ABSTRACT

Offices shape the lives of millions of people. How we plan, design and equip them says a great deal about the culture of organisations, the mentality of managers and the motivations of staff. But getting the right balance between management efficiency and individual wellbeing is as elusive as ever. New Demographics New Workspace looks for answers in some new places. The authors address ways in which the office environment can be redesigned to offer greater levels of comfort, flexibility and fitness for purpose in the new age of the older knowledge worker. Based on the findings of the authors 'Welcoming Workplace' research project at the Royal College of Art Helen Hamlyn Centre, New Demographics New Workspace examines the impact of two of the most significant shifts in the workplace: the ageing of the workforce and the changing nature of work itself in the knowledge economy. By examining the movements and motivations of older knowledge workers in the UK, Japan and Australia, the authors have generated new conceptual approaches to office design that offer an alternative to the current outdated model derived from the factory floor. In particular they question the value of open-plan offices that favour collaboration over concentration and contemplation. Given the growing pensions crisis and anticipated knowledge gap in the workforce in many developed countries, this book has real political, economic and social resonance. If we are all going to have extended working lives in the 21st century, the places in which we work will need to flex and adapt to make us want to keep on working.

part I|2 pages

Reviewing the context

chapter 1|5 pages

The change we face

An older and wiser workforce will steer the future economy

chapter 2|7 pages

The greying workforce

Throw a stone in the workplace and you'll hit a senior

chapter 3|7 pages

Knowledge workers

They're here but we don't know how to make them productive

chapter 4|7 pages

Burned-out, bottlenecked and bored

What happens when the workplace isn't working

chapter 5|4 pages

An unholy alliance

A conspiracy of management process and modern design

chapter 6|6 pages

Collaborative working

Open-plan experiments without conclusive results

chapter 7|5 pages

Flexible working

A networked approach for a volatile economy

chapter 8|5 pages

The nature of the challenge

Making the workplace more inclusive of changing needs

part II|2 pages

Rethinking the culture

chapter 9|5 pages

Towards a welcoming workplace

Designing research to give older workers a voice

chapter 10|8 pages

Open plan has its limits

Concentration and confidentiality affected by being on parade

chapter 11|5 pages

Fit for purpose?

Health and well-being under strain in the workplace

chapter 12|8 pages

Trapped inside the box

How new technology stifles techniques honed over time

chapter 13|6 pages

Ambivalence to ageing

Institutional uncertainty and bias form a backdrop to working lives

chapter 14|2 pages

Responding to the challenge

Time to design: habitat and behaviour are linked

part III|2 pages

Redesigning the environment

chapter 15|9 pages

Plotting your moves

Which design interventions are right for your company?

chapter 16|9 pages

Spaces to concentrate

Getting into ‘flow' depends on a dedicated design approach

chapter 17|12 pages

Spaces to collaborate

The convenience of geographical proximity is never enough

chapter 18|8 pages

Spaces to contemplate

Is resting the mind and body a culture change too far?

chapter 19|6 pages

Making it happen

A mix of knowledge settings is what really matters

chapter 20|2 pages

New demographics, new workspace

Time for change in our approach to office design