The Architecture of Solitude June 27, 2008Posted by keithsawyer in Enhancing creativity.
Tags: architecture, collaboration, cubicles, design, office space, seigle hall, washington university
The big news this week is that my department has moved to a new building on our campus. If you have read my book GROUP GENIUS, you know that I have quite a bit to say about building architecture and office design (for example, see my post “The building that threw up on itself”). What kinds of offices foster creativity and collaboration? They are offices that support flexible work arrangements and frequent spontaneous reconfigurations, of people, furniture, walls, and cubicles. In innovative organizations, you find a blend of solo work, work in pairs, and collaborative teams. But most of today’s offices are designed to support only one kind of work: solitary work, alone in an office (or a cubicle). In innovative organizations, people are always moving around, bumping unexpectedly into others, and stopping for a few minutes to chat. Offices that support these natural connections have chairs and tables in the hallways or near the stairways, to make such conversations easier.
But there’s a problem. In a typical organization, everyone wants a private office. A bigger office is even better. And once the architects have finished giving everyone what they want–a nice private office–there’s no room left over for anything else other than halls and stairways to take them from the front door to their office. And that’s exactly what’s happened in my new building. I love my own office, and I’m sure everyone else does, too.
But there are no spaces to foster collaboration–no nooks in the hallways, no reconfigurable furniture or walls. We have a lounge with the coffee machine and frig, which is nice; and another function room which is very nice (but I wonder if it will be locked and require administrative approval to use?). But these spaces do not support spontaneous conversation and collaboration.
I have often said that university bureaucracies don’t look anything like the most innovative organizations. And when you walk inside most any university office building, you’ll see this right away: when you look down a long corridor and see a row of office doors running down each side. The challenge is: How can we convince everyone–employees, managers, and architects–to change their expectations and see the benefits of a new office design paradigm?
(Note: both photos in this post were taken while I was standing in the same spot, at the head of our new office hallway.)