Workspace Design Quotes

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A University of Exeter study showed that people who have control over their workspace design are happier at work, more motivated, healthier, and up to 32 percent more productive.
Gretchen Rubin (Happier at Home: Kiss More, Jump More, Abandon a Project, Read Samuel Johnson, and My Other Experiments in the Practice of Everyday Life)
Most people don’t realize what a financial luxury privacy is. An individual bedroom, time alone, designated workspace: These things cost money. Angelique got to sleep in a shared family room, while probably doing homework on the kitchen table on a refurbished laptop after her brother had his turn.
Lisa Gardner (Before She Disappeared (Frankie Elkin, #1))
Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
Similarly, at Microsoft, many employees enjoy their own private offices, yet they come with sliding doors, movable walls, and other features that allow occupants to decide when they want to collaborate and when they need private time to think. These kinds of diverse workspaces benefit introverts as well as extroverts, the systems design researcher Matt Davis told me, because they offer more spaces to retreat to than traditional open-plan offices.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
Tom Demarco, a principal of the Atlantic Systems Guild team of consultants ... and his colleague Timothy Lister devised a study called the Coding War Games. The purpose of the games was to identify the characteristics of the best and worst computer programmers; more than six hundred developers from ninety-two different companies participated. Each designed, coded, and tested a program, working in his normal office space during business hours. Each participant was also assigned a partner from the same company. The partners worked separately, however, without any communication, a feature of the games that turned out to be critical. When the results came in, they revealed an enormous performance gap. The best outperformed the worst by a 10:1 ratio. The top programmers were also about 2.5 times better than the median. When DeMarco and Lister tried to figure out what accounted for this astonishing range, the factors that you'd think would matter — such as years of experience, salary, even the time spent completing the work — had little correlation to outcome. Programmers with 10 years' experience did no better than those with two years. The half who performed above the median earned less than 10 percent more than the half below — even though they were almost twice as good. The programmers who turned in "zero-defect" work took slightly less, not more, time to complete the exercise than those who made mistakes. It was a mystery with one intriguing clue: programmers from the same companies performed at more or less the same level, even though they hadn't worked together. That's because top performers overwhelmingly worked for companies that gave their workers the most privacy, personal space, control over their physical environments, and freedom from interruption. Sixty-two percent of the best performers said that their workspace was acceptably private, compared to only 19 percent of the worst performers; 76 percent of the worst performers but only 38 percent of the top performers said that people often interrupted them needlessly.
Susan Cain (Quiet: The Power of Introverts in a World That Can't Stop Talking)
Even though the Internet provided a tool for virtual and distant collaborations, another lesson of digital-age innovation is that, now as in the past, physical proximity is beneficial. There is something special, as evidenced at Bell Labs, about meetings in the flesh, which cannot be replicated digitally. The founders of Intel created a sprawling, team-oriented open workspace where employees from Noyce on down all rubbed against one another. It was a model that became common in Silicon Valley. Predictions that digital tools would allow workers to telecommute were never fully realized. One of Marissa Mayer’s first acts as CEO of Yahoo! was to discourage the practice of working from home, rightly pointing out that “people are more collaborative and innovative when they’re together.” When Steve Jobs designed a new headquarters for Pixar, he obsessed over ways to structure the atrium, and even where to locate the bathrooms, so that serendipitous personal encounters would occur. Among his last creations was the plan for Apple’s new signature headquarters, a circle with rings of open workspaces surrounding a central courtyard. Throughout history the best leadership has come from teams that combined people with complementary styles. That was the case with the founding of the United States. The leaders included an icon of rectitude, George Washington; brilliant thinkers such as Thomas Jefferson and James Madison; men of vision and passion, including Samuel and John Adams; and a sage conciliator, Benjamin Franklin. Likewise, the founders of the ARPANET included visionaries such as Licklider, crisp decision-making engineers such as Larry Roberts, politically adroit people handlers such as Bob Taylor, and collaborative oarsmen such as Steve Crocker and Vint Cerf. Another key to fielding a great team is pairing visionaries, who can generate ideas, with operating managers, who can execute them. Visions without execution are hallucinations.31 Robert Noyce and Gordon Moore were both visionaries, which is why it was important that their first hire at Intel was Andy Grove, who knew how to impose crisp management procedures, force people to focus, and get things done. Visionaries who lack such teams around them often go down in history as merely footnotes.
Walter Isaacson (The Innovators: How a Group of Hackers, Geniuses, and Geeks Created the Digital Revolution)
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The walls were painted a robin's-egg blue. Antique wood-and-glass display cases had mottled milk chocolate-brown marble countertops. Antique iron-and-glass stands would make the future little cakes (under their glass domes) pop up and down on the counter like jaunty hats. From the top of the left wall of the bakery, Gavin had hung a canvas curtain and arranged a display area in front of it. Both the curtain and display would change each month- as would, of course, the colors and flavors we showcased. The idea was to sell not only cakes, but also cake stands, serving pieces, plates, paper napkins, and other goodies, so once your little cakes got home, they'd look as good as they did in my bakery. One-stop shopping. On the right, Gavin had arranged a seating area with dark bentwood chairs and cafe tables. It looked like a tea salon in Paris. I sighed with delight. But I wanted to see where I would spend most of my time. The work and storage areas were screened off in the back, although I would have been happy to show off my two Vulcan convection-ovens-on-wheels and the big stainless steel worktable with the cool marble slab at one end for chocolate work. The calm milk-chocolate plaster walls, stainless steel, and white marble made the workspace look like a shrine to the cake baker's art.
Judith M. Fertig (The Cake Therapist)
Another company came up with an even more brilliant idea --- that nobody could own their own cubicle -- designing the system such that those who showed up to work earliest in the morning could claim the ones closest to the windows. None of the cubicles had anything but a desk, a place to connect a computer, and a chair. No one could establish a sense of connection to their workspace. Ultimately, by setting the atmosphere this way, the company communicated to the employees that they are valued only for their direct productivity and that they are easily replaceable.
Dan Ariely (Payoff: The Hidden Logic That Shapes Our Motivations (TED Books))
Both intuition and a growing body of research underscore the reality that sharing a workspace with a large number of coworkers is incredibly distracting—creating an environment that thwarts attempts to think seriously. In a 2013 article summarizing recent research on this topic, Bloomberg Businessweek went so far as to call for an end to the “tyranny of the open-plan office.” And yet, these open office designs are not embraced haphazardly.
Cal Newport (Deep Work: Rules for Focused Success in a Distracted World)
One company I know took the art of using cubicles to kill motivation to a higher level. They found out that employees had all kinds of personal mementoes on their desks, so the management redid the cubicles and made them 20 percent smaller, with less space for anything personal, but more space for more people. Another company came up with an even more brilliant idea that nobody could “own” their own cubicle, designing the system such that those who showed up to work earliest in the morning could claim the ones closest the windows. None of the cubicles has anything but a desk, a place to connect a computer, and a chair. No one could establish a sense of connection to their workspace. Ultimately, by setting the atmosphere this way, the company communicated to the employees that they are valued only for their direct productivity and that they are easily replaceable.
Dan Ariely (Payoff: The Hidden Logic That Shapes Our Motivations (TED Books))
Nonrhythmic sensory stimuli (NRSS) are calming, gentle, nonthreatening movements found in nature, such as ripples on a pool of water, grass swaying, or leaves moving in a breeze, which can aid psychological restoration and reduce eyestrain from computers. The movement catches our eye every so often and allows us a moment of effortless attention on something in the distance. This is particularly beneficial if we refocus our vision every 20 minutes, for 20 seconds, on something 20 feet away (this is known as the 20x20x20 rule). Adding some greenery to your workspace can help with this. Try placing a leafy plant next to an open window for gentle movement in a breeze.
Oliver Heath (Design A Healthy Home: 100 ways to transform your space for physical and mental wellbeing)
If we design workplaces that permit people to find meaning in their work, we will be designing a human nature that values work,
Barry Schwartz (Why We Work (TED Books))
Little Turtle was a very cramped workspace that could’ve been designed by Frank Lloyd Wright.
J.J. Dreese (Red Hope (Red Hope, #1))
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