How to Think Outside the Cubicle

In the 1960’s Robert Propst, the inventor of the first open office furniture system, remarked that "…today's office is a wasteland. It saps vitality, blocks talent, frustrates accomplishment. It is the daily scene of unfulfilled intentions and failed effort." He could have been describing Dilbert’s workplace, the office environment that was ubiquitous throughout the 1970’s, 1980’s and into the 1990’s. But Dilbert had not been conceived at the time he expressed those observations.

2008 marks the 40th anniversary of the introduction of the first open plan system whose basic building block came to be known as the cubicle, the symbol of office life and culture, the unit that became loved by employers as a tool of efficiency and ultimately maligned by office workers who saw it as a means of control and oppression.

Prior to 1968, business offices were laid out following the conventional office planning model. The majority of the workers, at low-managerial or professional levels, were placed in large open areas in regimented linear arrangements at immobile desks, with little or no physical partitioning between them. There was no visual or voice privacy or security of information. Individuals in managerial levels were typically in private offices around the perimeter of the space, with views to the outdoors. Workspace characteristics were a measure of status and an expression of the hierarchy of the organization. It was suitable for the nature of office work of the industrial age.

Following World War II, the open office landscape model was developed by the Quickborner Team in Germany. It was born out of social ideals, fostering an egalitarian workplace wherein all levels of staff shared an open space that supported and encouraged communication and collaboration. Furniture was placed irregularly with aisles forming organic paths, symbolic of the flow of communication, with only plants, file cabinets or curved screens to define individual space and provide a measure of privacy. This office landscape model was the forerunner to the open office planning model in the United States.

With the post-war boom in business and industry in the United States, the open office planning concept arose out of a need to accommodate rapid growth and personnel changes in the most cost-effective manner. Workspaces which could accommodate new technologies, new communication channels, and new needs for information security could be quickly implemented without the need to construct permanent walls, lighting, electrical and HVAC systems. The open office planning concept was universally embraced by corporations for its efficient utilization of space, adaptability to new office technology and new tasks and job functions, and as an aid to the exchange of information by eliminating walls as barriers. While the open plan office was being implemented throughout the 1970’s and 1980’s, there were new business models and new management philosophies being developed, starting with the technology industry, which emphasized equality, worker participation, involvement and a true sharing of goals and ideals through teamwork and partnership.
Additional factors led to new alternative office planning model which began to appear in the mid-1990’s. The characteristics of this new model reflect demands for higher productivity, challenges of global business, technology innovations, real estate costs, and changes in work culture.

Not until recently has the cubicle been acknowledged as a remnant of the old order. The need for the cubicle itself to change has been a major focus of office furniture manufacturers, resulting in innovations in product and styling to accommodate fast-changing needs. Today, flexibility is the most important feature for workspaces (let’s stop calling them cubicles).

· Through a great variety of interchangeable components, workspaces can adapt to support varied job functions and workstyles.
· Internal adjustability supports varying physical needs of multiple occupants.
· Workspaces can be configured to support collaboration and teams.
· Worksurfaces and tables can be portable to allow rearrangement by the user as tasks change.
· Privacy levels can be changed through stackable tile systems.
· Through redesign of storage systems, square footage of workstations can be reduced.
· Technology devices and cabling can be cleanly accommodated, with convenient and accessible plug-ins.
· Workspaces can be contracted and expanded without the disconnection of power and cabling.
· Finish materials and accessories can allow individual choices and can help to express the culture of an organization.

After 40 years the cubicle is not dead, but has adapted, just as its occupants have, to changes in business and culture.

By Gary Parish, director of design, Emmons Business Interiors
Copyrighted material, reprinted with permission of MARKETPLACE MAGAZINE, (920) 729-7608

Design Your Office for Change

We all have experienced change in our personal lives and in our work lives. We’ll leave a discussion of change itself to experts in the disciplines of psychology, economics, sociology, political science and history.

We know the effects that change can render. It is disruptive or even paralyzing if we are caught in a state of unpreparedness or unwillingness to acknowledge it or accept it.

In business, change occurs in ever-shorter cycles. Radical and sudden change can result from a number of forces — rapid growth or contraction, facility relocation, technology advances, transfer of ownership. Change can also result from an evolution in corporate culture, in workforce demographics, or shifts in marketplace demand, economic cycles, or through social change or government regulation.

There are a number of strategies to make your workplace environment ready and adaptable to change when it occurs. Among them:

Maintain a limited number of “parts.” Develop and maintain standards for workstation and office design. This allows quicker solutions to providing workspace for each individual. In this way, decision makers do not have to “start from scratch” to provide a new employee with a place to work, nor do they have to make assumptions about what will be needed to support the work. Analyze job functions in advance and develop typical workstations or office arrangements for those functions. General job functions can be narrowed to just four categories. BOSTI Associates, a Buffalo, NY organization that has studied the effects of office design on productivity, defines the four office job types as 1) manager, 2) professional, 3) engineering and technical, and 4) administrative.

Provide adaptable, flexible workspace. In general, open spaces are more flexible than walled, enclosed spaces. Work areas can be defined and individual workstations can be designed with modular component systems.

Commercial furniture manufactures and suppliers have responded to the demand for flexibility with myriad solutions to the need for change. Workstation systems have evolved throughout the last two or three decades to become more flexible, both in design options and in reconfiguration capability. Stacking partition systems allow a workspace to adapt to a change in privacy needs by raising or lowering the overall height of a partition. Recent introductions to furniture markets across the country include worktables, privacy screens, storage modules and, of course, chairs — all on wheels, providing flexibility without limitation.

Provide informal and multi-functional meeting spaces. As the pace of work quickens, the whole office environment needs to support work, because work needs to occur everywhere — in the individual workspace or office, the corridor, the reception area or the lunchroom. If there are provisions in all gathering places for a pair or a group of individuals to share ideas or access information, work does not have to wait for a place. Placing informal seating areas throughout the office space, with access to electrical and data outlets, could accomplish this.

Have a ready solution for off-site, work-anywhere, or work-from-home alternatives. This should include not only a furniture and equipment standard, but also a policy for procurement and use of the company assets, and for disposition of the assets once an employee leaves the company. Current office furniture trends include options that are value-priced, flexible, and scaled-down, adaptable to home offices.

Provide adequate training spaces. Ongoing training is an element of constant change. Besides keeping employees up to date, it can be a tool to attract new talent. Training spaces should be designed to be flexible to accommodate formal training as well as group interaction. A square space tends to be more appropriate to training functions than a rectangle, used for a conference room.

Make every workspace adaptable to individual requirements. Without providing a unique workspace for every individual, accommodation can be made for individual work styles or individual physical abilities. The interior of a workstation can be adapted to individuals by offering accessory shelves, work organization tools or flexible lighting options. Highly adjustable seating and height adjustable work surfaces can accommodate a spectrum of physical needs or work styles. These are some ideas, which do not necessarily address the emotional aspect of change, but by acknowledging that change will happen and by always being ready for it, work can continue uninterrupted — and, hopefully without diminished productivity.

By Gary Parish, director of design, Emmons Business Interiors

Copyrighted material, reprinted with permission of MARKETPLACE MAGAZINE, (920) 729-7608

Ergonomics

Workplace injuries cost employers and their insurance companies hundreds of millions of dollars each year.

The number of work-related accident and injury claims reported in 2004 (the last date for which records were available) totaled 36,699, according to the Wisconsin Department of Workforce Development’s Workers’Compensation Division. As a result of those claims, employers reported lost wages of almost $238 million. That does not include the costs incurred for medical bills or payments for partial or temporary disability.

While it is not clear what percentage of the accidents are related to poor ergonomics, there can be no question that the amount could be reduced early on by employing some common-sense, preventative measures. And if accidents or injuries have already occurred, proper ergonomics can help reduce the chance for reinjury at a later date.

The type of injuries seen most often by ThedaCare at Work are tendonitis, usually in the hand or elbow, related to repetitive motion and low back or hip pain most frequently caused by people sitting in their chairs improperly and for too long.

“It’s recommended that if you are in a job where you’re at your desk for more than an hour or two at a time that you get up periodically — at least once an hour, if not more — to stretch your body, says Emmy Kiecker, an occupational therapist specializing in ergonomics at ThedaCare at Work. “That has actually been shown to increase productivity because you’re not as tired as you would be if you were just sitting there non-stop working.”

She says it’s also important to have your keyboard properly adjusted and to make sure your chair feels comfortable and also adjusted properly for your individual body.

“Look at your keyboard height and adjust it according to the chair height.”

Bob Andersen, president of Emmons Business Interiors, says preventing carpal tunnel syndrome is the No. 1 concern of employees when it comes to workplace injuries.

“They’re also concerned about having a better work environment so employees have less down time,” he says. “Better lighting and monitor arms to help prevent eyestrain are common needs.”

They’re common needs because eye strain is a common problem. According to a federal study conducted by the National Institute for Occupational Safety and Health, nearly 90 percent of people working on computers three or more hours per day suffer from some form of eye strain.

Ergonomic eyewear aiding a person’s focal point helps alleviate those problems, because the way images appear on a screen versus on paper is a lot different, says Jay Wolter, president of Huser Ergonomics, De Pere.

“What the glasses do is give the wearer two focal points: their screen and their work,” he says. “If you’re looking at a screen versus paper, for example, your eyes have to focus a lot more than if you were reading the paper. The ergonomic eyewear helps your eyes so they don’t have to focus so much so it relieves a lot of strain on your eyes.”

There are plenty of things an employer can do ergonomically to help protect employees’ health. It’s in their best interest to do so, Andersen says, because a Workers’ Compensation claim is far more costly than a keyboard, chair or other preventive measure. But he cautions that while the principles of ergonomics are the same, every person is different, making ergonomics a subjective need in some cases.

“That’s why OSHA voted down having the chair standards that they’d passed out in California. It was supposed to be adjustable arms and adjustable backs, but they could not come up with a standardized chair for everybody,” Andersen says.

Eric Blankenheim of Blankenheim Services, LLC agrees that just having something ergonomic does not automatically prevent injuries and claims, or even lawsuits from happening. Employers must ensure that equipment properly fits their workers and that they’re using it correctly, he says.

“Many times I’ll see companies spending a lot of money on equipment, but never really training the individuals how to use the equipment correctly,” Blankenheim says. “Something might be a good fit for one worker, but a horrible fit for somebody else.”

He suggests employers consider general ergonomic guidelines, then take them one step further as they relate to each individual employee.

As a side note, Blankenheim says when an employee is injured, employers face issues on a couple different levels: one is under Workers Compensation; the other comes under the guidelines of the Wisconsin Fair Employment Act and the Americans with Disabilities Act.

“The ADA protects people from discrimination if they have a disability,” he says. “The Wisconsin Fair Employment Act is different and in many ways more stringent with employers than the federal ADA is. A lot of companies in Wisconsin think if they comply with the ADA they’re set, but Wisconsin has its own law that has a different set of conditions.

“For example, under the ADA it’s usually not necessary to restructure a job for someone who has suffered an injury. But under the state’s Fair Employment Act, if somebody cannot do aspects of their job, the court may decide it is reasonable for the company to actually restructure that position and move job duties to other people,” he says. “And that wouldn’t matter if they’re hurt on the job or not.”

By Cheryl Hentz

Copyrighted material, reprinted with permission of MARKETPLACE MAGAZINE, (920) 729-7608

ERGONOMIC TIPS

Ergonomics is the complete relationship between you and your working environment. It goes beyond the adjustability of your furniture.

Keep monitor and keyboard centered in front of you

• The monitor should be at least one arm length in front of you. Position the top of the monitor 2 to 3 inches above seated level.

• You should be able to view the screen without tilting or turning your head.

Maintain good posture when working

• Sit back fully in your chair to take advantage of seating contours and lumbar support.

• Support the natural curvature of your spine.

• Adjust your chair height to keep your knees equal to or lower than your hips while allowing your feet to rest fully on the floor.

• Keep your elbows in a slightly open angle with wrists in a neutral position.

• Flex your wrists no more than slightly up, down or sideways.

• Relax your hands when utilizing your mouse.

• Movement should originate from your shoulder and elbow.

Documents should be placed in line with keyboard and monitor

• Use a document holder whenever possible.

Take frequent, short breaks

• Movement stimulates blood flow, which keeps nutrients moving through your muscles to cleanse them and therefore reduce the possibility of soreness.

• Give your eyes a rest by closing them for a minute or two.

Keyboard tilt

• The keyboard tilt can help you attain the correct arm position.

• A negative tilt (front of keyboard higher than the back) helps when working in an upright sitting position.

• If you recline — a positive tilt (front of keyboard lower than the back) may be necessary.

Key lightly

• The average user keys four times harder than necessary.

Reduce glare

• Avoid placing your monitor near bright lights and windows. If there is not another option, use an optical glass glare filter.

Source: Emmons Business Interiors

Copyrighted material, reprinted with permission of MARKETPLACE MAGAZINE, (920) 729-7608

Adapt Your Office for a Multi-Generational Workforce

Profound changes in the composition of the labor force are under way and will continue through the next 10 to 15 years and beyond. These changes affect business practices and policies, organizational structure, relationship dynamics, as well as the workplace environment. Baby boomers, who have been the largest segment of the labor pool for nearly 40 years, begin to retire in 2008. Phasing in as another very large group will be Generation Y. As these demographic changes are under way, we work in an environment that is shared by four generations: the traditionals, baby boomers, Generation X, Generation Y.

Each generation has its characteristic values and ideals, preferences and styles, based on its collective experience during formative years and as its members entered the workforce. While it would be inaccurate and unfair to generalize and stereotype, there are certain shared tendencies among individuals in each generational group.

The traditionals. Born between 1930 and 1946, they were influenced by the Depression and World War II and are characterized by discipline, thrift, conformity and adherence to rules. Traditionals often hold positions of authority. The workplace familiar to them would be highly structured, hierarchical,organized according to the organizational chart.

The baby boomers. Born between 1946 and 1964, boomers represent huge numbers in the workforce, experienced a “Golden Age” of industrial production and improved standard of living, and later, tumultuous social change. Boomers value individuality and creativity, and they seek fulfillment through work. They have had a great deal of influence through their numbers and have experienced a shift in opportunities and organizational structure. Boomers adapted to the “cubicle,” with personal space being well defined and separate from areas of congregation.

Generation X’ers. Born between 1965 and 1979, they are fewer in number. Being the first day-care generation, they learned self-sufficiency, developed concern over social issues and entered the workforce during an economic downturn. Pragmatic and adaptable, they tend to be skeptical. They enjoy flexibility in working hours, in dress and in the environment.

Generation Y’s. This group, born between 1977 and 1995, is characterized by high ambition, high expectation, sense of social responsibility and independence. They are informal, teamwork oriented, enjoy freedom and flexible hours. They are highly consumer oriented, ethnically and racially diverse. Style and image of the work place are important.

The challenge of maintaining a work environment that supports the needs of so many work styles and age groups is not a small one. Traditionals and baby boomers alike will remain on the job beyond what was once considered “retirement age,” due to both a longer life span and labor demand. We need to balance conflicting needs for tradition and order, privacy and comfort, collaboration and flexibility.

Two keywords to serve as guides would be adaptive and universal.

Thus:

• Consider that occupants and functions of workspaces will change frequently and repeatedly.
  
• Plan offices to allow shared use and shared function.
  
• Consider providing a “community center” in your workplace where all groups can congregate and share information and ideas.
  
• Provide both collaborative and private work spaces.
  
• Plan lighting and acoustic environments that are adjustable.
  
• Devote careful attention to workstation ergonomics as technology becomes pervasive and workers age.
  
• Plan workstations to accommodate more than one person, to support training and mentoring.
  
• Consider furniture solutions that are portable and adjustable, adapting to multiple tasks and styles and physical needs.
  
• Consider individual work spaces that can be either expanded or contracted.
  

Armed with an awareness of the characteristics of these groups and thoughtful application of some of these broad concepts, your experience through the changing times can be a rewarding one.

By Gary Parish, Emmons Business Interiors

Copyrighted material, article supplied for website use only with the permission of Marketplace Magazine