New worlds of work are often mentioned in connection with New Work. These are basically "changed focal points" in everyday working life or in corporate management.
Characteristics of New Work:
These principles provide an additive framework:
We call this context "Workplace Change". This is a holistic approach to the interaction of the spatial design of working environments with good and new forms of collaborative working from "New Work" and the Healthy Organization.
The move to a new building or another part of the building, newly formed teams or the establishment of completely new business units are occasions to rethink the space situation.
Thinking about the use of space quickly leads to thinking about the general use of space. What should and can take place in premises? Space has an effect on the organization and on the people in it. It promotes or blocks good processes, communication and cooperation.
The interaction with each other and the space as an environment have an influence and impact on the work results. All dimensions that we have already thought of in the concept of the Healthy Organization have an effect and interaction in the area. In detail these are:
Relationships at eye level:
Individual offices can fuel overbearing relationships. The sense of community recedes into the background, information is not openly exchanged. The classic: the luxurious executive floor, to which the employee from the lower floors is summoned to receive "feedback.
To create a collaborative culture, culture must be reflected as a component of daily life. Cross-hierarchical spaces for social exchange, shared meal options or exercise opportunities promote a collaborative culture. A cool sofa is of no use if it is supposedly not to be used, as this could give the impression that nothing is being done on it. That's why it's important - especially in highly hierarchical companies: Managers set a good example and take advantage of the opportunities offered by the new workspaces.
Every person is different. This is called personal preferences. And everyone has different activities during the course of a workday - like concentrated work, talking on the phone, conversations, and so on. These are called work modes. Intelligently designed, multifunctional spaces accommodate these different preferences and work modes. This allows employees to develop their full potential and performance.
The company appears sluggish and reacts only slowly to market changes. Bureaucratic structures determine the daily work routine.
Cross-functional teams in project or network structures are suitable for rapid exchange among each other and fast, competent decisions made close to the market. Rooms and workplaces can make this possible. These spaces breathe, so that smaller as well as larger teams always find the right place for exchange and togetherness.
Agile work requires visualization, iteration loops and workshop-like work options. Quickly conducting a "design thinking workshop" or a retrospective requires space that is often not available and thus prevents agile, creative work. Single or two-person offices are completely unsuitable for this. Larger visualizations using Scrum or Kanban boards can only be accomplished in open rooms with the appropriate material.
Market- and resource-oriented strategy:
Strategy is the totality of all activities of the organization to sustainably achieve the organizational purpose as well as the goals derived from it. A sustainable strategy is untrustworthy if it is only reflected on paper but not in reality, for example through the sustainability of the building. The strategically often proclaimed sentence "Our focus is on the employee" can be just as evident here as a well thought-out customer centricity manifested in the design of the building. The choice of the company location can also send a clear signal.
Leadership forms a bracket around the above-mentioned dimensions. It is the link between the dimensions, and it is in and with leadership that the interactions with space are formed. Leadership becomes "balanced leadership" when it is used as a support for self-leadership, for constructive work context and potential development, and leadership is understood as a service.
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Erstmalig in den REFLECT Notizen, die wir immerhin seit 2012 regelmäßig veröffentlichen, beschäftigen wir uns mit der Temporärarbeit als interessante Form der Arbeits- und Lebensgestaltung.
Schon seit längerem hat die Bedeutung von Employee Wellbeing in Unternehmen stark zugenommen. Die Pandemie hat viele Menschen psychisch und physisch belastet.