WorkHotel
by Alexander M Dixon
Bachelor of Philosophy in Architectural Studies
Bachelor of Science in Psychology
University of Pittsburgh, 2009
Submitted to the Department of Architecture
in partial fulfillment of the requirements for the
degree of Master of Architecture at the Massachusetts Institute of Technology.
February 2014
© 2014 Alexander M Dixon. All rights reserved.
The author hereby grants to MIT permission to
reproduce and to distribute publicly paper and
electronic copies of this document in whole or
in part in any medium now known or hereafter
created.
Signature of Author:
Department of Architecture
January 16th, 2014
Certified By:
Nader Tehrani
Professor of Architecture
Thesis Advisor
Accepted By:
Takehiko Nagakura
Chair of the Department Committee on Graduate Students
002
Committee
Nader Tehrani
Professor of Architecture & Department Head
Massachusetts Institute of Technology
Joel Lamere
Assistant Professor of Architecture
Massachusetts Institute of Technology
William O’Brien Jr.
Assistant Professor of Architecture
Massachusetts Institute of Technology
003
WorkHotel
by Alexander M Dixon
Submitted to the Department of Architecture on January 16,
2014 in partial fulfillment of the requirements for the Degree of
Master of Architecture.
Abstract
The office has for decades been touted as a model of flexibility,
the super-generic shell facilitating the ultra-customized fit
out. However, as technology fuels a de-territorialization of the
workplace and employees are untethered from their desks,
the definition of flexibility must be rewritten architecturally
beyond furniture systems, organizational methodologies or
leasable space to encompass, and even prioritize, the potential of
productive geographies over a singular workplace. Accelerated
by the burgeoning sharing economy, increased telecommuting
and pervasive, these new working territories extend to public
and private institutions alike, challenging our present concepts
of ownership and demanding a re-interpretation of the office
typologically. This thesis sets out to take on that challenge, and
re-imagines the office through the lens of the hotel, mapping the
broader attributes of our contemporary working culture onto the
hospitality industries highly calibrated temporal management
system in a bid to displace the outmoded workplace with a new
typological model, the WorkHotel. Engaging the growing trend of
decentralization, the proposal seeks to create a platform for the new
urban working culture, embracing globalization and the necessity
of distributed workforce models. As a typological synthesis, the
project speculates on how productive overlaps between the office
and hotel reveal new opportunities for optimization through
architectural strategies, while at the same time questioning
our prevailing cultural distinctions between productivity and
relaxation, work and play, and the inherent spatial manifestations
that these concepts create.
Thesis Supervisor: Nader Tehrani
Title: Professor of Architecture
004
005
006
Acknowledgements
To the MIT faculty, I would like to thank you all for providing a
challenging and exciting 3.5 years, it has been a great experience
to be part of such an evolving and unconventional institution.
To my fellow students, it has been an amazing time getting to know
each of you and I can only hope you all have learned as much from
me as I have learned from you.
To Liam and Joel, for your spot on critiques and contribution to
my overall education.
To Nader, for never letting me get away with it.
To my parents, thank you for just about everything.
To Feifei, thank you for everything else :)
007
Contents
Introduction
The Desk
The Office
The WorkHotel
Appendix A: Thesis Defense
Appendix B: Model Photos
Appendix C: Alternate Experiments
Bibliography
List of Illustrations
008
010
028
052
082
088
094
114
118
008
Introduction
The WorkHotel
“In the past the man has been first,
in the future the system must be first.”1
- Frederick Winslow Taylor, 1911
Taylor’s quote, written over a century ago, signifies the beginning of the office’s inextricable
synthesis of technology and architecture, at times
symbiotic and at others reactionary. Historically,
the office has evolved along both paths, but in its
current state suffers from a lack of architectural
invention that matches the advances on the technology front, continuing to endorse a simple generic fit-out typology that has been the standard
for the past 50 years.The changing demographics
as millennials replace the baby boomers, physical
to digital and now ephemeral storage systems, the
evolution of organizational structures; all have
significant architectural implications that have
yet to be explored on a fundamental level. The
opportunity to work anywhere electricity and
wifi are prevalent provides a whole new staging
ground for the design of our future working culture, compared to 25 years ago when corporate
compartmentalization flourished and the cubicle
was at its height. The outgrowth of co-working
spaces, coffee shops and other public venues as
viable alternatives to the office suggest a shift away
from the dedicated centers to a more distributed
model of working spaces. This thesis challenges
the very notion of the office, and ultimately suggests that the future of the workplace is not in the
office, but rather, will be developed as a service
attached to other typologies, such as the hotel.
1
An analytical history of the office yields two intersecting but discrete trajectories: the interior
configurability of office systems furniture and the
prototypical shell building, which over the past
50 years have become married in the conventional office tower that currently occupies much
of our urban environments. A survey of more
contemporary (some might even say ‘progressive’) offices such as those operated by Google
demonstrates a tendency to offer fixed spatial
variability over systemic configurability, dedicating on average 25 percent of their workplace to
shared common areas, amenities, cafes, meeting
rooms and lecture halls. However, their strategies
still privilege the horizontal, and fail to mitigate
the vertical segregation that the stacked tower
type provides, continuing to abide by the unspoken rule of a fixed location in an urban center.
Changes in managerial organization and corporate structures in many companies are gradually
loosening the hold on employees, allowing them
geographic freedom provided they complete
their delegated responsibilities, but these changes
have yet to translate directly into an architectural
paradigm. Consequently, however, the evolution
of company ideologies are giving rise to what
might be thought of as a work sequence, rather
than a workplace, where employees can tailor
their lifestyle around various working locations the home, the office, the coffee shop, the library,
the lobby - complementing the range of different tasks required of the knowledge worker in our
contemporary economy.
Taylor, Frederick W. The Principles of Scientific Management. New York: Norton,
1967. Page 2.
009
Following the recent innovations in car, bike and
spare room rentals - ZipCar, bike shares and
AirBnB - all of which harness a digitized management platform to create new economies derived from existing underutilization, this thesis
explores how a similar decentralization of the office can not only produce new models of working, but how the technologically enabled mobility of the millennial workforce inherently changes
the current workplace from a ‘place’ to ‘geography.’ Short term rental models have already begun to spring up across the country, known as
co-working spaces, and often housed in conventional office buildings. The spaces provide
desks for individuals or groups on daily, weekly
or monthly bases, offering an alternative to the
three plus year leases commonly expected from
management companies while at the same time
providing a communal atmosphere. Drawing on
the success of the co-working spaces in the past
few years, the thesis proposes to push even further the temporal aspect of our nascent working
culture, embedding the elements of the office
within a new context, that of the hotel. Overlaying the distinct use-time parameters present
in the office and hotel, it is clear that both suffer from an underutilization of space: the office
during the night and the hotel during the day.
On an architectural level, the thesis seeks to conceptually reformulate the office as an infrastructure within the hotel model by developing an
organizational logic that functions at the global
2
scale of the building, distributing the prototypical elements of the office and hotel vertically as
a continuous, traversable environment, establishing a multiplicity of circulatory connections. Instead of regularized floors that are modified by
a potential client, the program is re-conceived
for a building as a service, and trades the initial
configurability of the past for the mobility of the
present and future. Creating a variety of zones
with different properties that are linked throughout the building, the nomadic worker can move
between areas in order to ‘reconfigure’ their own
environment through their own volition. Catalyzing the growing mobility of the workforce, the
rise of contract workers, startups and satellite offices, the thesis proposes to re-define the office
not as a singular, static destination but as a component in the urban framework, an infrastructure
for working, which in turn re-defines the hotel
not only as a place for rest and relaxation, but as
a productive space on a compressed time scale.
The juxtaposition of office and hotel, of work
and leisure, establish new situations akin to Tschumi’s notion of crossprogramming2, where a
“confusion of genres” takes place, engaging the
surreality of moving between environments that
have become optimized for nearly every part of
living and working, but on the scale of an afternoon, an evening or a three day weekend. The
hotel becomes the backbone for the new workforce, the operative medium for the deterritorialization of the office, and in turn is transformed
into a hybrid typology, the WorkHotel.
Tschumi, Bernard. Architecture and Disjunction. Cambridge, MA: The MIT Press,
1996. Page 255.
010
The Desk
A Visual History
011
012
013
1904: Larkin Building
014
015
1961: Chase-Manhattan Bank
016
017
1963: Osram Offices (Burolandschaft)
018
019
1969: Action Office II
020
021
1980s: Cube Farm
022
023
1999: Internet Giants
024
025
2000s: Deterritorialization
026
027
2005: Co-working
028
The Office
Critical Analysis
029
030
Taylorism
Frank Lloyd Wright / 1900s
Taylorism, or scientific management, was theory
of work management delineated by Fredrick
Winslow Taylor and highly influential in the early
era of the office. Born out of the manufacturing
industry, the rationalization of the workplace
under the auspices of productivity resulted in a
specific arrangement of workers to be monitored
by managers from peripheral locations. Frank
Lloyd Wright’s Larkin Building demonstrates this
type of model with the two large bays on either
side of the atrium, allowing long linear rows of
employee’s desks to be viewed strategically from
either end.
Larkin Building / 1904
031
032
Corporate America
SOM / 1950s
The post-World War II office saw the introduction
of modular furniture and partition systems
into the workplace, an intermediary step before
the introduction of the cubicle which would
personalize the panels to each employees desk.
The period of modernist architecture between
the 1950s and 60s also formed a high point
of experimentation in the development of the
prototypical office tower, with firms such as SOM
exploring various elevator core positions and
glazing systems, which would ultimately solidify
into the central core and open plan shell buildings
that dominated the latter half of the 20th century.
Chase-Manhattan Bank / 1961
033
034
Burolandschaft
Quickborner Group / 1960s
Harbingers of the open plan, the designs of
the Quickborner Group in Germany entitled
Burolandschaft signaled a departure from the
Taylorist rationalization and were built around
an alternative metaphor of landscape. Their
deceivingly random distribution of furniture,
storage units and planters were intended to
provoke greater interaction between employees
while at the same time maintaining an open
environment for managerial staff to survey their
teams. Coinciding with the boom in clerical
duties attributed to the growing complexity of
the business world the designs include a plethora
of storage utilities ranging from small filing units
to an array of large standing cabinets.
Osram Offices / 1963
035
036
The Cubicle
Robert Propst / 1968
The brainchild of Robert Propst while working
for Herman Miller, the Action Office ushered
in the era of the cubicle, and was so successful
more recent iterations are still being sold today.
Released originally in 1965 to a disappointing
reception, Propst revised the system and upon its
re-release in 1968 with a ‘II’ appended to the title
its sales skyrocketed, cementing Propst’s legacy,
for better or worse, as the father of the cubicle.
After the introduction of the Action Office II,
the movement to partitioned cells accelerated,
and combined with the rise of call centers
and software development, quickly became a
standard element of the workplace. An infinite
variety of panel sizes, shapes, heights and colors
populated office merchant’s catalogs, and further
internalized the design of the office, as the cubicle
became a space within a space.
Cube Farm / 1980s
037
038
Open Plan
Google Offices
A survey of a number of Google’s offices around
the world show that they typically choose linear
buildings that enable the interior street to develop
axially, with smaller crossings at regular intervals.
All but one of the examples below exhibit looped
circulation, with parallel routes connected at
the ends, and public meeting spaces distributed
along the corridors. The other important element
in their design is the use of larger, destination
spaces at the ends of the streets, inviting employees to traverse the entire length of the building
which increases interaction possibilities.
Google Moscow
Google Stockholm
Google Zurich
2010
28,000 f2
2009
9,870 f2
2008
129,160 f2
039
Googleplex (Bldg 43)
Google New York
2005
180,000 f2
2010
2,900,000 f2
040
Organization Types
1900s - Present
Synthesizing the last one hundred years of office designs, four distinct organizational types
emerge: each a product of specific techno-social,
economic and architectural atmospheres. The
role of technology in facilitating the transformation between eras is underscored, and the current
trajectory of the office argued in this thesis posits an accelerated decentralization of the ‘workplace,’ both in ideology and materiality.
Supervisor
Employees
Amenities
Communication
Taylorism
Burolandschaft
1900s
1960s
041
Open Office
Distributed Office
2000s
2020s
042
Personal Space
Timeline
The size of the office has varied significantly
over the past 110 years, modulated greatly by the
mass adoption of technologies such as the adding
machine, typewriter and personal computer. The
physical implications of paper storage is apparent in the explosion of filing cabinets, bins and
shelving during the middle part of the 20th century, which were gradually replaced by the digital
apparatus of the our current state.
1900
1950
1960
20 ft2
30 ft2
80 ft2
043
1970
1985
2000
25 ft2
65 ft2
90 ft2
044
Demographics
2015
An aging baby boomer demographic is opening
the workforce to an ever larger proportion of
millennials, who by 2015 are predicted to make
up over 40% of the U.S. labor market, and signals
a potentially significant change in ideological
preferences and motivations.
100
Traditionalists
(b. before 1946)
80
60
Age
40
20
Baby Boomers
Gen X
(b. 1946 - 1964)
(b. 1965 - 1976)
0
% Mobile
US Workforce
0%
Workplace
20%
40%
045
Gen Y
(b. after 1997)
Millennials
(b. 1977 - 1997)
60%
80%
100%
046
Technology
Storage
Driving the expansion and contraction of the office over the past 100 years is the inherent scaling of storage needs. As the bureaucratic machine grew, more and more space was needed
to compartmentalize and store documents, files,
folders. Filing cabinets, desk drawers, desktop
organizers became standard equipment for the
average employee. The introduction of digital storage with the desktop computer heralded
the opposite trajectory, while the interface had
grown the need for physical storage shrunk. The
Internet brought a further reduction in spatial
necessity with cloud storage, enabling information to be stored and accessed anywhere regardless of the interface, private or public. These new
systems, in conjunction with ideological and demographic changes in the workforce have enabled the next generation to work everywhere,
dismantling the infrastructure that was previously necessary to operate an office and distilling the
office itself into simply a social or collaborative
atmosphere.
Desk Storage
Filing Cabinet
1850s
1950s
047
Desktop HDD
Laptop HDD
The Cloud
1990s
2000s
2010+
048
Sharing Economies
Benefits of Scale
A further extension of the technological advancement over the recent decades, the sharing
economy developed a number of innovative approaches to decentralized services, re-imagining
what conventionally would be considered owned
items. The platforms for car, bike and room shraing enable the use of underutilized resources,
while at the same time offering a greater set of
opportunities to those who might have been limited before by income or location.
Bike Sharing
Car Sharing
Hubway / CityBike
ZipCar / Rentals
049
Home Sharing
AirBnB / Short Term Rentals
050
Office / Hotel
Productive Overlap
The sharing innovations in other sectors have yet
to paralleled on a n architectural level, however,
the original shared spatial example is the hotel.
This thesis begins with the exploitation of both
the vast amount of amenity space both types
currently exhibit, and the interlocking use times:
the hotel is heavily occupied from 5pm - 11 am,
while the office is typically used during the hours
of 9 am until 6pm.
Hotel Amenities
A protoypical Hyatt hotel: 30%
of total building area is dedicated
to amenities and lobby, forming
the lower plinth.
051
Office Amenities
Google’s HQ: 25 - 30% of total
floor area on average is dedicated
to shared amenities, meeting
rooms, cafes and lecture halls.
052
WorkHotel
A Typological Experiment
053
054
Design Concepts
Vertical Organization
The design begins by re-organizing the conventional hotel, re-distributing the amenities normally occupying the hotel’s base levels throughout the tower to create smaller localized zones.
A central atrium vertically links the amenity
platforms or staging grounds for informal workleisure activities with the partitioned levels above,
providing a visual que and open circulatory system to navigate the interior.
Hotel Rooms
Lobby & Amenities
Typical Program Distribution
Re-distribution of Programs
Public & Private Zones
Localized Amenities
055
Resizing for Services
Global Connection
Figure - Void
Amenity Support Spaces
Atrium Linking Amenities
with Rooms
Private - Public Spaces
056
Urban Plan
Prudential Center
The project is sited above an existing urban mall;
a complex consisting of shopping concourses,
hotels, condominiums, a convention center and
above and below ground parking garages. Intervening in such a densely developed area offers
multiple benefits, including an already captive
audience for short term business stays with the
existing convention center. Introducing a productive space within the consumptive arcades
potentially stimulates the already prevalent shopping and dining facilities, establishing the urban
mall as the lobby for the WorkHotel. Tapping into
the concourse, the project draws on the enclosed
connective tissue that extends between parking
garage, subway station, train station and street,
and continues this urban arcade vertically within
the building itself.
N
057
058
059
060
Section
Transverse
Developed predominantly in section, every group
of room types form a perimeter above an entry
level and atrium which facilitate the visual and
circulatory access from below. While every level
is tailored to a different type of working methodology, each grouping of floors functions similarly
as a vertical transition between a public lobby
and gradually more private enclosed spaces.
061
Restaurant
Loft Suites
Bar
Executive
Suites
Gym
Doubles
Black Box
Theater
Standards
Cafe
Capsules
Pool
062
Axonometric
Circulation
The buildings circulatory system is comprised of
a vertical core at the rear and localized circulation
paths on every group of levels. As the programs
of each vertical segment are different, so too the
circulation changes, at times forming a perimeter
around the central atrium, cutting across the void
or alternating between interior and facade.
(064 - 068) The following pages depict three of
the amenity levels: the lobby, the cafe and the bar.
063
064
065
066
067
068
069
070
Levels
Axons & Plans
Each group of levels is tailored to a specific set
of criteria. The lowest levels are dedicated to
capsule style rooms, providing small, individual
sleeping spaces at night and transforming during the day into team desks. The second group
consists of standard rooms, with multiple modes
of entry to provide longer term living spaces
while enabling short term occupancy during the
daytime for business meetings and group work.
Executive suites form the third group, organized
around the executives office, with a front room
that can be used for secretarial purposes or as a
waiting room - the futon doubling as seating and
bed. The top level is dedicated to the loft style
rooms, each of which are accessible from a lower,
public entry, and from an upper, private entry.
The most costly, these rooms offer visual discretion and the most privacy.
071
Loft Suites
Executive Suites
Doubles
Standards
Capsules
072
073
Presentation jacuzzi
Futon sofa
Louvered wall
Executive Suite
Business by day, leisure by night.
The suite features a louvered
divider separating the enormous
bathtub from the sleeping area.
074
075
Bathroom stair
Upper entry
Lower entry
Loft Suite
Generously sized, the loft offers
dual means of entry, a public and
a private, useful for clandestine
meetings or unnoticed exits.
076
077
Fold down
tables
Slide up beds
Roll up bedding
Garage door
openings
Capsules
A set of basic mechanical systems
enable the capsules to sleep four
individuals, or provide a shared
workspace for a team of 4-6.
078
079
Murphy bed
to desk
Bathroom acts
as a locker
Dual entry through
room or bath
Two way
storage closet
Standard Room
Using the bathroom as a locker,
the room transforms daily from a
sleeping unit to a meeting space.
080
The End
081
082
Appendix A
Thesis Defense
083
084
Thesis Defense
19 December, 2013
085
086
087
088
Appendix B
Model Photos
089
090
Model Photos
Prudential Center
091
092
093
094
Appendix C
Alternate Experiments
095
096
Wall Sequencing
2013-11-09
A previous proposal to re-sequence the typical
office day within a single building using a system
of architecturally differentiated walls to delineate
the various spaces used throughout a workday.
Linearly juxtaposing the various types of spaces
creates two distinct grains, with an axis along
each wall and one crossing back and forth over
every wall.
Pattern Plan
097
Meetings
Group Tasks
Individual Tasks
Entertainment
Socializing
Exercise
Informal meetings
Typical Spatial Sequence
098
Fully Enclosed
Social Active
Semi-Enclosed
Social Passive
Social Active
Open Plan
Social Passive
099
Bar
Wall
Meeting
Wall
Screen Light Group
Wall Wall Wall
Re-sequencing of spaces
Exercise
Wall
Lounge
Wall
100
Bar / Meeting
Process Work
Presentation
Group Process
101
Circulation
Void
Team Space
Informal Seats
Exercise / Sauna
Coffee / Lobby
102
Wall Shifting
2013-10-19
This proposal suggested creating specific, operable walls for each of the four distinct types of
work spaces: individual tasks, group work, meetings and social areas. Spaces that require enclosure are placed within the moving walls, while
those that benefit from open areas are placed in
the floor, and are revealed and changed as the
walls above are reconfigured.
Resizing the conventional cubicle
103
Conference Room: Social Dimensions
104
105
106
107
108
109
110
111
112
113
114
Bibliography
List of Illustrations
115
116
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List of Illustrations
Larkin building atrium. Photograph. n.d.. Roll on - a short history of the swivel chair. Bene Office Furniture. Web. 09 Aug.
2013.
page 012, center
“Office Next to Light Court, Larkin Building, Buffalo.” Photograph. 1930. Vintage Office Photographs. Office Museum. Web.
09 Aug. 2013.
page 012, background
Chase-Manhattan Bank. Photograph. n.d.. 1950s Corporate
America. Caruso St John Architects. Web. 17 Jul. 2013.
page 014, center
“Executive floor, Chase Manhattan Bank.” Photograph. n.d..
1950s Corporate America. Caruso St John Architects. Web. 17
Jul. 2013.
page 014, background
Quickborner Team. “Test Room for the Bertelsmann Group.”
1960 / 61. Symposium Burolandschaft. Arch +. Web. 18 Jul.
2013.
page 016, center
“Osram Offices, Munich, Walter Henn.” Photograph. n.d.. Burolandschaft. Caruso St John Architects. Web. 17 Jul. 2013.
page 016, background
Herman Miller. Action Office II. Photograph. n.d.. Design Icon:
The Cubicle. Design Bureau. Web. 18 Jul. 2013.
page 018, center
Herman Miller. Action Office II. Photograph. n.d.. An Idea
Whose Time Has Come. Metropolis Magazine. Web. 18 Jul.
2013.
page 018, background
Tron. Dir. Steven Lisberger. Walt Disney Productions, 1982.
Film.
page 020, center
Playtime. Dir. Jacques Tati. Jolly Film, Specta Films, 1967. Film.
page 020, background
Jean Tessier. Google Workstation. Photograph. n.d.. Jean Tessier @
Google. Jean Tessier. Web. 12 Jan. 2014.
page 022, center
Google meeting area. Photograph. n.d.. Google’s New Office in
Dublin. Home Designing. Web. 09 Sep. 2013.
page 022, background
119
Man on cell phone in airport. Photograph. n.d.. United: wifi
Internet & streaming video for Aussie Boeing 747s. Australian
Business Traveler. Web. 17 Jul. 2013.
page 024, center
Man studying in Starbucks. Photograph. n.d.. The Starbucks Student. Lily in Canada. Web. 09 Jan. 2014.
page 024, background
New Work City co-working space. Photograph. n.d.. Have A
Look at the Space! New Work City. Web. 17 Jul. 2013.
page 026, center
New Work City co-working desks. Photograph, n.d.. New Work
City Member Show & Tell! Meetup. Web. 17 Jul. 2013.
page 026, background