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Additional info for Offices at Work: Uncommon Workspace Strategies that Add Value and Improve Performance (Jossey Bass Business and Management Series)
Engineers and lawyers work on different problems, using different tools, with different work styles. Dogs and cats sometimes get along, but it is not a good idea to depend on it. Affinity zoning—locating software developers near software developers, for example, or human resource people near human resource people—makes better sense. Ironically, cross-functional teaming violates this more common practice—that is, mixing engineers and marketing people together, for example, so both understand each other better.
Available research suggests, for example, that: • Many lesser decisions and much of the coordination during execution of a project get done in brief and opportunistic encounters. 10 Knowledge Networks 21 • Conversation of all kinds gives some opportunity to enjoy the company of coworkers, learn more about them, and build bonds with them. 12 The challenge is to develop workspace solutions that balance the need for meaningful interaction with the opportunity to work without distraction. The Team-Oriented Cluster It’s easy to see why managers tasked with reducing costs really like cubicles, and why employees concerned with personal and professional identity as well as their individual productivity don’t.
Requiring less space than closed offices, office landscaping seemed to offer the best of all worlds. It didn’t. After a brief fling, most Northern European companies discarded the concept. Vast expanses of undifferentiated workstations grated on the European sensibility, which valued community and what the Germans call Gemütlichkeit, a kind of friendly sociability, over raw efficiency. It took only a little longer for Americans to abandon office landscaping, but for their own reasons. Despite its egalitarian rhetoric and ethos, the United States was not ready to allocate space in a way that undermined status and hierarchy.
Offices at Work: Uncommon Workspace Strategies that Add Value and Improve Performance (Jossey Bass Business and Management Series) by Franklin Becker, Tom Kelley