, practitioners have also attempted to assess a buildings IQ. Early formulations of the intelligent building in the 1980s and ‘90s saw increasingly complex but dedicated systems for energy management; lighting control; air-conditioning systems and other self-contained building technologies. Moving into the new millennium we witnessed the complete integration of these systems using complex building management systems. Whilst these advances improved the efficiency of the building, their impact on building users was more subtle. Undoubtedly the intelligent building has enabled office users to engage almost seamlessly with computers and other workers. The advent of universal Wi-Fi in the workplace has allowed entire workforces to become truly mobile. It is now possible to have an uninterrupted transition between the office, home or anywhere else. Furthermore, the ability to track and monitor user behaviour gives us an unprecedented understanding of how a building performs.
Despite these new advances, the modern office faces more challenges than ever. Some commentators have predicted the demise of the office. Office designers and facilities managers have had to do a rethink. What is it that an office provides that a home working environment seems unable to fulfil? Organisations demand workplaces that are more than comfortable desks set up with the latest kit. Offices need to become indispensable parts of an organisation: places of choice where trust and loyalty are nurtured.
Perhaps we have exhausted the idea of the intelligent building? Or perhaps in our pursuit of building intelligence we have neglected something. In this book we argue that the modern workplace needs an entirely different kind of intelligence - emotional intelligence. In just the same way that emotional intelligence (EQ) has proven to be a much better predictor of success at work and in people’s personal life, the equivalent measure could be used to identify emotionally intelligent buildings. We might try to assess a building’s capacity to match the emotional needs of groups and individuals in the workplace. But let’s not get hung up on bean counting. More than anything, we need to ‘frame’ the problem that is in front of us - how to harness human potential?
Is this about technology? Whether you are an architect, facilities manager or indeed any professional involved in leveraging human potential through the built environment, you are in the business of emotional intelligence in all its forms. Emotional intelligence can be thought of as the ability to:
• Recognise, understand and manage our own emotions
• Recognise, understand and influence the emotions of others
We might have some difficulty imagining a building that can recognise and understand its own emotions (unless of course you are a science-fiction enthusiast). However, the second item, ‘being able to understand and influence the emotions of others’ clearly has relevance to workplace design. Isn’t it something that architects and interior designers do all the time? Indeed, lighting, fixtures and fittings, colour schemes and soundscapes are devices that are routinely used to create ambience. But is this emotional intelligence? Is it enough to simply create the desired emotional setting? What level of user control should there be? What about influencing emotions in a shared environment? If a building cannot recognise emotions, can we say that it is capable of influencing our emotions?
Resorting to headphones
Zhi has always adopted an ‘open door’ policy working as a senior partner in her organisation. Recently her organisation has moved to an open plan hot-desking work environment. She can no longer express her open-door policy because they’ve taken the door away and the walls as well. In fact, sometimes she would like to have a ‘closed-door’ policy, but without a door she’s had to resort to using headphones.
Zhi’s predicament is perhaps a rather simplistic illustration of how we use the physical environment to express emotions. Take away a key part of that setting and suddenly we feel rather exposed. Workplace designers have been busy removing fixtures and fittings that we rely on to convey emotions. The ‘non-stick’ environment eradicates ‘emotional potential’. In our attempts to create the intelligent building we thwart the emotionally intelligent building.
Throughout this book we examine the devices and interventions that might be used to enhance emotional intelligence. As much as possible, the analysis is through the ‘emotionally intelligent’ lens. Rather than parading a set of interesting possibilities, the book attempts to develop a framework to capture the emotional response of building users. It presents an ‘emotionally intelligent’ language to enable diverse design teams to share a common understanding.
Can a building really be emotional? To answer this question, let’s first of all look at the modern day office - an example of a complex and layered system. In order to work, it demands the close integration of a physical system, IT infrastructure and people (the facilities management team). But the physical system is itself composed of different elements of varying lifecycles. Instead of just bricks and mortar, the contemporary workplace is comprised of ‘shell, services, and sets’. This layered approach identified by Duffy (2013) conveys how the modern office enables technological and organisational change:
"Our basic argument is that there isn't any such thing as a building. A building properly conceived is several layers of longevity of built components" (quoted in Brand, 1995).
Whilst the shell or building structure remains relatively unchanged, changes to building services typically occur every 10 to 15 years as fit-outs respond to the changing demands of clients. Rates of change are even more dramatic when we look at the furniture and fittings (sets) to be found in today’s office. This innermost layer of the office ‘kit of parts’ represents a progressively large constituent, capable of meeting both human and IT demands. It is this soft, fluid layer that can undergo changes almost on a daily basis. This level of orchestration relies on the interventions of people - both users and where necessary the facilities management team. In reality, the modern office is far from being a static monolith: it is a living system. Adaptability is driven by human needs rather than technological needs. It is this capacity to accommodate changing human needs that defines the emotionally intelligent building.
What do we mean by emotions?
Isn’t the modern work environment about rational thought and behaviour? Don’t emotions simply get in the way of rational decision-making? This has remained the long-standing belief of many organisations and management theorists. But a growing number of practitioners now acknowledge the pivotal contribution of emotions in organisations. There is an emerging realisation that the physical environment can be used to manage emotions and improve work outcomes.
If you are a psychologist you’ll often refer to feeling or emotion as an affect. It comes first in the ABC of psychology (affect, behaviour, cognition). It’s a psycho-physiological construct - Put another way, it hits you in the heart as well as the mind. It’s not just about feelings - we can actually measure responses. It affects our peripheral physiology (e.g. release of the stress hormone cortisol and heart rate); our actions (e.g. facial expressions and our fight or flight response) as well as our cognition (e.g. vigilance) (Bradley & Lang, 1994).
Cognition fits much more easily with our ‘rational’ view of the organisation. It embraces processes such as knowledge acquisition, perception, attention and memory. Notice that we can recognise each of these processes as computing terms. It is perhaps no surprise that cognition is the one human capability that computers and AI are increasingly replacing.
We often use the words temperament, mood and emotion interchangeably. By drawing out the differences between each of these three concepts we can make some important insights. Psychologists generally agree that temperament, mood and emotion can be mapped out on a temporal continuum starting off with short-lived emotions.
From ‘know-how’ to ‘know who’
There’s something afoot that is transforming the office market. Something so fundamental, it is permanently altering how we think about office real estate. It’s a change that will move ‘emotional intelligence’ to the front of the line. The tidal change to which we are referring is ‘social capital’. Just as we had got used to the idea of the ‘knowledge economy’ it seems that organisations now have to go one critical step further. A step that will give them a key advantage.
Organisations are no longer preoccupied with ‘owning’ human capital (including their skills, knowledge and experience). What is much more important to them is having ‘access’ to human talent. Organisations wants to accumulate ‘social capital’ - the elusive threads that connect up human capital. It’s no longer ‘what you know’ but ‘who you know’. This change is also linked to new working practices and the emergence of the freelance worker.
What’s exciting is that the emergence of social capital places office design centre-stage. For intelligent buildings conceived in the first wave of the knowledge economy, providing access to information (including mobile data) was the key challenge. Technology provided all the answers in the form of wireless communication and environmental control. Today it seems that Wi-Fi connectivity and environmental comfort is a seamless part of everyday life. But the modern office has to do more than that. For emerging organisations the office provides the context where information is interpreted, combined and repurposed to produce new products and services. Knowledge is not simply acquired - it is transformed as part of an emerging social network involving partners, customers, suppliers and coworkers. Organisations are no longer in the business of owning human capital: access is what it’s about. The organisations that can design a context for creative and collaborative relations will lead the pack. The physical office rather than the virtual office is where it’s being played out.
Linked to the emergence of social capital is the practice of coworking. Organisations no longer need to exercise ‘command and control’ in the office. Remote working offers many advantages including reduced real estate costs and reduced travel time for employees. But the practice of homeworking leads many people feeling isolated and socially adrift. This has led to the emergence of coworking spaces - “shared spaces where individuals do their own work but in the presence of others with the express purpose of being part of a community”(Garrett, Spreitzer, & Bacevice, 2017, p. 821). It provides a middle ground between the traditional office and working from home. It is commonly associated with unaffiliated freelance creative workers or contract workers. However, a burgeoning trend is evident in public and private sector organisations who recognise that coworking provides a more attractive alternative to homeworking. For the office designer, the practice of designing for a particular organisational ‘culture’ disappears. Instead, the challenge is to design in an environment of coproduction involving an eclectic mix of individuals. Design becomes a cooperative process involving participants rather than users.
Summary
The office landscape is changing rapidly - new working practices are emerging that challenge all our assumptions. Nascent forms of workspace are appearing that have to satisfy a diverse range of individuals. No longer is it sufficient for designers to rely on a brief based on a homogenous organisational culture. We need to understand how design influences individuals in different ways. Diversity becomes both a challenge and an asset. In the next chapter we explore the science of emotions - avoiding faddish psychobabble. This paves the way for Chapter 3 where we examine how emotions interact with motivation - or what makes us ‘tick’in the workplace.
References
Bradley, M. M., & Lang, P. J. (1994). Measuring emotion: The self-assessment manikin and the semantic differential. Journal of Behavior Therapy and Experimental Psychiatry, 25(1), 49–59. https://doi.org/10.1016/0005-7916(94)90063-9
Brand, S. (1995). How Buildings Learn: What Happens After They’re Built. Retrieved from http://www.amazon.ca/exec/obidos/redirect?tag=citeulike09-20&path=ASIN/0140139966
Colman, A. M. (2015). A Dictionary of Psychology (Fourth Edition). In Oxford Quick Reference (Fourth Edition). Oxford, New York: Oxford University Press.
Duffy, F. (2013). The Office. Office Planning, (87), 44–46.
Garrett, L. E., Spreitzer, G. M., & Bacevice, P. A. (2017). Co-constructing a Sense of Community at Work: The Emergence of Community in Coworking Spaces. Organization Studies, 38(6), 821–842. https://doi.org/10.1177/0170840616685354
Newport, C. (2016). Deep Work: Rules for Focused Success in a Distracted World. Hachette UK.