October 17, 2014
Nearly three quarters of workers report office temperature affects performance
A workplace’s design may divide occupiers’ opinions, but is not usually a source of conflict. However, when it comes to the temperature of the office, tempers can flare. Legal guidance is sketchy, as health and safety law demands that workplaces must not fall below 16C, but doesn’t set an optimum temperature. This leaves the ‘ambient’ office temperature very much open to interpretation. Earlier this year, researchers from Lancaster University advised that the average office temperature of 22 degrees C was way too high, and that simply turning down the thermostat and asking occupants to don another layer could do much to address global warming. Now over 70 per cent of workers have reported their ability to work is compromised by the temperature in the office. In a survey conducted by Business Environment, two thirds admitted to getting annoyed when a colleague changed the air con to a setting they were not comfortable with and this annoyance can escalate, with 58 per cent admitting that rows have broken out over the office temperature. More →
October 6, 2014
A feeling of togetherness is essential and motivating, so why would we kill off the office?
by Mark Eltringham • Comment, Facilities management, Flexible working, Knowledge, Workplace design
It is still depressingly commonplace to read proclamations of the death of the office. These are usually appended to some survey or other about the rise of flexible working or a case study of a workplace devoid of desks (or, more likely, one in which none are pictured). Of course, the actual conclusion we can draw from such things is that the office as we once knew it is now dead or mutating into something else, but that’s true for every aspect of modern life. The constant factor that ensures offices will always exist, in some form or other is the human they serve. We know that because, as Tom Allen proved at MIT in the 1980s, people communicate less well the greater the physical distance between them. Now new research from Stanford University shows how the very idea of ‘togetherness’ can have a significant impact on the way people perform. The study, by researchers Priyanka Carr and Gregory Walton was published in the Journal of Experimental Social Psychology and concluded that ‘social cues that signal an invitation to work with others can fuel intrinsic motivation’.
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