November 11, 2021
Going with the flow in the way we work
Throughout history we’ve been aware of the state we now refer to as flow. It describes the sensation of existing purely in the moment of some activity, effortlessly achieving what we have set out to achieve and unaware of distractions. Mystics have described it as ecstasy, artists as rapture and athletes as in the zone. This state was first described as flow by the Hungarian psychologist Mihály Csíkszentmihályi in 1975 and has been developed by him and a wide range of other researchers in a number of fields since that time.
The essential characteristic of flow is an individual’s total and enjoyable absorption in an activity to the point that they lose a sense of space and time. It is related to focus but it is not the same. Flow is a state of transcendence and it is just as important in office design as any other domain of human activity.
The idea has been widely talked about as a desirable state in which to complete work, especially creative tasks. Indeed, the idea of heightened states while engaged in tasks predates the work of Csíkszentmihályi. Perhaps the best-known organisational psychologist of all time Abraham Maslow coined the term peak experience to describe intensely joyous and exciting moments. In these moments, we feel more whole, integrated, aware of ourselves and deeply happy. Maslow described them as those “moments of highest happiness and fulfilment” in his 1964 work Religions, Values, and Peak Experiences. He linked them to the idea of self-actualisation from his famous Hierarchy of Needs.
Flow is more common at work
Such moments are more likely when we are at work than in other periods of our lives and are relatively common. According to an article by Csíkszentmihályi published in Psychology Today, in a survey of 6,469 Germans, when asked how often they entered a flow state: 23 percent said often; 40 percent said sometimes; 25 percent said rarely; and 12 percent said never or don’t know.
[perfectpullquote align=”right” bordertop=”false” cite=”” link=”” color=”” class=”” size=””]Organisations should seek to develop activities, cultures and environments that make it easier for people to enter flow states[/perfectpullquote]
His own research using more objective methods found that work was better suited to the creation of flow states than passive activities such as watching television, leading him to conclude that ‘work is much more like a game than most other things we do during the day. It usually has clear goals and rules of performance. It provides feedback either in the form of knowing that one has finished a job well done, in terms of measurable sales or through an evaluation by one’s supervisor. A job tends to encourage concentration and prevent distractions, and ideally, its difficulties match the worker’s skills.’
Csikszentmihályi argues that organisations should seek to develop activities, cultures and environments that make it easier for people to enter flow states in their work. This isn’t just about making them more productive and more likely to have good ideas, although those are two of the most important outcomes. In his 2003 book Good Business: Leadership, Flow, and the Making of Meaning, Csikszentmihályi argues that fostering flow states improves morale by creating a sense of greater happiness and accomplishment. He looks at how flow states are essential for the creation of ‘good work’ in which you enjoy the feelings of “doing your best while at the same time contributing to something beyond yourself.” He also highlights the importance of regular feedback as an essential ingredient for the fostering of flow states.
For this reason, flow is not just an important goal for the individual. Because it contributes to organisational goals such as higher productivity, better ideas and improved morale, it can improve the overall performance of the organisation and encourage greater collaboration.
Csikszentmihályi concludes that there are three conditions for the creation of flow states at work:
• One must be involved in an activity with a clear set of goals and progress. This adds direction and structure to the task.
• The task at hand must have clear and immediate feedback. This helps the person negotiate any changing demands and allows them to adjust their performance to maintain the flow state.
• One must have a good balance between the perceived challenges of the task at hand and their own perceived skills. One must have confidence in one’s ability to complete the task at hand.
Designing for flow
There are several characteristics of an office environment that can encourage flow states and meet these prerequisites. The ability to focus and work free from distraction is perhaps the most obvious, but so too are the creation of an enjoyable working culture, strong bonds with colleagues, immediate feedback on tasks, an affinity with each job and regular communication with colleagues.
This demands a sophisticated and intelligent approach that embraces a number of features of office design. The most progressive office design concepts seem ready-made to deliver a working environment that can encourage flow states. By empowering people to work in ways that suit them best with a choice of work styles and offering the sorts of spaces in which people can enter flow states undisturbed, such offices increase the likelihood of flow. This principle of office design aligns completely with the characteristics of flow states.
In addition, the democratic structure of the space makes feedback significantly more likely, while the social spaces, collaborative space and more playful aspects of the design encourage people to be aware of ‘something greater than themselves’.
I recently stumbled upon the phrase epistemic trespass, which describes the phenomenon of people making judgements in fields in which they have no expertise. I came across it as it was used to explain the sudden explosion of opinions about Afghanistan from a hitherto unknown horde of experts. Which may or may not be the same horde that has been so very certain about immunology and public health during the pandemic. It’s an old idea and one that needs to be treated with care, for reasons set out by Noah Smith 
The future of work is neither here (at home) nor there (at the office). The hybrid post-pandemic model for the workplace is quickly coming into play, whereby employees work in the office for part of the week and log in from home for the rest, with staff rotating in and out, connecting virtually and in real life, all from various spots on the globe. Even as restrictions ease, it’s clear that work as we know it may never be the same. Full-time 9-5 commuting schedules are a thing of the past, but the practice of having the entire team conference together on Zoom from their couches is quickly ending as well. 
HR leaders, heads of real estate and IT decision-makers have not always spent huge amounts of time working together – their roles and responsibilities have often been siloed. But in the new world of work, that’s all changing. These three groups of senior leaders are being asked to collaborate on one of the biggest challenges corporate occupiers, as they try to figure out when and how to return to office-based working and shape the future of work. Failure to collaborate will increase the probability of workplaces having low occupancy rates, low employee engagement and decreased productivity. 
We’re all biased. We all recognise the sharp bump of our critical thinking skills kicking into life when confronted with ideas and information that go against our beliefs. We know how they doze in the comforting embrace of affirming data. So, it’s been entertaining this week to observe the reaction to 
Is the workplace industry stuck in the past, in a 20th century model of how and where work is done? The separation of work and the rest of life during the Industrial Age has shaped the structures of modern life: the houses we live in, the offices, factories and shops we work in, and the transport networks that shuffle us from one location to another for different activities. It has also shaped the planning system, the institutional and financial structures of how places are designed and built, and perhaps most of all the mindsets of just about everyone involved in creating places to work and live. 
Hybrid working runs the risk of becoming a blanket term, interpreted on a very surface level, when it has the potential to offer a much greater opportunity for businesses to open up and re-examine the culture and experience of their staff, alongside where they want to take their business in the future, as well as fast-tracking mental health and wellbeing to play a central role in workplace strategy. 
You may have heard it said that any idea repeated often enough develops some form of legitimacy. We’ve had plenty of reason to reflect on whether this notion is true or nor over the past year, especially as all-encompassing pronouncements about the future of work have proliferated and intensified. The problem is exacerbated by the fact that around 80 percent of people 
Let’s be honest, work life pre 2020 had its flaws, whilst the longing for variety of scenery, change of pace and even a train journey (somewhere…ANYWHERE) would be welcomed by many of us right now, many of us had become a bit ‘hamster wheel’ in our approach. Commuting was stressful, expensive and time hungry; our natural and individual rhythms squeezed into a set 9-5 schedule and workplace design had become a bit ‘quantity over quality’ – desks have been reducing in size year upon year in order that capacity could be increased. We had reached a point at which everything was ripe for change but there was largely a resistance to both flexible working requests and embracing much of the technological advancements that were already at our fingertips. 
October 27, 2021
Hybrid working: too few companies are making the workplace changes they need
by Tony Antoniou • Comment, Flexible working, Workplace design