Although workplaces today make it seemingly easy for people to collaborate, most leaders remain dissatisfied with the pace and frequency of breakthroughs.

Got Text-Neck? The Solution Could Be Your Arms! By Christine Congdon The arms of your chair that is. Text neck

The idea of a public, social place outside of home and work has been around for centuries, but it didn’t enter the lexicon as a “third place” until the phenomenon was thoroughly explored by sociologist Ray Oldenburg in his 1989 book, “The Great Good Place.” It hasn’t left the stage since.

Cool cafés are popping up in corporate environments everywhere. But any office can mimic the cool factor of a coffee shop with Wi-Fi and an espresso machine. Creating a great corporate third place that gives people what they need to do real work requires a lot more.

In today’s economic landscape organizations can’t allow distance to be a barrier to effective teams. As distributed teams become pervasive, the challenges they face become more evident.

A 2014 Steelcase-commissioned survey in 14 countries around the world confirms that people who are the most satisfied with their work environment are also the most engaged. These employees are not looking for the paradigms of the past.

How to think deeply at work, how leaders think, and how the unconscious mind tackles problems that are too big for the conscious mind to solve—these are the kinds of things that David Rock thinks and writes about.

In offices, irritating noise can come from all kinds of sources: air conditioning, obnoxious ringtones, traffic, nearby construction, unsophisticated sound-masking systems and—especially—from other people’s voices.

It was clear from the start that this project was about much more than adding real estate. The new Learning

The Steelcase Applied Research and Consulting (ARC) team, which translates insights from extensive Steelcase research into meaningful actions and measurable

Today, learning is a fundamental business skill. The ability to continuously learn and adapt is critical to innovation and growth.

At Steelcase, all spaces are working prototypes–experiments in which the organization implements its latest thinking, learns what works and what