Open, flexible, activity-based spaces are displacing cubicles, making people more visible. It’s never been easier for workers to collaborate-or so it seems. This approach will help them equip employees with the spaces and technologies that best support their needs. They can then experiment to learn how to achieve the types of exchanges they want: trying various office configurations, testing a pilot floor plan before overhauling the entire space, and exploring the impact of small tweaks. Companies can use new technologies, such as sensors that track people’s movements and software that collects their digital “bread crumbs,” to learn how members of particular groups are actually interacting. The authors provide guidance on reaching such an understanding. Many companies don’t understand how to achieve the kinds of collaboration they want. They become adept at shutting people out and reading signs that their coworkers wish to be left alone. This happens because individuals, not companies, decide when and how to engage with others. But as the physical and technological structures for omnichannel collaboration have spread, evidence suggests they are producing less interaction-or less meaningful interaction-not more.
Open offices, messaging, and virtual-meeting software in theory make people more visible and available.
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