Friday finds: some things about life, work and everything we unearthed this week

Friday finds: some things about life, work and everything we unearthed this week

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Just because somebody’s an introvert, doesn’t mean they want to be alone

It’s really not a good idea to zap your brain to boost creativity. And yes some people are doing that

A complete, interactive map of all the world’s coworking spaces

Setting a maximum wage for CEOs would be good for everyone

Tests show the human brain must work hard to avoid sloth

How we spend our days is how we spend our lives; choosing presence over productivity

If we want to change anything, we need to care about it

Image: LEO Nova North designed by Area

When workplace strategy builds bridges between people and place

When workplace strategy builds bridges between people and place

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The world of work is changing rapidly and profoundly in a way that we haven’t seen since the time of the industrial revolution. Yet even as we stand at a momentous, game-changing inflexion point, the 21st century workplace strategy sector is still dithering about whether to join in the revolution. They are like the industrial mill owners of 19th century England who adopted a ‘make do and mend’ approach to business and failed to invest in new technology only to be forced out of business by foreign competitors who had invested in radical new, state of the art technology.Today the technological game changer is digital technology rather than weaving technology, but the effect is the same. Unless the workplace strategy sector embraces change and builds bridges between the ‘people’ side of the business and the ‘place’ side with other workplace specialists, their industry will become as dead as a dodo.

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The main challenge of modern working life: finding the place just right to meet

The main challenge of modern working life: finding the place just right to meet 0

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Every physical setting sends distinct signals to meeting participants – signals that set the tone and provide a context for the conversation, even when they are subtle or not in anyone’s conscious awareness.  You understand instinctively that the place where a meeting occurs has an impact on the nature of the conversation. Just imagine the difference between a conversation around a large formal conference table with expensive executive chairs and one that takes place in an informal employee lounge, with the participants seated in a circle on soft bean-bag chairs. More →

Our weekly workplace round up of the best stories online

Our weekly workplace round up of the best stories online

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Why it’s so hard to be a working mom. Even at Facebook

Let’s bring back the Sabbath as a radical act against ‘total work’

What Starbucks gets that architects don’t

Silicon Valley’s company towns are doomed

Complexity & chaos — the new normal

The price of regeneration in London

To restore civil society, start with the Library

Working long and hard? It may do more harm than good for your productivity and wellbeing

Working long and hard? It may do more harm than good for your productivity and wellbeing

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Nearly half of people in the EU work in their free time to meet work demands, and a third often or always work at high speed, according to recent estimates. If you are one of them, have you ever wondered whether all the effort is really worth it? Employees who invest more effort in their work report higher levels of stress and fatigue, along with lower job satisfaction. But they also report receiving less recognition and fewer growth opportunities. And they experience less job security. So increased work effort not only predicts reduced wellbeing, it even predicts inferior career-related outcomes.

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Work&Place new issue showcases most informed and challenging workplace thinking

Work&Place new issue showcases most informed and challenging workplace thinking

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The new issue of Work&Place has been published and is free to read on the journal’s new website. Its overall readership is now around 100,000, including in the new Spanish language edition, so it’s not just more accessible, it is even more influential. The journal continues to explore the most cutting-edge ideas surrounding the physical, digital and cultural domains in which we work. The convergence of these elements of the workplace define the greatest challenges we face in the workplace of the early 21st Century. Some of these are addressed in the features included in this edition.

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Seven workplace stories that have been on our radar this week

Seven workplace stories that have been on our radar this week

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How we can win the AI race

The great tech paradox for flexible workspaces

The number one office perk? Natural light

The personality test that conned the world

The insecure nature of work is a result of decisions by corporations and policymakers

Landlords up their game to help occupiers attract staff (paywall)

An architect’s defense of open plan offices

A round up of some of the best recent workplace content from around the web

A round up of some of the best recent workplace content from around the web

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All the workstyles we have ever loved

Open plan v private offices déjà vu

Britain’s productivity crisis in eight charts

Investors discount office buildings with high WeWork occupancies

Perceptions of pay fairness

Agile humans, and therefore organisations. Just a dream?

Excessive hours and intense work is (sic) bad for your career

Nine workplace stories that have challenged and informed us in the last week

Nine workplace stories that have challenged and informed us in the last week

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How blue light from screens literally blinds us

Physical closeness makes people and things more desirable

Non-monetary incentives and the implications of work as a source of meaning

How clean is your desk? The unwelcome reality of office hygiene

The utter uselessness of the Cat A habit

UK can thrive post-Brexit, but only with design

New Zealand firm’s four-day week an unmitigated success

Real Estate and technological denial

Biophilic design for the workplace is so much more than plants

Image: Hunt of the Unicorn (tapestry circa 1500) housed at Stirling Castle

A round-up of seven of the best workplace stories from around the web

A round-up of seven of the best workplace stories from around the web

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toasty workA sizeable majority of us are in jobs that don’t fit our occupational interests

Does workplace design really matter?

The most productive meetings have fewer than eight people

Stories from experts about the impact of digital life

Workplace interventions for reducing sitting at work

The AI revolution will be led by toasters, not droids

If you’re going open-plan for costs, you’re doing it wrong

When it comes to change management, culture sometimes eats strategy for breakfast

When it comes to change management, culture sometimes eats strategy for breakfast

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21st Century organisations are under constant pressure to evolve. They are beset by a number of forces that demand they change constantly. These include the need to restructure the organisation, adapt to new technologies, respond to competitors and changes in the economy and legislative environment. Inevitably, this constant need to change affects both people and the built environment in very profound ways. However, according to a study of Culture and Change Management published by the Katzenbach Center, only around half of all transformation initiatives meet their objects over time. Among the biggest obstacles to successful change management cited by the study is change fatigue, which is characterised by a lack of empathy and a widespread failure to engage with the change process.

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Seven stories you may have missed that will get your week off to a flyer

Seven stories you may have missed that will get your week off to a flyer

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A bunch of coworking startups saying the same things about how different they are

The agile workspace is pants

Mass incompetency in business: the way we promote people is dead wrong

Want to discover (or re-discover) your sense of purpose at work?

Is stress at work always a bad thing?

Augmented space planning: Using procedural generation to automate desk layouts

A Stanford researcher says we shouldn’t start working full time until age 40

 

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