P

Programming document for the

Lexington Fayette Urban
County Government
Abby Rutherford
School of Interior Design
University of Kentucky
utting the pieces
together
Content
1
LEXINGTON
2
PHASE I
3
VISION &
MISSION
4
PERFORMANCE
REQUIREMENTS
5
7
BRANDING
ARTICLE &
READING
SUMMARIES
History
Current
Looking Ahead
Current Site
What To Do Now
Why
Issues
Goals
Requirements
8
GLOSSARY
Concept
Evolution of Logo
Branding in Application
OCAI
WORKPLACE
SURVEY
6
9 SPECIFICATION
SHEETS & PLANS
TYPICALS 10
Sources
Online Resources:
1. Fresh Start Plan, http://media.kentucky.com/smedia/2010/08/18/18/
FreshStartPlan.source.prod_affliate.79.pdf
2. Keeneland. Our Mission, http://www.keeneland.com/lists/copy/mission.
aspx
3. Kentucky Bourbon Trail. Home, History, Map, http://kybourbontrail.
com/
4. Kentucky Cabinet for Economic Development. Why Kentucky, http://
www.thinkkentucky.com/
5. Lexington Chamber of Commerce, Inc. Message from Chairman,
http://www.commercelexington.com/chamber/chairman.aspx
6. Lexington Downtown Development Authority (DDA). Downtown Lexing-
ton, KY, http://www.lexingtondda.com/
7. National Park Service. Athens of the West, http://www.nps.gov/nr/
travel/lexington/athens.htm
8. NationalRelocation. Lexington Demographics Profle, http://profles.
nationalrelocation.com/Kentucky/Lexington/
9. University of Kentucky. Diversity, http://www.uky.edu/Diversity/
Articles:
10. Albul, Natalia. Maintaining Historical Integrity when Adapting a Build-
ing for Offce Facilities. University of Kentucky, 2002.
11. Beyond Four Walls and a Door. Herman Miller, Inc., 2008.
12. Brand, Jay L. Physical Space and Social Interaction. Haworth, May
2009.
13. Brand, Culture and the Workplace. Steelcase, June 2010.
14. Collaborative Spaces. Haworth, May 2010.
15. Fortune, Beverly. Lexington Mayors Offce Moved from 12th Floor to
1st. Herald-Leader, December 30, 2010.
16. Fortune, Beverly. Metal Detector Installed Outside Lexington Mayor
Jim Grays Offce. Herald-Leader, January 12, 2011.
17. How Research Informed Design. Haworth, April 2010.
18. How the Workplace can Improve Collaboration. Steelcase, June 2010.
19. How the Workplace Fosters Innovation. Steelcase, November 2010.
20. Its All About Me: The Benefts of Personal Control at Work. Herman
Miller, Inc., 2007.
21. Kim, S.C., and E.Q. Robert. An Introduction to Changing Organization-
al Culture. In Diagnosing and Changing Organizational Culture, 1-21.
San Francisco, CA: Jossey-Bass.
22. Kupritz, Virginia W. Ethnographic Assessment of Individual and Group
Privacy Needs. Haworth, September 2009.
23. Lee, So Young, and Jay L. Brand. Effects of control over offce work-
space on perceptions of the work environment and work outcome.
Haworth, May 2009.
24. Maintaining Productive Privacy in an Open Workplace. Haworth, June
2009.
25. Making Room for Collaboration. Herman Miller, Inc., 2008.
26. Measures of Success. Herman Miller, Inc., 2007.
27. Nocera, Joe. Analysis: Gray seeks New York Mayors Advice. Herald-
Leader, December 12, 2010.
28. Shaping Order from Chaos. Steelcase.
29. Tharp, Bruce M. Defning Culture and Organizational Culture.
Haworth, April 2009.
30. Tharp, Bruce M. Diagnosing Organizational Culture. Haworth, April
2009.
31. Tharp, Bruce M. Four Organizational Culture Types. Haworth, April
2009.
32. The Private-to-Open Spectrum. Herman Miller, Inc., 2008.
33. Three-Dimensional Branding. Herman Miller, Inc., 2007.
34. Tyler, Tanya J. The Best of Lexington. Herald-Leader, January 6, 2011.
35. US Army Corps of Engineers: Workplace Strategy Report. Gresham
Smith and Partners, January 2010.
36. 2008 Gensler Workplace Survey. Gensler, 2008.
Video:
37. When Groups Work. Gensler, http://www.gensler.com/#viewpoint/vid-
eos/24
Books:
38. Duerk, Donna P. Architectural Programming: Information Management
for Design. New York: John Wiley & Sons, Inc., 1993.
39. Stemeier, Diane. Innovations in Offce Design: The Critical Infuence
Approach to Effective Work Environments. Hoboken, NJ: John Wiley &
Sons, Inc., 2008.
Glossary of
terms
Audibility- the acoustic properties of an environment that contributes to ones
ability to hear what needs to be heard and to mask unwanted sounds.
Image- how a place looks and is interpreted by the observer, the visual impres-
sion.
Identity= how a place is recognized visually.
Message- what a place is trying to say to its users.
Ordering/proportion- recognizable visual patterns and relationships.
Status/hierarchy- the communicated value or importance of a place or a
person occupying a place.
Symbolism= the meaning or representation to be communicated.
Interaction- mutual action and interchange; social, academic; team work.
Group participation- groups of people engaged in a common activity.
Social- friendly interchange for its own sake.
Visibility- ability to see, includes light levels and sight lines as well.
Article & Reading
Summaries
ARTICLE SUMMARIES
STEGMEIER CHAPTER SUMMARIES
An Introduction to Changing Organizational Culture
Diagnosing and Changing Organizational Culture (pp. 1-21)
By Cameron, K.S. and Quinn, R.E.
Published by Jossey-Bass, San Francisco, CA, 2006.
The introduction to Cameron
and Quinns book Diagnosing and
Changing Organizational Culture
recognizes that the frightening
uncertainty that traditionally accom-
panied major organizational change
has been superseded by the frighten-
ing uncertainty now associated with
staying the same (1). As a result,
a cultural openness to change and
successful change management are
integral to success in todays business
environment.
The generally accepted
indicators of opportunity for success
within a market segment, based on
Michael Porters research
1
, are:
High barriers to entry
Non-substitutable products
Large market share
Low levels of bargaining power for
buyers
Low levels of bargaining power for
suppliers
Rivalry among competitors (2-3)
However, many of the top performing
U.S. companies defy the logic of these
metrics. The authors make the case
that the differentiating factor in these
cases is the creation of a strong,
well-defned, consistent Organiza-
tional Culture (4). Their argument is
that a business can change all the
processes, techniques, and methods
that it wants, but if people dont
approach workplace problem solving
in a new way, business results will
be fundamentally the same (11). It
then becomes apparent that chang-
ing Organizational Culture is directly
correlated to individual change within
the organization (6). An organiza-
tion must, then, get buy-in from its
workforce to successfully implement
change.
The authors site research
documenting the measured and
perceived success or failure of three
widely used Change Initiatives: Total
Quality Management (TQM), Down-
sizing, and Reengineering. One-half
to three-quarters of the initiatives
studied failed
2
. Cameron and Quinn
assign causality in the high failure
rate to a lack of corresponding cul-
tural change within the organization
(9-10).
Organizational Culture is a
complex, dynamic phenomenon. An
organizations culture is refected by
what is valued, the dominant leader-
ship styles, the language and sym-
bols, the procedures and routines,
and the defnitions of success that
make an organization unique (17). A
strong, unique culture can positively
impact the performance and long-
term effectiveness of an organization.
A weak culture can hold an organiza-
tion back. Subcultures are in play in
every organization, infuenced by the
larger global culture, and subgroups
such as those of gender, ethnicity,
regional, occupational, or industry-
specifc. An organizational culture
may be subdivided by subcultures
created in different departments, hier-
archical levels, or teams (17-18). The
relevant level of cultural analysis... is
the level at which change efforts are
directed (18).
1 See Porters Five Forces, business
analysis model by Michael E. Porter of
Harvard Business School (1979) for ad-
ditional information.
2 Lack of cultural change is, of course,
not the only factor. Organizational Cul-
ture is an important component of suc-
cess, but not a panacea for turnaround.
Physical Space and Social Interaction
A Collaborative White Paper published by Haworth, 2009.
A design solution for a space
can foster interaction and improve
communication among groups within
an organization. Certain choices
around furnishings, furniture arrange-
ment, windows, and lighting are more
conducive to these behaviors than
others. It has been shown that a
persons context is critical.
Both the physical environ-
ment and the social environment
impact levels of human achievement.
First, the physical environment can
infuence how people interact in the
space. In particular, proximity is a
key determinant of the likely levels
of interaction. Studies have shown
that people glean the most infor-
mation from people near them in
the workplace. Second, the physi-
cal environment can interfere with
the frequency and quality of social
interaction (2). Nonverbal cues have
been shown to be a critical aspect of
communication. Barriers to nonver-
bal communication tend to lead to
issues of mistrust, and can impair
communication within an organiza-
tion. Third, social interaction and
the physical arrangement of space
have a reciprocal infuence, one on
the other. In addition to considering
creative collaboration, maintenance
and coordination over time should
also be considered. Fourth, proxim-
ity and ease and availability of social
exchange can be impacted by the
physical environment.
The article makes some
specifc recommendations that can
make a workplace more conducive
to communication and collaboration.
These include:
1. Windows. The more the better.
Windows in a room increase its social
desirability.
2. Lighting. If a room is well lit, high
or sloped ceilings will encourage
interaction.
3. Furniture. Furnishings can encour-
age social interaction, if the arrange-
ment is friendly, removing barriers
between people, such as a circular
seating arrangement.
4. Couches. Couches tend to be
perceived as less formal than chairs,
but conversely people who are not
well-acquainted can feel uncomfort-
able in such a setting.
5. Status. Status cues establishing a
relative hierarchy can impair commu-
nication.
6. Clothing. A persons choice of
dress can infuence his or her level
of comfort or acceptance of a space.
For example, facing others while
working at a desk with no front
apron in a skirt could make a person
self-conscious and uncomfortable.
7. Furniture confgurations. Confgu-
rations that place people in face-to-
face orientations tend to encourage
social interaction.
8. Workspace orientation. Workspac-
es should be purposefully oriented
around the areas for social and col-
laborative gathering.
9. Group areas. Group areas are crit-
ical to the success of a collaborative
space. Research shows that 60% of
what people learn occurs informally.
10. Analysis of needs. A systematic
analysis of needs can inform how a
workspace could be optimally confg-
ured,
In closing the article says,
The psychological, sociological, cul-
tural, and symbolic features of group
processes, group dynamics, and social
interaction may be even more impor-
tant than the structure of the envi-
ronment in determining the nature of
social exchanges (3).
The Private-to-Open Spectrum
Published by Herman Miller, Inc., 2008
In discussing workplace
design solutions, often two differing
models are discussed: the open
plan and the traditional or private
structure. This article, published by
Herman Miller, addresses the real-
ity that workplace solutions exist
on a continuum and most organiza-
tions have a mix of different types of
spaces. The open end of the spec-
trum is correlated with collaboration
and connection. The private end of
the spectrum is correlated to focus
work and avoiding interruption (2).
The primary message of the
article is that the right answer is
the unique one (11). Only through
a thorough understanding of the
organization and by appropriately
responding to both business strategy
and organizational culture can an ap-
propriate mix of space be established.
The optimal solution will seldom be a
clear-cut open or private solution,
but will be that which employs the
right mix of spaces (2-4).
Both private and open offce
models have appropriate applica-
tions. One is not inherently better
than the other. Advantages of the
private model include greater audi-
tory/visual privacy and better noise
screening, which are more conducive
to focus work, high levels of con-
trol, and generally higher employee
satisfaction with the physical work
environment. The open model offers
the following advantages: increased
communication and interaction (a key
to successful innovation), improved
execution, increased informal learn-
ing, expedited problem solving, higher
levels of empathy, understanding and
motivation, and fexible workplace
confgurations (4-7).
Organizational goals should
be balanced with employee satisfac-
tion. A measurable set of criteria
that all workers have been shown to
value has been established. Most of
these measures have to do with giv-
ing the worker a level of control and
fexibility to the workspace. While
many of these criteria sound like
the private model, there are ways
these needs can be met within the
open solution (5).
Whether it is for constraints
of budget or constraints of a physi-
cal space, it is not always possible
to revolutionize an offce from a
predominantly private space to an
open plan. The article discusses
incremental measures that can make
a private offce more open (9).
Management setting the tone and
modeling the desired behavior are
keys to successful implementation of
workplace change (4). As a part of a
comprehensive implementation plan,
an organization should (10-11):
Set the vision
Get senior sponsorship
Communicate business reasons for
change
Set and manage expectations
Give choices and control where you
can
Invite involvement in the change
process
Provide people with the knowledge
and skills to move toward the future
Recognize the points of pain, and
explain the trade-offs
Honor the past while celebrating
effort, progress, and results
Communicate why change is
needed clearly and consistently
Beyond Four Walls and a Door (pp. 1-6)
Herman Miller Inc.
When employees feel that
they need privacy and then doesnt
get it, it leads to lower productivity
and lower job satisfaction. Privacy
in the workplace is the combina-
tion of both visual and acoustical.
It continues to dwindle in todays
offce because employees are free to
monitor emails and offce conversa-
tions. Acoustical privacy is defned
as speaking privately without being
overheard. This is the biggest com-
plaint among co-workers. I can hear
my co-workers conversation. Can he
hear mine? Visual privacy is another
issue that affects employee perfor-
mance, and larger panel heights are
not necessarily the solution. Employ-
ees judge privacy from their seated
position in the offce. It is important
that they are able to see the sur-
rounding environment and seek
shelter for comfort. This is called
prospect and refuge and dates back
to our ancestors on the savanna.
They sought shelter in canopies, while
still ensuring an open view to see
dangers that may lie ahead.
Some employees need more
privacy than others depending on
their individual jobs. For instance,
writers, researchers, and the fnance
department needs a silent environ-
ment to stay focused on the task at
hand. Physical space is another asset
in many companies that is increased
with status. Some workers feel
deprived and unappreciated when
switching from a traditional work
environment to an open plan. When
they feel their positions are being
threatened, this may result in in-
creased employee turnover. This can
cost companies anywhere from 50-
150% of the workers annual salary.
Although they treasure this closed
personal offce, most people prefer to
work with people in the area rather
than alone. Collaboration is impera-
tive for survival in the offce.
In offce design, it is essen-
tial to consider both personality and
work style of each employee. Each
individual has varying abilities to
concentrate, levels of distractibility,
and outgoingness. Everyone needs
varying work stations to reach full
productivity: individual work stations,
casual seating areas, enclosed team
spaces and conference rooms. These
options are important because it
gives control to the employees by
providing them with alternative work
spaces, reducing the demand for
privacy. Third Spaces, including cof-
feehouses and libraries, also fulfll this
requirement.
Disruptions such as clearing
throats, bursts of laughter and two-
way conversations can be avoided by
utilizing new voice privacy technolo-
gies. These machines take sounds in
the environment, scramble them, and
then project new sounds over a small
speaker. Bigger distractions such as
the walk-by coworker and the walk-in
guest must also be addressed. Trans-
lucent materials are a good solution
to this issue because they still provide
the employee with a sense of move-
ment and connection. This also takes
into account prospect and refuge.
Most importantly, do not tie people
down to one level of privacy. The
more control employees have, the
happier they will be.
Haworth Knowledge & Research Team. Collab-
orative Spaces.,
Collaboration
White Paper Changing Nature of Work and
Trends Culture (pp.1-7)
Organizational culture is the sum of the
values, leadership styles, procedures, goals, and
many other characteristics that make an organi-
zation unique. There are four culture types: col-
laborate (clan), create (adhocracy), control (hier-
archical) and compete (market) that make up an
organization (pp. 2). There are also four reasons for
an organization to meet, socializing, tactical execu-
tion, strategic thinking, and for presentations. Each
culture type needs spaces to support each meeting
type, but the number, size and arrangement of the
spaces all depends on the culture type (pp. 3).
A Collaborative culture (clan) would pre-
dominately use social spaces for meeting; a create
culture (adhocracy) would use strategic thinking
spaces; a Control culture (hierarchical) would use
presentation spaces; and lastly, a compete culture
(market) would use tactical execution spaces (pp.
4). Its clear that organizational culture and col-
laboration styles can improve the way people work
together.
This paper, adapted from the original pub-
lished in Journal of Environmental Psychology, (v
25, pp 323-333), explores the infuence of a sense
of personal control over work life on job satisfac-
tion, group cohesiveness, and self-rated job per-
formance. The study is based on a survey of 500
workers in fve organizations.
Previous research on open offces suggests
that they may a good way for organizations to
adapt to change and improve communication and
innovation. But research also suggests that open
offces have higher levels of noise and distraction
that could affect employee satisfaction and perfor-
mance. The paper proposes four hypotheses sets,
discussed below.
Distraction: The frst set of hypotheses
relates to Distraction and proposes that perceived
distraction levels in the workplace will be negative-
ly related to self-assessed employee performance,
positively related to employees inclination to work
alone or work in an enclosed space, and negatively
related to satisfaction with the physical work envi-
ronment.
The survey found that there was no rela-
tionship between perceived distraction and self-
assessed work performance. The survey also found
that workers who rated their offce spaces high in
distraction preferred more private offce spaces,
and that workers who rated their offces high in
distraction were less satisfed with their physical
work environments.
Control: The second set of hypotheses re-
lates to workers sense of control over their physi-
cal environments. These hypotheses propose that
workers who feel more control over the environ-
ment will have higher job satisfaction, feel more
group cohesiveness, and be more satisfed with
their work environment. All three hypotheses were
confrmed.
Environmental satisfaction: The third major
hypothesis proposed that workers perceptions of
their environments would affect their job satisfac-
tion. The survey, however, found no relationship.
These fndings run contrary to much other research
and to several indicators within this particular
study, so the authors suggest caution in interpret-
ing this result.
Group cohesiveness: Prior research has
found that group cohesiveness is positively cor-
related with group work outcomes. The fnal set
of hypotheses relates to employee perception of
group cohesiveness. They propose that employee
inclination to work alone will be negatively related
to perceived group cohesiveness and that per-
ceived group cohesiveness will be positively related
to self-reported job satisfaction and performance.
The survey found that the inclination to
work alone was not related to perceptions of group
cohesiveness and that group cohesiveness was
positively related to job satisfaction and perfor-
mance.
Effects of control over offce workspace on perceptions of the work environment and work
outcomes, So Young Lee; Jay L. Brand, Ph.D.
Haworth Daylight + Views Published Paper
Four Organizational Culture Types
By Bruce M. Tharp, Haworth, Organizational Culture White Paper
Organizational culture comprises
a groups shared values, attitudes,
beliefs, assumptions, artifacts, and be-
haviors. There are four basic culture
types determined by an organiza-
tions relative position on two sepa-
rate dimensions (see grid below). Or-
ganizational culture and performance
are linked, and culture can be used to
competitive advantage. Understand-
ing the organizations culture can
help guide space planners plan ap-
propriate solutions. The environment
must refect both the organizations
culture and its goals. The organiza-
tional culture types are:
Control (Hierarchy): are internally
focused and value stability, control,
defned structures for authority and
decision-making, and standardization.
Compete (Market): are externally
focused and value stability, control,
differentiation, and competitiveness.
Collaborative (Clan): are internally
focused and value fexibility, discre-
tion, internal cohesion and loyalty,
teamwork, and a humane working
environment. Employees and employ-
ee teams usually have a fair amount
of autonomy.
Create (Adhocracy): are externally
focused and value fexibility, discre-
tion, differentiation, innovation and
creativity, entrepreneurialism.
In all organizations there is a domi-
nant culture, but a sub-dominant
culture will also be present and
infuential. Within an organization,
some subgroups will have a different
culture.
Diagnosing Organizational Culture
By Tharp, Bruce
In his article, Diagnosing
Organizational Culture, Bruce Tharp
seeks to defne and explain the
importance of organizational culture.
Organizational Culture can be defned
as the shared patterns of percep-
tion, representation, and response
surrounding its internal and external
operations (2). A companys orga-
nizational culture can be divided into
two aspects: invisible and visible. The
invisible aspect includes values, atti-
tudes, assumptions, and beliefs; while
the visible aspect includes artifacts
(such as employee dress, signage,
interior architecture, etc.) and behav-
iors (such as hiring/fring practices,
employee training, etc.) (2). Orga-
nizations can be classifed into four
different culture types: collaborate
(clan), create (adhocracy), compete
(market), and control (hierarchy) (2).
Organizations are assessed through
the Organizational Culture Assess-
ment Instrument, developed by Kim S.
Cameron and Robert E. Quinn. Once
the data is collected and interpreted,
organizations are classifed into one
of the four culture types (3).
Tharp emphasizes in his
article the strong link between culture
and organizational effectiveness. He
believes a strong, unique, appropri-
ate corporate culture has the ability
to 1) reduce uncertainty by creating a
common way to interpret events and
issues, 2) create a sense of order in
that members know what is expect-
ed, 3) create a sense of continuity,
4) provide a common identity and
a unity of commitment, 5) provide a
vision of the future around which the
company can rally (3).
Culture is not static; it is
capable of change. Organizations
that desire a cultural change should
frst diagnose the current cultural
condition. It is important for organi-
zations to know their starting point
before implementing a change. Tharp
discusses three forms of cultural
change: an evolutionary program that
allows change to occur over time
with its sights set at company-wide
transformation; a focused approach
that involves more drastic measures
exacted only upon certain elements
or subcultures; and a revolutionary
change that forces the entire orga-
nization to drastically change course
(3).
Organizations are capable of
having many culture typesa domi-
nant culture type and subcultures,
which can represent groups or de-
partments within the organization (3).
Tharp stresses that understanding
the cultural distinctions of individual
workgroups is important because dif-
ferent cultures require different work
environments (4).
Organizational Culture is also
infuenced by the environment. The
geographical location (city vs. sub-
urb), organization of facilities, building
type, and interior space (panel height,
seating orientation, material selec-
tion, etc.) all play a role in shaping an
organizations culture (4).
How the Workplace Fosters Innovation
In the article, How the Work-
place Fosters Innovation, Steelcase
discusses their 2010 research fnd-
ings on innovation in the workplace.
It is widely recognized that innovation
comes from creative thinking and the
mixing of ideas. John Seely, a noted
author, believes, The cultures that
constantly produce innovation have
visionary leadership, an organizational
commitment to breakthrough think-
ing, and a place that supports the
work of innovation (2).
Innovation can be divided
into two major categories: sustaining
innovation and disruptive innovation.
Sustaining innovation is defned as
improving something that already
exists and is benefcial because it sat-
isfes customer needs, sells for higher
margins, and may offer a competitive
edge. Disruptive innovation is defned
as the creation of a new product,
service category, or a whole market
and is benefcial because it ensures
competitive advantages and builds
momentum inside the organization
and in the marketplace (4). Both
categories of innovation are needed
for companies to stay leaders.
In the article, Steelcase also
discusses how they were able to
identify eight models of innovation by
analyzing different combinations of
four attributesperspective, process,
resources, and culturewithin differ-
ent organizations. These eight models
are: the In-House Marketplace Model,
in which a highly centralized culture
of innovation and concept develop-
ment is integrated at every level of
the organization; the In-House Share
Model where members of multiple
specialized groups come together
to share resources on an as-needed
basis; the In-House Center Model em-
powers a distinct group thats respon-
sible for innovation within the orga-
nization; the Offsite Model in which
a remote center is where a team
develops, prototypes, and validates
innovation initiatives; the Partnership
Model where organizations form long-
or short-term alliances to purpose-
fully leverage diverse competencies,
gain access to distinct resources,
transfer knowledge, and share risk
and cost; the Consultancy Model in
which innovation experts come into
an organization on a project basis;
the Network Model invites people to
visit and bring their ideas with them;
and Community Model in which an
autonomous network comes together
to contribute ideas and potentially
solve a need quickly together (5-6).
The design of the work
environment is essential to improve
the speed and outcomes of innova-
tion efforts. According to Steelcase,
the most important principles to keep
in mind when designing workspaces
for innovation are: make the space
fexible to support spontaneity; make
the space inspiring to jump-start
and sustain creative thinking; make
the space collaborative to support
a shared mind; make the space a
hard-working tool that supports all
the modes of work (focusing, collabo-
rating, learning, and socializing); make
the space a refection of culture and
brand by reassuring innovators of an
organizationsidentity; and make the
space social to build trust (7).
Its All About Me: The Benefts of Personal Control at Work
In the article, Its All About
Me, Herman Miller, Inc. seeks to em-
phasize the importance of personal
control in the workplace. Having
some control over their workspace
affords employees benefts such as
increased comfort and the ability
to get work done, reduced stress,
greater productivity, and better health
(4).
Extensive research has shown
that employees want control over
fve key elements in the workplace:
artifcial (overhead and task) and
natural lighting, temperature (heat-
ing and cooling), visual and acousti-
cal privacy, personalization of space,
and the arrangement/adjustability
of furniture and equipment (work
surface, storage, chair, computer,
etc.). Herman Miller, Inc. research-
ers, like Michael ONeill, Ph.D., have
linked these workplace attributes to
increased satisfaction and increased
short- and long-term health among
employees (4). Other attributes that
employees identifed as highly valued
include: a suffcient amount of work
surface area; the capability to keep
all important work within arms reach;
and the degree to which workspace
(whether assignment or unassigned)
supports work needs (3).
Cigna Insurance understood
the importance of control in the
workplace and thus moved a large
portion of its workforce into fexible
offce arrangements that encourage
its employees to work wherever
work occurs. After this change, the
company reported high satisfaction
among both managers and em-
ployees; a ffty percent reduction in
employee turnover; a return of invest-
ment of seventy-fve percent over fve
years; a six percent gain in worker
productivity; worker and manager
reports of improved communication,
time management, and collabora-
tion between team members; self-
reported improvements in work/life
balance; and a substantial reduction
in its real estate portfolio (7).
Employees not only need
control over aspects in their work-
place, they need to know what they
can have, how to use it, and how to
change it. This concept is strength-
ened by the study Liberty Mutual
researchers conducted on ergonomic
training programs. They found that
an offce ergonomics training pro-
gram signifcantly improved workers
self-reported perceptions of environ-
mental control, satisfaction with the
work environment, and the degree
to which the environment supported
communication with coworkers (2).
Making Room for Collaboration
The design of the working
environment has drastically changed
in the past decade as research
established that there is a need for
more joint collaboration and casual
interaction. If open workspaces were
identifed with distraction, loss of
productivity and unwanted noise, now
centrally open layouts are perceived
as collaborative spaces that suggest
involvement and creativity.
Collaboration is by defnition
the willing cooperation among indi-
viduals who seek the completion of
a goal by means of problem solving,
interaction and innovation. Businesses
are required today to look at the
physical workplace and redesign it to
accommodate collaboration that will
ultimately bring the company to suc-
cess. Without collaboration, a com-
pany in todays extremely competitive
market will fail.
What does collaboration bring
to a company and how does the
space emphasize collaboration? Col-
laboration is frst and foremost about
sharing knowledge. Within a space,
the interaction among users will de-
velop what is known as visual learn-
ing. By standing near an individual
with more experience and knowledge,
one will pick up more quickly the key
steps to successful functionality and
effciency in the offce. In other words,
through observation one learns. Imita-
tion and practice additionally follow
observation in the process of learn-
ing.
Now more than ever, compa-
nies focus on the concept of shared
knowledge as an invaluable secret
to the companys success. The ideas,
values, and information that are
distributed among workers is es-
sential to a business that wants to
move forward progressively toward
success and effciency. According to
a study, a business values the shared
knowledge of its employees more
strongly than a computer database
in fact, the same study proved that
one individual is most likely to ask
a colleague for information rather
than researching through the data-
base. This means that cooperation is
needed among employees and higher
managers. Proximity to a colleague
and motivation to interact with the
surrounding environment have been
shown to be fundamental ingredients
in the reshaping of a workplace. Inter-
estingly, interactions on an ongoing
basis and encouragement of com-
munication have helped a company
to fourish and to promote innovation.
Ultimately, collaboration has reduced
the amount of hours spent work-
ing on a project, with the example
of NASA reducing the time spent on
project tasks by 9 months on aver-
age. Therefore, how does the physical
space allow for interaction? Research
has shown that when people are near
each other, they establish a common
ground of gestures, knowledge and
nonverbal cues that further empha-
size shared knowledge and strength-
en social relationships. Additionally,
the absence of a strongly hierarchical
management setting further strength-
ens social interaction and intellectual
collaboration.
Where collaboration is sought,
the workplace shapes its environment
to strengthen collaboration and to
promote interaction by creating an
open and centralized foor plan this
must be utilized, however, keeping in
mind that face-to-face communica-
tion and proximity to teammates is
as essential as a well laid out circula-
tion pattern. Because interactions
dont occur only at workstations, a
well-designed circulation pattern is
very likely to connect the users of the
space. Corridors become signifcant
points of informal collaboration and
knowledge sharing, whereas copy
rooms and coffee nooks accommo-
date specifc meetings and types of
interaction.
While collaboration and
interaction that emphasize shared
knowledge are conceived as primary
assets to the company, the design
of the environment needs to con-
sider privacy and need for protection
from interruptions. Noise, unwanted
distraction while in focus mode, loss
of concentration due to poor parti-
tions, and undesired collaboration are
issues that must be resolved in every
offce situation. A balance between
open collaboration and total isolation
must be found to produce an effcient
working environment.
Defning Culture and Organizational Culture: From Anthropology to the Offce
Haworth.com
The idea and defnition of
culture has changed and evolved
over time depending on the way in
which people used this term. From
the defnition in 1430 of cultivation
or tending to soil, to the 19th cen-
tury meaning of refnement of mind,
taste, and manners, to our present
defnition of the totality of socially
transmitted behavior patterns, arts,
beliefs, institutions, and all other
products of human work and thought
we can see the variety in how the
defnition has changed (2). Its this
present day defnition that allows us
to tie culture to the workplace. Its
said that the culture of an organiza-
tion infuences their decisions and
actions when solving problems (2).
When diving deeper into this relation-
ship of culture and the workplace its
essential to understand the aspects
of culture. There are two categories:
the invisible aspects and the visible
aspects. Examples of invisible as-
pects are a work place or employees
values, attitude, assumptions, and
beliefs. The visible aspects are then
broken into two sub-categories of 1.
articles, which are employee dress,
product line, signage, publications,
interior architecture and furniture,
and 2. behaviors, which are the fnan-
cial reporting, hiring/fring practices,
employee training and recycling pro-
grams (2). These aspects aid in un-
derstanding the way in which culture
is defned within the organization.
We can break culture down
into three basic human activities:
what people think, do and make.
Within these three activities there are
several common properties; the idea
that culture is shared, learned, trans-
mitted cross-generationally, symbolic,
adaptive, and integrated (3). One
thing that is crucial to understanding
the culture of a work place is that a
particular action is not cultural if it is
unique to only one or relatively few
individuals (3). It must be a common
thread amongst a large group of
people. A way for a specifc action to
become cultural is for it to be learned
and transmitted cross-generationally
through formal or informal social
interaction. Keep in mind though that
this is a slow process and that you
cant change culture overnight.
Organizational culture is in-
creasingly understood as a company
asset that can be used to increase
business performance (2). If we un-
derstand culture and the way people
interact with their environment and
the things within their environment,
we can create a productive organiza-
tional culture that will help businesses
increase employee job satisfaction,
performance and overall attitude.
The following continue to impact
the relationship between organiza-
tions, workers and the work place:
work organization, values, lifestyles,
demographics, knowledge-intensive
work, outsourcing, and other social,
economic and technological factors
(4). Edgar Schein, from MITs Sloan
School of Management, says that
organizational culture is a pattern
of shared basic assumptions that
the group learned as it solved its
problems of external adaptation and
internal integration, that has worked
well enough to be considered valid
and, therefore, to be taught to new
members as the correct way to per-
ceive, think, and feel relation to those
problems (4). When understanding
this defnition three common at-
tributes arise: that the concept of
shared meaning is critical, that the
notion of organizational culture is
constructed socially and is affected
by environment and history, and
that organizational culture has many
symbolic and cognitive layers. Schein
has also categorized the places in
which culture can be found into three
fundamental categories: 1. Observable
Artifacts 2. Espoused Values, and 3.
Basic Underlying Assumptions (4).
By understanding the mean-
ing of culture and how it relates to
the workplace, we, as designers, can
appropriately design a functioning
work place for an organization that
relates to and encourages their spe-
cifc organizational culture.
Measure of Success
The design of offce spaces
in the past decade has radically
changed, from the idea that these
were merely functioning as places
to work, to spaces that generated
ideas and successful products.
Herman Miller, leader in the
research conducted on businesses
and workplaces, observed that suc-
cessful working environments are the
product of an accurate design re-
search that encompasses the people,
the culture, the management struc-
ture, and the technology systems of
an organization (2). The results of
the research showed that an effcient
working environment makes use day-
light, fenestration that gives the pos-
sibility to see the surroundings, new
furniture, versatility, and mobility. The
combination of these factors with a
successful training for the use of the
new workplace augmented productiv-
ity (3).
The overall redesign of the
new offces supported new technolo-
gies and telecommunications thus
increasingly supporting the effciency
of the users and workers (5). In
particular, the new planning of the
offce environments improved satis-
faction and the sense of belonging to
the workplace (6). Data additionally
proved that the functionality of the
space enhanced collaboration and
participation among users. The open
design and foor plan supported fex-
ibility and movement among the us-
ers with the outcome that decisions
that would have normally taken days
were made in a more opportune and
sensible manner that speeded up the
working process (6).
Conclusively, the process of
reconfguring a working environment
for the designer is the product of a
satisfactory research of the company
culture and people, with the fnal evi-
dence that users perform better and
the business is more successful (7).
Steelcase.com: Brand, culture and the workplace
Which comes frstthe culture or the workplace?
Three Sixty Publication, 2010.
The workplace is a frequently
overlooked but critical lever in sup-
porting a brand and culture change
(2). Logos and advertising are the
primary way to express brand in
the workplace; but in a study, 50%
surveyed said they understand that
the design of the total workplace is a
powerful way to encourage behaviors
that sync with brand (3). The idea
that marketers alone own branding
is based on 50+-year-old practices.
Today, branding requires effort and
input from everyonefrom the CEO
to the hourly production employees
(3). Recently, brand discussions have
moved to the organizational forefront
for three key reasons: Consumers
have too many choices and too little
time to make decisions. Buyers often
default to a trusted brand that has
provided positive experience. Many
products have similar qualities and
features, which are easy to emulate
or copy. People tend to base buying
choices on trust and emotion; ulti-
mately we think about how products
or organizations make us feel (3).
Logos and ad campaigns are
merely symbols or identifers of the
brand. A brand is who an organization
is and what they stand for, i.e., your
brand is your reputation (3). Societys
faith in institutions has collapsed as
corporations and leaders scandals
have been exposed to the public. For
brands today, gaining trust is higher
on the agenda than ever. This means
that culture is more important to cre-
ate authentic, strong brands (4).
Employees create the ideas
and execute the processes that
defne the customers experiences,
therefore the space where work is
done, is integral to the brand and
culture of the company. The right
kind of space can help to deliver on
everything a brand aspires to be (5).
To put it into a simple word equation:
brand = behaviors = culture, which is
shaped and reinforced by the work-
space (5). Brand iconography today
is less stiff, as many organizations are
realizing the need to uncube their
spaces and increase collaboration
(6). Kim S. Cameron and Robert E.
Quinns premise is that there are four
basic types of organizational cul-
ture: clan, hierarchy, adhocracy, and
market. Recently, researchers have
discovered a clear shift from hierar-
chy to clan values (6).
New dimensions of workspace design
are emerging:
o A reduced ratio of individual work-
spaces to collaborative settings
o Increased use of technology as an
enabler of connections
Can be used to successfully con-
nect distant workers
o More mobility and distributed work
behaviors
The desire for a clan culture
combines with smaller space (shrink-
ing real estate), and newly emerging
work strategies in which employees
work from multiple locations (6-7).
o Begin to defne the physical space
based on the brand intent
o Create a visual communications
map to convey key messages
To understand your organiza-
tions brand intent, you must ask,
what are your key business goals?
What is your brand promise? What do
you need to do in order to achieve
the goals and deliver on brand prom-
ise? What behaviors do you need to
encourage to ensure people are living
the brand? (6).
Gensler 2008 Workplace Survey (U.S.)
Gensler, pp. 1-32
Gensler zooms in on four
work modes that can make or break
a company: focus, collaborate, learn
and socialize. These work modes
allow the creative and innovative
power of people to be fully realized
(3). Gensler research shows that
people spend an average of 6% of
their time in social activities; focus
work, an average of 48%; learning,
an average of 6%; collaborating, an
average of 32% of their time (5).
A knowledge worker refers to an
individual who develops and applies
knowledge and information in the
workplace; they outnumber all other
works in North America by at least
four to one. Knowledge work requires
a high level of cognitive involvement
as well as analytical judgment skills;
process remains important but is
far less structured (7). Focus work
is disturbed by collaboration and
socializing by undermining the ability
of the traditional site of focus work
the primary workspaceto support
concentrated individual activity due
to distraction as colleagues gather/
socialize (7).
Gensler made three major
fndings in their research: 1) Success
in a knowledge economy means
working differently. 2) Top-performing
companies design their workplaces to
support all four work modes. 3) Effec-
tive workplace design directly cor-
relates to improved business perfor-
mance (9). First, workplaces are flled
with varied and dynamic interactions,
as opposed to hours of solitary work
(11). Average companies are cen-
tered on focus work. Top companies
collaborate more, value socializing
more highly, and learning is far more
important to top companies (12-13).
Top companies also rank the quality
of their work spaces 13% higher than
average companies. The quality of
light, air, furniture and space layout
contributes to a workplace that is
sustainable, ergonomically sound, and
fexible (16). Well designed spaces
help people do their jobs better;
especially knowledge economy work
(17).
Genslers Workplace Perfor-
mance Index (WPI) measurement and
analyxis tool for work environments
helps us understand specifcally what
makes space effective so design solu-
tions can be highly targeted for each
company (20). Results show that as
a companys WPI rises, their scores
on multiple business metrics also
rise, including proft, market position,
innovation capabilities, employee
engagement and brand. Proft alone
was 7-14 points higher, hitting 28.2%
proft increase at the highest levels
(23-24). Connecting people to an
organizations values and brand cre-
ates a sense of meaning and value
that complements cash and benefts
compensation (28). A workplace
speaks volumes about a company,
giving employees and visitors a visual
point of reference that refects the
companys mission, values and brand
(30). Knowledge economy work prac-
tices have changed but that many
organizations have not recognized the
full potential in these changesessen-
tially, they are prolonging workplace
practices that confict with new reali-
ties (32). Perhaps the strongest client
response was around the increasing
importance of socializing in the work-
place. We must design spaces that
foster collaboration and socialization
without disrupting focus (32).
Steelcase deep dive 360
Insights about the six patterns of work, pp. 1-8
Facilitating knowledge management
Getting organized has tradi-
tionally emphasized the aesthetics of
a clean desk rather than function.
Its important to shift out focus from
only storing information to effectively
managing knowledge resources (1).
The important aspect of storage and
organization is that workers can ac-
cess the necessary materials when
they need to, and keep the food
of information from overwhelming
their ability to work effectively (1).
The challenges facing organizations
of the 20th century are rapid and
continuous change, more competitive
pressure and the need to thrive on
a chaotic environment (1). Todays
workers have to manage more in less
timeand often in less space, (2).
According to a Steelcase Workplace
Index study, 82% of organizations
store information in both electronic
and paper fles (2). Also, the size and
shape of media to be stored var-
ies widely, including mobile memory
devices: CDs, DVDs, key fobs and
memory sticks (2). Multi-tasking
seems effcient, but may actually
have negative effects on the organi-
zation, creating a mess (2). The bot-
tom line for new workplace demands
is that as group workspace increases,
individual workspace size decreases.
As designers, we must provide the
proper space confguration to support
each individuals information man-
agement style (3).
A human-centered approach
In a 2005 study, white collar
workers spend an average of 15 min-
utes a day organizing their work area.
We need to begin with the individual
and the different ways they manage
their workspace (p. 4). There are
six information management styles:
Concierge (20%), Keeper (3%), Pro-
cessor (15%), Broker (16%), Player
(19%), and Specialist (27%) (4).
Concierges have a wide
variety of tasks and their informa-
tion collections help support oth-
ers work. They need large, active,
anticipated, and archived zones for
thin stacks of information. They have
high interaction and need space for
informational exchange (5). Keepers
maintain records, documents, objects,
and information. The archive storage
must be nearby, and they need room
for stacks of boxes of information.
Labeling and cataloging information
should be made into an easy pro-
cess for them (5). Processors have
predictable inputs and outputs in a
continuous fow of information. They
have little interaction and much focus
work. Space for linear movement of
document collections is necessary,
such as fles stored horizontally with
notes attached (6). Brokers work is
highly unstructured and very interac-
tive (often at the managerial or stra-
tegic level). They need ample meeting
space and large fat surfaces for
small stacks of anticipated work (6).
Players work is complex and involves
their specifc skill set. They have to
manage a large number of collec-
tions, for which they need a way to
balance anticipated and active work,
and more shelving for binders versus
lateral fles. Their desktops may serve
as parking lots (7). Specialists have
tight, individual focus work. They usu-
ally have information in their hands
longer than others and their work is
more open-ended. Flexibility of the
space is key, as collections vary from
project-to-project (7).
Organizing is strategicand
personal. People use the same basic
organizing patterns, but how they are
applied and what the system looks
like is a personal choice (8). People
tend to store things according to how
they use them. Some work best by
keeping everything visible (pilers),
while others need a very tidy, clutter-
free environment to work effciently
(flers) (8). By a poll, 30% of workers
are neat freak, 18% are slobs, and
52% are others. In the end, the best
organizing style is the one that re-
fects the individuals way of thinking
(8).
Three-Dimensional Branding
pp. 1-5
Today the goal is to burn a
distinct impression in the minds of
the consumers, one that clearly sets
their product apart from the rest of
the herd in a positive way (1). Brand-
ing in the marketplace does a lot
for a company. A successful brand
is an unwritten warranty, a mark of
integrity, a promise of intrinsic value
(1). The ultimate goal of branding
is something very tangible: presell
a product or service, creating the
perception that there is no alterna-
tive. You want the consumer to think
that your product is the only solution
to their problem (1). A strong brand
does not only rest on clever slogans
and memorable logos. A company
must live and breathe the brand so
that it is extended to every point of
contact with customers. This means
that the brand must be incorporated
into business strategy, product design,
customer service, and even the offce
environment (2).
Branding an offce environ-
ment has been on a limited scale
for many years, so law offces look
different from banks and restaurants,
etc. But now architects and designers
are branding the workplace so that
each law offce looks different from
the next (2). For many companies
3D branding makes sense. Whatever
business place it is, it is simply too
visible and costly an asset to leave
out of the brand-building equation
(2). 3D branding represents the next
logical stage in the progression of
understanding regarding the power of
place. Now companies are demanding
that facilities help defne corporate
culture and enhance brand identity
(3).
Positive branding relies on
repeated experiences of an orga-
nization that communicate quality.
Perceived quality is the only brand
attribute shown to drive fnancial
performance (3). Branding a corpo-
rate environment begins with intense
scrutiny of the business and how
it should be positioned. Marketing
employees need to join the project
team early on to help defne the mes-
sage that should be communicated,
and how to communicate it effec-
tively (p. 3). Product lines dont last
forever, so the image of the company
is more important than the branding
of the product itself (4). Every brand
boasts commitment to quality, but
this is just being overlooked by the
public who has heard it too much.
Stop talking about quality and start
showing it. Using visual cues in the
corporate environment is a crucial
step to success (4). Innovation and
quality technology are valued very
highly today (4). Concern for custom-
ers can be addressed by taking care
of the people who are taking care of
the customers (5). Presence and suc-
cess can be translated into an image
with size, substance and competence.
Fostering collaboration is important
to certain companies as well (5). Al-
though branding has mainly revolved
around visual cues, there is evidence
to suggest that this will evolve into
the third dimension of the corporate
environment (5).
How the workplace can improve collaboration
Three-Sixty Publication, pp. 1-7
Today, businesses are more
actively pursuing and promoting more
collaborative workspaces without
understanding what the environment
needs to become in order to support
collaboration properly (1). Because of
technology and research, a new view
of collaboration is emerging, with
several key fndings. Most important
is that most work today is done
in collaboration with others versus
individually. Collaboration is almost
constant and threads throughout the
entire workday (1).
Knowledge work is key to
business success today, and research
shows that typically it is accom-
plished in four modes: Focus, Col-
laborate, Learn, Socialize (1). Across
these four work modes, workers use
two types of knowledge: explicit and
tacit. Explicit is the formal, systematic
information typically found in docu-
ments and procedures. Tacit is deeply
personal and learned by experience
(1-2). Since 82% of white-collar
workers feel they need a partner
to get their work done, knowledge
work has evolved into a more so-
cial activity where workers build on
each others ideas and create new
knowledge (2). Research done at the
Santa Fe Institute has validated that
two or more heads really are better
than one, and the group will measur-
ably outperform the lone expert every
time, (2).
With cloud computing and
new technologies, worker data is
easier to share with others, which
synchronizes collaborative efforts (2).
However, achieving a collective mind
is not a given. Steelcase research
shows that 70% of workers waste
time (15 minutes) trying to fnd a
space to meet (2). Collaboration is
threatened by distractions, divided at-
tention, and having too many people
in the group. The number of possible
interactions explodes in groups with
more than six people, and collabora-
tion happens best among 4 to 8
people (3). When support systems
such as easily accessible shared
spaces and the right technologies are
in place, the effciency factor can be
tipped, making effective collaboration
easier (2).
From research on collabora-
tive spaces, several key fndings have
emerged: Collaboration is iterative
and mostly informal; a constant
theme of the workday; equal access
to information is crucial; everyone
has equal access to digital and ana-
log information displays and can see
each other eye-to-eye; technology
rules; ideally, there is easy access to
data and power throughout with no
dead zones; a social space is criti-
cal as the hub of the work area; and
providing space for private, focused
work remains critical for productivity,
(3-4).
To assist designers, Steelcase
researchers identifed several plan-
ning considerations:
Rolling collaboration: staying in fow,
support a braided experience.
Density: consider multiple uses of
space.
Layering: analog/digital information,
vertical surfaces for communication,
real-time updates of project work,
and providing ways for workers to
share information from personal
devices.
Zoning: support all four work modes,
but be mindful that collaborative
environments require a balance of
enclosed spaces for focused work,
conference calls and telepresence.
Proximity: design shared information
walls close to resident workers as
reference points.
Tools: provide data, power, shared
vertical elements (screens, white-
boards, tack space) to enable the
exchange of tacit knowledge.
Social: provide open and casual
spaces where people can work and
remain accessible to others; consider
food as a socializing factor (6-7).
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 1 Summary, pp. 1-27
Collaboration is central to development of new ideas, procedures,
products, and creations, (p. 11). However, Stegmeier points out that the col-
laboration of people in the workplace is impeded by several different issues,
and most often a change (or changes) in the physical environment is blamed
by employees and employers. In actuality, the physical change itself is not the
cause of disruption; it is the implementation of the environmental changes,
and how they are communicated to employees that causes disorder in the
workplace. Dr. Bettina von Stamm wrote in her book, About: Innovation that
there should be a shared language between designers and managers to break
down communication barriers. To begin a project, one must emphasize the
benefts the client will see by taking on an interdisciplinary approach (de-
sign + business professionals), rather than saying that one is more important
than the other. Beth Harmon-Vaughan of FIDER believes using an iterative
approach and leveraging technology can speed up the process, saving time
and money. Most importantly, the workplace solution created by an iterative
process is more successful.
When implementation professionals are pulled into the process of
adapting employees to a new environment after the fact, the process is much
more of a struggle for everyone involved, because employees are already
unhappy and are often spreading rumors about what is happening to the
company. Transitioning into a new workplace is more diffcult and a more
negative experience if the right professionals are not involved from the start.
Beginning a project correctly is key, and can save the business a lot of money,
time and grief. Employees start to think about what he or she is losing per-
sonally, instead of focusing on the wonderful new environment their business
has adopted. They see the environment as something that happened to them,
instead of an object that they can use to perform better. Another major is-
sue in transitioning is that several departmental initiatives and strategies are
being implemented at the same time, but not cohesively, and often without
communicating to the other departments properly. The workplace is impacted
by changes made in ID, HR, sales support, and other departments. All of the
different departments of the company must be educated and communicated
to effectively and equally about the changes occurring in each sector of the
company.
Where the actual design process occurs, Stegmeier believes that
architects and designers are taking an approach that is entirely too linear,
where they do not integrate into an interdisciplinary workforce from the start.
So instead they start, hit speed bumps, stumble, carry on, hit another speed
bump, etc. Instead, parallel paths need to be established, with touchpoints
along the way, to ensure barriers are identifed and addressed as early in the
process as possibleideally, prior to the workplace strategy being developed,
(p. 13). Each professional is the interdisciplinary approach share some com-
mon ground, which could be misconstrued as overlapping and redundant;
however, each professional specializes in his or her feld for a reason, and all
are crucial to a successful design and implementation. They all should share a
commitment to do what is best for the clients project, which requires a clear
defnition of roles, and plenty of compromise. The Sprint project reiterates all
of Stegmeiers points about effective collaboration of professionals from the
start; sharing the design and implementation process.
The trend is moving away from the single-source, do-it-all provider
in favor of the very fuid approach of multidisciplinary teams that form and
disband as client requirements dictate, says Stegmeier of todays key compo-
nents of an interdisciplinary approach (p. 27). Architectural and design frms
are encouraged to collaborate and build relationships with highly specialized
external resources as necessary for each job. This approach ensures a suc-
cessful design that is more innovative and effectively implemented.
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 2 Summary, pp. 28-65
When a company is going through a substantial change, it doesnt mat-
ter whether its a small mom-and-pop business or a large company that is
expanding even more; common to ever and all organization is the human
resistance to change. And many business leaders agree that incremental-
ism doesnt work in todays fast-paced, rapidly changing and competitive
environment. Today, employees must deal with changes more often and more
dramatic than in the past. When a properly designed new workplace fails,
often it is due to factors that in are out of the designers or architects control.
In chapter 2, Stegmeier outlines key factors that infuence human behavior in
the workplace. A deep understanding of these factors will hopefully prevent
a workplace design failure. Research shows that the relationship between
organizational goals and expectations and employee behaviors is dynamic;
and shows that two forces can either co-exist in harmony or in great con-
fict, and, as changes to the organization are introduced, the relationship
itself often changes, as a function of the magnitude of the change and the
level of employee resistance to that change, (p. 33). Sometimes when the
changes seem unconnected to employees, they believe that the changes are
not permanent, so they tend to downplay or even ignore the new system. The
changes are more successful when they are presented to the employees as
holistic organizational changes, which connect the physical environment to
the direction the company is headed.
Critical Infuences on Behavior in the Workplace:
Vision and Mission
Image
Rewards and consequence
Organizational structure
Communications
Core values
Leadership behavior
Autonomoy and authority
Performance management
Technology
Culture
Compensation
Knowledge management
Business processes
Physical workplace
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 3 Summary, pp. 72-112
The words creativity and innovation are used interchangeably, but they
mean two different things, which are important for understanding how they
should be applied in workplace design.
o Creativity is the ability to approach the situation at hand with a fresh
perspective to create unexpected ideas.
o Innovation is the synthesis of knowledge and ideas, and the transforma-
tion of ideas/knowledge into new products, which will be diffused through
society (p. 72).
Creativity is the basis for innovation, but does not guarantee innovative
results; designers and architects would be wise to tie their offce design to
supporting a businesss organizational innovation (p. 72).
The theory of multiple intelligences proposes that humans possess nine
distinct forms of intelligence, with unique intellectual profles. The types of
intelligences include:
o Verbal-Linguistic Intelligence
o Mathematical-Logical Intelligence
o Musical Intelligence
o Visual-Spatial Intelligence
o Bodily-Kinesthetic Intelligence
o Interpersonal Intelligence
o Intrapersonal Intelligence
o Naturalist Intelligence
o Existential Intelligence (p. 74)
A deeper understanding of how multidisciplinary team members perceive a
given situation differently, or how they convey ideas, would help one form a
stronger workgroup or work environment (p. 74).
Innovation should not be a task bestowed upon only certain employees
(marketing, research and development, etc.). It should be a challenge for every
person in the workforce to discover better ways of doing things (p. 78).
Alternative workspaces are not always obvious to users, nor are they often
seen as a positive replacement for their old private offce. Sometimes it is
useful to have workers think of the new workplace as their home: when they
need some privacy, they move to the porch or den (p. 78).
Sherman D. Roberts highlights four fundamental leadership processes:
o Decision making
o Persuasion
o Performance maximization
o Innovation
Maximizing emphasizes choosing the best performance and then motivat-
ing that performance so that it varies less. Innovating emphasizes motivating
performance, so that it varies more, and then choosing the best variations.
Sherman D. Roberts (p. 81).
Convergent thinking uses data from diverse sources; analyzes and selects
from multiple alternatives; and produces one solution. Divergent thinking is
initiated by a stimulus for thought; connects unrelated concepts or creates
new ideas; and produces numerous, diverse alternatives. Todays complex and
ever-changing workforce requires both types of thinking (p. 83-84).
Today, organizations are facing a situation of discontinuity; here, the launch
of a new product/service and anticipation of new revenue competes with the
current state of the enterprise. To apply continuity and discontinuity to the
workplace, fexibility of components is most crucial (p. 85-86).
The infrastructure for innovation centers on six elements:
o Targeting domains
o Shaping a culture of innovation
o Engaging employees
o Making decisions in innovative contexts
o Developing implementation strategies
o Designing the innovation-friendly workplace
Organizations recognize that choices made are often not aligned with the
strategies already in place to guide managers in the appropriate direction.
When enterprises develop the proper infrastructure to enable an increase
in the number of new ideas generated, managers will be approached more
frequently by employees in search of funding ideas. An added beneft of using
a formal process is providing a permanent record of ideas proposed by the
frms employees, creating an archive of documented concepts that could be
utilized in the future (p. 90-91).
Implementation strategies should include:
o Set expectations
o Understand intrapreneurialism
o Document decisions
o Balance support
o Embrace constructive failure
o Provide shelter (p. 91-92)
When developing workplaces to foster creative and innovative behavior, on
should go beyond the look of creativity, or the space will fail its purpose (p.
93).
Organizational Innovation refects the highest degrees of workplace variation
and behavioral variation, where divergent thinking is combined with a diverse
choice of work settings (p. 96).
An independent kit of parts approach to furniture components remains
valid, regardless of private offces, open offces, or whatever the case may be.
Adaptability can also be increased by designing bays in various sizes (p. 99).
The choice of adopting either a fxed-point system or a spine system for
housing utilities should be expanded to the consideration of a wireless work-
place fexibility by better utilization and deployment of the furniture kit of
parts (p. 99).
Two of the top priorities of workplace strategies that support mergers and
acquisitions are to:
o Diminish the loss of staff to competition
o And decide the level of attrition the organization is willing to accept
Parallels between organizational design and workplace design suggest that
there is a framework for positioning workplace design in the context of strat-
egy that has been accepted in the world of business (p.108).
Physical space as currency is a major issue with workplace design change.
Rationalization regarding privacy needs cannot disguise the psychological is-
sues underlying the surface. Ive worked my way up through the ranks and I
have earned a private offce, is how the employee is honestly feeling (p. 109).
Four primary sources of confict in the workplace are due to a competitive
work environment:
o Misunderstanding or misinterpretation of facts
o Use, or limited use, of any given resource
o Different values, opinions, and/or beliefs
o Different perceptions of a situation
The multigenerational workforce is presenting unique problems: older gener-
ations believe younger workers rely too heavily on technology to compensate
for less-developed social skills (p. 111).
Today, workplace dress codes and attitudes are being challenged and
becoming less rigid. Company members expect to be engaged every day in
work that is important, an opportunity to make an impact, and the potential
to grow in the future (p. 111). Companies are out to hire the best and brightest
graduates by providing state-of-the-art technology (p. 112). And a better bal-
ance between work and life is a growing interest for all (p. 111).
The notion of providing workspace for each employee is costly and long
outdated (p. 112).
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 4 Summary, pp. 113-
The Collaborative Principle Index was developed to measure how well
organizations currently integrate the cultural, operational and environmental
principles in their workplace. They become talking points used to ensure that
business leaders are realistic about how much change physical space can
drive (p. 113).
In order to implement any workplace strategy successfully, executive spon-
sorship to address barriers and support a cultural transformation is essential
(p. 114).
The Competitive Offce model is characterized by:
o People working against each other, rather than together
o Individuals visually isolated in cubicles, rather than located in team spaces
o Information-hoarding, rather than knowledge sharing
The Collaborative Workplace model is characterized by:
o Visual connections and interactions foster trust and creativity
o Information is shared
o Teams are rewarded for productivity and growth
Competition and collaboration are complementary forces, where rivalry
and supremacy can stimulate creativity and encourage achievement. But too
much competition can lead to employees working at cross purposes, which is
negative in the workplace (p. 115).
Transition from a Competitive to a Collaborative Workplace requires rela-
tionship-building support to encourage the appropriate behavior from each
employee (p. 114).
Eight Myths of Workplace Collaboration:
o 1. Teaming is the answer to all our problems.
Myths surrounding include the perceived loss of power by managers with pri-
vate offces, who feel they need to save face and resort to actions such as
intentionally withholding information to replace their currency of power.
Collaborative Workplace Principles:
Challenge of the status quo
Balance of space for privacy and interaction
Variety and character of workplace settings
Physical proximity to team members (p. 120)
o 2. Adopt a free-address policy for teams to use conference rooms on a
frst-come, frst-served basis.
o Balance support
o Embrace constructive failure
o Provide shelter (p. 125)
When developing workplaces to foster creative and innovative behavior, on
should go beyond the look of creativity, or the space will fail its purpose (p.
93).
Organizational Innovation refects the highest degrees of workplace variation
and behavioral variation, where divergent thinking is combined with a diverse
choice of work settings (p. 126-127).
An independent kit of parts approach to furniture components remains
valid, regardless of private offces, open offces, or whatever the case may be.
Adaptability can also be increased by designing bays in various sizes (p. 99).
The choice of adopting either a fxed-point system or a spine system for
housing utilities should be expanded to the consideration of a wireless work-
place fexibility by better utilization and deployment of the furniture kit of
parts (p. 128).
Two of the top priorities of workplace strategies that support mergers and
acquisitions are to:
o Diminish the loss of staff to competition
o And decide the level of attrition the organization is willing to accept
Parallels between organizational design and workplace design suggest that
there is a framework for positioning workplace design in the context of strat-
egy that has been accepted in the world of business (p.128).
Physical space as currency is a major issue with workplace design change.
Rationalization regarding privacy needs cannot disguise the psychological is-
sues underlying the surface. Ive worked my way up through the ranks and I
have earned a private offce, is how the employee is honestly feeling (p. 129).
Four primary sources of confict in the workplace are due to a competitive
work environment:
o Misunderstanding or misinterpretation of facts
o Use, or limited use, of any given resource
o Different values, opinions, and/or beliefs
o Different perceptions of a situation
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 5 Summary, pp. 130-179
CASE STUDIES: COLLABORATIVE WORKPLACES THAT WORK
Alcoa Case Study
The employees werent able to convene quickly or make decisions fast
enough to keep up with changes in the global business environment; it could
take several days before leaders, their schedules and a conference space
could be aligned (p. 130).
Early in the process nine principles were identifed to guide all design deci-
sions.
The workplace design concept that a persons offce is the entire facility
teaches a powerful lesson that makes the Alcoa Corporate Center succeed as
a collaborative workplace (p. 131).
Employees can go to the ground foor and work on the terrace or in the
atrium if they so choose (p. 132).
Making people visible and accessible guided many decisions, including the
use of escalators in the frms six story atrium, to encourage change encoun-
ters and interactions (p. 134).
Marconi Communications Case Study
The challenge was to determine how employees could collaborate as one
company (p. 136).
Workplace Futures had to enable connectivity, aligning the people, workplace
and new ways of working with the new organizational direction (p. 137).
Specifc workplace inspirations are a common design denominator for every
Marconi facility in the world (p. 139). These were to help the workplace refect
a social heartbeat and become a center of energy and excitement, which
radiates to all parts of the facility (p. 140).
The organizations desire was to extend the positive aspects of social in-
teraction occurring in public spaces into the diverse work areas of the entire
facility. They designed varied neighborhoods to support specifc requirements
of each work group. It required defning a completely new spatial model to
transform the old workplace attributes and culture (p. 141).
Space as right became space as a tool, information comes to me I go
to information, invisible architecture messaging architecture, and man-
agement by control facilitated management (p. 142).
SEI Investments Case Study
SEI Investments workplace has received numerous workplace design awards
from several publications for many years (p. 143).
They determined that their workplace should foster transformation, enable
idea fow, emphasize teams, spark creativity, and execute innovations. Values
via words are not as strong as those embodied in the offce itself, so the cor-
poration wished to give physical presence to values (p. 143).
To create a truly fexible work environment, thick spiral cables containing
electrical power, LAN and telephone connectivity came down from the ceiling
to provide an 18-foot diameter range of motion and access (p. 144).
They increased their customer referral rate to 100% after the workplace
design change (p. 145).
GSA Workplace 20/20 Case Study
The current state of corporate America is that workplaces have less money,
constant pressure for more effciency, the need to do more with less, and get
more effectiveness out of the same resources (p. 145).
Public Buildings Service Great Lakes Regional Offce, Chicago, Illinois
Full and partial walls of glass allow daylight to peek through areas that were
once solid drywall (p. 155).
The willingness of managers to move from offces around the windowed
parameter of the building to the internal offces indicates the importance of
engaging each individual in changes crucial to organizational effectiveness (p.
156).
GSA Workplace 20/20: Lessons Learned
Workplace strategies centered on improving collaboration and interaction are
at odds with workers needs for focused individual attention and confdentiality
(p. 159).
Cultural constraints may discourage use of informal collaborative spaces if
there is a perception associates are not working (p. 159).
Hallmarks of the Productive Workplace are:
o Spatial equity
o Healthfulness
o Flexibility
o Comfort
o Technological connectivity
o Reliability
o Sense of place
In the private and federal government sectors, there are clients who just
want a new workspace, without wanting do engage in consulting activities
they just want the end result, even though solutions are proven more effective
when they incorporate the Workplace 20/20 concepts (p. 160).
Analytical Graphs Case Study
AGI has been ranked number one best place to work by several publications
in 2004-2006, and remains an innovative and successful workplace design
(p. 159).
A huge list of perks for employees includes: three free meals per day for
them and their families, on site gym with free personal trainer, free laundry
facilities, oil changes conducted in the companys parking lot, and weekly
pickup/delivery of dry cleaning and shoe repair (p. 160).
The company is passionate about celebrating team success, and they cele-
brate the end of each year by designing, building and launching model rockets
with their families (p. 160).
Meyer design used curved walls to create an appropriate balance between
enclosure and interaction, to convey the companys culture that interruptions
are acceptable, and even welcome (p. 161).
Pfzer Global Research and Development Case Study
Previously, chemists worked on the top foor to utilize much-needed ventila-
tion, while biologists worked below them. While the arrangement was effcient,
the physical separation between the two departments impeded on day-to-day
informal interaction that generates momentum for exchange and discovery (p.
166).
When one department passes information on to the next to apply their area
of expertise, the outcome is rarely as rich when cross-functional teams work
together to fne a solution or develop a new product (p. 166).
The frm developed a concept called the front porch, a circulation path that
eases travel throughout the space and encourages staff interaction during the
day (p. 168).
CiscoThe Connected Workplace Case Study
Ciscos object was to achieve a balance between portfolio of proven, effec-
tive choices and customizable elements that would meet the needs of indi-
vidual work groups (p. 170).
One of the solutions developed is an environment based on a university
theme, including quads and plazas, commons, and enclosed spaces called col-
leges (p. 170).
Worker productivity is issue #1, with real estate and information technology
at a close second and third largest components of operation expenditures
(OPEX). Even a small drop in worker productivity will eliminate infrastructure
savings (p. 172).
Gensler Headquarters Case Study
Flattening the organizational hierarchy that had grown over the years would
support the objectives of transferring knowledge more quickly and improving
collaboration to achieve more innovative results (p. 173).
Gathering spaces close to work areas encourage spontaneous idea genera-
tion among peers, while differing heights of workstation components create
an interesting skyline in the offce space (p. 174).
De Lage Landen Case Study
They were not allowed to use drywall or building enclosed rooms that had no
visual connections during renovation (p. 178).
The companys high churn rate of each employee moving an average of 2.3
times a year, set direction for exploring moveable, demountable systems to
allow fexibility from a facilities standpoint (p. 178).
The company made sure managers and department heads understood the
fnancial impact of their space requirements on the company by considering
each department a cost center, including furniture in the space (p. 179).
Executives wanted each staff member to feel as good about his/her depart-
ment as he/she did about the company overall (p. 179).
Their workplace sends a message to employees that the spotlight shines on
a team of equals (p. 180).
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 6 Summary, pp. 183-194
COLLABORATIVE WORKPLACE PRINCIPLES
Providing a more stimulating work environment can help companies attract
and retain the best and brightest minds critical to the achievement of desired
business results (p. 183).
The elements that foster collaboration and enable innovation can be divided
into three broad classifcations, the Collaborative Workplace Principles:
o Cultural
o Operational
o Environmental (p. 183)
Interior design alone cannot produce the best conditions for optimal perfor-
mance (p. 184).
Cultural Elements Fostering Innovative Behavior
In one enterprise, you may fnd variations of a cultural factor among differ-
ent business units or departments in the workplace (p. 184).
Common cultural factors that encourage innovation are honesty and respect,
valuing curiosity and restlessness, and welcoming staff to challenge the status
quo. This culture is often described as casual, informal and collegial (p. 184).
Other common elements of successful collaboration is a heavy emphasis on
learning, and a culture of failing forward, or understanding the process that
led to the failed concept versus blaming an individual (p. 184).
Also, celebrating success is an essential cultural element to fostering innova-
tive behavior (p. 185).
Operational Elements Fostering Innovative Behavior
Operational elements are more easily understood and recognized by senior
management than are cultural or environmental; related issues include tech-
nology, compensation, performance measurement, and facilities maintenance
(p. 185).
Giving users the freedom to make changes to their work environment
instead of having them adapt themselves to the work setting refect a crucial
Collaborative Workplace Principle, changes made quickly be end users (p.
185).
Time after time business leaders say that effective communication is key to
organizational success, but they always admit it needs some improvement. En-
abling free-fowing communication and multiple ways of connecting people in
the organization can be accomplished by offering diverse methods of transfer-
ring knowledge (p. 186).
Offce amenities were strategically aligned with paths of circulation for con-
venience and more opportunities for interaction (p. 186).
Common today is an internal blog where employees can post questions and
have ongoing conversations about the corporation (p. 187).
The IT team must understand that not everyone has the same experience
with technology, considering the mixed-generation makeup of todays work-
force; therefore ongoing training to show employees how to leverage technol-
ogy is essential in many workplaces (p. 187).
An important operational element is a mentor program that offers informal
learning opportunities (p. 187).
Performance management mechanisms can also be used to foster innova-
tive behavior; for example, think of an employer that provides safe, easy to
reach objectives for an employee, versus one who sits down with an employee
to co-develop more far-reaching goals (p. 188).
Structural lag refers to new values put in place while other organizational
practices lag behind, so many employers try to shift to team-based outcomes
without changing their compensation structure practices to ft the new view.
Another negative attribute of organizational leaders is operational punish-
ment (p. 188).
Environmental Elements Fostering Innovative Behavior
The importance of how physical space guides behaviors in the workplace
cannot be overemphasized, but at all times we must consider the interrelated-
ness of environmental factors with cultural and operational factors (p. 189).
Important environmental elements that foster innovative behavior include:
Visual openness, yet establishing boundaries where needed
Physical proximity of teammates
People having easy access to one another, but providing space for privacy
and personal interaction (variety).
The concept of bringing the comforts of home to the workplace environment
to have employees spend more time on campus
Exposure to ongoing work to colleagues (to generate input via new ideas or
building on ideas from employees outside a specifc group)
Having a dedicated team space, which the team can control, and avoiding
the dreaded task of having to fnd a place to meet, or tear down/set up mate-
rial, which wastes time*
Thomas Edison said, surround people with every tool imaginable. Display
thinking, cognitive artifacts, and disparate visual reminders. They stimulate the
generation of new ideas (p. 189-190)
*Dedicating a space to a team does not mean it is permanent; giving them
their own area for the duration of the project can accelerate the attainment
of their goals by reducing time spent negotiating and juggling shared resourc-
es (p. 190).
Collaborative Workplace
Principles

Cultural Elements Fostering
Innovative Behavior
Operational Elements
Fostering Innovative
Behavior
Environmental Elements
Fostering Innovative
Behavior
Consider people equal
contributors
Free-flowing communication Balance of space for privacy
and interaction
Welcome all ideas Multiple ways of connecting
people quickly
Visual openness
Look to unlikely people from
other teams
Changes quickly made by end
users
Variety and character of
workplace settings
Fail forward Plug and play capability Physical proximity of team
members
Casual, informal, collegial
relationships
Access to knowledge via
structured system
Control over dedicated team
work spaces
Encourage honesty and respect Opportunities for informal
learning through mentors
Rub elbows in close quarters
Spontaneous interaction and
group problem solving
Include stretch goals in
performance management
Surround people with every
tool imaginable
Value curiosity and restlessness Address team and individual
compensation elements
Exposure to others ideas in
progress
Encourage formal learning and
informal discovery
Address team and individual
rewards and recognition
Cognitive artifacts, displayed
thinking, visual reminders to
stimulate idea generation
Challenge the status quo Reduce operational
punishment to explore new
ideas
Comforts of home
Celebrate success Reduce red tape in exploring
new concepts
Social heartbeat

A conscious effort to understand the environmental, cultural and operational
elements in an interrelated and cohesive whole is critical to creating physical
work environments that support innovation as a key business goal (p. 194).
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 7 Summary, pp. 195-203
The Collaborative Principle Index was developed to measure how well
organizations currently integrate the cultural, operational and environmental
principles in their workplace. They become talking points used to ensure that
business leaders are realistic about how much change physical space can
drive (p. 195).
In order to implement any workplace strategy successfully, executive spon-
sorship to address barriers and support a cultural transformation is essential
(p. 195).
The Competitive Offce model is characterized by:
o People working against each other, rather than together
o Individuals visually isolated in cubicles, rather than located in team spaces
o Information-hoarding, rather than knowledge sharing
The Collaborative Workplace model is characterized by:
o Visual connections and interactions foster trust and creativity
o Information is shared
o Teams are rewarded for productivity and growth
Competition and collaboration are complementary forces, where rivalry
and supremacy can stimulate creativity and encourage achievement. But too
much competition can lead to employees working at cross purposes, which is
negative in the workplace (p. 196).
Transition from a Competitive to a Collaborative Workplace requires rela-
tionship-building support to encourage the appropriate behavior from each
employee (p. 196).
Eight Myths of Workplace Collaboration:
o 1. Teaming is the answer to all our problems.
Myths surrounding include the perceived loss of power by managers with pri-
vate offces, who feel they need to save face and resort to actions such as
intentionally withholding information to replace their currency of power.
Collaborative Workplace Principles:
Challenge of the status quo
Balance of space for privacy and interaction
Variety and character of workplace settings
Physical proximity to team members (p. 196-197)
o 2. Adopt a free-address policy for teams to use conference rooms on a
frst-come, frst-served basis.
Creates confict and limited use of a workplace resource.
Often overlooks the competition that exists between each team.
Myth that moving to an open plan means an automatic decrease in square
footage of real estate needed and cost of the facilities overall.
CWPs:
Casual, informal, and collegial relationships
Spontaneous interaction and problem solving
Address team and individual compensation elements
Dedicated team spaces and productivity tools (p. 197)
o 3. Flexibility and mobility breed collaboration and innovation.
Process of relocating and reorganizing project rooms can be time consuming.
Ultimately, creativity and innovation are facilitated by access to a variety of
materials, resources and tools, which may or may not be incorporated into
temporary project rooms.
Usually fnding a place to meet is only the frst challenge; setting up refer-
ence materials and packing them up after use all wastes time.
So teams need dedicated spaces where their materials stay in place and
team members can come into the space, become educated on the progress,
and go off to do their own work involving such project.
CWPs:
Balance of space for privacy and interaction
Control over dedicated team space
Exposure to others ideas in progress
Displayed thinking (p. 197-198)
o 4. The physical spaces we create to encourage collaboration are not be-
ing used, ergo our employees do not like cappuccino!
If upper level employees do not use the space, neither will the front-line staff.
21 days is the length of time (psychologists have found) it takes to learn/
form new habits.
If top executives use a new collaborative space, the front-line staff that
wishes to move up in the rankings will come use those spaces as well in order
to be seen by people who are infuential to their career growth.
CWPs:
Casual, informal, and collegial relationships
Spontaneous interaction and problem solving
Challenge the status quo
Visual openness
Variety of workplace settings
Comforts of home
Social heartbeat (p. 198-199)
o 5. Clutter in the workplace should be avoided at all costs (a.k.a. cleanli-
ness is next to godliness).
Companies are learning to ease up on the appearance of the workplace.
Things that managers should monitor closely are comic strips with opinions
that do not align with the companys philosophies or principles and lower
employee moral by putting the opinions of others down.
The clutter that is benefcial to innovative working includes inspirational
images and written reminders that stimulate idea generation.
Information persistencedisplaying work in progresshas shown to foster
idea building from other employees to create a better product.
CWPs:
Encourage honesty and respect
Spontaneous interaction and group problem solving
Exposure to others ideas in progress
Cognitive artifacts, displayed thinking, and visual reminders to stimulate idea
generation (p. 199-200)
o 6. Klogs are clunky wooden shoes from Holland.
Klogs- knowledge logs, blogs, weblogs, etc.
Technologically savvy methods of communicating within the workplace at
different points in time and space.
To optimize collaboration, organizations need to look at both the physical
and virtual workplace.
CWPs:
Spontaneous interaction and group problem solving
Access to knowledge via structured system
Informal knowledge discovery
Multiple ways of connecting people quickly
Surround people with every tool imaginable (p. 200-201)
o 7. Employees will recognize all that theyre gaining in the new collabora-
tive environment, and thank us.
Employees frst notice that private offces are taken away, workspaces shrink
and individual resources must be shared.
Leaders of workplace strategy change have to constantly sell the positive
aspects to employees, and remain honest about how the goals will be accom-
plished in the workplace.
Explain that the organization would like to consider input from the employ-
ees but not all of it can be implemented due to money, time, safety, etc.
CWPs:
Free-fowing communication
Multiple ways of connecting people quickly
Encouraging honesty and respect
Value curiosity and restlessness (p. 201-202)
o 8. Do not rock the organizational boat! Dont try to drive other changes
while moving employees from private offces to the open plan.
Physical changes in isolation of organization culture and structural changes,
and without understanding how they can affect employee behavior, often
result in workplace strategy failure.
It is much easier to overcome employee resistance if a comprehensive plan
is introduced. It must outline the changes, reason for said changes, and how
the changes align with the organizations, departmental and individual goals.
CWPs:
Encourage honesty and respect
Challenge the status quo
Free-fowing communication
Address team and individual compensation elements (p. 202-203)
It is recommended that you distribute a survey to the organization undergo-
ing changes as a way of taking its pulse.
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 8 Summary, pp. 207-220
Throughout the book, examples have been given to illustrate business lead-
ers continual quest to maximize organizational effectiveness. In these study
cases, executives thought it was crucial to create a fexible infrastructure to
adapt to future challenges, which they could not foresee at the time (p. 207).
The Critical Infuence Design Model is used to help architects and interior de-
signers adopt an interdisciplinary approach. The model can grow based on the
complexity of the clients requirements (p. 208).
The role of each professional involved in the workplace change is important
to determine. Architectural and design partners own the development of the
workplace strategy, while the change management and real estate partners
contribute to its development. They should actively support the architects and
designers, based on their previous experiences with other client organizations
(p. 208).
The real estate partner is usually the frst (of all mentioned above) to be
hired by a client organization for a workplace project. In many instances, their
job can be completed before the other partners are contacted and employed
by the client. Meanwhile, management consultancy is brought in to educate
business leaders the Critical Infuences will have on their business (p. 209).
Once selected and hired under contract, the architectural and design frm
becomes fully involved in the project and highly visible during the following
phases (p. 209).
Business leaders dont expect every professional to be experts on every
single subject of workplace change and managementjust their own area(s)
of specialization (p. 212).
Change management can be many different things. Some consultants work
is exclusively focused on the integration of new computer systems, while oth-
ers work is limited to using teambuilding in the workplace (p. 213).
Critical Infuence Design is a multidisciplinary approach to change manage-
ment. One which is much more holistic in nature. It identifes and addresses
barriers to sustainable change (including culture, compensation system, orga-
nizational structure, etc.) of the Critical Infuence System (p. 213).
Happily, the outcome of using this disciplinary collaboration is a winning
physical space solution, which is aligned with other Critical Infuences that
enable (vs. create) barriers to the achievement of the clients evolving organi-
zational goals (p. 213).
Designing fexibility, adaptability and elasticity into the workplace and meet-
ing the challenges of designing work environments for the not-too-distant
future are all extremely important for success (p. 214).
The following are characteristics of work environments designed to function
as a sustainable platform for change:
o The space is branded as a tool for serving internal and external clients.
o Default behaviors are designed into the space.
o Deferred customization is applied to the workplace.
o The workplace solution strikes a balance.
o Elasticity is designed into the workplace.
o Lastly, the physical environment will become much more agile by reducing
the reliance on paper, which in turn will decrease the number of fling cabinets
and other storage equipment required (p. 215-218).
Companies are using greater precautions to protect access to sensitive
areas within their facilities, as well as protecting their data from unauthorized
individuals eyes (p. 220).
o Because of all these new precautions, a new specialist has entered the
workplace scene: the intellectual capital security consultant (p. 220).
o Solutions to the problems come in many forms, including changes in the
physical space, technology, or processed used for conducting background
searches on job candidates (p. 220).
Several other specialists are being introduced to workplace change:
o A psychologist in multigenerational studies
o A technology futurist
o An attraction and retention strategist
o They identify and address barriers to the prime performance of the orga-
nization in specifc areas of expertise.
Innovations in Offce Design
The Critical Infuence Approach to Effective Work Environments
By Diane Stegmeier, 2008. Print.
Chapter 9 Summary, pp. 229-236
Applying the Critical Infuence Design Model
The Critical Infuence Design Model is the result of 10 years of exploration of
workplace strategy failures, which was conducted in order to understand why
appropriately designed workplace solutions have failed in the past (p. 228).
Key fnding: Innovation is an increasingly important focus area for 89.3% of
business leaders (p. 229).
Since this fnding, many new workplace solutions have focused on fostering
interaction, teamwork, and collaboration (p. 229).
Key Concepts: Chapter 1, An Interdisciplinary Approach
The 10-year study revealed the following:
o The success of workplace transformation is impacted by other infuences
on the organizations workforce (p. 229).
o Workplace transformation presents an opportunity to drive other changes
necessary for the organizations success in the future (p. 229).
As clients business requirements become more complex, they expect archi-
tects and designers to consult additional specialists to join their project teams
(p. 229).
The success of the Sprint campus project was grounded in a commitment
by all stakeholders to form a true design partnership. Ronald C. Weston,
AIA, Hillier Architecture
Architects and designers who are comfortable sharing their expertise with
members of an interdisciplinary workplace team can realize time savings and,
often, produce much more innovative design solutions (p. 229).
Key Concepts: Chapter 2, The Critical Infuence System
There are 14 Critical Infuences:
o Vision and mission
o Core values
o Culture
o Image
o Leadership behavior
o Compensation
o Rewards and consequences
o Technology
o Knowledge management
o Organizational structure
o Autonomy and authority
o Business processes
o Communications
o Performance management
Together these infuences can enable or hinder the achievement of organi-
zational goals (p. 230).
The physical workplace needs to be considered simultaneously with the
other elements (p. 230).
Key Concepts: Chapter 3, Creativity, Innovation, and the Innovation-Friendly
Workplace
Providing the most appropriate and ideal offce design does not mean that
the workplace will be used as intended, and certain Critical Infuences can
hinder the behavior types the organization needs to achieve its goals of in-
novative results (p. 230).
Business leaders strive to understand the dynamics of creativity and innova-
tion to develop strategies to leverage the workforce, intellectual capital, and
the physical workplaceall in order to improve the innovative outputs of the
organization (p. 230).
Convergent and divergent processes must be supported in offce design (p.
230).
Continuity and discontinuity concepts may be applied to workplace design
via fexible components. This way, employees and leaders can make changes
in the space as needed (p. 230).
Be weary of workplace designs that merely look creative without actually
providing creative space solutions that function properly for the organization
(p. 230-231).
Lessons learned in developing an innovation-friendly workplace include:
o Many workplace environments designed for innovation make the mistake
of downplaying, or ignoring, the importance of performance maximization.
o The innovation-friendly workplace must also be designed to support per-
formance maximization through alternative choices of work settings, where an
individual or groups of individuals can analyze and improve existing tasks and
processes.
o The physical workplace needs to be fuid, or elastic, to provide fexible
work settings to accommodate both divergent and convergent thinking in a
dynamic, ever-changing way (p. 231).
Key Concepts: Chapter 4, Under the Infuence
Learning which circumstances produce the greatest resistance to change
from the workforce will prepare the workplace strategy team in advance,
which enables them to advise their clients of the risk involved (p. 231).
Workplace strategy failure often happens because of failing to merge cul-
tures after mergers and acquisitions within the workplace (p. 231).
Designing collaborative team spaces within the workplace, without moving
toward a more collaborative decision-making process, is likely to fail (p. 231).
Overall success relies on business leaders commitments to model behaviors
desired from the entire staff (p. 231).
When you throw a pass, you dont throw to where they are, but rather to
where theyre running. This is a motto for workplace design (p. 231).
The approach of self-reporting and self-assessment looks almost completely
at where the organization is now/how they are currently working, instead of
looking to how they wish they were working (p. 232).
The emphasis on work/life balance and the increasingly complex multigener-
ational workforce will result in new challenges and opportunities for architects
and designers (p. 232).
Key Concepts: Chapter 5, Case Studies: Collaborative Workplaces That Work
The Alcoa Corporate Center (refer to Stegmeier, Chapter 5 Summary).
Marconi Communications (refer to Stegmeier, Chapter 5 Summary).
The SEI Headquarters (refer to Stegmeier, Chapter 5 Summary).
We are affecting human behavior, and this is a building block for organiza-
tional performance. It can take a lot longer to adapt to a new way of working
than an organization is willing to invest. Where organizational and change
management support were not included in the project, transitioning to the
new space was diffcult, especially for those who did not embrace the goals
and objectives for the new environment. (p. 233).
The Cisco case study (refer to Stegmeier, Chapter 5 Summary).
The Gensler case study (refer to Stegmeier, Chapter 5 Summary).
Key Concepts: Chapter 6, Collaborative Workplace Principles
It is essential that the cultural, operational, and environmental elements that
enable collaborative behavior be considered throughout the offce design
process. Interior design alone will not generate fertile conditions for optimal
performance (p. 233).
Senior management often understands operational elements (technology,
compensation, performance measurement, and facilities maintenance) more
than cultural or environmental (p. 233).
The importance physical space plays in guiding behavior in the workplace
cannot be overemphasized (p. 234).
Key Concepts: Chapter 7, Collaborative Principle Index
Its important to remember that teaming is not the answer to every orga-
nizational problem. The same thing can be said for moving everyone into an
open foor plan. Many tasks are still best performed alone, in a focused and
somewhat private environment (p. 234).
A large portion of organizational confict deals with interteam competition,
as they compete for resources in the workplace such as conference rooms,
mobile white boards, and other work tools (p. 234).
If executives dont use the collaborative spaces in the workplace, it is almost
defnite that lower level employees wont use them either (p. 234).
The strength of communication can make the different between success
and failure in a new workplace design/strategy implementation. Communica-
tion needs to begin very early in the change process (preferably the start) (p.
234).
Companies should plan holistically and lead changes simultaneously be-
cause it is much easier to overcome employee resistance when comprehen-
sive changes are being made (p. 234).
Key Concepts: Chapter 8, The Critical Infuence Design Model
In the Critical Infuence Design Model, the architectural and design frm
owns the development of the workplace strategy. Partners in commercial real
estate, change management, or any number of interdisciplinary specialties
contribute to the development, actively supporting the architect and designer
based on their experiences with other client organizations terms of engage-
ment, entrance points on the project, as well as the levels of involvement in
various phases, vary for individual partners. (p. 235).
Early analysis of the Critical Infuence System is crucial, and is benefcial for
both the client and the design frm (p. 235).
To design the workplace environment as a sustainable platform for change,
keep these in mind:
o The space is branded as a tool for serving both internal and external
clients.
o Default behaviors are designed into the space.
o Deferred customization is applied to the workplace.
o The workplace solution strikes a balance.
o Elasticity is designed into the workplace (p. 235).
Final Conclusions
Learning objective 1: Identify barriers to the successful implementation of
workplace strategy, avoiding the common mistakes made in driving change.
Learning objective 2: Serve as a strategic business partner to the organiza-
tion, and join in decision making earlier in the process.
Learning objective 3: Ensure the workplace solution does not beat 100 per-
cent of the burden transforming the way people work (p. 236).
Lexington
The history of Lexington dates back
to the founding of America, when
William McConnell and his fellow fron-
tiersman camped out in Lexington
in 1775. Named after the American
Revolutionary War at Lexington, Mas-
sachusetts, Lexington served as one
of the frst settlements on the fron-
tier. Kentucky County was divided into
three entities: Fayette, Lincoln and
Jefferson counties. Lexington became
the capital of Fayette County.
Lexington was deemed the Athens
of the West and was considered to
be a town that would fourish. Josiah
Espy described the frontier settle-
ment thusly:
Lexington is the largest and most
wealthy town in Kentucky, or indeed
west of the Allegheny Mountains;
the main street of Lexington has all
the appearance of Market Street
in Philadelphia on a busy day I
would suppose it contains about fve
hundred dwelling houses, many of
them elegant and three stories high.
About thirty brick buildings were then
raising, and I have little doubt but
that in a few years it will rival, not
only in wealth, but in population the
most populous inland town of the
United States The country around
Lexington for many miles in every
direction, is equal in beauty and fertil-
ity to anything the imagination can
paint and is already in a high state of
cultivation.
Lexington evolved rapidly between
1800 and 1833, during which it grew
HISTORY
Transylvania University
into an intellectual and religious cen-
ter. Prominently known as The Tutor
to the West, Transylvania University
was established in 1780 and was the
frst institute of higher learning west
of the Alleghenies. The frst library
in Kentucky was founded in 1795,
followed by many churches, including
the First African Baptist Churchthe
third oldest congregation of African
Americans in the United States and
the oldest in Kentucky.
Lexington served as a major eco-
nomic center, starting as a major
manufacturer of hemp ropes. It also
became a prominent trade center,
supplying goods to citizens of smaller
towns surrounding Lexington. During
the 20th century, Lexington grew and
prospered from the Eastern Kentucky
coal industry.
Lexington has had its proverbial hand
in political affairs of the nation. U.S.
Senator and Presidential candidate
Henry Clay resided in Ashland, Ken-
tucky; and Mary Todd Lincoln, wife of
Abraham Lincoln, resided on our very
own Main Street. Vice President John
Cabell Buchanan was also a Lexing-
ton native.
In recent years, Lexington has had a
negative experience with downtown
development efforts, due to a mis-
leading development company (the
Webers) and the public failure of their
Centrepointe project on Lexingtons
Main Street, which is now a con-
troversial fenced in lot of grass. The
populations faith in city development
in Lexington is shaky. However, Lex-
ington was the frst city in the nation
to create an urban service boundary
to protect its famous countryside. The
juxtaposition of urban environment
and beautiful farmland has lead to a
city that is truly unique (DDA).
PRESENT
We are a community greater than
the sum of its parts, we are building
a modern city of the global economy
while preserving the traditions and
landscapes that serve as our signa-
ture Our down town is emerging as
a vigorous center of commerce and
culture The natural beauty of our re-
gion is exceeded only by the potential
of our people We have modern op-
timism for the future with a genuine
appreciation for our ancient tradi-
tion. Chamber of Commerce (5)
Today Lexington is promoting innova-
tion and growth while holding onto a
strong sense of history and respect
for tradition. The Chamber of Com-
merce notes, Lexington is dedicated
to preserving the beauty and charm
of a small town while providing
residents with all the amenities of a
larger metropolitan area (5).
In the late 20th century, two things
helped stimulate Lexington to grow
into the modern society it is today: 1.
IBM moved its national headquarters
from Syracuse to Lexington, bringing
people, knowledge and ideas with it.
2. The city of Lexington and Fayette
County combined in 1874 (5).
Lexingtons array of humane aspects
makes it a dynamic place to work
and live today. This shows evidence
of moral and intellectual advance-
ment, and creates a safe haven for
parents and children, the elderly, the
sick, and for all people, to live. This is
but one factor that makes Lexington
a stand out city. To fully appreciate
Lexington, one must look at all of
its many celebrated facets: its loca-
tion, population, economy, business,
healthcare, education, worship, and
entertainment.
Location
Lexington is located in the proverbial
heart of the bluegrass, with access
to 31 states in just one days drive.
Culturally rich urban cities, Louisville,
Cincinnati, and Nashville, are Lex-
ingtons neighbors. The juxtaposition
of urban amenities downtown with
beautiful countryside is breathtaking,
and the marriage of the two, which
are minutes apart, marks Lexington
as a truly distinctive community (6).
Population
After the merger in 1974, the size and
population of Lexington and Fayette
County was increased (7). Since then
Lexingtons population has continued
to grow. In 2009, 296,545 people
lived in Lexington, and the age range
was segmented as follows (8):
As cited above, Lexington is a pre-
dominately young city. The popula-
tion is younger when compared to
the rest of Kentucky, and also when
compared to the entire US popula-
tion (with a median age of 35.1 as of
2009) (5).
Although the population is predomi-
nantly white, each year the goal of
the University of Kentucky is to
increase racial and cultural diversity
of the school (and consequently, the
city) (9).
Economy
Lexingtons economy has grown
20% from 2001-2008 with a real
compound annual growth rate of
2.3%, which is higher than the rest
of Kentucky and the US economy
(4). The largest employer in Lexing-
ton is the University of Kentucky,
Population 479,198
Male 234,096
Female 245,102
Married 387,559
Single 110,797
Separated 7,196
Widowed 21.587
Divorced 41,661
Number of households 191,006
Avg. household size 2.39
Avg. family size 2.93
Median age 33.30
Median household income $39,357
Avg. household income $191,204
Per capita income $21,237
White collar jobs 188,092
Blue collar jobs 220,758
Employed 247,658
Unemployed 12,708
Number of households 191,006
Households: family 122,457
Households: non-family 68,549
Households: with children 63,055
Age 0-4 30,892
Age 5-9 30,931
Age 10-14 29,765
Age 15-19 35,325
Age 20-24 47,999
Age 25-34 76,629
Age 35-44 76,327
Age 45-54 63,967
Age 55-59 21,626
Age 60-64 16,817
Age 65-74 26,399
Age 75-84 16,795
Age 85+ 5,736
Avg. home sale price $105,000
Total housing units 204,857
Owner occupied 114,273
Rental occupied 76,733
Rental vacancy rate 8.1%
Vacant housing units 13,851
Median travel time to work 21 minutes
Transportation to work: public 2,108
Transportation to work: carpool 28,901
Transportation to work: walk/bike/
other
11,625
Work at home 6,652
White 419,871
African American 48,102
Hispanic or Latino 11,880
Asian 8,701
American Indian or Alaskan Native 2,843
Hawaiian / Pacifc Islander 291
Other 6,235
Lexington Residential Statistics
Lexington Demographics Lexington Household Information
Lexington Ethnicity Statistics
with 12,000+ employees. Toyota is
the largest manufacturer and Saint
Joseph Healthcare is the largest sole
healthcare provider (4). The Kentucky
Cabinet for Economic Development
(KCED) reported the following about
Lexingtons fnances (4):
Per capita income in 2008
$38,192
Median household income in 2009
$46,368
Unemployment in 2009
7.8%
Sales Tax
6%
Lexington/Fayette countys largest
cash crops are peanut butter, bour-
bon and tobacco, with production just
outside of Lexington (5).
Business
Lexington is taking strong govern-
mental actions to encourage busi-
ness growth in the city, such as tax
incentives for new business owners
(1). CNNMoney sites Lexington as the
#6 Best Place to Start a Small Busi-
ness in the U.S., citing such factors
as growing economies, affordable
workers, and a stable housing market
(5). This ranking in particular helps
grow the culture of Lexington to be-
come more diverse, where products
and services that cannot be found in
chain stores are accessible and sup-
ported in Lexington. As of 2009, the
available labor was 11,766 employ-
ees (4). Lexington business mainly
consists of services and utilities, and
is manufacturing-oriented (4). Some
of the major corporations in Lexing-
ton are Amazon, IBM Global Services,
Valvoline, General Rubber and Plas-
tics Company, Pepsi Cola Bottling, Jiff
Peanut Butter, Baumann Paper, The
Trane Company, Dixie Plant, and our
very own Herald Leader (4).
Healthcare
The healthcare sector of Lexington
has been a crucial driving force of
growth and stability in the Bluegrass.
Evidence of this can be seen while
driving along Nicholasville Road/
Limestone Street. In Lexington alone
there are 13 hospitals, with vary-
ing specialized clinics, 249 physi-
cian offces, and 148 dentists (4). A
whopping 43% of people admitted to
Lexington hospitals are from outside
the metropolitan area, making the
research and health services provided
in Lexington vital to the welfare of
the entire state (5).
Education
Lexingtons promotion of higher edu-
cation, Education Pays has certainly
reached the communitys students,
resulting in an increase in standard-
ized test scores and placing Lexington
students scores higher on the SAT
and ACT than the national averages
(5). Lexington also boasts one of the
best-educated labor forces in the
nation, with 39.1% of the population
holding a bachelors degree or higher
(5). The city has a variety of public
and private schools, as well as major
universities. Fayette County enrolls
36,736 students with a student-to-
teacher ratio of 13:9 (5). Ten universi-
ties call Lexington home, including the
University of Kentucky, Transylvania,
Bluegrass Community Technical Col-
lege (BCTC), Strayer, and Sullivan (5).
Worship
The city started early in religious
development, with the First Afri-
can Baptist Church, the third oldest
congregation of African Americans in
the United States and the oldest in
Kentucky (7). Today, Lexington hosts
a diverse range of worship communi-
ties, with 250 churches serving 38
different denominations (5).
Rankings
Lexington is offcially climbing the
charts! The following is a list of
awards Lexington received in 2010:
#2 Best Cities for Education Parenting
Magazine
#3 Best Places to Retire CNNMoney
#5 Best Cities for Families Parenting
Magazine
#5 Top Medium Sized US Cities for Entrepre-
neurs Grasshopper Group
#5 Best Real Estate Market Buy MSN Real
Estate
#6 Top Metros Low Cast Manufacturing
Centers Business Facilities
#7 Percent of population over age 25 with
an advanced degree among cities over
250,000 US Census 2009 ACS
#7 Top 10 Metros Quality of Life Busi-
ness Facilities
#8 2010 Best-Performing Cities: Biggest
Gainers Milken Institute
#9 Best Places for Business and Careers -
Forbes
#14 Best Midsized Cities for Job Growth
New Geography
#41 Bike-friendly Cities Bicycle Magazine
(4)
Entertainment
The rich history and traditions of Lex-
ington and the businesses that reside
in Fayette County combine to create
unique entertainment for the com-
munity. Horse racing, bourbon tast-
ing, and major college sports attract
visitors and life-long fans alike. The
Kentucky Horse Park is home to over
40 breeds of horses, over 100 acres
of beautiful land, and the recent
site of the 2010 World Equestrian
Games (5). The horseracing track at
Keeneland is open in October and
April, where people from near and far
gather to cheer horse races and cel-
ebrate something that is truly unique
to Lexingtons culture (2). The Red
Mile racetrack (which is situated right
across Broadway Street from col-
lege student housing) holds the more
traditional buggy races. Several horse
farms surrounding Lexington provide
tours of their beautiful operations,
including Three Chimneys, home of
the famous Derby winner, Seattle
Slew (2).
Just outside of Lexington there lies a
jumble of the worlds fnest and most
famous bourbon distilleries, such as
Makers Mark, Wild Turkey, Four Roses,
Woodford Reserve, and Jim Beam
(3). Each distillery offers a tour and
bourbon tasting. Many enthusiasts
take on the entire Kentucky Bourbon
Trail, which stretches from Versailles
to Clermont, Kentucky and includes
six distilleries. Since 2007, 10,000
people have completed the world-
famous Kentucky Bourbon Trail (3)!
Within Lexington, many structures in
the half-mile Distillery District are un-
dergoing adaptive reuse renovations
to become Lexingtons premier arts,
culture and heritage corridor (6).
In the summertime, the streets of
downtown Lexington are flled with
people participating in a variety of
outdoor events. The Cheapside Dis-
trict Farmers Market meets once a
week in Cheapside Square (under the
newly constructed Fifth Third Pavilion)
where people can purchase and sell
locally grown produce and crafts (6).
Thursday Night live also takes place
in Cheapside Square, where live mu-
sic and Kentucky Ale fows. The com-
munity also takes advantage of the
nice weather by running or walking
in the well-kept Arboretum, located
adjacent to UKs campus. The Red
River Gorge and the Daniel Boone
National Forest are just a short drive
from Lexington and offer the best
hiking and climbing opportunities in
the region (7).
The sporting tradition lives on in
Lexington with the enduring success
of the University of Kentuckys mens
basketball program. The nationally
ranked basketball program hosts
games downtown at Rupp Arena. The
citys minor league baseball team, the
Lexington Legends, hosts games at
the Applebees Stadium.
With a strong effort from citizens, the
local government and the University
of Kentucky, Lexington is continu-
ally growing to become the fne arts
center of Kentucky. LexArts organizes
a variety of fne arts throughout the
city, the most prominent being a gal-
lery hop that takes place a few times
a year (6). UK has a prominent opera
program and several ballet companies
reside within Lexington; each holds
numerous performances each year.
While Lexington celebrates and cher-
ishes its history and traditions, the
city is continually developing and the
leaders in Lexington are responsible
for making positive advancements
into its future. With the recent rank-
ings established my various parts
of the media and steady business
growth under its belt, Lexington is
prepared to become a major US des-
tination city.
Lexington Downtown Development Author-
ity
The Lexington Downtown De-
velopment Authority (DDA) is
a nonproft organization that
promotes physical and economic
development, proper land uses,
and activities that create a lively,
thriving, stimulating and diverse
downtown in Lexington (6). The
DDA was founded in 2001 by the
Lexington Fayette Urban County
Government (LFUCG) to inves-
tigate downtown revitalization
(6). The DDA is in the midst of
implementing major changes to
improve and sell Lexington, to retain
its citizens and attract visitors. The
Downtown Master Plan is to develop
a more vibrant central business,
residential, retail, and entertainment
district of the city. The DDA aims to
appeal to activities that attract a
broader range of clientele, outside of
Main Street during the day and on
Friday and Saturday nights (6). The
following are the DDAs long-term
plans to develop the city of Lexington:
Downtown Master Plan: develop
a more vibrant central business,
residential, retail, and entrain-
ment district of the city with
activities attracting a broader
range of clientele
College Town Study: Incorpo-
rate the University of Kentucky,
LFUCG and local Hospitals to see
how the city can better collabo-
rate the forces
New Town Pike: development
and explanation of Newtown Pike
corridor with better connections
Distillery District: create the
distillery district into Lexington
premier arts, culture, and heri-
tage corridor
Courthouse Area Design Over-
lay: encourage growth and rede-
velopment in the downtown area
while preserving and protecting
the characters of the area
Downtown Streetscape: develop
streetscape design guidelines
and standards that enhance the
public realm
LOOKING TO THE FUTURE
Downtown Streetscape Master Plan, Lexington, Kentucky
79
Appendix
East End small area plan:
combine traditional elements
of neighborhood planning with
new techniques of organizing to
enhance the social, physical an
economic environment of the
neighborhood
Legacy Trail: create a nine mile
walking and biking trail leading
from Isaac Murphy Garden to the
Horse park
Lyric Theater: renew the cul-
tural anchor for east end neigh-
borhoods
Lexington Fayette Urban County Government
Jim Gray entered offce with the
previous administrations 2040
Plan already in place. The plans goal
was to create Lexington to be one of
the worlds great mid-sized cities by
achieving the four aspects of com-
munity life: human needs, physical
growth, economic expansion, and cul-
tural creativity (1). However, once in
offce, Gray immediately constructed
the Fresh Start Plan for putting Lex-
ington back in business, and to serve
as a check on the governments cur-
rent operations (1). He directed that
the 2040 Plan and Fresh Start Plan
be combined to outline the future of
Lexington and the role Lexingtons
government will play (1).
Fresh Start Plan
Jim Grays Fresh Start Plan aims to
create new solutions for old problems,
building on a foundation of transpar-
ency and accountability. Grays plan
emphasizes building an open govern-
ment via good business models and
tapping the creative minds of the
community, and building a great city
based on the twin pillars of economic
opportunity and quality of life (1).
To create more jobs, Jim Gray plans
to get three corporate headquarters
to move to Lexington, one of which
is Tiffanys (27). Investing in our
brand and leveraging it, selling and
marketing Lexington as a great place
to live, work, raise a family and start
a business is what I will be doing a
lot of, Gray said (27). The following
is a highlighted list of the actions Jim
Gray plans to take, as outlined in the
Fresh Start Plan:
Giving Lexington jobs a fresh
start
1. Elevate economic develop-
ment within my administration
to make planning for economic
development front and center in
all city initiatives
2. Create a one-stop shop for
people who want to start, or
expand businesses in Lexington
3. Target employers and indus-
tries that we want in Lexington,
and then work relentlessly to
bring them to town
4. Identify business development
best practices among benchmark
cities like Louisville, Madison,
Wisconsin and Ann Arbor, Michi-
gan, to confrm how were doing
Building an open government
1. Move the Mayors offce to the
frst foor, where I can meet with
staff and citizens alike in a coop-
erative environment that inspires
Downtown Streetscape Master Plan, Lexington, Kentucky
78
Appendix
confdence
2. Make sure citizens are in-
formed as decisions are made,
not after
3. Make it easier for citizens to
have useful and important infor-
mation
Running government like a busi-
ness
1. Build accountability into every
aspect of city government
2. Restore the Chief Administra-
tive Offce position within the
Mayors offce
3. Use data gathered from the
ICMA CPM to improve areas
of government that need it
most
4. Develop a business plan on
the model of UKs plan that sets
goals for our community and
the building blocks for achieving
them, with costs, timelines and
measurements
5. Begin now to examine issues
associated with the 2015 water
franchise renewal with Kentucky
American Water Company, and
create a new framework for
negotiation
Creating fresh development
1. Create a Commissioner for
Preservation, Planning, and
Economic Innovation to modern-
ize and consolidate out citys
splintered planning and develop-
ment agencies
2. Step up enforcement and
develop a system of incentives
to assure that abandoned and
neglected buildings and land
within already developed areas
are used well
3. Encourage infll and redevelop-
ment while avoiding expanding
the urban services boundary
Engaging diversity
Aging in community
Planning for downtown
Protecting our environment
Protecting our neighborhoods
Building our small businesses
A fresh approach to the arts
Promoting public safety
Easing the traffc headache
As Jim Gray pushes for more jobs
and a more transparent government,
the DDA synthesizes big plans for ma-
jor city development, and the Univer-
sity of Kentucky strives to rank as a
top 20 University. Lexington is world
famous for horse raising and racing,
big college basketball, horse farms
and great bourbon. Where do we go
from here? The long-standing and
prominent traditions of Lexingtons
legacy are facing many changes from
different leaders in the community.
Through an approach that accesses
the needs of Lexingtons population
and a comprehensive, defnite plan
for re-branding Lexington to facilitate
these changes is crucial at this junc-
ture. 2011 and the years to come are
important to the evolving face and
culture of Lexington. LFUCG and the
community of Lexington will achieve
success by taking into account the
many facets of Lexingtonthose that
make the city great, and those that
need special help and nurturing.
History of the Government Building Block
The Lexington Fayette County Gov-
ernment block consists of three
buildings on the south side of East
Main Street. All three buildings were
constructed in the 1920s and consist
of the present-day LFUCG building,
parking garage, and Kentucky The-
ater. LFUGCs building was originally
the Old Lafayette Hotel.
The Lafayette Hotel was consid-
ered one of the fnest run hotels in
central Kentucky when it was built.
Constructed in the Georgian Revival
design, the hotel wasnt altered until
it was converted into offces in the
1960s. The hotel was also the east-
ernmost high-rise building downtown
until the 1970s. According to a 1919
brochure, the design of the Lafayette
Hotel is Italian Renaissance, 12 stories
high, base of the building to be pink
rockport granite and buff Bedford
limestone (both from Indiana). The
shaft is to be tapestry brick, with soft
shades of browns, purples and red
with the upper two stories are to be
matt glazed, ivory white. There was
a segmented arched marquee over
the entrance on Main Street, which
has been removed. Formal interiors
described in the brochure remain
nearly the same. The rich and deep
ceiling treatment includes octagonal
and rectangular molding systems
medallions, and dental and foral ara-
besques. The overall effect/style of
the interior is actually heavily Roman.
The original dining room, located
southeast of the lobby, is majorly in
tact. It contains a system of shallow
arches housing mirrors and murals
of Italian garden scenes (the garden
scenes have been painted over). The
walls and ceiling have a pastel pal-
ette. The foor was a diagonal check-
erboard of black and white marble.
There was a shallow stage recess
fanked by Corinthian columns at the
south end of the ballroom.
Architect C.C. and E.A. Weber of
Cincinnati designed the Lafayette
Hotel with Mason & Hager Construc-
tion. The architects received much
attention at the time of construction,
boasting it would be the triumph of
their career. The Webers also de-
signed the Governors Mansion in
Frankfort and the First Baptist Church
in Lexington. The building was pur-
chased and converted into offces
for the Kentucky Central Insurance
Company in 1960. Most of the hotels
exterior balconies were removed.
Later, the Ashland Company acquired
the property and it is now used for
offces of the LFUCG.
The Buildings Current State
Today, these three buildings look gen-
erally as they did when constructed.
As part of the Fresh Start Plan, Jim
Gray arranged his new offce in the
LFUCG buildings ballroom on the
frst foor. He was inspired by New
York Mayor Bloombergs approach to
offce space (27). Bloomberg ended
190 years of tradition by moving out
of ornate offces into an open-air
trading room. He placed his desk
in the center and surrounded him-
self with his top deputies and staff
members, as well as other aides at
cubicles nearby (27). Bloomberg
cited attributes such as accountabil-
ity, cooperation, a feeling of inclusion,
recognition, and respect as reasons
for the new move (27). This experi-
ence gave Jim Gray more encourage-
ment for using the open offce plan
that his company, Gray Construction,
has been using for several years.
The frst move Jim Gray made was
to migrate his entire offce from the
twelfth foor of to the frst foor of
LFUCGs building. The change repre-
EXISTING SITE
sents Grays goals for a transparent
government, and the collaborative
workplace Mayor Bloomberg dis-
played. The current arrangement of
the offce space is completely open;
Grays desk is in the center and is
surrounded by about 15 employees
and their desks. There is currently
very poor lighting for the work tasks
that take place. The largest issue
is unwanted and distracting noise
created by people talking and a lack
of acoustical materials in the space.
Another major issue of Grays and his
staffs current situation is the budget
defcit, which leaves no funding for
improving their workplace.
1ST FLOOR EXISTING FLOORPLAN
1ST FLOOR BALLROOM EXISTING FLOORPLAN
1ST FLOOR BALLROOM EXISTING FLOORPLAN PHOTOGRAPHS
12TH FLOOR MAYORS OFFICE EXISTING SPACE
OCAI Workplace
Survey
Organizational Culture is a powerful force in the workplace. An organizations culture is conveyed
within the workplace through values shared, the dominant leadership styles, language and symbology,
procedures and routines, and measures of success.
Thorough understanding of an organizations culture, in its existing state and future goals, informs
the design process. Aligning characteristics of the physical space with the culture and goals of the
organization positively infuences performance.
*Defnitions, summaries and information provided by Betty Harvey
Cultural Types
Four cultural types have emerged in the study of Organizational Science.
Differing values have become associated with each type.
CLAN (A): Also known as the COLLABORATE culture.
Has a much more team-centered approach. Concern for integration and an
emphasis on fexibility, cohesiveness, group commitment, and loyalty.
ADHOCRACY (B): Also known as the CREATE culture.
Envisions success in terms of innovation and creativity. Flexibility and
adaptability valued in what may be unmanageable chaos. Has an external
focus.
MARKET (C): Also known as the COMPETE culture.
Has an external focus and values stability and control. Concerned with
competitiveness and productivity with an emphasis on partnerships and
positioning. Performance results valued more highly than process.
HIERARCHY (D): Also known as the CONTROL culture.
Has a well-defned structure for authority and decision-making. Leaders
organize, coordinate, and monitor people and processes. Results in stability,
predictability, and effciency.
Cultural Type Descriptions adapted from Tharp, B. M. (n.d.). Four
organizational culture types. Haworth Organizational Culture White
Paper. Can be accessed at:
Flexibility
Discretion
Dynamism
Stability
Order
Control
External Focus
Differentiation
Rivalry
Internal Focus
Integration
Unity
A
D C
B
About the Survey
A series of six questions developed by Cameron and Quinn (2006)
were used to diagnose the organizational culture of LFUCG. The six
questions in the survey are refective of the four culture types outlined
on the previous page. The survey was administered to the Mayor
and the 17 members of his staff in February 2011. Once the data was
collected, it was averaged across the organization and plotted to
illustrate how the organization sees itself at the time the survey was
taken and a preferred scenario for the future. Results are shown on the
following pages.
It must be noted that the organizational culture survey was
administered very early in Mayor Jim Grays term and before the team
may have had time to gel as a culture. The responses, therefore,
may refect some carryover from the past administration. It would
be desirable to re-administer the survey after the mayors new team
has been working together for six months or preferably a year to get
a more complete picture of the organizational culture of the present
administration.
Overall Organizational Culture
Based on the responses received,
there is a desire to shift slightly
more towards a hierarchy culture
and to decrease emphasis on a
market culture (fast change). This
suggests a desire for a more clearly
defned structure for decision-
making, resulting in stability and
effciency. Timeliness, consistency,
and uniformity are also value
drivers. Procedures would govern
what people do and lead to
incremental changes.
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
KEY
Current State
Preferred State
10
20
30
40
10
20
30
40
Current Preferred
A 29.0 30.2
B 25.6 24.8
C 25.8 22.3
D 19.6 22.7
Overall Organizational Type Summary
CULTURE STRATEGY CULTURE PHYSICAL SPACE
CLASSIFICATION DIRECTION CHARACTERISTICS RECOMMENDATION
CLAN TEAMWORK
(PRIMARY DIRECTION)
MOBILITY/
ADHOCRACY ADAPTATION,
INNOVATION

RESULTS
MARKET ORIENTED,
UNIFORMITY
HIERARCHY FORMALIZED
STRUCTURE
Spaces needed that allow for impromptu
collaboration. Defned public/semi-private/
private spaces should be provided to sup-
port all types of work. Add informal gath-
ering/socialization areas for the sharing of
ideas. Large conference room needed.
Flexibility is key. Develop a kit of parts
that will support the various types of work
that need to be accomplished. Maintain
open visual environment but add acoustical
properties and tack surfaces for the
sharing of ideas.
Provide for varying levels of privacy while
maintaining an open/amicable work
environment that supports individual
functional needs.
Space should incorporate three-dimen-
sional branding to support organizational
culture and image. Provide display spaces
to highlight accomplishments, goals, and
the organizations mission.

Dominant Characteristics
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
The preferred state for this cat-
egory is a hierarchy culture. In this
culture type, The organization is
a very controlled and structured
place. Formal procedures generally
govern what people do (Cam-
eron & Quinn, 1999). Overall, the
respondents expressed a desire to
move away from the clan culture,
which emphasizes teamwork, par-
ticipation, and consensus.
KEY
Current State
Preferred State
Current Preferred
A 29.9 26.4
B 24.3 26.4
C 30.5 28.3
D 15.3 18.9
Organizational Leadership
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
In the responses to this question,
employees expressed a strong
desire to move away from
adhocracy and market cultures
towards a hierarchical culture. The
change from the current state to
the preferred state refects more
than a 10-point spread. In this
culture type, effective leaders are
good coordinators and organizers
and maintain a smooth-running
organization. The value drivers for
an adhocracy culture are innovation
and transformation, while a market
culture focuses on competition and
goal achievement.
KEY
Current State
Preferred State
Current Preferred
A 25.6 24.4
B 30.6 24.4
C 24.7 18.1
D 19.4 33.1
Management of Employees
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
30
40
10
20
30
40
The responses to this question
refect a desire to shift slightly
more towards a clan culture, which
places a premium on teamwork,
participation, and consensus. The
clan culture is sometimes described
as a friendly, extended family with
a mentor serving in a leadership
capacity.
20
KEY
Current State
Preferred State
Current Preferred
A 35.8 41.5
B 22.8 22.6
C 20.6 18.5
D 20.8 17.4
Organizational Glue
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
The responses to this question
refect few differences between
the present and desired states.
There is a slight movement in
a direction towards greater
commitment to innovation and
experimentation.
KEY
Current State
Preferred State
Current Preferred
A 33.1 30.6
B 26.9 29.4
C 22.5 23.1
D 17.8 16.9
Strategic Emphasis
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
Respondents expressed a desire
for a slight shift away from the
adhocracy and market cultures
and a slight shift towards the
clan and hierarchy cultures. The
clan culture emphasizes human
development, high levels of trust,
openness, and participatory
involvement. At the same time,
there is a desire to maintain
stability. Effciency, control, and
smooth operating procedures.
KEY
Current State
Preferred State
Current Preferred
A 26.2 30.6
B 31.9 27.6
C 24.1 21.5
D 17.8 20.3
Criteria of Success
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l

F
o
c
u
s

&

I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l

F
o
c
u
s

&

D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
Responses to this question
revealed a 10-point spread in
the desire to pull away from a
market culture, which focuses
in winning in the marketplace
and outpacing the competition.
At the same time, a desire was
expressed for slight movement
towards both the clan and
hierarchical cultures. In the clan
culture, the organization defnes
success by the development of
human resources, teamwork,
employee commitment, and
concern for people (Cameron
& Quinn, 1999). The internal
climate is important. The
movement toward a more
hierarchical culture again
supports the desire for effciency,
predictability, and stability.
KEY
Current State
Preferred State
Current Preferred
A 22.7 27.7
B 17.9 18.8
C 33.2 23.5
D 26.2 30.0
Summary and Conclusion
The responses highlight all four organizational culture types, although there is an expressed desire to
develop a more hierarchical culture and move away from a market culture. This subtle shift towards a
hierarchy culture refects a desire for a more well-defned structure for decision-making, which will lead
to greater stability, predictability, and effciency. Developing separate areas for focusing, collaborating,
learning, and socializing is critical to the success of the organization. Increased technology should be
incorporated into the workplace (i.e., Dashboard) to promote information sharing. Additional visual display
in the form of tack surfaces and white boards can help document, reinforce, and focus information for
staff members. Maintaining proximity among all members of the staff is important for knowledge sharing,
ease of communication, and collaboration. However, the open work environment must be improved
by reducing factors that contribute to sensory overload. A consistent brand must be communicated
throughout all public spaces.
References
Cameron, K. (n. d.). An introduction to the competing values framework. Haworth Organizational Culture
White Paper. Can be accessed at:
http://www.haworth.com/en-us/Knowledge/Workplace-Library/Pages/AllDocuments.aspx
Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and Changing Organizational Culture Based on the
Competing Values Framework (rev. ed.). San Francisco, CA: Josey-Bass.
Cameron, K. S., & Quinn, R. E. (1999). Organizational Culture Assessment Instrument.
Haworth Knowledge & Research Team. (n.d). Collaborative spaces. Haworth Collaboration White Paper.
Can be accessed at:
http://www.haworth.com/en-us/Knowledge/Workplace-Library/Pages/AllDocuments.aspx
Tharp, B. M. (n.d.). Four organizational culture types. Haworth Organizational Culture White Paper. Can
be accessed at:
Changes to make in the present and
the pieces of research that support
the design decision. These are sug-
gested with a zero-based budget in
mind, and will beneft the workplace
environment and employees.
Phase I
ORGANIZATION
Put glass (or other material) move-
able partition screen(s) around the
stage to turn it into a small (4-6
person) conference space.
Acquire more fling cabinets for stor-
age. Consider a shelving system to
partially enclose the fle cabinet stor-
age area and expand the archiving
system.
Arrange a seating area on the back
right side of the ballroom near the
coffee station, and situate it around
the Dashboard Management display.
Turn the wall between the break
room and excess storage area into a
bar cut-through with seating on one
or both sides.
Turn the larger room of the existing
CAO offce into a large conference
room (6-10). Move Richards offce
space into the smaller room of the
existing CAO offce.
Workplaces are flled with varied and
dynamic interactions, not just hours
of solitary work (Gensler, p. 11). Top-
performing companies design their
workplaces to support all four work
modes: Focus, Collaborate, Learn and
Socialize (p. 9). 82% of white-collar
workers feel they need a partner to
get their work done (How the... p. 2).
Collaboration happens best among
4-8 people (How the... p. 3).
Moving into an open offce plan can
compromise storage and privacy--but
it doesnt have to if the right design
solutions are in place. Storage is
important to organization and mini-
mization of clutter, which improves
performance (Maintaining Productive
Privacy... p. 2).
Proximity, ease and availability of
social exchange is impacted by the
physical environment (Physical Space
and Social Interaction, p. 2). Barriers
to nonverbal communication tend
to lead to issues of mistrust, and
can impair communication within an
organization (p. 1).
Proximity and an open space confgu-
ration enable easier and faster com-
munication within the organization,
enhancing both the quality and speed
of decision making (Herman Miller
Private-to-Open Spectrum, p. 3). If
only part of an organization follows
through in making a major organiza-
tional change, trouble comes when
not all employees approach problem
solving in a new way, and business
results will fundamentally remain the
same (An Introduction to Chang-
ing Organizational Culture, p. 6). An
organizations culture is refected
by what is valued and the dominant
leadership styles. A strong, unique
culture can beneft performance and
effectiveness in the long term, while
a weak culture can hold an organiza-
tion back (p. 17).
What To Do Why
Having some control over the work-
space can improve comfort and the
ability to get work done and reduce
stress. This, in turn, can lead to
greater productivity and better health.
Having some control also allows
people to own a workspace, which
gives others a sense of who they
are. -Herman Miller, Its All About Me
research summary.
Steelcase research shows that 70%
of workers waste time (15 minutes)
trying to fnd a space to meet. Rolling
collaboration and staying in fow
increases productivity. Considering
density and multiple uses of space
foster successful and productive col-
laboration (How the... p. 2, 6, 7).
Provide vertical surfaces and shared
information walls close to collabora-
tive neighborhoods to encourage
interaction and idea sharing. These
serve as reference points for ongo-
ing work and keeps employees up to
date with projects (How the... p. 6).
COLLABORATION
All new-to-the-space furniture should
be on wheels for easy and fast rear-
ranging. Casters might be added onto
each leg of the desks in the ballroom.
Acquire rolling white/tack boards to
be moved and used as needed for
information sharing.
What To Do Why
Brand = Behaviors = Culture, which is
shaped and reinforced by the workspace
(Steelcase, Brand, culture... p. 5).
Te branding of the workplace en-
vironment refects the publics view
of the company (Tree Dimensional
Branding, p. 3).
Trough a friendly neighborhood
image, or relating the culture of the
company to the culture of its loca-
tion in the world can show consumers
quality and gain their trust (Tree
Dimensional, p. 4-5, Steelcase, Brand,
p. 4).
BRANDING
Create one large standing signage
piece for outside of the ballroom
door to introduce/welcome visitors.
Bring artifacts down from upstairs
and begin to have them framed for
display in the ballroom, existing CAO
offce, break room and current stor-
age room.
Gather, develop and frame a series
of historic to present-day black and
white photos to create a connection
between past, present and future.
What To Do
Why
Workplace ownership begins with
the person taking ownership of the
space, said Betty Hase, Workplace
Strategist for Herman Miller (Its All
About Me... p. 5). Moving from the
12th foor to the frst and becom-
ing accessible is just the frst step to
redifng the organizational culture of
the mayors offce. Displaying artifacts
and photographs that are important
to Lexington and its government will
help transform the ballroom into a le-
gitimate headquarters for the mayor
and his staff.
With two people, there is only one possi-
ble interaction. With three people, there
are four. With a four-person group, there
are 11, and so forth.

About Groups
Workers who feel more control over
the environment will have higher job
satisfaction, feel more group cohe-
siveness, and be more satisfed with
their work environment (Effects of
control... v 25, p. 323-333).
It is imporant to address both col-
laboration and privacy needs in an
open workspace, where it is likely to
lose privacy (and therefore productiv-
ity) via noise and visual distractions
(Maintaining Privacy... p. 4).
Noise, unwanted distraction while in
focus mode, loss of concentration
due to poor partitions, and undesired
collaboration are issues that must be
resolved in every offce situation.
The current fxtures are not original
to the space, and dim lighting in a
workplace has extremely negative ef-
fects on productivity and job satisfac-
tion (need source).
Bringing the comforts of home into
social environments in the work-
place boosts employee moral (need
source).
ACOUSTICS
Place rolling/moveable partitions in
the ballroom covered with sound-
absorbing material.
Acquire white noise makers (2) to
place around the space.
LIGHTING
Replace current fxtures (both chan-
deliers and sconces) with higher ef-
fcacy, Energy Star fxtures and bulbs.
Put incandescent or warm (around
2700 K) fuorescent bulbs and fx-
tures (1-2) in the break room.
TECHNOLOGY
Incorporate the Dashboard Manage-
What To Do Why
ment display system into the space
to provide real-time updates of works
in progress.
May be able to pull power from the
video editing room to support new
light fxtures and more technology, if
higher voltage is necessary.
Collaboration is frst and foremost
about sharing knowledge. The ideas,
values and information that are
distributed among workers is essen-
tial to a business that wants to move
forward progressively towards suc-
cess and effciency (Making Room for
Collaboration p. 2).
When support systems such as easily
accessible shared space and the right
technologies are in place, the eff-
ciency factor can be tipped, making
effective collaboration easier (How
the workplace... p. 2).
What To Do Why
Vision, Principles
& Requirements
Vision Statement
Design a work environment that
fosters innovation, collaboration, and
public engagement by shaping the
workplace to be physically and psy-
chologically responsive to individual
and group needs. Create a branded
design solution that respects the past
and conveys an inspiring vision of the
future to enhance the Lexington/Fay-
ette community.
1. Respect the historic integrity of the
building.
2. Transform the work environment
into the social heartbeat a center
of energy and excitement that radi-
ates to all parts of the facility.
3. Emphasize the importance of
Lexingtons past and present while
formulating a branding strategy for
the future.
4. Integrate three-dimensional brand-
ing into the environment as a refec-
tion of the organizational culture and
as a source of inspiration and motiva-
tion for all employees and visitors to
develop a shared vision for Lexington
and Fayette County.
5. Develop an enhanced working
environment that increases work
performance by addressing visual
and acoustical privacy needs for
individuals and groups and provides a
sense of personal control over critical
aspects of the workplace.
6. Develop a variety of spaces that
are equipped with the appropriate
tools, technology, equipment, and
furniture to support productivity,
collaboration, creative thinking, and
decision-making.
7. Provide for the fexible arrange-
ment and use of the space to support
a variety of work types and groups.
8. Implement sustainable practices
in the design and use of the building
to model the importance of a strong,
healthy environment.
9. Improve the effciency and organi-
zation of the workplace by developing
a new system for information sharing
and archival data storage.
10. Provide a fuid transition for com-
munication by addressing certain
adjacencies in the offce space that
would allow for optimal collaboration.
11. Ensure that clarity, transpar-
ency, and openness in the space are
preserved in order to communicate
a welcoming and understandable
physical space and to stimulate civic
involvement in local government.
Guiding Principles
Issue:
VISIBILITY
GOAL:
PR.1
PR.2
PR.3
The proper amount of lumens should be supplied in each space.
On-going work should be highly visible to staff and visitors.
Higher performance fxtures and bulbs
cover work spaces in appropriate amount
of lumens.
Ambient lighting of space provided by
high effcacy fxtures and bulbs.
Optimal task lighting provided for and
controlled by the individual user.
Real-time update technology in highly
visible and social areas.
No obstruction of views at entrances of
space(s).
Partitions confgured to hold and display
many different types of media.
Visitors and staff should have a sense of Grays vision for Lexington and mayoral style--visibility
in government.
Views from paths. Views through transparencies in ob-
stacles/walls/partitions.
Conference rooms visible from pathways.
Activities within the facility should be highly visible to visitors and staff mem-
bers.
Issue:
AUDIBILITY
GOAL:
PR.1
PR.2
PR.3
Make acoustics of the environment tolerable for Richard Maloney to work in all day.
Deter the travel of unwanted sound/noise from workstation to workstation and other areas.
White noise machines to quiet the space. Group workspaces and conference rooms
with temporary barriers and excellent
acoustics.
Rolling partitions to break up large abyss
of space and control sound movement.
Underfoot material to absorb and control
sound.
Sound absorbing panels suspended from
ceiling with minimal damage to existing
ceiling design.
Zone activities according to noise level.
Private spaces to use temporarily for focus
work.
Conference spaces to effciently and
comfortably house many different group
collaboration activities.
Create an environment that contributes to ones ability to hear what needs to be
heard and to mask unwanted sounds, especially echoing and reverberation.
Issue:
IMAGE
GOAL:
PR.1
PR.2
Provide newly occupied spaces with a strong sense of identity--to both its users and visitors.
Communicate the new branding design throughout each space.
Comfortable places to sit and major
displays to talk about.
Comfortable places to sit near major
circulation paths.
Dashboard Management system near work
areas and surrounded by nice seating and
casual work surfaces
Use art pieces to portray the many facets
of Lexington.
Rolling partitions can be used to display
on-going work/projects.
Use architectural details to communicate
the branding three-dimensionally.
Integrate three dimensional branding into the environment as a refection of
the organizational culture and as a source of inspiration for all staff members
and visitors.
Issue:
INTERACTION
GOAL:
PR.1
PR.2
PR.3
The facility should promote spontaneous social interaction between the users of
the space to exchange information, ideas, and techniques on a frequent basis.
Social focus points should attract all users of the space to use or pass through everyday.
Socialization and collaborative zones should be convenient, but should not disrupt private/focus
mode activities.
Comfortable places to sit and major
displays to talk about.
Comfortable places to sit near major
circulation paths.
Dashboard Management system near work
areas and surrounded by nice seating and
casual work surfaces
Zone private and collaborative spaces to
maintain privacy of each.
Rolling partitions can be used to temporar-
ily screen interaction, creating more
private zones.
Partition off collaborative workstations
from focus workstations.
Socialization and collaborative zones should promote productive socialization.
Rolling partitions can be used to generate
ideas during break times.
Informal meeting spaces should be conve-
nient to all users of the space.
Informal meeting spaces should allow
easy access while maintaining a moderate
amount of productive privacy.
Branding
Concept
Not predictable, but appropriate for
Lexington.
Lexington is known for the three
hs: horses, hospitals, ?,?. Bour-
bon, horse racing, farmland and UK
basketball are probably the known
factors for non-citizens of Lexington.
These aspects attract visitors, but
they are just a few of many charac-
teristics that make Lexington a great
city. In order to grow, LFUGC must
attract and engage people of all ages
to live in and enjoy Lexington.
Branding for Lexington must be clean
and modern; enduring; elegant; and it
must speak to people of all ages. The
logo should make citizens of Lex-
ington proud of their home. It must
make visitors feel that Lexington is an
active, entertaining, healthy, commu-
nity.
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
TO
V E
E X
G
N
L I
L
I N
T
V E
E X
G
O N
L I VE
L E X
I NG
TON
FINAL LOGO
APPLICATION OF LOGO
L I VE
L E X
I NG
TON
LEXINGTON, KENTUCKY
Lexington Fayette Urban County
200 East Main Street
Lexington, KY 40508
Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad
minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in
voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt
mollit anim id est laborum. Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor incididunt ut labore et dolore
magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea commodo consequat. Duis aute irure
dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat cupidatat non proident, sunt
in culpa qui officia deserunt mollit anim id est laborum. Lorem ipsum dolor sit amet, consectetur adipisicing elit, sed do eiusmod tempor
incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris nisi ut aliquip ex ea com-
modo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur. Excepteur sint occaecat
cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum. Lorem ipsum dolor sit amet, consectetur adipisicing
elit, sed do eiusmod tempor incididunt ut labore et dolore magna aliqua. Ut enim ad minim veniam, quis nostrud exercitation ullamco laboris
nisi ut aliquip ex ea commodo consequat. Duis aute irure dolor in reprehenderit in voluptate velit esse cillum dolore eu fugiat nulla pariatur.
Excepteur sint occaecat cupidatat non proident, sunt in culpa qui officia deserunt mollit anim id est laborum.
Selection
Schedules
Item Code Manufacturer Series/Number Color Name/Number Remarks
Cabinetry C-1 Dwyer Products Classic Series SC072BMR Thermofoil Kasei Wood Finish
Greenguard Indoor Air
Quality and Greenguard
Children and Schools
Certified
Laminate L-1
Karndean
International
Opus WP311 GRANO Grano
Concrete
Countertop
C-2
Third Fire Designs
LLC
N/A (custom-made) Grey Concrete Located in Lexington, KY
Ceiling Tiles CT-1 Ceilume Petal Ceiling Tile White 2'x2' Class A Fire Rated
Seating
Material
M-1 Maharam Bitmap 466066 Copper
This textile meets all
appropriate flammability
requirements, including
California Bulletin #117 and
NFPA 260, and is
compatible with California
Bulletin #133.
Seating
Material
M-2 Donghia Savanna - Item # 10201-02 Sky
Baseboard
Rubber
R-1 Johnsonite TightLock Resilient 4.375" 020 Charcoal
3-Form F-1 3-Form Varia EcoResin - ReMix White
77.5% pre-consumer
recycled content
3-Form F-2 3-Form Varia EcoResin - ReMix Light Natural
77.5% pre-consumer
recycled content
Seating
Material
M-3 Steelcase Bo Peep Wool 5G72 Honey Mustard
When combined with
appropriate components,
fabric can meet California
Technical Bulletin #133
assembly test. Please check
the COM databasefor
product specific approvals.
Epoxy Paint EP-1 Sherwin Williams Indigo Batik
SOCIALIZATION SPACE FINISH SCHEDULE
C-2
EP-1
L-1
CT-1
M-1
M-2
R-1
M-3
C-1
F-1
F-2
SOCIALIZATION SPACE FINISH SCHEDULE
SOCIALIZATION SPACE FURNITURE + EQUIPMENT SCHEDULE
Room Name/Number Mark Manufacturer Catalog #/Description Qty. Notes
Socialization Space S-01 Coalesse Enea Bar Stool 10
100% recyclable, 26%
recycled content
Socialization Space S-02 Herman Miller Aside Chair 6 85% recyclable
Socialization Space T-01 Herman Miller
Eames Molded Plywood
Coffee Table
1
Socialization Space T-02 Steelcase Campfire Personal Table 2
Socialization Space T-03 Herman Miiller
Everywhere Tables,
Nested, Flip Tops
3
Socialization Space T-04 Coalesse
CO2475 Emu Counter
Table
5 23 1/2" x 41 1/4" x 23 1/2"
Socialization Space R-01 GE GTK17JBC 1
Freezer on top, 35% less
energy
Socialization Space F-01 Moen
Anabelle Stainless Steel
Pull-down Kitchen Faucet
1
Socialization Space SI-01 Franke
Item #: 171197, Model
#: FDS704NB
1
Double-Basin Stainless
Steel Topmount Kitchen
Sink
Socialization Space L-01 Steelcase BLB26XX Bix 26 Lounge 1
Socialization Space L-02 Steelcase
BLB26XX Bix 26 Lounge,
Back-Screen
1
Socialization Space L-03 Steelcase
BSCB30RB Bix 30 Crnr
Section/Secretary, Back-
Screen, Right, Seat Fabric
Cut Right
1
Socialization Space B-01 Steelcase BB108 Beam-9 Feet W 1
Socialization Space B-02 Steelcase BB144 Beam-12 Feet W 1
Socialization Space B-03 Steelcase
BWSK Kit-Wall Start,
Beam
2
Socialization Space B-04 Steelcase
BXP95 Post-X, Base, 93-
1/2h
1
Socialization Space W-01 Steelcase
K5M3242 Boards-Marker,
Large, Package/532x42
1
Socialization Space W-02 Steelcase
KME Easel-Mobile, Frame
Only, 29-1/4x37x50-60
1
Socialization Space P-01 Progress Lighting
P5184-104 glass mini
pendant
5 Energy Star Compliant
SOCIALIZATION SPACE FURNITURE + EQUIPMENT SCHEDULE
T-03
S-02
T-01
L-01
L-01
W-01
R-01
T-02
T-04
S-01
F-01
L-02
L-03
B-04 B-02
B-01
B-03
W-02
Typical
Designs
Large Conference Room
Small Meeting Room Semi-Enclosed Meeting Space
Open Meeting Space
Four-Person Workspace
Private/Focus Workspace
Socialization Space