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Post COVID-19 Pandemic
Workspace Design Strategy

Sofia Ozambela, Sarah Golder, Karen Joyce, Lauren Cheetham

  • collaborated with a large NYC-based engineering office to improve their future office design given the challenges of covid-19.

  • interviewed staff and developed a programming solution to address issues and support multi-modal hybrid work.

  • the solution resonated with the client's goals for the space and addressed staff concerns

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  • our team's design was selected as the best solution by the Company.

  • this project was selected for the Environmental Design Research Association Conference (2024)

  • 1st place in the Cornell graduate student graphic design poster competition. 

Case Study Summary

Process

  1. Understanding organizational & site context

  2. Defining our programming approaches

  3. Analyzing the existing state

  4. Literature review and precedents research

  5. Summarizing key findings & issues

  6. Recommendations: problem, mission, goals, PRs, concepts

Approaches Used

  • User Profiles Approach

  • User Participation Approach

  • Social Functions Approach

Key Issues we identified:

  • Flexibility (Static “one-size-fits-all” office design limiting flexibility)

  • Interaction (Inadequate spaces for formal and informal collaboration)

  • Privacy (Limited options for group and individual privacy)

  • Psychological Wellbeing (Lack of consistency, reliability & sense of ownership)

Issue 1: Flexibility

The current office utilizes a static “one-size-fits-all” design, which limits flexible use of the space. It is dominated primarily by open plan desks and a handful of formal conference rooms.

Solution 1


Implement Activity Based Working to increase autonomy, productivity, and engagement by introducing adaptable space typologies to support varying tasks and work modes. 

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Performance Requirement 1:
Replace open plan individual desks with 4-6 “mixed-use” neighborhoods placed in 2 parallel rows on each floor.

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Performance Requirement 2:

Include 3 zones within neighborhoods:

• 4-16 individual desks for heads-down work

• 1-2 semi-private hybrid collaboration hubs

• 1 flexible open space

Issue 2: Interaction

The current office provides inadequate space for formal and informal collaboration. Employees voiced this as a top priority in both surveys and interviews.

Solution 1

Enable remote and in-person employees to collaborate seamlessly.

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Performance Requirement 1:

Equip semi-private collaboration hubs with 2-4 monitors that can be easily angled to face an individual or the larger group.

Solution 2

Foster informal collaboration and community-building in appropriate spaces.

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Performance Requirement 1:

Incorporate easily moveable furniture and whiteboards into open flexible space of neighborhoods to support impromptu brainstorming.

Performance Requirement 2:

Increase the size of communal areas such as kitchens and other indoor non working areas to foster serendipitous interactions and networking opportunities.

Issue 3: Privacy

The current office provides limited options for group and individual privacy. Control over noise and distractions is seen as a key reason for working from home.

Solution 1

Increase accessibility to distraction-free private spaces for both individuals and groups.

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Performance Requirement 1:

Add bookable enclosed offices along windows on each floor, which can accommodate between 1-3 persons.

Performance Requirement 2:

Apply acoustic paneling such that enclosed offices have sound levels <35 db when empty, and neighborhoods have sound levels <40 db when empty.

Issue 4: Psychological Wellbeing

The current office does not offer consistency, restorative spaces, or a sense of ownership and control.

Findings From Literature

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Solution 1

Foster opportunities for restorative breaks.

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Performance Requirement 1:

Plant at least 450 square feet of green space on the terrace ensuring visibility through terrace-facing windows.

Solution 2

Create opportunities for personalization and sense of control.

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Performance Requirement 1:

Provide shared pin-up spaces, moveable furniture, and desk personalization opportunities in neighborhood spaces.

Limitations

  • Review of literature was not systematic 

  • Company policy about WFH changed between time of survey responses and when interviews were conducted

  • Only had one site visit to analyze the environment where we couldn't talk to many employees

Research Implications

  • Companies with partially remote staff should consider reducing individual desking in favor of collaboration space

  • We will need to find creative ways to balance interpersonal interaction with privacy needs

  • Fostering a sense of control in the workplace is more important than ever now an increasing number of employees have the option to work from home

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