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    Im sorry, but i work at an engineering firm doing bridge design. Lower walls and not having a dedicated, private space would be a huge distraction. Not all areas of business work well in those type of office setups.


    Eric Nolin

    The one extra ingredient that I think needs to be added above permission to use the spaces is leadership actually using the spaces themselves, providing the example and showing their team that using the spaces will lead to success at their job.


    Lawrence W.

    Hi Rebecca. It’s a good article but here’s another challenge for you:

    I recently worked for a global giant in the UK which was progressive towards its employees by introducing a great many break-out spaces, collaboration areas, mobile touch screens for daily stand-ups, and more. It was warmly welcomed in some quarters, resisted by others. The greatest resistance came from the Facilities Management team. In several cases they complained insufficient square footage was being used in relation to the employee site headcount. Therefore the innovative new layouts were not cost efficient.

    Of course in this case there is a disconnect between the needs of the business, and the supporting functions (Facilities being one of them). So how do we persuade the naysayers that extra space to share, collaborate and socialise is a good thing, especially when office rents in capital and major global cities have become so high?

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