Presentation

advertisement
Academy of Management – Montreal, August 2010
Jacqueline C. Vischer PhD
Professeure émérite
Faculté de l’aménagement
Université de Montréal
1.
2.
3.
4.
5.
Size and/or cost issues
New tools and technology
Organisational restructuring
Change organisational culture
Take advantage of the New Workspace
Opportunity
From: Vischer, J.C. 2007 Space Meets Status:
Designing Workplace Performance Routledge

Fear of the unknown
 Fear of innovation
 Fear of losing the
familiar
 Fear of losing
ground
 Fear of conflict
Psychological comfort
Functional Comfort
Physical Comfort
HABITABILITY THRESHOLD
PHYSICAL COMFORT




Health and Safety
Building codes and
standards
Basic utility –
Habitability threshold
FUNCTIONAL COMFORT





Workspace supports
work
Indoor air quality and
thermal comfort
Lighting and
daylighting
Spatial layouts and
privacy
Human and building
noise control
 Own
(occupy)
 Defend
 Mark
(identify)
 Possess
 Sense
(control access)
of belonging
 Personalization
•Space privacy
•Work confidentiality
•Job status
•Sense of history / longevity
•Personal control
•physical controls
•empowerment / ownership
1.
2.
3.
4.
5.
6.
7.
Fear of loss
Mistrust of superiors
Leaders or champions?
Change is too radical
No explicit process
Costs too much
Need for new learning
1.
2.
3.
4.
Manage user involvement
Take advantage of the New
Workspace Opportunity
Reduce fear, increase functional
comfort
Increase workspace effectiveness
through environmental
empowerment
1.
2.
3.
4.
5.
6.
7.
Transformation as imperative
Play out the process
Embrace conflict
Avoid the default
Not a zero sum game
Empowerment is key
Change is positive

Stakeholders need to recognize
and work with workspace design
as a tool for change by being
responsive to the opportunity
offered by the new workspace
imperative.

Not all stakeholders will want
workspace change, or tolerate the
same degree of innovation; the
process must take its course
Note that stakeholders are senior
managers, middle managers, employees,
facilities staff, design consultants


Conflicts are inevitable, they arise out
of fear. Steps need to be taken to
manage constructively the energy
released by conflict, to the advantage
of the change process.

The default position in space-related
decision-making is what already
exists and what everybody already
knows (the tried and true) – except
that it is a reversion to ‘no-change’
and not a step forward.

For everything taken away from
occupants when their workspace is
changed, something must be given
back; any loss of that which is familiar
is immediate, whereas gains
sometimes need time to be felt.

It is important to empower users
so that they invest in workspace
decisions. The strategic approach
to users’ involvement is explicitly
designed to fit the project and
organisational context.

New workspace implies a new
social order, new business
processes, even new behaviour and
cultural norms. These must be
addressed explicitly during the
change management process.
WELL-MANAGED WORKSPACE CHANGE
STRESS
COMFORT
From: Vischer, J.C. 2007 Space Meets Status:
Designing Workplace Performance Routledge
Please contact us:
Jacqueline C. Vischer
[email protected]
Our website:
www.gret.umontreal.ca
Download