Pandora's Office: Part II - The Psychology of Workspace

One of the positive outcomes emerging from a more holistic contemplation of work is a better understanding of how the behavioral and design elements of the workplace impact well-being, the psychology of the workplace.  Historically, the physical office and the culture that accompanied it, was largely a one-size fits all, top-down dictate that employees were not encouraged to question.  While this one-dimensional approach may have been easier to conceive, it had the detrimental effect of failing to adequately support some percentage (maybe a large percentage) of the employees.  But it’s a new day, a time when we have increased awareness of neurodiversity and sensory processing, an opportunity to provide optionality in support of the broad spectrum of employee (human) differences.  It’s a moment when we can more fully contemplate the psychology of the workplace.  Indeed, the more thoughtful we are in creating workplaces that cater to diverse employee needs, the better these environments will serve the organization.
 
How are employees diverse?  Well, in the same way people are.  Upon entering an office, we don’t suddenly shed our true nature.  It’s unrealistic to expect, for example, a person who is highly sensitive to ambient noise to thrive in an open-desk configuration.  In thinking about its employees, companies should assume their workforce is comprised of the full range of human personalities and behavioral nuances.  We’re all different and we’re all doing things differently. 
 
Let’s look at some of specific ways in which the psychology of the workplace can be enhanced through design.  A well-designed modern workplace offers a variety of spaces for individuals to work, including spaces for quiet work, spaces for teams to collaborate, spaces for people to learn together, spaces to express corporate culture and spaces to meet with and entertain clients.  Color is important.  Soothing color choices are generally preferred over bright colors.  Materials matter.  It has been shown that we respond better to the elements found in nature, materials like wood, stone, even water features have a positive effect.  Of course, the best light is natural light, and the best air is that which is let in through an open window.  Workspaces that empower employees to customize their space enhance their sense of belonging.  This may be in the form of adjustments to ergonomic furniture, lighting, or climate controls.    
 
From a behavioral perspective, consistent application of corporate behavioral guidelines is the single most important thing a company can do.  Leaders should exemplify the guidelines they give to the employees.  For example, if the hybrid policy is for the team to be present 3 days a week and remote the other 2, leaders should strive to maintain this same schedule.  Alternatively, when these leaders are in the office 5 days a week, those on the team who have chosen to be there only 3 may feel they’re being penalized for doing so and/or may perceive less opportunity for advancement, because others have chosen to go in 5 days a week to gain access to leaders.  Employers lose when they choose behaviors that reduce employee engagement.  While it’s good to have ambitious employees, those willing to sacrifice work flexibility to advance their career, it’s also likely some otherwise valuable employees have chosen the flexibility of the hybrid schedule because it best suits their particular needs.  In fact, some of these employees may offer a much bigger contribution than those who are merely ambitious.  When there is alignment between the company’s policy, leadership’s behavior and the behavior of the employees, good things happen.  Consistency is also vital in the context of DEI initiatives.  In simple terms, companies must “walk the walk”.  Too often, we talk about the importance of diversity in our workplaces but fail to translate it into tangible actions that encourage and support diversity.  
 
This is the right time to think about the psychology of the workplace, the psychological impact of the work environments we create.  Here, again, such focus may reshape our perspectives on initial investments of the space we lease, or the furniture we buy.  It may cause us to see inconsistencies in how we “live” our cultural guidelines.  Most of all, the creators of workplaces who have a pulse on their psychological implication will win. They'll attract premier talent, cultivate better culture, and engage their employees more fully.