Organizations such as Google, Facebook, Genentech, IBM, and Microsoft have devoted millions of dollars to the redesign of their workspaces, replacing cubicles and traditional private offices with large open spaces, smaller team spaces for collaborative work, and pods for private conversations. Our study uncovers three things that leaders can do to increase place identity when moving to open office spaces. When place identity is higher, employees report more engagement in their work, more communication with their peers, and a stronger connection to the company. In our research, we discovered that success with open offices may have as much to do with how people feel about the space - something called place identity - as with the space itself. Sometimes this works, but often it doesn’t. Organizations are rushing to implement open office spaces in hopes of retaining talent, encouraging cross-functional collaboration, enhancing exposure to different kinds of expertise, and accelerating creativity and innovation. When leaders communicate the value of the space beforehand, proactively help workers acclimate, and give employees leeway to adapt the space, organizations are much more likely to reap the benefits of the investment in redesigned workspaces. And encourage workers to adapt the space to their needs - give them leeway to personalize it. Convey a positive attitude about the new space once in it. Convey the vision for the space and how it aligns with company goals before the move. There are three things that leaders can do to increase place identity when moving to open office spaces.
New research shows that success with open offices may have as much to do with how people feel about the space - something called place identity - as with the space itself.
Organizations are rushing to implement open office spaces in the hopes of retaining talent, encouraging cross-functional collaboration, enhancing exposure to different kinds of expertise, and accelerating creativity and innovation.
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