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.

The truth is, sitting isn’t killing us. But as this paper will demonstrate, sitting in poor postures for long periods with little movement and few breaks for standing or walking can impact our health and reduce our productivity.

Whenever work changes in a fundamental way, it’s important to reexamine the ergonomic support that’s needed. New work trends—especially the introduction of tablets, smart phones and other touch-based technologies—present a new set of challenges for worker health and wellbeing.

As technologies and trends transform work processes, understanding the impact on postures is crucial for helping people work safely, comfortably and productively.

TELUS is a leading telecommunications provider in Canada. Like many organizations in its industry, TELUS has grown dramatically in recent years, both organically and through strategic acquisitions.

Gesture is based on Steelcase’s global research study and the insights it yielded about how people work in a rapidly changing business environment. Knowledge workers change postures frequently throughout the day.

Orchestrating the transition to a new organizational culture and work environment. Companies everywhere are scrambling to adapt to a more global, mobile, and collaborative business model.

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.