Challenges in an Open-Plan Work Environment: an Applied Research Study
Holma, Maarit (2017)
Holma, Maarit
Metropolia Ammattikorkeakoulu
2017
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201705056578
https://urn.fi/URN:NBN:fi:amk-201705056578
Tiivistelmä
The objective of the thesis was to produce recommendations for the case organization’s management on overcoming unidentified challenges in the open-plan office. This research was conducted in a company where about 100 employees were moved from private offices to an open-plan office. This applied study provided a solution to a real business problem, and had practical value and relevance to the case organization.
This was a cross-sectional action research employing a single case. Additionally, this was a qualitative multimethod inquiry with an inductive approach. Data were collected using semi-structured interviews with open-ended questions plus using probing questions and closing questions, unstructured participant observation diaries, and insightful emails. Inductive data analysis was applied to identify strengths and weaknesses.
Despite a variety in opinions, a few strengths and challenges were readily identified. The new office was seen as fresh and modern. Communication and getting to know people was easier. Some of the employees, which had at first been opposing, had become more accepting towards the open-plan office. On the other hand, visual disturbances, noise, and lack of speech privacy inhibited concentration and hindered employee performance. Many employees voiced the need for off-site working. People were reluctant to use spaces created for retreating and quiet working, and people were monitoring each other’s comings and goings. Silos between functions remained, and the top management was seen as distant and isolated from the rest of the floor. Hot-desking caused unhappiness. In addition, employees felt they were not well prepared for the change by management.
This thesis focused on the challenges in the physical environment and change management. The findings were shared with management and following recommendations were co-created and validated with the organization improve acoustics, create zones with different levels of collaboration, convert two meeting rooms into quiet working spaces, co-create open-plan office guidelines together with employees, stop hot-desking, involve people in the change process, and continue action research or use Kotter’s 8-step plan to manage the change. Being against the company’s executive-level strategy, off-site work was removed from the recommendations.
An open-plan office can support collaboration but the advantages of private offices are lost. Visual disturbances, noise, and lack of speech privacy inhibit concentration and hinders performance as cognitive tasks require peace and quiet. Thoughtful designing of the office and co-created guidelines can help others than just social extroverts to thrive in the open-plan office. Creating a sense of urgency and involving people to change process could support implementing the change.
This was a cross-sectional action research employing a single case. Additionally, this was a qualitative multimethod inquiry with an inductive approach. Data were collected using semi-structured interviews with open-ended questions plus using probing questions and closing questions, unstructured participant observation diaries, and insightful emails. Inductive data analysis was applied to identify strengths and weaknesses.
Despite a variety in opinions, a few strengths and challenges were readily identified. The new office was seen as fresh and modern. Communication and getting to know people was easier. Some of the employees, which had at first been opposing, had become more accepting towards the open-plan office. On the other hand, visual disturbances, noise, and lack of speech privacy inhibited concentration and hindered employee performance. Many employees voiced the need for off-site working. People were reluctant to use spaces created for retreating and quiet working, and people were monitoring each other’s comings and goings. Silos between functions remained, and the top management was seen as distant and isolated from the rest of the floor. Hot-desking caused unhappiness. In addition, employees felt they were not well prepared for the change by management.
This thesis focused on the challenges in the physical environment and change management. The findings were shared with management and following recommendations were co-created and validated with the organization improve acoustics, create zones with different levels of collaboration, convert two meeting rooms into quiet working spaces, co-create open-plan office guidelines together with employees, stop hot-desking, involve people in the change process, and continue action research or use Kotter’s 8-step plan to manage the change. Being against the company’s executive-level strategy, off-site work was removed from the recommendations.
An open-plan office can support collaboration but the advantages of private offices are lost. Visual disturbances, noise, and lack of speech privacy inhibit concentration and hinders performance as cognitive tasks require peace and quiet. Thoughtful designing of the office and co-created guidelines can help others than just social extroverts to thrive in the open-plan office. Creating a sense of urgency and involving people to change process could support implementing the change.