ABSTRACT
This book is not about the detailed issues of space planning and furniture speci fication, which will vary enormously from one business to another within the context of different buildings: a good design consultant can develop ideas with the client once the overall philosophy of the new environment has been determined. It is about the new design philosophy and the principles behind it - and in Part Three we offer a number of models which will help stimulate discussion about what will suit your organization, whether you envisage minor or major changes to the working environment. What the designer or architect cannot be expected to do is to engage with unregenerate executives on issues of management behaviour which they have not begun to see as a problem for the organization. If, on the other hand, managers have already decided to loosen up their style, then the designer can offer a range of options to open up the environment and to help them sell the new approach to the unconverted.
