# WeOffice - Full Text of All Knowledge Content > Verbatim full text of every indexable WeOffice page on workplace strategy, hybrid work, > workplace analysis, attendance data, office right-sizing, activity-based working and the > Workplace Adequacy(TM) framework, in both Swedish and English. Provided as a single file so > AI systems can ingest the full knowledge base in one fetch. > > Curated link index: https://en.weoffice.eu/llms.txt > Canonical hosts: https://en.weoffice.eu/ (English), https://sv.weoffice.eu/ (Swedish) > > Content is authored either by Dr. Aram Seddigh (Ph.D. in work and organisational psychology, > ORCID 0000-0001-9941-0293) or published by WeOffice as the organisation. Author attribution > is stated in JSON-LD on every source page. > > Excluded from this bundle: category archives, event listings, press releases and job ads, > since they carry announcements rather than knowledge. They are listed in llms.txt. > > Generated 2026-08-14. ======================================================================== # Projects and customer cases URL: https://en.weoffice.eu/kundcase/ ======================================================================== # Case studies In our Projects & Case Studies, we share examples from real assignments where WeOffice has supported organisations throughout the full workplace journey. Here you’ll find cases that show how we work with workplace strategy, workplace analysis and needs assessments, office search and lease negotiations, workplace concept and office design, as well as change management before and after relocation. Each case offers a clear view of the starting point, key decisions and outcomes — and can inspire your next step, whether you’re planning a move, introducing a new way of working, or developing your existing office. From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. Workplace Strategy for a Learning Environment Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation. More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working. ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Workplace Strategy for a Learning Environment URL: https://en.weoffice.eu/kundcase/an-office-with-learning-in-the-walls-how-sanoma-education-creates-spaces-for-development/ ======================================================================== - Home / Cases / Workplace Strategy for a Learning Environment # Workplace Strategy for a Learning Environment Share with ## Case Studie Background – a workspace that fosters learning and collaboration Sanoma Utbildning is one of Sweden’s leading education companies, dedicated to developing and spreading knowledge. When the organisation decided to leave its former premises, it saw an opportunity to create a work environment that not only met current needs but also actively supported its mission: to promote learning, collaboration, and innovation. To realise this vision, Sanoma required a comprehensive workplace strategy – from strategic planning and location search to lease negotiation, design, and relocation. Here, WeOffice became a trusted strategic partner throughout the entire process. ## The challenge – more than just a new office Sanoma faced several key challenges in developing a  future-proof hybrid office : An office that reflects the mission. The new workspace needed to support knowledge sharing, creative collaboration, and continuous learning. Structure and planning. A clear  workplace strategy  was needed to define how spaces could best support both focused work and interaction. Sustainability. Material choices and interiors had to reflect reuse, circularity, and long-term thinking. Tight timelines. The transformation had to be completed efficiently, without compromising on quality or functionality. In short, the goal was a  flexible, sustainable, and identity-driven workplace  for the future. ## The journey with WeOffice – from analysis to completion ### Step 1: Evidence-based workplace strategy The project began with a thorough analysis based on the  Workplace Adequacy™ Framework . By mapping Sanoma’s organisational needs, work processes, and long-term goals, WeOffice created an evidence-based strategy guiding the office’s layout, zoning, and the balance between collaborative and focus spaces. The outcome: a learning-oriented workplace that inspires people while supporting Sanoma’s mission to share knowledge. ### Step 2: Location search and lease negotiation Once the strategy was established, WeOffice assisted Sanoma in identifying suitable locations and negotiating lease terms. This structured process ensured that the chosen premises met both functional and financial requirements, providing a solid foundation for design and implementation. ### Step 3: Sustainable design and interior During the design phase, the focus was on longevity, sustainability, and user experience. Through the reuse of materials, environmentally responsible choices, and precise planning, WeOffice created a flexible environment featuring open areas, meeting rooms of various sizes, and quiet zones. The interior design was guided by behavioural goals: to encourage collaboration, enable concentration, and stimulate creativity – while remaining true to Sanoma’s brand and values. ### Step 4: The client’s perspective Ingrid Ahotupa , Commercial Manager for Sanoma Sweden and Office Manager at Sanoma Utbildning, describes the experience: “When our lease was coming to an end, we needed more than just a new location – we needed a well-thought-out strategy. Thanks to the support we received throughout the process, we have created an environment that truly supports our way of working. We’ve been able to focus on our core mission – spreading knowledge – instead of troubleshooting office or technology issues. And we met our tight schedule, which was a huge relief.” ## The transformation in practice – a learning-centred workplace Sanoma’s new office successfully combines  functionality, flexibility, and identity : Culture:  A workplace that reflects Sanoma’s values and strengthens its organisational identity. Flexibility:  A thoughtful mix of open areas, meeting rooms, and quiet zones. Sustainability:  Reuse and environmentally friendly material choices throughout. Well-being:  Bright, modern spaces with social zones that promote interaction. Efficiency:  Smart technology and planning enabling seamless hybrid collaboration. ## The result – a workplace that supports learning and collaboration The new office is not just a place to work – it is a  strategic asset  that strengthens both the organisation and its people. The key outcomes: Comprehensive:  From strategy to move-in – a seamless process ensuring quality Right-sized and future-ready:  Designed to meet evolving needs. Diverse and inclusive:  Spaces for collaboration, focus, and well-being. Sustainable:  Environmentally and financially conscious choices. Attractive:  Fosters engagement, pride, and belonging. ## Voices from the collaboration ### WeOffice: ”Through the  Workplace Adequacy™ Survey   , we were able to systematically follow up on the outcomes of the implemented changes. The results clearly show that the office is now better dimensioned, employee satisfaction with available spaces has improved, and collaboration has become smoother. Overall functionality has increased significantly. The post-evaluation confirms that an evidence-based approach to workplace strategy can effectively enhance the work environment by aligning it with employee needs.” — Dr  Aram Seddigh, CEO at WeOffice ### Sanoma Utbildning: “It feels fantastic to offer our employees an environment where learning, collaboration, and productivity truly meet. The office has become an integral part of our brand – and that shows in every detail.” —  Ingrid Ahotupa, Commercial Manager for Sanoma Sweden and Office Manager at Sanoma Utbildning ## Read more From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working. See all cases ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # From Tradition to Future – Strukton Rail… URL: https://en.weoffice.eu/kundcase/fran-tradition-till-framtid-strukton-rail-skapar-en-flexibel-arbetsplats-tillsammans-med-weoffice/ ======================================================================== - Home / Cases / From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice # From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice Share with ## Case Studie When Sweden’s largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company’s culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. ## Background – a leading player moving forward Strukton Rail AB  plays a central role in keeping Sweden’s railway system in motion. As part of the Dutch  Strukton Groep NV , the company plans, builds, and maintains rail traffic infrastructure throughout the country. With high competence and a strong sense of responsibility, the organisation drives progress through innovation. As the business grew, it became clear that the old Stockholm headquarters no longer supported the new ways of working. The premises were designed for a more traditional office culture. Now, the company wanted to create an environment that better reflected its culture, ambitions, and forward-looking mindset — a workplace that both employees and visitors could feel proud of. ## The challenge – creating a workplace that meets diverse needs Strukton Rail identified several development needs: - More focused work areas and quiet rooms - Modern technology for both physical and digital meetings - Flexibility to adapt the space over time - A sense of community and well-being that strengthens company culture Different departments also had varying requirements — from HR’s need for confidentiality to the safety team’s demand for changing facilities. To succeed, a  holistic workplace strategy  was essential. ## From vision to reality WeOffice  approached the assignment using its evidence-based  Workplace Adequacy™ Framework . Together with Strukton Rail, a structured process was initiated in which vision, employee perspectives, and data formed the foundation for the future workplace. ### The Vision The shared vision, defined in a leadership workshop, was clear:  To create a flexible, attractive, and enjoyable environment that inspires and supports employees — a place that strengthens community, enables collaboration, and allows for focus when needed. ### The process Employee input played a central role. Through focus groups, the  “My Day at Work”  workshop, and the  Workplace Adequacy™ Survey , valuable insights were gathered about needs, working styles, and well-being factors. These insights were combined with occupancy data and analyses of work patterns, resulting in a clear, business-tailored plan for the future office — right-sized, flexible, and aligned with organisational culture. ### Implementation Once the strategy was in place,  WeOffice  took full responsibility for implementation. This included location search, lease negotiation, interior design concept, project management, cost estimation, and procurement support. WeOffice ensured that Strukton Rail’s interests were safeguarded throughout negotiations with the landlord and contractors. In parallel, a structured  change management process  was implemented to engage employees and prepare them for the transition. In this way, the vision and strategy were turned into reality — with WeOffice leading the project from start to finish. ## The transformation in practice – a workplace for every need As the strategy and implementation took shape, it became clear that the new headquarters would be built around distinct  zones  providing clarity and choice: - Green zones – open areas for interaction, digital meetings, and spontaneous conversations - Orange zones – quieter areas for short, informal collaboration - Red zones – completely silent areas for concentration and confidentiality The office was equipped with ergonomic furniture, height-adjustable desks, dual monitors, and modern meeting technology. Smaller soundproof rooms allow for uninterrupted digital meetings, and a dedicated studio was created for video and audio production. Well-being and sustainability were also key priorities. Generous social areas encourage informal interactions, while showers and changing rooms make life easier for cyclists and field staff. Greenery, proximity to public transport, and well-planned storage solutions contribute to a workplace that is both functional and pleasant ## The result – a future-proof workplace Strukton Rail’s new headquarters is far more than a physical space. It is a  flexible, sustainable, and representative platform  for the entire organisation – a place that bridges the company’s proud tradition with the needs of the future. The benefits are clear: - Right-sized: Designed for a typical working day, neither over- nor under-dimensioned. - Flexible: Can accommodate future organisational changes without costly refurbishments. - Attractive: A workplace where people genuinely want to be. - Representative: Strengthens Strukton Rail’s brand and identity. - Sustainable: Promotes both employee well-being and resource efficiency. ## Voices from the collaboration “Strukton Rail showed great courage by thinking long-term and involving the entire organisation in the change process. Through our evidence-based approach, we were able to anchor decisions in both facts and employee experience. Together, we didn’t just create new premises – we created a workplace that strengthens the culture and paves the way for future ways of working.” —  Aram Seddigh, CEO and Certified Workplace Strategist, WeOffice “The new office has become a harmonious and creative space where different working styles and needs have been embraced. It is also beautifully designed – simple and minimalist throughout the meeting rooms, work areas, and cafeteria, yet it retains the company’s soul.” —  Cecilia Romare, Head of Communications, Strukton Rail ## Read more Workplace Strategy for a Learning Environment Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation. More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working. See all cases ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # More Than a Workplace – How ST – The union of… URL: https://en.weoffice.eu/kundcase/more-than-a-workplace-how-st-the-union-of-civil-servants-created-an-office-that-reflects-their-values/ ======================================================================== - Home / Cases / More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values # More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values Workplace Strategy Share with ## Case Studie When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation’s mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST’s identity and a future-ready way of working. ### Background: When the office needed to reflect the mission Fackförbundet ST is Sweden’s largest trade union for employees working within the public sector. With a central role in improving working conditions and representing its members, ST wanted its own workplace to set an example: an environment that reflected its values and supported how the organisation works. The previous office came with limitations: fixed structures, low flexibility, and a layout that did not fully support collaboration, culture or evolving needs. ST wanted a workplace that could act as a catalyst for engagement, effectiveness and sustainability. That is where WeOffice came in. ### The challenge: More than just premises ST faced several challenges: - A workplace aligned with the mission: The office needed to reflect the organisation’s focus on a healthy work environment, collaboration and participation. - A complete end-to-end solution: Support was needed throughout the process – from strategy to build, interior design and move-in. - Sustainability in practice: Reuse and resource efficiency had to be central principles. - Culture and involvement: The new office should build pride and a sense of belonging – not just provide desks. In short: ST needed a cohesive strategy, not simply a new floor plan. ### The journey with WeOffice: From strategy to a finished office #### Step 1: The workplace strategy The project started with a thorough workplace strategy. Together, ST’s needs, values and ways of working were mapped. The aim was clear: an office that is flexible, sustainable and rooted in the organisation’s culture. #### Step 2: Build and procurement WeOffice supported ST throughout the build process – from procuring contractors to project management and quality assurance. A clear plan tied everything together and reduced the risk of unwelcome surprises along the way. #### Step 3: Sustainable design The architect and workplace strategist Sven, together with the WeOffice team, focused on reuse and smart, practical solutions. Walls, furniture and IT solutions were given a new life. The result was both an environmental gain and a dynamic working environment – combining existing and new elements to create something genuinely inspiring. #### Step 4: The client’s voice Linda Nyström, Deputy Head of Secretariat for Operations Management and HR, and one of the key people in the project at ST, describes the experience: “The best thing about this process is that we received support from start to finish. Everything from strategy and layout to build and interior design came together smoothly – and you can tell in the final result. We also managed to keep both the timeline and the budget. It truly feels like we now have an office adapted to our needs and our culture.” ### The change in practice: An office designed for the future The new workplace enables: - Flexibility: A variety of work settings – from creative rooms and a library to open-plan areas, flexible workrooms and collaboration rooms. - Sustainability: Maximised reuse of furniture, walls and IT solutions. - Wellbeing: Social areas, a kitchenette and a welcoming atmosphere. - Collaboration: Spaces and technology for both in-person and digital meetings. - Culture: An environment that reinforces ST’s identity and pride. ### The result: More than an office ST’s new office is more than a workplace. It is an environment that strengthens both the organisation’s culture and its mission. The benefits are clear: - Right-sized: Optimised for today’s and tomorrow’s needs. - Sustainable: Environmentally and financially responsible. - Attractive: A place where employees feel comfortable and proud. - End-to-end delivery: From strategy to a finished office. As Linda summarises: “We worked as partners rather than as customer and supplier. That made all the difference – and it was a big improvement compared to last time.” ### Voices from the collaboration WeOffice “To support ST all the way – from strategy to a finished office – has been an inspiring journey. We are proud to have contributed to a work environment that truly reflects their mission and values.” ST “The office is more than a workplace. It is a symbol of our mission – to create better conditions for people in working life. And you can feel that in every part of the environment.” ## Read more From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. Workplace Strategy for a Learning Environment Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation. See all cases ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Workplace strategy and office change URL: https://en.weoffice.eu/ ======================================================================== # Make your workplace fit for purpose We help organisations create workplaces aligned with their goals, people and ways of working. - Years of Experience - Evidence - based - Proven Framework Strategy and decision support Understand the current situation, needs and options before changing your office, premises or ways of working. Implementation and engagement Move from decision to a working workplace with project management, change management and follow-up. Workplace strategy courses Training for people leading office change - diploma courses, e-courses, certification and tailored in-house programmes. ## Strategy and decision support Analysis and decision support that make changes to the workplace and ways of working clearer, safer and easier to align. - Overview - Needs analysis and decision support - Attendance, occupancy and office sizing - Employee insights and workplace surveys - Office strategy and premises strategy Strategy and decision support Workplace strategy Office sizing Employee insights Office strategy - Successful change - Sustainable change When your office, premises or ways of working are about to change, you first need to understand what the workplace is meant to achieve. We help you set goals for the change, analyse the current situation and clarify the organisation’s needs. Based on your context, we develop decision support that is anchored in your vision and can be put into practice. The result is a clearer view of which options are realistic, which risks need to be managed and which decisions should be made before you invest in premises, refurbishment or other major changes. We help you understand the current situation, needs and possible options before decisions are made about the office, ways of working or change. The needs analysis combines business objectives, employee insights, work patterns and practical constraints. The output can be used for workplace strategy, premises decisions, refurbishment, change management or further analysis. The aim is to create decision support that both leadership and the project team can act on. Attendance data and occupancy analysis show how the office is used over time, not just on a single day. We analyse variation, peaks, work patterns and functional needs to build a more accurate picture of capacity and space mix. The analysis helps you size the office based on data and real use, whether the question concerns workstations, support functions, meeting rooms, zones or future flexibility. Employee insights show what different groups need for work to function, what creates friction and which issues should be prioritised. We use surveys, workshops and dialogue to connect experience to work, place, function and change. The insights can be used in current-state analysis, workplace strategy, change management and follow-up. They make it easier to understand both common patterns and important differences between roles, teams and ways of working. Office strategy and premises strategy translate the analysis into direction, principles and requirements. We help you clarify the role the office should play, which functions are needed and how the premises should support the organisation over time. The strategy can be used as a brief for premises search, a basis for refurbishment or support for leadership decisions about space, flexibility, ways of working and future office development. Strategy and decision support ## Implementation and engagement Support that coordinates premises decisions, projects, concepts, communication and post-move adjustments. - Overview - Project management and change management - Premises search and lease negotiation - Interior design concept - Follow-up and adjustment plan Implementation and engagement Project management Premises search Interior concept Follow-up - Engaged change - Coordinated delivery Once the direction has been decided, the work needs to hold together in practice. We support implementation through project management, change management, communication, premises search, lease negotiation, interior concepts and follow-up. Our focus is to create momentum without losing engagement. That means connecting decisions, timelines, suppliers, managers and employees so the workplace strategy becomes a workplace that works in everyday use. We help you move from workplace strategy to implementation with clear governance, momentum and engagement. The assignment can include a project plan, budget, decision points, communication, supplier dialogue and support for managers. Change management gives employees and the business better conditions to understand, adopt and use the new workplace. It reduces the risk that the project becomes only a premises project rather than a functioning change. We act as tenant advisers with a workplace-strategy foundation. This means premises search starts with requirements, ways of working, space mix and future needs, not only with available properties. In lease negotiation, we help you compare options, assess each premises’ potential and strengthen the decision support before negotiation and a premises decision. We develop interior design concepts that bring together function, identity and ways of working. The concept translates workplace strategy into rooms, zones, functions, materials, furniture layouts and use principles. The result is a clear decision and delivery basis for the project team, architect, interior designer, landlord and suppliers. After move-in, everyday use shows how the office works in practice. We follow up use, experience, work patterns and friction points to see what works and what needs adjusting. The follow-up becomes a prioritised adjustment plan for leadership, the project team and the organisation. It can be carried out as an early first check-in or as a deeper review once the organisation has had time to use the office over time. Implementation and engagement ## Workplace strategy courses Training that gives you a Workplace Adequacy™-based methodology for workplace strategy - from needs analysis to a strategy you can put into practice. - Overview - Become a certified workplace strategist - E-course in workplace strategy - Tailored in-house workplace strategy training Workplace strategy courses Certification course E-course In-house training - Evidence, method and practical experience - Learn and apply it in your projects The courses give you an in-depth understanding of Workplace Adequacy™ and how the framework can be used as the foundation for effective workplace strategy. You gain clarity on what workplace strategy is, what it should include and how to develop a strategy that meets employees’ needs while working within the organisation’s conditions and constraints. We cover methods and ways of working that make it easier to gather insights, build shared understanding and turn analysis into practical decision support. You also see examples of how tools can support the development of workplace strategy, from structure and involvement to clear priorities. For those who complete the examination, certification is proof that you can apply the Workplace Adequacy™ framework and work as a certified workplace strategist using the method. You can choose the format that suits you best: an in-person diploma course, a self-paced e-course or a tailored in-house programme. The course is delivered in person over two days and runs regularly, usually in Stockholm. We work in small groups with a limited number of places, creating space for dialogue, reflection and deeper learning. During the course days, we explore Workplace Adequacy™ and how the framework can be used to develop a workplace strategy that meets employees’ needs and aligns with the organisation’s conditions. The course is practical and allows room for discussion of participants’ own situations and live cases. You take away methods, ways of working and examples of how tools can support workplace strategy – from gathering insights to structure, prioritisation and decision support. After the course, you can complete a digital examination. If you pass, you become certified in Workplace Adequacy™ and can work as a certified workplace strategist using the method. The e-course is delivered digitally via our learning platform, workplacestrategist.eu, and you complete it at your own pace. You get access to texts, pre-recorded videos, knowledge checks and reflection questions. The e-course consists of two parts: one course on workplace strategy and one on projects and implementation. After completing the training, you can proceed to the examination and, if you pass, become a certified workplace strategist. We offer workplace strategist training as a tailored in-house programme for organisations that want to strengthen capability internally. The training is adapted to your conditions, roles and current needs, and can be linked to your ongoing projects. This creates space for shared discussion, practical application and examples from your own organisation. For those who complete the examination, certification confirms that they understand the Workplace Adequacy™ framework and can work as certified workplace strategists using the method. Workplace strategy courses ## Trusted by leading brands ## Five principles for future-ready workplaces There are many opinions about offices and ways of working. The Workplace Adequacy™ framework brings together five principles that help you make decisions that stand up over time — whether you’re developing a traditional workplace, a hybrid office or activity-based working. Right-sizing Sizing the workplace based on how it is actually used helps reduce both overcrowding and empty space. When it’s easy to find the right environment for the right activity, everyday work runs more smoothly. A better-aligned set-up can also support clearer decisions about space and cost. Diversify Different tasks require different environments. By combining multiple types of spaces — for focus work, meetings, collaboration and informal work — the office is more likely to be used as intended. The aim is a mix that reflects employees’ needs and the organisation’s ways of working. Facilitate collaboration Collaboration rarely happens on its own. The workplace needs to support it through the right spaces, clear structures and simple ways to coordinate. The physical environment can create the conditions, while guidelines and habits help collaboration work in practice. Increase usability People often choose what is easiest. When key spaces are easy to find, understand and use, the workplace is more likely to support desired behaviours. Small barriers in flows, access or clarity can otherwise prevent well-designed spaces from being used. Insight through participation Participation creates both stronger decision-making foundations and better buy-in. By involving the right people at the right level, you gain insights into needs and ways of working — while more people understand the direction and can help the change work in everyday practice. The Workplace Adequacy™ Framework ## Selection of completed projects From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. Workplace Strategy for a Learning Environment Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation. More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working. Read all ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # About Us URL: https://en.weoffice.eu/about-us/ ======================================================================== # About Us We develop workplaces where people thrive and organisations perform. Through evidence-based methods, experience and strong delivery, we support you all the way — from analysis and strategy to workplace strategy, interior concept, and project and change management. The result is a workplace that supports your goals, based on your vision and your specific context. - Evidence-based and proven - Experience you can rely on - Sweden-based, internationally active ## Contact us Dr. Aram Seddigh Grundare, VD. Aram är legitimerad psykolog, ekonom och har en fil. dr. i arbets- och organisationspsykologi - aram@weoffice.se - +46739793663 Evelina Jansson Evelina är designer, inredningsarkitekt & arbetsplatsstrateg och arbetar med kontorsutformning Sven Ostner Sven är arkitekt och certifierad arbetsplatsstrateg med byggteknisk bakgrund - Sven@weoffice.se - +46704866694 Micael Larsen Micael Larsen är konsult inom Facility management och även lärare på Affärshögskolan Sven Prytz Sven Prytz är konsult och jobbar med fastighetsfrågor med särskild fokus på hyresförhandling Jenny Bergh Jenny Bergh är Coach och förändringsledare och arbetar med medarbetarskap och ledarskapsfrågor ## Our location Stockholm, SwedenHagaesplanade 96 ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ======================================================================== # Attendance data, occupancy and office sizing URL: https://en.weoffice.eu/attendance-occupancy-office-sizing/ ======================================================================== - Home / Attendance data, occupancy and office sizing # Attendance data, occupancy and office sizing Attendance data, occupancy analysis and office right-sizing ## Right-sizing the office with data and actual use. We help organisations understand how many people are in the office, how spaces are used and how the office should be sized to work over time. Through attendance data, occupancy analysis and interpretation of work patterns, you get an evidence base for office size, space mix, workplace strategy and future premises decisions. Book a review of your office sizing needs See employee insights and surveys An average rarely tells you how large the office needs to be. Reliable right-sizing is based on variation, peak load, ways of working and the settings the organisation needs for its work. Typical situations ## When do you need evidence for right-sizing the office? The need often arises when the office feels empty on some days and crowded on others, or when the organisation needs to make decisions about space, lease agreements, redesign or future ways of working. Space ### You do not know how much space you need When you are moving office, reducing space or renegotiating, you need clear evidence for space and capacity. Hybrid work ### Hybrid work has changed attendance Attendance often varies between weekdays, teams and periods. This affects both capacity and employee experience. Use ### The office feels empty or unevenly used Low average attendance can hide peaks, crowding in specific areas and spaces that no longer serve their intended function. Functions ### The balance between meetings and focus needs analysis The need often concerns specific functions: meetings, focus, calls, project work, social areas or a mix that varies across the week. Follow-up ### You need to follow up a change After relocation, redesign or a new way of working, you need to know whether the office actually works as intended. Decision ### Leadership needs evidence for the decision Decisions about occupancy cost, space and investment need to be explained through data, scenarios and risk. Answers you get ## What right-sizing evidence can answer Evidence for right-sizing should make it clear which spaces and functions the office needs to support, and what risks are associated with different options. ### How much space do we need? The analysis shows a reasonable total area based on attendance, ways of working, peaks and future needs. ### How many desks and rooms are needed? You get evidence for desks, meeting rooms, focus rooms, project zones and other functions. ### Which days and functions create peak load? We show which days, groups and functions drive load and create risk of crowding. ### What risk comes with reducing space? The evidence shows what may become too vulnerable if space is reduced without the right space mix and use principles. ### How should the space mix change? You get recommendations for the balance between desks, meeting rooms, focus settings and social areas. ### Which option is most robust? The scenarios make it easier to compare alternatives before decisions are made about premises or redesign. Terms and decisions ## The difference between attendance, occupancy and office sizing The terms are often mixed together, but they answer different questions. A useful analysis separates them and connects them in one evidence base. ### Attendance How many people are in the office, when are they there, and how does attendance vary between days, times, teams and periods? ### Occupancy How are desks, meeting rooms, focus areas, social areas and other settings used by the people who are on site? ### Office sizing and right-sizing How many seats, rooms and functions does the office need in order to support work even on normal high-attendance days? Process ## From data to right-sizing evidence We start with the decision the data needs to support. Then we choose the right data sources, analyse patterns and develop scenarios that can be used in premises decisions, workplace strategy or redesign. - 1 ### Purpose and decision We clarify whether the evidence should support space reduction, a new office, renegotiation, redesign, follow-up or adjustment of ways of working. - 2 ### Data sources We assess which sources are relevant: access data, WiFi, booking data, sensors, observations, surveys or existing evidence. - 3 ### Data collection over time Measurement needs to capture variation, not just isolated days. The period should reflect normal business activity and relevant peaks. - 4 ### Pattern analysis We analyse weekdays, times, peaks, lows, teams, areas, functions and differences between actual and perceived need. - 5 ### Interpretation with work needs Attendance and occupancy are interpreted together with ways of working, employee insights, strategic goals and future needs. - 6 ### Sizing scenarios We compare scenarios for area, capacity, desks, meeting rooms, focus settings and social functions. - 7 ### Recommendation You receive clear conclusions about office size, space mix, risks and which decisions should be taken next. What you get ## Deliverables that make data useful in decisions The result should be usable by leadership, facilities, HR, project teams and change management. We therefore summarise the data in clear conclusions, scenarios and recommendations. ### Attendance pattern analysis Peak days, low periods, variation over time and differences between groups, locations or periods. ### Occupancy analysis How desks, meeting rooms, focus areas, social areas and support functions are actually used. ### Right-sizing evidence Recommendation for capacity, number of seats and space mix based on actual use and future needs. ### Scenario comparison Options for keeping, reducing, redistributing or developing the space with clear consequences. ### Risk assessment Risks related to excessive space reduction, the wrong space mix, lack of functions or decisions based too heavily on averages. ### Recommendation Clear next steps for workplace strategy, premises strategy, premises search, redesign or follow-up. Important principle ## Sizing becomes more reliable when variation and peaks are included An office may have low average attendance and still feel crowded on Tuesdays, lack the right type of meeting room or have too few spaces for focus work. Office sizing becomes more reliable when averages, variation, peaks and functional needs are considered together. We help you interpret the data in relation to the needs of the work. This reduces the risk of cutting the wrong spaces, keeping spaces that are not used or missing functions that are critical for the workplace to perform. Connection to next steps ## The analysis should lead to the right decision Attendance data and occupancy analysis are most valuable when they are connected to strategy, employee insights and concrete premises decisions. Employee insights and surveys Office strategy and premises strategy Needs analysis and workplace strategy Post-occupancy follow-up FAQ ## Common questions about attendance data, occupancy and office sizing What is attendance data? Attendance data shows how many people are in the office, when they are there and how attendance varies over time. It can be used to understand peaks, lows, weekdays and patterns in office use. What is occupancy analysis? Occupancy analysis shows how the office’s desks, rooms and zones are used by the people who are on site. It helps the organisation understand which spaces are heavily used, lightly used or not used as intended. What is office sizing? Office sizing, or right-sizing the office, is the assessment of how much space, how many desks and which types of rooms and functions an office needs to support the organisation’s work patterns, attendance and future needs. What is the difference between attendance and occupancy? Attendance is about how many people are in the office. Occupancy is about how those people use desks, meeting rooms, focus settings, social areas and other functions. How do you approach right-sizing the office? The office should be right-sized using attendance patterns, peaks, ways of working, activities, occupancy, employee needs and future strategy. Average attendance alone is rarely a sufficient basis. How should average occupancy be used in office sizing? Average occupancy is useful when it is interpreted together with variation, peaks, weekly patterns and the types of work the office should support. That makes the sizing more reliable than using the average alone. Next step ## Do you want to know how to right-size the office? We can help you choose the right data sources, analyse attendance and occupancy, and develop an evidence base for right-sizing, space mix and next steps. Email us ======================================================================== # Become a Certified Workplace Strategist | Course URL: https://en.weoffice.eu/courses/ ======================================================================== # Become a Certified Workplace Strategist Methods, frameworks and tools for developing and implementing workplace strategy ## Why take this course? How offices are designed and how ways of working evolve affects performance, collaboration and wellbeing. This programme provides an evidence-based foundation for developing workplace strategy — and practical tools to turn insights into clear decisions and effective implementation. The programme is led by Dr Aram Seddigh and is grounded in research in occupational and organisational psychology, combined with hands-on experience from projects across both the public and private sectors. Participants gain a structured methodology, deeper knowledge of the Workplace Adequacy™ framework, and support in analysing needs, shaping recommendations, and building buy-in within the organisation. Download course brochure Download course brochure ## What you’ll take away After the programme, you’ll have the knowledge, methodology and a practical framework to support your work in developing and implementing workplace strategy. You’ll also gain insight into how our tools can be used to support you throughout the entire process. - ### An evidence-based methodology and a framework for analysing needs, shaping recommendations and making better decisions. - ### Practical tools, mindsets and examples you can use directly in projects — from current-state analysis to prioritisation and goal-setting. - ### A certification that demonstrates competence, plus support in applying the knowledge in organisations with different conditions and ways of working. ## Course lead The programme is developed by Dr Aram Seddigh (PhD), with expertise in workplace strategy and organisational change. Drawing on research in occupational and organisational psychology and experience from projects across both the private and public sectors, the programme combines scientific rigour with practical application. For more than a decade, Dr Seddigh has supported organisations in developing workplaces and introducing new ways of working. The perspective is holistic — how people, place, technology and leadership together influence performance, collaboration and wellbeing. In addition to his PhD, Dr Seddigh also has a background in economics and is a licensed psychologist. This creates a clear balance between analysis, behaviour and implementation in the programme’s methodology. +46 73 979 3663 info@weoffice.eu Dr Aram Seddigh Founder of WeOffice, PhD, licensed psychologist and economist. - info@weoffice.eu - +46 73 979 3663 +46 73 979 3663 info@weoffice.eu ## Course literature The programme is complemented by a practical, application-focused book that provides a clear foundation for developing and delivering workplace strategy. It explains how offices and ways of working can be designed around organisational needs, with a focus on how decisions affect people, collaboration and performance. The book works both as course support and as a reference for upcoming projects. It serves as a common thread throughout the programme and can be used as a handbook when applying the framework and tools in practice. The book is titled Workplace Strategy for the Flexible Office: Methods, tools and case studies with a focus on hybrid and activity-based ways of working, and is available wherever books are sold. Buy Book Buy Book Attend in person Digital courses Book an in-house course ### Course overview This programme strengthens your capability to develop and implement workplace strategy. The course is delivered in person and is built around active learning in a small group, giving participants the opportunity to engage, share experiences and discuss real cases. It creates space for deeper exploration and makes it easier to apply the knowledge in practice. 2 days 09:00 - 16:00 Price SEK € All prices exclude VAT Internal users 29 900 SEK Consultants & Architects 34 900 SEK Internal users 2 900 € Consultants & Architects 3 490 € - #### About the course The programme combines theory, practical work and discussion. The focus is on turning knowledge about people and the role of the workplace into tangible input for a robust, organisation-specific workplace strategy. - #### What will you gain? Whatever your level of experience, the course is designed to help you progress from where you are. You’ll build the foundations for developing workplace strategy and go deeper into the areas that often create challenges: prioritisation, buy-in, change management and implementation. - #### Who is the course for? • Workplace strategists • Workplace planners• Facility managers / workplace managers• HR and change leaders• Managers responsible for workplace development• Interior architects and interior designers• Architects (office/workplace)• Property consultants and advisors specialising in premises• Project managers - #### What’s included • Two training days with lectures, exercises and case discussions• Refreshments and lunch• Certification upon completing the knowledge test• Access to a network and peer learning with other workplace strategists• Follow-up support Download course brochure #### Upcoming Course Dates 26 May 2026 - 27 May 2026 Stockholm Swedish Open for all Book 26 Nov 2026 - 27 Nov 2026 Stockholm Swedish Open for all Book ### Would you like to register additional participants or arrange in-house training? Contact us ### Online training in workplace strategy The digital courses provide methodology, a framework and practical tools to help you develop and implement workplace strategy. Through video lessons, exercises and examples, you can build your competence at your own pace — wherever you are. You sign up via our partner website, workplacestrategist.eu workplacestrategist.eu #### Available e-courses Workplace Strategy Diploma Course Once you complete the course, you will receive a diploma as proof of completion. Read more 36h Implementation & Follow-up Diploma Course Once you complete the course, you will receive a diploma as proof of completion. Read more 12h Workplace Strategist Certification Examination Take the step to become a Certified Workplace Strategist. Read more 24h ### Tailored in-house course in workplace strategy An in-house programme is tailored to your organisation, target group and current context. It can cover the full workplace strategy journey or focus on selected areas such as needs analysis, prioritisation, stakeholder buy-in, change management and implementation. The format combines an evidence-based approach with practical exercises and real project examples, helping participants turn insights into action in their day-to-day roles. #### You will gain a shared language, practical tools and clear deliverables that can be used directly in current or upcoming workplace projects. The programme can also be aligned to your conditions, data and objectives — for example by using Workplace Adequacy™ as a structure to clarify what works, where the gaps are, and which next steps to prioritise. The result is a more coordinated process and stronger foundations for a workplace that supports performance, collaboration and wellbeing. Contact us ## Participant testimonials The course offered a good balance of theory and practical exercises. It was valuable to receive a clear overview of the methods and tools that can be used in workplace strategy work. The discussions during the course were particularly rewarding, as the participants contributed different perspectives on how the theory can be applied in practice. The course leaders were knowledgeable and explained the content clearly. Shabnam Peida Interior Architect & Certified Workplace Strategist What I was looking for before the programme was to be able to work data-driven and for the programme to be anchored in and supported by research. This programme has really succeeded in that. Daniel Morath Head of Establishment and Purchasing & Certified workplace strategist It was both good and interesting that the course was delivered by Aram, who has conducted research in the field, and that there were plenty of real-life examples. I already had a fair amount of prior knowledge, but it gave me a better understanding and insight into many questions and areas. The format was very well thought through, with a good balance between the different parts, and it was very clear how everything tied together into a coherent whole — a strategy in the end. Pernilla Möller Facilities Officer & Certified workplace strategist I’m very satisfied with the course — the content was interesting, useful and well structured, and I gained practical tools for my day-to-day work. Malin Michaelsen Global Workspace Manager & Certified workplace strategist I have never learned so much practical content in a course. Very good hands-on exercises that I can use straight away after the course in my professional role. At the same time, the theory and research that were presented contributed to the knowledge base in the workplace changes I’m working on. Therese Olofsson Project Manager & Certified workplace strategist The course was time well invested. I gained knowledge and tools that strengthen me in my work with organisation-specific and sustainable workplace solutions. Caroline Axelsson Interior architect & Certified workplace strategist The course gave me a comprehensive and thorough walkthrough of what it means to work as a workplace strategist. It was great to get so many practical tools, and everything was made very concrete. Linnéa Nolér Efficiency Consultant & Certified workplace strategist The course was very good. Some parts felt like things I already had insight into, and other parts gave me new perspectives on. Veronica Lönnqvist Office & Administration Manager Scandinavia & Certified workplace strategist A very strong course set-up. Research and theory were combined with practical exercises and good discussions, which gave both aha moments, a high recognition factor and new knowledge. Inspiring course leaders who managed well to keep the participants’ interest up throughout all three days. Jessica Siderud Project Manager & Certified workplace strategist FAQ ## Frequently asked questions ### About the certification What is a Certified Workplace Strategist? A Certified Workplace Strategist has completed WeOffice's training and demonstrated the ability to apply the evidence-based Workplace Adequacy™ framework to develop and implement workplace strategies. What formats is the course available in? The course is offered onsite, online (self-paced) or as a tailored in-house programme at your organisation. How long is the onsite certification course? The instructor-led onsite certification course runs over two days. What does the training cost? The onsite certification course starts from EUR 2,900 excluding VAT and the online training from EUR 600 excluding VAT. Tailored in-house programmes are priced on request. Do I need any prior qualifications? No – the course is designed for workplace strategists, facility managers, HR and project managers and requires no formal prerequisites. ### Who is the course for? Do I qualify if I am an architect or interior designer? Yes. A background as an architect or interior designer is highly relevant. Workplace strategy is a natural next step if you want to build on your design and project experience while developing a more structured approach to organisational needs, work patterns, behaviours and long-term workplace performance. Is the course suitable for HR, FM, real estate or change professionals? Yes. The course is designed for a broad range of professionals involved in workplace decisions and change – including HR, facility management, real estate, workplace experience, change management and organisational development. Is the course suitable for teams or in-house delivery? Yes. The course can be delivered in-house and helps teams build a shared understanding and a common language for workplace strategy, implementation and follow-up. ## Trusted by leading brands ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Dr. Aram Seddigh – expert in workplace strategy, office development and change management URL: https://en.weoffice.eu/dr-aram-seddigh-workplace-strategy/ ======================================================================== - Home / Dr. Aram Seddigh – expert in workplace strategy for modern organisations # Dr. Aram Seddigh – expert in workplace strategy for modern organisations Workplace strategy and decision support Dr. Aram Seddigh is the founder and CEO of WeOffice, a PhD in work and organisational psychology, a licensed psychologist and a business graduate. He is one of Sweden’s most experienced advisors in workplace strategy, office development and change management. By combining research, behavioural science, business understanding and extensive practical experience, Aram helps organisations make better decisions about offices, ways of working, premises and change. The focus is not on generic trends, but on what the organisation actually needs in order to perform better. Aram works with organisations facing major workplace decisions. This may involve renewing a lease, relocating, redesigning an existing office, developing an activity-based way of working or creating better conditions for hybrid work. Aram combines research depth with delivery capability. That makes workplace strategy useful not only in analysis, but also in requirements, premises decisions, office design and sustainable implementation. Key takeaways - Aram helps organisations translate goals, work patterns and operational needs into workplace strategy that can support real decisions. - His strength is in connecting workplace analysis, premises questions, change management and office development into one coherent decision logic. - He is particularly relevant when major workplace or real estate choices need to be made without locking the organisation into the wrong solution. Decision signal If the organisation is already discussing premises, layout or concept direction before it is clear which work patterns and needs the workplace must support, the workplace strategy needs to become sharper before the project moves further. ## An advisor with both research depth and practical experience Aram holds a PhD in work and organisational psychology, with a research focus on how different office types and ways of working affect health, performance, concentration and wellbeing. He is also a licensed psychologist, a business graduate and certified in Prosci Change Management. His academic background gives his advisory work a strong research foundation. His practical experience makes that knowledge usable in real projects, where organisations need to make decisions under pressure, manage competing priorities and move forward without locking themselves into the wrong solution. Aram has been responsible for a large number of workplace projects for both public and private organisations. These assignments have often covered the full process: workplace analysis, workplace strategy, future space needs, property search, lease negotiations, office design, change management, project management, procurement, relocation and implementation. ## The common mistake in office development A recurring problem Aram sees in office projects is that organisations often prioritise meetings, collaboration and social space in a way that weakens the conditions for focus. The result is often the opposite of what the organisation intended: when employees cannot concentrate in the office, attendance drops, and when attendance drops, the conditions for spontaneous meetings, knowledge sharing and collaboration weaken as well. Aram’s view is clear: a good office should not force a choice between focus and collaboration. It should create the conditions for both. That requires analysis rather than assumptions. The organisation needs to understand which tasks require concentration, which require collaboration, which groups need proximity to each other and which settings genuinely support everyday work. ## From strategy to implementation Workplace strategy needs to lead to action. That is why Aram works not only with analysis and recommendations, but also with translating the strategy into requirements, office design, property search, lease negotiations, change management and implementation. Practical implementation is central. A decision base should be usable for leadership, HR, real estate, IT, managers, project teams, architects and employees. It should show what the organisation needs, why it matters and what the consequences of different choices will be. Through WeOffice , Aram helps organisations move from uncertainty to clearer priorities, and from strategy to a workplace that works in practice. ## Workplace Adequacy™ and data-driven workplace development Aram has developed Workplace Adequacy™, a framework and analysis-based approach for understanding how well a workplace supports organisational needs, employee work and the principles required for a well-functioning modern workplace. The framework helps organisations move beyond generic office trends and ask more important questions: does the workplace support the work that actually needs to be done, does the office support both focus and collaboration, is the footprint right-sized and which changes should be prioritised first? When workplace development is connected to the Workplace Adequacy™ Framework , decisions become more structured, more evidence-based and easier to anchor across the organisation. ## When should organisations get in touch? The best time to involve Aram and WeOffice is often 12 to 18 months before a lease renewal, or when the organisation is facing a major change in office, ways of working or space needs. At that stage, there is still time to make the right decisions in the right order: analyse the current situation, understand organisational needs, compare scenarios, define requirements, assess property options and plan the change before timeline and budget become too constrained. WeOffice is also relevant when the organisation needs to move quickly, but does not want to lock in the wrong solution. This may involve creating a decision base, carrying out a workplace analysis, prioritising between scenarios or developing workplace strategy that can actually be implemented. Next step ## Are you facing a decision about offices, ways of working or future space needs? Aram and WeOffice help organisations build a clear decision base, compare scenarios and develop workplace strategy that can be carried through in practice. The first step is often to clarify the current situation and identify which choices are worth examining before premises, space allocation or design are locked in. Explore consultancy Explore the framework You can also explore how WeOffice works with consultancy, workplace analysis and framework-based decision support. ## FAQ ### Why is Dr. Aram Seddigh relevant to workplace strategy? He combines research in work and organisational psychology with extensive experience from real workplace projects. That means he can both analyse complex relationships and translate them into decisions that hold up in implementation. ### When does an organisation need workplace strategy support? Typical situations include lease renewals, relocation, redesign projects, major changes in ways of working or when the organisation needs to understand whether the office actually supports business goals. ### What makes Aram’s approach different from generic office advisory? The emphasis is on workplace function, usability and decision logic rather than surface-level trends. The strategy should help the organisation prioritise well before design and premises choices lock the project. Start with the definitions ## Core concepts that explain the perspective behind the advisory work If you want to understand Dr. Aram Seddigh’s workplace strategy perspective step by step, these short definition pages are the fastest way into the method, the data and the decision logic. What Is Workplace Strategy? The core definition of direction, priorities and decisions before design. What Is a Hybrid Workplace? How policy, attendance and the purpose of the office need to fit together. What Is Attendance Data? How real office presence can become stronger decision support. What Is Workplace Adequacy? How needs, space and priorities are weighed in the analysis. ======================================================================== # Employee insights and workplace surveys URL: https://en.weoffice.eu/employee-insights-workplace-surveys/ ======================================================================== - Home / Employee insights and workplace surveys # Employee insights and workplace surveys Employee surveys, workplace surveys and decision support ## From employee insights to better workplace decisions. We help organisations understand how employees work, what they need and which initiatives should be prioritised to make the workplace perform better. Through surveys, employee insights and structured analysis, you get recommendations for the current situation, workplace strategy, change management and follow-up after change. Book a call about employee insights See how data can complement insights A survey becomes valuable when the results can be used in decisions. We help you move from answers and data to priorities, strategy and concrete workplace actions. Typical situations ## When do you need employee insights? Employee insights are needed when the organisation wants to understand what actually affects work, not only what people think about the office in general. The insights help you make decisions about environment, ways of working, change and follow-up. Current situation ### You need to understand the current situation What works today, what creates friction and which needs should the workplace support better? Strategy ### You are developing a workplace strategy Employees’ needs, work patterns and priorities need to be connected to strategy, office and ways of working. Change ### You are planning a move, redesign or new way of working Decisions need to be based on how work actually happens and which functions employees need in everyday work. Anchoring ### You need to choose the right change initiatives The results show where uncertainty, resistance, lack of clarity or lack of support may slow down the change. Follow-up ### You want to follow up after move-in Follow-up shows whether the new workplace works as intended and what needs to be adjusted. Analysis ### You want to complement attendance data Attendance data shows how the office is used. Employee insights explain why it is used that way. Decisions and priorities ## What employee insights can explain Employee insights are most valuable when they are connected to concrete decisions about workplace functions, change initiatives and next steps. ### Which functions the office should prioritise The insights show whether the office needs to strengthen focus work, meetings, collaboration, social areas, learning or recovery. ### Which groups need specific support The analysis can reveal differences between roles, teams or work patterns, and which groups are most affected by the change. ### Which barriers affect use The results clarify whether friction is about space, rooms, rules, leadership, technology, communication or behaviour. ### Which change initiatives should come first You receive priorities that help leadership and the project team choose initiatives in the right order. Difference from general employee surveys ## More than satisfaction: insights about work, place and change. A general employee survey often focuses on engagement, leadership or culture. A workplace survey connects employee experience to work, place, function, behaviour and change. ### Work needs Which activities do employees need to perform, and how well does the workplace support focus work, collaboration, meetings, learning and social interaction? ### Place function Which parts of the office work, which spaces are missing or used incorrectly, and how does hybrid work affect the need for rooms, zones and support? ### Conditions for change Which groups need more information, participation or support to understand and use a changed workplace? Process ## From survey to practical decision support The starting point is the decision you need to make. We then design the questions and analysis so the results can be used in strategy, change management and concrete priorities. - 1 ### Purpose and decision We clarify why the survey is being carried out, which decisions it should support and which groups or perspectives need to be understood. - 2 ### Question areas and design We choose relevant modules and question areas, such as the current situation, activities, hybrid work, change readiness or follow-up. - 3 ### Data collection Employees are given a structured way to describe needs, ways of working, experiences and barriers. - 4 ### Analysis and segmentation Results are analysed by role, team, location, work pattern, needs and differences between groups. - 5 ### Interpretation with other data Insights can be combined with attendance data, workshops, interviews, observations or existing business goals. - 6 ### Priorities and recommendation You receive clear conclusions about what should be done, which initiatives should be prioritised and how the results should be used. - 7 ### Follow-up After a change, new measurements can show what works, what needs adjustment and whether the workplace is creating the intended effect. What you get ## Deliverables that make employee insights usable The result should not stop at a chart. We summarise the insights so leadership, HR, project teams, facilities and communication can use them in decisions and implementation. ### Survey design Question areas and modules adapted to your purpose: current situation, strategy, change or follow-up. ### Analysis report Clear summary of results, differences between groups, strengths, frictions and development needs. ### Prioritised insights The most important things to act on, sorted by effect, risk, feasibility and connection to your goals. ### Decision support Evidence for workplace strategy, office sizing, premises decisions, change management or follow-up. ### Workshop A review session where results are interpreted together with leadership, the project team or other key stakeholders. ### Action recommendations Concrete recommendations for what should change in the environment, ways of working, communication or support initiatives. Method and tools ## Workplace Adequacy can be used as a basis for the analysis Workplace Adequacy is WeOffice’s framework and survey tool for understanding how well the workplace supports employees’ needs. It can be used for current situation analysis, workplace strategy, change management and follow-up after implementation. On this service page, the focus is on how the results are used in decisions, priorities and change management. For a more detailed description of the framework, you can read more about Workplace Adequacy. Connection to next steps ## Insights should lead to the right actions Employee insights are most valuable when they are connected to other evidence and to clear decisions. The analysis can therefore be connected to strategy, sizing, premises search, change management or follow-up. Workplace strategy Office strategy and premises strategy Attendance and occupancy analysis Project and change management Post-occupancy follow-up FAQ ## Common questions about employee insights and workplace surveys What are employee insights in a workplace analysis? Employee insights are structured knowledge about how employees work, what they need, which barriers they experience and how well the workplace supports different activities. The insights are used as decision support for workplace strategy, change management and follow-up. What is the difference between a general employee survey and a workplace survey? A general employee survey often focuses on engagement, leadership and culture. A workplace survey connects employee experience to work, place, function, behaviour, work patterns and needs in the physical or hybrid work environment. When should you run a workplace survey? A workplace survey is particularly useful before a new workplace strategy, relocation, redesign, activity-based working, hybrid work changes, change management or follow-up after move-in. How are the results used in workplace strategy? The results help the organisation prioritise needs, understand work patterns, identify friction and make decisions about office functions, sizing, ways of working and change initiatives. Can surveys be used to follow up an office change? Yes. Follow-up measurements can show whether the new workplace works as intended and what adjustments are needed in the environment, ways of working, communication or change management. Next step ## Do you want to understand what employees need? We can help you design the right survey, interpret the results and turn employee insights into strategy, priorities and practical action. Email us ======================================================================== # GDPR Terms URL: https://en.weoffice.eu/gdpr-en/ ======================================================================== - Home / GDPR Terms # GDPR Terms Last updated: 30th of April 2026 Privacy Policy of WeOffice AB Last updated: 7th of July 2025 ## 1           Introduction WeOffice is committed to protecting the privacy and security of your Personal Information. The information you share with us provide us with the opportunity to provide our clients the best experience with our services. Please read below to learn how we collect, use and disclose Personal Information. ## 2           Definitions “WeOffice”  means WeOffice AB, 556906-2382, Hagaesplanaden 96, 113 69 Stockholm.  info@weoffice.eu ,  www.weoffice.se . “GDPR”  means the General Data Protection Regulation Act . “Data Controller”  Data Controller means the natural or legal person who (either alone or jointly or in common with other persons) determines the purposes for which, and the manner in which, any personal information are, or are to be, processed. “Data Processor”  Data Processor means any natural or legal person who processes the data on behalf of the Data Controller. “Personal Data”  means any information which relates to a living, identifiable person. It can include addresses, email addresses, names, phone number and more but it is also wider than that and can include any other information relating to that person or a combination of information that, if it is put together, provides that the person can be identified. “Data Subject”  Data Subject is any living individual who is using our service and whose Personal Data is being processed. ## 3           Principles for processing personal data Our principles for processing Personal Data are: - Fairness and lawfulness. When we process personal data, the individual rights of the Data Subjects must be protected. All Personal Data must be collected and processed in a legal and fair manner. - Restricted to a specific purpose. The Personal Data of Data Subject must be processed only for specific purposes. - Accuracy: When we process Data the Data we hold shall be adequate and accurate. - Transparency. The Data Subject must be informed of how his/her data is being collected, processed and used. - Data minimization: We shall not process any more Data than is needed for our services. - Storage limitation: We shall not store Data for longer than is needed to provide our services and obey the law. - Integrity and confidentiality: We shall always process Data securely. ## 4           What Personal Data we collect and process WeOffice collects several different types of personal data for various purposes. Personal Data may include, but is not limited to: - Email address - IP address - Usage habits - First name and last name - Phone number - Address, State, Province, ZIP/Postal code, City ## 5           How WeOffice collects your Data - Personal Data we collect automatically As you use the website of WeOffice ( www.weoffice.eu ), WeOffice will collect technical Data including your browser type, IP address used to connect your computer to the internet, and your usage habits. This Data is collected using cookies. We do not link this automatically collected data to other collected data. - Personal Data provided by your Employer When WeOffice enters into a contract with a client that client provides WeOffice with Data of its employees (i.e. workplace email address, name of closets supervisor/manager, department and team/unit name) in order for WeOffice to provide its services to the best of its abilities. - Personal Data provided by you When you correspond with WeOffice via  www.weoffice.eu , either on your own behalf or on the behalf of an organisation you provide WeOffice with Personal Data. You will also provide us with Personal Data when you subscribe to receive our marketing. If you choose to participate in a study via a survey, after giving informed consent, you will also provide WeOffice with Personal Data. ## 6           How we use the personal data WeOffice uses the collected Personal Data for various purposes: - To provide you, or your company, or your employer, with services - To notify you about changes to our services and/or products - To provide customer support - To gather analysis or valuable information so that we can improve our services - To detect, prevent and address technical issues ## 7           Legal basis for collecting and processing personal data WeOffice legal basis for collecting and using the personal data described in this Data Protection Policy depends on the personal data we collect and the specific context in which we collect the information: - WeOffice needs to process the Data in order to fulfil a contract with you, or your company, or your employer - You have given WeOffice permission (via consent) to do so. When you have given your consent you may withdraw your consent at any time. If you withdraw your consent, this will not make the processing of Data which was undertook before you withdrew your consent unlawful. - Processing your Personal Data is in WeOffice legitimate interests to keep our records updated and to study how customer use our services - WeOffice needs to comply with the law ## 8           Retention of personal data WeOffice will retain your personal information only for as long as is necessary for the purposes set out in this Data Protection Policy. WeOffice will retain and use your information to the extent necessary to comply with our legal obligations, resolve disputes, and enforce our policies. When your employer provides Personal Data. The Data will be deleted, or anonymised, within six months from the completion of a contract. When you provide the Personal Data via survey for a study. The Data will be deleted, or anonymised, within six months from the completion of a contract. When you provide the Personal data via correspondence with WeOffice. The Data will be deleted when it is no longer needed to comply with the law (e.g. for bookkeeping normally seven years) or WeOffice legitimate interest to keep our records updated and to study how customer use our services. ## 9           Who we share Personal Data with Weoffice only share your Personal Data with: - Providers of email management and distribution tools (e.g. Microsoft Outlook) in a secure manner - Providers of data aggregation and analytics software services and (e.g. Google Analytics) in a secure manner. - Providers of third part secure server storage within the EU (e.g. Loopia AB) in a secure manner. More specifically not anonymized survey data or survey related data will be stored on third part secure servers in Västerås Sweden, and anonymized data is stored at third part secured servers in Dublin, Ireland. ## 10       Data protection rights If you are a resident of the European Economic Area (EEA), you have certain data protection rights. If you wish to be informed what Personal Data we hold about you and if you want it to be removed from our systems, please contact us. In certain circumstances, you have the following data protection rights: - The right to access, update or to delete the information we have on you - The right of rectification - The right to object - The right of restriction - The right to data portability - The right to object - The right to withdraw consent For more information on your rights in general, please see the information on the following:  https://www.datainspektionen.se/other-lang/in-english/the-general-data-protection-regulation-gdpr/the-data-subjects-rights/ ## 11       Changes to this Privacy Policy This policy may change from time to time. The latest policy date will be shown at the top of the policy information. We will update this privacy policy when necessary to reflect customer feedback, changes in our programme/projects and services or legal changes. We encourage you to periodically review this this privacy policy to learn how WeOffice is processing your information. ## 12       Complaints You have the right to lodge a complaint about the use of your Personal Data, such complaint may initially be made to  info@weoffice.eu , and if you are unhappy with our response, to the Swedish Data Protection Authority at  personuppgiftsincident@datainspektionen.se , for more information please see:  https://www.datainspektionen.se/other-lang/in-english/the-general-data-protection-regulation-gdpr/notification-of-personal-data-breaches/ . ## 13       Contact details for further information Data controller: WeOffice AB, 556906-2382, Torsplan 10, 113 65 Stockholm Phone number: 0046-739793663 Email address:  info@weoffice.eu  or  aram@weoffice.se ======================================================================== # How do you drive office development internally without losing direction, adoption and delivery momentum? URL: https://en.weoffice.eu/how-do-you-drive-office-development-internally/ ======================================================================== - Home / How do you drive office development internally without losing direction, adoption and delivery momentum? # How do you drive office development internally without losing direction, adoption and delivery momentum? Office development and implementation Driving office development internally does not mean doing everything without outside help. It means the organisation keeps ownership of direction, priorities and decision logic while strengthening the work with the right analysis, methods and implementation support. Internal office development works best when the question is treated as a business issue rather than being reduced to premises, layout or coordination between parallel workstreams. When workplace strategy, project delivery and change leadership stop reinforcing each other, the project loses momentum. The discussion shifts from what the workplace should support to who happens to be carrying the next task. The strongest internal model is not to do everything alone. It is to own the logic behind the decisions and bring in outside support where it strengthens analysis, prioritisation and implementation . Quick answer - Internal office development works best when the organisation owns the target state and the decision logic behind it. - Workplace analysis and workplace strategy need to become priorities before the project moves into solutions and delivery. - Outside support is most useful as method and implementation support, not as a substitute for internal direction. Decision signal If you are already discussing solutions, roles and delivery but still lack shared clarity on what the workplace should support, the strategic steering needs to be strengthened before the project moves on. ## What does internal office development mean in practice? Internal office development means the organisation owns why the change is happening, what outcomes the workplace should support and which principles should guide the next decisions. It is a business responsibility, not simply a premises assignment. Workplace analysis builds the decision base. Workplace strategy turns that base into priorities and trade-offs. Internal leadership then determines whether those priorities are translated into a usable workplace rather than remaining good intentions. ## Which roles need to be clear if the work is going to hold together? Projects often lose direction when responsibilities drift between functions. A few roles therefore need to be explicit early, even if one person covers more than one role in practice. Someone needs to own the strategic direction, someone needs to turn it into project logic and someone needs to secure communication, adoption and behavioural support. If those perspectives blur together, at least one part of the project becomes too weak. ## When is internal capability enough and when do you need outside support? Internal capability stretches further when ownership is clear, cross-functional decisions are already manageable and the organisation has a reasonably strong evidence base. It stretches less far when the project is time-critical, politically sensitive or still lacks a shared target state. Outside support becomes especially valuable when you need stronger method, analysis, facilitation or learning support without giving away internal ownership. The strongest setup usually builds capability and moves the project forward at the same time. ## How do you avoid losing momentum between decision and day-to-day use? Many projects produce a strong decision base but lose traction when the workplace strategy has to become new habits. That is where the gap between approved plans and everyday use appears. The gap becomes smaller when communication, training and follow-up are planned alongside the strategic choices. People need to understand both why the change matters and how it will affect the way they work if adoption is going to hold. ## What needs to be clear before delivery accelerates? Before delivery picks up speed, the organisation needs to know who owns the direction, which decision base is setting priorities and which behaviours the workplace is expected to support. A general approval of the change is not enough. There needs to be clarity on the target state, responsibilities, risks, priorities and what has to work in practice when the new workplace goes live. Next step ## If you want stronger internal capability, the next step usually combines a clearer decision base with the right support in implementation. That makes it easier to create direction before the project gets locked into weak assumptions, unclear ownership or a rollout that cannot hold. Explore courses Workplace analysis tools You can start with a learning path for the team or focus on the analysis tools that help you make the next workplace decision with more confidence. ## FAQ ### When is it enough to drive office development internally? When ownership is already clear, the decision base is usable and the organisation can hold strategy, project delivery and change leadership together over time. ### When is outside support especially valuable? When the evidence base is weak, the target state is disputed or time is short but the decisions still need to hold over time. It is usually better to strengthen the work early than to repair it late. ### What needs to be clear before delivery starts? You need clarity on who owns the direction, which decision base is driving the priorities and how the change will be supported in actual day-to-day use. ======================================================================== # How do you right-size an office? Better attendance data, better sizing URL: https://en.weoffice.eu/how-do-you-right-size-an-office/ ======================================================================== - Home / How do you right-size an office? Better decisions about attendance, variation and desks # How do you right-size an office? Better decisions about attendance, variation and desks Right sizing and decision support Right sizing an office means deciding how many desks and what types of work settings need to work when the office is used under real conditions. It is not a total headcount calculation. Office sizing goes wrong when organisations count people instead of attendance, variation and activity patterns. That is why an office can be under-dimensioned even when average occupancy looks modest. The most common simplification is to assume that the average is enough. It is not. If variation is ignored, the office is often designed for a working week that only exists some of the time. At WeOffice, right sizing starts with evidence about attendance, activities and variation rather than with a target ratio. That is what turns office sizing from a guess into a decision base. Key takeaways - Office sizing should be based on actual attendance, variation over time and which settings need to work at the same time. - Headcount and average occupancy are too weak to use as the only decision base. - Clean desk policy, activity patterns and normal peak pressure all change how much capacity is needed. Decision signal If the organisation is sizing from headcount or average occupancy without understanding normal peaks, variation, and clean desk behaviour, the office is likely to be under-dimensioned. ## What does office right sizing mean in practice? Office right sizing means determining how many desks, meeting settings and other workplace types are required for the workplace to function under realistic demand. It is therefore a question of both quantity and type of capacity. That matters because desk numbers alone do not define whether an office is usable. Meeting rooms, focus settings and collaboration areas can be under-dimensioned as well. A workplace only works when the settings people actually need are available when demand rises. Right sizing is therefore not only about how many seats you have. It is about how many people are present, what they need to do when they are there and which settings must hold up at the same time. For WeOffice, right sizing is part of workplace strategy rather than a late layout adjustment. The sizing decision only becomes robust when it is connected to how work is actually carried out. ## Why are headcount, averages and simple occupancy readings not enough? Headcount is not enough because the whole workforce is not present at once. Averages are not enough because attendance varies between days and often between weekdays. A simple occupancy reading is not enough because it shows how today’s spaces are being used, not necessarily what the future solution will need after a change. If the office averages 60 per cent attendance but sees much higher levels on certain days, designing for 60 per cent and hoping the rest will sort itself out is a weak decision. The office may feel fine at the end of the week and still fail badly on busier days. Occupancy is not proof. It is only one signal. A low level of desk use can reflect weak desk placement or poor settings for concentrated work rather than a genuinely low need for ergonomic desk-based work. ## Which data do you need in order to size an office properly? The strongest starting point is attendance data over time, ideally across several months, combined with an understanding of the variation around the average. That is what allows you to size for normal peaks rather than for a fictional average day. You also need activity analysis, because different tasks require different settings. Work that involves comparing information, processing material and concentrating for longer periods often benefits from properly equipped desk settings. Collaborative work may require different space types altogether. Occupancy measurement can still be valuable as a complement when you want to understand how existing spaces are currently used. But it should be treated carefully if the organisation is planning a significant shift in workplace model or behaviour. ## Four steps to a better sizing decision - Measure actual attendance over time instead of starting from total headcount. - Interpret the variation around the average and identify normal peaks. - Connect attendance to activity patterns and the settings that need to work at the same time. - Choose a sizing level based on both buffer needs and the behaviours the organisation can realistically sustain. ## How does clean desk policy affect the number of desks you need? Clean desk policy has a bigger impact on office sizing than many organisations expect. The longer people are allowed to leave a desk occupied while away from it, the more desks the office needs if it wants to avoid actual shortage. That happens because a desk can be unavailable without being used. Someone may spend large parts of the day in meetings, lunch breaks or other activities and still keep the desk blocked. In practice, that sharply reduces effective desk availability even when activity analysis shows that desk work itself only takes part of the day. This is why clean desk policy needs to be decided before right sizing takes place. If the policy is permissive, the office needs to absorb that. If it is strict, the organisation also needs to be honest about how consistently it will really be followed. Decision box A desk that is blocked but unused is still lost capacity. That is why clean desk policy is part of the sizing decision itself, not an afterthought. ## How should you think about different sizing levels? One helpful way to think about office sizing is to choose a sizing level based on both attendance variation and the amount of buffer the organisation wants. A more effective level gives stronger space efficiency but assumes strict behavioural discipline and more use of touchdown options during peaks. A more generous level creates more resilience but requires more space. The goal is not to find one universal ratio. The goal is to be explicit about which level you are sizing for and which behaviours that level assumes. If the organisation wants everyone to have easy access to desks even on normal busy days, it needs to accept what that means in terms of space and cost. The right level therefore depends on work patterns, attendance variation, growth expectations, tolerance for crowding and how much movement between zones the workplace is meant to support. ## Which misunderstandings most often lead to under-dimensioning? One common misunderstanding is to treat every empty desk as proof of surplus. Another is to assume that every place where a laptop can be opened should count as an equivalent workstation. That is rarely true for more demanding individual work. Another mistake is to think meeting rooms and other settings will sort themselves out once desk numbers are right. They may not. Offices are often under-dimensioned because the decision only counts desks and ignores what has to happen around those desks. Perhaps the most important misunderstanding is to treat right sizing as a layout problem only. In reality, it is a strategic decision about which working conditions the organisation wants to secure over time. ### Common misconception Right sizing is not the same as deciding desk count. The decision also needs to cover meeting rooms, focus settings, collaboration areas and which conditions must hold up on normal peak days. Next step ## If your organisation needs a stronger evidence base around attendance, activity patterns and which settings must work on normal peak days, the next step is to move from assumptions to measurable signals. Workplace analysis tools Workplace Adequacy™ Survey Information ## FAQ ### Is total headcount enough for office sizing? No. Total headcount is not enough to right-size an office. The workplace needs to be designed around actual attendance, variation over time and the activities that must work when many people are present. ### Why is the average not enough? The average hides variation between days and across the week. If that variation is ignored, the office may look adequate on paper while still failing on the days that matter most. ### What is the difference between attendance measurement and occupancy measurement? Attendance measurement shows how many people come to the office. Occupancy measurement shows how current spaces are being used by those who are there. For sizing decisions, attendance is often the stronger base. ### How does clean desk policy change the sizing outcome? A permissive clean desk policy increases the number of desks you need because desks stay blocked while unused. That is why the policy needs to be decided before the sizing calculation is trusted. ### Is right sizing only about desks? No. Meeting rooms, focus settings and collaboration spaces can be under-dimensioned too. Right sizing is about the capacity of the whole workplace, not only about desk count. Related definitions ## Definitions that sharpen office right-sizing decisions Right-sizing becomes clearer when it is connected to attendance data, hybrid logic and what workplace strategy is actually meant to guide. What Is Attendance Data? Go deeper into how real office presence becomes useful decision support. What Is a Hybrid Workplace? Place variation, presence and office purpose in the same logic. What Is Workplace Strategy? See how sizing should follow direction and priorities. What Is Workplace Adequacy? Connect capacity choices to the support the workplace should provide. Expert perspective ### Want to see how right-sizing connects to workplace strategy in practice? Dr. Aram Seddigh’s profile page brings together the thinking on data, capacity, priorities and how these decisions should be weighed. Read Dr. Aram Seddigh’s profile ======================================================================== # How to Know Whether Activity-Based or Hybrid Is Working: What to Measure and What Organisations Often Miss URL: https://en.weoffice.eu/how-to-know-whether-activity-based-or-hybrid-is-working/ ======================================================================== - Home / How to Know Whether Activity-Based or Hybrid Is Working: What to Measure and What Organisations Often Miss # How to Know Whether Activity-Based or Hybrid Is Working: What to Measure and What Organisations Often Miss Follow-up for hybrid and activity-based work Activity-based or hybrid work is working when the workplace supports the right activities, behaviours and attendance patterns over time. Occupancy alone is not enough. Attendance is a measure of use, not proof that the workplace model is working. Organisations that evaluate hybrid or activity-based work too early risk confusing transition friction with long-term failure. Follow-up therefore needs to happen after move-in and be judged against workplace function and intended effect goals, not against how full the office looks on a given day. Follow-up is not the end of the process. It is the start of adjustment. Follow-up becomes useful when it is translated into workplace analysis and when the analysis points clearly to what should change. Quick answer - Occupancy and attendance are only signals. They are not enough on their own to prove whether hybrid or activity-based work is working. - The organisation needs to follow use, experience, and business-relevant effects rather than capacity figures alone. - A useful review combines attendance data, surveys, observation, and dialogue so that start-up friction can be separated from structural problems. Decision signal If employees spend too much energy finding workable settings, certain environments are being avoided, or perceived crowding diverges from actual use, the model needs a more methodical follow-up before conclusions are locked in. ## What should actually be measured after implementation? The organisation needs to follow more than occupancy. What matters is whether the workplace supports the right activities, whether different settings are being used as intended, whether attendance patterns work for the business, and whether employees and teams feel that the workplace supports their work. That means follow-up should capture use, experience, and business-relevant effects. If the goal was better focus, smoother collaboration, or more effective use of different environments, then those are the things that need to be evaluated. ## Which signs show that a hybrid or activity-based model is not working as intended? Typical warning signs include settings being used in the wrong way or being actively avoided, focus work becoming unnecessarily difficult, collaboration breaking down in practice, or employees reporting repeated friction in daily work. Problems can also show up as a mismatch between perceived crowding and actual use. If people spend too much energy finding a workable place to sit, navigating unclear norms, or compensating for poor environmental support, the model is probably functioning more weakly than the label suggests. Organisations that only track occupancy often miss these issues. ## Why is attendance not enough as a success metric? Attendance data shows how many people are present and often when they are there. That is useful, but it does not tell the whole story about how well the workplace supports work. High attendance does not automatically mean the workplace is performing well, and low attendance does not automatically prove that the model has failed. To understand whether the workplace is working, the organisation needs to know which activities can actually be carried out well, how different groups use the office, and whether the workplace supports both business goals and everyday work needs. That is why attendance is only one part of the picture. ## How do survey results, observation, and attendance data complement each other? They complement each other because they answer different questions. Attendance data shows patterns. Surveys capture experience, needs, and recurring friction. Observation and dialogue help explain why those patterns occur and how they differ between teams, activities, or parts of the workplace. When follow-up is linked to workplace analysis and a framework such as Workplace Adequacy™, it becomes easier to understand not only whether something feels wrong, but what actually needs to be adjusted. Workplace analysis turns follow-up into a decision base, workplace strategy explains why the adjustment matters, and Workplace Adequacy™ turns that decision base into a repeatable adjustment method. ## How should organisations make adjustments without overreacting too early? Follow-up should be planned from the start rather than delayed until friction becomes obvious in everyday work. At the same time, organisations need to give the new model time to settle before drawing major conclusions. Early signals can still matter, but major judgements should rely on more than first impressions. The better approach is usually staged. Review early to catch visible problems. Review again when behaviours, norms, and patterns of use have become more stable. That makes it easier to distinguish between start-up issues and deeper workplace problems. Next step ## If the organisation needs a clearer way to judge whether hybrid or activity-based work is working, the next step is to connect follow-up, analysis, and more deliberate workplace adjustments. That makes it easier to separate temporary transition friction from more structural weaknesses in settings, behaviours, and patterns of use. Workplace analysis tools The Workplace Adequacy™ Framework You can continue to workplace analysis tools or go deeper into the Workplace Adequacy™ Framework to understand how follow-up becomes analysis and analysis becomes better adjustments. ## FAQ ### How long should we wait before evaluating whether hybrid or activity-based work is working? Follow-up should be planned from the start and reviewed again when patterns of use have stabilised. In many cases, the first meaningful review point comes around six to nine months after move-in. Early signals still matter, but they do not justify premature conclusions. ### What are the most common misconceptions that undermine activity-based implementation? Activity-based work is not desk sharing with a better label. It is a workplace model that succeeds only when settings, behaviours, and support match actual work. Occupancy assumptions alone weaken both design decisions and post-occupancy evaluation. ### Which tools should we use to evaluate whether a hybrid model is working? A strong evaluation combines more than one method, such as follow-up surveys, attendance data, on-site inspection, and structured dialogue or focus groups. Each tool reveals a different part of the picture. The goal is not more data, but a reliable decision base for adjustment. ### What are the biggest challenges organisations should monitor in hybrid work? Typical pressure points include culture, collaboration, ergonomics, communication quality, and uneven home-working conditions. Hybrid work needs active monitoring because friction appears in different places over time. The strongest hybrid models are tuned, not assumed. ### How do we know whether the office is dimensioned correctly for hybrid or activity-based work? Correct dimensioning is not about average attendance alone. It depends on peak patterns, activity mix, and whether critical work settings remain usable when demand rises. A single occupancy average hides both overcrowding and underused capacity. Related definitions ## Definitions that deepen the article on hybrid work and evaluation The article becomes more useful when it is read alongside the definitions of hybrid workplace, attendance data and workplace strategy. What Is a Hybrid Workplace? Place the evaluation in relation to policy, attendance and office purpose. What Is Attendance Data? Understand which behavioural data strengthens the assessment over time. What Is Workplace Strategy? See how follow-up should connect to direction and priorities. What Is Workplace Adequacy? Connect measurement to how well the workplace actually supports work. Expert perspective ### Want the thinking behind measurement and follow-up in a broader context? Dr. Aram Seddigh’s profile page places hybrid work, workplace analysis and evaluation in a clearer workplace strategy perspective. Read Dr. Aram Seddigh’s profile ======================================================================== # Workplace Adequacy™ Survey Information URL: https://en.weoffice.eu/info-workplace-analytics-tool/ ======================================================================== - Home / Workplace Adequacy™ Survey Information # Workplace Adequacy™ Survey Information Last updated: 30th of April 2026 ## General Survey Information sheet This information sheet is made available to those who may choose to participate in the Office Project Study survey. The purpose of the survey is to gather and analyse data of the participants’ perception of the workplace environment in order to better understand the current workplace environment, create a workplace strategi and/or to make informed suggestions on how to improve the workplace environment. The Data Controller WeOffice AB, 556906-2382 (“WeOffice”), may have received personal data on the participants (i.e. full name, work place email address, name of closets supervisor/manager, department and team/unit name) of the Human Resources department of your company on the legal basis of fulfilling the contract with your company. Participants may use their rights under the General Data Protection Regulation (”GDPR”) regarding such data as further described in the privacy policy of WeOffice on the webpage of  www.weoffice.eu . If you are unsure about what personal data we have collected from you, you are welcome to either contact us or your HR department. WeOffice will, however, need to process personal data to be able to fulfil the contract (that is, collect, use, store and destroy data that identifies participants) connected to the survey questionnaire. The collection and processing of such data (for example data on the participants’ perception of workplace environment, data on the participants activities, data on the participants cooperation with other departments within the company and other such related data) will made on the legal basis of the participants informed consent. It is voluntary to participate in the survey questionnaire and participants can withdraw from the study at any time, without having to give a reason. Such withdrawal will not make the previous processing of data unlawful. WeOffice asks for your consent to process the data asked as described in this information sheet. Data that will be presented in reports will only be presented on a group level in a way that ensures no individual can be connected to his/her specific answer. Your personal data will be held securely on the servers of Loopia AB, a Data Processor of WeOffice, (we will not store your data outside of the EU) for maximum six months after the completion of the survey. If you have given your consent, the personal data will be deleted after this date and the answers will be anonymised so that individual answers cannot be linked to specific people. The anonymised data may be used together with other such data from other office studies for benchmark purposes. Such data will only be identified by branch or sector level of the participants. If you have not given your consent for your anonymized data to be saved after six months, all your data will be deleted after that date. You have the right to request a copy of the personal data we hold about you, to restrict the use of your personal data, to be forgotten, to data portability, and to withdraw your consent for the use of your data. If your data is destroyed or anonymised after six months we might, however, after this time not be able to fully comply with such request. For more information on your rights in general, please see the information on the following:  https://www.datainspektionen.se/other-lang/in-english/the-general-data-protection-regulation-gdpr/the-data-subjects-rights/ You also have the right to lodge a complaint about the use of your personal data, such complaint may initially be made to  info@weoffice.eu , and if you are unhappy with our response, to the Swedish Data Protection Authority at  personuppgiftsincident@datainspektionen.se , for more information please see:  https://www.datainspektionen.se/other-lang/in-english/the-general-data-protection-regulation-gdpr/notification-of-personal-data-breaches/ . _____________________ Aram Seddigh, CEO of WeOffice Data controller: WeOffice AB, 556906-2382, Torsplan 10, 113 65 Stockholm, www.weoffice.eu Phone number: 0046-739793663 Email address:  info@weoffice.eu  or  aram@weoffice.se ======================================================================== # Workplace Strategy Knowledge Hub URL: https://en.weoffice.eu/knowledge-hub/ ======================================================================== - Home / Knowledge Hub for Workplace Strategy and Office Development # Knowledge Hub for Workplace Strategy and Office Development WeOffice Knowledge Hub ## Find the right knowledge before making decisions about offices and ways of working. We bring together guides, articles and resources for organisations that want better decisions about workplace strategy, workplace analysis, hybrid working, office sizing and office development. Start with the question you need to answer: strategy, analysis, right-sizing, implementation or follow-up. Start with workplace strategy View all articles Explore our services The knowledge hub is designed to help you move from broad questions about the future of the office to concrete decisions about needs, space, functions, ways of working, premises and change. Find the right starting point ## Choose the area based on the decision you need to make. Different questions require different evidence. The knowledge hub is therefore organised around the decisions that often arise before, during and after an office project. Useful when you need to understand concepts, compare options, prepare a project or create better decision support before the next step. Direction ### Strategy and choices For organisations that need to clarify objectives, workplace strategy, premises strategy and the decisions that should be made before a solution is chosen. - Workplace strategy - Office strategy and premises strategy - What is workplace strategy? Evidence ### Analysis and office sizing For organisations that need to understand needs, attendance data, occupancy, space, capacity, variation and the settings the business actually requires. - Attendance, occupancy and office sizing - Employee insights and workplace surveys - What is a workplace analysis? Ways of working ### Hybrid working and everyday use For organisations that want to understand how the office should support collaboration, focus, culture, learning and variation in attendance. - Hybrid working and hybrid workplaces - Activity-based offices - Home bases in hybrid offices Implementation ### Projects and follow-up For organisations moving from decision to premises search, project delivery, office change management, interior concept and adjustments after move-in. - Project management and change management - Premises search and lease negotiation - Follow-up after move-in Core guides ## Start with the questions that most often shape office decisions. These guides give clear and practical explanations of key concepts, methods and decisions in workplace strategy and office development. Use the guides to prepare for leadership decisions, project start-up, premises discussions or internal alignment. Strategy ### What is workplace strategy? A guide to how workplace strategy creates direction for offices, ways of working, change and decisions before design. Read the guide Analysis ### What is a workplace analysis? What should be analysed before making decisions about offices, ways of working, office sizing or workplace change. Read the guide Hybrid working ### What is a hybrid workplace? How the role of the office changes when work happens both remotely and on site, and what that means for office purpose. Read the guide Right-sizing ### How do you right-size an office? How attendance, variation, peaks, work patterns and functional needs can be combined into the right office capacity. Read the guide Data ### What is attendance data? How actual office attendance can become decision support for flexible workplaces, space and future premises needs. Read the guide Follow-up ### Is activity-based or hybrid working working? What to measure, how to interpret the results and what organisations often miss when following up new ways of working. Read the guide Budget ### What do office fit-out costs depend on? Early decisions that affect office fit-out budgets and how they should be managed before design is locked. Read the guide Framework ### Workplace Adequacy™ framework WeOffice’s framework for assessing how well the workplace supports organisational needs, priorities and ways of working. See the framework Role ### Workplace strategy courses An introduction to the methods, concepts and capabilities needed to lead workplace development. View courses Knowledge connected to our services ## From knowledge to decision support and implementation. The knowledge hub helps you understand the questions. Our services help you turn them into analysis, strategy, premises decisions, implementation and follow-up. Needs analysis, workplace strategy and decision support Attendance, occupancy and office sizing Employee insights and workplace surveys Office strategy and premises strategy Project management and change management Premises search and lease negotiation Interior design concept Follow-up after move-in and adjustment plan Go deeper ## Resources for the next step. Continue to articles, case studies, courses or the framework depending on whether you want to deepen your knowledge, see examples or build internal capability. Articles ### Insights on workplace strategy Published articles and resources on offices, ways of working, analysis and change. View articles Examples ### Case studies Examples of how workplace strategy and office development are translated into real projects. View case studies Capability ### Workplace strategy courses Courses for professionals who want to understand workplace strategy methods, concepts and ways of working. View courses Framework ### Workplace Adequacy™ The framework behind how we assess needs, place, priorities and the workplace’s ability to support the organisation. See the framework Frequently asked questions ## Short answers to core questions. These are common questions that tend to arise early in workplace strategy and office development work. ### What is workplace strategy? Workplace strategy is a decision framework that connects organisational goals, work patterns and business needs with office layout, space, functions and workplace change. ### When do you need a workplace analysis? A workplace analysis is useful when an organisation is making decisions about relocation, refurbishment, hybrid working, office sizing, premises or major changes in ways of working. ### How does hybrid working change the role of the office? Hybrid working makes the purpose of the office more important. The office needs to support collaboration, focus, culture, learning and belonging in ways that complement remote work. ### How do you know whether an office is sized correctly? Good office sizing is based on attendance data, variation, peak demand, work patterns and the settings the organisation actually needs, not only average occupancy. ### How is the knowledge hub connected to WeOffice services? The knowledge hub helps you understand the questions. Our services help you turn that knowledge into analysis, strategy, decision support, premises decisions, implementation and follow-up. Next step ## Not sure which question to start with? If you are facing an office decision but are unsure whether the next step should be analysis, strategy, premises search, change management or follow-up, we can help you define the right starting point. Book a consultation See our services ======================================================================== # Office interior concept URL: https://en.weoffice.eu/office-interior-concept/ ======================================================================== - Home / Office interior concept # Office interior concept Interior concept, workplace strategy and office design ## Translate workplace strategy into an office that works in everyday use. We help organisations develop office interior concepts that make the workplace strategy concrete. By connecting business needs, ways of working, behaviours and identity to rooms, zones, functions and materials, we create a clear direction for the design of the office. The result is an interior concept that brings function, expression and implementation together. It can be used as decision support for leadership and the project team, and as direction for design development, specification, procurement and supplier dialogue. Book advice on office interior concept See our consultancy services A strong interior concept does not start with colour, materials or furniture. It starts with what the workplace needs to enable, how the environment should be used and which behaviours it should support. When the service is needed ## When do you need an office interior concept? The service is relevant when the office is changing and you need a clear direction before detailed design, purchasing or implementation. It may involve relocation, fit-out, new ways of working or an office that no longer supports business needs. Change ### Before relocation or fit-out You need to translate needs, strategy and ways of working into a physical environment that can be designed, budgeted and implemented. Function ### When the office does not support the work The office may be aesthetically well-developed but still lack the right balance between focus, meetings, collaboration, recovery and social spaces. Decision ### When decisions are made too late Without clear principles, furniture, materials and spatial choices risk being driven by time pressure, personal preference or supplier proposals. Ways of working ### With new ways of working Activity-based, hybrid or more flexible ways of working require environments that are easy to understand, choose between and use in everyday work. Identity ### When identity needs to be clearer The office can contribute to culture, belonging and brand, but the expression needs to connect with function, behaviours and use. Coordination ### When several parties need to be coordinated A clear concept makes it easier to align the internal project team, architectural competence, interior architecture, landlord and suppliers around the same direction. Definition ## What is an interior concept? An interior concept is a coherent direction for how the office should be designed and used. It describes how environment, functions, zones, furniture, materials, colours and expression should support business needs. We see the interior concept as the link between workplace strategy and physical environment. It is not only about design expression, but about creating an office environment that supports the right activities, behaviours and decisions. ### Strategy What should the office support, which needs exist and which behaviours should the environment enable? ### Environment Which zones, functions, room types and expression are needed to make the strategy concrete? ### Implementation What material is needed for decisions, design development, supplier dialogue, engagement and use? Our approach ## From needs and ways of working to rooms, zones and expression We adapt the approach to the scope of the project, but always connect analysis, strategy, physical environment and practical use. - 1 ### Starting point and target picture We bring together the current situation, business goals, workplace strategy, needs, constraints and decisions that already exist. - 2 ### Activities and use We clarify which types of work, meetings, collaboration, focus and recovery the office needs to support. - 3 ### Zones and functions We define principles for workstations, meeting rooms, project zones, focus areas, social spaces, touchdown settings and support areas. - 4 ### Conceptual direction We develop a clear idea for atmosphere, identity, materials, colour, furniture principles and how the office should be experienced. - 5 ### Decision and implementation material The concept is compiled so that it can be used in design development, budgeting, procurement and dialogue with architects or suppliers. - 6 ### Engagement and use We connect the concept to how the office should be understood, communicated and used by managers and employees. What do you get? ## Deliverables that make the office environment easier to decide on The delivery should help you move from idea to direction, and from direction to decisions that can be implemented. ### Conceptual direction A clear idea for the office’s expression, atmosphere and role in the organisation. ### Principles for zones and functions Recommendations for how different environments should support focus, meetings, collaboration, social interaction and recovery. ### Furniture and use principles Direction for how the environment should be used and which furniture principles support the way of working. ### Colour, materials and expression Overall principles for colour, materials, atmosphere and identity that can be taken into design development. ### Material for design development Practical support for dialogue with architect, interior architect, landlord, suppliers and internal project team. ### Support for engagement Wording and principles that make it easier to explain why the environment is designed the way it is. Difference from expression-led interior design ## A concept that starts with the work and becomes visible in the environment Expression, materials and furniture are important parts of an interior concept. But for the office to work in everyday use, they need to start from the work, activities and behaviours that the environment should support. The needs are then translated into an interior concept with a clear direction for function, zones, furniture, materials, colour and expression. We can develop the concept as a whole and, where needed, collaborate with architects, interior architects, landlords and suppliers in design development and implementation. Connection to other decisions ## The interior concept should connect with the workplace strategy A strong interior concept is built on the right evidence. The work is therefore often connected to needs analysis, attendance data, employee insights, premises strategy and change management. Needs analysis and workplace strategy Office strategy and premises strategy Project and change management Post-occupancy follow-up FAQ ## Common questions about office interior concepts What is an office interior concept? An office interior concept is a coherent direction for how the office environment, zones, functions, furniture, materials and expression should support the organisation’s needs and ways of working. When do you need an interior concept? An interior concept is particularly relevant before relocation, fit-out, new ways of working, activity-based working, hybrid work or when the office needs to support culture, collaboration and focus better. What is the difference between an interior concept and workplace strategy? The workplace strategy describes what the office should support and why. The interior concept translates the strategy into physical environment, zones, functions, furniture and expression. Can WeOffice collaborate with architects or interior architects? Yes. WeOffice can develop the interior concept as a whole and, where needed, collaborate with architects, interior architects, landlords and suppliers during design development and implementation. What does an interior concept include? An interior concept can include principles for zones, rooms, functions, furniture, materials, colour, expression, use and how the office environment should support the organisation’s ways of working. Next step ## Do you want an interior concept that connects function and expression? We can help you translate workplace strategy, needs and ways of working into a clear direction for the office’s zones, functions and environment. Book advice on office interior concept ======================================================================== # Office project and change management URL: https://en.weoffice.eu/office-project-change-management/ ======================================================================== - Home / Office project and change management # Office project and change management Project management, change management and implementation ## From workplace strategy to a workplace that works in everyday use We help organisations implement office changes with clear structure, momentum and employee buy-in. The aim is for the workplace strategy, physical environment and ways of working to fit together and work in practice. We coordinate project management, change management, communication and supplier coordination so that decisions become actionable, the timeline is kept together and the change takes hold in the organisation. Book advice on implementation See how we work with workplace strategy An office project needs to bring strategy, people, environment and implementation together. We support leadership, project teams and the wider organisation so that the right decisions are made in the right order, engagement is strengthened and the new workplace is used as intended. Typical situations ## When do you need project and change management? This service becomes particularly important when many workstreams need to be coordinated at the same time: premises, timeline, decisions, suppliers, IT, interior design, managers, employees and new ways of working. Implementation ### You are moving, fitting out or consolidating teams The project needs a clear plan for decisions, responsibilities, timeline and coordination between internal functions and external suppliers. Implementation ### You have a strategy but need to implement it The workplace strategy needs to be translated into decisions, activities, environments, ways of working and everyday routines. Ways of working ### New ways of working are being introduced Managers and employees need to understand what is changing, why it is changing and how the new workplace should be used. Coordination ### Many suppliers and decisions need to be coordinated Landlord, IT, interiors, construction, security, services and move logistics need to be coordinated with clear decision points and dependencies. Engagement ### Employees and managers need engagement The change needs to be explained, practised and followed up so that people feel secure and know how the workplace should be used. Risk ### You want to reduce risk before move-in Risks linked to timeline, budget, responsibilities, communication, technology and behaviours need to be captured before they become obstacles in the project. Two tracks that must work together ## Project management creates momentum. Change management creates impact. Office projects succeed when practical delivery and human change are managed together. Project management creates direction, pace and control. Change management creates understanding, participation and behavioural change. ### Project management Coordinates timeline, budget, decisions, risks, suppliers, landlord, IT, interiors, construction, move-in and decommissioning. ### Change management Coordinates people, behaviours, participation, communication, managers, new ways of working, training and follow-up. ### Impact in everyday work When both tracks work together, the workplace strategy becomes easier to understand, implement and adjust after move-in. Process ## From decision to move-in, implementation and follow-up We adapt the process to the scope of the project, but always keep both the practical implementation plan and the human change journey together. - 1 ### Start-up and target picture We clarify what the change should achieve, which decisions have been made, which questions remain and which risks need to be managed. - 2 ### Project structure Timeline, budget, responsibilities, decision points, governance, suppliers and dependencies are brought together in a structure that can be followed up. - 3 ### Change analysis We identify which groups are affected, which behaviours need to change and where uncertainty, resistance or lack of clarity may arise. - 4 ### Communication and engagement plan We clarify what needs to be communicated, when, by whom and to which groups in order to create understanding, participation and the right expectations. - 5 ### Implementation and coordination Suppliers, interiors, IT, construction, landlord, services, move logistics and internal activities are coordinated so that the project keeps moving forward. - 6 ### Move-in and implementation Managers and employees receive support, guidance and activities that make it easier to understand and use the new workplace. - 7 ### Follow-up and adjustment We follow up what works, what needs to be adjusted and which actions strengthen the change over time. What do you get? ## Deliverables that keep project and change together The result should create confidence for leadership, project teams, managers and employees. That is why governance, communication and practical implementation are combined. ### Project plan and timeline Structure for phases, responsibilities, decision points, dependencies and critical activities. ### Decision log and governance model A clear structure for which decisions need to be made, by whom and when. ### Risk and dependency analysis Early signals around what may affect timeline, budget, working environment, IT, deliveries and employee experience. ### Change plan A plan for engagement, participation, managers, employees, new ways of working and behaviours. ### Communication plan Who needs to know what, when communication should happen and which channels or formats are needed. ### Supplier coordination Coordination between landlord, construction, interiors, IT, security, services, move logistics and internal stakeholders. Our approach ## We see office change as more than a move project An office change affects ways of working, leadership, communication, meetings, collaboration and employees’ everyday work. That is why we connect project management with workplace strategy, employee insights and follow-up. The aim is not only for the new workplace to be completed on time, but for it to be used and work as intended after implementation. Connection to the next step ## Implementation needs to stay connected to the strategy Project and change management is most valuable when it starts from a clear decision, a workplace strategy and a realistic implementation plan. The work is therefore often connected to needs analysis, office strategy, premises search, interior concept and follow-up. Office strategy and premises strategy Office interior concept Post-occupancy follow-up FAQ ## Common questions about project and change management What is project management in an office change? Project management in an office change means coordinating timeline, budget, decisions, suppliers, landlord, IT, interior design, construction, move-in and risks so that implementation happens in the right order. What is change management in an office move? Change management in an office move helps managers and employees understand the change, feel involved and use new ways of working and new environments in practice. What is the difference between project management and change management? Project management controls time, budget, decisions, dependencies and deliveries. Change management strengthens understanding, behaviours, communication, participation and engagement. Both are needed for the change to work in practice. When is change management needed in an office project? Change management is needed when the office, ways of working or everyday behaviours change. It is particularly important during office moves, fit-outs, activity-based working, hybrid work or larger organisational changes. How do you follow up an office change? An office change can be followed up through employee insights, attendance data, occupancy analysis, dialogue with managers and observations. The follow-up shows what works and what needs to be adjusted. Next step ## Do you want the office change to work in practice? We can help you coordinate the project, engage the organisation and create a plan for move-in, implementation and follow-up. Book a review of your office project ======================================================================== # Office strategy and premises strategy URL: https://en.weoffice.eu/office-strategy-premises-strategy/ ======================================================================== - Home / Office strategy and premises strategy # Office strategy and premises strategy Office strategy, premises strategy and decision support ## Office strategy and premises strategy for better premises decisions. We help organisations determine the role the office should play, how much space is needed and which premises decisions support the business in a sustainable way over time. By connecting workplace strategy, attendance data, employee insights, office sizing and financial considerations to a practical action plan, you get a recommendation before deciding whether to stay, move, reduce, expand, redesign or renegotiate. Book a call about office and premises strategy See all consultancy services The needs analysis shows what you need to understand before a decision. The office and premises strategy turns the insights into principles, requirements and options that guide premises decisions over time. Typical situations ## When do you need an office strategy or premises strategy? The need often arises when the office becomes a strategic issue: space is used differently, costs need to be reviewed, ways of working are changing or the organisation is facing a major premises decision. Premises decision ### You need to decide whether to stay, move or renegotiate The options need to be compared based on function, cost, risk, flexibility and long-term impact. Ways of working ### Hybrid work has changed the role of the office Attendance patterns, meetings, focus work and collaboration need to be understood before space and functions are defined. Sizing ### The office is used unevenly or inefficiently The space may be too large, too small or poorly distributed between collaboration, focus, meetings and social functions. Change ### The organisation is growing, shrinking or consolidating The premises strategy needs to support both current needs and a realistic future development. Governance ### Leadership needs clear evidence for the decision Office decisions need to be explained through data, intended future state, scenarios and consequences. Implementation ### You are planning redesign or new interiors Before money is invested in the environment, you need to know which functions, spaces and ways of working should be prioritised. Terms and boundaries ## What is the difference between workplace strategy, office strategy and premises strategy? The needs analysis shows what you need to understand before the decision. Office and premises strategy turns the insights into principles, requirements and options that guide premises decisions over time. Together, the terms show how work should function, how the office should be configured and how premises decisions should be governed. ### Workplace strategy Describes how the workplace should support business goals, ways of working, collaboration, culture and employee needs. It gives direction for how work should function. ### Office strategy Translates workplace strategy into concrete principles for the office: space, functions, room types, sizing, meeting settings, focus settings and use over time. ### Premises strategy Describes the organisation’s long-term premises needs and how decisions about staying, moving, reducing, expanding, renegotiating or redesigning should be governed. Process ## From insight to principles, requirements and options We work systematically from business goals and actual use to scenarios, recommendations and next steps. The result is a strategy that can be used in decisions, premises search, redesign and change management. - 1 ### Current situation and intended future state We clarify why the premises question is relevant, which goals need to be supported and which constraints affect the decision. - 2 ### Ways of working, attendance and needs We analyse how work functions in practice through dialogue, data, observations, surveys or existing evidence. - 3 ### Sizing and scenarios We develop realistic scenarios for space, function, attendance, cost and future flexibility. - 4 ### Premises principles and requirements We describe which functions, spaces, qualities and priorities should guide the office or premises. - 5 ### Economy, risk and sustainability The options are assessed based on occupancy cost, investment, feasibility, working environment, sustainability and organisational risk. - 6 ### Recommendation and action plan Leadership and the project team receive a basis for decision-making with recommended direction, consequences and next steps. What you get ## Deliverables that make premises decisions easier to make A useful strategy should work for leadership, project teams, HR, facilities, finance and internal decision-makers. We therefore summarise the work in clear decision-making material. ### Intended future state and decision principles A clear direction for what the office and premises should contribute to, and which decision criteria should carry the most weight. ### Needs picture and evidence Summary of the organisation’s ways of working, needs, attendance, frictions and priorities. ### Office sizing evidence Recommendation for space, capacity and functions based on ways of working, attendance and future needs. ### Scenarios Comparison of options such as staying, moving, reducing space, expanding, redesigning or renegotiating. ### Requirements profile Principles for location, premises, function, technology, sustainability, flexibility, work environment and use. ### Action plan Next steps before premises search, redesign, lease negotiation, interior concept or change management. Connection to next steps ## The strategy should be possible to implement When the direction is clear, we can support premises search, lease negotiation, interior concept, project management and follow-up. This ensures the strategy does not remain a report for leadership, but becomes a practical basis for implementation. Premises search and lease negotiation Project and change management Office interior concept Needs analysis and workplace strategy FAQ ## Common questions about office strategy and premises strategy What is an office strategy? An office strategy describes how the office should support business goals, ways of working, collaboration, focus work, culture and future needs. It translates workplace strategy into concrete principles for space, functions, sizing and use. What is a premises strategy? A premises strategy describes the organisation’s long-term need for premises and how premises decisions should be governed over time. It may include space, location, occupancy cost, flexibility, sustainability, risk, timeline and action plan. When should you develop an office strategy or premises strategy? It is particularly relevant before relocation, lease renegotiation, redesign, hybrid work changes, growth, downsizing, consolidation or when leadership needs a basis for decision-making about the future role of the office. How is premises strategy different from premises search? Premises strategy defines direction, requirements and decision logic. Premises search is the practical process of finding, comparing and negotiating premises based on that direction. Do we need attendance data to develop an office strategy? Not necessarily, but attendance data, occupancy analysis and employee insights make the strategy more precise. They are especially valuable when sizing the office or comparing scenarios. Next step ## Do you want to make better decisions about the office? We can help you determine whether the next step should be an office strategy, premises strategy, workplace analysis, office sizing evidence or requirements profile before premises search and lease negotiation. Email us ======================================================================== # Post-occupancy follow-up for offices URL: https://en.weoffice.eu/post-occupancy-follow-up/ ======================================================================== - Home / Post-occupancy follow-up and adjustment plan # Post-occupancy follow-up and adjustment plan Follow-up, post-occupancy evaluation and adjustment planning ## Follow up the office after move-in and prioritise the right adjustments. After move-in, it becomes clear how the office works in everyday use. We help organisations follow up how the workplace is used, experienced and supports the work when the strategy meets actual use. The result is a concrete adjustment plan for decisions about spaces, ways of working, use rules, communication, change management and continued improvements. Book post-occupancy follow-up See how we gather employee insights The follow-up shows whether the workplace strategy, environment and ways of working function together. It makes it possible to separate temporary bedding-in issues from things that need to be adjusted for the office to work better over time. When the service is needed ## When should the office be followed up after move-in? Post-occupancy follow-up is needed when the organisation has moved, fitted out, introduced new ways of working or changed the role of the office. Even well-planned office projects need adjustment once people start using the environment in practice. Move-in ### After moving to a new office You need to know whether the new environment supports the work, whether spaces are used as intended and where friction appears. Fit-out ### After fit-out or space changes When the office has changed, the organisation needs to see whether functions, rooms, flows and behaviours work in everyday use. Ways of working ### After new ways of working Activity-based, hybrid or more flexible ways of working require follow-up of the environment, use rules and actual use. Friction ### When employees experience problems The follow-up separates problems caused by space, function, sound, rules, communication or engagement. Data ### When occupancy does not match the plan Attendance, peaks, empty spaces and overloaded rooms need to be interpreted before new decisions are made about space and sizing. Decision ### When leadership needs an action plan An adjustment plan gives a prioritised view of what should be changed immediately, followed up or decided at leadership level. Definition ## What does post-occupancy follow-up mean? Post-occupancy follow-up is a structured evaluation of how the new or changed workplace functions in everyday use. It shows what works, what creates friction and which adjustments will have the greatest effect. It can be described as a practical post-occupancy evaluation, but with a clear focus on decision support: what needs to be changed, prioritised or reinforced for the workplace to work better? ### Use How are the office, spaces, rooms and zones used over time? ### Experience How do employees experience focus, collaboration, meetings, sound environment, clarity and support for the work? ### Actions Which adjustments should be made in environment, ways of working, rules, communication or leadership support? What we follow up ## We combine data, experience and observation A single measurement is rarely enough. We combine several perspectives to understand what is happening, why it is happening and which actions are most reasonable. Space ### Use of the office Attendance, occupancy, variation between days and use of workstations, meeting rooms, focus areas and social spaces. Insight ### Employee experience Focus, collaboration, meetings, sound environment, wellbeing, clarity, access to the right spaces and support for tasks. Behaviour ### Ways of working and behaviours Whether zones, booking principles, hybrid routines, meeting culture and new ways of working are actually used as intended. Engagement ### Leadership and engagement Whether problems are caused by the physical environment, unclear use rules, insufficient communication or a need for manager support. Sizing ### Space and office sizing Whether the office has the right balance between desks, meeting rooms, focus settings, social spaces and support areas. Decision ### Actions and prioritisation What should be done immediately, what should be followed up and what requires larger decisions or investment. Process ## From signals to prioritised adjustments The process is adapted to the size of the office, the project goals and the data available. The aim is to produce material that can be acted on. - 1 ### Target picture and questions We start from what the office change was intended to achieve and which questions leadership, HR, facilities management or the project team need answered. - 2 ### Data collection We collect relevant material: employee insights, attendance data, occupancy, observations, interviews or workshops. - 3 ### Analysis of friction and causes We separate symptoms from causes: is the problem about environment, space, rules, behaviours, leadership or engagement? - 4 ### Prioritising actions Actions are sorted by effect, feasibility, cost, dependencies and whether they require quick or larger decisions. - 5 ### Adjustment plan You receive concrete material with recommendations, decision points and next steps to improve the workplace. - 6 ### Follow-up of actions Where needed, we follow up whether the adjustments had the intended effect and whether new questions need to be addressed. What do you get? ## An adjustment plan that can be used The adjustment plan shows which changes should be made for the workplace to work better. It may involve physical adjustments, clearer use rules, changed communication, improved meeting structure or continued change management. ### Combined current picture What works, what does not work and which patterns are visible after move-in. ### Analysis of use and experience A combination of employee insights, attendance data, occupancy, observations and dialogue. ### Identified friction points Where problems arise and whether they are mainly caused by space, function, rules or engagement. ### Prioritised action list Recommendations for quick adjustments, larger decisions and questions that should be followed up. ### Material for leadership and project team Decision support for HR, facilities management, managers, project team and leadership. ### Plan for continued improvement Suggestions for how actions should be followed up and how the workplace can develop over time. Timing ## When should the follow-up be done? Follow-up should not be done too early. Immediately after move-in, the organisation is still learning the office, finding new routines and understanding how the spaces work in practice. If the organisation needs early signals, an initial follow-up can be carried out after about 3 months. A deeper follow-up can then be carried out after 9-12 months, when patterns of use, ways of working and behaviours have become more stable. The later follow-up provides better evidence for larger adjustments, investments or changes in ways of working. Difference from a standard survey ## More than a survey after a move A standard satisfaction survey can show whether employees are satisfied or dissatisfied. It does not always show why problems arise or what the organisation should do about them. We combine experience data with attendance data, occupancy, observations and workplace strategy to identify actions that can be prioritised and decided on. Connection to other services ## The follow-up can usefully be compared with the original target picture Post-occupancy follow-up is strongest when it is connected to the workplace strategy, the decision support and the ways of working the organisation wanted to achieve. This makes it easier to see whether problems are about the environment, use, engagement or the target picture itself. Employee insights and surveys Attendance data and office sizing Needs analysis and workplace strategy Office strategy and premises strategy FAQ ## Common questions about post-occupancy follow-up What is post-occupancy follow-up? Post-occupancy follow-up is a structured evaluation of how a new or changed office works in practice once employees have started using it. What is post-occupancy evaluation? Post-occupancy evaluation means assessing how a new or changed workplace works in practice and which adjustments are needed. In this service, the focus is on practical decisions and improvements after move-in. When should you follow up a new office? Follow-up should not be done too early, as the organisation is still learning the office immediately after move-in. An initial follow-up can be carried out after about 3 months if the organisation needs early signals, and a deeper follow-up after 9-12 months. What is an adjustment plan? An adjustment plan is a prioritised recommendation of what should be changed after move-in, such as spaces, furniture, use rules, communication, meeting rooms or ways of working. Is post-occupancy follow-up the same as an employee survey? No. A survey can be part of the follow-up, but we combine employee insights with attendance data, occupancy, observations and dialogue to understand causes and actions. What can be adjusted after move-in? Typical adjustments include zones, focus areas, meeting rooms, booking rules, hybrid routines, sound environment, communication, leadership support and how different spaces are used. Next step ## Do you want to know what needs to be adjusted after move-in? We can help you follow up how the office works, identify what creates friction and develop concrete material for the next decision. Create an adjustment plan for your office ======================================================================== # Premises search and lease negotiation URL: https://en.weoffice.eu/premises-search-lease-negotiation/ ======================================================================== - Home / Premises search and lease negotiation # Premises search and lease negotiation Tenant advisory, premises search and lease negotiation ## Make a better premises decision with requirements, market analysis and negotiation strength. We help organisations move from unclear premises needs to decision support that shows which office solution supports the business, ways of working and economics over time. By combining workplace strategy, requirements definition, market overview and lease negotiation, we help you compare relocation, renegotiation and adaptation of existing premises in a structured way. Book advice before premises search or lease negotiation See how we work with workplace strategy Strong premises decisions do not start with the property market. They start with the organisation’s needs. When the requirements profile, workplace strategy and negotiation goals are clear, it becomes easier to compare options, negotiate terms and make a decision that holds up after move-in. Typical situations ## When do you need tenant advisory for premises search or lease negotiation? The need often arises when the premises question is no longer just about square metres and rent level. The organisation needs to understand how ways of working, attendance, collaboration, costs and future needs affect the choice between staying, relocating, renegotiating or adapting existing premises. ### The lease break or notice period is approaching You need time to compare renegotiation, adaptation and relocation before the negotiating position weakens or the options become too limited. ### The office needs to support the work better The space may need to be adjusted, redistributed or used differently in relation to how the organisation actually works. ### Hybrid work has changed premises needs Attendance, meetings, focus work and collaboration need to be analysed before decisions are made about space, location, functions and lease flexibility. ### You need to compare relocation and renegotiation The options need to be compared based on cost, function, risk, flexibility, timeline and long-term impact. ### The organisation is growing, reducing or consolidating The premises decision needs to support both the current situation and a realistic future development without locking the organisation in too tightly. ### Leadership needs clear decision support The decision needs to be explained through data, requirements, market position, comparable options and clear consequences. Decision points ## Typical decisions we help you make Premises search and lease negotiation become more precise when the most important decisions are clear before you go too far in market dialogue. Premises options and lease terms can then be compared against the same requirements. ### Should we stay, move or renegotiate? We compare the options based on needs, cost, time, risk and the opportunity to develop the workplace. ### How much space should we plan for? Space requirements are connected to attendance, ways of working, space mix, flexibility and how the organisation may change over time. ### Which functions must the premises support? The requirements profile clarifies the need for meetings, focus work, collaboration, project areas, technology, social spaces and support functions. ### Which lease terms are most important to analyse? Rent, indexation, lease length, options, adaptations, incentives and responsibility split are assessed in relation to business needs. ### How do we compare different options? The options are compared against the same requirements so that the decision is not driven only by rent level, location or first impression. ### When is renegotiation better than relocation? If existing premises can be developed at a reasonable cost, renegotiation can be a strong alternative to relocation. Process ## From premises need to negotiated lease We coordinate the process from needs picture and requirements profile to market analysis, premises evaluation and negotiation. This makes the work a structured decision process where options are compared against requirements, economics, potential and feasibility. - ### Needs and requirements profile We clarify space, location, ways of working, attendance, technology, sustainability, budget and flexibility before the premises search starts. - ### Market analysis Relevant office premises and possible renegotiation options are assessed based on rent levels, location, landlord, standard and adaptation potential. - ### Viewings and evaluation The options are documented and compared against the requirements profile, not only against price, availability or first impression. - ### The premises’ potential as a workplace We assess whether the premises can support the right flows, meetings, focus work, social spaces, technology, identity and future flexibility. - ### Lease negotiation Rent level, indexation, lease length, options, rent-free periods, adaptations, services, access date and responsibility split are negotiated based on the organisation’s goals. - ### Decision support Leadership and the project team receive comparable decision support covering cost, function, risk, flexibility and recommendation. - ### Handover to implementation After the premises decision, the work can continue into project management, interior concept, implementation and follow-up. What do you get? ## Deliverables that strengthen decision-making and negotiation The result should be useful in real decisions and strengthen your negotiation position. Needs, market, economics and lease issues are therefore summarised in formats that leadership, project teams and internal decision-makers can use. ### Requirements profile A clear description of premises needs, ways of working, space, location, function, technology, budget and timeline. ### Market overview A mapping of relevant premises options, rent levels, conditions and risks. ### Comparison of options A shortlist where options are compared based on cost, function, flexibility, adaptation and potential. ### Negotiation material Material for dialogue with landlords around rent, incentives, adaptations, options and responsibilities. ### Risk and consequence assessment An assessment of what each option means for economics, implementation, flexibility and the organisation. ### Recommendation Clear guidance before a decision on relocation, renegotiation or development of existing premises. Connection to the next step ## After the premises decision, the work begins to make the workplace function Once the premises decision has been made, the work begins to turn the decision into a workplace that functions in everyday use. That is why we connect tenant advisory, premises search and lease negotiation with the areas that often determine whether the change succeeds in practice. Project and change management Office interior concept Needs analysis and workplace strategy Office strategy and premises strategy Attendance data and office sizing FAQ ## Common questions about premises search and lease negotiation When should you start premises search and lease negotiation? The work should start before the lease break or notice period approaches. That gives you time to analyse needs, develop a requirements profile, compare options and negotiate without time pressure. Should you start with the property market or the organisation’s needs? Start with the organisation’s needs. The market only becomes relevant once you know what type of workplace, space, location, functions and flexibility the organisation actually needs. What is the difference between premises search and premises strategy? Premises strategy defines the long-term direction for premises needs. Premises search is the practical process of finding, comparing and choosing premises based on that direction. Can you help renegotiate an existing lease? Yes. In some situations, renegotiation is a better option than relocation. Cost, function, flexibility and future needs should then be compared with available market alternatives. How is lease negotiation connected to workplace strategy? Lease terms affect the ability to change, adapt and develop the workplace over time. Negotiation should therefore be based on both commercial terms and how the premises need to work in practice. Next step ## Do you want to strengthen your decision and negotiation material? We can help you assess whether the next step should be renegotiation, premises search, requirements profile, workplace analysis or broader decision support before an office change. Book advice before premises search or lease negotiation ======================================================================== # What Is a Hybrid Workplace? How Policy, Attendance and Workplace Design Fit Together URL: https://en.weoffice.eu/what-is-a-hybrid-workplace/ ======================================================================== - Home / What Is a Hybrid Workplace? How Policy, Attendance and Workplace Design Fit Together # What Is a Hybrid Workplace? How Policy, Attendance and Workplace Design Fit Together Hybrid workplace and decision logic A hybrid workplace is not just a rule about how many days people may work from home. It is a workplace model where attendance, collaboration, focus work and the physical workplace need to support each other. When the term is used loosely, policy, office design and work model get mixed together. That makes it harder to decide which choices the organisation actually needs to make and how to judge whether the setup works. Short answer - A hybrid workplace combines office and remote work based on business needs and clear working agreements. - It is not the same as an activity-based office, a flex office or a general right to work from home. - It works only when the organisation defines why people should come together on site and which settings need to support that work. ## What does a hybrid workplace mean in practice? In practice, a hybrid workplace means that work is distributed between the office and other locations without losing clarity about how work should function. It therefore covers both attendance patterns and how the office is used when people are actually there. A strong hybrid workplace explains which activities benefit from co-location, which tasks work well remotely and how teams should coordinate so the office does not become either empty or unclear in purpose. ## What is the difference between a hybrid workplace and hybrid policy? Hybrid policy is about rules and expectations, such as how often teams should meet in person and which roles need higher attendance. The hybrid workplace is the physical and organisational consequence of those choices. That means an organisation can have a hybrid policy without yet having a strong workplace solution. The model becomes robust only when policy, settings and work patterns support each other. ## How do you know whether a hybrid workplace is working? You cannot judge that only by asking whether employees appreciate flexibility. A hybrid workplace also needs to be assessed through attendance patterns, actual use of settings and whether collaboration, focus work and learning are properly supported. That is why a combination of attendance data , workplace analysis and clear business goals gives better answers than broad debates about office days or desk sharing alone. Next step ## If hybrid is going to be more than a policy, the next step needs to connect attendance, work patterns and workplace decisions. Start by clarifying how you will judge whether the hybrid model is working and which data and analysis inputs are needed before larger decisions about layout, capacity or investment are locked. How to Know Whether Activity-Based or Hybrid Is Working Attendance data analysis Continue to the page on how to evaluate hybrid work or to the attendance data offer if you need stronger decision support. ## FAQ ### Is a hybrid workplace the same thing as an activity-based office? No. A hybrid workplace describes how work is distributed between the office and remote locations. Activity-based working describes how the office environment is organised. ### How many days should people be in the office? There is no universal number. The right level depends on collaboration needs, onboarding, learning, leadership demands and which tasks truly benefit from co-location. ### When do you need attendance data in a hybrid workplace? You need attendance data when the organisation wants to understand real behavioural patterns over time instead of relying on assumptions. ### What is the most common mistake? A common mistake is to begin with office-day rules or layout ideas before defining the purpose of in-person attendance and the work the office needs to support best. Related concepts ## Hybrid becomes clearer when it is linked to strategy, data and follow-up To judge whether a hybrid setup is working, organisations usually need to connect workplace strategy, attendance data and a stronger way to evaluate workplace support over time. What Is Workplace Strategy? See why hybrid should follow strategy rather than replace it. What Is Attendance Data? Understand which attendance patterns should actually be measured. What Is Workplace Adequacy? Read how needs, settings and priorities can be weighed together. Workplace strategy consultancy See how hybrid questions connect to direction, analysis and change. Expert perspective ### Want hybrid explained in a broader workplace strategy context? Dr. Aram Seddigh’s profile page connects hybrid work, workplace strategy and organisational development through one expert perspective. Read Dr. Aram Seddigh’s profile ======================================================================== # What Is Attendance Data? How Office Presence Becomes Better Decision Support URL: https://en.weoffice.eu/what-is-attendance-data/ ======================================================================== - Home / What Is Attendance Data? How Office Presence Becomes Better Decision Support # What Is Attendance Data? How Office Presence Becomes Better Decision Support Attendance data and decision support Attendance data is information about when people are actually present in the office, how presence varies over time and how occupancy differs between days, teams or zones. On its own, the data does not explain everything about how work is functioning. But when combined with workplace analysis and business goals, it becomes a strong basis for decisions about capacity, hybrid work and which settings need to be strengthened. Short answer - Attendance data shows actual office presence over time, not just what people say they usually do. - It is used to understand peaks, variation, utilisation and which days or zones create pressure in the workplace. - Attendance data is not enough by itself. Better decisions come when it is combined with needs analysis, work patterns and business goals. ## What does attendance data mean in office planning? Attendance data describes how people actually use the office over time. That may include how many people are present on different days, which weekdays have the highest pressure and whether some zones are used more than others. The important point is that the data is not built on memory or assumptions. It shows observed patterns and makes capacity discussions much more precise. ## Which questions can attendance data answer well? Attendance data helps an organisation assess whether the office may be too large, too small or unevenly balanced across the week. It can also reveal higher day-to-day variation than expected and indicate bottlenecks at peak times. That makes it especially valuable when right sizing the office, evaluating desk ratios or planning around hybrid attendance. ## What can attendance data not tell you on its own? Attendance data does not automatically explain whether the workplace feels effective, why people choose to work remotely or which needs lack support when people are on site. That is why the data needs to be interpreted alongside workplace analysis, business goals and knowledge about how work is actually done. Next step ## If you want to move from assumptions to better capacity decisions, the next step is to connect attendance data with the workplace’s actual needs. That makes it easier to decide how large the office needs to be, how to handle variation across the week and which settings deserve the highest priority. This is where workplace strategy consultancy turns attendance data into grounded capacity decisions. Attendance data analysis How do you right-size an office? Continue to the attendance data offer or to the office right-sizing page if you want a more operational decision framework. ## FAQ ### What does attendance data actually measure? It measures real presence or use over time, such as how many people are on site on different days or how specific parts of the office are used. ### Does high attendance mean the office is too small? Not automatically. High attendance on certain days may be caused by meeting patterns, team routines or limited access to certain settings. ### Why is a survey not enough on its own? Surveys show perceptions and self-reported patterns. Attendance data shows actual behavioural patterns over time. Together they provide much stronger decision support. ### Which decisions can attendance data support? It can support decisions about capacity, desk ratios, variation between settings, hybrid attendance logic and which parts of the workplace need improvement. Related concepts ## Attendance data becomes more useful when it is tied to the right decisions The data rarely stands on its own. It becomes most valuable when it is connected to workplace strategy, hybrid logic and a stronger way to judge workplace support in practice. What Is Workplace Strategy? See which workplace decisions attendance data should actually inform. What Is a Hybrid Workplace? Read how presence, policy and the role of the office fit together. What Is Workplace Adequacy? Understand how data is weighed against needs, settings and priorities. Attendance data analysis See how the offer works as applied decision support in workplace projects. Expert perspective ### Want to see how attendance data is interpreted in a broader strategy context? Dr. Aram Seddigh’s profile page shows how data, workplace analysis and organisational needs are translated into real decisions. Read Dr. Aram Seddigh’s profile ======================================================================== # What is premises strategy? CRE and property strategy vs workplace strategy URL: https://en.weoffice.eu/what-is-premises-strategy/ ======================================================================== - Home / What is premises strategy and how is it different from workplace strategy? # What is premises strategy and how is it different from workplace strategy? Premises strategy and workplace strategy Premises strategy defines how an organisation should provide, locate and prioritise premises over time. Workplace strategy defines how the workplace within those premises should support business goals, work patterns and organisational needs. These are not interchangeable concepts. One deals primarily with premises decisions such as location, cost, size, flexibility and long-term direction. The other deals with how the workplace should support focus, collaboration, behaviour and day-to-day work. That distinction matters because organisations often make major premises decisions before they have clarified how the future workplace is meant to work in practice. When that happens, the premises logic may be clear while the workplace logic is still weak. At WeOffice, workplace strategy starts where premises logic stops being enough. We help organisations connect premises choices with evidence about how work actually needs to be supported. Key takeaways - Premises strategy governs long-term premises direction, footprint, location, cost and flexibility. - Workplace strategy governs how work should be supported inside those premises. - Strong decisions require the two levels to be linked, but not confused. Decision signal If the organisation is making major premises decisions about location, footprint, or estate direction before workplace use is clear, there is a clear risk that premises logic becomes stronger than workplace logic. ## What does premises strategy actually cover, and where do corporate real estate strategy and property strategy fit? Premises strategy is the long-term logic for how an organisation should provide and manage the premises it needs. It should help the organisation decide what kind of premises it needs, where they should be, how much space is sensible, what cost level is acceptable and how those choices support wider business priorities. In some organisations, similar questions are grouped under corporate real estate strategy or property strategy. The exact label varies, but the shared logic is that the organisation needs a structured way to make long-term decisions about premises, estate direction, cost exposure, flexibility and business fit. In other words, premises strategy is broader than a single move or refurbishment. A move may be one expression of the strategy, but the strategy itself should clarify why a premises decision is needed, what it is trying to enable and how success will be judged over time. That is why premises strategy belongs close to long-term operational and business thinking rather than only to a one-off delivery project. ## Comparison: premises strategy and workplace strategy Question | Premises strategy | Workplace strategy | Main concern | Premises provision and long-term direction | How work should be supported in practice | Typical decisions | Location, footprint, cost, flexibility, timing | Activities, settings, behaviours, workplace principles | Decision level | Structural and long-term | Use-oriented and business-near | Typical risk if missing | Reactive premises decisions | A workplace that does not support actual work well | ## How is premises strategy different from workplace strategy? The two concepts solve different decision problems. Premises strategy is about the provision and direction of premises. Workplace strategy is about how the workplace within those premises should support actual work. Premises strategy therefore tends to sit at a more structural level. It is concerned with footprint, location, cost exposure, flexibility and the wider logic behind premises decisions. In many organisations, that same level is described as corporate real estate strategy or property strategy. Workplace strategy goes closer to use. It turns business needs, work patterns and organisational constraints into priorities for how the workplace should function. Workplace strategy is not a substitute for premises strategy. But premises strategy is not enough to determine how a workplace should perform either. A premises decision does not automatically create a workplace that supports focus, collaboration or behavioural change well. ## Which decisions belong primarily to premises strategy? Decisions about location, cost, amount of space, timing of change, flexibility of the estate and the business case behind a move belong primarily to premises strategy. These are the choices that shape the boundaries within which later workplace decisions will be made. Premises strategy should also help the organisation assess trade-offs. A lower-cost location may affect accessibility. A prestigious site may affect cost efficiency. A larger footprint may support future growth but create expensive underuse if the business case is weak. That is why premises strategy needs to be treated as a decision framework, not as a property transaction only. It is meant to improve the quality of premises decisions over time. Decision box If the discussion is mainly about footprint, location, estate direction or cost exposure, it sits in premises strategy. If it is mainly about focus work, collaboration, behaviours or workplace performance, it sits in workplace strategy. ## When does workplace strategy need to enter the picture? Workplace strategy needs to enter before the premises decision becomes too fixed. Once location, size and project assumptions are already locked, workplace choices are often forced into whatever is left rather than built around real needs. That matters because workplace strategy is not design. Design should follow strategy. The organisation first needs to understand what the workplace must support, which activities matter, where friction exists and which trade-offs it is prepared to accept. Only then can a premises decision be translated into a workplace that actually works. Premises strategy sets the frame. Workplace strategy decides how that frame should be used. WeOffice uses workplace analysis and workplace strategy to test whether a premises direction can become a workable environment in practice. That is how a premises decision becomes more than a property answer. ## Which misunderstandings cause the most confusion? The first common misunderstanding is that premises strategy and workplace strategy are simply two labels for the same thing. They are not. The second is that a sound premises decision will automatically produce a sound workplace. That is also not true. Another frequent misunderstanding is to assume that workplace strategy is only about layout or interior design. It is not. Workplace strategy defines the needs, priorities and decision paths that the workplace should be built around. Premises strategy defines the wider premises logic in which those decisions must fit. If those distinctions are blurred, organisations often end up discussing space solutions before they have clarified the work problem they are trying to solve. ### Common misconception Premises strategy and workplace strategy are not competing labels for the same discipline. One sets the premises frame. The other decides how work should function inside it. ## How do premises strategy and workplace strategy become one coherent decision chain? The strongest approach is to treat premises strategy and workplace strategy as two connected but distinct levels of decision-making. Premises strategy sets the long-term direction for premises and major space decisions. Workplace strategy translates business and work needs into principles for how the workplace should function inside those boundaries. Workplace analysis then helps test whether those assumptions are grounded in real patterns and needs. Follow-up shows whether the solution is holding up in practice. Workplace Adequacy™ can then be used as the framework for testing whether the workplace genuinely supports work and business needs over time. That is how an organisation moves from a premises question to a better workplace decision rather than merely to a property answer. Next step ## If your organisation needs to translate premises questions into clearer workplace decisions, the next step should be as concrete as the question you are trying to answer. Consultancy Services Workplace analysis tools ## FAQ ### Is premises strategy the same thing as workplace strategy? No. Premises strategy and workplace strategy solve different problems. Premises strategy governs how premises should be provided and prioritised over time, while workplace strategy governs how the workplace within those premises should support work. ### Can an organisation have a premises strategy without a workplace strategy? Yes, but it will usually be incomplete if the goal is to make better workplace decisions. Premises strategy can set the frame, but workplace strategy is needed to decide how that frame should support real work patterns and behaviours. ### Which decisions belong mainly to premises strategy? Decisions about location, cost, space volume, timing and flexibility belong mainly to premises strategy. They are about the long-term premises logic rather than the detailed behaviour of the workplace itself. ### When should workplace strategy become part of the process? Workplace strategy should become part of the process before the premises decision becomes too fixed. If it arrives too late, the organisation ends up fitting work patterns to a pre-committed premises decision instead of the other way round. ### Why is the distinction important for office change projects? The distinction is important because a good premises decision does not automatically produce a good workplace. Organisations need one logic for premises choices and another for how the workplace should actually support work. Related definitions ## Definitions that clarify the difference between premises strategy and workplace strategy To understand where premises strategy ends and workplace strategy begins, it helps to read the core concepts side by side. What Is Workplace Strategy? Compare premises questions with the direction for how work should be supported. What Is a Hybrid Workplace? See how new work patterns affect the link between place and work. What Is Attendance Data? Understand the evidence needed when premises needs are assessed. What Is Workplace Adequacy? Connect premises strategy to how well the workplace actually performs. Expert perspective ### Want to see how premises strategy relates to workplace strategy in a broader decision framework? Dr. Aram Seddigh’s profile page gives broader context to how place, work patterns and priorities should be connected. Read Dr. Aram Seddigh’s profile ======================================================================== # What Is Workplace Adequacy? How the Framework Connects Needs, Space and Priorities URL: https://en.weoffice.eu/what-is-workplace-adequacy/ ======================================================================== - Home / What Is Workplace Adequacy? How the Framework Connects Needs, Space and Priorities # What Is Workplace Adequacy? How the Framework Connects Needs, Space and Priorities Workplace Adequacy(TM) and method Workplace Adequacy is a workplace strategy framework for understanding how well the workplace actually supports the work the organisation needs to get done. The framework connects needs, space, data and priorities. It makes it easier to move from broad opinions about the office to a clearer logic for what works, what falls short and what should happen next. Short answer - Workplace Adequacy evaluates how well the workplace supports tasks, collaboration, focus and other important needs. - The framework translates analysis into priorities for workplace strategy, right sizing, change and follow-up. - It is not just a survey or a concept label, but a way to connect employee insight, data and decisions. ## What does Workplace Adequacy mean in practice? In practice, Workplace Adequacy is about judging whether the workplace is good enough for the work people need to do. It is not enough for the environment to look attractive if it does not support focus, collaboration, learning and coordination in ways that match business needs. That is why the framework treats the workplace as a performance support system rather than only as space or design. ## How is Workplace Adequacy different from a standard workplace analysis? A workplace analysis gathers evidence about needs, work patterns and experience . Workplace Adequacy goes further by structuring how that evidence should be interpreted and which priorities become reasonable when different needs are weighed against each other. This means the framework does not replace analysis. It makes analysis more usable and easier to connect to strategy, right sizing and change. ## Which decisions does the framework support? The framework can support decisions about which workplace needs deserve priority, how different settings should be balanced and which changes matter most first. That makes it useful both before relocation or refurbishment and when an organisation needs to follow up whether an existing workplace or hybrid model is actually performing as intended. Next step ## If you want to turn workplace analysis into clearer priorities, the next step is to connect method, data and decisions. That makes it easier to decide which needs matter most, how the workplace should change and how the strategy can be followed up in practice. The Workplace Adequacy(TM) Framework Consultancy services Continue to the framework page or to consultancy services if you need help turning analysis into workplace direction. ## FAQ ### Is Workplace Adequacy just a survey? No. Surveys can be part of the evidence, but Workplace Adequacy is a broader framework for interpreting needs, weighing priorities and connecting analysis to workplace strategy decisions. ### Which organisations is Workplace Adequacy relevant for? It is relevant for organisations that need to understand whether the workplace supports the business better or worse than it should, especially around relocation, refurbishment, hybrid work or follow-up. ### How does Workplace Adequacy connect to workplace strategy? Workplace strategy sets direction and priorities. Workplace Adequacy helps assess whether the workplace is delivering the right support in relation to that direction. ### Can you use Workplace Adequacy without planning a relocation? Yes. The framework is just as relevant when the organisation wants to improve, follow up or adjust an existing workplace as when it is entering a larger project. Related concepts ## The framework becomes clearer when it is tied to strategy, data and delivery Workplace Adequacy is easiest to understand when it is connected to workplace strategy, attendance data and the practical decisions that follow analysis and change work. What Is Workplace Strategy? See how the framework relates to direction, choices and priorities. What Is Attendance Data? Read how real office use can strengthen the analysis. The Workplace Adequacy Framework Continue to the method page for a fuller explanation of the logic. Consultancy services See how analysis is turned into direction, priorities and change. Expert perspective ### Want to see how the framework is used in real workplace decisions? Dr. Aram Seddigh’s profile explains how method, research and practical advisory work come together in workplace strategy and Workplace Adequacy. Read Dr. Aram Seddigh’s profile ======================================================================== # What Is Workplace Strategy? Why It Needs to Come Before Design, Relocation and Change URL: https://en.weoffice.eu/what-is-workplace-strategy/ ======================================================================== - Home / What Is Workplace Strategy? Why It Needs to Come Before Design, Relocation and Change # What Is Workplace Strategy? Why It Needs to Come Before Design, Relocation and Change Workplace strategy and decision logic Workplace strategy is the decision logic for how the workplace should support business goals, work patterns and organisational needs over time. Design should follow strategy, not replace it. Workplace strategy is not an interior concept or a late add-on to a property project. It matters only when it drives real decisions about workplace change, relocation and implementation. Organisations that redesign the office before clarifying workplace strategy lock investments before they know which work patterns the workplace actually needs to support. Workplace strategy should come before design, not after it. When strategy arrives too late, the project can look coherent on the surface while remaining weak in decision quality and workplace logic. Quick answer - Workplace strategy is the decision logic for how the workplace should support business goals, work patterns and organisational needs over time. - It should help the organisation decide which activities, settings and priorities need support before design and right sizing are locked. - Hybrid, activity-based working and layout choices are not strategies in themselves. They should follow strategy, not replace it. Decision signal If the organisation is already discussing layout, capacity or concept direction but still lacks clarity on which goals, work patterns and trade-offs the workplace should support, strategy needs to be defined before the project moves on. ## Why should workplace strategy come before design and workplace change? Design can create clarity, identity and function, but it cannot replace decisions about what the workplace is supposed to achieve. Before an organisation chooses layout, capacity or concept direction, it needs to understand which goals the workplace should support, which work patterns actually exist and which needs differ across parts of the business. Workplace strategy helps the organisation decide how the workplace should contribute to business performance, what everyday work needs to be supported and which trade-offs are reasonable. That is why it should come before major decisions about relocation, refurbishment, hybrid policy or activity-based workplace models. ## What should a workplace strategy actually cover? A workplace strategy should start from organisational goals and prerequisites. It should address organisational and work-related needs across employees, teams and levels of the organisation, not only seat counts or square metres. The strategy should also guide right sizing, diversification and change logic. Workplace analysis provides the evidence, workplace strategy turns that evidence into priorities and Workplace Adequacy™ tests whether those priorities hold up in practice. ## How does workplace strategy differ from interior concept and layout decisions? Workplace strategy defines the needs, principles and decision paths that the workplace should be built around. Interior concept and layout decisions then translate that direction into physical settings, functional choices and expression. When organisations jump straight to concept, they often solve the wrong problem in an attractive way. Workplace strategy should therefore be judged by whether it improves decision quality and workplace fit, not by whether it sounds modern. ## Which decisions should a workplace strategy help the organisation make? It should help the organisation make decisions about how the workplace supports business goals, how different types of work should be accommodated and how resources should be prioritised when all needs cannot be fulfilled at the same time. A strong strategy helps leadership, HR, workplace leads, real estate stakeholders and project sponsors weigh business requirements, work patterns and implementation realities together. Workplace strategy only becomes valuable when it can guide real decisions rather than simply describe ambition. ## When does an organisation need to develop or update its workplace strategy? The need often appears before relocation, refurbishment or major changes in work patterns, but it can also arise when the organisation starts to see that its current workplace no longer supports the business well enough. That may involve new attendance patterns, shifts in collaboration, growth, contraction or increased need for focus, learning or coordination. Hybrid work and activity-based working are not strategies in themselves. They are possible ways of organising work and workplace use. The strategy should first clarify what the business needs and then determine which models, settings and change efforts are actually appropriate. Next step ## If your team needs to move from broad ambition to a clearer decision base, the next step is to connect analysis, strategy and practical implementation choices. That makes it easier to decide how the workplace should support the business before design, layout or rollout plans are locked too early. Consultancy Services The Workplace Adequacy™ Framework You can continue to Consultancy Services or go deeper into the methodological layer through the Workplace Adequacy™ Framework. ## FAQ ### What is the difference between workplace strategy and interior design? Workplace strategy defines the needs, principles and decision paths that the workplace should be built around. Interior design then translates that direction into physical settings, functional choices and expression. When organisations jump straight to design, they solve the wrong problem in an attractive way. ### What should a workplace strategy actually guide? A workplace strategy should guide how the workplace supports organisational goals, work patterns, collaboration, focus needs and the practical conditions required for employees and teams to perform well. It should also guide right sizing and diversification rather than leaving those questions to late-stage design choices. ### Why is workplace strategy more than a workplace concept choice? A workplace concept label, such as hybrid or activity-based, does not explain whether the model fits the organisation’s actual needs. Workplace strategy is broader because it weighs goals, work patterns, organisational prerequisites and implementation requirements before a concept is chosen. ### Who should own workplace strategy inside an organisation? Ownership should sit close to the people who can balance business goals, workplace needs and implementation decisions. At the same time, the work requires dedicated workplace strategy competence to translate analysis into direction. That means formal ownership and specialist responsibility are not always held by the same person. ### How is workplace strategy connected to hybrid work and activity-based working? Hybrid work and activity-based working are not strategies in themselves. They are possible ways of organising work and workplace use. Workplace strategy should determine whether, when and how those models fit the organisation’s goals, tasks and constraints. Related concepts ## Deepen the topic with the next decisions that usually follow strategy Workplace strategy becomes clearer when it is linked to hybrid logic, attendance patterns and how workplace quality is evaluated over time. What Is a Hybrid Workplace? See how policy, attendance and the purpose of the office fit together. What Is Attendance Data? Understand how real office presence becomes decision support. What Is Workplace Adequacy? Read how the framework connects needs, space and priorities. Consultancy services See how strategy is translated into direction, analysis and delivery. Expert perspective ### Want the thinking behind workplace strategy in one place? Dr. Aram Seddigh’s expert page connects research, method and practical workplace strategy work for modern organisations. Read Dr. Aram Seddigh’s profile ======================================================================== # When Do You Need a Workplace Analysis? Better Data for Better Decisions URL: https://en.weoffice.eu/when-do-you-need-a-workplace-analysis/ ======================================================================== - Home / When Do You Need a Workplace Analysis? Typical Triggers, Common Mistakes and Better Decision Support # When Do You Need a Workplace Analysis? Typical Triggers, Common Mistakes and Better Decision Support Workplace analysis and decision support Workplace analysis is the decision base for how the workplace is functioning, what the work requires, and what needs to change. It underpins better decisions about strategy, change, and follow-up. Attendance data is not analysis. It is only one signal. The right analysis format depends on which business question the organisation needs to answer, not on whichever tool happens to be easiest to deploy. The more useful question is not whether analysis is needed, but when and for what purpose. The right approach depends on whether the organisation needs to understand the current state, shape strategy, prepare change, or evaluate outcomes after a workplace shift. Workplace analysis should not be reduced to a single utilisation figure or a generic survey. It becomes valuable when several inputs are translated into clearer priorities, principles, and decisions. Quick answer - Workplace analysis matters before strategy, during change, and after implementation. - Attendance data, surveys, workshops, and qualitative dialogue complement each other because they answer different questions. - Analysis becomes strategy only when insights are translated into priorities, principles, and clear choices about direction. Decision signal If the organisation is gathering data but still lacks clarity on which problem actually needs solving or which decisions follow from the evidence, the analysis is not yet tightly enough connected to the decision problem. ## Which situations should trigger a workplace analysis? The most common trigger is a planned relocation, refurbishment, or significant change in work patterns. In those situations, the organisation needs a clearer picture of how the workplace is used today, which needs exist across the business, and which problems actually need to be solved. Workplace analysis is just as relevant after change has taken place. Organisations may need it when they are trying to understand whether a new workplace model is actually working or whether repeated friction has emerged in the workplace. Analysis should start from the organisation’s decision problem rather than from whichever tool is easiest to deploy. ## What is the difference between snapshot, needs assessment, change readiness, and follow-up? A workplace snapshot helps the organisation understand how the workplace is functioning now. A needs assessment goes further by identifying which gaps, priorities, and decisions need to be addressed when strategy is being developed, while change readiness focuses on how prepared people and teams are for the shift. Follow-up after implementation has another role again. It should show whether the workplace is actually supporting the work patterns, behaviours, and business goals that the change was intended to enable. That is why it is misleading to treat workplace analysis as a one-time pre-project exercise. ## Which data creates better decisions in different situations? One data source is not enough. Attendance data, surveys, workshops, and qualitative dialogue serve different functions and should not be treated as interchangeable. Organisations that treat one source as the whole truth usually end up with conclusions that are too weak for strategic decisions. The most useful mix depends on the decision stage. Before strategy work, organisations may need a stronger understanding of needs and work patterns. During change, readiness and expectations may matter more. After implementation, it usually becomes more important to combine use, experience, and business-relevant signals in a structured follow-up. ## How does workplace analysis turn into workplace strategy? Analysis becomes strategy when the insights are translated into priorities, principles, and clear decisions about how the workplace should function. If data is collected without shaping direction, the analysis may be interesting, but it remains weak as a decision base. Workplace analysis should not sit in a technical side lane. It should contribute directly to stronger choices about workplace direction. Workplace analysis builds workplace strategy, and Workplace Adequacy™ then tests whether that strategy is working in practice. ## Which misconceptions are most common around attendance data and perceived utilisation? One common mistake is to treat attendance data as if it alone can explain how well the workplace is working. Attendance shows use, but it does not automatically show whether the workplace supports the right activities, whether collaboration works well, or whether focus work is harder than it should be. Another recurring misconception is to confuse perceived crowding with actual use. Better workplace analysis should instead build a composite picture that helps the organisation understand what is happening, why it is happening, and which decisions follow from that understanding. Next step ## If the organisation needs stronger support for strategy, change, or structured follow-up, the next step is to connect workplace data with clearer decisions about direction and adjustment. That makes it easier to define which business question needs answering, which inputs should be combined, and how the resulting insights should shape real workplace choices. Workplace analysis tools Workplace Adequacy™ Survey Information You can continue to workplace analysis tools or go deeper into the Workplace Adequacy™ Survey Information to see how follow-up becomes analysis and analysis becomes a stronger decision base. ## FAQ ### What is the difference between a workplace snapshot and a needs assessment? A workplace snapshot describes the current state. A needs assessment identifies which gaps, priorities, and decisions need to be addressed when strategy is being developed. The difference is therefore not only about measurement depth, but about which decisions the analysis is meant to support. ### When should an organisation run workplace analysis again after a move or redesign? Workplace analysis should be planned from the start and repeated when the workplace model has stabilised. Organisations need to allow the new workplace model enough time to settle before drawing major conclusions. The strongest approach is a structured follow-up rhythm rather than a single check-in. ### How do you know whether one workplace strategy is enough across several sites? One workplace strategy is enough only when the sites share similar work patterns, goals, and operational logic. It can work at enterprise level, but only if it still allows room for local differences where they matter. If the variation is too large, one shared strategy becomes too abstract to guide real decisions. ### What triggers the need for a new workplace analysis in a large organisation? Typical triggers include major changes in headcount, lease events, changes in work patterns, new strategic direction, or signs that the current workplace no longer supports the business well. Analysis should respond to real shifts in workplace demand or organisational context. It should not be treated as a one-off exercise completed forever. ### Can a change-readiness assessment replace a broader needs assessment? A change-readiness assessment does not replace a broader needs assessment. It helps the organisation understand how prepared people and teams are for change, but it does not replace the broader work of understanding workplace needs and strategic gaps. It is better treated as one part of the decision base rather than as a full substitute. Related definitions ## Definitions that make workplace analysis more useful as decision support Workplace analysis becomes clearer when it is connected to the decisions strategy should support, how attendance actually behaves and how workplace quality should be judged. What Is Workplace Strategy? See which decisions the analysis should help the organisation make. What Is Attendance Data? Understand how real office use can strengthen the analysis. What Is a Hybrid Workplace? Connect the analysis to new attendance patterns and office purpose. What Is Workplace Adequacy? See how analysis can be translated into priorities and follow-up. Expert perspective ### Want to see how workplace analysis connects to strategy and method? Dr. Aram Seddigh’s profile page gives clearer context to how analysis, priorities and workplace strategy fit together. Read Dr. Aram Seddigh’s profile ======================================================================== # When Do You Need Workplace Strategy Advice? URL: https://en.weoffice.eu/when-do-you-need-workplace-strategy-advice/ ======================================================================== - Home / When Do You Need Workplace Strategy Advice? Support for Decisions, Priorities and Next Steps # When Do You Need Workplace Strategy Advice? Support for Decisions, Priorities and Next Steps Workplace strategy and decision support Workplace strategy advice helps organisations translate business goals, work patterns, and workplace needs into priorities, strategic choices, and a practical decision base for the workplace. It creates direction before you choose premises, design direction, or implementation route. Workplace strategy defines what the workplace should support, why that matters, and how those needs should be met. It differs from an interior concept because strategy sets the direction, while the concept translates that direction into physical environment, function, and expression. Workplace strategy advice therefore helps an organisation make better decisions about how the workplace should support business goals, which settings are needed, which work patterns should be enabled, and how resources should be prioritised when not every wish can be met at once. External advice becomes relevant when the organisation needs stronger decision logic than it can realistically build on its own within the available time. That is especially true when several goals, roles, and interests need to be weighed together before decisions are made about space, premises, ways of working, or implementation. Workplace strategy should create decision logic before design. When advice comes in early, it becomes easier to prioritise well, reduce project risk, and build a workplace that actually supports the business. Key takeaways - Bring in workplace strategy advice before premises, layout, or concept choices lock the organisation into weak assumptions. - Use advisory support when business goals, work patterns, and workplace needs need to be translated into one shared decision base. - Treat workplace analysis as input to strategy, not as a replacement for priorities, principles, and strategic choices. Decision signal If the organisation is already discussing premises, layout, or concept direction without shared clarity on what the workplace should support, the strategy work needs to become sharper before the project moves further. ## What does workplace strategy advice actually involve? Workplace strategy advice means getting support to turn analysis, needs, and goals into a decision base that can actually be used. The focus is on helping the organisation decide what the workplace should support, which priorities are reasonable, and which compromises are sustainable. That usually means the advice covers several layers at once: business direction, employee work patterns, collaboration needs, focus work, leadership ambitions, and practical constraints around implementation. A strong workplace strategy needs to hold these perspectives together. The advice therefore stays close to the business. It should not only answer what the office could look like, but which decisions the organisation needs to make before physical solutions are chosen. ## In which situations is external advice needed? External advice is often needed when the organisation is facing one decision with several consequences at the same time. That may involve relocation, refurbishment, hybrid arrangements, activity-based working, lease renegotiation, or the need to evaluate whether the current workplace is actually supporting work well enough. Advice becomes especially important when the internal picture is fragmented or incomplete. A common situation is that leadership wants to move forward, but the decision base is still too weak to determine how the workplace should develop. Another is that the organisation already has a lot of data, but lacks a method for translating that material into clear priorities. There are also situations where internal competence exists, but time, mandate, or structure does not. In those cases, external advice can sharpen the decision process without the organisation losing momentum. ## Which decisions does the organisation get support with? Workplace strategy advice should help the organisation make better decisions about how the workplace supports business goals, which settings are needed, which ways of working should be enabled, and how resources should be prioritised when not every need can be fulfilled at the same time. That often includes decisions about right sizing, diversification, collaboration areas, focus work, attendance patterns, hybrid arrangements, change effort, and which principles should guide later design and implementation. The advice should not make the decisions for you, but it should make the decision base clearer. Workplace analysis is not strategy. It builds the decision base for strategy. Even when analysis is essential for understanding current state and needs, workplace strategy still has to weigh business goals, priorities, and trade-offs in order to become both relevant and workable. A strong advisory effort therefore clarifies the difference between data, interpretation, and decision. Only when those three layers work together can the organisation move forward with lower risk. ## How does workplace strategy differ from interior concept work? The difference is straightforward. Workplace strategy defines the needs, principles, and decision paths that the workplace should be built around, which settings are needed, and how future desired behaviours should be supported. Interior concept work then translates the strategy into physical environment, function, and expression. That means strategy answers why and how the workplace should develop in order to support the desired ways of working, given the organisation’s actual circumstances. Interior concept work answers how those decisions should be expressed and arranged in rooms, functions, and experience. When organisations jump straight to concept work, they often solve the wrong problem in an attractive way. That is why workplace strategy advice is valuable before concept work starts, not afterwards. ## How does workplace analysis turn into priorities and strategic choices? Workplace analysis shows how the workplace is functioning, what the work requires, and what needs to change. But analysis does not create priorities on its own. That is where workplace strategy advice comes in. Workplace analysis is the decision base for how the workplace works, what the work requires, and what needs to change. The advice then helps the organisation translate that material into principles, priorities, and strategic choices that can be used in real decisions. That includes distinguishing between what matters most, what is desirable, and what is actually workable. It also means connecting the insights to ownership, mandate, and next steps so that the strategy does not remain an isolated document. Workplace Adequacy™ tests whether the strategy holds up in practice. ## Which signals show that the strategy work needs to become sharper? A clear signal is when the organisation starts discussing solutions before the problem has been properly defined. The conversation then circles around premises, layout, or workplace concept, but without real agreement on which work patterns, needs, and goals should guide the direction. Another signal is when internal agreement is mistaken for strategic clarity. Several people preferring the same solution does not automatically mean the organisation has worked through the priorities and consequences behind that choice. A further signal is when too much weight is placed on one metric alone. Occupancy data should not be over-interpreted, because a workplace that does not meet employee needs often triggers compensatory behaviour. If the organisation leans too heavily on occupancy data, it risks missing the whole picture and building the same mistake into the next workplace. Next step ## If your organisation is facing decisions about office space, ways of working, or change and needs clearer priorities, the next step is to build a workplace strategy that captures the whole picture and creates a stronger decision base for your specific situation. If you want a clearer decision base and a discussion about which approach fits your situation, you can read more about Consultancy Services . If you want to strengthen the core concept first, you can also read What Is Workplace Strategy? . Book a meeting / Consultancy Services Consultancy Services ## FAQ ### When should an organisation bring in external workplace strategy advice? External advice should be brought in before major decisions about premises, layout, or ways of working have locked in too many assumptions. It is most useful when the organisation can still influence direction rather than only adjust details. ### What is the difference between workplace strategy and interior concept work? Workplace strategy defines the needs, principles, and decision paths that the workplace should be built around. Interior concept work then translates those decisions into physical environment, function, and expression. ### Can’t we do this work internally? Yes, but internal competence is not always enough if time, mandate, or structure is missing. External advice becomes valuable when the organisation needs a sharper decision process, clearer priorities, or a method for weighing several perspectives together. ### Is workplace analysis the same as workplace strategy? No. Workplace analysis is not strategy. It builds the decision base for strategy. Strategy then translates the analysis into priorities, principles, and strategic choices. ### What do we concretely gain from workplace strategy advice? You get a clearer decision base for how the workplace should support the business, which priorities are reasonable, and which next steps should be taken before design or implementation. That reduces the risk of the project being driven by assumptions rather than real needs. ======================================================================== # The Workplace Adequacy™ Framework URL: https://en.weoffice.eu/workplace-adequacy-framework/ ======================================================================== # The Workplace Adequacy™ Framework A comprehensive framework for developing workplaces that balance space, collaboration and flexibility — grounded in employee insights and data-driven analysis. Activities Insights - Leadership workshop - Target picture, priorities and clear direction for the change - Focus group interviews - Deeper understanding of needs, barriers and prerequisites across different parts of the organisation - Attendance data - Actual utilisation: when the office is used, peaks/troughs and patterns that affect capacity planning - Space preference analysis – My Day at Work - Space preferences in practice: what types of environments are needed for focus, meetings and collaboration - Workplace Adequacy™ survey - A holistic picture of ways of working and office work environment needs — what works, where the gaps are, and what should be prioritised ## Workplace Planning Tools ## Workplace Planning Tools Workplace Planning Tools help you turn insights from the needs analysis into a concrete foundation for the next stage of workplace planning. Through the tool’s four modules, you can right-size the office, define equipment requirements by area, estimate costs for furniture and other inventory, and assess the project’s environmental impact based on reuse versus new purchases. Find out how well your workplace supports employees’ needs. Complete our free self-assessment and receive an immediate summary with Workplace Adequacy™ to help you prioritise the right next steps. Complete a free self-assessment ## An overview of the tool’s four modules - Spaces Define which types of spaces you need and how many workpoints are required. Spaces helps you create the right mix of environments, such as workpoints, quiet rooms, collaboration areas, meeting rooms, project spaces and agile zones — so the office supports your ways of working. You’ll also get an estimate of total floor area and can easily adjust parameters to suit your conditions. - Equip Ensure each space is equipped to match the organisation’s needs. You can use predefined values by room type or tailor the equipment to your own standards. The result is a complete inventory list for all office environments. - Predict Get a robust cost estimate for new purchases — taking into account what can be reused from your current office. You can use our suppliers’ price lists or replace them with your own. The tool also provides cost levels that create a clear budget range to support decision-making. - Footprint Assess the environmental impact of your workplace project and get support in deciding the extent of reuse. Footprint is based on the relationship between reused and newly purchased inventory, and can also be used as input for climate targets and sustainability requirements. Book a demo ## Five principles for future-ready workplaces There are many opinions about offices and ways of working. The Workplace Adequacy™ framework brings together five principles that help you make decisions that stand the test of time — whether you are developing a traditional workplace, a hybrid office or an activity-based working approach. Right-sizing Sizing the workplace based on how it is actually used helps reduce both overcrowding and empty space. When it’s easy to find the right environment for the right activity, everyday work runs more smoothly. A better-aligned set-up can also support clearer decisions about space and cost. Diversify Different tasks require different environments. By combining multiple types of spaces — for focus work, meetings, collaboration and informal work — the office is more likely to be used as intended. The aim is a mix that reflects employees’ needs and the organisation’s ways of working. Facilitate collaboration Collaboration rarely happens on its own. The workplace needs to support it through the right spaces, clear structures and simple ways to coordinate. The physical environment can create the conditions, while guidelines and habits help collaboration work in practice. Increase usability People often choose what is easiest. When key spaces are easy to find, understand and use, the workplace is more likely to support desired behaviours. Small barriers in flows, access or clarity can otherwise prevent well-designed spaces from being used. Insight through participation Participation creates both stronger decision-making foundations and better buy-in. By involving the right people at the right level, you gain insights into needs and ways of working — while more people understand the direction and can help the change work in everyday practice. ## Selected projects From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. Workplace Strategy for a Learning Environment Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation. More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working. Read all ## Trusted by leading brands ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Workplace strategy and decision support URL: https://en.weoffice.eu/workplacestrategy/ ======================================================================== - Home / Needs analysis, workplace strategy and decision support # Needs analysis, workplace strategy and decision support Needs analysis, workplace strategy and decision support ## Make the right decision before you change the office. We help organisations understand their current situation, workplace needs and strategic options before decisions are made about the office, ways of working, premises or change. By combining business goals, employee insights, attendance data, work patterns and feasibility, we create a clear basis for decision-making that shows what the workplace needs to support and which next steps are most reasonable. This page is the right starting point when you do not yet know whether the next step is premises search, redesign, lease renegotiation, change management or follow-up. Book an initial strategy call See how we use employee insights We begin by understanding what the workplace needs to achieve. Then we analyse the options and the most appropriate choice before you invest in premises, redesign or organisational change. Typical situations ## When do you need a needs analysis and workplace strategy? This service is relevant when you know something needs to change, but need to determine whether the next step is a new strategy, a redesign, less space, a premises search, change management or follow-up. Premises decisions ### Relocation, renegotiation or redesign is being considered Before major decisions are made, you need to understand current use, needs, risks and consequences. Ways of working ### The office no longer supports the work The workplace may be poorly dimensioned, poorly configured or unclear in relation to how work actually happens. Hybrid work ### Hybrid work has created new needs Attendance, meetings, focus work and collaboration need to be understood before you decide on space and functions. Governance ### Leadership needs evidence for the decision Decisions about the office, cost and change should be supported by analysis, data and clear options. Prioritisation ### Several initiatives are competing for attention Not every problem requires the same solution. The analysis shows what should be done first and why. Risk ### You want to reduce investment risk A needs analysis reduces the risk of investing in the wrong space, concept or change initiatives. Typical decisions ## Typical decisions we help you make The purpose of the needs analysis is to make it easier to choose the right direction before time, budget or the organisation becomes tied to a specific solution. ### Should we stay, move or renegotiate? We compare the options based on business needs, cost, risk, flexibility and feasibility. ### Do we need less space, a redesign or a different space mix? We show which functions and spaces should be prioritised before decisions are made about size or layout. ### Which ways of working should the office support? The analysis clarifies which activities, groups and needs the workplace must support in everyday work. ### Which initiatives should come first? You get a clear recommendation and next steps for strategy, premises search, sizing, change management or follow-up. Terms and boundaries ## The difference between needs analysis, workplace strategy and decision support The three parts are connected, but they serve different purposes. Together they help the organisation move from uncertainty to a decision that can actually be implemented. ### Needs analysis Maps the current situation, goals, ways of working, employee needs, data and organisational conditions. ### Workplace strategy Defines principles and direction for how the workplace should support the business, people and ways of working over time. ### Decision support Turns analysis and strategy into recommendations, options, consequences, risks and next steps. Process ## From the current situation to clear strategic options The process is adapted to the decision you need to make. Sometimes a focused evidence base is enough. In other cases, a broader workplace strategy is needed to connect analysis, direction and implementation. - 1 ### Purpose and decision We clarify which decisions the strategy work should support and which questions must be answered. - 2 ### Current situation analysis We analyse how the office, ways of working and organisational routines function today. - 3 ### Data collection The evidence base may include employee insights, attendance data, occupancy, interviews, workshops, observations or existing data. - 4 ### Needs and intended future state We identify what the workplace needs to support and what must change to reach business goals. - 5 ### Strategic principles We define principles for ways of working, space, functions, attendance, collaboration, focus, technology and change. - 6 ### Scenarios and consequences We compare possible options: stay, move, reduce space, redesign, renegotiate, change ways of working or combine several measures. - 7 ### Recommendation and action plan Leadership and the project team receive a clear basis for decision-making with recommendations, risks and next steps. What you get ## Deliverables that make the strategy usable A workplace strategy should be useful in decision-making, prioritisation and implementation. We therefore summarise the analysis in clear recommendations, options and next steps. ### Current situation picture A clear summary of what works, what creates friction and which questions need to be resolved. ### Needs analysis Analysis of business goals, ways of working, employee needs, attendance, space and organisational conditions. ### Intended future state and principles Direction for how the workplace should support work, collaboration, focus, culture and future change. ### Scenario comparison Comparison of possible options, such as staying, moving, reducing space, redesigning or changing ways of working. ### Recommendation A clear recommendation with consequences, risks and prioritised initiatives. ### Action plan Next steps for premises search, premises strategy, interior concept, change management or follow-up. Use ## What can the evidence be used for? The evidence base should make the next step clear. It can be used to align stakeholders, prioritise initiatives and connect strategy with practical implementation. Workplace strategy or workplace concept Office strategy and premises strategy Office sizing Premises search and lease negotiation Office interior concept Change management and implementation Employee insights and surveys Post-occupancy follow-up WeOffice approach ## Evidence, business understanding and feasibility Our approach combines data, psychology, employee insights and practical experience from workplace change. The goal is to give leadership and project teams an evidence base that makes it easier to decide, explain and implement well-founded choices. That is why we connect the analysis to the next step: strategy, premises decisions, office sizing, interior concept, change management or follow-up. FAQ ## Common questions about needs analysis, workplace strategy and decision support What is a workplace needs analysis? A workplace needs analysis maps the current situation, business goals, ways of working, employee needs, space use and organisational conditions. The purpose is to understand what the workplace must support before decisions are made about offices, premises or change. What is a workplace strategy? A workplace strategy describes how the workplace should support organisational goals, ways of working, collaboration, focus work, culture and change over time. When should an organisation develop a workplace strategy? It is particularly relevant before relocation, redesign, lease renegotiation, hybrid work changes, activity-based working, growth, downsizing or when leadership needs a clear basis for decision-making. What should decision support for an office change include? It should include the current situation, needs, intended future state, analysis of data and insights, scenarios, risks, consequences, recommendations and an action plan. How is workplace strategy different from premises strategy? Workplace strategy focuses on how the workplace should support the work and the organisation. Premises strategy translates this into decisions about space, location, premises, cost, flexibility and long-term premises planning. Next step ## Do you want to know where to start? We can help you determine what evidence is needed, which questions should be answered and which next step is most reasonable for your workplace. Email us ======================================================================== # Workplace Strategy URL: https://en.weoffice.eu/workplacestrategy/workplace-strategy/ ======================================================================== # Needs analysis, workplace strategy and decision support Get clear decision-making evidence before relocation, redesign, lease decisions or changes in ways of working. Understand needs, options and next steps. - Workplace Strategy ## Workplace Strategy - From Idea to Sustainable Change Creating a workplace strategy often starts with an idea — but it takes clear direction, the right evidence, and a process that builds commitment. We support you end to end: from early insights to a workplace strategy that is anchored in the organisation and ready to be put into practice — so your workplace supports your goals, your people and the way you work. - ### Clarify direction and the conditions for change We start by defining your ambition, goals and boundaries: what you want to achieve, what requirements apply, and what constraints we need to work within. This creates a solid foundation for decisions that will hold over time. - ### Understand the organisation and its needs We map how work actually happens day to day — roles, activities, collaboration patterns and needs. The evidence base can include workplace analysis, dialogue and insights that make it easier to prioritise what matters most. - ### Shape the workplace strategy for the future Based on your direction and needs, we develop a workplace strategy that sets principles, objectives and key decisions. It includes guidance on space planning, what types of settings you need, and how collaboration should be supported. We also outline how the future workplace can be intuitive and easy to use — and create a plan for communication and change to support implementation. - ### Build commitment and create an alliance A strategy only delivers value when it’s shared and supported. We help you anchor the workplace strategy with key stakeholders and create alignment across the organisation — reducing risk and building a clear direction forward. - ### A practical plan for next steps and implementation We turn the strategy into an actionable plan: activities, responsibilities and decision points. We make the next steps clear and help create the right conditions for successful implementation. - ### Follow up and evaluate After implementation, we review what worked, what needs adjusting, and what learning to carry forward. This helps you refine the workplace over time and strengthen long-term impact. Book a meeting ## A clear process — from insight to decision When you’re facing change in your office or the way you work, you need a process that creates clarity, alignment and momentum. We guide you through a structured method where workplace analysis and dialogue lead to a concrete workplace strategy and a clear plan for the next step. The result is an evidence base that helps you make confident decisions — whether you’re moving towards hybrid working, agile ways of working, activity-based working or assigned desks. Get in touch - ### Start with why! The analysis begins by clarifying the organisation’s vision and ambition for the change ahead. - ### Current state and needs We map how work happens in practice: activities, collaboration, bottlenecks and needs across roles and teams. - ### Gaps and priorities We identify the gap between the current state and the target picture, and prioritise the needs that matter most to create impact. - ### Target picture and principles Together we define a clear target picture and principles that guide decisions about ways of working, space and functions. - ### Workplace strategy and key choices We develop the workplace strategy with recommendations for space planning, the mix of settings, and how to support collaboration. We also describe how the workplace can be intuitive and easy to use, and create a plan for communication and change management. - ### Implementation and follow-up You get a clear plan for the next step. Afterwards, we follow up and evaluate what worked and what can be adjusted to strengthen outcomes over time. Get in touch ## Trusted by leading brands ## Selected projects From Tradition to Future – Strukton Rail Creates a Flexible Workplace with WeOffice When Sweden's largest private railway contractor identified the need for a more modern work environment, the goal was to create more than just a beautiful office. Together with WeOffice, Strukton Rail developed a workplace strategy that reflects the company's culture, supports employees in their daily work, strengthens collaboration, and prepares the headquarters for future ways of working. Workplace Strategy for a Learning Environment Sanoma Utbildning is one of Sweden’s leading knowledge companies, focused on developing and disseminating education. When the organization faced leaving its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but also actively strengthens the company’s mission: to promote learning, collaboration, and innovation. More Than a Workplace – How ST – The union of Civil Servants – Created an Office That Reflects Their Values When Fackförbundet ST needed a new office, the goal was clear: the workplace should reflect the organisation's mission and values. With support from WeOffice, ST created a sustainable and flexible environment where collaboration, culture and wellbeing are at the centre. The outcome was more than new premises: an office that strengthens both ST's identity and a future-ready way of working. Read all ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Workplace strategy and office services URL: https://en.weoffice.eu/workplace-strategy-office-services/ ======================================================================== - Home / Workplace strategy and office services # Workplace strategy and office services WeOffice services ## From the first question to a workplace that works. We help organisations make better decisions about offices, premises, ways of working and change. Our services cover analysis and strategy as well as implementation, engagement and follow-up. Here you will find an overview of our eight services and how they can be used depending on where you are in the process. See strategy and decision support See implementation and engagement Projects can start in different places. Sometimes you need a needs analysis, sometimes office sizing evidence, a requirements profile before premises search or support during implementation. The services can be used separately or combined. Strategy and decision support ## When you need to understand what should be done before choosing a direction. This group brings together services that help you understand the current situation, needs, data, employee insights and strategic options before decisions are made. Useful before relocation, redesign, lease renegotiation, hybrid work changes, space reduction or when leadership needs a clearer basis for decision-making. Starting point ### Needs analysis, workplace strategy and decision support When you are facing an office decision, a needs analysis helps you understand the current situation, needs, risks and strategic options. The result is decision support for relocation, redesign, lease decisions, change or further strategy. Read more Data and space ### Attendance data, occupancy and office sizing Attendance data and occupancy analysis show how the office is used over time. By combining variation, peaks, ways of working and functional needs, you get better evidence for space, capacity and space mix. Read more People and needs ### Employee insights and workplace surveys Employee insights show what different groups need for work to function well. A workplace survey connects experience to work, place, function, behaviour and change. Read more Direction and requirements ### Office strategy and premises strategy Office and premises strategy translates analysis and business goals into principles, requirements and strategic options. It helps you steer decisions about space, premises, functions, flexibility and the future office. Read more Implementation and engagement ## When decisions need to become premises, projects, behaviours and everyday use. This group brings together services that help you move from direction and decisions to implementation, engagement, concepts, premises decisions and follow-up. Useful when the work needs to be coordinated through project governance, change management, premises search, lease negotiation, interior concept or post-occupancy adjustments. Momentum and effect ### Office project and change management An office project needs both governance and engagement. We coordinate time, budget, decisions and suppliers while managers and employees get support to understand and use the new workplace. Read more Premises and lease ### Premises search and lease negotiation The right premises decision starts with a clear requirements profile. We help you compare options, assess workplace potential and negotiate lease terms based on business needs and future ways of working. Read more Space and expression ### Office interior concept An office interior concept translates the workplace strategy into rooms, zones, functions, materials and principles for use. It becomes a clear direction for the project team, architects and suppliers. Read more Learning and adjustment ### Post-occupancy follow-up and adjustment plan After move-in, everyday use shows how the office works in practice. Follow-up combines data, employee insights, observations and dialogue into a prioritised adjustment plan. Read more How the services connect ## A clear path from analysis to follow-up. The services are designed to be combined, but they do not always need to follow a fixed order. What matters is answering the right question at the right time. ### 1. Understand Bring together the current situation, needs, data, employee insights and business goals before choosing a solution. ### 2. Decide Translate the insights into principles, requirements, options and decision support for offices and premises. ### 3. Implement Coordinate the project, communication, premises issues, negotiation, concept and suppliers. ### 4. Follow up See how the office works in everyday use and prioritise which adjustments should be made. Next step ## Not sure which service fits best? If you are facing an office decision but do not know whether the next step should be analysis, strategy, premises search, change management or follow-up, we can help you frame the question. Book advice Start with needs analysis ======================================================================== # The 30-second rule URL: https://en.weoffice.eu/30-second-rule/ ======================================================================== - Home / Blogs / The 30-second rule # The 30-second rule Activity-based Share with ## Blog ## Workplace Principle 4: Increase Adaptability Deciding to change or improve an office, or move to a whole new way of working, opens up a plethora of new areas to consider. One of these areas is increasing adaptability at the workplace, and it deals with the more social and behavioural elements of work. A workplace needs to be designed in a way that makes it easier to practise good behaviours than not to. This has an impact on how the physical layout is designed and what technology is utilised. But it isn’t just physical aspects that influence how often employees change their working spaces. Employees’ degree of autonomy and need of interaction, their mobility profile, and dependence on others also bear meaning. The 30-second rule sets guidelines for how spaces can be planned to facilitate desirable behaviours. ## What is it? The 30-second rule states that the spaces most needed by employees should exist in close proximity. This could mean placing work rooms close to open-plan spaces to increase their accessibility. Less needed spaces or those that tend to be used for planned activities like large meetings can be placed farther away. There are two simple yet fascinating phenomena associated with the 30-second rule. The first is that close proximity between spaces makes moving feel less arduous, even if the physical effort in moving an additional 50 metres isn’t proportionately greater. The other phenomenon has to do with the knowledge that you aren’t exerting yourself in vain. A team might find it annoying to move to a project room only to find that it’s already being used by others. Or an employee might decide to take an incoming call in a phone booth only to find it occupied, making the move unnecessary. ## The impact Several of these experiences can cause people to stay put and take a phone call or a group meeting their current space, as the desired effects of the move are considered inconsistent – sometimes positive if the space is available, or negative if it is occupied. This effect can be counteracted by visibility – either by constructing the rooms in a way that allows employees to see if spaces are available or not, or through technological tools that show availability. ## Diversifying nearby spaces Desk spaces are what most people use as their base. By diversifying the spaces in proximity of these desks through creating small meeting rooms, work rooms, collaboration rooms, informal meeting spaces, and project spaces, you can create both closeness and visibility. Moving to an alternate workspace should be quick and easy; it should take no longer than 30 seconds. This is in line with research demonstrating that the meeting spaces and spaces employees use most often should be placed in close proximity to where employees most frequently work. ## Further reading This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. De Been I, Beijer M, Hollander D. How to cope with dilemmasin activity based work environments: results from user­centered research 2015. Duffy F. The New Office. The New Office. 1997. Ekstrand MAC, Hansen G. Make it work! Creating an integrated workplace concept. Journal of Corporate Real Estate. 2016;18:17–29. Greene C, Myerson J. Space for thought: designing for knowledge workers. Facilities. 2011;29(1/2):19–30. Stöllman Å, Eriksson T, Vingård E. Flytten till psykiatrins hus – arbetsmiljön i öppna arbetsplatser. Uppsala: Arbets­ och miljömedicin; 2015. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Activity-based offices and ways of working URL: https://en.weoffice.eu/activity-based/ ======================================================================== - Home / Blogs / Activity-based offices and ways of working # Activity-based offices and ways of working Activity-based Share with ## Blog ## Workplace Principle 2: Diversify As the way we work continues to change, more and more organisations look to workplace strategies to build a new-and-improved work environment. Workplace strategy focuses not only on what the office will look like, but how the way of working will function. One method that is growing in popularity is the activity-based way of working. This article will cover what this method implies and how it can be practised at the office. ## A space for each activity The basic idea of activity-based offices and ways of working is that work involves the execution of several different activities, wherein each activity is best executed in an area intended for it. The office should accommodate all needs related to the work: a need for focus, interaction, and community. A collaboration room can be used if several people want to work closely together. ## Diversifying the workplace One of the key signifiers of an activity-based office is a variety of spaces to work from, which can be done through diversification . Some of these include: - ‘Libraries’: where several people can work without being interrupted - Informal meeting spaces: where people can meet for quick check-ins - Individual work rooms: where one person can work without being disturbed or even take a digital meeting - Collaboration rooms: where two or three people can work together - Project rooms: spaces that can be used by one group ## A new way of working For employees to fully take advantage of an activity-based office, they need to learn techniques that facilitate flexibility and develop a way of working in which where they work varies depending on what they’re working on – especially when there is a need to work without interruptions or together with others. It is for this reason that the term ‘activity-based working’ was introduced, in which the emphasis is placed on behaviour rather than physical design. ## Further reading This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies . You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Why AI ROI Stalls When Old Ways of Working Stay… URL: https://en.weoffice.eu/ai-roi-arbetsplatsstrategi/ ======================================================================== - Home / Blogs / Why AI ROI Stalls When Old Ways of Working Stay in Place # Why AI ROI Stalls When Old Ways of Working Stay in Place Flexible ways of working Share with ## Blog The Reworked article describes a pattern many organisations already recognise. AI pilots are running, tools are being tested, and some teams are seeing local productivity gains, but broader value still does not materialise. A central reason is that AI is often used to accelerate existing processes instead of redesigning them. If a workflow is already unclear, fragmented, or overloaded with manual handoffs, AI rarely becomes a real solution on its own. The organisation produces more in less time, but it still has the same problems with accountability, prioritisation, quality control, and execution. That is where the gap between AI ambition and measurable ROI often opens up. This means the conversation cannot stop at which tools to buy. It has to address how work, decisions, roles, and the work environment need to be redesigned so AI can support better outcomes. ## What the source actually highlights The Reworked article points to several recurring reasons why AI value gets stuck. The first is incremental thinking. Pilots and limited use cases remain the strategy instead of becoming a step toward deeper change. The second is the gap between vision and operational reality, where data, governance, and ways of working are not ready for AI at scale. The third is the human capacity issue. When more material, more options, and more decision support are produced faster, the demands on judgment, review, and prioritisation also increase. That is an important insight for decision-makers. AI does not automatically reduce the need for human quality in work. In many cases, it concentrates the value in the parts of work where people need to understand context, compare options, identify risk, and make high-consequence decisions. That is also why AI is not only an IT issue. It is an issue of how the organisation supports human work when pace increases and more information has to be turned into action. ## Why AI quickly becomes a workplace issue When work changes, it is not enough to update systems and governance documents. The organisation also needs to understand which environments and working patterns are required for AI-supported workflows to perform better than the old ones. If AI is used to produce more analysis, summaries, decision proposals, and scenarios, the need grows for workplace analysis and clearer settings for concentrated review, shared interpretation, and decision-making. An office planned mainly for generic attendance or spontaneous interaction can then become too weak as a support for the work that is actually becoming more critical. That is where workplace strategy becomes relevant. If AI is meant to create business value, the organisation needs to define which activities require focus, which require cross-functional interpretation, which can be automated, and which still need clear human ownership. ## Four redesign questions that need to come earlier Organisations that want to move from AI ambition to real value usually need to clarify at least four questions much earlier. - which decisions or value streams actually need to improve, instead of which isolated tasks can be automated - which roles should own review, prioritisation, and accountability when AI is used in the workflow - which work settings are needed for concentration, shared interpretation, and faster decisions without lower quality - how change management should support new ways of working, not only the rollout of new tools If those questions arrive too late, AI easily becomes a parallel initiative beside the business. The result is more output but a weaker connection between technology, work logic, and actual business results. ## What a better decision base looks like A better decision base for AI-supported work does not start with a tool list. It starts with which decisions need to improve, which workflows need to become clearer, and which human capabilities must be protected or strengthened. In practice, that decision base often needs to show at least five things. - which parts of work are suitable for AI support and which require clear human judgment - where current workflows create friction between information, accountability, and decisions - which settings are missing today for focus, review, learning, and shared interpretation - how AI changes the requirements for the office, hybrid work, and team collaboration - which changes create the strongest business value first, before broader scaling starts This is often where WeOffice becomes operationally relevant. When AI needs to be translated into better workflows, organisations usually need scenario comparison, prioritisation, and a practical decision base that connects workplace strategy , office logic, and business need. ## Three common mistakes when AI is scaled One common mistake is assuming that faster production automatically means better outcomes. If more material is produced but nobody has the time or the right environment to review the quality, the result is often more uncertainty instead. Another mistake is treating AI as a standalone technology track. That weakens the connection between tools, decision processes, and how the office or hybrid model should actually support the work. A third mistake is underestimating how much new ways of working need to be trained, explained, and anchored. AI does not create better decisions on its own. It requires clearer roles, better use logic, and an environment where people can think, compare, and challenge at the right moments. ## Four questions to ask before AI becomes standard practice - Which parts of work are we actually trying to improve with AI? - Where do people still need to fully own review, interpretation, and decisions? - Which work settings or working patterns are missing today for AI-supported workflows to work well? - What decision base do we need before we lock new ways of working, office changes, or larger AI investments? Those questions help move the organisation from experimentation to directed change. They also reduce the risk that AI amplifies old weaknesses instead of solving them. AI value often stalls when organisations try to automate yesterday’s ways of working instead of redesigning how work, decisions, and accountability should actually function. That is why AI needs to be tied more closely to workplace strategy, change management, and the environments where people review, interpret, and make better decisions. Real business value appears when technology, work logic, and the work environment support each other. Source: Sarah Deane, From AI Ambition to ROI: Where Leaders Are Getting Stuck , Reworked, published 2026-04-27. Next step ## Need a clearer next step? Are you starting to see AI affect ways of working, decision paths, and office requirements faster than the organisation can adapt? WeOffice helps build a decision base where workplace strategy , workplace analysis , and change management are aligned, so AI can support better work instead of reinforcing old friction. Workplace strategy Workplace analysis ## FAQ ### Why does AI value stall even when new tools are in place? AI rarely creates full value when organisations only automate old ways of working. If accountability, decision paths, and workflows are already unclear, AI often amplifies the same friction at higher speed. ### Why does AI become a workplace issue so quickly? When AI produces more analysis, scenarios, and decision support, the need grows for settings that support concentration, shared interpretation, and quality review. That makes office strategy and work environment choices part of the AI value equation. ### What should organisations clarify before scaling AI further? They need to define which decisions should improve, which roles own review and accountability, and which work settings are required for AI-supported workflows to operate at high quality. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Let behaviours model conventions URL: https://en.weoffice.eu/behaviours-model-conventions/ ======================================================================== - Home / Blogs / Let behaviours model conventions # Let behaviours model conventions Activity-based Share with ## Blog ## Workplace Principle 3: Facilitate Collaboration A great way to naturally encourage collaboration at a workplace is to create home bases that attract employees, and from where they want to carry out the majority of their tasks (read more on that here ). In order to maximise the effectiveness of these spaces, you should let each group’s needs and behaviours guide the way. One way to do this is by creating separate office zones with their own sets of rules and conventions. ## Determine work patterns In home bases that house workspaces, agreed-upon conventions can vary to match the needs of different groups. For units whose tasks demand a lot of individual work, it can be beneficial to establish rules around minimising sound, while those who need to integrate with each other and collaborate need to create rules that do not inhibit these interactions. Rules are especially important for groups that are less mobile. Research shows that these groups (like those reliant on paper) change their workspace less frequently, which decreases productivity due to noise and interruptions. Thus it becomes important for these groups that rules of conduct in the home base meet their needs. This makes it important to identify less mobile groups and create an environment that works better for them. ## Sounds levels One way to differentiate between zones is by creating guidelines regarding sound level. In zones intended for focus work, the environment should aim to be kept quiet and free from interactions. Meanwhile, environments that allow interaction should be more tolerant of noise. That way you create different areas for different types of activities. Yet studies show that it is common for employees not to follow these guidelines. One reason for this is that the rules might be considered ambiguous, which could come down to how the rule was created. For example, a rule might be instated based on how loudly you can talk in a space, which could be very relative – what is considered loud for one person might not be loud for someone else. A rule like ‘no digital meetings allowed in this space’, however, might be easier to abide by. Either you take a digital meeting there or you don’t. ## Colour-coding zones One way to establish working conventions is by dividing spaces into colour-coded zones. Let’s provide some examples. - Red zones – for individual work with a focus on privacy. In these spaces, interaction, conversations, and collaboration are not allowed. They could be private work rooms, spots in a library, workspaces with high dividers in silent rooms or in parts of an open-plan that are more secluded. - Orange zones – for individual work with some degree of interaction tolerated. Spontaneous and short collaborations are allowed, as are conversations or meetings that haven’t been booked and that don’t go on for more than 5 minutes. Digital meetings are not allowed. These spaces often include desk areas with dividers of various heights. - Green zones – for individual work that permits availability, meetings, and interactions. Both booked and spontaneous meetings – digital and in-person – are allowed regardless of length and form. These spaces also work well for individual tasks where co-workers can be available to each other and aren’t bothered by noise. These spaces include desk areas, project spaces, open meeting spaces, and temporary workspaces like touchdown-spots. Avoid ambiguous rules by letting behaviours model conventions. By designing home bases from the perspective of the group’s needs, and placing groups with similar needs in the same home base, you can create an environment in which employees feel that they can carry out most of their tasks. ## Avoid designated desks Within a home base, employees should be able to sit wherever they want. To maintain flexibility and make sure that the home base isn’t perceived as lacking in individual workspaces, you should avoid creating home bases within home bases – in other words, that some spots within the home base only can be used by specific people or groups. If you start designating desks, flexibility will decrease as the buffer for desk spaces decreases. A consequence could be that if a group is ever larger than usual, employees might feel there isn’t enough space in the home base. At the same time another group may have less people at the office that day, but it won’t feel natural for other groups’ members to use the empty desks that ‘belong’ to another group. ## Further reading For more tips around boosting collaboration in a flexible workplace, check out these articles on building home bases and the importance of privacy in a co-working space. Click here for more information about the five principles and the Workplace Adequacy™ Framework. This article is based on the book, Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Babapour M. From fading novelty effects to emergent appreciation of Activity­based Flexible Offices: Comparing the individual, organisational and spatial adaptations in two case organisations. Applied ergonomics. 2019;81:102877. Greene C, Myerson J. Space for thought: designing for knowledge workers. Facilities. 2011;29(1/2):19–30. Haynes BP, Suckley L, Nunnington N. Workplace alignment. Facilities. 2019. Kim J, Candido C, Thomas L, de Dear R. Desk ownership in the workplace: The effect of non­territorial working on employee workplace satisfaction, perceived productivity and health. Building and Environment. 2016;103:203 –14. Rolfö L, Eklund J, Jahncke H. Perceptions of performance and satisfaction after relocation to an activity­based office. Ergonomics. 2018;61:644–57. Tagliaro C, Ciaramel G, editors. How to manage corporate real estate and end­users en­ gagement into Smart Workplace Change Strategies: a case study 2016. Wohlers C, Hertel G. Choosing where to work at work – towards a theoretical model of benefits and risks of activity­based flexible offices. Ergonomics. 2017;60:467–86. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Biophilia – A Key to Improved Office Design URL: https://en.weoffice.eu/biophilia-a-key-to-improved-office-design/ ======================================================================== - Home / Blogs / Biophilia – A Key to Improved Office Design # Biophilia – A Key to Improved Office Design Open-plan office Share with ## Blog To create healthy and pleasant office work environments, the focus needs to be on designing functional and appealing workplaces. In our previous posts, we have explained how the Workplace Adequacy™ framework can support you in developing an appropriate workplace strategy. Below, we want to highlight the impact of Biophilia. Biophilia refers to our need to relate to and be close to nature. Biophilia is not only important for creating healthy and pleasant office environments but has also proven to be a significant factor in increased well-being and performance. Studies show, among other things, that by incorporating elements of nature into our offices and workspaces, we can reduce stress, enhance concentration, and boost creativity. Additionally, studies demonstrate that biophilic office design promotes physical and mental health, thus reducing the risk of sick leave. Biophilic design offers various opportunities to integrate nature into our daily lives. This can include the use of green plants, natural light, water features, and natural materials in our buildings and interiors. Apart from benefiting employee well-being, biophilic design can also have positive effects on a company’s success. A pleasant and stimulating work environment can increase productivity and employee creativity, leading to higher efficiency and better outcomes. It can also reduce employee turnover costs. Investing in biophilic design is therefore a cost-effective measure for businesses. If you wish to know more about the subject, you can freely download the following white paper, “The Biophilia Hypothesis: How Nature Can Enhance the Work Environment,” which is a part of the book “A Handbook of Theories on Designing Alignment Between People and the Office Environment,” where Sven Ostner from WeOffice is a co-author. The white paper has also been authored by Sven Ostner , who is a certified workplace strategist, architect, and project manager at WeOffice. If you would like to learn more about Biophilia and how to implement it in your workplace, you are welcome to contact us directly . ## Download the white paper here for free. Related definitions ## Definitions that place biophilia in relation to workplace strategy and needs The article becomes clearer when biophilia is read alongside workplace strategy, hybrid workplace and Workplace Adequacy. What Is Workplace Strategy? See how design choices should connect to business goals and priorities. What Is Workplace Adequacy? Connect environmental quality to how well the workplace actually supports work. What Is a Hybrid Workplace? Understand how office purpose affects the settings that are needed most. What Is Attendance Data? Complement the design discussion with data about how the workplace is really used. Expert perspective ### Want to see how office design connects to workplace strategy in a broader frame? Dr. Aram Seddigh’s profile page places design, needs, research and workplace decisions in a clearer whole. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # BREEAM V7: Why Sustainability Now Drives Office… URL: https://en.weoffice.eu/breeam-v7-future-of-offices/ ======================================================================== - Home / Blogs / BREEAM V7: Why Sustainability Now Drives Office Decisions # BREEAM V7: Why Sustainability Now Drives Office Decisions Flexible ways of working Share with ## Blog Sustainability is no longer about ambition. It is about proof. BREEAM New Construction V7 makes clear that certification, carbon logic, workplace strategy, and project governance now have to work together much earlier if office projects are to be credible, comparable, and controllable. ## What has changed One of the clearest messages in BREEAM’s explanation of V7 is that sustainability frameworks can no longer stop at signalling intent. They need to help projects deliver, track, and prove outcomes over time. That matters well beyond certification teams. For investors, owners, occupiers, and project sponsors, credibility is harder to fake. Expectations around verification, data quality, and compliance are rising while tolerance for vague sustainability claims keeps falling. In office development, this shifts sustainability closer to the core of project governance. ## Whole-life carbon changes the project logic BREEAM explicitly points to a long-standing weakness in how embodied carbon and operational carbon have often been treated separately. That is especially relevant in office projects, where decisions about structure, layout, systems, and material replacement all shape the total climate result. Many projects are relatively strong on operational energy and much weaker on materials, installation scope, replacement cycles, and early design choices. V7 matters because it reinforces a whole-life perspective. If an office is being built, refurbished, or repositioned, the project team needs one joined-up logic for carbon rather than several disconnected ones. That is why carbon has to enter early. Once structural logic, system principles, and major scope choices are fixed, the ability to influence both embodied and operational carbon drops quickly. ## Data quality is now a business issue BREEAM also underlines the role of data quality. This is one of the most underestimated weaknesses in office projects. Ambitions may be high, but documentation can still be weak, comparability limited, and follow-up inconsistent. For clients and project sponsors, this makes data quality more than a technical detail. It becomes a business issue. If the organisation wants to show investors, occupiers, or leadership teams that a project genuinely improves long-term asset value, the evidence has to withstand scrutiny. That is one reason V7 matters even for teams that do not primarily see certification as a branding exercise. ## What organisations still get wrong Common mistakes include: - treating certification as a separate specialist process instead of early project logic - starting climate analysis after major design and systems decisions are already locked - focusing on energy performance while underexamining material replacement and refurbishment depth - leaving workplace goals too vague, which makes sustainability trade-offs hard to govern - treating data collection and evidence planning as late tasks These issues do not just weaken sustainability performance. They also weaken project control. ## What a better decision base looks like before certification and scope are fixed BREEAM points to the early importance of form, structure, systems, and materials. For office projects, that means sustainability has to be governed together with function and future use. In practice, a stronger decision base usually compares at least four things together: - how workplace function and business use should shape the required intervention level - which certification ambitions are commercially justified and operationally meaningful - where the largest carbon trade-offs sit across systems, materials, scope, and replacement cycles - which evidence, data, and governance structure are needed to prove performance credibly over time This is where WeOffice should be recognisable. The value is not only understanding BREEAM, but translating it into decision support, requirement definition, and delivery leadership in office change projects. That is also why whole-life carbon decisions , workplace strategy , and fit-out scope need to be assessed in the same model. ## Four questions to ask before the next office project is locked - Which climate-impact decisions are already being made in early scope and design choices? - How are certification requirements tied to workplace strategy and business use? - Which evidence and data need to exist if the project is to prove performance credibly? - How will the office adapt over time without excessive replacement and rework? ## Conclusion: better sustainability depends on earlier project control BREEAM New Construction V7 is not only an update to a framework. It is a signal of a more demanding office-project environment where ambition has to be converted into verifiable outcomes. Organisations that connect certification, carbon, workplace function, and project governance earlier will create better controlled and more credible projects over time. Source: BREEAM, Why BREEAM New Construction V7 Matters for Carbon Reduction and the Future of Sustainable Buildings , published 2026-04-13. Next step ## Need to turn sustainability requirements into a workable office project? WeOffice can help define the decision criteria, evidence requirements, design priorities, and governance structure early in the process. A typical first step is a certification-linked decision workshop that turns climate goals into a clearer scope, requirement set, and follow-up model. ## FAQ ### What does BREEAM V7 change for an office project? It increases the need to connect certification, carbon logic, and project governance much earlier. Sustainability can no longer sit beside the main project brief as a specialist track. ### When should carbon and certification requirements be defined? They should be defined before major scope, design, and system decisions are locked. That is when the organisation still has real influence over both performance and cost. ### Which risks should be managed before the project moves on? The main risks are weak data, late climate analysis, vague workplace goals, and over-engineered scope that is not justified by business need. ### How can WeOffice help in the next step? WeOffice can structure the requirement set, clarify trade-offs, and build a decision base that links workplace function, certification ambition, carbon impact, and project governance before implementation starts. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Applying the Tools from the WeOffice Certified… URL: https://en.weoffice.eu/certified-workplace-strategist-programme-weoffice/ ======================================================================== - Home / Blogs / Applying the Tools from the WeOffice Certified Workplace Strategist Programme in Your Daily Work # Applying the Tools from the WeOffice Certified Workplace Strategist Programme in Your Daily Work Flexible ways of working Share with ## Blog Creating a high-performing workplace requires more than intuition. It demands a structured workplace strategy, thorough workplace analysis, and tools that translate research into action. The WeOffice Certified Workplace Strategist Programme provides exactly that – evidence-based, practical methods that professionals can apply immediately within their own organisations. This two-day programme combines leading research, workplace strategy principles, and hands-on case work. Participants gain both a strong theoretical understanding and the confidence to apply workplace strategy tools in real situations. The programme is designed for professionals who want to develop workplace concepts that enhance productivity, employee well-being, organisational performance, and overall work environment quality. Led by Dr Aram Seddigh, chartered psychologist, economist, and creator of Workplace Adequacy™, the programme offers a unique blend of theory, practical tools, and real-world insights. His framework helps participants assess organisational needs, understand user requirements, and design activity-based working environments and hybrid offices that truly support people and work processes. ## Evidence-Based Tools and Frameworks A central part of the programme is the Workplace Adequacy™ framework . This research-backed approach guides participants in evaluating the factors necessary for a high-functioning workplace. Using structured data collection, workplace analysis, and validated tools, participants learn how to define space requirements, optimise workflows, and cluster teams strategically to support collaboration and efficiency. “The course gave me a clear and tangible understanding of how to create a workplace strategy and what factors to consider. I left with tools and ideas I could apply immediately in my role.” – Pernilla Möller Through realistic case exercises, participants practise analysing user needs, interpreting data, and choosing solutions that support both organisational objectives and employee experience. This hands-on approach ensures that every tool taught in the programme can be applied directly in daily work. “Having a small group was invaluable for discussion and knowledge sharing. The balance between research, theory, and practical exercises was excellent.” – Anna Karin Kjellin ## Turning Knowledge into Practical Action Participants leave the programme equipped to apply workplace strategy in fields such as HR, occupational health, project management, architecture, interior design, spatial planning, and facility management. Small-group discussions strengthen learning, while structured reflection exercises help transform knowledge into actionable workplace solutions. Beyond tools and analysis, the programme also covers how to communicate recommendations effectively to leaders, managers, and employees – a critical element in successful office change management, behavioural change, and implementation. “The course offered solid, research-based content, and the instructor’s expertise – both practical and theoretical – was impressive. The interaction with other participants added significant value.” – Tullan Swahn Widung Participants gain the skills to: • Conduct workplace analysis and identify improvement opportunities • Develop workplace strategies for hybrid offices and activity-based working environments • Implement workplace solutions methodically and sustainably • Communicate workplace recommendations clearly and convincingly ## Why the Programme Stands Out The WeOffice Certified Workplace Strategist Programme is built on the combination of research, methodology, and hands-on practice. Participants leave not only with knowledge, but with tools and a clear action plan they can implement immediately. The small-group format strengthens collaboration and provides space for meaningful discussions and networking. The programme boosts professional capability and confidence, empowering participants to drive workplace strategy, support behavioural change, and contribute to long-term organisational success. The WeOffice Workplace Strategist Programme is more than a training course – it is an inspiring, practical, and research-driven journey that equips professionals to design the workplaces of the future. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Change across different levels URL: https://en.weoffice.eu/change-across-different-levels/ ======================================================================== - Home / Blogs / Change across different levels # Change across different levels Insights Through Participation Share with ## Blog ## Workplace Principle 5: Insights Through Participation Getting employees involved in a change from the very beginning provides a vital tool for workplace strategists. This is how they gain the insights they need for a successful new office or way of working. While change is good, and the goal is ultimately to improve the way a business works, it can also bear consequences across different levels of the same organisation. ## Change across the organisational hierarchy A change can touch different levels of an organisation. At the highest level there is the organisation as a whole, followed by the group or working unit. The lowest level is the individual. These levels are hierarchical and a change at a higher level will impact a lower one, meaning a change that affects a group will also affect the individual. By that token, when a change impacts the organisation as a whole, all groups and individuals will feel the consequences. Depending on the level the change occurs at, different initiatives will be needed. - On the individual level, you could introduce training. - On the group level, there could be team-building exercises, leadership training, or collaboration training. - And when change influences the organisation as a whole, these initiatives could involve work around vision, goals, strategy, culture, and organisational structures. A change can impact different levels of a business – from the organisation as a whole down to the individual employee. ## Pinpoint the step in the change A change in the way of working can touch different levels depending on the organisation’s current state. A business that wants to move from a fixed to a flexible way of working and has already digitalised its processes, incentivised collaboration across units, and trained employees to lead themselves in their work and managers to lead others based on a goal, will have a shorter journey to this new working method. In this case, employees need to understand and practise an activity-based use of the office, and groups need to find structures for maintaining cohesion. An organisation that finds itself in an earlier stage will also need to work with guidelines and its overarching structure, as well as support managers with new leadership. The absence of these structures makes it harder for employees to craft a fair image of how the new way of working will affect them and what opportunities it can offer them. Change management initiatives become even more important as they need to create an understanding and prepare employees and the organisation for the new way of working. ## Get leadership on board It is worth mentioning that all change requires leadership and demands that higher-ups take initiative. If there is resistance on a management level – which there often is – it’s important to work with managers to get them behind the change. As a change manager, you need to try to understand what the resistance is rooted in and what could reduce it. ## Read more For more information on how change impacts people on the individual level, click here . This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here . References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Clean desk policy URL: https://en.weoffice.eu/clean-desk-policy/ ======================================================================== - Home / Blogs / Clean desk policy # Clean desk policy Activity-based Share with ## Blog ## Workplace Principle 1: Right-sizing A clean desk policy is a set of guidelines for using desks in a flexible workplace. As it helps determine how much space is needed at the office, it falls under the right-sizing principle of creating a workplace strategy. ## The importance for right-sizing A clean desk policy refers to how long a space – most often a desk – can remain unused before the employee who used it last needs to make it available for others. Clean desk policies are practised differently across different organisations; some are very strict with guidelines of 15-30 minutes, while others are more permissive with 2 hour guidelines or even a whole day, research shows. Often 1 hour is a good compromise – you can take a meeting without having to clear your desk, but you can’t claim it for longer than that without using it. ## Different guidelines, different results A clean desk policy has a direct impact on how many desk spaces you need to provide at an office. A stricter clean desk policy means that less desks will be needed, while a more generous policy means more will be needed. This is because a more generous policy means that employees will more often use two workspaces at the same time, like a desk in an open space and a spot in a meeting space. That is why you need an understanding both of how many desks you need and how many other spaces are needed. A clean desk policy dictates how long a desk can be left unused without having to be cleared. Only counting the number of desks can be misleading, especially when the clean desk policy is more permissive than just 1 hour. This is because the handling of a clean desk policy of more than 1 hour or a whole day will in practice be the same, based on how the spaces will be used. Different organisations, as well as different operations within the same company, will have different conditions for being able to clear a desk when someone is absent. That means you base the number of desks on the type of clean desk policy practised, so that employees don’t experience a lack of space for individual work. Experiencing that they can’t find a desk they want increases the risk of employees hoarding their things at a desk by getting there early or not following clearing procedures. This kind of culture dooms the flexible workplace. ## Further reading You can put different clean desk policies to the test yourself by applying them to the results of an activity analysis. How would a 2 hour policy change employees’ work patterns compared to a 1 hour policy? Considering these questions alongside attendance and positioning data will help paint an accurate picture of the spaces employees need and use most. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Babapor B. The quest for the room of Requirement. Göteborg: Chalmers university of technology; 2019. Hoendervanger JG, De Been I, Van Yperen NW, Mobach MP Albers CJ. Flexibility in use: Switching behaviour and satisfactionin activity­based work environments. Journal of Corporate Real Estate. 2016;18(1):48–62. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Control Over Workspace: Why Choice Matters More… URL: https://en.weoffice.eu/control-over-workspace/ ======================================================================== - Home / Blogs / Control Over Workspace: Why Choice Matters More Than Office Efficiency # Control Over Workspace: Why Choice Matters More Than Office Efficiency Flexible ways of working Share with ## Blog A workplace can look efficient and still feel unusable. The issue is often not space alone, but control: whether people can choose the right setting, shield themselves from distraction, and move between tasks without unnecessary friction. Research on control over workspace still matters because today’s offices make the cost of lost choice more visible, not less. ## The issue is not comfort. It is room for action Many office projects still focus first on efficiency, occupancy, visibility, and collaboration zones. Those are important questions, but they do not fully explain whether the work environment functions in everyday practice. As organisations move toward more shared settings, more openness, and higher expectations of flexibility, control over workspace becomes a critical issue. People need to be able to influence where they work, how they shield themselves from distractions, when they collaborate, and which settings best support the task at hand. When that room for action is missing, friction often appears long before the problem is visible in occupancy data or traditional satisfaction scores. For decision-makers, that means control is not a comfort detail. It is part of how the office performs as a work tool. ## What the research actually found The study by So Young Lee and Jay L. Brand examined how distractions, flexible use of workspace, and personal control over the physical work environment affected perceived performance, job satisfaction, and group cohesion. The most useful finding was not that every distraction immediately reduced self-rated performance. The more important result was that higher perceived control over workspace, combined with better access to meeting places, was associated with higher satisfaction and stronger perceived group cohesion. That distinction matters. Many organisations try to improve the office by chasing isolated annoyances. The larger issue is often room for action. People do not necessarily need a perfectly frictionless environment. They need a workplace where they can choose, adjust, and use the environment in ways that fit the work they are doing. ## Why the problem is sharper in today’s office The study is older, but the issue has become more visible rather than less relevant. Hybrid work, activity-based settings, and more varied daily task patterns have made the question of control sharper. When one office has to support many different needs at the same time, the decisive question is whether people experience the environment as something they can use actively or something they simply have to adapt to. The more switching, meeting formats, and simultaneous behaviours the office is expected to support, the more costly it becomes when users lack real choice. That is also why control over workspace needs to be connected to workplace strategy rather than reduced to a minor interior design detail. ## What this means for workplace strategy and office development In practice, the study points toward a more mature workplace strategy. Offices work better when they combine clear structure with real choice. That can mean providing settings with different degrees of privacy, making meeting rooms and quiet areas easy to access, giving users influence over screening, lighting, or local adjustment, and avoiding an office concept built around one idealised way of working. This is especially relevant when organisations are planning a new workplace concept or a major office change. If office design is optimised only for visibility, spontaneous interaction, or high occupancy, the result may look rational on paper while undermining satisfaction and trust in the workplace in reality. ## What organisations still get wrong Common mistakes include: - reducing control to desks, equipment, or minor ergonomic features instead of asking whether people can reach the right setting for the task - creating open environments with high collaboration ambitions but too few spaces for privacy and concentration - choosing workplace concepts based on trend rather than the organisation’s actual work patterns - designing rules and booking logic that make different settings hard to use in practice - measuring office success mainly through occupancy or square metres per person instead of workplace support and business effect The result is often an office that looks efficient in plan but feels restrictive in use. ## What better organisations do before the next workplace change is locked Organisations that use the office more strategically address the control question much earlier. In practice, they: - map which work patterns require privacy, which require collaboration, and which require quick switching between settings - make sure the office offers several realistic choices rather than symbolic variation - design rules, booking logic, and everyday use principles so that people can actually use different settings without unnecessary friction - follow up perceived control, satisfaction, and collaboration after move-in - tie decisions on layout, space allocation, and function more closely to workplace strategy This is where WeOffice should be clearly relevant. When control becomes a real everyday issue, organisations often need a fast structure for what to map first, which priorities matter most, and which changes can improve the situation without restarting the whole project. ## What a better decision base looks like when control needs to be translated into office change A better decision base should not stop at saying that people want more choice. It has to show how different levels of control affect use, collaboration, focus, and friction in practice. In many projects, the organisation needs to compare at least four things: - which work situations require more privacy or control than the office currently gives - how much real choice the workplace actually offers today - which frictions appear in booking, accessibility, and usage logic - which changes in layout, rules, or function would create the fastest and strongest improvement That is where WeOffice becomes directly relevant. When control over workspace has to be turned into office development, organisations often need workplace analysis , scenario comparison, and a decision base that connects behaviour, function, and workable next steps before a new layout or workplace concept is fixed. ## Four questions to ask before locking the next workplace concept - Which work situations require more privacy or control than the office gives today? - Is the choice in the office real or mainly theoretical? - Which rules, booking principles, or layout choices create the most daily friction? - Which changes would create the fastest improvement in focus, satisfaction, and collaboration? If those questions are asked early, it becomes easier to make better decisions about concept, function, and implementation. ## Conclusion: better offices require choice within clear boundaries The research shows that control over workspace is not a soft side issue. It affects how people experience the work environment, how they collaborate, and how well the office works as a support for the business. For organisations planning a refurbishment, relocation, or new workplace concept, the conclusion is clear: a better office is not created only through more space or more modern design, but through the right degree of control over how the workplace is used. Choice, rules, and function therefore need to be designed together, not separately. Source: Lee SY, Brand JL, Effects of control over office workspace on perceptions of the work environment and work outcomes , Journal of Environmental Psychology, 2005;25(3):323-333. Next step ## Need a clearer basis for your next workplace concept decision? WeOffice can help build a decision base that maps friction points, compares alternatives, and prioritises which changes in concept, rules, and settings should come first. A common first step is a workplace analysis that shows where the lack of control is reducing both everyday performance and acceptance of the office. Workplace analysis ## FAQ ### What does control over workspace mean in practice? It means employees can reach the right setting for the task, switch between activities without unnecessary friction, and influence how the environment supports focus, collaboration, and privacy. ### When should this be analysed in a workplace project? It should be analysed before layout, booking rules, and workplace concepts are fixed. That is when the organisation can still improve both usability and acceptance. ### Which risks should be managed before changing the workplace concept? The main risks are symbolic choice, weak privacy support, and rules or booking logic that look efficient on paper but make the office harder to use in reality. ### How can WeOffice help in the next step? WeOffice can map friction points, compare options, and build a decision base that links behaviour, layout, rules, and function before the next workplace change moves into implementation. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Diversify URL: https://en.weoffice.eu/diversify/ ======================================================================== - Home / Blogs / Diversify # Diversify Diversify Share with ## Blog All offices, even traditional ones, offer a variety of spaces. An office might have separate rooms for meetings of different sizes, along with personal desks within an open-plan space or private rooms for employees to work individually. Flexible offices take this a step further. Diversification is one of the five overarching principles in creating a workplace strategy (Workplace Adequacy™ Framework). It refers to the process of creating different spaces for different types of activities. ## Suitable spaces for each task Studies show that open-plan offices are tied to higher levels of stress and distraction, a correlation that strengthens when tasks are demanding and as the office grows in size. This pattern can be due to the fact that those in smaller open-plan spaces experience less distractions and a greater degree of privacy, while co-workers might actually benefit from overhearing each other’s conversations as those surrounding each other often have work in common. Yet the positive effects of increased interaction from having co-workers close to one another do not outweigh the negative effects of distractions in open-plan offices with designated desks. If employees are always given a designated spot for individual tasks, it is difficult to provide for needs that work against each other. One person might need to focus on a demanding task while another needs to take a phone call – a well diversified office allows each to occur where it is best suited. Diversifying the office allows different spaces to work for different activities. ## Plan for privacy In workplaces where the ability to escape the open office layout is limited, employees will often report dissatisfaction with the lack of privacy. One way to counteract the lack of privacy and reduce the problems primarily related to open-plan environments is to offer ample access to meeting rooms and work rooms that can be used when necessary. That way, employees can choose the workspace that suits them best depending on the type of task at hand. It is important for these rooms to be placed in close proximity to the open-plan space so that people don’t need to search for free rooms. ## Let activities guide the choice of spaces A well-diversified office takes employee activity profiles into account and creates spaces and surfaces that suit the activities at hand. And people differ in their preferences. Some people might feel that they can complete a demanding task with a lot of noise around them, while others require an environment with total silence. An activity analysis and physical environment analysis can help you discover which types of spaces employees like best, and for which types of activities. ## Further reading For more information on what these types of workspaces might look like in an activity-based office, click here. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Coelho DA, Tavares CS, Lourenco ML, Lima TM. Working conditions under multi­ ple expoures: A cross­sectional study of private sector administrative workers. Work. 2015;51(4):781–9. Herbig B, Schneider A, Nowak D. Does office space occupation matter? The role of the num­ ber of persons per enclosed officespace, psychosocial work characteristics, and environmental satisfaction in the physical and mental health of emplyees. Indoor Air. 2016;26(5):755–67. Kaarlela­Tuomaala A, Helenius R, Keskinen E, Hongisto V. Effects of acoustic environment on work in private office rooms and open­plan offices – longitudinal study during relocation. Ergonomics. 2009;52(11):1423–44. Lee PJ, Lee BK, Jeon JY, Zhang M, Kang J. Impact of noise on self­rated job satisfaction and health in open­plan offices: a structural equatio modelling approach. Ergonomics. 2016;59(2):222–34. Seddigh A, Berntson E, Bodin Danielson C, Westerlund H. Concentration requirements modify the effect of office type on indicators of health and performance. Journal of Environ­ mental Psychology. 2014;38:167–74. Seddigh A, Berntson E, Jönsson F, Danielson CB, Westerlund H. Effect of variation in noise absorption in open­plan office: A field study with a cross­over design. Journal of Environmetal Psychology. 2015;44:34–44. Related definitions ## Definitions that deepen the reasoning about variety in the workplace The article becomes clearer when diversification is read alongside workplace strategy, hybrid workplace and Workplace Adequacy. What Is Workplace Strategy? See how variety in settings should tie back to direction and priorities. What Is a Hybrid Workplace? Understand how different attendance patterns create different spatial needs. What Is Workplace Adequacy? Connect setting variety to how well the workplace supports different needs. What Is Attendance Data? Add a data perspective on when different settings are actually needed. Expert perspective ### Want to see how workplace variety connects to research and strategy? Dr. Aram Seddigh’s profile page gives broader context to how setting variety, needs and workplace decisions fit together. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Encourage useful participation URL: https://en.weoffice.eu/encourage-useful-participation/ ======================================================================== - Home / Blogs / Encourage useful participation # Encourage useful participation Flexible ways of working Share with ## Blog ## Workplace Principle 5: Insights Through Participation Employee participation in a workplace transformation is important. It can generate useful data for the workplace strategist, clarify the scope of change for employees, and help with the more tricky aspects of change on the individual and company levels. But while participation is important, it’s important to avoid unnecessary participation – participation for participation’s sake. ## What do we mean by this? Participation should be welcomed around factors that can actually be influenced. The information you gather should be intended as a basis for making a decision, and the participation you seek should be relevant to what you’re asking. For example, if a decision is made to practise a flexible way of working or if there are pre-existing guidelines around how many days a week you can work from home, you shouldn’t make people think these factors can be changed. Instead, you can start by informing people of the fixed guidelines and welcome participation around questions within this framework that remain open. Perhaps it’s been decided that the majority of employees will work flexibly. In that case, it’s appropriate to clarify why that decision has been made and that it cannot be influenced. With that, you can invite participation around which types of environments should be present at the office, the type of equipment that is needed, which agreements concern different parts of the office, and so on. ## Establish trust If employees feel like they’ve been kept in the dark and that higher-ups never intended to apply the information they gathered, they might lose trust in those in charge. Trust in those co-driving the change is central for employees to follow as it often involves a journey into the unknown. Encourage employee participation around factors that can actually be changed. If you don’t trust the person leading the change, it becomes natural to question the picture of the future that’s been painted. Thus they might start to counteract the change and work to stop it, especially if it triggers strong feelings. It isn’t rare for changes to feel forced. After all, you’re asking people to change the habits that they often feel work just fine. Employees usually want to partake in things that directly impact their ability to succeed and feel good at work. Therefore you need to prove that you are dedicated to these questions in the process. If participation around these central questions isn’t possible, you can work to inform others of the reasons behind the decision. Solely seeking participation for questions that are considered secondary to the work – like  office aesthetics (even if they are important) – is rarely able to compensate for a lack of participation in the more important  problems. ## Further reading Click here for more information on gaining insights through participation. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here . References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . Reference s Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Related definitions ## Definitions that deepen the reasoning about credible participation The article becomes clearer when token participation is read alongside workplace strategy, hybrid workplace and Workplace Adequacy. What Is Workplace Strategy? See how participation needs to connect to real decisions and priorities. What Is a Hybrid Workplace? Understand why new work patterns often require clearer dialogue and anchoring. What Is Workplace Adequacy? Connect the discussion to how workplace quality is actually assessed. What Is Attendance Data? Balance experience with data on real attendance patterns. Expert perspective ### Want to see how credible participation connects to workplace strategy? Dr. Aram Seddigh’s profile page places participation, analysis and change in a clearer strategic context. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Whole-Life Carbon Starts Before Design: What… URL: https://en.weoffice.eu/eu-whole-life-carbon-guidance/ ======================================================================== - Home / Blogs / Whole-Life Carbon Starts Before Design: What the EU Guidance Means for Office Decisions # Whole-Life Carbon Starts Before Design: What the EU Guidance Means for Office Decisions Workplace insights Share with ## Blog Whole-life carbon is no longer a reporting issue. It is a decision issue. The European Commission’s new guidance makes clear that reuse, refurbishment depth, flexibility, and future change need to be assessed far earlier in office projects, alongside workplace need, business value, and long-term asset performance. ## Why this changes office projects The key shift in the Commission’s document is that climate impact is no longer treated as an operational energy question alone. It brings operational carbon and embodied carbon into the same frame, including emissions linked to materials, manufacturing, construction, refurbishment, replacement cycles, and future changes to the building. That matters because many office projects still discuss carbon too narrowly. Teams may optimise systems, targets, or certification requirements while larger strategic questions remain weakly defined: how much space is actually needed, how much of the existing building should remain, and whether the intervention level is larger than the workplace need justifies. For office development, whole-life carbon is not just a sustainability metric. It is a decision-quality framework. ## The EU logic is simple, but often ignored The Commission’s guidance follows a clear sequence: sufficiency, efficiency, and renewables. Sufficiency means making better use of what already exists before adding more area, more systems, or more material. In office terms, this brings consolidation, reuse, adaptation, shared use, and right-sizing the footprint before taking on more space into the same decision space. Efficiency then means reducing material and energy intensity once the actual need is clearer. Only after those harder questions have been addressed do renewables and energy sourcing become meaningful parts of the answer. Many projects still start in the wrong order. That is one reason scope and carbon often become harder to control than expected. ## Why this matters across office portfolios Hybrid work, changing attendance patterns, and pressure on older stock mean that many organisations are comparing several routes at once: stay, shrink, relocate, refurbish, repurpose, or partially convert. In that environment, the whole-life perspective becomes practical very quickly. If a landlord is evaluating whether to refurbish part of an office asset, or an occupier is deciding whether to relocate or adapt existing space, the comparison can no longer be based on rent, image, or short-term function alone. It also needs to test carbon impact, future adaptability, and how much replacement each option actually requires. That is why the Commission’s emphasis on renovation, reuse, adaptability, and office-to-other-use conversion is so relevant to office portfolios. ## What organisations still get wrong Common errors include: - discussing carbon too late, after layout, scope, and systems logic are already set - treating operational energy as the main climate issue while underexamining material replacement - setting refurbishment ambition before workplace need is clearly defined - treating reuse as a compromise rather than a strategic option - reviewing climate goals, workplace strategy, and investment logic in separate tracks These errors often create projects that look ambitious on paper but lock in unnecessary cost and unnecessary carbon. ## What a better decision base looks like before scope is fixed The strongest projects compare several routes before design direction hardens. A better early-stage decision base should weigh business need, refurbishment depth, carbon impact, and future adaptability in the same model. In practice, that usually means comparing at least four things together: - a clear view of workplace need and the business case for change - scenarios comparing reuse, refurbishment depth, relocation, or partial conversion - an early view of carbon hotspots tied to systems, materials, scope, and replacement - a test of long-term adaptability so today’s decision does not create a short-life solution This is where WeOffice should be easy to recognise. The work is not only to explain carbon targets, but to turn them into a workplace decision base: what should stay, what should change, how much intervention is justified, and which route best supports both business function and long-term performance. That often requires both workplace analysis and a realistic view of fit-out, systems, and refurbishment scope before investment logic is fixed. ## Four questions to ask before the next office decision - How much of the need can be solved through better use of existing space and buildings? - Which parts of the project drive the greatest material use and embodied carbon? - How well does each option support future change, reuse, and longer life? - Are workplace function, business value, carbon impact, and investment level being weighed in the same model? ## Conclusion: carbon has to shape the brief before design does The Commission’s new guidance points toward a more demanding reality for office development. Carbon now has to shape questions about what stays, what is refurbished, how much space is truly needed, and how the solution should perform over time. Teams that move those questions earlier will be better placed to reduce climate impact, avoid over-intervention, and make stronger office decisions. Source: Level(s), Commission adopts new Staff Working Document to support life cycle decarbonisation of buildings , published 2026-04-16. Next step ## Need a clearer basis for reuse, refurbishment, or relocation? WeOffice can build an early-stage decision base that compares workplace need, refurbishment depth, carbon impact, and future adaptability before scope is locked. A typical first step is a scenario comparison workshop or workplace analysis that clarifies which route creates the strongest business and climate logic. Workplace analysis ## FAQ ### What does whole-life carbon mean for an office decision? It means the decision should consider reuse, refurbishment depth, material replacement, and future adaptability before design scope is fixed. Carbon becomes part of decision quality, not just reporting. ### When should carbon considerations enter the process? They should enter before layout, system principles, and intervention depth are locked. That is when the organisation still has real influence over both embodied and operational carbon. ### Which risks should be managed before choosing a route? The main risks are overbuilding, replacing too much, and separating carbon logic from workplace need and investment logic. Those mistakes make both cost and climate performance harder to control. ### How can WeOffice help in the next step? WeOffice can compare scenarios, clarify workplace need, and structure a decision base that links carbon, function, scope, and long-term adaptability before the project moves forward. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Facilitate Collaboration URL: https://en.weoffice.eu/facilitate-collaboration/ ======================================================================== - Home / Blogs / Facilitate Collaboration # Facilitate Collaboration Facilitate Collaboration Share with ## Blog Often, it is a desire for increased collaboration that drives a business to pursue a new way of working. Leadership might decide that the organisation could benefit from cooperation between different entities. This improved cooperation might shorten lead times or minimise time spent in formal meetings, amongst other benefits. With a flexible way of working, the goal is to increase touch points between different parts of the organisation. Facilitating collaboration is one of the five overarching principles in creating a workplace strategy (Workplace Adequacy™ Framework). But how should you go about it? Rather than forcing interactions, a workplace strategist should focus on creating the conditions that naturally facilitate collaboration between co-workers. Below we have listed some ways to boost collaboration within a flexible working framework. ## Set intentions for collaboration In an organisation whose culture encourages everyone to get to know one another and share experiences and lessons, a flexible solution can boost further collaboration. But flexibility in how the workplace is used isn’t in and of itself an effective catalyst for collaboration if it lacks a concrete goal for who should work with whom and why. Setting your intentions for collaboration clarifies who should collaborate with whom. Even if an organisation wants to increase collaboration between its many parts in general, certain collaborations are more important than others. For example, it can be beneficial for a sales department to collaborate more with after-sales and product development. Or for managers to increase their communication with HR. On the other hand, increased contact between an infrastructure department and a legal team might not lead to any benefits for the business. Or maybe it will? By clarifying which departments or functions ought to improve their collaboration skills, you can create concrete processes that lead to better conditions in a flexible office. ## Preserve strong intra-group collaboration While increased collaboration between groups may be a goal of a workplace change, flexible working can run the risk of worsening collaboration within groups. In fact, some research shows that flexible solutions can lead to the most important intra-group collaboration suffering. This can have huge consequences for the business, as most units tend to cooperate primarily within groups – something that is desirable and important for the business to run smoothly. So even if you want to increase collaboration between groups, it is important to simultaneously ensure that internal collaboration doesn’t break down as a result. ## Prep the environment for collaboration Once you’ve established your intentions for increased collaboration and made sure to solidify intra-group cooperation, you need to build the right organisational structures to uphold them, while also creating incentives along these lines. This could mean planning the work environment so that departments and groups who need to collaborate will naturally end up near each other when they’re at the office. Working with the optimal digital tools is another important component, as the right tech can be a boon for positive collaboration. ## One step further Setting your intentions, preserving intra-group relations, and prepping the work environment for collaboration are three key steps in facilitating positive collaboration at the workplace. It is also helpful for a workplace strategist to consider these factors early on in the transformation journey, in order to think about what kind of collaboration a company is aiming for. If you’re looking for more concrete tips on setting these steps in motion, we’ve compiled a list of mini-articles each based around an aspect of facilitating collaboration – the how , not just the why . - Building home bases – What are they? And how do they help collaboration? - The connection between privacy and collaboration - Let behaviours model workplace conventions ## Further reading This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Millward LJ, Haslam SA, Postmes T. Putting Employees in Their Place: The Impact of Hot Desk­ ing on Organizational and Team Identification. Organization Science. 2007;18(4):547–59. Slunga­Järvholm L, Pettersson­Strömbäck A, Bodin Danielson C, Nordin M, Öhrn M, Harder M, et al. Arbetsmiljö, fysisk aktivitet, hälsa och produtivitet i aktivitetsbaserad kontorsmiljö – en kontrollerad studie i Örnsköldsvik kommun. Yrkes­ och miljömedicin vid institutionen för Folkhälsa och klinisk medicin; 2018. Report No.: ISSN 1654–7314. Related definitions ## Definitions that place collaboration in a clearer workplace strategy context The article becomes stronger when collaboration is connected to hybrid workplace, workplace strategy and how workplace quality is actually assessed. What Is a Hybrid Workplace? Place collaboration in relation to attendance, coordination and office purpose. What Is Workplace Strategy? See how collaboration should connect to direction, priorities and workplace choices. What Is Workplace Adequacy? Understand how the workplace can be judged by its support for collaboration and focus. What Is Attendance Data? Add a data lens on when collaboration actually happens on site. Expert perspective ### Want to see how workplace collaboration connects to strategy and method? Dr. Aram Seddigh’s profile page links the research on collaboration to workplace strategy, analysis and practical decisions. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Five principles to create an adequate workplace… URL: https://en.weoffice.eu/five-principles-for-the-development-of-a-workplace-strategy/ ======================================================================== - Home / Blogs / Five principles to create an adequate workplace strategy # Five principles to create an adequate workplace strategy Increase Adaptability Share with ## Blog Creating an effective work environment is about more than building a better office or changing to a new way of working. Instead, a strong workplace strategy considers how the office and ways of working can be designed to encourage productivity and wellbeing . This will change from organisation to organisation, and even between different groups within the same organisation. Based on workplace research, Dr. Aram Seddigh highlights five key principles to consider when developing a workplace strategy. ### The five principles - Right-sizing: designing the office for the right amount of people and types of activities - Diversify: creating different spaces for different activities and needs - Facilitate collaboration: create the right workplace conditions for employees to collaborate with ease - Increase usability: make it easy for employees to work from the spaces they need and make smart choices - Insight through participation: involve employees in the change process in order to improve the outcome These five principles are intended to help you create a unique workplace strategy. ### Building your own workplace strategy Within each principle there are several factors to consider. Our articles not only discuss the research behind each tenant, but also offer concrete ways to realise a workplace strategy. We encourage you to explore each principle. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here. These principles provide the basis of our workplace strategist training . You can take part in it here. WeOffice AB – info@weoffice.se – www.weoffice.eu ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Five principles for the development of a… URL: https://en.weoffice.eu/five-principles-workplace-strategy/ ======================================================================== - Home / Blogs / Five principles for the development of a workplace strategy # Five principles for the development of a workplace strategy Flexible ways of working Share with ## Blog Creating an effective work environment is about more than building a better office or changing to a new way of working. Instead, a strong workplace strategy considers how the office and ways of working can be designed to encourage productivity and wellbeing. This will change from organisation to organisation, and even between different groups within the same organisation. Based on workplace research, Aram Seddigh highlights five key principles to consider when developing a workplace strategy. ## The five principles - Right-sizing: designing the office for the right amount of people and types of activities - Diversify: creating different spaces for different activities and needs - Facilitate Collaboration: create the right workplace conditions for employees to collaborate with ease - Increase Adaptability: make it easy for employees to work from the spaces they need and make smart choices - Insights Through Participation: involve employees in the change process in order to improve the outcome Our five principles are intended to help you create a unique workplace strategy. ## Building your own workplace strategy Within each principle there are several factors to consider. Our articles not only discuss the research behind each tenant, but also offer concrete ways to realise a workplace strategy. We encourage you to explore each principle. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . These principles provide the basis of our workplace strategist training. You can take part in it here . Related definitions ## Definitions that deepen the reasoning behind workplace strategy principles The article becomes clearer when the principles are read alongside the definitions of workplace strategy, hybrid workplace, attendance data and Workplace Adequacy. What Is Workplace Strategy? See the shorter definition page that places the principles in a clear foundation. What Is a Hybrid Workplace? Understand how new work patterns affect which principles are needed. What Is Attendance Data? Complement the principles with data on how the workplace is actually used. What Is Workplace Adequacy? Connect the principles to how workplace quality should be judged in practice. Expert perspective ### Want to see how the principles connect to method and a broader strategic logic? Dr. Aram Seddigh’s profile page places workplace strategy, research and decision logic in a clearer whole. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Future Working Life 2026: Why Attendance… URL: https://en.weoffice.eu/future-working-life-2026/ ======================================================================== - Home / Blogs / Future Working Life 2026: Why Attendance Follows Relevance, Not Rules # Future Working Life 2026: Why Attendance Follows Relevance, Not Rules Flexible ways of working Share with ## Blog Higher office attendance does not prove that the office strategy is working. It only proves that the office still matters. Castellum’s report points to a tougher decision now: if the office is meant to support culture, learning, focus, and collaboration, what exactly must it do better than home, and which office model, location, and daily conditions make that credible? ## The office matters again, but on harder terms One of the clearest conclusions in Castellum’s report is that the office still plays a strong role in working life. More people see it as important for company culture, wellbeing, learning, and getting work done effectively. The report also shows that many office workers now spend four to five days per week on site. What matters is that this does not seem to be driven only by formal attendance requirements. The report instead suggests that when the office works well, more people choose to use it. That changes the decision logic. The issue is no longer whether the office matters. It is whether the office performs well enough to justify the role employers want it to play. That makes the office a business tool rather than a symbolic attendance space. ## Employees are not asking for any office The report shows a clear gap between how many offices are organised today and which office solution employees would actually choose. Private or shared rooms remain the most popular option, while interest in activity-based offices without assigned desks is much weaker. That matters because the future working life 2026 discussion can easily collapse into a false choice between office work and remote work. Castellum’s data points somewhere more useful. In many organisations, the more decisive question is what kind of office people are being asked to use. Those in private or shared rooms are more satisfied and also spend more days in the office than those in activity-based environments. That does not mean activity-based solutions are always wrong. It means they should not be treated as a neutral default. If the organisation wants stronger attendance, better focus, and better satisfaction, it has to start from actual use conditions rather than concept labels. ## Daily friction still determines whether the model works Castellum’s report shows that offices generally perform well for collaboration and fairly well for individual work. Support is weaker for phone calls, digital meetings, and hybrid meetings. That matters because many organisations have already invested in hybrid policies, attendance guidance, and collaboration principles. But if the physical environment does not support today’s meeting patterns, the model still creates friction. An office that is meant to support hybrid work has to enable both focused work and smooth shifts between physical and digital settings. That is also why workplace analysis becomes more strategically important. The issue is not only how much space is needed, but which daily situations must work without unnecessary friction. ## Health, movement, and location are part of the use equation The report shows that the share of employees who feel their office encourages physical activity continues to rise, and the link to satisfaction is clear. Office location is also very or fairly important to a large majority of office workers. This is more than a wellbeing detail. When the office becomes a tool for energy, recovery, movement, and workable daily logistics, it affects both attractiveness and actual use. For organisations trying to increase attendance without relying only on control language, that is a strong clue: people are more willing to use places that make everyday work better. That means location, commuting, workplace concept, and daily usability have to be assessed together rather than in separate tracks. ## What organisations still get wrong Common mistakes include: - trying to increase office attendance before defining what the office should solve better than home - choosing an office model based on trend, principle, or legacy assumptions rather than actual work patterns - treating focus work, meeting quality, and wellbeing as secondary issues - viewing office location as separate from the workplace concept - trying to solve low utilisation with rules instead of a better office experience and clearer function The result is often an office that looks important in theory but performs weakly in everyday use. ## What better organisations do before changing office model or attendance logic The stronger organisations start with use and work backwards to the solution. In practice, they: - define which work situations the office should support better than other environments - test whether the current or proposed office model supports the right balance of focus, meetings, and collaboration - weigh location, commuting, and workplace concept in the same analysis - track what actually drives attendance, satisfaction, and daily usability - translate those findings into decisions on space, function, rules, and investment This is where WeOffice should be clearly visible. When organisations need to move quickly, they usually need more than strategy language. They need a practical structure for what to measure first, which scenarios to compare, and which decisions need to be made before the next change is locked. ## What a better decision base looks like before the next office decision A better decision base for future working life should not begin with a general office philosophy. It should begin with comparisons between realistic alternatives. In many organisations, at least four variables need to be weighed together: - which work situations the office should solve better than home - which office model creates the best balance between focus, collaboration, and meeting quality - how location and commuting affect willingness to actually use the office - which investments in workplace quality, health, and daily function create the strongest effect on utilisation and satisfaction That is also where WeOffice becomes operationally relevant. At this stage, organisations often need a decision base that combines workplace strategy , scenario comparison, and prioritisation before the next step, so they can move forward without reinforcing the wrong assumptions. ## Four questions to ask before you change office model or attendance logic - Which work situations should the office support better than home? - Which office solution gives the highest likelihood of both attendance and satisfaction? - How do location and commuting affect willingness to actually use the office? - Which functions need to be strengthened first to improve daily use fastest? If those questions are asked early, it becomes easier to right-size the office and avoid locking the workplace into outdated norms or overly generic concepts. ## Conclusion: future working life needs better offices, not just stronger attendance rules Castellum’s report suggests that the future of work is not about choosing between office and remote work. It is about creating an office that is relevant enough for people to genuinely want to use it. For employers, that means the next step is not more generic attendance pressure. It is better office decisions. Organisations that want stronger use, better focus, and healthier collaboration need to start with daily work logic and translate it into decisions about model, location, function, and investment. Source: Castellum, Framtidens arbetsliv 2026 , published 2026-03-24. Next step ## Need to turn attendance insight into a practical office decision? WeOffice can help build a decision base that compares office model, usage patterns, location, and functional needs before the next change is locked. A typical first step is a scenario review or workplace analysis that shows which office logic will improve daily use fastest and which investments matter first. Workplace analysis ## FAQ ### What does this mean for an office decision? It means the office has to earn attendance through relevance, not just policy. The organisation needs to decide which work situations the office should support better than home before changing model or rules. ### When should an organisation review its office model? It should do so when attendance, satisfaction, meeting quality, or daily friction no longer match the role the office is expected to play. That is usually a signal that the workplace concept needs a better evidence base. ### Which risks should be managed before changing attendance logic? The main risks are treating attendance as the problem, choosing a workplace concept by habit, and ignoring how location and daily usability affect whether people actually use the office. ### How can WeOffice help in the next step? WeOffice can compare scenarios, identify the work situations that matter most, and build a decision base that links workplace quality, location, function, and investment before the next change is fixed. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Headquarters Strategy in Hybrid Work: Why… URL: https://en.weoffice.eu/headquarters-strategy-hybrid-work/ ======================================================================== - Home / Blogs / Headquarters Strategy in Hybrid Work: Why Purpose Matters More Than Size # Headquarters Strategy in Hybrid Work: Why Purpose Matters More Than Size Flexible ways of working Share with ## Blog Headquarters are no longer defined by size. They are defined by function. CBRE’s latest update shows more intrametro moves, smaller and more flexible headquarters, and a stronger need to define what the central office is actually for before location, space, and design decisions are locked. ## What is changing CBRE describes how headquarters relocation activity accelerated during 2025 and exceeded the prior year. One of the most revealing signals is that a growing share of moves are intrametro, meaning relocations within the same wider city region rather than a complete market exit. That changes the strategic question. The issue is often no longer whether the company leaves a market. It is whether the headquarters still sits in the right place, with the right size, and for the right purpose. At the same time, CBRE points to smaller, more flexible, and more efficient headquarters, often supported by desk sharing, flexible floorplates, and multifunctional collaboration areas. ## Why smaller can perform better A smaller headquarters is not automatically a weaker one. In many cases, it is a more clearly defined one. If the organisation is explicit about which activities belong there, which teams need access most, and what the office has to deliver that other locations or digital tools cannot, a smaller headquarters can outperform a larger and less focused one. This is where headquarters strategy stops being a property question and becomes a workplace strategy question . ## Geography is becoming more flexible CBRE also highlights hub-and-spoke logic and the growing relevance of suburban and alternative submarkets. Some organisations are choosing a different geography for the headquarters itself, while others are redefining the relationship between one central hub and several distributed locations. That matters because hybrid work has altered commuting patterns, presence expectations, and what employees experience as a reasonable trip. A headquarters can remain central to identity without carrying all daily presence alone. ## Cost matters, but only when linked to function Cost efficiency is one driver behind these moves. Smaller headquarters can reduce rent, maintenance, operations, and long-term obligations. But CBRE also makes clear that cost does not tell the whole story. The stronger logic is functional. A cheaper headquarters that weakens leadership coordination, collaboration, culture, or client experience is not a strong strategic answer. That is why headquarters decisions need to test cost against function, not cost against cost. ## What organisations still get wrong Common mistakes include: - treating headquarters relocation mainly as a real estate event - defining size before defining role and use logic - focusing on cost before understanding behavioural patterns and workplace need - ignoring whether a distributed model could perform better than one centralised solution - underestimating the change management required when the headquarters role changes These mistakes often create offices that look efficient on paper but produce hidden friction in use. ## What better organisations do before the next move The organisations that make stronger headquarters decisions usually define more upfront: - the role the headquarters should play in the workplace model - which activities and teams justify the investment - how size, location, and distributed alternatives compare across scenarios - what norms, behaviours, and change measures are needed for the strategy to work This is a typical WeOffice decision situation. The need is not just to find space, but to translate workplace behaviour, hybrid patterns, and business priorities into a headquarters brief that can be tested against real options. ## What a better decision base looks like A stronger headquarters decision base should compare role, geography, size, and use patterns before search, lease, and design decisions are locked. In practice, that usually means weighing at least four things together: - which activities the headquarters must support better than other locations - which teams actually need regular access, and how that affects size and workplace mix - how central, suburban, hub-and-spoke, and distributed scenarios compare on commuting, collaboration, and identity - which behavioural and change-management measures are needed for the chosen model to work in practice This is where workplace analysis becomes useful. It helps turn workplace behaviour, hybrid patterns, and business priorities into a clearer decision base before the organisation commits to the wrong size or location logic. ## Four questions to ask before the next headquarters move - What purpose should the headquarters serve in the workplace model? - Which activities must it support to justify the investment? - Is the current size still right for real employee behaviour and hybrid use? - Should the organisation centralise, decentralise, or combine a headquarters with smaller hubs? ## Conclusion: define the role before the footprint CBRE’s update suggests that headquarters are becoming more strategic, not less. The central issue is no longer how large or prestigious the office should be. It is whether the headquarters has a clearly defined role in the hybrid organisation. Companies that answer that question early will make better location decisions, compare scenarios more clearly, and avoid locking the workplace into a footprint that does not support the business. Source: CBRE Research, Business Insights: The Shifting Landscape of Headquarters Relocations: 2026 Update , published 2026-04-06. Next step ## Need a clearer basis for your next headquarters decision? WeOffice can help define the role the headquarters should play, compare right-size and hub scenarios, and turn workplace data into a decision base before the next move is locked. A typical first step is a strategy workshop or workplace analysis that clarifies role, space logic, and the trade-offs between centralisation, flexibility, and employee use. Workplace analysis ## FAQ ### What does this mean for a headquarters decision? It means the decision should start with role and function, not just size, rent, or prestige. The organisation needs to define what the headquarters must actually do before choosing location or footprint. ### When should a workplace analysis be carried out? It should be done before shortlist, lease, or redesign decisions are fixed. That is when workplace data can still influence size, scenario choice, and use logic. ### Which risks should be managed before moving headquarters? The main risks are defining size too early, underestimating hybrid behaviour, and overlooking whether a distributed solution could perform better than one central office. ### How can WeOffice help in the next step? WeOffice can compare scenarios, clarify workplace requirements, and build a decision base that links location, size, use patterns, and change needs before the project moves forward. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Home bases URL: https://en.weoffice.eu/home-bases/ ======================================================================== - Home / Blogs / Home bases # Home bases Facilitate Collaboration Share with ## Blog ## Workplace Principle 3: Facilitate Collaboration Creating a zone where teams can link up, plan their day, work together, or simply chat is a great way to foster a collaborative culture at the workplace. That’s what home bases are all about – and why they fall under Facilitate Collaboration, one of the five principles in the development of a workplace strategy. But what is a home base and what role does it serve? ## What is a home base? Home bases can offer a natural way to facilitate contact between groups who have or ought to have more interactions when they’re at the office. It is a space at the office that a unit or group can use as a starting point. This can be a space where co-workers have lockers, an information point, or an area that contains different types of workspaces. ## A meeting point For groups where co-workers are distributed broadly across the organisation, or where the work is primarily carried out individually without a great need for collaboration with a specific group, a home base in the form of lockers or an information point can work well. Co-workers can meet by their lockers at the start of the day, chat about the support they need, and exchange information, to then move to the spaces they wish to work from. Sometimes this type of home base is chosen even if there is a significant need for collaboration within a department or group. This might be because the office has a layout that prevents the necessary amount of desks from being placed near each other. In these situations, you will to a greater extent need to create routines and utilise technical tools to compensate for the interaction that would otherwise happen naturally in the designated home base. In this application of home bases, it is important to have diverse desk environments so that people with different needs can have access to different zones. (For more information on how home zones can be divided, click here ). ## A variety of workspaces A home base can also consist of an area with different types of workspaces. This type of solution is suitable when you want to allow conversations to be overheard and facilitate spontaneous interactions between certain groups. Bases in these spaces tend to consist of desks with whiteboards, digital screens and different types of work stations adjacent to them. Home bases can facilitate spontaneous interactions between co-workers. The motivation behind this type of home base doesn’t need to be for co-workers to constantly work from there. A flexible way of working gives all employees the opportunity to sit with other groups as needed, as well as separate themselves from others when needed, like if a task requires confidentiality or privacy. But by agreeing to make employees available to each other when they are at the home base, you can maintain relevant intra-group communication, interaction, and over-hearing even with a flexible way of working. ## Size of the home base It is important to keep in mind the number of people intended for one home base. If you divide the organisation into smaller groups and create a home base for each group, there is a greater risk of some employees not finding a free desk in their home base while other bases have desks left over. But if you combine several groups and create a larger home base, it will be more equipped to handle variations, as there is a larger common buffer. When several groups share the same home base, one group’s increased presence can compensate for another group’s lesser one. For example, let’s say Group A works from Home Base A, and Group B works from Home Base B. On a day when Group A has lots of people working from the office, there might not be enough space for them in their home base. Meanwhile, Group B may have lots of people working from home that day, meaning they have lots of available space. In this scenario, the organisation would benefit from these groups sharing a larger home base, rather than each group having its own smaller one. A larger shared buffer also facilitates collaboration as individuals who need to work close together will be more likely to find available neighbouring spots. At the same time, a home base shouldn’t be so large as to not be able to get an overview of the whole base when standing next to it. When you visit a home base you should easily be able to see who is there – this type of layout makes things easier not only for the person working there, but also for the person who wants to meet with a colleague. ## Who should share a home base? One aspect that makes it easier for different groups to share a home base is for their activity profiles to resemble each other – in other words, that they work on the same types of activities to roughly the same extent. Otherwise, the proximity to each other might be unwanted and could actually lead to greater distance. ## Further reading To learn more about how to shape workplaces based on employees’ activity profiles, go here. Click here for more information about the five principles and the Workplace Adequacy™ Framework. This article is based on the book, Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # How Can You Capture Individual Thermal Comfort… URL: https://en.weoffice.eu/how-can-you-capture-individual-thermal-comfort-in-offices/ ======================================================================== - Home / Blogs / How Can You Capture Individual Thermal Comfort in Offices? # How Can You Capture Individual Thermal Comfort in Offices? Workplace strategy Share with ## Blog Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and times of day. A new Building and Environment study presents an AI-driven method for capturing thermal preference through short interactions with low cognitive load. Instead of repeated surveys or constant manual adjustment, the method tries to understand what each person actually prefers in a way that is more realistic to scale. That does not mean every office should immediately implement a new AI solution. It does mean office climate should no longer be treated as a question where an average setting is a sufficient decision base. ## Why does one shared temperature setting work so poorly in offices? Many buildings still follow a single setpoint logic. The problem is that people do not experience the same environment in the same way. Clothing, activity level, metabolism, position in the space, and personal preference all affect how the same temperature feels. That means a uniform solution often becomes an administrative average rather than a genuinely workable environment. Some people feel cold, others hot, and the discussion gets trapped in complaints or temporary adjustments instead of producing a stronger decision base. For decision-makers, this means thermal comfort is not only a facilities issue. It is also a work environment and usability issue that shapes how the office performs in everyday practice. ## What does the AI-driven method actually add? The real contribution is not the AI label itself. It is the attempt to solve a practical workplace problem: how to collect useful comfort data without burdening users with long questionnaires or constant feedback requests. The method uses short, conversation-like exchanges and active learning to identify which questions provide the most useful information about each person’s thermal preference. That makes data capture less heavy and more practical in real settings. This matters because many offices are stuck in a poor middle position. They know comfort varies, but they do not have a realistic way to capture that variation systematically. ## Which mistakes do organisations make when they try to manage thermal comfort? The first mistake is assuming the temperature issue can be solved with one number for the whole office. That turns recurring differences into exceptions even when they are actually structural. The second mistake is collecting too little or too coarse user data. Once that happens, control becomes reactive and is driven by isolated complaints rather than by patterns in real use. The third mistake is treating thermal comfort as a purely technical matter detached from work patterns, setting choice, meeting logic, and user groups. That is how the broader workplace effect gets lost. ## What does a stronger decision base for office temperature and comfort look like? A stronger decision base needs to capture variation rather than only averages. That means the organisation needs to understand which groups experience the biggest mismatch, when the problem occurs, and which settings are most sensitive. It then needs to assess which kinds of control or local choice are actually possible. In some cases, the answer may be better zoning. In others, it may be personal adjustment or a clearer understanding of which work tasks are most affected by poor temperature conditions. The point is that comfort needs to be connected to use. When treated as part of workplace analysis, it becomes easier to see how the thermal environment shapes focus, stamina, and the ability to work effectively. ## Which questions should you ask before trying to optimise thermal comfort? Before moving ahead, the team should be able to answer at least the following: - Where in the office is variation in temperature experience greatest? - Which groups or work tasks appear most sensitive to thermal imbalance? - Is current control based on real user data or on assumptions about a reasonable average? - How easy is it for users to provide relevant feedback? - Which decisions can be made locally in the environment, and which require broader technical or strategic change? If those questions remain unanswered, the temperature issue is likely to continue as recurring irritation instead of a manageable work environment problem. ## Thermal comfort needs to become part of wider workplace analysis The most important lesson from the study is that individual variation can be captured more intelligently than in traditional survey or complaint processes. That makes temperature more relevant to workplace decisions than many organisations still assume. This does not mean technology alone solves the problem. It does mean organisations need better ways to understand real user preference before they lock in control logic, redesign decisions, or capital investment. If your team needs a clearer basis for connecting thermal comfort to work environment and usability, Workplace analysis tools is the most direct next step. That makes it easier to translate the temperature issue into real decisions about zoning, user data, and office function. If the issue also needs to be tied to wider workplace change or office strategy, continue with Consultancy Services , What is a workplace analysis? , and About Us . Next step ## From thermal comfort to a stronger workplace decision Thermal comfort and energy use are not settled by a single thermostat — they are workplace decisions that depend on how people actually use the space. When measurement, workplace strategy and control choices are connected, the office becomes both comfortable and efficient, and costly rework is avoided. WeOffice helps organisations turn signals like these into decision support — through workplace analysis, workplace strategy, scenario work and change management. To begin with the right questions, explore our workplace strategy consultancy or learn more about workplace analysis tools . Consultancy services Workplace analysis tools ## Source Source supporting this article: Building and Environment, “Personalized thermal comfort elicitation for human-centric building environments with low-cognitive-load conversational AI”, published 2026-06. URL: https://doi.org/10.1016/j.buildenv.2026.114586. ## FAQ ### Why is one shared temperature not enough for an office? Because people experience the same temperature differently. Personal preference, work type, location, and activity level all make a single average too blunt to work well for everyone. ### What is new in the AI-driven method? The method tries to gather thermal preference through short, low-effort dialogue instead of repeated long surveys. That makes the data capture more practical in real workplaces. ### Does this mean all offices should use AI for comfort control? No. But it does mean offices need better ways to capture individual variation than relying only on one temperature setting or occasional complaints. ### How does thermal comfort connect to workplace analysis? Thermal comfort affects how usable the environment is in everyday work. That is why it should be analysed alongside work patterns, zoning, and user groups rather than treated only as a technical control issue. ### When is WeOffice relevant in this type of issue? WeOffice is relevant when the organisation needs to translate the temperature issue into a concrete basis for office decisions, work environment measures, and user-centred analysis. That is especially useful when the variation is visible but the route to improvement is still unclear. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # How Do You Balance Thermal Comfort and Energy… URL: https://en.weoffice.eu/how-do-you-balance-thermal-comfort-and-energy-efficiency-in-offices/ ======================================================================== - Home / Blogs / How Do You Balance Thermal Comfort and Energy Efficiency in Offices? # How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Workplace strategy Share with ## Blog Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment that looks rational in technical terms but performs weakly for the people who actually work there. A new Building and Environment study proposes a cooperative control strategy where a personal comfort model is combined with personalised environmental control and an overall background system. The results point toward both stronger thermal comfort and meaningful energy-saving potential. That does not mean every office needs exactly the same technical solution. It does mean temperature should be handled as a trade-off between use and operations rather than as a one-sided optimisation of an average setting. ## Why does one shared temperature average often become a poor compromise? When several people share the same office environment, variation in preference becomes obvious. Some need cooler conditions to focus well. Others need warmer conditions to feel comfortable. If control still relies on one common value, almost everyone ends up with a setting that is only tolerable rather than genuinely supportive. That makes the compromise expensive in two ways. Usability can weaken when comfort is too poor, and energy logic can also become inefficient if the system tries to solve all needs through one background strategy. For decision-makers, this means temperature should not be treated as a simple facilities parameter. It shapes how the office works as a real work environment. ## What does the cooperative control strategy add? The study is useful because it shows that personal comfort and overall energy control do not need to be handled as opposing forces. By combining an individual comfort model with local control possibilities and a background conditioning system, the office can respond better to variation between users. The researchers show, among other things, that the personal comfort model performed more accurately than more general models and that the share of thermal sensation votes inside the neutral zone increased substantially. At the same time, simulation results pointed to energy-saving potential as well. That makes the study valuable because it moves the issue away from a false either-or. The goal does not have to be choosing between comfort and energy. It can be designing a control logic that treats both more intelligently. ## Which mistakes do organisations make when they try to balance comfort and energy? The first mistake is optimising energy without understanding how comfort mismatch affects work. That can make the solution look efficient in operations data while functioning poorly in daily use. The second mistake is assuming equal control means fair control. In practice, the same temperature often means different workplace quality for different people. The third mistake is adding local control without linking it to a wider strategy. That can leave the system fragmented, harder to manage, and inconsistent over time. ## What does a stronger decision base for office temperature control look like? A stronger decision base needs to capture both the user perspective and the system perspective. That means understanding where conflicts in thermal experience arise, which groups are most affected, and which parts of the office need greater local adaptability. It then requires a decision on how local control should work together with the background system. Only when those two levels are considered together can the organisation judge whether the solution truly supports both work environment quality and energy performance. This is where workplace analysis becomes important. It helps the organisation understand how thermal comfort affects focus, stamina, and the use of different settings instead of treating control logic as isolated building technology. ## Which questions should you answer before choosing a control strategy? Before moving ahead, the team should be able to answer at least the following: - Where do the biggest conflicts arise between individual comfort and overall energy targets? - Which parts of the office need local adjustability, and which can work under shared control? - How does the current thermal environment affect focus, stamina, and the use of different settings? - Is the proposed solution understandable and manageable over time? - Is the choice of control strategy based on real user data or on assumptions about a reasonable average? If those questions are not answered, there is a clear risk that the organisation chooses a technically elegant solution that remains too weak in daily practice. ## Comfort and energy need to be weighed together as a workplace decision The most important lesson from the study is that better balance becomes possible when comfort and energy are treated as parts of the same problem. That makes the office more relevant in the control discussion, not less. This means organisations need more than traditional temperature setpoints when planning new offices, refurbishments, or upgrades. They need to understand how user variation, local control, and system logic together shape the actual work environment. If your team needs a clearer basis for linking temperature control to work environment quality and office use, Consultancy Services is the most direct next step. That makes it easier to weigh comfort, function, and implementation reality in the same decision. If you also need to strengthen the analysis behind those choices, continue with Workplace analysis tools , What is a workplace analysis? , and About Us . Next step ## From thermal comfort to a stronger workplace decision Thermal comfort and energy use are not settled by a single thermostat — they are workplace decisions that depend on how people actually use the space. When measurement, workplace strategy and control choices are connected, the office becomes both comfortable and efficient, and costly rework is avoided. WeOffice helps organisations turn signals like these into decision support — through workplace analysis, workplace strategy, scenario work and change management. To begin with the right questions, explore our workplace strategy consultancy or learn more about workplace analysis tools . Consultancy services Workplace analysis tools ## Source Source supporting this article: Building and Environment, “Cooperative control strategy for local and overall thermal environment: Optimizing thermal comfort and energy efficiency in offices”, published 2026-07. URL: https://doi.org/10.1016/j.buildenv.2026.114669. ## FAQ ### Why is it difficult to balance thermal comfort and energy efficiency? Because people have different temperature preferences while buildings are often controlled as if one shared setting were enough. That creates tension between user experience and operational goals. ### What does a cooperative control strategy mean? It means local comfort control and the wider background system work together. The goal is to respond better to individual variation without losing control over energy use. ### Is local control always the right solution? No. Local control needs to function as part of a wider system. If it is added without a clear logic, the result can become harder to operate and more inconsistent. ### How does this connect to workplace analysis? Workplace analysis helps identify where comfort problems arise, which groups are affected, and how the thermal environment shapes focus and setting use. That makes the control issue more decision-relevant. ### When is WeOffice relevant in this type of issue? WeOffice is relevant when the organisation needs to weigh office use, work environment quality, and implementation reality against technical control choices. That is especially useful when the temperature issue is shaping how the office actually works in daily use. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Activity-Permissive Office Design Is Not the… URL: https://en.weoffice.eu/how-office-design-affects-sitting-standing-and-movement/ ======================================================================== - Home / Blogs / Activity-Permissive Office Design Is Not the Same as More Movement # Activity-Permissive Office Design Is Not the Same as More Movement Activity-based Share with ## Blog Office design affects movement mainly by making it easier to interrupt sitting and stand more often, not by automatically making people move more. That distinction matters because many organisations still expect a new office layout to solve sedentary work patterns on its own. An office can be more movement-supportive without producing much more actual movement. A small natural experiment on an activity-permissive workplace makes that point clearly. After the move, employees stood more during the day, but they did not walk more in any meaningful way. That means the built environment can help, but it cannot replace behavioural logic, work routines, or organisational support. ## What did the study actually show about a more movement-supportive office? The study followed office workers who moved from a conventional workplace into a purpose-built environment designed to make movement easier. After the move, standing time increased during the workday and sitting time fell somewhat. Stepping time, however, did not increase in a meaningful way. That is the most useful practical takeaway. Office design can influence how sedentary the workday becomes, but it should not be sold as proof that people will automatically move more. For decision-makers, that matters because many workplace projects talk about health and activity benefits as if layout alone will deliver them. This study suggests the effect is narrower and more specific than that. The office can support less sitting, but it does not remove the need for a broader workplace strategy. ## Why is the physical environment not enough on its own? The researchers explicitly point toward the need for more than building design if organisations want stronger effects. Individual habits, social norms, and organisational practices still shape how people actually use the workplace. That is why many office projects overestimate what the environment can do by itself. A better staircase, a more distributed plan, or a more visible set of movement opportunities may help, but those changes do not automatically reshape meetings, screen-heavy tasks, or expectations about how the day should be organised. If the goal is less sedentary work in practice, design needs to be connected to behavioural expectations, workplace rules, and a realistic follow-up model. Otherwise the result is often a workplace that looks more active than it really is. ## Which mistakes do organisations make when they want the office to support movement? The first mistake is treating the office as a stand-alone intervention. That replaces analysis with optimism. The second mistake is confusing standing with broader physical activity. Standing more can still be valuable, but it is not the same thing as creating a more active workday. If the goal is movement, that needs to be defined much more precisely. The third mistake is evaluating the project too loosely. If follow-up only asks whether the workplace feels modern or attractive, the organisation misses the question of whether work patterns have actually changed in a useful way. ## How should organisations make better decisions about movement-supportive offices? First, they need to define which outcome actually matters. Is the aim to reduce prolonged sitting, support more frequent standing, improve workplace health, or change everyday movement patterns more broadly? Those are related but different goals, and they should not be driven by identical design choices. Second, the organisation needs to understand which parts of the workday are realistically influenced by the environment. If the work remains highly screen-based and meeting-heavy, then leadership, routines, and work pattern design may matter just as much as layout. Third, follow-up needs to be built in from the start. Workplace analysis makes office design more useful when it is connected to actual workplace goals, expected behaviour, and a decision base for adjustment. This is close to applied workplace strategy work within WeOffice. The real decision is not only what the office should look like. It is what the environment should support in practice and how that support should be evaluated. ## Which questions should you answer before investing in a more movement-supportive office? At a minimum, the organisation should be able to answer the following: - Is the goal to reduce sitting, increase standing, or create more overall movement during the workday? - Which parts of everyday work can realistically be influenced through the physical environment? - Which norms, routines, or meeting habits may undermine the intended design effect? - How will you evaluate whether the workplace is actually supporting healthier and more usable work patterns over time? If those questions remain unclear, the design decision is likely to become symbolic rather than strategic. Next step ## Turn movement-supportive office design into a better decision base If your team needs a clearer decision base for how office design, work patterns, and workplace health fit together, Workplace analysis tools is the most direct next step. That is where workplace signals become more structured and usable in real office decisions. Workplace analysis tools Consultancy Services If the issue also needs to be connected to wider workplace change, Consultancy Services , The Workplace Adequacy™ Framework , and About Us are the strongest supporting links. ## Source Source supporting this article: PLOS ONE, “Does an ‘Activity-Permissive’ Workplace Change Office Workers’ Sitting and Activity Time?”, published 2013-10-02. URL: https://doi.org/10.1371/journal.pone.0076723 . ## FAQ ### Can office design really reduce sedentary work? Yes. The study suggests that office design can reduce sedentary time by making it easier for people to stand more during the day. But it does not show that design alone creates more movement in a broader sense. That is why the effect needs to be defined carefully. ### Is standing the same thing as more physical activity? No. Standing more is not the same as walking more or becoming more active overall. In the study, standing increased, but stepping time did not change meaningfully. Organisations should avoid treating those outcomes as interchangeable. ### Why does a new office not automatically change behaviour? Because behaviour is also shaped by work routines, social expectations, task structure, and leadership. The workplace can support change, but it cannot deliver it alone. That is why design decisions need a wider implementation logic. ### How should a movement-supportive office be evaluated? It should be evaluated against the actual goal of the project. If the goal was less prolonged sitting, that should be measured. If the goal was wider workplace health or more movement, the organisation needs a broader follow-up model. A loose satisfaction check is usually too weak. ### When is WeOffice relevant in this type of decision? WeOffice is relevant when the organisation needs a stronger decision base before redesign, relocation, or workplace adjustment. That is especially true when the built environment needs to be connected to workplace analysis, strategy, and practical next actions rather than treated as a stand-alone design question. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Large Open-Plan Offices Carry a Bigger Focus… URL: https://en.weoffice.eu/how-open-plan-office-design-affects-concentration-and-performance/ ======================================================================== - Home / Blogs / Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume # Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume Open-plan office Share with ## Blog For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by Aram Seddigh and colleagues points to a more useful conclusion. When performance on demanding cognitive tasks was compared between quiet baseline conditions and normal working conditions, larger open-plan offices showed a bigger performance drop than smaller open-plan offices. At the same time, cell offices did not perform as straightforwardly as many would expect. That does not mean open plan always fails or cell offices are a poor choice. It means organisations need a more precise decision logic for how office type should support actual work. ## What did the study show about open-plan offices and cognitive performance? The study examined how performance on demanding cognitive tasks changed between quiet conditions and normal working conditions across different office types: cell offices and small, medium-sized, and large open-plan offices. The most useful conclusion was that larger open-plan offices appeared to create a bigger performance drop than smaller open-plan offices. That is already a strong corrective to the assumption that openness can be discussed mainly in terms of communication or space efficiency. The second conclusion is more surprising. Cell offices did not emerge as a simple best case. The authors themselves say replication is needed, and that is exactly why the result is so valuable. It forces organisations away from office ideology and back toward the question of what the work actually requires. ## Why are larger open-plan offices especially risky for focus work? The larger the open-plan office, the higher the probability of irrelevant stimuli, parallel activity, and distraction competing for attention. For work that depends on memory, concentration, and cognitive precision, that environment becomes harder to manage. That does not make every larger open-plan office a mistake. But it does mean organisations should not choose large open-plan solutions mainly because they look efficient in density or property terms. The performance effect may be harder to see in the spreadsheet, but it can still be commercially important. This is where many workplace decisions weaken. Workspace cost is easy to calculate. Performance loss is much harder to quantify, but it may matter just as much when the environment does not fit the work. ## Why are cell offices not automatically the answer? One of the most important aspects of the study is precisely that cell offices did not behave like an uncomplicated benchmark. The findings suggest that cell offices may also have negative effects on performance comparable to those of large open-plan offices. That is not an argument against cell offices. It is an argument against using them as a symbolic answer. An office decision should not be built around the assumption that closed always means focus and open always means collaboration. The better conclusion is that office type needs to be chosen against task demands, distraction patterns, work styles, and the mix of settings the organisation actually needs. ## Which mistakes do organisations make when they choose office type? The first mistake is treating office types as identities rather than work tools. That turns the decision into a statement for or against a concept instead of an analysis of what the business needs. The second mistake is letting density or space efficiency outweigh task fit. A larger open-plan office may look rational in the property calculation while being weaker in everyday work if employees regularly need to perform demanding cognitive tasks. The third mistake is making layout decisions before the organisation has defined which settings are actually needed. Once that happens, the debate about open versus closed becomes too blunt and too late. ## What does a stronger decision base for office design look like? It starts by distinguishing between types of work. The organisation needs to understand when the workplace must support concentration, when it must support coordination, and when it must manage both at the same time. It then needs to analyse how distractions actually arise in the current environment, which groups are affected most, and which alternatives are realistic within the organisation’s constraints. Only then can it decide whether the right answer lies in smaller open-plan settings, more enclosed environments, better zoning, or another combination. For decision-makers, that is the real value of office design analysis. Office type should not be treated as a matter of preference. It is a question of how the physical workplace affects concentration, performance, and the ability to deliver work under normal conditions. ## Which questions should you answer before choosing between office types? Before moving ahead, the organisation should be able to answer at least the following: - Which work tasks are most sensitive to distraction and irrelevant stimuli? - Where might larger open-plan offices create performance loss that never appears in the property calculation? - Which parts of the work require privacy, and which need easier access to colleagues? - Is the office type decision grounded in workplace analysis or in assumptions about what should work? If those questions remain unanswered, the office decision is likely to become a design choice without enough workplace logic behind it. Next step ## Turn office type debate into a stronger workplace decision If your team needs a clearer decision base for how office design affects concentration, performance, and workplace usability, Consultancy Services is the most direct next step. That makes it easier to connect office type, work patterns, and business requirements to a more workable direction. Consultancy Services Workplace analysis tools If you also need the method layer behind that decision, Workplace analysis tools , The Workplace Adequacy™ Framework , and About Us are the strongest supporting links. ## Source Source supporting this article: Journal of Environmental Psychology, “The association between office design and performance on demanding cognitive tasks”, published 2015-05-09. URL: https://doi.org/10.1016/j.jenvp.2015.05.001 . ## FAQ ### Are open-plan offices always worse for concentration? No. The study does not say that all open-plan offices work badly. It suggests that larger open-plan offices appear more problematic than smaller open-plan offices for demanding cognitive work. The real question is therefore not only whether the office is open, but how large it is and what kind of work it must support. ### Why are larger open-plan offices more risky? Because more people and more simultaneous activity often mean more irrelevant stimuli and distraction. When work depends on concentration, that can create a bigger performance drop than in smaller open-plan settings. That is why larger open-plan offices should not be chosen without careful analysis. ### Does the study mean cell offices are a bad solution? No. It means cell offices are not automatically the best solution in every case. The unexpected findings need replication, but they are already enough to show that office type decisions should be more nuanced than simple symbolic preferences. ### How should cost and performance be balanced in an office project? Space cost and density matter, but they should not be the only decision base. If the environment weakens concentration or task performance, the total cost may be higher than the property calculation suggests. Office type therefore needs to be linked to the business and the work itself. ### When is WeOffice relevant in this kind of decision? WeOffice is relevant when the organisation needs to structure office type choices against work patterns, business needs, and implementation reality. That is especially useful when the debate risks becoming a simplified argument about open versus closed rather than a real decision process. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Energy-Efficient Offices Fail When Thermal… URL: https://en.weoffice.eu/how-to-balance-thermal-comfort-and-energy-efficiency-in-offices/ ======================================================================== - Home / Blogs / Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average # Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Workplace insights Share with ## Blog Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment that looks rational in technical terms but performs weakly for the people who actually work there. A new Building and Environment study proposes a cooperative control strategy where a personal comfort model is combined with personalised environmental control and an overall background system. The results point toward both stronger thermal comfort and meaningful energy-saving potential. That does not mean every office needs exactly the same technical solution. It does mean temperature should be handled as a trade-off between use and operations rather than as a one-sided optimisation of an average setting. ## Why does one shared temperature average often become a poor compromise? When several people share the same office environment, variation in preference becomes obvious. Some need cooler conditions to focus well. Others need warmer conditions to feel comfortable. If control still relies on one common value, almost everyone ends up with a setting that is only tolerable rather than genuinely supportive. That makes the compromise expensive in two ways. Usability can weaken when comfort is too poor, and energy logic can also become inefficient if the system tries to solve all needs through one background strategy. For decision-makers, this means temperature should not be treated as a simple facilities parameter. It shapes how the office works as a real work environment. ## What does the cooperative control strategy add? The study is useful because it shows that personal comfort and overall energy control do not need to be handled as opposing forces. By combining an individual comfort model with local control possibilities and a background conditioning system, the office can respond better to variation between users. The researchers show, among other things, that the personal comfort model performed more accurately than more general models and that the share of thermal sensation votes inside the neutral zone increased substantially. At the same time, simulation results pointed to energy-saving potential as well. That makes the study valuable because it moves the issue away from a false either-or. The goal does not have to be choosing between comfort and energy. It can be designing a control logic that treats both more intelligently. ## Which mistakes do organisations make when they try to balance comfort and energy? The first mistake is optimising energy without understanding how comfort mismatch affects work. That can make the solution look efficient in operations data while functioning poorly in daily use. The second mistake is assuming equal control means fair control. In practice, the same temperature often means different workplace quality for different people. The third mistake is adding local control without linking it to a wider strategy. That can leave the system fragmented, harder to manage, and inconsistent over time. ## What does a stronger decision base for office temperature control look like? A stronger decision base needs to capture both the user perspective and the system perspective. That means understanding where conflicts in thermal experience arise, which groups are most affected, and which parts of the office need greater local adaptability. It then requires a decision on how local control should work together with the background system. Only when those two levels are considered together can the organisation judge whether the solution truly supports both work environment quality and energy performance. This is where workplace analysis becomes important. It helps the organisation understand how thermal comfort affects focus, stamina, and the use of different settings instead of treating control logic as isolated building technology. ## Which questions should you answer before choosing a control strategy? Before moving ahead, the team should be able to answer at least the following: - Where do the biggest conflicts arise between individual comfort and overall energy targets? - Which parts of the office need local adjustability, and which can work under shared control? - How does the current thermal environment affect focus, stamina, and the use of different settings? - Is the proposed solution understandable and manageable over time? - Is the choice of control strategy based on real user data or on assumptions about a reasonable average? If those questions are not answered, there is a clear risk that the organisation chooses a technically elegant solution that remains too weak in daily practice. Next step ## Comfort and energy need to be weighed together as a workplace decision The most important lesson from the study is that better balance becomes possible when comfort and energy are treated as parts of the same problem. That makes the office more relevant in the control discussion, not less. Consultancy Services Workplace analysis tools This means organisations need more than traditional temperature setpoints when planning new offices, refurbishments, or upgrades. They need to understand how user variation, local control, and system logic together shape the actual work environment. If your team needs a clearer basis for linking temperature control to work environment quality and office use, Consultancy Services is the most direct next step. That makes it easier to weigh comfort, function, and implementation reality in the same decision. If you also need to strengthen the analysis behind those choices, continue with Workplace analysis tools , What is a workplace analysis? , and About Us . ## Source Source supporting this article: Building and Environment, “Cooperative control strategy for local and overall thermal environment: Optimizing thermal comfort and energy efficiency in offices”, published 2026-07. URL: https://doi.org/10.1016/j.buildenv.2026.114669 . ## FAQ ### Why is it difficult to balance thermal comfort and energy efficiency? Because people have different temperature preferences while buildings are often controlled as if one shared setting were enough. That creates tension between user experience and operational goals. ### What does a cooperative control strategy mean? It means local comfort control and the wider background system work together. The goal is to respond better to individual variation without losing control over energy use. ### Is local control always the right solution? No. Local control needs to function as part of a wider system. If it is added without a clear logic, the result can become harder to operate and more inconsistent. ### How does this connect to workplace analysis? Workplace analysis helps identify where comfort problems arise, which groups are affected, and how the thermal environment shapes focus and setting use. That makes the control issue more decision-relevant. ### When is WeOffice relevant in this type of issue? WeOffice is relevant when the organisation needs to weigh office use, work environment quality, and implementation reality against technical control choices. That is especially useful when the temperature issue is shaping how the office actually works in daily use. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # How to Make the Right Office Decision URL: https://en.weoffice.eu/how-to-make-the-right-office-decision/ ======================================================================== - Home / Blogs / How to Make the Right Office Decision # How to Make the Right Office Decision Workplace strategy Share with ## Blog Choosing a new office is rarely just a property decision. It affects cost, ways of working, collaboration, culture, wellbeing and the organisation’s ability to adapt over time. That is why the office question needs to be treated as a strategic workplace decision, not only as a search for available premises. Portally interviewed Dr Aram Seddigh, founder and CEO of WeOffice, about how organisations can make better decisions when looking for, changing or renegotiating office space. The original article is available on Portally . In this WeOffice version, we develop the same themes from a workplace strategy perspective and show how workplace analysis can create a stronger decision base before an organisation commits to a location, layout or lease. ## Quick answer: what makes an office decision robust? A robust office decision starts by defining what the office needs to do for the organisation. Before comparing rent, location and square metres, you need to understand attendance patterns, work activities, meeting demand, focus needs, flexibility, cost exposure and change risk. The common mistake is to enter the market too quickly. When the analysis comes too late, the decision is easily driven by what is easiest to compare, such as rent per square metre, rather than by what determines whether the workplace will actually support the work. ## Start with function, not floor area When organisations start looking for an office, rent is often the first question. That is understandable. Rent is visible, comparable and easy to put into a decision table. But the factors that are easiest to compare are not always the factors that determine whether the office will work. A low rent per square metre can become expensive if the space is difficult to use. The layout may require major adaptations. There may be too few meeting rooms. The location may make it harder for people to come into the office. The lease may lock the organisation into the wrong size for too long. Or the plan may look efficient on paper but fail in everyday use. A better starting point is therefore: what must the office enable? That includes questions such as: - what types of work should take place in the office - when and why employees need to be present - which activities create most value when done together - how much focus work, meetings, hybrid collaboration and informal knowledge sharing the office needs to support - what role the office should play in culture, leadership and onboarding - which requirements exist around confidentiality, technology, ergonomics and accessibility - how the organisation may grow, shrink or change ways of working during the lease period Once these questions are clear, rent can be understood in the right context. The issue is not only what the office costs, but which option provides the best combination of function, flexibility and total value over time. ## Workplace analysis turns assumptions into decision support Workplace analysis helps move the office question from assumptions to evidence. It clarifies how work is actually carried out, which needs differ across the organisation and which compromises are reasonable. At WeOffice, workplace analysis is often the starting point before premises search, lease renegotiation, refurbishment or major changes in ways of working. Depending on the situation, the analysis may include surveys, workshops, interviews, attendance data, observations and a review of business goals. The purpose is not to collect as much data as possible. The purpose is to collect the right evidence for the decision the organisation needs to make. If an organisation is considering reducing space, average attendance is not enough. The analysis also needs to show variation across weekdays, recurring peaks, team patterns, meeting demand, focus needs and the level of risk the organisation is willing to accept. If the organisation is preparing for a new way of working, the analysis should also capture culture, leadership, change readiness and the behaviours the office is expected to support. This is where workplace analysis becomes the foundation for workplace strategy. Analysis describes the current situation and the needs. Workplace strategy translates the insight into choices, principles and practical workplace requirements. You can read more about this in WeOffice’s article When Do You Need a Workplace Analysis? . ## How much office space do you really need? Space is often the most sensitive part of the office decision. Too much space ties up cost and creates inefficient utilisation. Too little space creates overcrowding, frustration, fully booked meeting rooms and the feeling that the office does not work. In hybrid organisations, this becomes more complex because attendance often varies sharply during the week. Rules of thumb about square metres per employee can be useful early in the conversation, but they should not replace analysis. Two organisations with the same number of employees may need very different workplaces. One may have high office attendance, substantial focus work and many internal meetings. Another may work in a more distributed way, spend more time with clients and only gather on certain days. A common simplification is to choose between two extremes: sizing the office for everyone to be present all the time, or sizing it according to average attendance. Both can mislead. The first often creates unnecessary overcapacity. The second can lead to undercapacity on the days when the office is actually used the most. A more robust approach is to plan for a recurring high-attendance day, not the absolute peak and not the average. This allows the office to cope with a pattern that occurs regularly, without making the organisation pay for space that is almost never needed. In the Workplace Adequacy™ framework, right-sizing is a core principle. The point is to create a workplace that is robust enough for real patterns of use while avoiding space that does not create value. To do this well, attendance data needs to be interpreted alongside an understanding of the business and the work. WeOffice can support this through workplace analysis tools , attendance data, scenario comparison and workplace strategy. ## Flexibility is more than a short lease When companies ask for flexibility, they often mean a shorter lease, the ability to reduce space or a faster move-in. Those aspects matter, but flexibility in an office decision is broader than that. A flexible office decision reduces the risk of locking the organisation into assumptions that may soon become wrong. It can include: - lease length and notice periods - the option to expand within the same building - the option to share or sublet part of the space - how easily the premises can be reconfigured - whether furniture, technology and room types can be adapted over time - whether the office can support both growth and changing ways of working For smaller companies, flexibility may be more important than achieving the lowest rent per square metre. A company with 15 employees should often avoid overcommitting to premises based on an uncertain growth forecast. For larger organisations, flexibility is often more about portfolio strategy, scenario planning and avoiding large mistakes. In both cases, workplace strategy helps define which type of flexibility is actually needed and which forms of flexibility sound attractive but do not address the organisation’s real risks. ## Hybrid offices need more than collaboration space Since the pandemic, many organisations have tried to redefine the role of the office in hybrid working. The office is often described as the place for collaboration, culture, innovation, onboarding and relationships. These are important functions. But they are not enough. If the office is designed mainly as a social and collaborative environment, while lacking good settings for focus, privacy and recovery, people may use it in a fragmented way. They come in for meetings, but go home to do concentrated work. Over time, even meetings that would benefit from physical presence may move online because people are trying to protect their focus time. A successful hybrid office therefore needs to support both collaboration and focus. It needs meeting rooms, project areas and social settings, but also quiet zones, focus rooms, phone rooms, good hybrid meeting technology and environments where people can work for a full day without being drained. The WeOffice report Offices and Ways of Working After the Pandemic points to this balance. The office can be important for strengthening collaboration in hybrid work, but only if it also supports focus, concentration and privacy. ## AI makes the office question more strategic AI does not only change the tools people use. It also affects which tasks become most valuable to do together and which environments people need in order to produce high-quality work. As AI takes over, simplifies or strengthens parts of routine knowledge work, human work may shift further towards judgement, interpretation, creativity, ethics, prioritisation and decision-making. That does not make focus work less important. On the contrary, the need for undisturbed analysis, review and quality assurance may increase when employees need to assess AI-generated material and understand the consequences of different choices. At the same time, the office may become even more important as a place for shared interpretation, learning and coordination. AI can make individual work faster, but it does not automatically make the organisation more aligned. To create real value from the technology, people still need to build shared understanding, exchange experience and make decisions that are grounded in organisational goals. AI should therefore be considered part of workplace strategy. The office will increasingly need to support: - focus and cognitively demanding work - digital meetings and hybrid collaboration - shared analysis of data and decision material - learning between colleagues - creative processes and complex problem-solving - confidential conversations and strategic discussion The key question is not whether AI means the organisation needs more or less office space. The better question is which parts of the work become more valuable to do together, and which require better conditions for focus, depth and quality assurance. ## Different sizes, different risks The size of the organisation affects which risks matter most in the office decision. For 10-20 employees, flexibility, low risk and speed are often central. Coworking, serviced offices or a smaller dedicated office can all be relevant depending on identity, confidentiality and stability needs. For 20-50 employees, the office often becomes more important for culture, recruitment and coordination. At the same time, the business may still change quickly. Lease length, expansion options, meeting-room capacity and whether the premises work for both everyday work and shared office days become important. For 50-150 employees, workplace strategy becomes more critical. Counting desks is not enough. The organisation needs to analyse activities, team patterns, leadership, hybrid policy, technology needs and change management. For organisations with more than 150 employees, the office question often becomes a leadership issue. Scenarios, attendance data, stakeholder management, cost modelling and clear principles for the workplace or the office portfolio are usually required. ## Five questions before choosing an office Before moving from premises search to decision, the organisation should be able to answer five questions: - What role should the office play for the organisation? - What does attendance look like today, and how much does it vary? - Which activities should the office support better than it does today? - What flexibility do we need during the lease period? - Which decisions must be made before we compare square metres and rent? If the answers are unclear, the office decision is likely to be driven by what is easy to measure, rather than by what determines whether the workplace will work. ## About Aram Seddigh Dr. Aram Seddigh is the founder and CEO of WeOffice. A licensed psychologist and economist with a PhD in work and organizational psychology, he helps organisations make better decisions about offices, ways of working and workplace change — grounding each decision in how people actually work rather than in assumptions about space. Read more about Aram Seddigh on WeOffice and Workplace Strategist . Source: This article is an adapted version of an interview first published by Portally — How to make the right office decision . Portally is a Swedish digital marketplace for commercial premises — offices, coworking, warehouse and industrial space — that connects organisations looking for premises with available spaces in major Swedish cities such as Stockholm, Gothenburg and Malmö. Learn more at portally.com . Next step ## From premises search to a stronger decision base The right office is not found simply by looking at more options. It is found by first understanding what the organisation needs the workplace to achieve. When workplace analysis, workplace strategy and premises search are connected, decisions become more precise, the dialogue with landlords becomes clearer and the risk of costly mistakes is reduced. WeOffice helps organisations develop decision support before relocation, lease renegotiation, refurbishment and changes in ways of working. This can include workplace analysis, workplace strategy, scenario work, premises search, lease negotiation, interior concept development, project management and change management. To begin with the right questions before moving further into the office process, explore our workplace strategy consultancy or learn more about workplace analysis tools . Explore our workplace strategy consultancy Explore workplace analysis tools ## FAQ ### How much office space does a company need? It depends on attendance, ways of working, meeting demand, focus needs, team patterns, growth and the flexibility the organisation needs. Rules of thumb can provide an initial indication, but stronger decisions require workplace analysis, attendance data and scenarios. ### Should the office be sized for all employees? Not always. In hybrid organisations, it is often better to size the office for a recurring high-attendance day, rather than the absolute peak or the average. This reduces the risk of both overcrowding and unused space. ### What is the difference between workplace analysis and workplace strategy? Workplace analysis describes the current state, needs and decision-relevant patterns. Workplace strategy translates that analysis into choices, principles and requirements for how the workplace should support the organisation. ### Why does flexibility matter when choosing an office? Flexibility reduces the risk of being locked into the wrong amount of space, the wrong lease or the wrong workplace structure as ways of working, growth, attendance or organisational needs change. ### How does AI affect the future office? AI may increase the need for both shared interpretation and undisturbed quality work. The office needs to support learning, coordination, complex problem-solving, strategic conversations and deeper analysis of AI-generated material. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # What is a hybrid way of working and a hybrid… URL: https://en.weoffice.eu/hybrid-workplace/ ======================================================================== - Home / Blogs / What is a hybrid way of working and a hybrid workplace? # What is a hybrid way of working and a hybrid workplace? Flexible ways of working Share with ## Blog It is now over two years since the pandemic hit Sweden. As more people return or plan to return to the office, organisations are beginning to think about the way they work in the workplace. A question I often ask myself in discussions with HR and property managers is what – or where – their workplace is these days? Is it at home? Is it at the office? Or both? Usually, the answer is “both”, and this trend has led to new concepts such as hybrid workplaces and hybrid ways of working becoming a hot topic. Other popular terms are hybrid work and hybrid offices. But what do these concepts mean? How does the hybrid workplace differ from traditional and flexible offices such as activity-based offices? In this article, I will dig deeper into these concepts. ## The hybrid workplace Hybrid ways of working means that employees have the possibility to both work at home and the office, based on an agreement with the employer . A hybrid approach means that employees have the opportunity to work remotely and are expected to be in the office a few days a week. Working remotely can mean working from home, in a business lounge or elsewhere, as agreed with the employer. Hybrid work thus does not directly define the working method to be applied in the office. When working in a hybrid workplace you can work traditionally at the office with fixed seats, flexibly in a flex office, or flexibly in an activity-based office. Hybrid arbetssätt kommer öka i framtiden ## Three reasons why activity-based offices will grow with hybrid working Activity-based ways of working can mean less isolation in workplaces with a hybrid way of working But with the increased flexibility and reduced presence hybrid working brings, it is common for organisations to review their office environments and implement activity-based offices, for those parts of the business where this is possible. There are several reasons to apply greater flexibility in the workplace. On one hand, hybrid ways of working reduce the presence in the office. Before the pandemic, attendance data we reviewed when developing the workplace strategy showed an average office attendance of about 65 %. With hybrid work, this figure can drop to 40-60% depending on the degree of flexibility the organization chooses to apply. By shifting to an activity-based way of working one can collect desks together so that those at the office don’t have to sit alone. Another aspect is sustainability. Reducing vacant space saves energy for heating and cooling surfaces. Other reasons are to reduce premises costs and to invest in training and ergonomic tools for the home. Hybrid working means that businesses need to invest in providing employees with access to ergonomic tools such as screens, desks, etc. that they can use when working remotely. It also means that there is an increasing need for remote leadership and community-building activities. ## Things to consider when implementing a hybrid approach and activity-based offices! For hybrid working – meet the needs of employees to manage visual information when working remotely . If you are going to introduce an activity-based office to support a hybrid approach to work, it is useful to reflect on a few points when developing your workplace strategy . First – what do you need the office for? Should your employees still be able to perform – in a good way – individual tasks in the office or should these tasks only be performed remotely? Will the office become a meeting place? Or should all activities be able to be carried out in the office even if you use a hybrid approach? Keep in mind that while many people enjoy performing individual tasks at home, a lot of office work involves bringing together different types of information that are often visually represented. This means not only graphic material but also text and calculations from different sources. To effectively manage these types of information, computer screens are often needed – the laptop alone is not a sufficient alternative as the ability to visualize large amounts of information is rather limited. Screens, on the other hand, require desk space. This brings us to the challenging fact that not everyone has the space at home to create a good workplace at home. Think, for example, of young couples in small apartments. Another aspect is that not everyone has the peace at home to be able to focus, and another is that others may feel isolated by too much work at home. It can therefore often be a good idea to offer a diversified working environment in the office with different types of spaces for different types of activities, that also allows for remote work. Related definitions ## Definitions that give this older hybrid article a clearer framework The article becomes stronger when it is read alongside the newer definition page on hybrid workplace and the concepts that connect it to workplace strategy and attendance data. What Is a Hybrid Workplace? Continue to the shorter and clearer definition page for the concept today. What Is Workplace Strategy? Place hybrid questions in relation to direction, priorities and decisions. What Is Attendance Data? Complement the reasoning with data on real attendance patterns. What Is Workplace Adequacy? Connect the hybrid model to how well the workplace actually performs. Expert perspective ### Want to see how the hybrid question has evolved in a broader workplace strategy context? Dr. Aram Seddigh’s profile page gives a wider perspective on hybrid work, analysis and how the office role needs to be defined clearly. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Increase Adaptability URL: https://en.weoffice.eu/increase-adaptability/ ======================================================================== - Home / Blogs / Increase Adaptability # Increase Adaptability Increase Adaptability Share with ## Blog Think about your workplace and your company’s way of working. Is it easy to make the right decisions at the workplace? Those that lead to positive results? For lots of organisations, this may not be the case. By creating the right working conditions at the office and remotely, you can increase employees’ adaptability to the space, hence guiding them towards making the right decisions naturally. Increasing adaptability is one way to make a flexible way of working really thrive, and is one of the five overarching principles in the development of a workplace strategy (Workplace Adequacy™ Framework). This article will go through some of the more psychological elements at play in the way we work. ## Taking the easy route Are you familiar with ‘nudging’ or behavioural economics? What these concepts touch on is that we humans don’t always make the most logical – and in the long run, profitable – decisions. Instead, we tend to fall for short-term rewards, take physical and mental short-cuts, do as others do, and follow old habits. We stick to these behaviours even if we realise upon reflection that we eventually would have benefited from acting in a different way. For example, we might stay in a noisy space rather than moving to a quiet one, even if our work is demanding, or write out longer texts on our phones rather than using a computer. The office should be designed in a way that makes it easy to make good decisions. ## The mental processes behind decision-making Why do we do this? In his book Thinking, Fast and Slow , Nobel Prize winner Daniel Kahneman highlights two mental processes that impact our ability to make decisions – the fast System 1 and the slow System 2. System 1 is an automatic system that processes information with little effort, often without our own conscious involvement. System 2, on the other hand, steps in for activities that are intellectually demanding and that require active and conscious decision-making. When System 2 is at work, we are focused on the task at hand and feel that we are in control. But System 2 is also comfortable. While it controls System 1’s more uncritical course of action and steps in when the former falls for errors or steers behaviour in a less desirable direction, it is characterised by a certain laziness and prefers to rest. Thus when things are up and running, System 2 will often accept the other system’s understanding of what is happening as well as its suggestions. Further, System 2 is sensitive and finds it easier to give up when tired or when it has been used for a long period of time. Utilising System 2 for routine decisions would be ineffective and demanding of resources, while we do need to use it in situations that are complex, require precision, or that are mentally arduous. ## The impact on workplace strategy To create a good workplace, we need to design the environment – the physical, organisational, and the technical – so that it doesn’t place demands on the sensitive System 2. System 2 should be ready to solve problems that are related to the task at hand. We can make things easier on the brain by doing two things: - Making it easy for an individual to choose an environment that best suits the activity at hand, and - Creating the conditions for the right choice to be the simplest choice. Because remember, we humans will almost always make the simplest choice. How the workplace is designed certainly plays a role (read more on that here and here ). But a good workplace strategist also needs to design the choice architecture in a way that simplifies the decision-making process and removes barriers for desired behaviours. A so-called ‘nudge’ involves the use of different tricks to urge an individual to act in a certain way. For example, people make less mistakes and work more effectively on demanding tasks when it is quiet, so how can the office be designed so that an individual decides to move when he or she needs to focus? Further, increased interaction and meetings are usually sought after goals when changing to a new way of working, so how do we create spaces that people flock to when they need to work together? To succeed in this, you need to focus on how both the physical and technical environments are planned. ## Further reading If you’d like to learn more about concrete ways to increase adaptability at the workplace, we’ve compiled a series of articles around this topic. - The 30-second rule - Seamless connections - Nudge theory - Social norms This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Kahneman D. Thinking, Fast and Slow: Volante; 2013. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Individual reactions to change URL: https://en.weoffice.eu/individual-reactions-to-change/ ======================================================================== - Home / Blogs / Individual reactions to change # Individual reactions to change Flexible ways of working Share with ## Blog ## Workplace Principle 5: Insights Through Participation A change to a more flexible way of working can have significant positive effects on each and every individual within an organisation. But change can also be tough. Moreover, it will impact each employee differently on an individual level. Insights Through Participation is one of the five principles in the development of a workplace strategy. It focuses on figuring out how employees feel about the change and involving them in the process. This article will cover some of the ways people might react emotionally to a workplace transformation. ## Emotional stages The Elisabeth Kübler-Ross model is regularly used across change management scholarship to address human reaction to organisational changes. You’ve probably come across it in a different context – it was originally formulated as a model for how people deal with grief. According to the model, an individual can go through several emotional stages over the course of a major change. They are: - Denial. At this stage, the individual has a hard time accepting that the change is going to occur. It is common to think that there must be a misunderstanding or that the information given is wrong. - Anger. When the individual has understood that the information is accurate, he or she might feel anger or rage. They might question how the decision was made. It’s not uncommon to make threats, like of leaving the job if the deal is sealed. - Bargaining. At the third stage, the individual might try to bargain and reduce the negative consequences he or she sees before them. They might make suggestions that aren’t significant on their own, but that can prevent the actual change from occurring. For example: ‘If I’m going to get to work early and leave late, then I don’t want to clear my desk’, or ’Sure, good idea, that works for everyone else in my group but I can’t work like that because of several reasons.’ - Depression. The next stage entails a feeling of sadness and low mood in which you work through the loss. The individual might experience resignation and could even switch back and forth between the previous stages. - Acceptance. The final stage in the change involves the individual starting to accept the change and reflecting on how to adapt to it. He or she might think about learning new tools, what types of materials might be needed, and how a day at work will look after the transformation. ## Everyone handles change differently The Kübler-Ross model tells us several things. The first is that a change won’t be as big for everyone. We also differ in the way we react to change. Some won’t react at all or will more or less accept the change right away, while others will remain in earlier phases without truly reaching acceptance. Within an organisation you will find people who react drastically differently. We all react to change in our own way, and a workplace change is no different. The purpose behind careful surveying, participation, and execution of a well thought out solution is to simplify the change in order to reduce the time between denial and acceptance, and curtail the negative reactions. One goal of the transformation process is for the majority of employees to get to the end of the fourth stage or the start of the fifth at the time of the move to new locations or the start of a new way of working. If the majority of employees are in an earlier stage of the journey, they will find their own solutions that are compromises between the intended way of working and the previous one. This runs the risk of undermining the strategy, with the strategy failing as a consequence. ## Further reading There are more articles available for information on understanding the scope of a change and how change impacts different levels within a business. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Kübler-Ross, E. 1969. On Death and Dying, London, Routledge. Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Insights Through Participation URL: https://en.weoffice.eu/insights-through-participation/ ======================================================================== - Home / Blogs / Insights Through Participation # Insights Through Participation Insights Through Participation Share with ## Blog Behavioural changes aren’t easy to make. Yet they are crucial if a business or organisation wishes to implement a new way of working, especially if the move is towards a flexible or hybrid method. Research shows that the majority of organisational changes concerning behaviour patterns do not meet their goals. A change in the way of working is no exception. As these changes often include a change in workplace culture, they are both difficult and demanding to achieve. By including employees in the change process, you can smooth out some of these bumps along the road. Gaining insights through participation is one of the five overarching principles in the development of a workplace strategy (Workplace Adequacy™ Framework). In this article, we’ll discuss some of the benefits of welcoming participation along with how to do so. ## The connection between participation and acceptance Change is hard, and is often met with resistance. An organisation might try hard to inform employees about the change – explain what’s going to happen and why it’s beneficial – but if people aren’t involved in the process, they aren’t likely to accept it. Employee participation in a change leads to a feeling of ownership and acceptance. Research concerning office design and the changing of working methods demonstrates that participation can have positive effects on acceptance of the new work environment, along with a feeling of ownership and acceptance of agreements. The opposite is also true. There is actually a correlation between a lack of support for agreements and a flexible working method not functioning. Let’s go through some of the psychological reasons behind this connection. ## Predictability and understanding Participation in an event creates a feeling of predictability and understanding of the process that allows people to relate to the change. By involving employees in the process early on, you give them time to re-evaluate old norms and values, accept the change, and practice using new tools for the new way of working. Why some are able to implement flexible ways of working and others aren’t can be due to the transformation journey itself. ## Participation helps the workplace strategist Another benefit of participation is that it helps the workplace strategist, or the people leading the transformation, to get a clearer picture of what the business needs and what challenges and possibilities the new way of working may carry. By inviting employees to participate through surveys or activity analyses, you can create spaces that work for them. Accommodating needs increases satisfaction and acceptance, which in turn will boost productivity in the new working environment. Without participation and the relevant data, the workplace strategy will be built on assumptions, which increases the risk of a poor match between needs and solutions. ## Want more tips? There are several aspects to consider when gathering insights through employee participation. These include: - Understanding the scope of the change - Resistance - An individual’s reaction to the change - Change at different levels - Encourage useful participation ## Further reading This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Akkirman AD, Harris DL. Organizational communication satisfaction in the virtual workplace. Journal of Management Development. 2005;24(5)397–409. Babapour M. From fading novelty effects to emergent appreciation of Activity­based Flexible Offices: Comparing the individual, organisational and spatial adaptations in two case organisations. Applied ergonomics. 2019;81:102877. Brunia S, Hartjes­Gosselink A. Personalization in non­territorial offices: A study of a human need. Journal of Corporate Real Estate. 2009;11(3):169–82. Burke WW. Organization change: Theory and practice (3rd ed.): Sage Publications, Inc, Thousand Oaks, CA; 2011. Haapakangas A, Hallman DM, Mathiassen SE, Jahncke H. Self­rated productivity and employee well­being in activity­based offices: The role of environmental perceptions and workspace use. Building and Environment. 2018;145:115–24. Grenness T. Culture matters: Space and leadership in a cross­cultural perspective. Leadership in Spaces and Places 2015. p. 199–214. M. BC, Rolfö L. Policies in Activity­based Flexible Offices: ‘I am sloppy with clean­desking. We don’t really know the rules.’ Ergonomics. 2019;62:1–20. Related definitions ## Definitions that place participation in a clearer workplace strategy context The article becomes more useful when participation is connected to workplace strategy, hybrid workplace and how workplace quality is actually judged. What Is Workplace Strategy? See how participation should support direction, priorities and decision making. What Is a Hybrid Workplace? Understand how new work patterns affect the need for participation and anchoring. What Is Workplace Adequacy? Connect participation to how well the workplace actually supports work. What Is Attendance Data? Complement the discussion with data on how the workplace is really used. Expert perspective ### Want to see how participation connects to strategy, method and change? Dr. Aram Seddigh’s profile page gives broader context to how participation, analysis and workplace decisions should fit together. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Blogs URL: https://en.weoffice.eu/insights-workplace-strategy/ ======================================================================== # Workplace Strategy Articles Our blog brings together insights, practical methods and real examples to help you make smarter workplace decisions. Read about workplace strategy, hybrid working, activity-based working and office change management – with a clear focus on what works in practice and how to turn insights into action. All categories Workplace insights workplace analysis employee experience measurement Activity-based Agile Diversify Facilitate Collaboration Flexible ways of working Increase Adaptability Insights Through Participation Kundresa Open-plan office Research Right-sizing Workplace Adequacy Framework Workplace strategy Start here ## Core definitions that make the articles easier to read in the right frame This hub covers workplace strategy, workplace analysis, hybrid work and office development. If you want the shortest route into the concepts behind the articles, start with these definition pages. What Is Workplace Strategy? The core definition of direction, priorities and decisions before design. What Is a Hybrid Workplace? How policy, attendance and the purpose of the office fit together. What Is Attendance Data? How real office presence becomes stronger decision support. What Is Workplace Adequacy? How needs, space and priorities are weighed in the analysis. Expert perspective ### Want the thinking behind the articles in a broader context? Dr. Aram Seddigh's profile page connects research, workplace strategy, method and the way these ideas are used in practice. Read Dr. Aram Seddigh's profile Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] Why AI ROI Stalls When Old Ways of Working Stay in Place The Reworked article describes a pattern many organisations already recognise. AI pilots are running, tools are being tested, and some teams are seeing local productivity gains, but broader value still does not materialise. A central reason is that AI is often used to accelerate existing processes instead of redesigning them. If a workflow is already […] How to Make the Right Office Decision The right office decision starts with workplace analysis and workplace strategy, not only rent, location or square metres. Learn how to create a stronger decision base before choosing an office. Activity-Permissive Office Design Is Not the Same as More Movement Office design affects movement mainly by making it easier to interrupt sitting and stand more often, not by automatically making people move more. That distinction matters because many organisations still expect a new office layout to solve sedentary work patterns on its own. An office can be more movement-supportive without producing much more actual movement. […] Control Over Workspace: Why Choice Matters More Than Office Efficiency A workplace can look efficient and still feel unusable. The issue is often not space alone, but control: whether people can choose the right setting, shield themselves from distraction, and move between tasks without unnecessary friction. Research on control over workspace still matters because today’s offices make the cost of lost choice more visible, not […] 1 2 3 4 5 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Workspace Layout Affects More Than… URL: https://en.weoffice.eu/kontorslayout-halsa-produktivitet/ ======================================================================== - Home / Blogs / Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why # Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why Flexible ways of working Share with ## Blog In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership preference rather than as a practical response to the work people actually do. That is what makes this study valuable. It uses large-scale post-occupancy data rather than aspiration or marketing language. It compares three broad layout types, `ABW`, `Hive`, and `Cell`, and links them to occupant satisfaction, perceived health, and productivity. The point is not that one model wins everything. The point is that layout always reflects a decision about what matters most. ## What the study actually found about ABW, Hive, and Cell layouts The study found that `ABW` environments generally produced higher satisfaction than both `Hive` and `Cell` layouts on a range of important issues. That included space for breaks, interaction with colleagues, space to collaborate, air quality, and building aesthetics. `ABW` was also associated with stronger satisfaction with overall work area comfort and overall building satisfaction, together with somewhat better perceived productivity and health. At the same time, the results show something that is often underplayed in discussions about activity-based workplaces. `Cell` layouts performed better on sound privacy and visual privacy. That is not surprising, but it is strategically important. It means organisations cannot treat openness and variation as universal strengths without also addressing the need for real privacy. In practice, the study points to three clear conclusions: - layouts that support choice and collaboration can improve the overall workplace experience - more private settings still perform better when work depends on calm, discretion, and low distraction - better offices therefore need a deliberate combination of settings rather than one pure layout ideology ## What does this mean for office projects and workplace strategy? For decision-makers, the findings suggest that layout should be treated as a portfolio of work situations rather than a single concept choice. If the office needs to support project work, informal meetings, social energy, and learning, it needs enough spaces that make those activities easy. But if the same office also needs to support concentration, confidential conversations, and individual accountability, open settings and booking rules alone will not solve the problem. That is where workplace strategy becomes critical. Offices perform better when the organisation first defines which work patterns are essential, how often they occur, and what kind of setting they require. Only then does it make sense to decide how much of the workplace should be open, shared, flexible, or more enclosed. ## Why satisfaction and productivity do not follow the same logic as privacy One of the most useful lessons in the study is that people can report a stronger overall experience in `ABW` environments while privacy-related issues are still better resolved in `Cell` layouts. That means organisations should stop looking for a layout that maximises everything at once. They need to understand the trade-offs between collaboration, energy, focus, and privacy. This also affects how office projects should be evaluated after move-in. If success is measured only through occupancy or visible interaction, important quality gaps can be missed. If evaluation also includes sound privacy, visual privacy, perceived health, and real usability, it becomes easier to see whether the chosen layout actually supports the business. ## Common mistakes organisations make when choosing a layout - They choose workspace layout based on trend value or symbolism rather than work patterns. - They interpret activity-based working as a reason to reduce stable or private settings by default. - They underestimate how strongly sound privacy and visual privacy shape the workplace experience. - They confuse higher interaction with higher productivity without testing which tasks are actually disrupted. - They fail to follow the layout decision with post-occupancy evaluation after move-in. ## What does a better decision base look like before layout is locked? A better decision base for workspace layout starts by mapping which work modes the office must support and which environmental requirements follow from them. Only then can layout decisions become concrete enough to guide investment, space allocation, and change management. That decision base should at least include: - a clear picture of how much work depends on collaboration, concentration, and privacy respectively - a principle for which settings must be easily available every day and which can be shared or booked - an analysis of which privacy failures would become business-critical if handled too weakly - a plan for how layout effects on satisfaction, health, and productivity will be measured after move-in - a trade-off between flexibility and stability so the office does not become either too rigid or too vague Questions to ask before deciding: - Which work tasks require real sound or visual privacy? - Which activities benefit most from open or shared environments? - How many settings need to be usable without booking friction every day? - Which teams are most likely to lose productivity if the layout becomes too open? - How will we measure whether the chosen layout actually improves workplace performance after move-in? ## Conclusion: the right workspace layout is about balance, not labels The study shows that workspace layout affects far more than satisfaction. It shapes how people experience health, comfort, collaboration, focus, and the overall usability of the office. `ABW` can improve the broader workplace experience and support interaction, but more enclosed layouts still hold a clear advantage when privacy matters. For organisations planning a new workplace concept, relocation, or major refurbishment, the conclusion is straightforward: do not choose layout as an identity signal. Choose it as a deliberate balance between different work modes. That is what makes the office more effective, more credible, and more sustainable over time. This study shows that a better office is not created by copying the most popular layout model. It is created by weighing collaboration, privacy, health, and perceived productivity against each other in a clear decision base. That means layout needs to be decided with more precision before design, space allocation, and change programmes are locked. Source: Candido C., Zhang J., Kim J., de Dear R., Thomas L., Strapasson P., Joko C., Impact of workspace layout on occupant satisfaction, perceived health and productivity, Proceedings of 9th Windsor Conference: Making Comfort Relevant , 2016. Next step ## Need a clearer next step? If you need to make better decisions about how the office should balance collaboration, focus, and privacy, WeOffice can support the work through workplace strategy , workplace analysis and interior design so that workspace layout reflects real work patterns rather than generic assumptions. Workplace strategy Workplace analysis Interior design ## FAQ ### How does workspace layout affect health and productivity? Different layouts perform well on different outcomes. More open or activity-based environments can strengthen collaboration and the overall workplace experience, while more enclosed settings often perform better when work depends on privacy, calm, and concentration. ### Does the study show that one layout model always wins? No. The main point is the opposite: no layout maximises everything at once. The right decision comes from weighing collaboration, focus, privacy, and usability rather than choosing a layout as an identity signal. ### What should be clarified before layout is locked? Teams need a decision base that shows which work modes the office must support, which settings have to be easily available, and how effects on health, satisfaction, and productivity will be reviewed after move-in. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Leesman vs WeOffice: Which Should You Choose –… URL: https://en.weoffice.eu/leesman-vs-weoffice/ ======================================================================== - Home / Blogs / Leesman vs WeOffice: Which Should You Choose – and When Might It Make Sense to Combine Both? # Leesman vs WeOffice: Which Should You Choose – and When Might It Make Sense to Combine Both? Workplace insights Share with ## Blog Organisations working with workplace strategy often need a strong foundation for understanding how well the workplace supports the business. In that context, both Leesman and WeOffice are relevant options. Both can provide valuable insights into how the workplace is performing. The biggest difference is that Leesman’s clearest strength lies in its benchmark across many organisations, while the WeOffice Workplace Adequacy™ Survey is designed to provide an evidence-based foundation that helps organisations understand their business, identify what is working and what is not, and define the next steps in their workplace strategy. ## Key takeaways - Leesman is particularly strong for organisations that want to compare themselves with others through a broad benchmark. - The WeOffice Workplace Adequacy™ Survey is a research-informed and evidence-based tool built to support workplace strategy. - Both can map the current situation and identify gaps in the work environment. - The main practical difference is that Leesman is stronger in external comparison, while WeOffice is stronger in creating a business-specific decision-making foundation and identifying the next steps. - In some projects, both can be used together, but they play different roles. ## What is the main difference between Leesman and WeOffice? The short version is this: Leesman is strongest when you want to compare yourself with others. WeOffice is strongest when you want to understand what your own organisation needs and use that foundation to develop your workplace strategy. That is why it is more accurate to compare survey with survey than to compare the full offers around them. ## What is Leesman best at? Leesman is a strong choice when external benchmarking matters. Its greatest advantage is that it has data from many organisations, making it possible to compare how your workplace performs against others. This makes Leesman especially relevant when you want to: - compare your organisation with others - access a strong external benchmark - use comparable data as part of your decision-making foundation - understand how employees experience the workplace - identify gaps between employee needs and the current work environment If the most important question is “How do we compare with others?” then Leesman is often the more natural choice. ## What is WeOffice best at? The WeOffice Workplace Adequacy™ Survey is a research-informed and theory-based tool that helps organisations make decisions based on evidence. The survey is designed to measure many of the same types of areas as other workplace surveys, but its purpose is clear: to create a foundation that helps the organisation understand its business and develop its workplace strategy. This makes WeOffice especially relevant when you want to: - map the current situation in an evidence-based way - understand what is working and what is not in the workplace - identify what the business needs to focus on - develop a workplace strategy based on organisational needs - understand work patterns, collaboration, mobility and the conditions for remote work - follow how change is received within the organisation The WeOffice Workplace Adequacy™ Survey can also be used in several different phases, for example for current state analysis, workplace strategy development, support during a change journey and follow-up after change has been implemented. If the most important question is “What do we need to focus on to create a workplace that works for our business?” then WeOffice is often the more relevant choice. ## When should you choose Leesman? Choose Leesman if your main need is to: - compare yourself with other organisations - access a strong benchmark - use external comparison as part of your decision-making foundation ## When should you choose WeOffice? Choose WeOffice if your main need is to: - understand the needs of your business in greater depth - get an evidence-based foundation for workplace strategy - identify priority development areas - gain support across several phases of workplace development ## When might it make sense to combine both? In some cases, combining both can be valuable. Such an approach may be relevant if you want both: - a strong external benchmark - a more business-specific and strategic foundation for the next steps In that case, Leesman can contribute comparison with others, while WeOffice can contribute a more evidence-based foundation for understanding the business, prioritising the right areas and developing the workplace strategy. So the combination is not primarily about one tool measuring and the other not measuring. Both measure. The difference lies in the kind of value the results are intended to create. ## Conclusion A fair comparison between Leesman and WeOffice needs to start from the fact that both can provide valuable insights into the workplace. Leesman’s clearest distinguishing strength is its benchmark across many other organisations. At the same time, the WeOffice Workplace Adequacy™ Survey is a research-informed, evidence-based and theory-based tool that can measure many of the same areas, but is specifically designed to help organisations understand their business, identify what is working and what is not, and define the next steps in their workplace strategy. ## So the choice ultimately depends on what you need most: - if your main goal is to compare yourself with others, Leesman is particularly strong - if your main goal is to gain an evidence-based foundation for understanding needs, setting priorities and developing workplace strategy, WeOffice is particularly strong - if you want both external comparison and a more business-specific strategic foundation, combining both may be relevant Not sure which path is right for your organisation? Contact WeOffice to discuss your goals, your challenges and what kind of foundation would create the most value. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Measuring attendance URL: https://en.weoffice.eu/measuring-attendance/ ======================================================================== - Home / Blogs / Measuring attendance # Measuring attendance Activity-based Share with ## Blog ## Workplace Principle 1: Right-sizing In order to right-size the office – to plan and dimension it correctly – a workplace strategist needs to know how many people the office should be planned for. For more information about right-sizing, read this article first. Once you’ve done that you can come back to this article, where we’ll discuss how to measure employee attendance at the office and use this information to plan and design the space. ## How to measure attendance Measuring attendance is all about finding out how much space is needed at the office. One way to effectively gather this data is by collecting data from the entry system that registers who enters the office and when. The number of unique entries will then be compared to the number of employees working during that period who use the office as their primary workplace. Another way is to calculate connections to the office WiFi or docking stations. Either way, it’s important to collect data over an extended period of time to understand how attendance varies. A period of three months is usually a good time span. It isn’t uncommon for attendance to vary greatly between weekdays. It might be 60% on average over the course of the entire period, but if you look closely at the variation between weekdays you might see that attendance can change from 80% on Mondays to 50% on Fridays. If you only plan for the average, the office won’t have enough desks at the start of the week. So when you are right-sizing the office, you need to take the normal day to day variation into account. One way to measure attendance is by tracking movement through the office’s entry system. ## Planning for the future Attendance measurement needs to be adjusted based on how you expect attendance to change after the transformation. Employees who come into the office currently will most likely continue to do so after the transformation, unless their reasons for doing so change. These reasons could be personal, social, or related to work and leadership. If these reasons don’t change, there is no reason to think attendance will either. But attendance might be expected to decrease or increase depending on the workplace strategy in relation to remote working. If you manage to create a workplace that is more attractive than the current situation, this can make more people want to work from the office. Maybe the new office offers better conditions for completing their tasks than before. You might not need to leave the office in order to focus. But in conjunction with changes to the way of working, it isn’t unusual for organisations to create incentives for, or just be more allowing of, working from places other than the office. For example: you might create more defined guidelines around remote working, actively encourage remote working, and create good structures for doing so. In these scenarios, there is good reason to believe that attendance at the office will decrease. Different groups of people can also have different work-from-home conditions. Parents with young children and small homes might have poorer conditions for working from home than others with larger homes or those who live alone. On the other hand, people who live alone might want to go into the office more for social reasons. New starters may also want to go into the office more frequently to get to know their new colleagues and get involved in company culture. Needs can vary greatly and an inclusive workplace must be open to the possibility that not everyone has the same conditions. ## The next step This article has touched on how to measure attendance at the office, but hasn’t considered where employees spend their day once they’re there. That’s where positioning comes in. You can read more on that here. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here. References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Related definitions ## Definitions that make attendance measurement more useful as decision support The article becomes stronger when attendance measurement is connected to attendance data, hybrid workplace and what workplace strategy is actually meant to guide. What Is Attendance Data? See how real office presence can be interpreted as decision support. What Is a Hybrid Workplace? Place measurement in relation to new attendance patterns and office purpose. What Is Workplace Strategy? Understand which decisions attendance measurement should support. What Is Workplace Adequacy? Connect measurement to how well the workplace actually performs. Expert perspective ### Want to see how attendance measurement connects to strategy and analysis? Dr. Aram Seddigh’s profile page gives clearer context to how data, method and workplace decisions should fit together. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Measuring positioning URL: https://en.weoffice.eu/measuring-positioning/ ======================================================================== - Home / Blogs / Measuring positioning # Measuring positioning Right-sizing Share with ## Blog ## Workplace Principle 1: Right-sizing At a workplace, positioning data maps out how often different spaces are used by those at the office. Measuring employees’ positioning actually has more in common with an activity analysis – what they do over the course of a work day – than with attendance. You can read more about the right-sizing principle and attendance measurement here and here . In this article, we’ll discuss why it’s important to measure positioning, how to do so, and how this information can help you build a unique workplace strategy. ## Why measure positioning? Measuring positioning is all about gathering data on where employees like to work from and for what activities. This practice is integral to the initial planning of an office. Looking at positioning gives you a better understanding of space. For example, you shouldn’t consider empty desks a sign that they aren’t necessary. That’s because desks can be placed in an office not only for individual work, but to incentivise collaboration. It’s common for a positioning measurement to show that around 35% to 50% of all desks are being used at the time of each measurement. But there can be large differences in use within an organisation. For example, some employees like assistants and specialists who others are reliant on might be at the office more often than others. ## How to measure positioning Due to the variables mentioned above, positioning can be quite tricky to measure – not to mention time-consuming. There are sensors that can automatically sense when someone sits down at a desk or other work spot, but these can be rather costly. More often, positioning is measured through observation studies. Simply put, someone goes around the office and counts how many spots are occupied. Data should be collected for at least 10 days and at 20 different points. These points should be planned for the most active parts of the day, so avoiding lunch hours or other times when employees tend to take breaks. Measurement should also be taken during ‘normal’ work days, so not on a day when there’s a special activity planned. Apart from desks, other spaces like bookable and un-bookable rooms, digital meeting rooms and more should also be measured, and should complement findings from programs that measure meeting room bookings. ## Plan for the future Measuring positioning is all about gathering data on where employees like to work from and for what activities. Positioning data should be used carefully when an office change also accompanies a change in the way of working. It might be misleading if you lean on it too much when deciding which spaces will be needed after the transformation. This is partially because the current spaces probably don’t satisfy employees’ needs in the way that the future office is intended to – traditional offices often lack adequate spaces for digital meetings, focusing, and collaboration – so it might not be indicative of what the business will need in the future. ## Further reading Positioning data can be combined with attendance data, an activity analysis, and a physical environment analysis to plan for right-sizing the new office. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here . References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Modern Office or Modern Facade? What Needs to… URL: https://en.weoffice.eu/modernt-kontor-utformning/ ======================================================================== - Home / Blogs / Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked # Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked Flexible ways of working Share with ## Blog The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than a usable brief for focused work, meetings, team coordination, and change. That is why this source is useful. It is not a performance study of one office. It is a synthesis of design practice, ergonomics, and planning logic. That makes it a good decision aid for teams that need to define what a modern office should actually do before layout and investment assumptions harden. ## What the review actually identifies as the core of modern office design The authors keep returning to three main factors: ergonomic requirements, aesthetic principles, and functional planning. That may sound broad, but the implication is clear. A modern office is not effective because it looks contemporary. It works when those three levels are aligned in the same decision logic. In practice, that means defining: - which work settings require concentration and low distraction - which areas need to support communication, project work, and informal interaction - how furniture, technology, and movement patterns should support those behaviours without unnecessary friction If those questions are left unresolved, the office often tries to be everything at once and ends up working poorly for the people using it. ## Office layout is a business decision, not a taste decision The source highlights rational planning that combines shared communication areas with individual workstations and isolated focus areas. That matters for project sponsors weighing open plan, flexible settings, and more enclosed workplace types. The real question is not whether the organisation "wants open space". The question is which work patterns need to be supported during a normal week. A modern office therefore needs a clear logic for when people should come together, when they need quiet work, and when they need to move between different settings without losing pace. That turns layout into a workplace strategy issue. If layout decisions are driven by trend pressure, benchmarking, or internal preference battles, they are often expensive to correct later. If they are driven by real work patterns, the office becomes both more usable and more resilient. ## Lighting, acoustics, and furniture are performance variables, not finishing details The article also emphasises optimal lighting, balanced colour use, ergonomic equipment, and control of distractions. Those factors are often lost in projects where the design process is fragmented. Acoustics gets treated as a technical issue, furniture as procurement, and lighting as a visual feature, even though all three shape how the workplace performs. For office projects, that means design decisions need to be tied to actual use: - lighting has to support both concentration and collaboration - acoustics have to be treated as a productivity issue, not just a comfort issue - furniture has to support variation, movement, and healthy working positions over time When these elements are addressed too late, organisations often end up with an office that photographs well but needs constant adjustment after move-in. ## Flexibility needs to be built in, not added on later One of the more practical conclusions in the source is that a modern office also needs to be adaptable. The authors highlight modular solutions, mobile furniture, and adjustable partitions as ways to respond to changing needs. That is highly relevant in a context where many organisations are still adjusting the balance between presence, hybrid work, and project-based collaboration. That does not mean everything should be temporary or undefined. Real flexibility depends on clear principles. The organisation needs to know which parts of the workplace should stay stable and which parts should be able to change without forcing a full rebuild. That distinction affects both investment logic and deliverability. ## Common mistakes organisations make when planning a modern office - They start with inspiration references instead of workplace analysis. - They lock in an open layout before quiet work, confidentiality, and concentration needs are defined. - They treat ergonomics as a furniture issue rather than a core part of workplace performance. - They underestimate how lighting, acoustics, and material choices affect both experience and output. - They use the word flexibility without defining what should actually be adaptable and why. ## What does a better decision base look like before design moves forward? A better decision base for modern office design does not start with moodboards. It starts with a clear picture of work patterns, leadership needs, and change objectives. Only then does it become possible to decide which combination of open zones, focus settings, meeting rooms, and support spaces is justified. That decision base should at least include: - a view of which work patterns the office needs to support week by week - a principle for balancing concentration, collaboration, and informal interaction - a priority list of the ergonomic and technical requirements that must be stable from the start - a plan for which parts of the office need to remain adaptable over time - a clear link between layout decisions, investment level, and delivery risk Questions to ask before design is locked: - Which work tasks require real privacy or low distraction, and how often do they occur? - Which zones need to support fast collaboration without disrupting the rest of the workplace? - Which ergonomic requirements are critical for long-term workplace performance? - What needs to change easily if team size, attendance patterns, or work modes shift? - Which decisions will be expensive to correct after move-in if they are delayed now? ## Conclusion: a modern office has to be defined as a working environment, not a style A modern office is not primarily an open plan, a visual expression, or a set of design signals. It is a working environment that deliberately combines ergonomics, functional planning, lighting, acoustics, and adaptability around the real needs of the organisation. When those questions are defined too late, office projects usually become both more expensive and less effective. For organisations facing relocation, refurbishment, or a new workplace concept, the conclusion is clear: start with the decision base, not the form. That is what makes a modern office usable, buildable, and still relevant as the business changes. This research review shows that a modern office works best when design, ergonomics, and planning are treated as one connected decision set. For decision-makers, that means the right questions have to be asked early, before layout, technology, and investment levels are locked. That is how office design becomes a strategic tool rather than an expensive assumption. Source: Ahliullin R. M., Bulhakova T. V., Skliarenko N. V., Ostapyk S. V., Iskimzhi A. A., Features of Designing a Modern Office Space, Its Equipment and Furniture , Art and Design , 2023. Next step ## Need a clearer next step? If you are planning a relocation, refurbishment, or new workplace concept, WeOffice can support the work through workplace strategy , workplace analysis and interior design so that office design is built around real business needs rather than generic design assumptions. Workplace strategy Workplace analysis Interior design ## FAQ ### What actually defines a modern office? A modern office is not mainly a style statement or an open plan. It is a working environment where ergonomics, zoning, lighting, acoustics, and adaptability are shaped around the real work the organisation needs to support. ### Why do modern office projects often go wrong so early? The common failure is moving into design before the organisation defines which work patterns the office should carry. That leaves layout, furniture, and technology decisions driven by taste or trend rather than function. ### What needs to be decided before design is locked? Teams need clarity on which settings require focus, which should support collaboration, and which elements must stay adaptable over time. Those answers make it possible to set layout, technology, and investment logic on a stronger basis. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Nudge theory URL: https://en.weoffice.eu/nudge-theory/ ======================================================================== - Home / Blogs / Nudge theory # Nudge theory Activity-based Share with ## Blog ## Workplace Principle 4: Increase Adaptability Increasing adaptability at the workplace is all about making it easy for employees to make the right decisions regarding their tasks. That could look like moving to a quiet zone if they need to focus, or going to a collaboration room if their group spontaneously needs to work together. Nudge theory refers to creating a choice architecture that encourages good decision-making. In his book, Workplace Strategy for the Flexible Office , Aram Seddigh goes through several general ‘nudges’ that make it easy for employees’ to make good decisions at work. In this article, we’ll list a few. ## Create a feeling of closeness Sometimes it isn’t feasible to place meeting rooms and work rooms in the spaces you want them. Space might be limited. In these cases, it’s important to create a feeling of mental proximity to these spaces. You could use signs to indicate the direction and number of steps to a creative room, collaboration room, or work room. The signs will also act as a reminder to employees that they don’t always have to work from the same place. This helps increase their adaptability to their environment. Sign-posting can act as a reminder to move to a suitable workspace for the task at hand. ## Diversify Another way to enable good decisions is to vary the furniture placement based on zones (more on those here ). In quiet zones, furniture can be placed farther apart and there can be more possibilities for screening a desk off to create a feeling of privacy. In spaces where you want employees to integrate, the furniture can be placed closer together with less privacy in order to encourage interaction. ## Make it easy to report errors In a flexible office, when no one has claim to a space, the process of reporting errors needs to be simplified. One easy way to do this is to place a QR code at each work station. These codes can link to an email address and can be programmed to match up with the spot they’re found at. That way, a person can just scan the QR code and report what isn’t as it should be. It can be a screen that isn’t functioning, a broken chair, or that the station is dirty. The inbox can be handled by someone who receives all of the reports – regardless of their concern – and who can forward each report to its relevant section – IT, cleaning, or custodianship – to correct the issue. ## More tips As mentioned, these are just a few ‘nudges’ that can be implemented in an office to boost employee adaptability to the space and increase positive behaviour. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Office Noise Is Still Undermining Focus. Why… URL: https://en.weoffice.eu/office-acoustics-and-focus-work/ ======================================================================== - Home / Blogs / Office Noise Is Still Undermining Focus. Why Acoustics Has Become a Decision Issue # Office Noise Is Still Undermining Focus. Why Acoustics Has Become a Decision Issue Research Share with ## Blog Office noise is still often treated as a comfort issue that can be fixed later. That is the wrong frame. New data summarised by OFFICE ROXX suggests that acoustic disturbance affects concentration, stress, and the practical ability to use the office for focused work, which makes acoustics directly relevant to workplace strategy, zoning, and the next office decision. ## Why office noise is still underestimated In many office projects, acoustics has an odd status. It is mentioned early but handled late. Teams spend more time defining space ratios, attendance assumptions, collaboration areas, and visual identity than they do deciding where focused work should happen without constant interruption. That creates a predictable mistake. Poor office acoustics is not only about whether a workplace sounds busy. It is about whether the office can actually support concentration, interpretation, confidential conversations, and recovery during the working day. That is why the issue needs to be connected to workplace strategy and workplace analysis rather than left as a late technical adjustment. ## What the source actually shows about office noise and focus work The OFFICE ROXX summary brings together several sharp signals. 86% said they are affected by acoustic disturbance in office environments. 56% reported reduced concentration. 32% react with headaches. Only 17% say they have enough quiet for focused and effective work, while 60% of companies still plan no investment in better room acoustics. That matters because it shows two things at once. - The problem is broad rather than marginal. - Many organisations still accept a large gap between how important focused work is and how little acoustics is prioritised in practice. For decision-makers, that combination is the real issue. If the office is expected to support more coordination, more hybrid meetings, and more switching between tasks, but still fails to provide enough calm for focused work, the office starts underperforming even if the overall design looks modern. ## Why acoustics is a workplace strategy issue, not only a technical one Poor acoustics does not only weaken comfort. It changes behaviour. People avoid certain areas, delay specific tasks, leave the office for concentration, or stop trusting the workplace as a usable tool for important work. That is why acoustics has to be linked to the real purpose of the office. If the workplace is supposed to support project work, analysis, informal coordination, meetings, and focused judgement in the same overall environment, the question is not whether the office feels open and collaborative. The question is whether different settings have the right acoustic conditions for different tasks. This is closely related to broader choices about headquarters strategy in hybrid work . A workplace planned mainly for generic attendance or visual openness can look efficient while still being too weak for the work that most needs to happen on site. ## Common mistakes organisations make when acoustics is handled too late - They fix layout before defining which work situations need real quiet. - They place focus work, circulation, collaboration, and meeting activity too close together without a clear zoning logic. - They treat acoustics as a materials issue instead of a workplace performance issue. - They measure office success through occupancy or density rather than whether the environment actually supports concentration. - They postpone acoustic decisions until stress, irritation, and weak office use are already visible. In practice, these mistakes make the office harder and more expensive to correct later. ## What does a better decision base look like before the next office change? A better decision base does not start with which acoustic products to buy. It starts with defining which tasks need low distraction, which situations can tolerate more activity, and where the largest daily friction is being created. That decision base should at least include: - a view of which work tasks need low distraction, confidentiality, or longer concentration periods - a map of where acoustic friction currently appears and which settings perform worst - a zoning principle for focus work, collaboration, movement, and meetings - a prioritised view of which changes would improve usability fastest - a connection between acoustics, layout, and change management so that the intended working patterns can actually hold That is also where the issue becomes commercial and operational. If acoustics is not defined as part of the workplace brief, even the next office fit-out decision can end up locking the same problem into a new design. ## Four questions to ask before the next solution is fixed - Which work tasks lose the most quality when the office is too noisy? - Which parts of the office need real calm every day rather than occasionally? - Where is the strongest conflict between focus work and movement, meetings, or spontaneous interaction? - Which acoustic and zoning decisions would improve office usability fastest? The latest office noise signals make one thing clear: acoustics cannot be treated as a late comfort adjustment. If focus work, recovery, and concentrated judgement are meant to work on site, acoustics has to be built into the office decision logic itself. That is what allows organisations to define which settings need protection, which can carry more activity, and which investments will genuinely improve workplace performance. Source: OFFICE ROXX, Tag gegen Lärm 2026: Im Büro ist es weiterhin oft zu laut , published 2026-04-29. Next step ## Need to make faster decisions about acoustics, zoning, and focus work? WeOffice helps organisations build a decision base where workplace strategy , workplace analysis , and workplace performance requirements are aligned. That makes it easier to see which acoustic problems matter most, which changes should come first, and how the next office change can improve focus without locking in the wrong solution. Workplace strategy Workplace analysis ## FAQ ### Is office acoustics mainly a comfort issue? No. Acoustics affects concentration, stress, recovery, and whether important work can be done effectively in the office. ### Can poor acoustics be fixed later with a few added treatments? Sometimes partly, but often not enough. If zoning and workplace logic are wrong, the problem is more structural than decorative. ### When should acoustics enter an office project? It should enter early, at the stage where the organisation defines which work patterns, settings, and performance requirements the office needs to support. ### Why does acoustics belong in workplace strategy? Because it influences how people use the office, which tasks they can perform on site, and whether the workplace supports the organisation’s real work patterns. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Office Fit-Out Costs 2026: What Actually Drives… URL: https://en.weoffice.eu/office-fit-out-costs-2026/ ======================================================================== - Home / Blogs / Office Fit-Out Costs 2026: What Actually Drives the Budget Before Design Starts # Office Fit-Out Costs 2026: What Actually Drives the Budget Before Design Starts Workplace insights Share with ## Blog JLL’s global guide to office fit-out costs describes a market where cost pressure has not disappeared, even if conditions have stabilised somewhat. The most important lesson for project sponsors is that the budget is shaped early, long before finishes and material selections are fully drawn. ## Costs are no longer spiralling, but they are not simple either JLL describes a market where global fit-out costs have increased by roughly 2 to 6 percent over the past year. That is not the same shock pattern seen during the most turbulent years, but uncertainty remains a clear planning factor. Material pricing has stabilised in some regions and inflation has eased, yet that does not make projects straightforward again. The useful insight in the report is that uncertainty now has to be treated as part of budget control itself. Geopolitics, energy costs, labour shortages, and more complex technology stacks all affect projects in ways that make old cost assumptions less reliable. For clients and project teams, that means an office project cannot be budgeted as if every cost driver were linear or fully controllable. ## Typology is a strategic decision, not just a design preference One of the clearest points in the report is that the right office typology has to be defined early. JLL shows that fit-out costs can vary by 10 to 30 percent between different typologies and specification levels. That is a large spread, and it means the wrong starting assumption can distort the entire investment case. This matters even more at a time when many organisations want the office to deliver more: better collaboration, stronger culture, better learning environments, improved client experience, and a more intentional reason to come together. In that context, it is easy to jump straight to look and feel. The report points in the opposite direction: define which workplace model and office size are actually needed before the fit-out is defined first and be clear about which behaviours the space is meant to support. An office designed mainly for focused work and low change intensity does not need the same technical or spatial profile as an office intended to act as a collaboration hub, meeting place, and platform for learning. If the typology is unclear at the start, the project usually becomes both more expensive and less precise. ## Energy affects more than operating cost The report highlights energy as a growing factor in fit-out decisions. That includes not only the building’s future operation but also pricing for materials and for mechanical and electrical systems. For decision-makers, this means energy cannot be treated as a separate stream. In practice, the energy lens needs to influence system levels, installation scope, material choices, and ambition level. It may also change how refurbishment depth and material replacement affect carbon impact and which trade-offs make sense between function, carbon performance, and capital cost. When energy costs affect several layers of the project, optimising one line item at a time is not enough. The technical and functional logic of the whole project has to be questioned. That is especially relevant in markets where expectations are already high. The gap between a well-calibrated project and an over-engineered one can become large very quickly. ## AI readiness turns technology into a bigger budget issue JLL describes technology as one of the most complex parts of modern office fit-outs. AI readiness is mentioned as a growing factor, together with deeper systems integration and higher pressure on technical infrastructure. This does not mean every office needs to be built around a specific AI platform. It means the technical environment is becoming more interconnected, more capacity-intensive, and more expensive to integrate. That has a direct impact on workplace strategy. If an organisation wants to work in a more data-enabled way, strengthen hybrid collaboration, or rely more on digital support, the technical ambition level has to be defined early. Otherwise, technology decisions are pushed too far downstream and start inflating costs at the wrong stage. It is also a reminder that future-proofing has to be selective. Not everything needs to be built to the highest level, but the right capabilities need to be scalable over time. ## What project sponsors should do differently The most useful lesson in the report is that fit-out cost control is not mainly created through late procurement tactics. It is created through better early-stage decisions. That includes: - defining the function and typology of the workplace before the design becomes too detailed - linking technology ambition to actual business value - assessing how energy affects both systems and materials - working with realistic cost ranges instead of a single budget number For many organisations, this is a shift. Office projects are often managed as a mix of location issue, design issue, and construction issue. JLL’s guide shows that fit-out should instead be treated as a strategic investment issue where workplace model, business requirements, technology, and economics are joined from the start. ## Better questions create better projects When cost conditions are uncertain, the temptation is to delay difficult decisions. But the report points in the other direction: the need for more precision early. It is better to decide what office is actually needed than to start with an unclear concept and try to cut cost later. That is especially true for organisations that see the office as a tool for performance, culture, and change. In those cases, the budget has to be built around the intended function, not around a generic specification. That work becomes stronger when decisions rest on clear workplace analysis and a grounded workplace strategy . JLL’s guide does not describe a market in crisis, but it does describe a market where complexity has become normal. For office projects, that means typology, energy, and technology are not side issues. They are core budget issues. The teams that address them early will have more control over both the investment and the final outcome. Source: JLL Research, Global office fit-out costs guide 2026 , published 2026-04-16. Next step ## Need a clearer next step? If you are moving ahead with a refurbishment, relocation, or fit-out, WeOffice can lead the office change project from early decision support through budget control, scope definition, and delivery, and develop interior design concepts that unite function and identity . ## FAQ ### What drives office fit-out cost the most? The largest cost drivers are usually set early: office typology, technology ambition, energy requirements, and refurbishment depth. That is why budget control depends more on early choices than on late cost cutting. ### Why is it risky to leave budget decisions until later? If typology, technical scope, and refurbishment level stay unclear, the project becomes reactive. That typically leads to late additions, weaker prioritisation, and a budget that is less connected to business value. ### How can project sponsors gain earlier budget control? The better route is to compare scenarios for workplace model, technology, energy, and scope before detailed design is locked. That makes it easier to choose the right investment level for the actual need. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Office Layout Does Not Improve Productivity on… URL: https://en.weoffice.eu/office-layout-and-productivity/ ======================================================================== - Home / Blogs / Office Layout Does Not Improve Productivity on Its Own. Work Patterns Decide More # Office Layout Does Not Improve Productivity on Its Own. Work Patterns Decide More Open-plan office Share with ## Blog Debates about office layout often get stuck in the choice between open and enclosed space. The research points to a more useful conclusion. Productivity is not shaped mainly by the label on the layout, but by how well the office environment matches the work patterns, concentration needs, and collaboration demands the organisation actually has. ## Why office layout and productivity are often discussed too simply Many projects treat layout as if it had a direct and simple effect on performance. Open environments are assumed to improve collaboration and therefore productivity. More enclosed settings are assumed to improve focus and therefore productivity. The problem is that both claims usually skip the same critical step: what people are actually doing throughout the week. Barry Haynes’ literature review is useful precisely because it does not land in a simplistic winner-takes-all conclusion. Instead, it shows that the relationship between office layout, work patterns, and productivity remains weakly defined whenever layout is discussed in isolation. That makes the article highly relevant to organisations facing relocation, refurbishment, or a new workplace concept. If work patterns are not defined first, the layout discussion quickly becomes symbolic rather than strategic. ## What the review actually says about layout and productivity The source follows two main themes. One is the classic debate between open-plan and more enclosed offices. The other is the fit between office environments and different work patterns. The most useful conclusion is that productivity gains do not come from layout alone. They appear when the layout actually supports the kinds of work that need to happen. That matters because it shifts the discussion away from ideology. Productivity is not only about how visible people are to each other or how much space is saved. It is about whether the office provides the right combination of communal settings, private focus space, and workable movement between them. That is also why workplace analysis should come before the layout is fixed. If the organisation cannot describe which work patterns matter most, it will not be able to choose a layout that genuinely performs. ## Open versus enclosed is the wrong question if work patterns are still unclear Once projects get trapped in a debate about openness versus cellular space, outcomes often weaken. That does not mean one model is always wrong. It means the decision is often taken before the organisation has broken its work down into real use situations. Some tasks benefit from quick interaction, visible coordination, and short check-ins. Others need low distraction, privacy, and longer stretches of concentration. If both types of work need to happen in the same office, the layout has to be a deliberate balance between private and communal settings. This is closely related to the broader question of how the headquarters should function in hybrid work . The office becomes stronger only when the organisation knows which settings it truly needs and why. ## Why productivity has to be understood together with work patterns Haynes points out that many productivity discussions still rely on unclear definitions. That remains true in practice. In an office project, productivity may refer to individual output, faster decisions, fewer interruptions, more learning, or better team coordination. If the organisation does not define which of these outcomes the office needs to support, it becomes difficult to judge whether the layout is right. A setting that improves spontaneous contact may help project work while weakening focused analysis. A more enclosed environment may improve concentration while reducing informal coordination if it is used in the wrong way. That is why layout has to be treated as a scenario decision rather than a taste decision. ## Common mistakes organisations make when layout decisions come too early - They choose a layout based on trend pressure, symbolism, or benchmark logic instead of real work patterns. - They assume openness will automatically improve productivity. - They use the word productivity without defining which outcomes matter. - They underestimate the need for both private and communal space in the same workplace. - They lock furniture, space allocation, and circulation patterns before functional requirements are clear enough. The usual result is an office that needs expensive correction after move-in. ## What does a better decision base look like before layout is fixed? A better decision base starts by describing work patterns week by week . Only then does it become possible to decide how much of the office should support concentration, collaboration, quick coordination, project work, or individual responsibility. That decision base should at least include: - a view of which tasks need low distraction versus high interaction - a clear definition of which productivity outcomes the office should support - a principle for balancing private space and communal settings - a connection between layout choices, fit-out decisions, and delivery risk - a plan for how the effect of the layout should be reviewed after move-in That is where WeOffice becomes relevant. When layout has to be turned into real project decisions, organisations often need workplace strategy , workplace analysis, and clear design trade-offs before the design and budget are locked. ## Four questions to ask before the next layout choice is made - Which work situations require real quiet, and how often do they occur? - Which activities need proximity and fast coordination to work better? - How much private versus communal space is actually needed to support both? - Which layout decisions will be expensive to correct after move-in if they are delayed now? The research does not show that one layout label automatically creates better productivity. It shows something more useful: office layout performs better when it is connected to the right work patterns. For organisations making office decisions, that means the logic of the work has to be defined before the form of the layout. Otherwise the project risks locking the wrong balance between focus, collaboration, and usability. Source: Haynes B., The Impact of Office Layout on Productivity , Journal of Facilities Management , 2008. Next step ## Need to make better layout decisions before design is fixed? WeOffice helps organisations connect workplace strategy , workplace analysis , and office layout decisions to real work patterns. That makes it easier to define the right balance between focus, collaboration, and space allocation before the investment moves from idea to locked project. Workplace strategy Workplace analysis ## FAQ ### Is open-plan office space always worse for productivity? No. The real issue is which work patterns the environment is meant to support. Open settings may help some types of work while weakening others. ### Are cellular offices always better for focus? They often provide better privacy, but that does not automatically mean the whole workplace performs better if coordination and collaboration become too slow. ### Why is a modern layout model not enough on its own? Because layout only becomes effective when it is tied to real work patterns, performance requirements, and a clear workplace logic. ### When should layout be decided in a project? Early enough to shape budget, space allocation, and design, but only after work patterns and productivity aims have been defined clearly enough. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Office Market 2026: Why Demand Is Becoming More… URL: https://en.weoffice.eu/office-market-2026-us-signals/ ======================================================================== - Home / Blogs / Office Market 2026: Why Demand Is Becoming More Selective # Office Market 2026: Why Demand Is Becoming More Selective Flexible ways of working Share with ## Blog JLL’s first important signal is that demand has not disappeared. Leasing activity rose 7.6 percent compared with the same quarter a year earlier, net absorption stayed positive for the third straight quarter, and several major cities posted gains in occupied space. That matters because the market is often still described in broad decline terms. The report instead points to a more selective environment where organisations are still willing to commit, but only when the office clearly supports work patterns, business priorities, and the quality level they actually need. The implication is not that the market is back in an old sense. It is that demand has become more demanding. ## Supply is tightening at the same time JLL also notes that total office stock has fallen more than 25 million square feet below its late-2023 peak and that the development pipeline is the lowest in JLL’s recorded data. New construction starts were below 1 million square feet during the quarter. This changes the decision environment. Organisations waiting for the ideal option may find fewer high-quality choices coming to market, especially in the locations and building types that remain attractive. That is one reason passive search processes perform badly in selective markets. The brief needs to be sharper earlier. ## Quality matters more than average market numbers The report also shows modest rent growth and major leasing activity at high rental levels. That does not mean the whole market is strong. It means the right part of the market is still being rewarded. For many occupiers, the more useful question is not what average rents are doing. It is whether the organisation’s actual workplace need matches the part of the market that still commands strong demand. That often shifts the comparison from more space versus less space to a more strategic test: less space but better space, or cheaper space that weakens performance, identity, and long-term flexibility. ## Stress still creates opportunity and risk JLL reports that investment activity increased while distress continued to rise. Delinquency reached 11.41 percent, and some buildings that reset at lower pricing are improving under new ownership. That is an important double signal. Some organisations will find better opportunities in a stressed market. Others will misread instability as a reason to wait. The difference usually comes down to preparation: clarity on workplace need, acceptable trade-offs, and the willingness to act when the right option appears. ## What organisations still get wrong Common mistakes include: - relying on historic occupancy assumptions instead of current behaviour - focusing on cost before function and quality fit - delaying strategic choices until after the shortlist is formed - treating location as a real estate issue instead of a business and workplace issue In a more selective market, these mistakes become more expensive. ## What better organisations do before the next move The organisations that move well in this type of market usually define more upfront: - the role the office should play - the amount of space actually required - the quality level justified by the business case - the trade-off between flexibility, identity, cost, and timing That usually leads to a stronger decision base with usage-led workplace evidence, scenario comparisons, and a shortlist brief that turns strategy into a more disciplined search process. This is where WeOffice should be distinct. The value is not only market interpretation, but turning market signals into a workplace-driven location brief that supports faster and better choices. ## Four questions to ask before the next move - What role should the office play in our organisation now? - How much space do we actually need based on real behaviour and not legacy assumptions? - What level of quality is justified by the business case? - Are we making an intentional location decision or simply reacting to market pressure? JLL’s Q1 2026 report suggests that the office market is not moving back to an old normal. It is moving toward a more selective one. Organisations that want better location outcomes need better data, clearer priorities, and a more active decision model. Those that wait for clarity to return may find themselves choosing from a weaker set of options. Source: JLL Research, U.S. Office Market Dynamics, Q1 2026 , published 2026-04-15. Next step ## Need a clearer next step? Need to turn market signals into a clearer workplace move? WeOffice can develop a location decision base that compares size, quality, timing, and workplace need before shortlist and lease discussions are locked. A common first step is a scenario review that shows which location logic best supports the business and which trade-offs are actually worth paying for. ## FAQ ### What does the U.S. office market signal for location strategy? It shows that demand is still present but much more selective. For occupiers, that means size, location, and quality level have to be defined with more precision before the next move. ### Why are average market numbers not enough on their own? Average rents and broad market indicators do not show whether the available supply actually fits the organisation’s needs. A useful location strategy has to connect market signals to function, work patterns, and business priorities. ### What should organisations clarify before the next office decision? They should define the role the office should play, the amount of space actually needed, and which qualities are worth paying for. That creates a stronger basis before shortlist, lease, or repositioning decisions are locked. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Higher status, not so much, but perhaps some… URL: https://en.weoffice.eu/office-status-and-jealousy/ ======================================================================== - Home / Blogs / Higher status, not so much, but perhaps some jealousy from office-workers # Higher status, not so much, but perhaps some jealousy from office-workers Flexible ways of working Share with ## Blog In the Swedish radio program with Jon Koldenius & Melissa Gustafsson on 11 June, an exciting conversation about our workplaces after the pandemic took place. The conversation ended with an open question: will those who need to be in the office to do their jobs have a higher or lower status in the future? It is easy to associate positive values such as freedom, responsibility, and a sense of control with remote or hybrid working while being tied to location and 9-5 working hours can feel outdated today. But will the need to be physically present in the office to get the job done affect the status of employees? From my perspective, the need to be there to get the job done is driven by the conditions that come with the position and influenced by the culture of the organisation. More specifically, it concerns three different aspects – the nature of the work and our activities, the teams, and the staff and leadership. Let’s look at them one by one. There is something to be said about the fact that many people can perform most of their work duties remotely. But, if we assume this applies to everyone, we ever-simplify the diverse requirements of those in different positions. For various reasons, many employees depend on traveling to the office to carry out individual tasks. This could for example be those who work with development or oversees the manufacturing of physical products, or manage sensitive information like code, files, or other documents. For these individuals, traveling to work is required by their work duties. And even before the pandemic, we saw a difference in how much time different occupational groups spend in the office. For example, senior salespeople were less required to be in the office, while specialists were required to be present as they needed to be on hand. So for some influential positions presence was required, while for others it was not. This difference in the need for the presence among high-status people is likely to persist after the pandemic. Furthermore, regarding the nature of work, good ergonomic tools are needed for working efficiently. To perform many of our work tasks, we often have to manage information from different sources. To do this efficiently and smoothly, we rely on visualisation surfaces – screens. And the more we move away from paper, the more the need for screens increases, since the information that was previously presented on paper now has to be presented digitally. The laptop screen is often too small to work smoothly with things like large Excel sheets or drawing programs. Poor ergonomics will not only make the body tired and make it awkward to constantly zoom in and out or jump between windows, but it also strains our minds since our cognitive systems (our brain) need to process side activities instead of focusing on the main task. Therefore, having a suitable and adjusted workstation for individual tasks are important and many lack the circumstances or do not wish to dedicate space for a desk with the necessary equipment at home – for example those living in crowded conditions or those who wish to separate working life from private life. This aspect is also less related to status. Shifting our focus to teams, my guess is that working remotely has worked relatively well for established teams during the pandemic. But when new teams are set up or when there are rotations within existing teams, the group needs to get to know each other and find their ways of working. This is facilitated by meeting in person! And this is even more important for teams that work very closely together, such as agile teams. This is another area where I don’t see a connection between status and the need to be at the office. Finally, employee and leadership are also important when it comes to the possibility of working remotely, but the link to status is not obvious here either. While the general perception among employees seems to be that it has been nice not to have to spend time getting to and from the office and that the home has offered a better opportunity to concentrate, others have preferred the office because it provides them with structure and work-life balance. Employees all think differently and need different conditions to feel, thrive, and perform well! And this also applies to their managers. Not everyone finds it effective to manage only remotely. Remote leadership becomes more difficult with more complex work when the employee is not autonomous in their work – for example when they are newly hired – and when the manager has difficulty communicating, delegating and following up, as well as supporting and seeing their employees remotely. There is no doubt that there will be an increased level of flexibility in our work-lives going forward after the pandemic, and that it will continue to increase as technological development enable new ways of meeting, collaborating, and managing information. However, the office still fulfils an important function. But it’s not about the amount of time employees spend there. What is important is that employees are given the right conditions to perform their tasks – wherever they are – which in the long run is important for the employee to grow, thrive, and be satisfied with their workplace. Any difference in status concerning where work is performed is subject to these overall social and organisational effects. But certainly, a person’s ability to be flexible concerning their work location may at first glance arouse the envy of those who are more location-bound but wish otherwise. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Office Type Shapes More Than Cost. Why Open… URL: https://en.weoffice.eu/office-type-and-job-satisfaction/ ======================================================================== - Home / Blogs / Office Type Shapes More Than Cost. Why Open Versus Enclosed Becomes a Leadership Decision # Office Type Shapes More Than Cost. Why Open Versus Enclosed Becomes a Leadership Decision Open-plan office Share with ## Blog Discussions about open offices are still often driven by cost, flexibility, and symbolism. The research points to a more demanding reality. When more people share the same office environment, the issue is not only cost efficiency. Job satisfaction and wellbeing can also weaken, which turns office type into a strategic decision rather than a purely real-estate or design choice. ## Why office type is often chosen on too shallow a basis Many organisations still treat office type as a question of density and culture. That quickly turns the choice between open settings, shared rooms, and more enclosed environments into a simple symbolic decision. Either the workplace should signal openness and collaboration, or it should protect privacy and structure. What often gets lost is the practical impact on how people actually experience working there. That is what makes this study useful. It does not only ask whether people prefer one office type over another. It also tests how the relationship between office type and job satisfaction partly runs through ease of interaction with co-workers and subjective wellbeing. That makes the result more useful for decision-makers. The question is not only which office type is cheapest or most flexible. It is which type of office helps the organisation function better over time. ## What the study actually shows about open offices, wellbeing, and satisfaction The study found a negative relationship between the number of co-workers sharing an office environment and employees’ job satisfaction. Employees in small and medium-sized open-plan offices reported lower levels of ease of interaction, lower subjective wellbeing, and lower job satisfaction than employees in cellular or shared-room offices. That matters because open offices are often justified through the promise of easier communication and better collaboration. The findings point in a different direction. When too many people share the same environment, interaction does not automatically become easier. It may instead feel worse, while wellbeing declines at the same time. That does not mean every open environment is wrong. But it does mean that the assumption that open equals better collaboration is too weak as a decision rule. ## Why this becomes a workplace strategy issue Once office type affects both wellbeing and job satisfaction, it can no longer be treated as a pure real-estate logic. It needs to enter workplace strategy and the early definition of how work is meant to happen on site. An organisation that chooses a more open office type without weighing privacy, low-distraction work, and perceived control risks ending up with a workplace that looks rational on paper but performs weakly in daily use. That becomes especially costly when the office also has to support learning, judgement, confidential conversation, leadership work, and longer concentration periods. This is also why the issue sits close to workplace analysis . Without a clear understanding of work patterns, privacy needs, and pressure points across teams, office type easily becomes a generic norm rather than a grounded decision. ## Cost efficiency is not a sufficient argument The study explicitly warns decision-makers not to focus only on cost-effective layout, flexibility, and productivity. That is a necessary correction because many office projects still argue as if lower cost per person is enough to justify a more open solution. The problem is that these calculations become too short if they fail to include what lower wellbeing, weaker satisfaction, or poorer day-to-day usability do to the workplace over time. A layout that looks efficient in the planning stage can become expensive if it creates more friction, weaker focus, or greater dissatisfaction than expected. That is the same logic organisations need when moving ahead with office fit-out choices . The right decision is not always the one that looks cheapest at layout stage, but the one that performs better over time. ## Common mistakes when office type is chosen on the wrong basis - The organisation assumes more openness will automatically improve collaboration. - It uses cost per workstation as a stronger decision factor than wellbeing and usability. - It does not test which groups or tasks are most vulnerable to a more open environment. - It confuses flexibility with a reduced need for privacy. - It treats office type as a design preference rather than a business decision. ## What does a better decision base look like when office type has to be chosen? A better decision base has to compare office types through the lens of real work patterns rather than capacity and visual planning alone. Only then can the organisation judge where openness helps, where it harms, and where more enclosed settings need to be protected or strengthened. That decision base should at least include: - a view of which work situations need low distraction and higher privacy - a comparison of how different office types affect interaction, wellbeing, and job satisfaction - a trade-off between cost efficiency and actual usability - an analysis of which teams or roles are most likely to be harmed by more openness - a plan for reviewing the chosen office type after move-in That is where WeOffice becomes relevant. When the organisation needs to weigh concept choices, work environment, and next practical steps against one another, it often needs scenario comparison, workplace strategy , and clear decision criteria before the workplace concept is fixed. ## Four questions to ask before choosing a more open or more enclosed office type - Which groups need more privacy than the current or planned setting provides? - What kind of interaction are you actually trying to improve, and what does it require in practice? - What happens to wellbeing and work quality if more people share the same environment? - Which long-term cost is greater: slightly more space or a workplace that functions worse? The research shows that office type influences more than how space is organised. It affects how people feel, how they experience their work, and how well the environment supports the organisation. For teams choosing a new workplace concept, that means the decision between more open and more enclosed settings cannot be made on cost logic alone. It has to become a leadership decision about how work should function. Source: Otterbring T., Pareigis J., Wästlund E., Makrygiannis A., Lindström A., The relationship between office type and job satisfaction: Testing a multiple mediation model through ease of interaction and well-being , Scandinavian Journal of Work, Environment & Health , published 2018. Next step ## Need to weigh office type, wellbeing, and usability before the next decision? WeOffice helps organisations compare workplace concepts through workplace strategy , workplace analysis , and clear scenario comparison. That makes it easier to choose the right balance between openness, privacy, and workplace performance before the next office concept is locked. Workplace strategy Workplace analysis ## FAQ ### Are open-plan offices always worse for job satisfaction? Not always, but the study shows that more open environments can be associated with lower wellbeing and lower job satisfaction than cellular or shared-room offices. ### Does that mean cellular offices are always best? No. The real issue is which mix of settings best supports the organisation. But the findings do show that more openness cannot be assumed to be an automatic improvement. ### Why is cost efficiency not enough as an argument? Because an apparently cheap layout can become expensive if it weakens wellbeing, focus, and the practical quality of work. ### When should office type be decided? When the organisation has a clear enough picture of work patterns, privacy needs, and which workplace settings must function without unnecessary friction. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Office type, performance and well-being URL: https://en.weoffice.eu/office-type-performance-and-well-being-dr-aram-seddigh/ ======================================================================== - Home / Blogs / Office type, performance and well-being # Office type, performance and well-being Open-plan office Share with ## Blog Dr. Seddigh defended his doctoral thesis in 2015 with the title Office type, performance and well-being. A study of how personality and work tasks interact with contemporary office environments and ways of working”. Below you will find the abstract, summary of each study and a link for download. Please download the thesis here. Aram Seddigh Dr. Seddigh is lic. psychologist, economist and has a PhD in work and organizational psychology. Today he is the CEO of WeOffice and a workplace strategist. ## Abstract Today, many organisations are adopting offices that have an open design with or without flexible seating. While advocates of open-plan offices propose that these office types lead to cost savings and aid inter and intra-team communication, opponents argue that these office types are associated with decreased performance and worsened health among employees. This thesis investigates how the type of office (cell offices, shared room offices, small open-plan offices, medium-sized open plan offices, large open-plan offices and flex offices) influences employee health and performance, and whether this is different for different personalities and jobs with different concentration demands. Data were gathered by means of surveys and cognitive tests from five organisations with different office types ### Study I In Study I (N=1241), the aim was to investigate the main effect of office type on indicators of health and performance and the interaction effect of office type with the need to concentrate in order to carry out work tasks. Office type alone was associated with distraction and cognitive stress in such a way that cell offices were associated with fewest problems, followed by flex offices, while open-plan offices were associated with most problems. While employees in open-plan offices and employees in flex offices reported more problems as the need for concentration increased, employees in cell offices reported the same level of problems regardless of the need of concentration. ### Study II Study II (N=527) investigated how performance on a memory test was affected during normal working conditions as compared to a quiet baseline. There was a negative dose-response relationship between the size of the open-plan office environment and the drop in word recall during the normal working condition. However, Study II also showed that individuals working in cell offices had as high a drop in performance during normal working conditions as did those working in large open-plan office environments. ### Study III Study III (N=1133–1171) focused on the interaction effect between office type and personality. The personality trait agreeableness interacted with office type on the outcome variables distraction and job satisfaction. Specifically, Study III may indicate that as offices get more open and flexible, agreeable people will report more problems. In conclusion, the studies in the present thesis have implications for practice and suggest that office type impacts on employee health and performance, while concentration demands of the job and agreeableness moderate the effects. Although employees report higher level of distraction in open-plan office environments, when performance on a demanding task is measured, cell offices are not as favourable during normal working conditions as self-reported data usually indicate. Organisations should also be aware that, among open-plan offices, small open-plan offices are associated with fewer problems. Keywords:  Office type, open-plan office, flex office, cell office, performance, job satisfaction, distraction, self-rated health, well-being, cognitive stress, exhaustion, individual differences, personality, concentration, stimulus screening ability, memory. Please download the thesis here. Related definitions ## Definitions that place office type, performance and wellbeing in the right frame The article becomes clearer when office type is read alongside workplace strategy, hybrid workplace and how workplace quality is actually assessed. What Is Workplace Strategy? See how office type choices should follow business needs and priorities. What Is a Hybrid Workplace? Understand how new work patterns affect which office logic works best. What Is Workplace Adequacy? Connect workplace quality to how well the office supports work and wellbeing. What Is Attendance Data? Complement the reasoning with data on how the office is actually used. Expert perspective ### Want to see how office type connects to workplace strategy and research? Dr. Aram Seddigh’s profile page gives a clearer whole around how work environment, performance and workplace decisions fit together. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Open or Closed Office? The Right Answer Depends… URL: https://en.weoffice.eu/open-office-vs-closed-office-which-layout-supports-work-better/ ======================================================================== - Home / Blogs / Open or Closed Office? The Right Answer Depends on the Work # Open or Closed Office? The Right Answer Depends on the Work Open-plan office Share with ## Blog The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but they do not automatically solve every workplace need. A recent case study comparing open and closed office spaces points to exactly that conclusion. The most useful takeaway is not that one layout always wins. It is that many organisations need a combination of settings because work needs vary. ## What did the study show about open and closed office spaces? The study compared open and closed office spaces in a real office setting using observation and interviews. The researchers found that open spaces supported collaboration and communication, while also reducing privacy and increasing noise exposure. Closed spaces supported focus and confidential meetings more effectively. That makes the conclusion practical rather than ideological. The authors point toward a hybrid solution combining both types of space as the most effective way to support a wider range of work needs. For decision-makers, that is the real value of the study. Office layout decisions should not begin with the question of which concept sounds best. They should begin with the question of which tasks, collaboration patterns, and privacy requirements the workplace must actually support. ## Why does the decision go wrong when organisations only choose sides in the layout debate? Because the workplace usually has to support more than one kind of work at the same time. If the organisation chooses open office mainly to increase collaboration without protecting focus and confidentiality, friction quickly appears. If it chooses closed offices as the default without considering access, coordination, and everyday interaction, the environment can become too rigid for work that depends on fast exchange. That means the core question is not whether open or closed offices are better in general. It is which work needs matter most, which tensions between needs must be handled, and which trade-offs the organisation is prepared to make. ## Which mistakes do organisations make when they choose between open and closed offices? The first mistake is choosing layout from a general ideal rather than from a concrete pattern of work. That turns the layout into a statement instead of a tool. The second mistake is underestimating privacy and acoustic pressure. Organisations that prioritise communication without understanding how often focus work or confidential interaction is needed often build daily friction into the workplace. The third mistake is assuming that one layout should carry the whole workplace. In practice, a mix of open and more enclosed settings is often what makes the office workable over time. ## What does a stronger decision base look like before choosing layout? It starts by mapping which activities need support. How much of the week depends on focused individual work? How often do people need fast access to one another? How sensitive are critical tasks to noise, interruptions, or visual exposure? The organisation then needs to define which kinds of settings are required to support that activity mix. That may mean open areas for quick coordination, smaller rooms for concentration, or clearer zoning between different types of work. This is also where workplace analysis becomes important. Without a structured decision base, the office discussion easily becomes a preference debate when it should instead be a business-facing decision about how work should function better. ## Which questions should you answer before making the decision? Before moving forward, the organisation should be able to answer at least the following: - Which work tasks require privacy, and how often do they occur in everyday work? - Where in the business is quick collaboration more important than enclosure? - What level of risk do noise and visual disturbance create for quality, focus, or recovery? - Do you need one uniform layout, or a combination of settings that support different work patterns? Those questions improve the decision because they move the discussion from taste to function. Next step ## Turn layout debate into a workplace decision that holds up If your organisation needs a clearer decision base for how different office settings should support work, focus, and collaboration, Consultancy Services is the most direct next step. That is where office layout becomes a practical workplace decision rather than an abstract debate. Consultancy Services Workplace analysis tools If you also need the method behind the layout choice, Workplace analysis tools , The Workplace Adequacy™ Framework , and About Us are the strongest supporting links. ## Source Source supporting this article: International Journal Administration, Business & Organization, “Comparison of the Effectiveness of Open and Closed Office Spaces on Employee Productivity: A Case Study in Office X”, published 2025-08-30. URL: https://doi.org/10.61242/ijabo.25.484 . ## FAQ ### Are open offices better for collaboration? They often can be, because they make communication and accessibility easier in daily work. But that advantage does not automatically outweigh the loss of privacy or the increase in noise. Collaboration benefits therefore need to be balanced against other work requirements. ### Are closed offices always better for focus work? They often support focus better than open offices, especially when work requires concentration or confidentiality. But that does not mean they are best for the workplace as a whole. Focus needs still have to be balanced against coordination, access, and space efficiency. ### Do organisations often need a combination of open and closed settings? Yes, often. When work tasks vary, one layout rarely supports everything well. That is why a combination of different workplace settings is often more effective than locking the entire office into one principle. ### How do we know which mix of settings we actually need? That requires understanding which activities, work patterns, and disturbance risks exist in the business. That analysis should happen before the design is fixed. Otherwise the layout reflects assumptions rather than real needs. ### When is WeOffice relevant in this kind of decision? WeOffice is relevant when the organisation needs to translate office layout questions into a decision base that holds up across workplace strategy, work environment, and implementation. That is especially useful when the choice risks being reduced to open versus closed instead of what the work actually requires. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # The connection between privacy and collaboration URL: https://en.weoffice.eu/privacy-and-collaboration/ ======================================================================== - Home / Blogs / The connection between privacy and collaboration # The connection between privacy and collaboration Activity-based Share with ## Blog ## Workplace Principle 3: Facilitate Collaboration In order to facilitate collaboration in a workplace (one of the five principles in the development of workplace strategy ), a workplace strategist might want to create different home bases for teams or groups to base themselves in at the office. The aim is for these home bases to increase collaboration between groups that benefit from working together. If you’re asking yourself what a home base is, read this first. But if you want to learn more about designing the workplace from the perspective of employees’ activity profiles – keep reading. ## Different groups have different needs Each group’s activity profile will differ depending on the tasks employees need to carry out. If you intend to increase collaboration between groups through a common home base, you should pay attention to activity profiles so that groups with similar profiles end up close to each other. A home base for a project manager can, for example, differ greatly from that for an economist, which in turn can differ greatly from a lawyer’s home base. Project managers might want informal project spaces with visualisation tools while still having desks nearby. Economists might benefit from being able to exchange information quickly and have informal check-ins, which gives their home base a more open and interactive layout compared to a legal department, which might require more privacy. Similarly, the need for agreed-upon conventions within home bases can vary from group to group as their activity patterns differ. Some groups might need to take calls and meetings in their home bases, while for others this could be very disruptive. This is why it’s important to consider activity profiles when designing home bases. ## Make privacy the priority What should you do when different groups’ needs work against each other? On one hand, a business can benefit from groups with different activity patterns integrating, overhearing information, and using their home base for informal meetings. On the other hand, their different work patterns can create conflicting demands for the home base’s layout and conventions. In order to be properly available for others at work, the need for privacy must be fulfilled. In cases like these, we tend to work from a rule that the need for privacy must be fulfilled before an individual can be available for others. This is because if someone needs to complete a task but keeps getting interrupted or disturbed, he or she will look to different strategies for completing the work. Some strategies include shutting themselves out aurally with headphones, moving away from the rowdy home base, or working from places other than the office. These strategies make individuals unavailable to others. If they remain in the home base, their brains will cognitively try to maintain their attention on the task at hand. If they succeed, they will not take in external information; if they fail, they will be disrupted. Applying cognitive strategies for maintaining focus is demanding and runs the risk of people working significantly slower than they could have done in quiet conditions, or that mistakes are made and they need to spend more time correcting the work later on. Finally, people who are tired, stressed, or burnt out will find it harder to apply such strategies. Regardless of the strategy someone uses, if a home base doesn’t normally fulfil his or her need for privacy, the result is that that individual will often be unavailable for the desired interactions that are the reason behind placing people together. However if the need for privacy is typically catered for, that individual can make him or herself more available for interactions and participate in quick information exchanges when needed. ## Utilise digital and organisational tools In order to physically facilitate collaboration, there are organisational and digital methods you can lean on. One example could be placing home bases close to each other so that they are easily accessible to outside groups. Or you can create collaboration spaces within the home bases that invite cooperation between relevant groups. Further, digital tools can increase inter-group collaboration without causing physical disturbances within home bases. ## The next step So far, you’ve learned about creating home bases for different groups at the office, and how to do so in a way that supports the activity profiles of different groups. This a great way to naturally facilitate collaboration within an organisation. But once groups have been divided into their respective home bases, the time comes to establish conventions around what behaviours are accepted, and what needs to be taken elsewhere. Read more on that here. Click here for more information about the five principles and the Workplace Adequacy™ Framework. This article is based on the book, Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Report – Offices and Ways of Working After the… URL: https://en.weoffice.eu/report-offices-and-ways-of-working-after-the-pandemic/ ======================================================================== - Home / Blogs / Report – Offices and Ways of Working After the Pandemic # Report – Offices and Ways of Working After the Pandemic Flexible ways of working Share with ## Blog ## Introduction The pandemic has changed a great deal for office workers. Increased flexibility around where work takes place is in and of itself nothing new – nor is working from home an unknown phenomenon. Flexibility in the way we work has long been on the rise, with employees working from home when the type of work called for it, or even when it helped strike a balance between work and personal life. However, the extent of teleworking and the amount of work being carried out remotely grew much higher overnight. Also for those who’d seen their desk as the central place for work before the pandemic, there was suddenly no alternative than to change, at least temporarily. Questions were raised within organisations, such as: • How would business change as the physical distance between co-workers increased? • How do you compensate for the decrease in social contact and spontaneity of workplace interactions? • How should we follow up work processes remotely? • And how can we ensure a good home working environment? As officials got used to wearing stylish upper-body clothing and simpler bottoms, new routines emerged. Suddenly, the new situation felt as normal as when, in the years before the pandemic, we stood face-to-face in rush hour traffic and inhaled the breath of a fellow passenger. This tells us something about man’s amazing ability to adapt to new conditions — it’s said that necessity has no law. But now, as we leave the pandemic behind and return to the office, new questions are coming to life. ## Study sample This study contains data from eight different organisations within the private and public sectors, with an emphasis on the public sector. Within these organisations, 1,618 people were invited to respond to the survey, of which 1,133 people (approximately 70%) participated. 14% of participants were managers with personnel responsibility, and 17% responded that they lead others. The largest minority, about 33% of participants, have a flexible way of working, while approximately 23% have their own private office rooms, and 17% share a room with two or three others. The remaining participants have fixed seats in an open-plan office. The data was gathered in 2021 over Quarters 2 and 3. This study was conducted by Dr. Aram Seddigh through WeOffice workplace analytics plattform. Dr. Seddigh has been responsible for the data processing, statistical analysis and the conclusions of the study. ## Conclusions from the study The study shows that there’s a strong desire for continued teleworking after the pandemic. Teleworking requests are primarily linked to work/life balance, as well as to the ability to carry out work tasks in an efficient way. In cases where the home environment isn’t conducive for the work at hand, employees prefer to work from the office to a larger extent. Conversely, when the office environment isn’t satisfactory, employees wish to work from home more days a week. How one judges his or her productivity or creativity also depends on the conditions of the office prior to the pandemic. In this case, an increase in productivity and creativity during the pandemic correlates to an experience of the office as less-equipped to support the work at hand before the pandemic. Further, the study reveals that a large number of participants wish to carry out individual tasks at home, though this link is weakened in cases where the pre-pandemic office environment offered good opportunities for focus. At the same time, we do not find a link between how well the office supports collaborative work and meetings and a increased desire to carry out this kind of work from the office. This might be due to the fact that employees head to the office when they need to meet in person regardless of how well it supports collaboration and meetings. A conclusion that can be drawn from this finding is that an office that caters to a need for concentration and focus can attract employees back, while a large investment in creating meeting spaces doesn’t necessarily translate to a more attractive office environment. Another conclusion is that poorer conditions for individual work in the office can’t be offset by good meeting areas. When the time between meetings is at risk of being wasted if employees aren’t able to properly devote it to individual work, employees may avoid going to the office when the meeting can be carried out online. Another aspect to keep in mind when considering further remote working is the cost of preventing social isolation. Employees who wish to break social isolation in anticipation of increased remote working, experience greater pressure from their work, feel less involved in the organisation, experienced a lack of community during the pandemic, and value their general health lower. On the other hand, aspects that are associated with positive outcomes in regard to remote working are aspects such as autonomy, self-leadership, and good prerequisites to work digitally. Ways of working after the pandemic ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Resistance to change URL: https://en.weoffice.eu/resistance-to-change/ ======================================================================== - Home / Blogs / Resistance to change # Resistance to change Insights Through Participation Share with ## Blog ## Workplace Principle 5: Insights Through Participation Moving from a traditional way of working to a more flexible one implies a major change, and is likely to meet some resistance. Seeking out participation by involving employees in the process is one way to temper some of this potential backlash. ## What does resistance look like? Resistance can be defined as employees within an organisation trying to hinder a change in one way or another. It can arise in different ways and across multiple levels of the organisation. Below, we’ve listed some common ways in which people might resist a transformation project. - Not partaking in polls or activities aimed at boosting participation - Being dishonest in survey answers - Halting work by not sharing information or support - Doing the opposite of what is expected - Trying to influence the change or project manager to resign from the project - Questioning the competence of leadership - Threatening to quit Resistance can be defined as employees within an organisation trying to hinder a change in one way or another. ## Addressing resistance Most of the time, it’s better to address any resistance as soon as possible. It’s not uncommon for conflicts or a negative atmosphere to come in waves. If you can minimise this resistance early on, these side effects are less likely to take hold within the organisation. One reason for resistance can be that people haven’t taken in enough information or are wrongly informed of the background and aim of the change. Another might be a lack of predictability and a feeling of not being in control. In these cases, various information initiatives and seminars can create a clearer picture of what will happen moving forward and why certain decisions have been made. ## Emotional resistance Lack of information aside, emotional reasons are often triggers for resistance. Employees might feel a loss of identity, beloved habits, status, or influence at the thought of a workplace change. Unfortunately it isn’t always possible to minimise this type of loss in a simple way without beginning to abandon the concepts themselves. In cases like these, an understanding of employees’ experiences, continual dialogues, a focus on the upcoming benefits, and plenty of time to take in the change can reduce resistance and gain support for the proposal. In these situations it’s especially important to understand how people react to a change they perceive to be radical, in part to be a source of support for employees on their journey towards acceptance, and in part to be able to cope when the process becomes emotionally demanding. ## Further reading For more information on the emotional reaction to change on an individual level, click here. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Right-sizing URL: https://en.weoffice.eu/right-sizing/ ======================================================================== - Home / Blogs / Right-sizing # Right-sizing Activity-based Share with ## Blog So, you’ve decided to embark on a journey towards a new office and new way of working. The foundation of any workplace strategy is to ensure that the office provides the right amount, and the right types, of workspaces for its employees. To do so, you as the workplace strategist need to understand a variety of factors. How many employees are expected to work from the office on any given day, and does this number fluctuate throughout the week? What kind of spaces do people like to work from, both for individual work and collaboration or meetings? Right-sizing is one of the five overarching principles in creating a workplace strategy (Workplace Adequacy™ Framework) – you can read more about them here . It concerns everything that has to do with office planning. Grounded in workplace research, below we have listed factors to consider when dimensioning the office for your workforce, especially one that intends to work increasingly flexibly. ## Over and under-dimensioning A common challenge with flexible offices is crowding, or employees experiencing a lack of space. This experience is often based on the combination of a lack of desks in relation to the number of employees expected at the office, and a lack of support for rules surrounding desk clearing and making workspaces available in case of employee absence, according to studies done in Sweden and the Netherlands. Another reason is the presence of available spots, but in spaces employees don’t seek out. There are many important reasons for avoiding crowding: it directs people to spaces less suitable for their work, leads to more time being wasted as they search for an appropriate work station, and increases psychological and physical stress, which in turn impacts employees’ productivity, satisfaction, and wellbeing. On the flipside, over-dimensioning the office will leave a lot of the available space unattended, leading to inflated property costs. It also prevents one of the key benefits many people look for when moving to a flexible way of working, which is more seamless interaction between co-workers. ## Planning the flexible office Today, when most of us use portable laptops in our day-to-day work, you could argue that every space is a potential workspace. Whether you’re sitting on a train, in a café or on a couch, standing at a high table, or sitting on a park bench doesn’t matter. If you can open your laptop, you can produce something. But this mindset can have negative consequences. Many demanding tasks are better completed within good ergonomic conditions. Solely using a laptop rarely offers enough support when information needs to be gathered from different sources. This is especially the case as organisations become more digitalised and the use of paper diminishes. A desk equipped with a docking station, screens, and other necessary equipment is still the most optimal for many tasks undertaken individually, as it gives the individual the possibility to properly visualise information. In a space without these capabilities, a buyer needs to jump between different windows to compare deals, an architect must zoom in and out of a small computer screen when opening a blueprint, and a case worker needs to switch between different programs in order to gather the information needed to make a decision. Sure, it is possible to work this way. But the work would be completed much better from a proper work station. This makes it extra tricky to right-size the office in a flexible working environment. You need to make sure the office is equipped with enough workspaces for individual tasks, so that if employees come into the office for this kind of focus-driven work, they can actually find a suitable place to work from. ## Key tenets of right-sizing When designing an office, you want to right-size your space – not over or under-dimension it. You also want to consider how flexible working will impact the amount and type of space that needs to be available at the office. To learn about concrete ways to do so, check out the following articles: - Measuring attendance - Measuring positioning - Clean desk policy These articles will further assess the right-sizing principle and provide advice on how to dimension your office. ## Further reading This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here. References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Appel­ Meulebroek R, Groenen P, Janssen I. An end­user’s perspective on activity­based office concepts. Journal of Corporate Real Estate. 2011;13(2):122–35. Kim J, Candido C, Thomas L, de Dear R. Desk ownership in the workplace: The effect of non­territorial working on employee workplace satisfaction, perceived productivity and health. Building and Environment. 2016;103:203 –14. Mosselman N, Gosselink AM, Beijer M, editors. Long­term effects of activity based working 2010. Rolfö LV. Activity­based Flexible Office work enironments: Design and implementation processes and outcomes. Stockholm: KTH Royal Institute of Technology; 2018. Rolfö LV. Activity­based Flexible Office work enironments: Design and implementation processes and outcomes. Stockholm: KTH Royal Institute of Technology; 2018. Tagliaro C, Ciaramella A. Experiencing smart working: a case study on workplace change management in Italy. Journal of Corporate Real Estate. 2016;18(3):194–208. Tagliaro C, Ciaramel G, editors. How to manage corporate real estate and end­users en­ gagement into Smart Workplace Change Strategies: a case study 2016. van Diermen OG, Beltman S. Managing working behaviour towards new ways of working: a case study. Journal of Corporate Real Estate. 2016;18(4):270–86. Van Der Voordt TJM. Productivity and employee satisfaction in flexible workplaces. Journal of Corporate Real Estate. 2004;6(2):133 –48. Related definitions ## Definitions that give more context to right-sizing and capacity decisions The article becomes more useful when sizing is connected to attendance data, hybrid logic and what workplace strategy is actually meant to guide. What Is Attendance Data? Understand how actual office presence becomes stronger decision support. What Is a Hybrid Workplace? Place workplace variation in relation to work patterns and attendance. What Is Workplace Strategy? See how capacity choices should follow direction, needs and priorities. What Is Workplace Adequacy? Connect sizing to how well the workplace actually supports work. Expert perspective ### Want to see how right-sizing connects to strategy in a broader frame? Dr. Aram Seddigh’s profile page brings together the thinking on data, capacity, needs and how workplace decisions should be weighed. Read Dr. Aram Seddigh’s profile ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Seamless connections URL: https://en.weoffice.eu/seamless-connections/ ======================================================================== - Home / Blogs / Seamless connections # Seamless connections Activity-based Share with ## Blog ## Workplace Principle 4: Increase Adaptability When planning a new and improved workplace, the technological environment is as important as the physical office environment. So when it comes to encouraging employees to make the best decisions at work (also known as increasing adaptability, more on that here ), providing seamless tech connections is key. The 30-second rule dictates that the more time it takes you to move to a new workspace, the more arduous this move feels and the less likely you are to do so. Research shows that seamless technology supports this rule and employee mobility. Making sure it’s quick and easy to connect to a desktop when you get to a new work station is one way to encourage people make the move. ## Creating technical homogeneity Today’s technology offers good conditions for a smooth transition. If the workplace is designed properly, all you need to do is plug in a single cable to continue with your work – that includes connecting to one or more screens, a keyboard, and a mouse as well as charging your laptop. It should be easy to connect to a new screen and organise your workspace. The re-adjustment is usually perceived as less cumbersome when office tech is homogenous – in other words, that all screens are the same model or at least the same brand and all work in the same way. This makes it easier for employees to get accustomed to the tech, which lowers the risk of handling errors, lessens the adjustment time, and decreases the perceived mental strain of moving to another work station. If you have the opportunity to change out all equipment at the same time – as is often the case – you will benefit from creating technological homogeneity across floors, zones, or home bases for as long as possible. ## Further reading This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Brill M, S. W. Disproving Widespread Myths About Workplace Design. Jasper, IN: Kimball International; 2001. Rolfö LV. Activity­based Flexible Office work enironments: Design and implementation processes and outcomes. Stockholm: KTH Royal Institute of Technology; 2018. van Diermen OG, Beltman S. Managing working behaviour towards new ways of working: a case study. Journal of Corporate Real Estate. 2016;18(4):270–86. Van Der Voordt TJM. Productivity and employee satisfaction in flexible workplaces. Journal of Corporate Real Estate. 2004;6(2):133 –48. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Social norms URL: https://en.weoffice.eu/social-norms/ ======================================================================== - Home / Blogs / Social norms # Social norms Increase Adaptability Share with ## Blog ## Workplace Principle 4: Increase Adaptability If an organisation decides to move towards a new way of working, like activity-based or hybrid, it’s important to consider the social norms in place at the office. Social norms at a workplace can either push people towards positive behaviours, or act as barriers. Establishing good social norms falls under the workplace principle Increase Adaptability (you can read more on that here ). ## Norms around availability When working from the office, how available to others should an employee be? In an office where the norm is for employees to steadily be available to their team, clients, and managers, it might be more common to stay in one place rather than moving to a different workspace. In cases like these, flexibility is perceived as a threat or barrier to work as it is seen as making it more difficult to get a hold of colleagues if they move to another space – and in which quiet spaces are considered the most problematic as they make people unreachable. Norms around constantly being available to others can hinder flexibility. To make sure flexibility isn’t seen as a threat, you can work to increase availability with the help of technology like chat tools. Moreover, you can also evaluate what level of availability the job requires. After how long does unavailability become a problem? How is the work affected if an individual is unavailable for 1 hour, 2 hours, or half a work day? Depending on where the line is drawn, you can use this time marker as a frame of reference for employees to check their chats and inboxes to see if anyone has tried to reach them. An hour is usually a good guideline, partly because we’re used to it as one hour meetings are common, and partly because it’s good to take a little break after focusing for a whole hour. ## Agreeing on conventions Other norms that can arise have to do with conventions and to what degree they are followed. If some people start to break the agreements, others might follow suit. Eventually you’ll reach a state where those helpful structures you created at the workplace disintegrate and the workplace stops functioning in the way it was intended. That’s why it is important to uphold positive behaviours through different initiatives. This is especially true directly following a change, as new habits haven’t been established yet. ## Re-evaluate conventions over time While it’s important to agree upon workplace conventions and follow them, it’s equally important to approach them with a flexible mindset and change what isn’t working. Sometimes employees stop following agreements because they aren’t functional. For example, a lack of private spaces can cause people to hold pre-booked digital meetings in a place they aren’t allowed. Worrying that there won’t be a new desk available can cause the clean desk policy to be broken. If agreements aren’t functional, you’ll get some defectors pretty quickly. In these cases it’s good to take a step back and brainstorm if there’s something that needs to be changed to catalyse desired behaviours. Maybe more information is needed, or training initiatives or re-arranging the furniture. Maybe the space feels too cramped or too open, depending on what it is intended for. Talk to employees and get their input on why the space isn’t getting used as intended. If you can reach a mutual solution with employees, the chances of the change being successful increase. ## Further reading Considering social norms is an important part of developing a strong workplace strategy, as they bolster employees’ adaptability to a work environment. Other ways to do so are by following the 30 second rule , enabling seamless tech connections , and practising nudge theory at the office. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . References Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Understanding the scope of the change URL: https://en.weoffice.eu/understanding-the-scope-of-the-change/ ======================================================================== - Home / Blogs / Understanding the scope of the change # Understanding the scope of the change Flexible ways of working Share with ## Blog ## Workplace Principle 5: Insights Through Participation Participation is key in any workplace change. By encouraging employee participation early on, a workplace strategist or those managing the change can gain valuable insights into the company (more on that here ). But on an emotional level, it can allow for a better understanding of how a change in the way of working could impact employees. It is important for leadership and employees to understand the scope of the transformation and how it will affect different parts of the business. ## Determining the scope Change can be significant and require radical behavioural shifts, or it can be small and pretty insignificant. Applying a change to increase flexibility can have different scopes for different organisations or for an organisation’s different functions. The scope can be determined by how much of the existing behaviour needs to change and the significance of the change for the individual. For example, someone working in sales will probably have an easier time adapting to a flexible way of working than a lawyer, as he or she is already used to working from different places, tends to be less reliant on paper, and has more contact with other people. A lawyer may rely more on physical reference books and documents, and have a greater need for privacy, all of which could be considered roadblocks to flexible working. This is why it’s important to understand the scope of the change for different parts of the business. ## Understand the emotional toll Further, a change might seem small and insignificant from the outside, but feel intrusive on the individual level. This could be related to emotional reasons and a sense of comfort, and it can be difficult to prepare for. These types of emotional reactions are stronger and more common when someone doesn’t see the benefit in the change, when the goal isn’t desirable, or when an employee doesn’t have faith that the result will be as intended. These feelings often lead to resistance and attempts to slow down or hinder the change. ## Create a roadmap When working on a transformation, it can be wise to lay out what the intended change will imply for different groups within the business. For those with a longer journey ahead, you can evaluate specific efforts for simplifying the process. First things first, you need to focus on initiatives that facilitate the journey itself and create a feeling of comfort with the way of working. Efforts aimed at communicating how great the change will be can miss the mark if employees feel like concrete challenges aren’t being addressed. ## Further reading Click these links to learn more about gathering insights through participation , countering resistance , reactions to change on the individual level , how change impacts different levels of an organisation, and the difference between useful and surface-level participation. This article is based on the five principles for the development of a workplace strategy that we at WeOffice use to create bespoke workplace strategies. You can read more about them here. References are taken from the book Workplace Strategy for the Flexible Office by Aram Seddigh. For more information on the book and workplace strategy in general, click here . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # What is an activity analysis? URL: https://en.weoffice.eu/what-is-an-activity-analysis/ ======================================================================== - Home / Blogs / What is an activity analysis? # What is an activity analysis? workplace analysis Share with ## Blog An important source of information when conducting a workplace analysis and developing a workplace strategy is to understand which activities employees are engaged in and to what extent. The activity analysis is important because it gives the workplace strategist an understanding of which activities are central to the business, and therefore which behaviors the work environment should be created for. The activity analysis is particularly important in the development of a workplace strategy or a workplace concept for an activity-based or hybrid approach . ## Activity analyses can be carried out in different ways Different activity analyses map activities in different ways. A common way is to break down our daily work-day activities into the most basic behaviors or components. This type of activity analysis usually asks questions about the extent to which employees engage in activities such as writing, counting, drawing, coding, discussing, reading, gathering information, etc., and how important and demanding these activities are. Although the approach claims to be comprehensive and capture a detailed picture, many of our activities consist of a series of sub-activities that we do more or less simultaneously or that we quickly jump between. For example, when writing a report, we may have to jump between reading, writing, and retrieving information. It can therefore be difficult for individual employees to break down their activities into their parts, and to make a fair estimate of how much time they devote to each sub-activity. Furthermore, the same sub-activity can be very demanding or less demanding depending on what the overall activity is. For example, writing an email can be demanding in one context and less demanding in another. The activity analysis is part of the workplace analysis and an important basis for the workplace strategy Another way to conduct an activity analysis is to keep the focus on the overall level. Instead, such analyses ask employees to estimate how much time they spend on certain demanding tasks, certain tasks where they can be available to others, and meetings and collaborations. The individual can then reflect on how much they want to sit in complete privacy and with others, which is easier to estimate. ## Things to consider when developing a workplace strategy When developing a workplace strategy, it is worth keeping in mind that the mapping work is a multi-step effort in which each part contributes a piece of the puzzle. Together, these pieces build a clear understanding of the organisation’s needs — the foundation the workplace strategy is then applied to. Other key analyses include attendance measurements, occupancy-rate measurements and physical-environment analyses , vision workshops with decision-makers, and interviews with managers and other stakeholders. ## Get certified as a workplace strategist If you are interested in learning how to develop workplace strategies and work as a workplace strategist, sign up for our training courses. Our courses update you on relevant research in the field and give you the skills and tools you need to work as a skilled workplace strategist. Read more about our courses here . ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # What is a workplace analysis URL: https://en.weoffice.eu/what-is-a-workplace-analysis/ ======================================================================== - Home / Blogs / What is a workplace analysis # What is a workplace analysis workplace analysis Share with ## Blog A workplace analysis aims to identify the needs of the work environment. The workplace analysis can then be used to develop a workplace strategy that includes a proposal for working methods such as hybrid , activity-based, or fixed-seat offices, as well as suggestions for space and how the office can be designed. The workplace analysis is usually built up by a workshop with the management or steering group, activity analysis , manager interviews, occupancy measurement, attendance measurement , cooperation patterns, mobility profile, and physical environment analysis. A workplace analysis takes between 1 to 3 months to complete depending on the size and availability of the organization. With the workplace analysis as a basis, you also get an understanding of how smooth or demanding a possible change can be for the different parts of the business. This understanding enables the organization to put in place appropriate interventions to facilitate change. Trained workplace strategists have access to tools and methods for conducting workplace analyses and developing workplace strategies. Here you can find information about our Workplace Strategist certification training. To find out more about the training or if you need a workplace strategist, please contact workplace strategist and change manager Aram Seddigh . ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Which Office Type Best Supports Focus Work When… URL: https://en.weoffice.eu/which-office-type-best-supports-focus-work/ ======================================================================== - Home / Blogs / Which Office Type Best Supports Focus Work When Concentration Demands Are High? # Which Office Type Best Supports Focus Work When Concentration Demands Are High? Open-plan office Share with ## Blog When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision were mainly between open for collaboration or enclosed for focus. A Swedish study by Aram Seddigh and colleagues points to a more useful conclusion. For employees whose jobs required high concentration, distraction increased in almost every office type except cell offices. Cognitive stress also increased in almost every office type except cell offices and flex offices. That does not mean one office type is always right. It means the cognitive demands of the work need to shape the decision before layout, density, and zoning are locked. ## What did the study show about office type and concentration demands? The study covered 1241 employees from five organisations and compared six office types in relation to distraction, cognitive stress, exhaustion, depersonalisation, personal efficiency, and general health. The most useful result is not a simple ranking of office types, but the interaction between office type and the need for concentration at work. Cell offices were associated with lower levels of distraction and cognitive stress. Flex offices were associated with lower distraction than other open office types. For the group with high concentration demands, the differences became sharper. They reported more distraction in every office type except cell offices, and more cognitive stress in every office type except cell offices and flex offices. That is why the conclusion is more useful than the usual question of open versus closed. The real issue is how well the environment fits the cognitive demands of the work. ## Why do concentration demands change what counts as a good office solution? Because the same workplace rarely serves every role in the same way. An environment that works well for quick coordination, project interaction, and daily visibility may be much weaker for work that depends on uninterrupted thought, memory, analysis, and recovery from distraction. If the organisation does not separate those needs in the decision base, office type easily becomes a general principle instead of a work tool. Open environments then end up carrying too much focus work, while enclosed settings get planned without enough precision about which tasks actually need them. That is where many office projects become too blunt. Layout is defined before the organisation has defined which parts of the work are most sensitive to distraction and cognitive load. ## Why are flex offices especially interesting in this study? Flex offices appear more nuanced here than a standard open layout. The study linked flex offices to lower distraction than other open office types, and for the high-concentration group they also looked better than other open offices in relation to cognitive stress. That does not mean flex offices automatically work well. But it does suggest that a more varied workplace, where different work modes can be supported better, may be more useful than one large open setting when focus work matters. For decision-makers, that difference matters. The practical question is not whether the workplace should be modern or flexible in a generic sense. It is whether it actually provides the right balance of focus settings, accessibility, and workable choice. ## Which mistakes do organisations make when they choose office type for focus work? The first mistake is letting density or standard layout logic lead the decision before work requirements do. That turns office type into a property logic instead of a business decision. The second mistake is treating focus as an individual productivity issue rather than a workplace issue. If high-concentration work is central in parts of the business, that has to show up in the environment strategy. The third mistake is assuming that open environments can always be corrected later with minor adjustments. If the basic logic around concentration demands, distraction, and access to the right settings is weak from the start, correction usually becomes slower, more expensive, and less accurate. ## What does a stronger decision base look like before office type is chosen? It starts by identifying which roles and tasks have the highest concentration demands, and when during the week those demands actually occur. The organisation then needs to understand which kinds of disturbance are most costly: noise, movement, visual interruption, lack of privacy, or constant cognitive switching. The next step is to decide which mix of settings is actually required. Does the business need more cell rooms or quiet focus environments? A better flex logic? Or is the problem mainly that open environments are being used for the wrong kinds of work? This is where workplace analysis becomes necessary. Without a structured decision base, office type easily turns into a generic design preference when it should instead be a controlled decision about how the business can work better. ## Which questions should you answer before deciding on office type? Before moving forward, the organisation should be able to answer at least the following: - Which parts of the work require the longest uninterrupted concentration periods? - Where does distraction and cognitive stress currently appear most strongly in the workplace? - Which groups need privacy every day, and which need it only occasionally? - Are flexible settings genuinely usable in practice, or are they mostly open areas under a different label? - Is the office type decision grounded in workplace analysis or in a general layout preference? Those questions improve the decision because they bring work requirements back into a debate that otherwise slips too easily into symbolism. Next step ## Turn concentration demands into better office decisions If your organisation needs a clearer decision base for how focus work, distraction, and cognitive load should shape office choice, Consultancy Services is the most direct next step. That makes it easier to connect office type, work patterns, and business requirements to a direction that can actually be delivered. Consultancy Services Workplace analysis tools If you also need the method behind that decision, Workplace analysis tools , What is a workplace analysis? , and About Us are the strongest supporting links. ## Source Source supporting this article: Journal of Environmental Psychology, “Concentration requirements modify the effect of office type on indicators of health and performance”, published 2014-02-07. URL: https://doi.org/10.1016/j.jenvp.2014.01.009 . ## FAQ ### Are cell offices always the best option for focus work? Not in every situation, but in this study cell offices were the clearest setting associated with lower distraction and cognitive stress. That makes them especially relevant when tasks place high demands on concentration. ### Does the study mean open offices work badly? No. It shows that open offices should not be judged without taking the concentration demands of the work into account. For some work patterns they may function well, but for high-concentration work the risks appear higher. ### Why did flex offices perform better than other open offices? The study linked flex offices to lower distraction, and for the high-concentration group also to better outcomes for cognitive stress than other open office types. That suggests variation and choice can matter, if they actually work in practice. ### What does cognitive stress mean in an office context? Here it refers to the load created when work demands mental control while the environment produces more disturbance, interruption, or competing stimuli than the task can tolerate. That affects both the work experience and the ability to perform. ### When is WeOffice relevant in this kind of decision? WeOffice becomes relevant when the organisation needs to translate concentration demands, work environment risk, and office type into a practical decision base. That is especially important when focus requirements risk being overruled by density targets, default standards, or premature layout decisions. ## Read more Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] Modern Office or Modern Facade? What Needs to Be Defined Before Design Is Locked The most common mistake in office projects is not the wrong furniture range or the wrong finish. The real mistake happens earlier, when the organisation moves into design without defining which work patterns the office is supposed to support. In that situation, "modern office" becomes a vague label for openness, flexibility, and aesthetics rather than […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # New book – Workplace Strategy for the Flexible… URL: https://en.weoffice.eu/workplace-strategy-for-the-flexible-office/ ======================================================================== - Home / Blogs / New book – Workplace Strategy for the Flexible Office # New book – Workplace Strategy for the Flexible Office Workplace strategy Share with ## Blog ## Order the book here! With this book, Dr. Aram Seddigh presents a guide for creating and executing a strategy for a flexible workplace that meets the diverse needs of its employees. It focuses primarily on hybrid and activity-based ways of working, but the method can even be applied to other workplaces. The first part of the book lays the theoretical groundwork for workplace strategy, linking to the current state of research and the shifting conditions of a variety of workplaces. The second, more practical part demonstrates – with plenty of examples – the methods and tools used in the development and implementation of a workplace strategy. This book covers a variety of office types and ways of working: offices with designated seats, flex offices, activity-based offices and ways of working, and agile offices and ways of working. The positive effects at a workplace are grounded in five principles for a way of working that adapts to each organisation . Dr. Seddigh highlights these principles as Right-sizing, Diversify, Facilitate Collaboration, Increase Adaptability, and Insights Through Participation. To demonstrate how a workplace strategy can be implemented in practice, the book gives examples from two different types of organisations: the IT company and manufacturing company, all of which address the shifting conditions and needs of organisations today. In the final part of the book, Dr. Seddigh gives us a glimpse of what we can expect from the workplaces of the future. The book offers both a solid theoretical foundation and practical tools for implementation, with examples showcasing different needs and methods adapted to each organisation. It can be used as course literature in a variety of educational contexts, including vocational schools and colleges. Order your copy of the book now ! About Aram Seddigh Aram Seddigh has a Ph.D. in work and organisational psychology. Dr. Seddigh is also a certified psychologist and economist. His doctoral thesis, tied to the Stress Research Institute at Stockholm University, focused on how different types of offices and ways of working can impact employees’ health and productivity. Since then he has worked as a workplace strategist, change manager and project manager at WeOffice , where he has supported organisations in creating and implementing workplace strategies with focus on wellbeing and productivity. Dr. Seddigh is also certified workplace strategist and the course leader for the course . ## Read more Which Office Type Best Supports Focus Work When Concentration Demands Are High? When concentration demands are high, office type matters more; cell offices showed the lowest distraction and cognitive stress, while flex offices reduced part of the strain better than open-plan offices. That is an important correction to a workplace debate that often becomes too simple. Many organisations still talk about office type as if the decision […] Open or Closed Office? The Right Answer Depends on the Work The choice between an open and closed office should be driven by the work the workplace needs to support, not by a general preference for one layout model. Open offices can support communication and collaboration, but they can also reduce privacy and increase noise. Closed offices can support focus and confidential work more effectively, but […] Energy-Efficient Offices Fail When Thermal Comfort Is Treated as an Average Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Large Open-Plan Offices Carry a Bigger Focus Cost Than Many Boards Assume For cognitively demanding work, smaller open-plan offices appear less harmful than larger open-plan offices, while cell offices are not automatically the strongest option. That matters because workplace decisions still often collapse into a crude debate: open plan as the engine of collaboration, or cellular space as the obvious route to focus. A Swedish study by […] How Do You Balance Thermal Comfort and Energy Efficiency in Offices? Thermal comfort and energy efficiency can be balanced better when the office combines local comfort control with overall background systems instead of forcing everyone into the same average. That is a central issue in many office projects where energy optimisation and user experience are still treated as competing goals. The result is often an environment […] Workspace Layout Affects More Than Satisfaction. 5,171 Occupant Reviews Show Why In many office projects, layout is presented as a choice between two camps: more open environments that are supposed to improve collaboration, or more enclosed settings that protect focus and privacy. The problem is that this turns into an ideological argument very quickly. Layout then gets chosen as a trend signal, cultural statement, or leadership […] How Can You Capture Individual Thermal Comfort in Offices? Individual thermal comfort can be captured better when people express their preferences through short, low-effort dialogue rather than being forced into one shared temperature assumption. That matters in many offices where the temperature debate is still handled as if there were one correct setting for everyone. In practice, preferences vary significantly between people, tasks, and […] See all posts ## Get in touch! Do you have any questions or would you like to get in touch? Fill in the form and we’ll get back to you as soon as we can. 0046-739793663 Contact us Thank you! Your form has been submitted. Couldn’t send. Something went wrong. Please check your details and try again. 0046-739793663 ## Would you like more workplace insights? Subscribe to our newsletter for insights, tools and upcoming workplace development training. Thank you for subscribing! Couldn’t send. Something went wrong. Please check your details and try again. Subscribe ======================================================================== # Projekt och kundcase URL: https://sv.weoffice.eu/kundcase/ ======================================================================== # Projekt & kundcase I Projekt & kundcase delar vi exempel från verkliga uppdrag där WeOffice har stöttat organisationer genom hela arbetsplatsresan. Här hittar du case som visar hur vi arbetar med arbetsplatsstrategi, arbetsplatsanalys och behovskartläggning, lokalsök och hyresförhandling, koncept och kontorsdesign samt förändringsledning inför och efter inflyttning. Varje case ger en inblick i utgångsläge, vägval och resultat – och kan inspirera er i nästa steg, oavsett om ni står inför en flytt, ett nytt arbetssätt eller vill utveckla ert befintliga kontor. Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling Sanoma Utbildning är ett av Sveriges ledande kunskapsföretag, med fokus på att utveckla och sprida utbildning. När organisationen stod inför att lämna sina tidigare lokaler såg man en möjlighet att skapa en arbetsmiljö som inte bara möter dagens behov, utan som aktivt stärker företagets uppdrag: att främja lärande, samarbete och innovation. Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice När Sveriges största privata järnvägsentreprenör såg behovet av en modernare arbetsmiljö ville de skapa mer än bara ett vackert kontor. Tillsammans med WeOffice utvecklade Strukton Rail en arbetsplatsstrategi som speglar företagets kultur, stödjer medarbetarna i deras arbete, stärker gemenskapen och förbereder huvudkontoret för framtidens arbetssätt. Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar När Fackförbundet ST behövde ett nytt kontor var målet tydligt – arbetsplatsen skulle spegla organisationens uppdrag och värderingar. Med hjälp av WeOffice skapades en hållbar och flexibel miljö där samarbete, kultur och trivsel står i centrum. Resultatet blev mer än bara nya lokaler: ett kontor som stärker både ST:s identitet och framtidens arbetssätt. ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Ett kontor med lärandet i väggarna – Sanoma… URL: https://sv.weoffice.eu/kundcase/arbetsplatsstrategi-for-en-larande-arbetsmiljo/ ======================================================================== - Home / Cases / Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling # Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling Arbetsplatsstrategi Dela ## Case Studie Sanoma Education is one of Sweden’s leading knowledge companies, focused on developing and sharing learning. When the organisation was preparing to leave its previous premises, it saw an opportunity to create a work environment that not only meets today’s needs, but actively strengthens its mission: to promote learning, collaboration and innovation. För att förverkliga visionen behövde Sanoma en helhetslösning: från strategi och lokalsök till hyresförhandling, design och inflyttning. Här blev WeOffice en strategisk partner som följde hela processen. Utmaningen – mer än ett nytt kontor Sanoma stod inför flera viktiga utmaningar: Ett kontor som speglar uppdraget . Lokalerna skulle underlätta kunskapsdelning, kreativt samarbete och lärande. Struktur och planering . Företaget behövde en arbetsplatsstrategi som definierade hur olika ytor bäst används för både fokusarbete och samverkan. Hållbarhet . Materialval och inredning skulle präglas av återbruk och långsiktigt tänk. Tidsramar. Förbättringarna behövde genomföras tidseffektivt, utan att kompromissa med kvalitet eller funktionalitet. Kort sagt: målet var ett framtidssäkrat kontor som kombinerar funktion, identitet och flexibilitet. ## Resan med WeOffice – från analys till färdigt kontor ### Steg 1: Arbetsplatsstrategi med evidensbaserat fokus Projektet startade med en omfattande analys baserad på ramverket Workplace Adequacy™. Genom att kartlägga verksamhetens behov, arbetsprocesser och framtida mål kunde WeOffice skapa en strategi som låg till grund för kontorets dimensionering, zonindelning och utformning av både samarbetsytor och tysta rum. Målet var en arbetsplats som både är professionell och inspirerande, och som stödjer Sanomas uppdrag att sprida kunskap. ### Steg 2: Lokalsök och hyresförhandling När strategin var på plats hjälpte WeOffice Sanoma att hitta rätt lokal och att förhandla hyresvillkoren. Den strukturerade processen säkerställde att lokalerna uppfyllde både funktionella och ekonomiska krav, vilket gav en trygg grund för den fortsatta utformningen. ### Steg 3: Hållbar design och inredning I designfasen låg fokus på långsiktighet och miljömedvetenhet. Genom återbruk av material, miljövänliga val och noggrann planering skapades en flexibel arbetsmiljö med öppna ytor, mötesrum i flera storlekar och tysta zoner. Inredningen utformades för att stödja önskade beteenden – främja samarbete, ge möjlighet till koncentrerat arbete och stimulera kreativitet – samtidigt som den speglar Sanomas värderingar. ### Steg 4: Kundens perspektiv Ingrid Ahotupa, kommerciellt ansvarig för Sanoma Sverige och kontorschef på Sanoma Utbildning. ”När vårt hyresavtal började gå ut behövde vi mer än bara en ny lokal – vi behövde en genomarbetad strategi. Tack vare stödet vi fått genom hela processen har vi skapat en miljö som verkligen stödjer vårt arbetssätt. Vi har kunnat fokusera på vårt huvuduppdrag – att sprida kunskap – istället för att felsöka lokaler eller teknik. Och vi höll dessutom vår pressade tidplan, vilket var en stor lättnad,” ## Förändringen i praktiken – en miljö för lärande Det nya kontoret kombinerar funktion, flexibilitet och identitet på ett genomtänkt sätt: Flexibilitet: Variation av öppna ytor, mötesrum i olika storlekar och tysta arbetszoner. Hållbarhet: Återbruk och miljövänliga materialval har prioriterats. Trivsel: Ljusa och moderna lokaler med sociala ytor som främjar möten och samverkan. Effektivitet: Teknik och planering som gör samarbete smidigt både fysiskt och digitalt. Kultur: Kontoret reflekterar Sanomas värderingar och stärker organisationens identitet. ## Resultatet – en arbetsplats som stärker lärande och samarbete Sanomas nya kontor är mer än en plats för arbete – det är en strategisk resurs som stödjer både verksamheten och medarbetarna. Fördelarna är tydliga: Rätt dimensionerat för verksamheten: Utformat för att möta både nuvarande och framtida behov. Diversifierat: Bra ytor för trivsel, samarbete, möte och fokus Hållbart: Miljömässigt och ekonomiskt genomtänkt. Attraktivt: Skapar trivsel, engagemang och stolthet hos medarbetarna. Helhetslösning: Från analys till inflyttning – en sammanhängande process som garanterar kvalitet. ## Röster från samarbetet ### WeOffice: ”Genom Workplace Adequacy™ Survey kunde vi på ett strukturerat sätt följa upp effekterna av den genomförda förändringen. Resultaten visar tydligt att kontoret nu är bättre dimensionerat, att medarbetarnas tillfredsställelse med de tillgängliga ytorna har ökat och att samarbetet underlättas i den nya miljön. Dessutom har den övergripande funktionaliteten förbättrats markant. Överlag visar eftermätningen att en evidensbaserad metodik för framtagning och implementering av arbetsplatsstrategi på ett träffsäkert sätt kan förbättra arbetsmiljön genom att tillgodose medarbetarnas behov.”  — Aram Seddigh, vd på WeOffice ### Sanoma Utbildning: ”Det känns fantastiskt att kunna erbjuda våra medarbetare en miljö där lärande, samarbete och produktivitet möts. Kontoret är en viktig del av vårt varumärke – och det märks i varje detalj.” — Ingrid Ahotupa, kommerciellt ansvarig för Sanoma Sverige och kontorschef på Sanoma Utbildning. ## Läs mer Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice När Sveriges största privata järnvägsentreprenör såg behovet av en modernare arbetsmiljö ville de skapa mer än bara ett vackert kontor. Tillsammans med WeOffice utvecklade Strukton Rail en arbetsplatsstrategi som speglar företagets kultur, stödjer medarbetarna i deras arbete, stärker gemenskapen och förbereder huvudkontoret för framtidens arbetssätt. Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar När Fackförbundet ST behövde ett nytt kontor var målet tydligt – arbetsplatsen skulle spegla organisationens uppdrag och värderingar. Med hjälp av WeOffice skapades en hållbar och flexibel miljö där samarbete, kultur och trivsel står i centrum. Resultatet blev mer än bara nya lokaler: ett kontor som stärker både ST:s identitet och framtidens arbetssätt. See all cases ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Från tradition till framtid – Strukton Rail… URL: https://sv.weoffice.eu/kundcase/arbetsplatsstrategi-for-flexibelt-kontor-strukton-rail/ ======================================================================== - Home / Cases / Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice # Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice Arbetsplatsstrategi Dela ## Case Studie När Sveriges största privata järnvägsentreprenör såg behovet av en modernare arbetsmiljö ville de skapa mer än bara ett vackert kontor. Tillsammans med WeOffice utvecklade Strukton Rail en arbetsplatsstrategi som speglar företagets kultur, stödjer medarbetarna i deras arbete, stärker gemenskapen och förbereder huvudkontoret för framtidens arbetssätt. ## Bakgrunden – en ledande aktör i rörelse framåt Strukton Rail AB har en central roll i att hålla Sveriges järnvägssystem i rörelse. Som en del av nederländska Strukton Groep NV planerar, bygger och underhåller de spårtrafiken i hela landet. Med hög kompetens och ett starkt ansvarstagande driver organisationen utvecklingen framåt genom innovation. När verksamheten växte blev det tydligt att det gamla huvudkontoret i Stockholm inte längre stödde de nya arbetssätten. Lokalerna var byggda för en mer traditionell kontorsvardag. Nu ville man skapa en miljö som bättre speglar kulturen, ambitionerna och framtidsinriktningen – en arbetsplats som både medarbetare och besökare känner stolthet över. ## Utmaningen – att skapa ett kontor som tillgodoser verksamhetens diversifierade behov Strukton Rail identifierade flera utvecklingsområden: • Fler fokuserade arbetsytor och tysta rum • Modern teknik för både fysiska och digitala möten • Flexibilitet för att kunna anpassa lokalerna över tid • Gemenskap och trivsel som stärker kulturen Olika avdelningar hade dessutom skilda behov – från HR:s krav på avskildhet till säkerhetsgruppens behov av omklädningsutrymmen. För att lyckas krävdes en helhetsstrategi. ## Från vision till verklighet WeOffice tog sig an uppdraget med sitt evidensbaserade ramverk Workplace Adequacy™. Tillsammans med Strukton Rail inleddes en strukturerad process där vision, medarbetarperspektiv och data lade grunden för den framtida arbetsplatsen. ### Visionen Visionen sattes gemensamt i en workshop med ledningsgruppen: Skapa en flexibel, attraktiv och trivsam miljö som inspirerar och stödjer medarbetarna –en plats som stärker gemenskapen, underlättar samarbete och ger utrymme för koncentration när det behövs. ### Processen Medarbetarnas röst var central. Genom fokusgrupper, workshopen ”Min dag på jobbet” och enkäten Workplace Adequacy Survey samlades värdefulla insikter om behov, arbetssätt och trivselfaktorer. Insikterna kombinerades med närvarodata och analyser av arbetsmönster, vilket resulterade i en tydlig, verksamhetsanpassad plan för hur kontoret skulle utformas – rätt dimensionerat, flexibelt och i linje med organisationens kultur. ### Implementeringen När strategin var på plats tog WeOffice helhetsansvar för implementeringen. Arbetet omfattade lokalsök, hyresförhandling, framtagning av inredningskoncept, projektledning av hela förändringen, kostnadsuppskattning och stöd vid upphandlingar. WeOffice säkerställde att Strukton Rails intressen bevarades gentemot hyresvärd och byggentreprenör, samtidigt som förändringsledningsinsatsen strukturerades för att medarbetarna skulle vara delaktiga och väl förberedda. På så sätt omsattes visionen och strategin i praktiken, med WeOffice som projektledare genom hela processen. ## Förändringen i praktiken – en arbetsplats för alla behov När strategin och implementeringen tog form blev det tydligt att huvudkontoret skulle byggas upp kring zoner som ger tydlighet och valfrihet: • Gröna zoner – öppna ytor för interaktion, digitala möten och spontana samtal • Orange zoner – lugnare arbetsytor med kortare interaktioner • Röda zoner – helt tysta zoner för koncentration och sekretess Lokalerna utrustades med ergonomiska möbler, höj- och sänkbara bord, dubbla skärmar och modern mötesteknik. Mindre rum med ljudisolering möjliggör ostörda digitala möten, och en studio skapades för film- och ljudproduktion. Trivsel och hållbarhet var viktiga pusselbitar. Generösa fikaytor främjar sociala möten, och duschar samt omklädningsrum underlättar för cyklister och fältpersonal. Grönska, närhet till kollektivtrafik och en genomtänkt förvaringsstruktur skapar en helhet som både är praktisk och trivsam. ## Resultatet – en framtidssäkrad arbetsplats Strukton Rails nya kontor är mer än bara en fysisk miljö. Det är en flexibel, hållbar och representativ plattform för hela organisationen – en plats som förenar företagets tradition med framtidens arbetssätt. ### Fördelarna är tydliga: · Rätt dimensionerat – Kontoret är utformat utifrån en vanlig arbetsdag när många är på plats, så det varken är över- eller underdimensionerat. · Flexibelt – Kan hantera kommande organisationsförändringar utan dyra ombyggnationer. · Attraktivt – En plats där människor vill vara. · Representativt – Stärker Strukton Rails varumärke. · Hållbart – Främjar både hälsa och resurseffektivitet. ## Röster från samarbetet Strukton Rail visade mod genom att tänka långsiktigt och involvera hela organisationen i förändringsprocessen. Med vårt evidensbaserade arbetssätt kunde vi förankra besluten både i fakta och i medarbetarnas verklighet. Tillsammans skapade vi inte bara nya lokaler – vi skapade en arbetsplats som stärker kulturen och banar väg för framtidens sätt att arbeta, säger Aram Seddigh, VD och certifierad arbetsplatsstrateg på WeOffice. Det nya kontoret har blivit en harmonisk och kreativ plats där olika arbetssätt och behov har tagits tillvara. Det är också väldigt vackert inrett där det enkla och avskalade genomsyrar mötesrum, arbetsytor och matsal, men utan att förlora det viktigaste – bolaget själ, säger Cecilia Romare, Kommunikationschef på Strukton Rail ## Läs mer Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling Sanoma Utbildning är ett av Sveriges ledande kunskapsföretag, med fokus på att utveckla och sprida utbildning. När organisationen stod inför att lämna sina tidigare lokaler såg man en möjlighet att skapa en arbetsmiljö som inte bara möter dagens behov, utan som aktivt stärker företagets uppdrag: att främja lärande, samarbete och innovation. Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar När Fackförbundet ST behövde ett nytt kontor var målet tydligt – arbetsplatsen skulle spegla organisationens uppdrag och värderingar. Med hjälp av WeOffice skapades en hållbar och flexibel miljö där samarbete, kultur och trivsel står i centrum. Resultatet blev mer än bara nya lokaler: ett kontor som stärker både ST:s identitet och framtidens arbetssätt. See all cases ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Mer än en arbetsplats – så skapade… URL: https://sv.weoffice.eu/kundcase/sa-skapade-fackforbundet-st-ett-kontor-som-speglar-deras-varderingar/ ======================================================================== - Home / Cases / Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar # Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar Arbetsplatsstrategi Dela ## Case Studie När Fackförbundet ST behövde ett nytt kontor var målet tydligt – arbetsplatsen skulle spegla organisationens uppdrag och värderingar. Med hjälp av WeOffice skapades en hållbar och flexibel miljö där samarbete, kultur och trivsel står i centrum. Resultatet blev mer än bara nya lokaler: ett kontor som stärker både ST:s identitet och framtidens arbetssätt. ### Bakgrunden – när kontoret behövde spegla uppdraget Fackförbundet ST is Sweden’s largest trade union for employees working within the public sector. With a central role in improving working conditions and representing its members, ST wanted its own workplace to set an example: an environment that reflected its values and supported how the organisation works. Det gamla kontoret hade dock begränsningar – fasta strukturer, låg flexibilitet och en miljö som inte riktigt stödde samarbete, kultur och framtidens behov. ST ville skapa en arbetsplats som fungerade som en motor för engagemang, effektivitet och hållbarhet. Här kom WeOffice in i bilden. ### Utmaningen – mer än bara lokaler ST stod inför flera utmaningar: - En arbetsplats som matchar uppdraget. Kontoret skulle spegla organisationens fokus på arbetsmiljö, samverkan och delaktighet. - En helhetslösning. Förbundet behövde stöd genom hela processen – från strategi till bygg, inredning och inflyttning. - Hållbarhet i praktiken. Återbruk och resurseffektivitet skulle vara centrala delar. - Kultur och delaktighet. Kontoret skulle skapa stolthet och gemenskap – inte bara fungera som en arbetsplats. Kort sagt: det behövdes en hel strategi, inte bara en ny planlösning ## Resan med WeOffice – från strategi till färdigt kontor ### Steg 1: Arbetsplatsstrategin Resan började med en grundlig arbetsplatsstrategi. Tillsammans kartlades ST:s behov, värderingar och processer. Målet var tydligt: ett kontor som är flexibelt, hållbart och kulturellt förankrat. ### Steg 2: Bygg och upphandling WeOffice stöttade ST genom hela byggprocessen – från upphandling av entreprenörer till projektledning och kvalitetssäkring. En tydlig plan höll ihop alla delar och minimerade riskerna för överraskningar längs vägen. ### Steg 3: Hållbar design Arkitekten och arbetsplatsstrategen Sven och de övriga i teamet på WeOffice fokuserade på återbruk och smarta lösningar: väggar, möbler och IT-lösningar fick nytt liv. Resultatet blev både en miljövinst och en dynamisk arbetsmiljö där nytt och gammalt kombineras för att skapa något inspirerande. - A workplace aligned with the mission: The office needed to reflect the organisation’s focus on a healthy work environment, collaboration and participation. - A complete end-to-end solution: Support was needed throughout the process – from strategy to build, interior design and move-in. - Sustainability in practice: Reuse and resource efficiency had to be central principles. - Culture and involvement: The new office should build pride and a sense of belonging – not just provide desks. Steg 4: Kundens röst Linda Nyström, biträdande kanslichef för verksamhetsledning och HR som var en av projektets huvudpersoner på ST, hon beskriver upplevelsen såhär: ”Det bästa med den här processen är att vi fått hjälp från början till slut. Allt från strategi och layout till bygg och inredning har hållit ihop på ett smidigt sätt – och det märks i slutresultatet. Vi kunde dessutom hålla både tidplan och budget. Det känns verkligen att vi har fått ett kontor som är anpassat efter våra behov och vår kultur.” ## Förändringen i praktiken – ett kontor för framtiden - Flexibilitet: Olika typer av arbetsytor – från kreativa rum och bibliotek till öppna landskap och flexibla arbetsrum och samarbetsrum. - Trivsel: Sociala ytor, pentry och en välkomnande atmosfär. - Samarbete: Rum och teknik för både fysiska och digitala möten. - Kultur: En miljö som stärker ST:s identitet och stolthet. ## Resultatet – mer än bara ett kontor ST:s nya kontor är mer än en arbetsplats. Det är en miljö som stärker både organisationens kultur och dess uppdrag. Fördelarna är tydliga: - Rätt dimensionerat – optimerat för dagens och morgondagens behov. - Hållbart – både miljömässigt och ekonomiskt. - Attraktivt – en plats som medarbetarna trivs i och är stolta över. - Helhetslösning – från strategi till färdigt kontor. Som Linda sammanfattar: ”Vi jobbade som partners snarare än kund och leverantör. Det borgade för att det blev så bra – och en stor skillnad jämfört med förra gången.” ### Röster från samarbetet #### WeOffice: ”Att få följa ST hela vägen – från strategi till färdigt kontor – har varit en fantastisk resa. Vi är stolta över att ha fått bidra till en arbetsmiljö som verkligen speglar deras uppdrag och värderingar.” #### Fackförbundet ST: ”Kontoret är mer än en arbetsplats. Det är en symbol för vårt uppdrag – att skapa bättre villkor för människor i arbetslivet. Och det känns i varje del av miljön.” ## Läs mer Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling Sanoma Utbildning är ett av Sveriges ledande kunskapsföretag, med fokus på att utveckla och sprida utbildning. När organisationen stod inför att lämna sina tidigare lokaler såg man en möjlighet att skapa en arbetsmiljö som inte bara möter dagens behov, utan som aktivt stärker företagets uppdrag: att främja lärande, samarbete och innovation. Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice När Sveriges största privata järnvägsentreprenör såg behovet av en modernare arbetsmiljö ville de skapa mer än bara ett vackert kontor. Tillsammans med WeOffice utvecklade Strukton Rail en arbetsplatsstrategi som speglar företagets kultur, stödjer medarbetarna i deras arbete, stärker gemenskapen och förbereder huvudkontoret för framtidens arbetssätt. See all cases ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Arbetsplatsstrategi och kontorsförändring URL: https://sv.weoffice.eu/ ======================================================================== # Arbetsplatser som fungerar i praktiken Från arbetsplatsanalys och arbetsplatsstrategi till genomförande. Vi hjälper organisationer att skapa arbetsplatser som är i linje med deras mål, människor och arbetssätt. - års erfarenhet - Evidensbaserat - Beprövat ramverk och metodik Strategi och beslutsunderlag Förstå nuläge, behov och vägval innan ni förändrar kontor, lokaler eller arbetssätt. Genomförande och förankring Gå från beslut till fungerande arbetsplats med projektledning, förändringsledning och uppföljning. Kurser i arbetsplatsstrategi Utbildning för dig som leder kontorsförändring – diplomkurser, e-kurser, certifiering och företagsanpassade upplägg. ## Strategi och beslutsunderlag Analys och beslutsunderlag som gör förändringar av arbetsplatsen och arbetssättet tryggare, tydligare och lättare att förankra. - Översikt - Behovsanalys och beslutsunderlag - Närvaro, beläggning och dimensionering - Enkäter och medarbetarinsikter - Kontorsstrategi och lokalstrategi Strategi och beslutsunderlag Arbetsplatsstrategi Dimensionering Medarbetarinsikter Kontorsstrategi - Lyckade förändringar - Hållbar förändring När kontoret, lokalerna eller arbetssättet ska förändras behöver ni först förstå vad arbetsplatsen ska åstadkomma. Vi hjälper er att sätta mål för förändringen, analysera nuläget och tydliggöra verksamhetens behov. Utifrån era förutsättningar tar vi fram ett beslutsunderlag som är förankrat i er vision och möjligt att genomföra i praktiken. Resultatet blir en tydligare bild av vilka vägval som är rimliga, vilka risker som behöver hanteras och vilka beslut som bör fattas innan ni investerar i lokaler, ombyggnation eller andra större förändringar. Vi hjälper er att förstå nuläge, behov och möjliga vägval innan beslut fattas om kontor, arbetssätt eller förändring. Behovsanalysen kombinerar verksamhetsmål, medarbetarinsikter, arbetsmönster och praktiska förutsättningar. Underlaget kan användas för arbetsplatsstrategi, lokalbeslut, ombyggnad, förändringsledning eller fortsatt analys. Målet är att skapa ett beslutsunderlag som både ledning och projektgrupp kan agera på. Närvarodata och beläggningsanalys visar hur kontoret används över tid, inte bara hur det ser ut under en enskild dag. Vi analyserar variation, toppar, arbetsmönster och funktionella behov för att ge en mer träffsäker bild av kapacitet och ytmix. Underlaget hjälper er att dimensionera kontoret utifrån data och verklig användning, oavsett om frågan gäller antal arbetsplatser, stödfunktioner, mötesrum, zoner eller framtida flexibilitet. Medarbetarinsikter visar vad olika grupper behöver för att arbetet ska fungera, vad som skapar friktion och vilka frågor som behöver prioriteras. Vi använder enkäter, workshops och dialog för att koppla upplevelser till arbete, plats, funktion och förändring. Insikterna kan användas i nulägesanalys, arbetsplatsstrategi, förändringsledning och uppföljning. De gör det lättare att förstå både gemensamma mönster och viktiga skillnader mellan roller, team och arbetssätt. Kontorsstrategi och lokalstrategi omsätter analysen till riktning, principer och krav. Vi hjälper er att tydliggöra vilken roll kontoret ska ha, vilka funktioner som behövs och hur lokalerna bör stödja verksamheten över tid. Strategin kan användas som kravprofil inför lokalsökning, underlag för ombyggnad eller stöd för ledningens beslut om yta, flexibilitet, arbetssätt och framtida kontorsutveckling. Strategi och beslutsunderlag ## Genomförande och förankring Stöd som håller ihop lokalval, projekt, koncept, kommunikation och justeringar efter inflytt. - Översikt - Projektledning och förändringsledning - Lokalsökning och hyresförhandling - Inredningskoncept - Uppföljning och justeringsunderlag Genomförande och förankring Projekt- och förändringsledning Lokalsökning Inredningskoncept Uppföljning - Förankrad förändring - Samordnat genomförande När riktningen är beslutad behöver arbetet hållas ihop i praktiken. Vi hjälper er att omsätta strategin i genomförbara beslut, tydliga processer och en arbetsplats som fungerar över tid. Det kan handla om projektledning, förändringsledning, kommunikation, lokalsökning, hyresförhandling, inredningskoncept och uppföljning efter inflytt. Vårt fokus är att skapa framdrift utan att tappa förankringen. Genom att koppla samman beslut, tidplan, leverantörer, chefer och medarbetare hjälper vi er att gå från strategi till fungerande arbetsplats. Vi hjälper er att gå från arbetsplatsstrategi till genomförande med tydlig styrning, framdrift och förankring. Uppdraget kan omfatta projektplan, budget, beslutspunkter, kommunikation, leverantörsdialog och stöd till chefer. Förändringsledningen skapar bättre förutsättningar för medarbetare och verksamhet att förstå, bidra till och börja använda den nya arbetsplatsen. Det minskar risken att projektet blir en lokalfråga i stället för en fungerande verksamhetsförändring. Vi fungerar som hyresgästrådgivare med arbetsplatsstrategisk grund. Det innebär att lokalsökningen utgår från kravprofil, arbetssätt, ytmix och framtida behov – inte bara från tillgängliga objekt. I hyresförhandlingen hjälper vi er att jämföra alternativ, bedöma lokalens potential och stärka ert beslutsunderlag inför förhandling, anpassning och lokalbeslut. Vi tar fram inredningskoncept som förenar funktion, identitet och arbetssätt. Konceptet översätter arbetsplatsstrategin till rum, zoner, funktioner, material, möblering och användningsprinciper. Resultatet blir ett tydligt besluts- och genomförandeunderlag för projektgrupp, arkitekt, inredningsarkitekt, fastighetsägare och leverantörer. Efter inflytt visar vardagen hur kontoret fungerar i praktiken. Vi följer upp användning, upplevelse, arbetsmönster och friktionspunkter för att se vad som fungerar och vad som behöver justeras. Uppföljningen blir ett prioriterat justeringsunderlag för ledning, projektgrupp och verksamhet. Den kan göras som en tidig första avstämning eller som en djupare uppföljning när organisationen har hunnit använda kontoret över tid. Genomförande och förankring ## Kurser i arbetsplatsstrategi Utbildning som ger dig en metodik för arbetsplatsstrategi med Workplace Adequacy™ – från behovsanalys till genomförbar strategi. - Översikt - Certifiera dig till arbetsplatsstrateg - E-kurs i arbetsplatsstrategi - Företagsanpassad utbildning i arbetsplatsstrategi Kurser i arbetsplatsstrategi Läs mer om utbildningen Läs mer om e-kursen Läs mer om den företagsanpassade utbildning - Bygger på evidens, metodik och praktisk erfarenhet - Lär dig och använd i dina projekt Utbildningen ger dig en fördjupning i Workplace Adequacy™ och hur ramverket kan användas som grund för en träffsäker arbetsplatsstrategi. Du får en tydlig bild av vad arbetsplatsstrategi är, vad den bör innehålla och hur du tar fram en strategi som möter medarbetarnas behov och ligger i linje med verksamhetens förutsättningar. Vi går igenom metoder och arbetssätt som gör det enklare att samla in insikter, skapa samsyn och omsätta analys till ett praktiskt beslutsunderlag. Du får också exempel på hur verktyg kan användas för att underlätta framtagningen av en arbetsplatsstrategi – från struktur och involvering till tydliga prioriteringar. För dig som vill gå vidare till certifiering ger examinationen ett kvitto på att du behärskar Workplace Adequacy™-ramverket och kan arbeta som certifierad arbetsplatsstrateg enligt metoden. Du kan välja det upplägg som passar dig bäst: diplomkurs, e-kurs, certifiering eller företagsanpassad utbildning. Utbildningen genomförs fysiskt under två dagar och erbjuds återkommande, vanligtvis i Stockholm. Vi arbetar i små grupper med begränsat antal platser, vilket skapar utrymme för dialog, reflektion och fördjupning. Under utbildningsdagarna går vi igenom Workplace Adequacy™ och hur ramverket kan användas för att ta fram en arbetsplatsstrategi som möter medarbetarnas behov och ligger i linje med verksamhetens förutsättningar. Utbildningen är praktiskt upplagd och ger utrymme för diskussioner om deltagarnas egna situationer och pågående case. Du får med dig metoder, arbetssätt och exempel på hur verktyg kan användas för att underlätta arbetet med arbetsplatsstrategi – från insamling av insikter till struktur, prioriteringar och beslutsunderlag. Efter utbildningen kan du genomföra en digital examination. Vid godkänt resultat blir du certifierad i Workplace Adequacy™ och kan arbeta som certifierad arbetsplatsstrateg enligt metoden. E-kursen genomförs digitalt via vår utbildningsplattform workplacestrategist.eu och du går den i din egen takt. Du får tillgång till texter, förinspelade videor, kunskapstest och reflektionsfrågor. E-kursen består av två delar: en kurs om arbetsplatsstrategi och en kurs om projekt och genomförande. Efter genomförd utbildning kan du gå vidare till examinationen och, vid godkänt resultat, bli certifierad arbetsplatsstrateg. Vi erbjuder utbildningen till arbetsplatsstrateg som ett företagsanpassat upplägg för organisationer som vill stärka kompetensen internt. Utbildningen anpassas efter era förutsättningar, roller och aktuella behov, och kan kopplas till era pågående projekt. Det skapar utrymme för gemensamma diskussioner, praktisk tillämpning och exempel från den egna verksamheten. För den som genomför examinationen innebär certifieringen ett kvitto på att personen behärskar Workplace Adequacy™-ramverket och kan arbeta som certifierad arbetsplatsstrateg enligt metoden. Kurser ## Betrodd av ledande varumärken ## Fem principer för verksamhetsanpassade arbetsplatser Det finns många åsikter om kontor och arbetssätt. Workplace Adequacy™-ramverket samlar fem principer som hjälper er att fatta beslut som håller över tid – oavsett om ni utvecklar en traditionell arbetsplats, ett hybridkontor eller ett aktivitetsbaserat arbetssätt. Dimensionera rätt Att dimensionera arbetsplatsen utifrån hur den faktiskt används minskar både trängsel och tomma ytor. När det är lätt att hitta rätt miljö för rätt aktivitet blir vardagen smidigare. Ett bättre anpassat upplägg kan även ge tydligare beslut kring yta och kostnader. Diversifiera Olika uppgifter kräver olika miljöer. Genom att kombinera flera typer av ytor – för fokus, möten, samarbete och informellt arbete – ökar chansen att kontoret används som tänkt. Målet är en mix som utgår från medarbetarnas behov och verksamhetens arbetssätt. Underlätta samarbete Samarbete uppstår sällan av sig självt. Arbetsplatsen behöver stödja det med rätt ytor, tydliga strukturer och enkla sätt att samordna sig. Den fysiska miljön kan skapa förutsättningar, medan riktlinjer och vanor hjälper samarbetet att fungera i praktiken. Ökad användbarhet Människor väljer ofta det som är enklast. När viktiga ytor är lätta att hitta, förstå och använda ökar chansen att arbetsplatsen stödjer önskade beteenden. Små hinder i flöden, tillgång eller tydlighet kan annars göra att bra ytor inte används. Insikt genom delaktighet Delaktighet skapar både bättre beslutsunderlag och starkare förankring. Genom att involvera rätt personer på rätt nivå får ni insikter om behov och arbetssätt – samtidigt som fler förstår riktningen och kan bidra till att förändringen fungerar i vardagen. Ramverket Workplace Adequacy™ ## Resultat i verkligheten Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling Sanoma Utbildning är ett av Sveriges ledande kunskapsföretag, med fokus på att utveckla och sprida utbildning. När organisationen stod inför att lämna sina tidigare lokaler såg man en möjlighet att skapa en arbetsmiljö som inte bara möter dagens behov, utan som aktivt stärker företagets uppdrag: att främja lärande, samarbete och innovation. Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar När Fackförbundet ST behövde ett nytt kontor var målet tydligt – arbetsplatsen skulle spegla organisationens uppdrag och värderingar. Med hjälp av WeOffice skapades en hållbar och flexibel miljö där samarbete, kultur och trivsel står i centrum. Resultatet blev mer än bara nya lokaler: ett kontor som stärker både ST:s identitet och framtidens arbetssätt. Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice När Sveriges största privata järnvägsentreprenör såg behovet av en modernare arbetsmiljö ville de skapa mer än bara ett vackert kontor. Tillsammans med WeOffice utvecklade Strukton Rail en arbetsplatsstrategi som speglar företagets kultur, stödjer medarbetarna i deras arbete, stärker gemenskapen och förbereder huvudkontoret för framtidens arbetssätt. Läs alla fall ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Behovsanalys och arbetsplatsstrategi för kontor URL: https://sv.weoffice.eu/arbetsplatsstrategi/ ======================================================================== - Home / Behovsanalys, arbetsplatsstrategi och beslutsunderlag # Behovsanalys, arbetsplatsstrategi och beslutsunderlag Behovsanalys, arbetsplatsstrategi och beslutsunderlag ## Fatta rätt beslut innan ni förändrar kontoret. Vi hjälper organisationer att förstå nuläge, behov och vägval innan beslut fattas om kontor, arbetssätt, lokaler eller förändring. Genom att kombinera verksamhetsmål, medarbetarinsikter, närvarodata, arbetsmönster och genomförbarhet tar vi fram ett underlag som visar vad arbetsplatsen behöver stödja och vilka nästa steg som är mest rimliga. Den här sidan är rätt startpunkt när ni ännu inte vet om nästa steg är lokalsökning, ombyggnad, omförhandling, förändringsledning eller uppföljning. Boka ett första vägvalssamtal Se hur vi använder medarbetarinsikter Vi börjar med att förstå vad arbetsplatsen behöver åstadkomma. Därefter analyserar vi vilka vägval som finns och vilket beslut som är mest rimligt innan ni investerar i lokaler, ombyggnad eller förändring. Vanliga situationer ## När behövs en behovsanalys och arbetsplatsstrategi? Den här tjänsten passar när ni vet att något behöver förändras, men behöver avgöra om nästa steg är ny strategi, ombyggnad, mindre yta, lokalsökning, förändringsledning eller uppföljning. Lokalbeslut ### Ni står inför flytt, omförhandling eller ombyggnad Innan stora beslut fattas behöver ni förstå nuläge, behov, risker och konsekvenser. Arbetssätt ### Kontoret stödjer inte längre arbetet Arbetsplatsen kan ha blivit fel dimensionerad, mindre väl utformad eller otydlig i relation till hur arbetet faktiskt sker. Hybridarbete ### Hybridarbete har skapat nya behov Närvaro, möten, fokusarbete och samarbete behöver förstås innan ni beslutar om yta och funktioner. Styrning ### Ledningen behöver beslutsunderlag Beslut om kontor, kostnad och förändring behöver kunna förklaras med analys, data och tydliga vägval. Prioritering ### Ni behöver prioritera mellan flera insatser Alla problem kräver inte samma lösning. Analysen visar vad som bör göras först och varför. Risk ### Ni vill minska risk inför investering En behovsanalys minskar risken att investera i fel ytor, fel koncept eller förändringsinsatser som inte löser rätt problem. Typiska beslut ## Typiska beslut vi hjälper er att fatta Behovsanalysen ska göra det lättare att välja rätt väg framåt innan ni binder tid, budget eller organisation vid en viss lösning. ### Ska vi stanna, flytta eller omförhandla? Vi jämför alternativen utifrån verksamhetens behov, kostnad, risk, flexibilitet och genomförbarhet. ### Behöver vi minska, bygga om eller förändra ytmixen? Vi visar vilka funktioner och ytor som bör prioriteras innan ni beslutar om ny storlek eller ny utformning. ### Vilka arbetssätt och funktioner ska kontoret stödja? Analysen tydliggör vilka aktiviteter, grupper och behov som arbetsplatsen behöver bära i vardagen. ### Vilka insatser bör prioriteras först? Ni får ett tydligt vägval och nästa steg för strategi, lokalsökning, dimensionering, förändringsledning eller uppföljning. Begrepp och gränsdragning ## Skillnaden mellan behovsanalys, arbetsplatsstrategi och beslutsunderlag De tre delarna hänger ihop, men fyller olika funktioner. Tillsammans gör de det lättare att gå från osäkerhet till ett genomförbart beslut. ### Behovsanalys Kartlägger nuläge, mål, arbetssätt, medarbetarbehov, data och organisatoriska förutsättningar. ### Arbetsplatsstrategi Formulerar principer och riktning för hur arbetsplatsen ska stödja verksamheten, människorna och arbetssätten framåt. ### Beslutsunderlag Översätter analys och strategi till rekommendationer, vägval, konsekvenser, risker och nästa steg. Process ## Från nuläge till tydligt vägval Processen anpassas efter beslutet ni behöver fatta. Ibland räcker ett avgränsat beslutsunderlag. I andra fall behövs en bredare arbetsplatsstrategi som håller ihop analys, riktning och genomförande. - 1 ### Syfte och beslut Vi tydliggör vilka beslut strategiarbetet ska stödja och vilka frågor som måste besvaras. - 2 ### Nulägesanalys Vi analyserar hur kontoret, arbetssätten och organisationens vardag fungerar idag. - 3 ### Datainsamling Underlaget kan omfatta medarbetarinsikter, närvarodata, beläggning, intervjuer, workshops, observationer eller befintliga data. - 4 ### Behov och målbild Vi identifierar vad arbetsplatsen behöver stödja och vad som behöver förändras för att nå verksamhetens mål. - 5 ### Strategiska principer Vi formulerar principer för arbetssätt, yta, funktioner, närvaro, samarbete, fokus, teknik och förändring. - 6 ### Scenarier och konsekvenser Vi jämför möjliga vägval: stanna, flytta, minska, bygga om, omförhandla, ändra arbetssätt eller kombinera flera insatser. - 7 ### Rekommendation och handlingsplan Ledning och projektgrupp får ett tydligt beslutsunderlag med rekommendation, risker och nästa steg. Vad får ni konkret? ## Leveranser som gör strategin användbar En arbetsplatsstrategi ska gå att använda i beslut, prioritering och genomförande. Därför sammanfattar vi analysen i tydliga rekommendationer, vägval och nästa steg. ### Nulägesbild En tydlig sammanställning av vad som fungerar, vad som skapar friktion och vilka frågor som behöver lösas. ### Behovsanalys Analys av verksamhetsmål, arbetssätt, medarbetarbehov, närvaro, yta och organisatoriska förutsättningar. ### Målbild och principer Riktning för hur arbetsplatsen ska stödja arbete, samarbete, fokus, kultur och förändring framåt. ### Scenariojämförelse Jämförelse av möjliga vägval, till exempel stanna, flytta, minska yta, bygga om eller förändra arbetssätt. ### Rekommendation Tydlig rekommendation med konsekvenser, risker och prioriterade insatser. ### Handlingsplan Nästa steg för lokalsökning, lokalstrategi, inredningskoncept, förändringsledning eller uppföljning. Användning ## Vad kan beslutsunderlaget användas till? Beslutsunderlaget ska göra nästa steg tydligt. Det kan användas för att förankra beslut, prioritera insatser och koppla strategi till praktiskt genomförande. Arbetsplatsstrategi eller arbetsplatskoncept Kontorsstrategi och lokalstrategi Dimensionering av kontor Lokalsökning och hyresförhandling Inredningskoncept Förändringsledning och genomförande Medarbetarinsikter och enkäter Uppföljning efter inflyttning Vårt arbetssätt ## Evidens, verksamhetsförståelse och genomförbarhet Vårt arbetssätt kombinerar data, psykologi, medarbetarinsikter och praktisk erfarenhet av kontorsförändringar. Målet är att ge ledning och projektgrupp ett underlag som gör det lättare att fatta, förklara och genomföra välgrundade beslut. Därför kopplar vi analysen till nästa steg: strategi, lokalbeslut, dimensionering, inredningskoncept, förändringsledning eller uppföljning. FAQ ## Vanliga frågor om behovsanalys och arbetsplatsstrategi Vad är en behovsanalys för kontor? En behovsanalys för kontor kartlägger nuläge, verksamhetsmål, arbetssätt, medarbetarbehov, ytanvändning och organisatoriska förutsättningar. Syftet är att förstå vad arbetsplatsen behöver stödja innan beslut fattas om kontor, lokaler eller förändring. Vad är en arbetsplatsstrategi? En arbetsplatsstrategi beskriver hur arbetsplatsen ska stödja organisationens mål, arbetssätt, samarbete, fokusarbete, kultur och förändring över tid. När behöver man ta fram en arbetsplatsstrategi? Det är särskilt relevant inför flytt, ombyggnad, omförhandling, hybridarbete, aktivitetsbaserat arbetssätt, tillväxt, minskning eller när ledningen behöver ett tydligt beslutsunderlag. Vad bör ett beslutsunderlag för kontorsförändring innehålla? Ett beslutsunderlag bör innehålla nulägesbild, behov, målbild, analys av data och insikter, scenarier, risker, konsekvenser, rekommendation och handlingsplan. Hur skiljer sig arbetsplatsstrategi från lokalstrategi? Arbetsplatsstrategi handlar om hur arbetsplatsen ska stödja arbetet och organisationen. Lokalstrategi omsätter detta till beslut om yta, läge, lokaler, kostnader, flexibilitet och långsiktig lokalförsörjning. Nästa steg ## Vill ni veta var ni bör börja? Vi kan hjälpa er att avgöra vilket underlag som krävs, vilka frågor som behöver besvaras och vilket nästa steg som är mest rimligt för er arbetsplats. Boka ett första vägvalssamtal ======================================================================== # Behovsanalys och arbetsplatsstrategi för kontor URL: https://sv.weoffice.eu/arbetsplatsstrategi/framtagning-av-arbetsplatsstrategi/ ======================================================================== - Home / Behovsanalys, arbetsplatsstrategi och beslutsunderlag # Behovsanalys, arbetsplatsstrategi och beslutsunderlag Behovsanalys, arbetsplatsstrategi och beslutsunderlag ## Fatta rätt beslut innan ni förändrar kontoret. Vi hjälper organisationer att förstå nuläge, behov och vägval innan beslut fattas om kontor, arbetssätt, lokaler eller förändring. Genom att kombinera verksamhetsmål, medarbetarinsikter, närvarodata, arbetsmönster och genomförbarhet tar vi fram ett underlag som visar vad arbetsplatsen behöver stödja och vilka nästa steg som är mest rimliga. Den här sidan är rätt startpunkt när ni ännu inte vet om nästa steg är lokalsökning, ombyggnad, omförhandling, förändringsledning eller uppföljning. Boka ett första vägvalssamtal Se hur vi använder medarbetarinsikter Vi börjar med att förstå vad arbetsplatsen behöver åstadkomma. Därefter analyserar vi vilka vägval som finns och vilket beslut som är mest rimligt innan ni investerar i lokaler, ombyggnad eller förändring. Vanliga situationer ## När behövs en behovsanalys och arbetsplatsstrategi? Den här tjänsten passar när ni vet att något behöver förändras, men behöver avgöra om nästa steg är ny strategi, ombyggnad, mindre yta, lokalsökning, förändringsledning eller uppföljning. Lokalbeslut ### Ni står inför flytt, omförhandling eller ombyggnad Innan stora beslut fattas behöver ni förstå nuläge, behov, risker och konsekvenser. Arbetssätt ### Kontoret stödjer inte längre arbetet Arbetsplatsen kan ha blivit fel dimensionerad, mindre väl utformad eller otydlig i relation till hur arbetet faktiskt sker. Hybridarbete ### Hybridarbete har skapat nya behov Närvaro, möten, fokusarbete och samarbete behöver förstås innan ni beslutar om yta och funktioner. Styrning ### Ledningen behöver beslutsunderlag Beslut om kontor, kostnad och förändring behöver kunna förklaras med analys, data och tydliga vägval. Prioritering ### Ni behöver prioritera mellan flera insatser Alla problem kräver inte samma lösning. Analysen visar vad som bör göras först och varför. Risk ### Ni vill minska risk inför investering En behovsanalys minskar risken att investera i fel ytor, fel koncept eller förändringsinsatser som inte löser rätt problem. Typiska beslut ## Typiska beslut vi hjälper er att fatta Behovsanalysen ska göra det lättare att välja rätt väg framåt innan ni binder tid, budget eller organisation vid en viss lösning. ### Ska vi stanna, flytta eller omförhandla? Vi jämför alternativen utifrån verksamhetens behov, kostnad, risk, flexibilitet och genomförbarhet. ### Behöver vi minska, bygga om eller förändra ytmixen? Vi visar vilka funktioner och ytor som bör prioriteras innan ni beslutar om ny storlek eller ny utformning. ### Vilka arbetssätt och funktioner ska kontoret stödja? Analysen tydliggör vilka aktiviteter, grupper och behov som arbetsplatsen behöver bära i vardagen. ### Vilka insatser bör prioriteras först? Ni får ett tydligt vägval och nästa steg för strategi, lokalsökning, dimensionering, förändringsledning eller uppföljning. Begrepp och gränsdragning ## Skillnaden mellan behovsanalys, arbetsplatsstrategi och beslutsunderlag De tre delarna hänger ihop, men fyller olika funktioner. Tillsammans gör de det lättare att gå från osäkerhet till ett genomförbart beslut. ### Behovsanalys Kartlägger nuläge, mål, arbetssätt, medarbetarbehov, data och organisatoriska förutsättningar. ### Arbetsplatsstrategi Formulerar principer och riktning för hur arbetsplatsen ska stödja verksamheten, människorna och arbetssätten framåt. ### Beslutsunderlag Översätter analys och strategi till rekommendationer, vägval, konsekvenser, risker och nästa steg. Process ## Från nuläge till tydligt vägval Processen anpassas efter beslutet ni behöver fatta. Ibland räcker ett avgränsat beslutsunderlag. I andra fall behövs en bredare arbetsplatsstrategi som håller ihop analys, riktning och genomförande. - 1 ### Syfte och beslut Vi tydliggör vilka beslut strategiarbetet ska stödja och vilka frågor som måste besvaras. - 2 ### Nulägesanalys Vi analyserar hur kontoret, arbetssätten och organisationens vardag fungerar idag. - 3 ### Datainsamling Underlaget kan omfatta medarbetarinsikter, närvarodata, beläggning, intervjuer, workshops, observationer eller befintliga data. - 4 ### Behov och målbild Vi identifierar vad arbetsplatsen behöver stödja och vad som behöver förändras för att nå verksamhetens mål. - 5 ### Strategiska principer Vi formulerar principer för arbetssätt, yta, funktioner, närvaro, samarbete, fokus, teknik och förändring. - 6 ### Scenarier och konsekvenser Vi jämför möjliga vägval: stanna, flytta, minska, bygga om, omförhandla, ändra arbetssätt eller kombinera flera insatser. - 7 ### Rekommendation och handlingsplan Ledning och projektgrupp får ett tydligt beslutsunderlag med rekommendation, risker och nästa steg. Vad får ni konkret? ## Leveranser som gör strategin användbar En arbetsplatsstrategi ska gå att använda i beslut, prioritering och genomförande. Därför sammanfattar vi analysen i tydliga rekommendationer, vägval och nästa steg. ### Nulägesbild En tydlig sammanställning av vad som fungerar, vad som skapar friktion och vilka frågor som behöver lösas. ### Behovsanalys Analys av verksamhetsmål, arbetssätt, medarbetarbehov, närvaro, yta och organisatoriska förutsättningar. ### Målbild och principer Riktning för hur arbetsplatsen ska stödja arbete, samarbete, fokus, kultur och förändring framåt. ### Scenariojämförelse Jämförelse av möjliga vägval, till exempel stanna, flytta, minska yta, bygga om eller förändra arbetssätt. ### Rekommendation Tydlig rekommendation med konsekvenser, risker och prioriterade insatser. ### Handlingsplan Nästa steg för lokalsökning, lokalstrategi, inredningskoncept, förändringsledning eller uppföljning. Användning ## Vad kan beslutsunderlaget användas till? Beslutsunderlaget ska göra nästa steg tydligt. Det kan användas för att förankra beslut, prioritera insatser och koppla strategi till praktiskt genomförande. Arbetsplatsstrategi eller arbetsplatskoncept Kontorsstrategi och lokalstrategi Dimensionering av kontor Lokalsökning och hyresförhandling Inredningskoncept Förändringsledning och genomförande Medarbetarinsikter och enkäter Uppföljning efter inflyttning Vårt arbetssätt ## Evidens, verksamhetsförståelse och genomförbarhet Vårt arbetssätt kombinerar data, psykologi, medarbetarinsikter och praktisk erfarenhet av kontorsförändringar. Målet är att ge ledning och projektgrupp ett underlag som gör det lättare att fatta, förklara och genomföra välgrundade beslut. Därför kopplar vi analysen till nästa steg: strategi, lokalbeslut, dimensionering, inredningskoncept, förändringsledning eller uppföljning. FAQ ## Vanliga frågor om behovsanalys och arbetsplatsstrategi Vad är en behovsanalys för kontor? En behovsanalys för kontor kartlägger nuläge, verksamhetsmål, arbetssätt, medarbetarbehov, ytanvändning och organisatoriska förutsättningar. Syftet är att förstå vad arbetsplatsen behöver stödja innan beslut fattas om kontor, lokaler eller förändring. Vad är en arbetsplatsstrategi? En arbetsplatsstrategi beskriver hur arbetsplatsen ska stödja organisationens mål, arbetssätt, samarbete, fokusarbete, kultur och förändring över tid. När behöver man ta fram en arbetsplatsstrategi? Det är särskilt relevant inför flytt, ombyggnad, omförhandling, hybridarbete, aktivitetsbaserat arbetssätt, tillväxt, minskning eller när ledningen behöver ett tydligt beslutsunderlag. Vad bör ett beslutsunderlag för kontorsförändring innehålla? Ett beslutsunderlag bör innehålla nulägesbild, behov, målbild, analys av data och insikter, scenarier, risker, konsekvenser, rekommendation och handlingsplan. Hur skiljer sig arbetsplatsstrategi från lokalstrategi? Arbetsplatsstrategi handlar om hur arbetsplatsen ska stödja arbetet och organisationen. Lokalstrategi omsätter detta till beslut om yta, läge, lokaler, kostnader, flexibilitet och långsiktig lokalförsörjning. Nästa steg ## Vill ni veta var ni bör börja? Vi kan hjälpa er att avgöra vilket underlag som krävs, vilka frågor som behöver besvaras och vilket nästa steg som är mest rimligt för er arbetsplats. Boka ett första vägvalssamtal ======================================================================== # Cookie Policy (EU) URL: https://sv.weoffice.eu/cookie-policy-eu/ ======================================================================== - Home / Cookie Policy (EU) # Cookie Policy (EU) Denna cookiepolicy uppdaterades senast den 11 mars 2026 och gäller för medborgare och lagliga permanentboende i Europeiska ekonomiska samarbetsområdet och Schweiz. ## 1. 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Uppgifterna som hämtas anonymiseras så mycket som möjligt. LinkedIn är belägen i USA. ## 6. Placerade cookies ### Elementor Statistik (anonym) Consent to service elementor #### Användning Vi använder Elementor för skapande av innehåll. Läs mer om Elementor #### Delar data Dessa uppgifter delas inte med tredje part. #### Statistik (anonym) ##### Namn elementor ##### Löper ut beständig ##### Funktion Lagra utförda åtgärder på webbplatsen ### Leadfeeder Marknadsföring Consent to service leadfeeder #### Användning Vi använder Leadfeeder för annonsering. Läs mer om Leadfeeder #### Delar data För mer information, läs Leadfeeder integritetsmeddelande . #### Marknadsföring ##### Namn _lfa_* ##### Löper ut 2 år ##### Funktion Lagra och spåra målgruppsräckvidd ### WordPress Funktionell Consent to service wordpress #### Användning Vi använder WordPress för webbplatsutveckling. Läs mer om WordPress #### Delar data Dessa uppgifter delas inte med tredje part. #### Funktionell ##### Namn wpEmojiSettingsSupports ##### Löper ut session ##### Funktion Lagra webbläsarinformation ### WPML Funktionell Consent to service wpml #### Användning Vi använder WPML för platshantering. Läs mer om WPML #### Delar data Dessa uppgifter delas inte med tredje part. #### Funktionell ##### Namn wp-wpml_current_language ##### Löper ut 1 dag ##### Funktion Lagra språkinställningar ##### Namn wpml_browser_redirect_test ##### Löper ut session ##### Funktion Läs om cookies kan placeras #### Syfte under utredning ##### Namn _icl_visitor_lang_js ##### Löper ut ##### Funktion ### Google Analytics Statistik Consent to service google-analytics #### Användning Vi använder Google Analytics för webbplatsstatistik. Läs mer om Google Analytics #### Delar data För mer information, läs Google Analytics integritetsmeddelande . #### Statistik ##### Namn _ga_* ##### Löper ut 1 år ##### Funktion Lagra och räkna sidvisningar ### HubSpot Marknadsföring, Statistik, Funktionell Consent to service hubspot #### Användning Vi använder HubSpot för marknadsföringsautomatisering (automatiserad epost-marknadsföring). Läs mer om HubSpot #### Delar data För mer information, läs HubSpot integritetsmeddelande . #### Marknadsföring ##### Namn __hstc ##### Löper ut 13 månader ##### Funktion Lagra besökstid ##### Namn hubspotutk ##### Löper ut 13 månader ##### Funktion Lagra och spåra en besökares identitet #### Statistik ##### Namn __hssrc ##### Löper ut session ##### Funktion Lagra ett unikt sessions-ID #### Funktionell ##### Namn __hssc ##### Löper ut 30 minuter ##### Funktion Lagra anonymiserad statistik #### Syfte under utredning ##### Namn __hs_cookie_cat_pref ##### Löper ut ##### Funktion ##### Namn messagesUtk ##### Löper ut ##### Funktion ##### Namn __hsmem ##### Löper ut ##### Funktion ##### Namn hs-messages-is-open ##### Löper ut ##### Funktion ##### Namn *_key ##### Löper ut ##### Funktion ##### Namn hs_ab_test ##### Löper ut ##### Funktion ##### Namn __hs_do_not_track ##### Löper ut ##### Funktion ### YouTube Syfte under utredning Consent to service youtube #### Användning Vi använder YouTube för videovisning. Läs mer om YouTube #### Delar data För mer information, läs YouTube integritetsmeddelande . #### Syfte under utredning ##### Namn GPS ##### Löper ut ##### Funktion ##### Namn VISITOR_INFO1_LIVE ##### Löper ut ##### Funktion ##### Namn YSC ##### Löper ut ##### Funktion ##### Namn PREF ##### Löper ut ##### Funktion ### LinkedIn Syfte under utredning Consent to service linkedin #### Användning Vi använder LinkedIn för visning av senaste sociala inlägg och/eller sociala delningsknappar. Läs mer om LinkedIn #### Delar data För mer information, läs LinkedIn integritetsmeddelande . #### Syfte under utredning ##### Namn sdsc ##### Löper ut ##### Funktion ##### Namn lms_ads ##### Löper ut ##### Funktion ##### Namn lms_analytics ##### Löper ut ##### Funktion ##### Namn _guid ##### Löper ut ##### Funktion ##### Namn li_alerts ##### Löper ut ##### Funktion ##### Namn li_gc ##### Löper ut ##### Funktion ##### Namn AnalyticsSyncHistory ##### Löper ut ##### Funktion ##### Namn bcookie ##### Löper ut ##### Funktion ##### Namn li-oatml ##### Löper ut ##### Funktion ##### Namn BizographicsOptOut ##### Löper ut ##### Funktion ##### Namn li_sugr ##### Löper ut ##### Funktion ##### Namn UserMatchHistory ##### Löper ut ##### Funktion ##### Namn linkedin_oauth_ ##### Löper ut ##### Funktion ##### Namn lidc ##### Löper ut ##### Funktion ##### Namn bscookie ##### Löper ut ##### Funktion ##### Namn X-LI-IDC ##### Löper ut ##### Funktion ### Mixpanel Syfte under utredning Consent to service mixpanel #### Användning Vi använder Mixpanel för webbplatsstatistik. Läs mer om Mixpanel #### Delar data För mer information, läs Mixpanel integritetsmeddelande . #### Syfte under utredning ##### Namn *_mixpanel ##### Löper ut ##### Funktion ### Övrigt Syfte under utredning Consent to service Övrigt #### Användning #### Delar data Delning av data väntar på utredning #### Syfte under utredning ##### Namn ate-maiya-info_34376264-3766-5166-b133-643031326266 ##### Löper ut ##### Funktion ##### Namn wpml-item-section-expanded ##### Löper ut ##### Funktion ##### Namn _lfa ##### Löper ut ##### Funktion ##### Namn WP_DATA_USER_3 ##### Löper ut ##### Funktion ##### Namn e_kit-elements-defaults ##### Löper ut ##### Funktion ##### Namn wpml-available-translators-notice-dismissed ##### Löper ut ##### Funktion ##### Namn auth_js ##### Löper ut ##### Funktion ##### Namn wp-settings-3 ##### Löper ut ##### Funktion ##### Namn wp-settings-time-3 ##### Löper ut ##### Funktion ##### Namn cmplz_functional ##### Löper ut 365 dagar ##### Funktion ##### Namn cmplz_statistics ##### Löper ut 365 dagar ##### Funktion ##### Namn cmplz_preferences ##### Löper ut 365 dagar ##### Funktion ##### Namn cmplz_marketing ##### Löper ut 365 dagar ##### Funktion ## 7. Samtycke När du besöker vår webbplats för första gången kommer vi att visa dig ett popup-fönster med en förklaring om cookies. Så fort du klickar på ”Save preferences” samtycker du till att vi använder de kategorier av cookies och tillägg som du valde i popup-fönstret, som beskrivs i denna cookiepolicy. Du kan inaktivera användningen av cookies via din webbläsare, men observera att vår webbplats kanske inte längre fungerar korrekt. ### 7.1 Hantera inställningar för ditt samtycke Du har laddat cookiepolicyn utan javascript-stöd. På AMP kan du använda knappen Hantera samtycke längst ner på sidan. ## 8. Aktivera/inaktivera och ta bort cookies Du kan använda din webbläsare för att automatiskt eller manuellt radera cookies. Du kan också ange att vissa cookies inte får placeras. Ett annat alternativ är att ändra inställningarna för din webbläsare så att du får ett meddelande varje gång en cookie placeras. För mer information om dessa alternativ, se instruktionerna i hjälpavsnittet i din webbläsare. Observera att vår webbplats kanske inte fungerar korrekt om alla cookies är inaktiverade. Om du raderar cookies i din webbläsare kommer de att placeras igen efter ditt samtycke när du besöker vår webbplats igen. ## 9. Dina rättigheter med avseende på personuppgifter Du har följande rättigheter med avseende på dina personuppgifter: - Du har rätt att veta varför dina personuppgifter behövs, vad som kommer att hända med dem och hur länge de kommer att sparas. - Rätt till tillgång: Du har rätt att få tillgång till dina personuppgifter som är kända för oss. - Rätt till tillrättaläggande: du har rätt att komplettera, korrigera, ha raderat eller blockerat dina personuppgifter när du vill. - Om du ger oss ditt samtycke till att behandla dina uppgifter har du rätt att återkalla det samtycket och att få dina personuppgifter borttagna. - Rätt att överföra: du har rätt att begära alla dina personuppgifter från den registeransvarige och överföra den i sin helhet till en annan personuppgiftsansvarig. - Rätt att invända: du kan invända mot behandlingen av dina uppgifter. Vi följer detta, om det inte finns befogade skäl för behandling. För att utöva dessa rättigheter, vänligen kontakta oss. Se kontaktuppgifterna längst ner i denna cookiepolicy. Om du har ett klagomål på hur vi hanterar dina uppgifter vill vi gärna höra från dig, men du har även rätt att lämna in ett klagomål till tillsynsmyndigheten (Data Protection Authority). ## 10. Kontaktdetaljer För frågor och/eller kommentarer om vår cookiepolicy och denna redogörelse, kontakta oss genom att använda följande kontaktuppgifter: WeOffice AB Hagaesplanaden 96, 113 69 Sverige Webbplats: https://sv.weoffice.eu E-post: info@ ex.com weoffice.se Denna cookiepolicy synkroniserades med cookiedatabase.org den 4 mars 2026. ======================================================================== # Dr. Aram Seddigh – expert på arbetsplatsstrategi, kontorsutveckling och förändringsledning URL: https://sv.weoffice.eu/dr-aram-seddigh-arbetsplatsstrategi/ ======================================================================== - Home / Dr. Aram Seddigh – expert på arbetsplatsstrategi för moderna organisationer # Dr. Aram Seddigh – expert på arbetsplatsstrategi för moderna organisationer Arbetsplatsstrategi och beslutsstöd Aram Seddigh är grundare och vd för WeOffice, doktor i arbets- och organisationspsykologi, legitimerad psykolog och ekonom. Han är en av Sveriges mest erfarna rådgivare inom arbetsplatsstrategi, kontorsutveckling och förändringsledning. Med en ovanlig kombination av forskning, beteendevetenskap, affärsförståelse och lång praktisk erfarenhet hj älper Aram organisationer att fatta bättre beslut om kontor, arbetssätt, lokaler och förändring. Fokus ligger inte på generella trender, utan på vad verksamheten faktiskt behöver för att fungera bättre. Aram arbetar med organisationer som står inför vägval om framtidens arbetsplats. Det kan handla om att förnya ett hyreskontrakt, flytta till nya lokaler, bygga om ett befintligt kontor, utveckla ett aktivitetsbaserat arbetssätt eller skapa bättre förutsättningar för hybridarbete. Aram kombinerar forskningsdjup med genomförandekraft. Det gör att arbetsplatsstrategin inte stannar vid analys, utan kan omsättas till kravbild, lokalbeslut, kontorsutformning och hållbar förändring. Kort svar - Aram hjälper organisationer att översätta mål, arbetssätt och behov till en arbetsplatsstrategi som går att använda i verkliga beslut. - Hans styrka är att koppla samman arbetsplatsanalys, lokalfrågor, förändringsledning och kontorsutveckling i samma beslutslogik. - Han är särskilt relevant när större lokal- eller kontorsbeslut måste fattas utan att organisationen låser fast sig i fel lösning. Beslutssignal Om organisationen redan diskuterar lokal, layout eller koncept innan den har klargjort vilka arbetssätt och behov arbetsplatsen faktiskt ska stödja, behöver arbetsplatsstrategin bli skarpare innan projektet går vidare. ## En rådgivare med både forskningsdjup och praktisk erfarenhet Aram har en doktorsexamen i arbets- och organisationspsykologi med fokus på hur olika kontorstyper och arbetssätt påverkar hälsa, prestation, koncentration och välmående. Han är även legitimerad psykolog, ekonom och certifierad i Prosci Change Management. Den akademiska bakgrunden gör att hans rådgivning vilar på forskning och systematik. Den praktiska erfarenheten gör att den går att använda i verkliga projekt, där organisationer behöver fatta beslut under tidspress, hantera målkonflikter  och komma vidare utan att låsa fel lösning. Aram har varit uppdragsansvarig i ett stort antal arbetsplatsprojekt för både offentliga och privata organisationer. Uppdragen har ofta omfattat hela kedjan: arbetsplatsanalys, arbetsplatsstrategi, lokalbehov, lokalsök, hyresförhandling, kontorsutformning, förändringsledning, projektledning, upphandling, flytt och implementering. ## Det vanligaste misstaget i kontorsutveckling Ett återkommande problem Aram ser i kontorsprojekt är att organisationer ofta prioriterar möten, samarbete och sociala ytor men glömmer att kontoret även behöva stötta möjligheten till fokus. Resultatet blir ofta det motsatta av vad man vill uppnå: när medarbetare inte kan koncentrera sig på kontoret minskar närvaron, och då försvagas också förutsättningarna för spontana möten, kunskapsdelning och samarbete. Arams perspektiv är därför tydligt: ett bra kontor ska inte välja mellan fokus och samarbete. Det ska skapa förutsättningar för båda. Det kräver analys, inte antaganden. Organisationen behöver förstå vilka arbetsuppgifter som kräver koncentration, vilka som kräver samarbete, vilka grupper som behöver närhet till varandra och vilka miljöer som faktiskt stödjer arbetet i vardagen. ## Från strategi till genomförande Arbetsplatsstrategi behöver leda till handling. Därför arbetar Aram inte bara med analys och rekommendationer, utan också med att omsätta strategin i kravbild, kontorsutformning, lokalsök, hyresförhandling, förändringsledning och implementering. Det praktiska genomförandet är centralt. Ett beslutsunderlag ska kunna användas av ledning, HR, fastighet, IT, chefer, projektgrupper, arkitekter och medarbetare. Det ska visa vad organisationen behöver, varför det behövs och vilka konsekvenser olika vägval får. Via WeOffice hjälper Aram organisationer att gå från osäkerhet till tydliga prioriteringar, och från strategi till ett kontor som fungerar i praktiken. ## Workplace Adequacy™ och datadriven arbetsplatsutveckling Aram har utvecklat Workplace Adequacy™, ett ramverk och analysbaserat arbetssätt för att förstå hur väl en arbetsplats stödjer organisationens behov, medarbetarnas arbete och de principer som krävs för en välfungerande modern arbetsplats. Ramverket hjälper organisationer att gå bortom generella kontorstrender och i stället ställa mer avgörande frågor: fungerar arbetsplatsen för det arbete som faktiskt ska utföras, stödjer kontoret både fokus och samarbete, är ytan dimensionerad rätt och vilka förändringar behöver prioriteras först? När arbetsplatsutveckling kopplas till ramverket Workplace Adequacy™ blir besluten tydligare, mer strukturerade och lättare att förankra. ## När bör organisationer ta kontakt? Det bästa tillfället att ta in Aram och WeOffice är ofta 12 till 18 månader innan ett hyreskontrakt ska förnyas, eller när organisationen står inför en större förändring av kontor, arbetssätt eller lokalbehov. Då finns fortfarande möjlighet att fatta rätt beslut i rätt ordning: analysera nuläget, förstå verksamhetens behov, jämföra scenarier, definiera kravbild, bedöma lokalalternativ och planera förändringen innan tidplan och ekonomi blir för pressade. WeOffice är också relevant när organisationen behöver komma vidare snabbt, men inte vill låsa fel lösning. Det kan handla om att skapa ett beslutsunderlag, genomföra en arbetsplatsanalys, prioritera mellan scenarier eller formulera en arbetsplatsstrategi som går att omsätta i praktiken. Nästa steg ## Står ni inför ett beslut om kontor, arbetssätt eller lokalbehov? Aram och WeOffice hjälper er att ta fram ett tydligt beslutsunderlag, jämföra scenarier och utveckla en arbetsplatsstrategi som går att genomföra. Det första steget är ofta att tydliggöra nuläget och vilka vägval som faktiskt är värda att utreda innan ni låser lokal, yta eller utformning. Kontakta WeOffice Utforska ramverket Ni kan också läsa mer om hur WeOffice arbetar med rådgivning, arbetsplatsanalys och ramverksbaserat beslutsstöd. ## FAQ ### Vad gör Dr. Aram Seddigh relevant för arbetsplatsstrategi? Han kombinerar forskning inom arbets- och organisationspsykologi med lång erfarenhet av verkliga arbetsplatsprojekt. Det gör att han både kan analysera komplexa samband och omsätta dem till beslut som fungerar i genomförandet. ### När behöver en organisation stöd i arbetsplatsstrategi? Vanliga lägen är inför hyresförnyelse, flytt, ombyggnation, större förändringar i arbetssätt eller när organisationen behöver förstå om kontoret verkligen stödjer verksamhetens mål. ### Vad skiljer Arams arbetssätt från generell kontorsrådgivning? Tyngdpunkten ligger på arbetsplatsens funktion, användbarhet och beslutslogik snarare än på ytliga trender. Strategin ska hjälpa organisationen att prioritera rätt innan design och lokalbeslut låser projektet. Börja med definitionerna ## Centrala begrepp som förklarar perspektivet bakom rådgivningen Om du vill förstå Dr. Aram Seddighs arbetsplatsstrategiska perspektiv stegvis är de här definitionerna den kortaste vägen in i metodik, data och beslutslogik. Vad är en arbetsplatsstrategi? Grunddefinitionen av riktning, prioriteringar och beslut före design. Vad är hybridkontor? Hur policy, närvaro och kontorets syfte behöver hänga ihop. Vad är närvarodata? Hur faktisk kontorsnärvaro kan bli bättre beslutsunderlag. Vad är Workplace Adequacy? Hur behov, plats och prioriteringar vägs ihop i analysen. ======================================================================== # GDPR‑villkor URL: https://sv.weoffice.eu/gdpr-villkor/ ======================================================================== - Home / GDPR‑villkor # GDPR‑villkor Senast uppdaterad: 5th of maj 2026 Privacy Policy of WeOffice AB Last updated: 7th of July 2025 ## 1           Introduction WeOffice is committed to protecting the privacy and security of your Personal Information. The information you share with us provide us with the opportunity to provide our clients the best experience with our services. Please read below to learn how we collect, use and disclose Personal Information. ## 2           Definitions “WeOffice”  means WeOffice AB, 556906-2382, Hagaesplanaden 96, 113 69 Stockholm.  info@weoffice.se ,  www.weoffice.se . “GDPR”  means the General Data Protection Regulation Act . “Data Controller”  Data Controller means the natural or legal person who (either alone or jointly or in common with other persons) determines the purposes for which, and the manner in which, any personal information are, or are to be, processed. “Data Processor”  Data Processor means any natural or legal person who processes the data on behalf of the Data Controller. “Personal Data”  means any information which relates to a living, identifiable person. It can include addresses, email addresses, names, phone number and more but it is also wider than that and can include any other information relating to that person or a combination of information that, if it is put together, provides that the person can be identified. “Data Subject”  Data Subject is any living individual who is using our service and whose Personal Data is being processed. ## 3           Principles for processing personal data Our principles for processing Personal Data are: - Fairness and lawfulness. When we process personal data, the individual rights of the Data Subjects must be protected. All Personal Data must be collected and processed in a legal and fair manner. - Restricted to a specific purpose. The Personal Data of Data Subject must be processed only for specific purposes. - Accuracy: When we process Data the Data we hold shall be adequate and accurate. - Transparency. The Data Subject must be informed of how his/her data is being collected, processed and used. - Data minimization: We shall not process any more Data than is needed for our services. - Storage limitation: We shall not store Data for longer than is needed to provide our services and obey the law. - Integrity and confidentiality: We shall always process Data securely. ## 4           What Personal Data we collect and process WeOffice collects several different types of personal data for various purposes. Personal Data may include, but is not limited to: - Email address - IP address - Usage habits - First name and last name - Phone number - Address, State, Province, ZIP/Postal code, City ## 5           How WeOffice collects your Data - Personal Data we collect automatically As you use the website of WeOffice ( www.weoffice.eu ), WeOffice will collect technical Data including your browser type, IP address used to connect your computer to the internet, and your usage habits. This Data is collected using cookies. We do not link this automatically collected data to other collected data. - Personal Data provided by your Employer When WeOffice enters into a contract with a client that client provides WeOffice with Data of its employees (i.e. workplace email address, name of closets supervisor/manager, department and team/unit name) in order for WeOffice to provide its services to the best of its abilities. - Personal Data provided by you When you correspond with WeOffice via  www.weoffice.eu , either on your own behalf or on the behalf of an organisation you provide WeOffice with Personal Data. You will also provide us with Personal Data when you subscribe to receive our marketing. If you choose to participate in a study via a survey, after giving informed consent, you will also provide WeOffice with Personal Data. ## 6           How we use the personal data WeOffice uses the collected Personal Data for various purposes: - To provide you, or your company, or your employer, with services - To notify you about changes to our services and/or products - To provide customer support - To gather analysis or valuable information so that we can improve our services - To detect, prevent and address technical issues ## 7           Legal basis for collecting and processing personal data WeOffice legal basis for collecting and using the personal data described in this Data Protection Policy depends on the personal data we collect and the specific context in which we collect the information: - WeOffice needs to process the Data in order to fulfil a contract with you, or your company, or your employer - You have given WeOffice permission (via consent) to do so. When you have given your consent you may withdraw your consent at any time. If you withdraw your consent, this will not make the processing of Data which was undertook before you withdrew your consent unlawful. - Processing your Personal Data is in WeOffice legitimate interests to keep our records updated and to study how customer use our services - WeOffice needs to comply with the law ## 8           Retention of personal data WeOffice will retain your personal information only for as long as is necessary for the purposes set out in this Data Protection Policy. WeOffice will retain and use your information to the extent necessary to comply with our legal obligations, resolve disputes, and enforce our policies. When your employer provides Personal Data. The Data will be deleted, or anonymised, within six months from the completion of a contract. When you provide the Personal Data via survey for a study. The Data will be deleted, or anonymised, within six months from the completion of a contract. When you provide the Personal data via correspondence with WeOffice. The Data will be deleted when it is no longer needed to comply with the law (e.g. for bookkeeping normally seven years) or WeOffice legitimate interest to keep our records updated and to study how customer use our services. ## 9           Who we share Personal Data with Weoffice only share your Personal Data with: - Providers of email management and distribution tools (e.g. Microsoft Outlook) in a secure manner - Providers of data aggregation and analytics software services and (e.g. Google Analytics) in a secure manner. - Providers of third part secure server storage within the EU (e.g. Loopia AB) in a secure manner. More specifically not anonymized survey data or survey related data will be stored on third part secure servers in Västerås Sweden, and anonymized data is stored at third part secured servers in Dublin, Ireland. ## 10       Data protection rights If you are a resident of the European Economic Area (EEA), you have certain data protection rights. If you wish to be informed what Personal Data we hold about you and if you want it to be removed from our systems, please contact us. In certain circumstances, you have the following data protection rights: - The right to access, update or to delete the information we have on you - The right of rectification - The right to object - The right of restriction - The right to data portability - The right to object - The right to withdraw consent For more information on your rights in general, please see the information on the following:  https://www.datainspektionen.se/other-lang/in-english/the-general-data-protection-regulation-gdpr/the-data-subjects-rights/ ## 11       Changes to this Privacy Policy This policy may change from time to time. The latest policy date will be shown at the top of the policy information. We will update this privacy policy when necessary to reflect customer feedback, changes in our programme/projects and services or legal changes. We encourage you to periodically review this this privacy policy to learn how WeOffice is processing your information. ## 12       Complaints You have the right to lodge a complaint about the use of your Personal Data, such complaint may initially be made to  info@weoffice.se , and if you are unhappy with our response, to the Swedish Data Protection Authority at  personuppgiftsincident@datainspektionen.se , for more information please see:  https://www.datainspektionen.se/other-lang/in-english/the-general-data-protection-regulation-gdpr/notification-of-personal-data-breaches/ . ## 13       Contact details for further information Data controller: WeOffice AB, 556906-2382, Torsplan 10, 113 65 Stockholm Phone number: 0046-739793663 Email address:  info@weoffice.se  or  aram@weoffice.se ======================================================================== # Hur dimensionerar man kontoret? Rätt data för rätt nivå URL: https://sv.weoffice.eu/hur-dimensionerar-man-kontoret/ ======================================================================== - Home / Hur dimensionerar man kontoret? Beslut om närvaro, variation och skrivbord # Hur dimensionerar man kontoret? Beslut om närvaro, variation och skrivbord Dimensionering och beslutsunderlag Att dimensionera kontoret handlar om att avgöra hur många och vilka typer av arbetsplatser som behöver fungera när verksamheten använder kontoret som mest inom normala variationer. Det handlar inte om total headcount i sig. Dimensionering blir fel när organisationen räknar personer i stället för faktisk närvaro, variation och aktivitetsmönster. Ett kontor kan därför vara underdimensionerat trots att snittbeläggningen ser låg ut. Den vanligaste feltolkningen är att medelvärdet räcker som beslutsunderlag. Det gör det inte. Om variationen ignoreras planerar organisationen ofta för en kontorsvardag som bara fungerar en del av tiden. Hos WeOffice blir dimensionering robust först när närvaro, aktivitetsmönster och arbetsmiljökrav hålls ihop. Det är så dimensionering blir ett beslutsunderlag i stället för en gissning. Kort svar - Dimensionering ska utgå från faktisk närvaro, variation över tid och vilka miljöer som måste fungera samtidigt. - Headcount och medelbeläggning räcker inte som ensamt beslutsunderlag. - Clean desk policy, aktivitetsmönster och toppbelastning förändrar hur många skrivbord och andra ytor som behövs. Beslutssignal Om organisationen utgår från headcount eller medelbeläggning utan att förstå normal toppbelastning, variation och clean desk-beteende är risken hög att kontoret blir underdimensionerat. ## Vad betyder dimensionering av kontoret i praktiken? Dimensionering av kontoret betyder att bestämma vilket antal skrivbord, mötesytor och andra arbetsmiljöer som behöver finnas för att arbetsplatsen ska fungera under verkliga förhållanden. Det är därför både en fråga om kapacitet och om typ av kapacitet. Ett vanligt misstag är att reducera dimensionering till relationen mellan antal medarbetare och antal skrivbord. Det missar två saker. För det första behöver kontoret planeras för hur många som faktiskt är på plats, inte för hela personalstyrkan samtidigt. För det andra behöver även andra ytor än skrivbord fungera när efterfrågan är hög, särskilt mötesrum, fokusytor och samarbetsytor. Rätt dimensionering handlar därför om hur många som kommer in, vilka aktiviteter de gör när de är där och vilka miljöer som måste fungera samtidigt. För WeOffice är dimensionering en del av arbetsplatsstrategin, inte bara en planritningsfråga. Beslutet blir robust först när närvaro, aktivitetsmönster och arbetsmiljökrav hålls ihop. ## Varför räcker inte headcount, medelvärde eller en enkel beläggningsmätning? Headcount räcker inte eftersom alla medarbetare inte är på plats samtidigt. Medelvärdet räcker inte eftersom närvaron varierar från dag till dag och ofta mellan olika veckodagar. En enkel beläggningsmätning räcker inte eftersom den visar hur dagens ytor används, inte nödvändigtvis vilka ytor som kommer att behövas efter en förändring. Om kontoret i genomsnitt har 60 procents närvaro men vissa dagar ligger betydligt högre, hjälper det inte att planera för 60 procent och hoppas att resten löser sig. Då fungerar arbetsplatsen kanske bra i slutet av veckan men blir trång och svag i början av veckan. Beläggning är inte bevis. Det är bara en signal. Låg användning av skrivbord kan till exempel bero på att dagens skrivbord sitter i fel miljö för uppgiften, inte att behovet av ergonomiska skrivbordsplatser är lågt. ## Vilka data behövs för att dimensionera rätt? Den starkaste grunden är närvarodata över tid, helst från flera månader, kompletterad med förståelse för variationen kring medelvärdet. Det är den kombinationen som gör det möjligt att planera för normala toppar i stället för för en idealiserad genomsnittsdag. Därutöver behövs aktivitetsanalys, eftersom olika arbetsuppgifter kräver olika typer av miljöer. Arbete som innebär informationsbearbetning, jämförelser och koncentration behöver ofta ergonomiskt välutrustade skrivbordsplatser. Samarbetsarbete kan i sin tur kräva andra ytor än traditionella mötesrum. Beläggningsmätning kan vara värdefull som komplement när organisationen vill förstå hur dagens ytor används, men den ska användas med försiktighet om arbetssättet ska förändras. Den visar nuläget, inte nödvändigtvis behovet i den framtida lösningen. ## Fyra steg till bättre dimensionering - Mät faktisk närvaro över tid i stället för att utgå från total personalstyrka. - Tolka variationen kring medelvärdet och identifiera normala toppar. - Koppla närvaron till aktivitetsmönster och vilka miljöer som måste fungera samtidigt. - Välj dimensioneringsnivå utifrån både buffertbehov och vilka beteenden organisationen faktiskt kan upprätthålla. ## Hur påverkar clean desk policy behovet av skrivbord? Clean desk policy påverkar dimensioneringen mer än många organisationer tror. Ju längre frånvaro som tillåts utan att skrivbordet behöver frigöras, desto fler skrivbord måste finnas för att undvika faktisk brist. Det beror på att ett skrivbord kan vara upptaget utan att användas. En medarbetare som går från skrivbordet till möten, lunch eller andra aktiviteter kan fortfarande blockera platsen under stora delar av dagen. Då sjunker den effektiva tillgängligheten kraftigt även om aktivitetsanalysen visar att personen bara sitter vid skrivbordet en del av tiden. Dimensionering behöver därför alltid göras tillsammans med ett tydligt ställningstagande om vilken clean desk policy som faktiskt kommer att gälla i praktiken. Om policyn är tillåtande behöver kontoret ta höjd för det. Om policyn är strikt behöver organisationen också vara realistisk om hur väl den faktiskt kommer att följas. Beslutsruta Ett skrivbord som är blockerat men inte används är fortfarande en kapacitetsförlust. Därför måste clean desk policy vara en del av dimensioneringsbeslutet, inte en efterhandsfråga. ## Hur kan man tänka i olika dimensioneringsnivåer? En användbar modell är att välja dimensioneringsnivå utifrån både variation i närvaro och vilken grad av buffert organisationen behöver. En mer effektiv nivå ger högre yteffektivitet men ställer högre krav på strikt clean desk policy och att medarbetare använder touchdown-platser och andra alternativ vid toppar. En mer generös nivå skapar större robusthet men kräver mer yta. Det centrala är inte att hitta ett universellt tal, utan att vara tydlig med vilken nivå man dimensionerar för och vilka beteenden den nivån förutsätter. Om organisationen i praktiken vill ge alla plats även under vanliga toppar behöver den också acceptera vad det kostar i yta och flexibilitet. Rätt nivå beror därför på verksamhetens arbetssätt, variation, tillväxtplaner, tolerans för trängsel och hur mycket rörelse mellan olika zoner man vill möjliggöra. ## Vilka missförstånd leder oftast till underdimensionering? Ett vanligt missförstånd är att varje tomt skrivbord är ett bevis på överskott. Ett annat är att alla platser där en laptop kan öppnas bör räknas som likvärdiga arbetsplatser. Det stämmer sällan för mer krävande individuellt arbete. Ytterligare ett misstag är att tro att mötesrum och andra ytor löser sig när skrivbordsantalet är rätt. Även mötesytor kan vara underdimensionerade. Det räcker alltså inte att räkna skrivbord om organisationen inte samtidigt förstår vilka aktiviteter som måste kunna ske under toppbelastning. Det kanske viktigaste missförståndet är att dimensionering bara är en layoutfråga. I själva verket är den en strategisk fråga om vilka arbetsförutsättningar organisationen vill säkra över tid. ### Vanligt missförstånd Dimensionering är inte lika med antal skrivbord. Beslutet måste även omfatta mötesrum, fokusytor, samarbetsytor och vilka lägen som behöver fungera under normala toppar. Nästa steg ## Om ni behöver förstå faktisk närvaro, aktivitetsmönster och vilka ytor som behöver fungera under normala toppar är nästa steg att gå från antaganden till data. Verktyg för arbetsplatsanalys Information om Workplace Adequacy™ Survey ## FAQ ### Räcker det att utgå från hur många anställda organisationen har? Nej, total headcount räcker inte för att dimensionera kontoret. Kontoret behöver planeras för faktisk närvaro, variation över tid och vilka aktiviteter som ska fungera när många är på plats. ### Varför räcker inte medelbeläggningen som beslutsunderlag? Medelbeläggning döljer variationen mellan dagar och veckor. Om variationen ignoreras riskerar kontoret att fungera hyggligt i snitt men dåligt under de dagar som faktiskt sätter press på arbetsplatsen. ### Vad är skillnaden mellan närvaromätning och beläggningsmätning? Närvaromätning visar hur många som kommer till kontoret. Beläggningsmätning visar hur dagens ytor används av dem som är där. För dimensionering är närvaromätningen oftast den starkare grunden. ### Hur påverkar clean desk policy dimensioneringen? En tillåtande clean desk policy ökar behovet av skrivbord eftersom platser blockeras trots att de inte används. Därför måste policyn vara beslutad innan dimensioneringen görs. ### Gäller dimensionering bara skrivbord? Nej, även mötesrum, fokusytor och samarbetsytor kan bli underdimensionerade. Rätt dimensionering handlar om hela arbetsplatsens kapacitet, inte bara om antalet skrivbord. Relaterade definitioner ## Definitioner som förklarar bättre beslut om kontorsdimensionering Dimensionering blir tydligare när den kopplas till närvarodata, hybridlogik och vad arbetsplatsstrategin faktiskt ska styra. Vad är närvarodata? Fördjupa hur faktisk kontorsnärvaro blir användbart beslutsunderlag. Vad är hybridkontor? Sätt variation, närvaro och kontorssyfte i samma resonemang. Vad är en arbetsplatsstrategi? Se hur dimensionering bör följa riktning och prioriteringar. Vad är Workplace Adequacy? Koppla kapacitetsfrågan till vilket stöd arbetsplatsen faktiskt ska ge. Expertperspektiv ### Vill du se hur dimensionering kopplas till arbetsplatsstrategi i praktiken? Dr. Aram Seddighs profilsida samlar resonemangen om data, kapacitet, prioriteringar och hur besluten bör vägas. Läs om Dr. Aram Seddigh ======================================================================== # Hur driver man kontorsutveckling internt utan att tappa riktning, förankring och genomförandekraft? URL: https://sv.weoffice.eu/hur-driver-man-kontorsutveckling-internt/ ======================================================================== - Home / Hur driver man kontorsutveckling internt utan att tappa riktning, förankring och genomförandekraft? # Hur driver man kontorsutveckling internt utan att tappa riktning, förankring och genomförandekraft? Kontorsutveckling och genomförande Att driva kontorsutveckling internt betyder inte att organisationen ska göra allt själv. Det betyder att ni själva behöver hålla ihop riktning, prioriteringar och ansvar medan rätt analys, metodstöd och genomförandekraft kopplas på där de gör mest nytta. Intern kontorsutveckling fungerar bäst när organisationen äger frågan som verksamhetsfråga och inte låter den reduceras till enbart lokal, layout eller samordning mellan projektspår. När arbetsplatsstrategi, projektstyrning och förändringsledning inte hänger ihop tappar projektet lätt fart. Då förskjuts fokus från vad arbetsplatsen ska stödja till vem som råkar driva nästa steg. Den starka interna modellen bygger inte på att göra allt själva. Den bygger på att äga logiken bakom besluten och använda extern kompetens där den stärker analys, vägval och införande. Kort svar - Intern kontorsutveckling fungerar bäst när organisationen själv äger målbilden och beslutslogiken. - Arbetsplatsanalys och arbetsplatsstrategi måste översättas till prioriteringar innan projektet går in i lösning och genomförande. - Externt stöd gör störst nytta som metod- och genomförandestöd, inte som ersättning för intern riktning. Beslutssignal Om ni redan diskuterar lösningar, roller och leveranser men fortfarande saknar samsyn om vad arbetsplatsen ska stödja, behöver den strategiska styrningen stärkas innan projektet går vidare. ## Vad innebär intern kontorsutveckling i praktiken? Intern kontorsutveckling handlar om att organisationen själv håller ihop varför förändringen görs, vilka mål den ska stödja och vilka principer som ska styra nästa steg. Det är ett verksamhetsansvar, inte bara ett lokalprojekt. Arbetsplatsanalys bygger beslutsunderlaget. Arbetsplatsstrategi översätter underlaget till prioriteringar och vägval. Den interna styrningen avgör sedan om prioriteringarna faktiskt blir genomförbara, begripliga och använda i vardagen. ## Vilka roller behöver vara tydliga för att arbetet ska hålla ihop? De flesta projekt tappar riktning när ansvar glider mellan olika funktioner. Därför behöver några roller vara tydliga tidigt, även när samma person bär flera hattar i praktiken. Någon behöver äga den strategiska riktningen, någon behöver omsätta den i projektlogik och någon behöver säkra förankring, kommunikation och beteendestöd. När dessa perspektiv blandas ihop blir minst ett led för svagt. ## När räcker intern kapacitet och när behövs stöd utifrån? Intern kapacitet räcker längre när organisationen redan har tydligt ägarskap, vana att leda tvärfunktionella beslut och ett rimligt starkt nuläge i analysen. Den räcker kortare när projektet är tidspressat, politiskt känsligt eller saknar en gemensam målbild. Externt stöd är särskilt värdefullt när ni behöver förstärka metod, analys, facilitering eller utbildning utan att tappa det interna ägarskapet. Den starkaste modellen är oftast att bygga intern förmåga samtidigt som projektet drivs framåt. ## Hur undviker man att arbetet tappar fart mellan beslut och vardag? Många projekt får fram ett bra beslutsunderlag men förlorar kraft när arbetsplatsstrategin ska omsättas i nya arbetssätt. Då uppstår ett glapp mellan beslut, kommunikation och faktisk användning. Det glappet minskar när utbildning, införande och uppföljning planeras parallellt med vägvalen. Medarbetare och chefer behöver förstå både varför förändringen görs och hur den påverkar vardagen för att den nya arbetsplatsen ska fungera som tänkt. ## Vad behöver vara klart innan genomförandet accelererar? Innan genomförandet tar fart behöver organisationen veta vem som äger riktningen, vilket beslutsunderlag som styr prioriteringarna och vilka beteenden arbetsplatsen faktiskt ska stödja. Det räcker inte med ett allmänt godkännande av förändringen. Det behövs tydlighet kring målbild, ansvar, risker, prioriteringar och vad som måste fungera i praktiken när den nya arbetsplatsen tas i bruk. Nästa steg ## Om ni vill stärka den interna förmågan behöver nästa steg kombinera tydligare beslutsunderlag med rätt stöd i genomförandet. Då går det att skapa bättre riktning innan projektet låser sig i lösningar, otydligt ansvar eller ett för svagt införandeupplägg. Boka möte om arbetsplatsstrategi Utforska verktyg för arbetsplatsanalys Ni kan ta ett första möte om riktning och upplägg eller fördjupa er i vilka analysverktyg som bäst stödjer nästa beslut. ## FAQ ### När räcker det att driva kontorsutveckling internt? När organisationen redan har tydligt ägarskap, ett användbart beslutsunderlag och förmåga att hålla ihop strategi, projektstyrning och förändringsledning över tid. ### När blir externt stöd särskilt värdefullt? När analysen är svag, målbilden är omstridd eller tiden är knapp men besluten måste hålla länge. Då är det bättre att stärka arbetet tidigt än att reparera sent. ### Vad behöver vara klart innan projektet går in i genomförande? Ni behöver veta vem som äger riktningen, vilket beslutsunderlag som styr prioriteringarna och hur förändringen ska stöttas i faktisk användning. ======================================================================== # Hur vet man om aktivitetsbaserat eller hybrid arbetssätt fungerar? Vad som bör mätas och vad organisationer ofta missar URL: https://sv.weoffice.eu/hur-vet-man-om-aktivitetsbaserat-eller-hybrid-fungerar/ ======================================================================== - Home / Hur vet man om aktivitetsbaserat eller hybrid arbetssätt fungerar? Vad som bör mätas och vad organisationer ofta missar # Hur vet man om aktivitetsbaserat eller hybrid arbetssätt fungerar? Vad som bör mätas och vad organisationer ofta missar Uppföljning av hybrid och aktivitetsbaserat Aktivitetsbaserat eller hybrid fungerar när arbetsplatsen stödjer rätt aktiviteter, beteenden och närvaromönster över tid. Beläggning räcker inte. Närvaro är ett mått på användning, inte ett facit på om arbetsplatskonceptet fungerar. Organisationer som utvärderar hybrid eller aktivitetsbaserat arbetssätt för tidigt riskerar att mäta omställningsfriktion snarare än varaktig effekt. Uppföljning behöver därför ske en tid efter inflytt och utvärderas mot arbetsplatsens funktion och de effektmål man satte upp inför förändringen, inte bara mot hur fullt kontoret ser ut. Uppföljning är inte slutet. Den är början på justering. Uppföljning blir användbar när den översätts till arbetsplatsanalys och analysen visar vad som faktiskt behöver justeras. Kort svar - Beläggning och närvaro är bara signaler. De räcker inte som ensamma bevis på om hybrid eller aktivitetsbaserat fungerar. - Organisationen behöver följa upp användning, upplevelse och organisatoriska effekter, inte bara kapacitetsnivåer. - En användbar uppföljning kombinerar närvarodata, enkätstudier, observation och dialog för att skilja startfriktion från strukturella problem. Beslutssignal Om medarbetare lägger mycket energi på att hitta fungerande arbetsplatser, vissa miljöer undviks eller upplevd trängsel skiljer sig från faktisk användning, behöver modellen följas upp mer metodiskt innan slutsatser låses. ## Vad bör man faktiskt mäta efter införande? Organisationen behöver följa upp mer än beläggning. Det relevanta är om arbetsplatsen stödjer rätt aktiviteter, om olika typer av miljöer används som tänkt, om närvaromönster fungerar för verksamheten och om medarbetare och team upplever att arbetsplatsen stödjer deras arbete. Det innebär att uppföljningen bör fånga både användning, upplevelse och organisatoriska effekter. Om målet var bättre fokus, smidigare samarbete eller tydligare användning av olika miljöer behöver det också vara sådant som följs upp. ## Vilka tecken visar att hybrid eller aktivitetsbaserat arbetssätt inte fungerar som tänkt? Typiska signaler är att vissa miljöer används fel eller undviks, att fokusarbete blir onödigt svårt, att samarbete inte fungerar smidigt eller att medarbetare upplever återkommande friktion i vardagen. Problem kan också synas som skillnader mellan upplevd och faktisk användning. Om människor måste lägga för mycket energi på att hitta fungerande arbetsplatser, navigera oklara normer eller kompensera för bristande miljöstöd fungerar modellen sannolikt svagare än etiketten antyder. Organisationer som bara följer beläggning missar ofta just dessa problem. ## Varför räcker inte närvaro som enda mått? Närvarodata visar hur många som är på plats och ofta när de är där. Det är värdefullt, men det säger inte hela sanningen om hur väl arbetsplatsen stödjer arbetet. En hög närvaro betyder inte automatiskt att miljön fungerar bra, och låg närvaro betyder inte automatiskt att förändringen inte lett till önskad effekt. För att förstå om arbetsplatsen fungerar behöver organisationen veta vilka aktiviteter som faktiskt kan genomföras väl, hur olika grupper använder kontoret och om arbetsplatsen stödjer både verksamhetsmål och medarbetares vardag. Därför är närvaro bara en del av bilden. ## Hur kompletterar enkätstudier, observation och närvarodata varandra? De kompletterar varandra eftersom de svarar på olika frågor. Närvarodata visar mönster. Enkätstudier fångar upplevelser, behov och återkommande friktion. Observation och dialog hjälper organisationen att förstå varför vissa mönster uppstår och hur de skiljer sig mellan team, aktiviteter eller delar av kontoret. När uppföljning kopplas till arbetsplatsanalys och ett ramverk som Workplace Adequacy™ blir det lättare att förstå inte bara om något känns fel, utan vad som faktiskt behöver justeras. Arbetsplatsstrategin förklarar varför justeringen spelar roll, och Workplace Adequacy™ ger ramen för att bedöma om justeringen stärker arbetsplatsens stöd till arbetet. ## Hur gör man justeringar utan att dra för snabba slutsatser? Uppföljning bör planeras från början och inte vänta tills problemen blivit tydliga i vardagen. Samtidigt behöver organisationen ge det nya arbetssättet tid att sätta sig innan större slutsatser dras. Tidiga signaler kan vara viktiga, men stora slutsatser bör bygga på mer än första intryck. Ett bättre angreppssätt är att arbeta stegvis: följ upp tidigt för att fånga upp uppenbara hinder och följ sedan upp igen när arbetssätt, normer och användning har stabiliserats mer. Då blir det lättare att skilja mellan startproblem och strukturella svagheter. Nästa steg ## Om ni behöver förstå om hybrid eller aktivitetsbaserat faktiskt fungerar behöver nästa steg koppla ihop uppföljning, analys och mer genomtänkta justeringar. Då blir det lättare att skilja mellan tillfällig omställningsfriktion och mer strukturella problem i miljöer, beteenden och användning. Verktyg för arbetsplatsanalys Ramverket Workplace Adequacy™ Ni kan gå vidare till verktyg för arbetsplatsanalys eller fördjupa det metodiska perspektivet i Workplace Adequacy™ för att förstå hur uppföljning blir analys och analys blir bättre justeringar. ## FAQ ### Hur ofta bör man följa upp om aktivitetsbaserat eller hybrid fungerar? Uppföljning ska planeras från början och upprepas när användningen har stabiliserats. Samtidigt behöver organisationen ge den nya modellen tid att sätta sig innan större slutsatser dras. Det viktiga är därför inte en enda perfekt tidpunkt, utan en genomtänkt rytm för uppföljning och justering. ### Vilka signaler visar att något inte fungerar som tänkt? Tydliga signaler är att vissa miljöer används fel eller undviks, att fokusarbete blir onödigt svårt, att samarbete inte fungerar smidigt eller att medarbetare upplever återkommande friktion i vardagen. Problem kan också visa sig som skillnader mellan upplevd och faktisk användning. ### Varför fungerar hybrid i vissa organisationer men inte i andra? Hybrid fungerar när arbetsuppgifter, ledarskap, kultur, teknikstöd och miljöer stödjer varandra. Det är därför fel att behandla hybrid som en universell modell som kan kopieras rakt av mellan organisationer. En modell fungerar först när den passar verksamhetens faktiska krav. ### Hur vet man om kontoret är rätt dimensionerat i en hybrid eller aktivitetsbaserad modell? Kontoret är rätt dimensionerat när kritiska aktiviteter fungerar även när efterfrågan är som högst. Om organisationen bara tittar på ett medelvärde riskerar den att underskatta både trängsel och outnyttjade ytor. Därför behöver dimensionering bygga på flera mätpunkter och en förståelse för vilka aktiviteter som ska kunna fungera samtidigt. ### Hur ser man om kultur, samarbete eller fokus har försvagats? Kultur, samarbete eller fokus har försvagats när friktionen ökar och arbetsplatsen stödjer arbetet sämre i vardagen. Det märks genom kombinationer av upplevd friktion, svårare samordning, lägre användbarhet i vissa miljöer eller tecken på att människor väljer bort kontoret av fel skäl. Relaterade definitioner ## Begrepp som fördjupar artikeln om hybrid och uppföljning Artikeln blir mer användbar när den läses tillsammans med definitionerna av hybridkontor, närvarodata och arbetsplatsstrategi. Vad är hybridkontor? Sätt uppföljningen i relation till policy, närvaro och kontorets syfte. Vad är närvarodata? Förstå vilket beteendedata som stärker bedömningen över tid. Vad är en arbetsplatsstrategi? Se hur uppföljning bör kopplas till riktning och prioriteringar. Vad är Workplace Adequacy? Knyt mätningen till hur väl arbetsplatsen faktiskt stödjer arbetet. Expertperspektiv ### Vill du ha resonemanget bakom mätning och uppföljning i ett större sammanhang? Dr. Aram Seddighs profilsida sätter hybridarbete, arbetsplatsanalys och utvärdering i ett tydligare arbetsplatsstrategiskt perspektiv. Läs om Dr. Aram Seddigh ======================================================================== # Information om Workplace Adequacy™ Survey URL: https://sv.weoffice.eu/info-arbetsplatsanalys/ ======================================================================== - Home / Information om Workplace Adequacy™ Survey # Information om Workplace Adequacy™ Survey Senast uppdaterad: 12th of april 2026 Denna information är till dig som tillfrågats att delta i en enkätundersökning om kontorsmiljön från WeOffice AB, 556906-2382 (“WeOffice”). Syftet med undersökningen är att samla in och analysera medarbetarnas svar avseende kontors- och arbetsmiljön samt aktivitetsmönster. Datan kommer användas för att bättre förstå den nuvarande arbetsmiljön, genomföra behovsanalys, framtagning av en arbetsplatsstrategi och/eller för att komma med förbättringsförslag om hur kontors- och arbetsmiljön kan förbättras. Den personuppgiftsansvarige, WeOffice kan ha erhållit personuppgifter från deltagarna (exempelvis, för- och efternamn, e-postadress till arbetsplatsen, namn på den närmast ansvarige chefen, namn på avdelning samt arbetsenhet/team) från arbetsgivarens HR-avdelning. Som laglig grund för behandling av sådana uppgifter hänför sig WeOffice till att WeOffice behöver uppgifterna för att uppfylla sitt kontrakt med arbetsgivaren. Deltagare har dock även för dessa uppgifter rätt att använda sig av sina rättigheter under Dataskyddsförordningen (”GDPR”) såsom beskrivs vidare i WeOffices Privacy Policy på hemsidan  www.weoffice.eu . Om du är osäker på vad för personuppgifter vi samlat in från dig är du välkommen att antingen kontakta oss eller din HR-avdelning. För att uppfylla kontraktet med arbetsgivaren behöver WeOffice även behandla ytterligare personuppgifter (det vill säga samla in, använda, lagra och radera uppgifter som kan identifiera deltagare) som lämnas i samband med ifyllandet av enkäten. Insamlingen och behandlingen av sådana personuppgifter (exempelvis uppgifter om deltagarnas uppfattning av arbetsplatsmiljön, uppgifter om deltagarnas jobbaktiviteter, uppgifter om deltagarnas samarbeten med andra avdelningar hos arbetsgivaren samt därtill tillhörande uppgifter) görs mot bakgrund av deltagarnas informerade samtycke som legal grund för behandlingen. Det är frivilligt att delta i enkätundersökningen och deltagarna kan närsomhelst avsluta sitt deltagande, utan att behöva ange skäl. Sådant avslut av deltagande gör dock inte behandlingen av tidigare insamlade uppgifter olaglig. Deltagaren kan även välja att inte besvara enskilda frågor i enkäten. WeOffice ber om ditt samtycke att behandla uppgifterna som efterfrågas i enkätundersökningen så att vi kan samla in data enligt informationen given i detta informationsbrev. Data som kommer att presenteras i kommande rapport, kommer att presenteras på gruppnivå så att enskilda deltagare inte kan identifieras. Deltagarnas personuppgifter kommer att lagras på servrar hos Loopia AB, ett personuppgiftsbiträde till WeOffice (ingen data lagras utanför EU), i maximalt sex månader efter det att studien slutförts. Om du gett ditt medgivande kommer personuppgifterna raderas efter detta datum och svaren anonymiseras så att enskilda svar inte kan kopplas till specifika personer. De anonymiserade uppgifterna kan komma att användas tillsammans med andra anonymiserade uppgifter från liknande enkätundersökningar som jämförelsedata. Sådan data kommer endast redovisas på bransch- eller sektornivå. Om du inte gett ditt medgivande till att dina anonymiserade uppgifter sparas efter sex månader, kommer all din data att raderas efter detta datum. Ni har bland annat rätt att begära ett registerutdrag av de personuppgifter som vi behandlar om dig, ni har rätt att begränsa vår behandling av dina personuppgifter, ni har rätt att få era personuppgifter raderade (”rätten att bli bortglömd”), rätt till data portabilitet (att få personuppgifterna flyttade) samt rätt att återkalla ert samtycke att behandla dina personuppgifter. Om era personuppgifter har raderats eller anonymiserats efter sex månader kan vi dock, efter denna tid, inte alltid fullt ut tillgodose en sådan begäran. För mer information om era rättigheter se:  https://www.datainspektionen.se/lagar–regler/dataskyddsforordningen/de-registrerades-rattigheter/ . Ni har också rätta att framföra klagomål om ni anser att vi inte behandlar dina personuppgifter i enlighet med dataskyddsförordningen, sådant klagomål ska initialt framföras till  info@weoffice.se , och om ni inte är nöjd med vårt svar, till  datainspektionen@datainspektionen.se . Se mer här  https://www.datainspektionen.se/vagledningar/for-dig-som-privatperson/klagomal-och-tips/ . _____________________ Aram Seddigh, Verkställande direktör WeOffice personuppgiftsansvarig: WeOffice AB, 556906-2382, Torsplan 10, 113 65 Stockholm, www.weoffice.eu Telefonnummer : 0046-739793663 E-post adress:  info@weoffice.se  eller aram@weoffice.se ======================================================================== # Inredningskoncept för kontor URL: https://sv.weoffice.eu/inredningskoncept-kontor/ ======================================================================== - Home / Inredningskoncept för kontor # Inredningskoncept för kontor Inredningskoncept, arbetsplatsstrategi och kontorsutformning ## Översätt arbetsplatsstrategin till ett kontor som fungerar i vardagen. Vi hjälper organisationer att ta fram inredningskoncept som gör arbetsplatsstrategin konkret. Genom att koppla verksamhetens behov, arbetssätt, beteenden och identitet till rum, zoner, funktioner och material skapar vi en tydlig riktning för kontorets utformning. Resultatet blir ett inredningskoncept som håller ihop funktion, uttryck och genomförande. Det kan användas som beslutsunderlag för ledning och projektgrupp, och som riktning för projektering, gestaltning, upphandling och leverantörsdialog. Boka rådgivning om inredningskoncept Se våra konsulttjänster Ett starkt inredningskoncept börjar inte i färg, material eller möbler. Det börjar i vad arbetsplatsen behöver möjliggöra, hur miljön ska användas och vilka beteenden den ska stödja. När tjänsten behövs ## När behöver man ett inredningskoncept för kontor? Tjänsten är relevant när kontoret ska förändras och ni behöver en tydlig riktning innan detaljprojektering, inköp eller genomförande. Det kan handla om flytt, ombyggnad, nytt arbetssätt eller att kontoret inte längre stödjer verksamhetens behov. Förändring ### Inför flytt eller ombyggnad Ni behöver översätta behov, strategi och arbetssätt till en fysisk miljö som går att projektera, budgetera och genomföra. Funktion ### När kontoret inte stödjer arbetet Kontoret kan vara estetiskt genomarbetat men ändå sakna rätt balans mellan fokus, möten, samarbete, återhämtning och sociala ytor. Beslut ### När beslut tas för sent Utan tydliga principer riskerar möblering, material och rumsliga val att styras av tidspress, tycke eller leverantörsförslag. Arbetssätt ### Vid nya arbetssätt Aktivitetsbaserade, hybrida eller mer flexibla arbetssätt kräver miljöer som är lätta att förstå, välja mellan och använda i vardagen. Identitet ### När identiteten behöver bli tydligare Kontoret kan bidra till kultur, tillhörighet och varumärke, men uttrycket behöver hänga ihop med funktion, beteenden och användning. Samordning ### När flera parter ska samordnas Ett tydligt koncept gör det enklare att hålla ihop intern projektgrupp, arkitektkompetens, inredningsarkitektur, fastighetsägare och leverantörer kring samma riktning. Definition ## Vad är ett inredningskoncept? Ett inredningskoncept är en sammanhållen riktning för hur kontoret ska utformas och användas. Det beskriver hur miljö, funktioner, zoner, möblering, material, färger och uttryck ska stödja verksamhetens behov. Vi ser inredningskonceptet som länken mellan arbetsplatsstrategi och fysisk miljö. Det handlar inte bara om gestaltning, utan om att skapa en kontorsmiljö som stödjer rätt aktiviteter, beteenden och beslut. ### Strategi Vad ska kontoret stödja, vilka behov finns och vilka beteenden behöver miljön möjliggöra? ### Miljö Vilka zoner, funktioner, rumstyper och uttryck behövs för att strategin ska bli konkret? ### Genomförande Vilket underlag behövs för beslut, projektering, leverantörsdialog, förankring och användning? Vårt arbetssätt ## Från behov och arbetssätt till rum, zoner och uttryck Vi anpassar upplägget efter projektets omfattning, men håller alltid ihop analys, strategi, fysisk miljö och praktisk användning. - 1 ### Utgångspunkt och målbild Vi samlar nuläge, verksamhetsmål, arbetsplatsstrategi, behov, begränsningar och beslut som redan finns. - 2 ### Aktiviteter och användning Vi tydliggör vilka typer av arbete, möten, samarbete, fokus och återhämtning kontoret behöver stödja. - 3 ### Zoner och funktioner Vi definierar principer för arbetsplatser, mötesrum, projektzoner, fokusytor, sociala ytor, touchdown-platser och stödytor. - 4 ### Konceptuell riktning Vi tar fram en tydlig idé för känsla, identitet, material, färg, möbleringsprinciper och hur kontoret ska upplevas. - 5 ### Besluts- och genomförandeunderlag Konceptet sammanställs så att det kan användas i projektering, budget, upphandling och dialog med arkitekt eller leverantörer. - 6 ### Förankring och användning Vi kopplar konceptet till hur kontoret ska förstås, kommuniceras och användas av chefer och medarbetare. Vad får ni konkret? ## Leveranser som gör kontorsmiljön lättare att besluta om Leveransen ska hjälpa er att gå från idé till riktning, och från riktning till genomförbara beslut. ### Konceptuell riktning En tydlig idé för kontorets uttryck, känsla och roll i organisationen. ### Principer för zoner och funktioner Rekommendationer för hur olika miljöer ska stödja fokus, möten, samarbete, social interaktion och återhämtning. ### Möblerings- och användningsprinciper Riktning för hur miljön ska användas och vilka möbleringsprinciper som stödjer arbetssättet. ### Färg, material och uttryck Övergripande principer för färg, material, känsla och identitet som kan tas vidare i gestaltning. ### Underlag för projektering Ett praktiskt stöd för dialog med arkitekt, inredningsarkitekt, fastighetsägare, leverantörer och intern projektgrupp. ### Stöd för förankring Formuleringar och principer som gör det lättare att förklara varför miljön utformas som den gör. Skillnad mot traditionell inredningsarkitektur ## Ett koncept som börjar i arbetet och blir synligt i miljön Uttryck, material och möbler är viktiga delar av ett inredningskoncept. Men för att kontoret ska fungera i vardagen behöver de utgå från arbetet, aktiviteterna och beteendena som miljön ska stödja. Därefter översätts behoven till ett inredningskoncept med tydlig riktning för funktion, zoner, möblering, material, färg och uttryck. Vi kan ta fram konceptet som en helhet och vid behov samverka med arkitekter, inredningsarkitekter, fastighetsägare och leverantörer i projektering och genomförande. Koppling till andra beslut ## Inredningskonceptet ska hänga ihop med arbetsplatsstrategin Ett starkt inredningskoncept bygger på rätt underlag. Därför kopplas arbetet ofta till behovsanalys, närvarodata, medarbetarinsikter, lokalstrategi och förändringsledning. Behovsanalys och arbetsplatsstrategi Kontorsstrategi och lokalstrategi Projekt- och förändringsledning Uppföljning efter inflytt FAQ ## Vanliga frågor om inredningskoncept för kontor Vad är ett inredningskoncept för kontor? Ett inredningskoncept för kontor är en sammanhållen riktning för hur kontorets miljö, zoner, funktioner, möblering, material och uttryck ska stödja verksamhetens behov och arbetssätt. När behöver man ta fram ett inredningskoncept? Ett inredningskoncept är särskilt relevant inför flytt, ombyggnad, nytt arbetssätt, aktivitetsbaserat kontor, hybridarbete eller när kontoret behöver stödja kultur, samarbete och fokus bättre. Vad är skillnaden mellan inredningskoncept och arbetsplatsstrategi? Arbetsplatsstrategin beskriver vad kontoret ska stödja och varför. Inredningskonceptet översätter strategin till fysisk miljö, zoner, funktioner, möblering och uttryck. Kan WeOffice samarbeta med arkitekt eller inredningsarkitekt? Ja. WeOffice kan ta fram inredningskonceptet som en helhet och vid behov samverka med andra arkitekter, inredningsarkitekter, fastighetsägare och leverantörer i projektering och genomförande. Vad innehåller ett inredningskoncept? Ett inredningskoncept kan innehålla principer för zoner, rum, funktioner, möblering, material, färg, uttryck, användning och hur kontorets miljö ska stödja organisationens arbetssätt. Nästa steg ## Vill ni ta fram ett inredningskoncept som håller ihop funktion och uttryck? Vi kan hjälpa er att översätta arbetsplatsstrategi, behov och arbetssätt till en tydlig riktning för kontorets zoner, funktioner och miljö. Boka rådgivning om inredningskoncept ======================================================================== # Kontorsstrategi och lokalstrategi URL: https://sv.weoffice.eu/kontorsstrategi-lokalstrategi/ ======================================================================== - Home / Kontorsstrategi och lokalstrategi # Kontorsstrategi och lokalstrategi Kontorsstrategi, lokalstrategi och beslutsunderlag ## Kontorsstrategi och lokalstrategi som styr rätt lokalbeslut. Vi hjälper organisationer att avgöra vilken roll kontoret ska ha, hur mycket yta som behövs och vilka lokalbeslut som stödjer verksamheten på ett hållbart sätt över tid. Genom att koppla arbetsplatsstrategi, närvarodata, medarbetarinsikter, dimensionering och ekonomi till en konkret handlingsplan får ni en rekommendation inför att stanna, flytta, minska, växa, bygga om eller omförhandla. Boka rådgivning om kontors- och lokalstrategi Se tjänsteöversikten Behovsanalysen visar vad ni behöver förstå innan beslut. Kontors- och lokalstrategin omsätter insikterna till principer, krav och vägval som styr lokalbeslut över tid. Vanliga situationer ## När behöver ni en kontorsstrategi eller lokalstrategi? Behovet uppstår ofta när kontoret har blivit en strategisk fråga: ytan används annorlunda, kostnaderna behöver ses över, arbetssätten förändras eller organisationen står inför ett större lokalbeslut. Lokalbeslut ### Ni ska besluta om att stanna, flytta eller omförhandla Alternativen behöver jämföras utifrån funktion, kostnad, risk, flexibilitet och långsiktig påverkan. Arbetssätt ### Hybridarbete har förändrat kontorets roll Närvaromönster, möten, fokusarbete och samarbete behöver förstås innan yta och funktion bestäms. Dimensionering ### Kontoret används ojämnt eller ineffektivt Ytan kan vara för stor, för liten eller mindre väl fördelad mellan samarbete, fokus, möten och sociala funktioner. Förändring ### Organisationen växer, minskar eller samlar verksamheter Lokalstrategin behöver stödja både dagens behov och en rimlig framtida utveckling. Styrning ### Ledningen behöver ett tydligt beslutsunderlag Beslut om kontor behöver kunna förklaras med data, målbild, scenarier och konsekvenser. Genomförande ### Ni planerar ombyggnad eller ny inredning Innan pengar investeras i miljön behöver ni veta vilka funktioner, ytor och arbetssätt som ska prioriteras. Begrepp och gränsdragning ## Vad är skillnaden mellan arbetsplatsstrategi, kontorsstrategi och lokalstrategi? Behovsanalysen visar vad ni behöver förstå innan beslut. Kontors- och lokalstrategin omsätter insikterna till principer, krav och vägval som styr lokalbeslut över tid. Tillsammans visar begreppen hur arbetet ska fungera, hur kontoret bör utformas och hur lokalbeslut ska styras över tid. ### Arbetsplatsstrategi Beskriver hur arbetsplatsen ska stödja verksamhetens mål, arbetssätt, samarbete, kultur och medarbetarnas behov. Den ger riktning för hur arbetet ska fungera. ### Kontorsstrategi Omsätter arbetsplatsstrategin till konkreta principer för kontoret: ytor, funktioner, rumstyper, dimensionering, mötesmiljöer, fokusytor och användning över tid. ### Lokalstrategi Beskriver organisationens långsiktiga lokalbehov och hur beslut om stanna, flytta, minska, växa, omförhandla eller bygga om ska styras. Process ## Från insikt till principer, kravprofil och vägval Vi arbetar strukturerat från verksamhetsmål och faktisk användning till scenarier, rekommendation och nästa steg. Resultatet är en strategi som går att använda i beslut, lokalsökning, ombyggnad och förändringsledning. - 1 ### Nuläge och målbild Vi tydliggör varför lokalfrågan är aktuell, vilka mål som ska stödjas och vilka ramar som påverkar beslutet. - 2 ### Arbetssätt, närvaro och behov Vi analyserar hur arbetet fungerar i praktiken genom dialog, data, observationer, enkäter eller befintligt underlag. - 3 ### Dimensionering och scenarier Vi tar fram realistiska scenarier för yta, funktion, närvaro, kostnad och framtida flexibilitet. - 4 ### Lokalprinciper och kravprofil Vi beskriver vilka funktioner, ytor, kvaliteter och prioriteringar som ska styra kontoret eller lokalerna. - 5 ### Ekonomi, risk och hållbarhet Alternativen bedöms utifrån lokalkostnad, investering, genomförbarhet, arbetsmiljö, hållbarhet och organisatorisk risk. - 6 ### Rekommendation och handlingsplan Ledning och projektgrupp får ett beslutsunderlag med rekommenderad riktning, konsekvenser och nästa steg. Vad får ni konkret? ## Leveranser som gör lokalbeslutet lättare att fatta En användbar strategi ska kunna användas av ledning, projektgrupp, HR, fastighet, ekonomi och interna beslutsfattare. Därför sammanfattas arbetet i konkreta underlag. ### Målbild och beslutsprinciper En tydlig riktning för vad kontoret och lokalerna ska bidra till, och vilka beslutskriterier som ska väga tyngst. ### Behovsbild och insikter Sammanställning av verksamhetens arbetssätt, behov, närvaro, friktioner och prioriteringar. ### Dimensioneringsunderlag Rekommendation kring yta, kapacitet och funktioner baserat på arbetssätt, närvaro och framtida behov. ### Scenarier Jämförelse av exempelvis stanna, flytta, minska yta, växa, bygga om eller omförhandla. ### Kravprofil Principer för läge, lokal, funktion, teknik, hållbarhet, flexibilitet, arbetsmiljö och användning. ### Handlingsplan Nästa steg inför lokalsökning, ombyggnad, hyresförhandling, inredningskoncept eller förändringsledning. Koppling till nästa steg ## Strategin ska kunna omsättas i praktiken När riktningen är tydlig kan vi hjälpa vidare med lokalsökning, hyresförhandling, inredningskoncept, projektledning och uppföljning. På så sätt blir strategin ett styrande underlag för kravprofil, lokalbeslut och genomförande, inte en rapport som stannar i ledningsgruppen. Lokalsökning och hyresförhandling Projekt- och förändringsledning Inredningskoncept Behovsanalys och arbetsplatsstrategi FAQ ## Vanliga frågor om kontorsstrategi och lokalstrategi Vad är en kontorsstrategi? En kontorsstrategi beskriver hur kontoret ska stödja verksamhetens mål, arbetssätt, samarbete, fokusarbete, kultur och framtida behov. Den omsätter arbetsplatsstrategi till konkreta principer för yta, funktioner, dimensionering och användning. Vad är en lokalstrategi? En lokalstrategi beskriver organisationens långsiktiga behov av lokaler och hur lokalbeslut ska styras över tid. Den kan omfatta yta, läge, lokalkostnad, flexibilitet, hållbarhet, risk, tidplan och handlingsplan. När behöver man ta fram en kontorsstrategi eller lokalstrategi? Det är särskilt relevant inför flytt, omförhandling, ombyggnad, hybridarbete, tillväxt, minskning, samlokalisering eller när ledningen behöver ett beslutsunderlag för kontorets framtida roll. Hur skiljer sig lokalstrategi från lokalsökning? Lokalstrategi anger riktning, krav och beslutslogik. Lokalsökning är den konkreta processen att hitta, jämföra och förhandla lokaler utifrån den riktningen. Behöver vi närvarodata för att ta fram en kontorsstrategi? Inte nödvändigtvis, men närvarodata, beläggningsanalys och medarbetarinsikter gör strategin mer träffsäker. Det är särskilt värdefullt när ni ska dimensionera kontoret eller jämföra flera scenarier. Nästa steg ## Vill ni fatta bättre beslut om kontoret? Vi kan hjälpa er att avgöra om nästa steg bör vara en kontorsstrategi, lokalstrategi, arbetsplatsanalys, dimensioneringsunderlag eller en kravprofil inför lokalsökning och hyresförhandling. Få hjälp att välja rätt lokalstrategi ======================================================================== # Kunskapsbank om arbetsplatsstrategi och kontor URL: https://sv.weoffice.eu/kunskapsbank/ ======================================================================== - Home / Kunskapsbank för arbetsplatsstrategi och kontorsutveckling # Kunskapsbank för arbetsplatsstrategi och kontorsutveckling WeOffice kunskapsbank ## Hitta rätt kunskap innan ni fattar beslut om kontor och arbetssätt. Här samlar vi guider, artiklar och resurser för organisationer som vill fatta bättre beslut om arbetsplatsstrategi, arbetsplatsanalys, hybrida arbetssätt, dimensionering och kontorsutveckling. Börja med den fråga ni står inför: strategi, analys, dimensionering, genomförande eller uppföljning. Börja med arbetsplatsstrategi Se alla artiklar Utforska våra tjänster Kunskapsbanken är byggd för att hjälpa er att gå från breda frågor om kontorets framtid till konkreta beslut om behov, yta, funktioner, arbetssätt, lokalval och förändring. Hitta rätt utifrån er fråga ## Välj område efter vilket beslut ni behöver fatta. Olika frågor kräver olika underlag. Därför är kunskapsbanken uppdelad efter de beslut som ofta uppstår före, under och efter ett kontorsprojekt. Passar när ni vill förstå begrepp, jämföra vägval, förbereda ett projekt eller skapa bättre beslutsunderlag innan nästa steg. Riktning ### Strategi och vägval För er som behöver förstå målbild, arbetsplatsstrategi, lokalstrategi och vilka beslut som bör tas innan lösningen bestäms. - Arbetsplatsstrategi - Kontorsstrategi och lokalstrategi - Vad är arbetsplatsstrategi? Underlag ### Analys och dimensionering För er som vill förstå behov, närvaro, beläggning, yta, kapacitet, variation och vilka miljöer verksamheten faktiskt behöver. - Närvarodata, beläggning och dimensionering - Medarbetarinsikter och enkäter - Vad är en arbetsplatsanalys? Arbetssätt ### Hybridarbete och vardag För er som vill förstå hur kontoret bör stödja samarbete, fokus, kultur, lärande och variation i närvaro. - Hybrida arbetssätt och hybrida arbetsplatser - Aktivitetsbaserade kontor - Hemvist i hybrida kontor Genomförande ### Projekt och uppföljning För er som ska gå från beslut till lokalval, projekt, förändringsledning, inredningskoncept och justering efter inflytt. - Projektledning och förändringsledning - Lokalsökning och hyresförhandling - Uppföljning efter inflytt Centrala guider ## Börja med de frågor som oftast styr kontorsbeslut. Guiderna ger korta och praktiska förklaringar av centrala begrepp, metoder och beslut inom arbetsplatsstrategi och kontorsutveckling. Använd guiderna som förberedelse inför ledningsbeslut, projektstart, lokaldialog eller intern förankring. Strategi ### Vad är arbetsplatsstrategi? En guide till hur arbetsplatsstrategi skapar riktning för kontor, arbetssätt, förändring och beslut före design. Läs guiden Analys ### Vad är en arbetsplatsanalys? Vad som bör analyseras innan beslut om kontor, arbetssätt, dimensionering eller förändring tas. Läs guiden Hybridarbete ### Vad är hybrida arbetssätt? Hur kontorets roll förändras när arbete sker både på distans och på plats, och vad det betyder för kontorets syfte. Läs guiden Dimensionering ### Hur dimensionerar man kontoret? Hur närvaro, variation, toppar, arbetsmönster och funktionella behov kan vägas ihop till rätt kapacitet. Läs guiden Data ### Närvaromätning för flexibel arbetsplats Hur faktisk närvaro kan bli beslutsunderlag för flexibla arbetsplatser, yta och framtida lokalbehov. Läs guiden Uppföljning ### Fungerar aktivitetsbaserat eller hybrid? Vad som bör mätas, hur resultaten bör tolkas och vad organisationer ofta missar när de följer upp nya arbetssätt. Läs guiden Budget ### Vad kostar en kontorsanpassning? Fyra tidiga beslut som påverkar budgeten i kontorsanpassningar och hur de bör hanteras innan designen låses. Läs guiden Ramverk ### Workplace Adequacy™-ramverket WeOffice ramverk för att bedöma hur väl arbetsplatsen stödjer verksamhetens behov, prioriteringar och arbetssätt. Se ramverket Roll ### Vad gör en arbetsplatsstrateg? En introduktion till rollen, utbildningen och kompetensen som krävs för att leda arbetsplatsutveckling. Läs mer Kunskap kopplad till våra tjänster ## Från kunskap till beslutsunderlag och genomförande. Kunskapsbanken hjälper er att förstå frågorna. Våra tjänster hjälper er att omsätta dem i analys, strategi, lokalbeslut, genomförande och uppföljning. Behovsanalys, arbetsplatsstrategi och beslutsunderlag Närvarodata, beläggning och dimensionering Medarbetarinsikter och enkäter Kontorsstrategi och lokalstrategi Projektledning och förändringsledning Lokalsökning och hyresförhandling Inredningskoncept för kontor Uppföljning efter inflytt och justeringsunderlag Fördjupa er vidare ## Resurser för nästa steg. Fortsätt till artiklar, kundcase, kurser eller ramverk beroende på om ni vill fördjupa er, se exempel eller bygga kompetens internt. Artiklar ### Artiklar om arbetsplatsstrategi Alla publicerade artiklar och fördjupningar om kontor, arbetssätt, analys och förändring. Se artiklar Exempel ### Kundcase Exempel på hur arbetsplatsstrategi och kontorsutveckling omsätts i verkliga projekt. Se kundcase Kompetens ### Kurser i arbetsplatsstrategi Utbildningar för dig som vill förstå metoder, begrepp och arbetssätt inom arbetsplatsstrategi. Se kurser Ramverk ### Workplace Adequacy™ Ramverket bakom hur vi väger samman behov, plats, prioriteringar och arbetsplatsens funktion. Se ramverket Vanliga frågor ## Korta svar på centrala frågor. Här är de vanligaste frågorna som brukar uppstå tidigt i arbetet med arbetsplatsstrategi och kontorsutveckling. ### Vad är arbetsplatsstrategi? Arbetsplatsstrategi är ett beslutsunderlag som kopplar verksamhetens mål, arbetssätt och behov till kontorets utformning, yta, funktioner och förändringsarbete. ### När behövs en arbetsplatsanalys? En arbetsplatsanalys behövs när organisationen ska fatta beslut om flytt, ombyggnad, hybrida arbetssätt, dimensionering, lokaler eller större förändringar i arbetssätt. ### Hur påverkar hybridarbete kontorets roll? Hybridarbete gör kontorets syfte viktigare. Kontoret behöver stödja samarbete, fokus, kultur, lärande och tillhörighet på ett sätt som kompletterar distansarbete. ### Hur vet man om kontoret är rätt dimensionerat? Rätt dimensionering bygger på närvarodata, variation, toppbelastning, arbetsmönster och vilka miljöer verksamheten faktiskt behöver, inte enbart på genomsnittlig beläggning. ### Hur hänger kunskapsbanken ihop med WeOffice tjänster? Kunskapsbanken hjälper er att förstå frågorna. Våra tjänster hjälper er att omsätta kunskapen i analys, strategi, beslutsunderlag, lokalbeslut, genomförande och uppföljning. Nästa steg ## Osäkra på vilken fråga ni behöver börja med? Om ni står inför ett kontorsbeslut men inte vet om nästa steg bör vara analys, strategi, lokalsökning, förändringsledning eller uppföljning kan vi hjälpa er att ringa in frågan. Boka rådgivning Se våra tjänster ======================================================================== # Lokalsökning och hyresförhandling för kontor URL: https://sv.weoffice.eu/lokalsokning-hyresforhandling/ ======================================================================== - Home / Lokalsökning och hyresförhandling för kontor # Lokalsökning och hyresförhandling för kontor Hyresgästrådgivning, lokalsökning och hyresförhandling ## Fatta ett bättre lokalbeslut med kravprofil, marknadsanalys och förhandlingsstyrka. Vi hjälper organisationer att gå från otydligt lokalbehov till ett beslutsunderlag som visar vilken kontorslösning som stödjer verksamheten, arbetssätten och ekonomin över tid. Genom att kombinera arbetsplatsstrategi, kravställning, marknadsöversikt och hyresförhandling hjälper vi er att jämföra flytt, omförhandling och anpassning av befintliga lokaler på ett strukturerat sätt. Boka rådgivning inför lokalsökning eller hyresförhandling Se hur vi arbetar med arbetsplatsstrategi Starka lokalbeslut börjar inte på lokalmarknaden, utan i verksamhetens behov. När kravprofil, arbetsplatsstrategi och förhandlingsmål är tydliga blir det lättare att jämföra alternativ, förhandla villkor och fatta ett beslut som håller även efter inflytt. Vanliga situationer ## När behöver ni hyresgästrådgivning vid lokalsökning eller hyresförhandling? Behovet uppstår ofta när lokalfrågan inte längre bara handlar om kvadratmeter och hyresnivå. Organisationen behöver förstå hur arbetssätt, närvaro, samarbete, kostnader och framtida behov påverkar valet mellan att stanna, flytta, omförhandla eller anpassa nuvarande lokaler. ### Hyresavtalet närmar sig uppsägningstid Ni behöver tid att jämföra omförhandling, anpassning och flytt innan förhandlingsläget blir svagare eller alternativen för få. ### Kontoret behöver stödja arbetet bättre Ytan kan behöva justeras, omfördelas eller användas på ett annat sätt i relation till hur organisationen faktiskt arbetar. ### Hybridarbete har ändrat lokalbehovet Närvaro, möten, fokusarbete och samarbete behöver analyseras innan ni beslutar om yta, läge, funktioner och avtalsflexibilitet. ### Ni behöver jämföra flytt och omförhandling Alternativen behöver jämföras utifrån kostnad, funktion, risk, flexibilitet, tidplan och långsiktig påverkan. ### Organisationen ska växa, minska eller samla verksamheter Lokalbeslutet behöver stödja både nuläget och en rimlig framtida utveckling utan att låsa organisationen för hårt. ### Ledningen behöver ett tydligt beslutsunderlag Beslutet behöver kunna förklaras med data, kravprofil, marknadsläge, jämförbara alternativ och tydliga konsekvenser. Beslutspunkter ## Vanliga beslut vi hjälper er med Lokalsökning och hyresförhandling blir mer träffsäkert när de viktigaste besluten är tydliga innan ni går för långt i dialogen med marknaden. Då kan lokalalternativ och hyresvillkor jämföras mot samma kravbild. ### Ska vi stanna, flytta eller omförhandla? Vi jämför alternativen utifrån behov, kostnad, tid, risk och möjlighet att utveckla arbetsplatsen. ### Hur stor yta bör vi planera för? Ytbehovet kopplas till närvaro, arbetssätt, ytmix, flexibilitet och hur verksamheten kan förändras över tid. ### Vilka funktioner behöver lokalen stödja? Kravprofilen tydliggör behov av möten, fokus, samarbete, projektytor, teknik, sociala ytor och stödjande funktioner. ### Vilka hyresvillkor är viktigast att analysera? Hyra, index, avtalstid, optioner, anpassningar, incitament och ansvarsfördelning bedöms i relation till verksamhetens behov. ### Hur jämför vi olika alternativ? Alternativen jämförs mot samma kravprofil så att beslutet inte bara styrs av hyresnivå, läge eller första intryck. ### När är omförhandling bättre än flytt? Om befintliga lokaler kan utvecklas till rimlig kostnad kan omförhandling vara ett starkt alternativ till flytt. Process ## Från lokalbehov till förhandlat hyresavtal Vi håller ihop processen från behovsbild och kravprofil till marknadsanalys, lokalutvärdering och förhandling. Det gör arbetet till en styrd beslutsprocess där alternativ jämförs mot krav, ekonomi, potential och genomförbarhet. - ### Behov och kravprofil Vi tydliggör yta, läge, arbetssätt, närvaro, teknik, hållbarhet, budget och flexibilitet innan lokalsökningen startar. - ### Marknadsanalys Relevanta kontorslokaler och möjliga omförhandlingsalternativ bedöms utifrån hyresnivåer, läge, fastighetsägare, standard och anpassningsmöjligheter. - ### Visningar och utvärdering Alternativen dokumenteras och jämförs mot kravprofilen, inte bara mot pris, tillgänglighet eller första intryck. - ### Lokalens potential som arbetsplats Vi bedömer om lokalen kan stödja rätt flöden, möten, fokusarbete, sociala ytor, teknik, identitet och framtida flexibilitet. - ### Hyresförhandling Hyresnivå, index, avtalstid, optioner, hyresfria perioder, anpassningar, service, tillträde och ansvarsfördelning förhandlas utifrån verksamhetens mål. - ### Beslutsunderlag Ledning och projektgrupp får ett jämförbart underlag med kostnad, funktion, risk, flexibilitet och rekommendation. - ### Överlämning till genomförande Efter lokalbeslutet kan arbetet gå vidare till projektledning, inredningskoncept, implementering och uppföljning. Vad får ni konkret? ## Leveranser som stärker beslut och förhandling Resultatet ska vara användbart i verkliga beslut och ge er bättre förhandlingsstyrka. Därför sammanställs behov, marknad, ekonomi och avtalsfrågor i former som ledning, projektgrupp och interna beslutsfattare kan använda. ### Kravprofil En tydlig beskrivning av lokalbehov, arbetssätt, yta, läge, funktion, teknik, budget och tidplan. ### Marknadsöversikt En kartläggning av relevanta lokalalternativ, hyresnivåer, förutsättningar och risker. ### Jämförelse av alternativ En shortlist där alternativ jämförs utifrån kostnad, funktion, flexibilitet, anpassning och potential. ### Förhandlingsunderlag Underlag inför dialog med hyresvärdar kring hyra, incitament, anpassningar, optioner och ansvar. ### Risk- och konsekvensbedömning En bedömning av vad varje alternativ innebär för ekonomi, genomförande, flexibilitet och organisation. ### Rekommendation En tydlig vägledning inför beslut om flytt, omförhandling eller utveckling av befintliga lokaler. Koppling till nästa steg ## Efter lokalbeslutet börjar arbetet med att få arbetsplatsen att fungera När lokalbeslutet är fattat börjar arbetet med att omsätta beslutet till en arbetsplats som fungerar i vardagen. Därför kopplar vi hyresgästrådgivning, lokalsökning och hyresförhandling till de delar som ofta avgör om förändringen lyckas i praktiken. Projekt- och förändringsledning Inredningskoncept Behovsanalys och arbetsplatsstrategi Kontorsstrategi och lokalstrategi Närvarodata och dimensionering FAQ ## Vanliga frågor om lokalsökning och hyresförhandling När bör man börja med lokalsökning och hyresförhandling? Ofta bör arbetet börja innan hyresavtalets uppsägningstid närmar sig. Då finns tid att analysera behov, ta fram kravprofil, jämföra alternativ och förhandla utan att beslutet blir stressat. Ska man börja med lokalmarknaden eller verksamhetens behov? Börja med verksamhetens behov. Marknaden blir först relevant när ni vet vilken typ av arbetsplats, yta, läge, funktioner och flexibilitet organisationen faktiskt behöver. Vad är skillnaden mellan lokalsökning och lokalstrategi? Lokalstrategi handlar om den långsiktiga riktningen för lokalbehovet. Lokalsökning är den konkreta processen att hitta, jämföra och välja lokal utifrån den riktningen. Kan ni hjälpa till med omförhandling av befintligt hyresavtal? Ja. I vissa situationer är omförhandling ett bättre alternativ än flytt. Då behöver kostnad, funktion, flexibilitet och framtida behov jämföras med alternativen på marknaden. Hur kopplas hyresförhandling till arbetsplatsstrategi? Hyresvillkor påverkar möjligheten att förändra, anpassa och utveckla arbetsplatsen över tid. Därför bör förhandlingen utgå från både ekonomi, avtal och hur lokalen ska fungera i praktiken. Nästa steg ## Vill ni stärka ert besluts- och förhandlingsunderlag? Vi kan hjälpa er att bedöma om nästa steg bör vara omförhandling, lokalsökning, kravprofil, arbetsplatsanalys eller ett bredare beslutsunderlag inför kontorsförändring. Boka rådgivning inför lokalsökning eller hyresförhandling ======================================================================== # Medarbetarinsikter och arbetsplatsenkäter URL: https://sv.weoffice.eu/medarbetarinsikter-enkater/ ======================================================================== - Home / Medarbetarinsikter och enkäter # Medarbetarinsikter och enkäter Medarbetarundersökningar, arbetsplatsenkäter och beslutsunderlag ## Från medarbetarinsikter till bättre beslut om arbetsplatsen. Vi hjälper organisationer att förstå hur medarbetare arbetar, vad de behöver och vilka insatser som bör prioriteras för att arbetsplatsen ska fungera bättre. Genom enkäter, medarbetarinsikter och strukturerad analys får ni rekommendationer för nuläge, arbetsplatsstrategi, förändringsledning och uppföljning efter förändring. Boka rådgivning om medarbetarinsikter Se hur data kan komplettera insikterna En arbetsplatsenkät blir värdefull när resultaten går att använda i beslut. Vi hjälper er att gå från svar och data till prioriteringar, strategi och konkreta åtgärder för arbetsplatsen. Vanliga situationer ## När behöver ni medarbetarinsikter? Medarbetarinsikter behövs när organisationen vill förstå vad som faktiskt påverkar arbetet, inte bara vad människor tycker om kontoret i allmänhet. Insikterna hjälper er att fatta beslut om miljö, arbetssätt, förändring och uppföljning. Nuläge ### Ni behöver förstå nuläget Vad fungerar idag, vad skapar friktion och vilka behov behöver arbetsplatsen stödja bättre? Strategi ### Ni ska ta fram arbetsplatsstrategi Medarbetarnas behov, arbetsmönster och prioriteringar behöver kopplas till strategi, kontor och arbetssätt. Förändring ### Ni planerar flytt, ombyggnad eller nytt arbetssätt Beslut behöver bygga på hur arbetet faktiskt sker och vilka funktioner medarbetarna behöver i vardagen. Förankring ### Ni behöver välja rätt förändringsinsatser Resultaten visar var osäkerhet, motstånd, otydlighet eller bristande stöd riskerar att bromsa förändringen. Uppföljning ### Ni vill följa upp efter inflytt Uppföljning visar om den nya arbetsplatsen fungerar som tänkt och vad som behöver justeras. Analys ### Ni vill komplettera närvarodata Närvarodata visar hur kontoret används. Medarbetarinsikter förklarar varför det används så. Beslut och prioriteringar ## Vad medarbetarinsikter kan förklara Medarbetarinsikter blir mest värdefulla när de kopplas till konkreta beslut om arbetsplatsens funktion, förändringsinsatser och nästa steg. ### Vilka funktioner kontoret behöver prioritera Insikterna visar om kontoret behöver stärka fokusarbete, möten, samarbete, sociala ytor, lärande eller återhämtning. ### Vilka grupper som behöver särskilt stöd Analysen kan visa skillnader mellan roller, team eller arbetssätt och vilka grupper som påverkas mest av förändringen. ### Vilka hinder som påverkar användningen Resultaten tydliggör om friktion handlar om yta, rum, regler, ledarskap, teknik, kommunikation eller beteenden. ### Vilka förändringsinsatser som bör göras först Ni får prioriteringar som hjälper ledning och projektgrupp att välja rätt insatser i rätt ordning. Skillnad mot vanliga medarbetarundersökningar ## Mer än nöjdhet: insikter om arbete, plats och förändring. En vanlig medarbetarundersökning fokuserar ofta på engagemang, ledarskap eller kultur. En arbetsplatsenkät kopplar medarbetarnas upplevelser till arbete, plats, funktion, beteende och förändring. ### Arbetets behov Vilka aktiviteter behöver medarbetarna kunna utföra, och hur väl stödjer arbetsplatsen fokusarbete, samarbete, möten, lärande och social interaktion? ### Platsens funktion Vilka delar av kontoret fungerar, vilka ytor saknas eller används fel, och hur påverkar hybridarbete behovet av rum, zoner och stöd? ### Förändringens förutsättningar Vilka grupper behöver mer information, delaktighet eller stöd för att förstå och använda en förändrad arbetsplats? Process ## Från enkät till handlingsbart beslutsunderlag Utgångspunkten är beslutet ni behöver fatta. Därefter utformar vi frågorna och analysen så att resultaten kan användas i strategi, förändringsledning och konkreta prioriteringar. - 1 ### Syfte och beslut Vi tydliggör varför undersökningen görs, vilka beslut den ska stödja och vilka grupper eller perspektiv som behöver förstås. - 2 ### Frågeområden och upplägg Vi väljer relevanta moduler och frågeområden, till exempel nuläge, aktiviteter, hybridarbete, förändringsmognad eller uppföljning. - 3 ### Datainsamling Medarbetarna får möjlighet att beskriva behov, arbetssätt, upplevelser och hinder på ett strukturerat sätt. - 4 ### Analys och segmentering Resultaten analyseras utifrån exempelvis roll, team, plats, arbetssätt, behov och skillnader mellan grupper. - 5 ### Tolkning med övrig data Insikterna kan kombineras med närvarodata, workshops, intervjuer, observationer eller befintliga verksamhetsmål. - 6 ### Prioriteringar och rekommendation Ni får tydliga slutsatser om vad som bör göras, vilka insatser som bör prioriteras och hur resultaten bör användas. - 7 ### Uppföljning Efter förändring kan nya mätningar visa vad som fungerar, vad som behöver justeras och om arbetsplatsen skapar önskad effekt. Vad får ni konkret? ## Leveranser som gör medarbetarinsikter användbara Resultatet ska inte stanna i ett diagram. Vi sammanställer insikterna så att ledning, HR, projektgrupp, fastighet och kommunikation kan använda dem i beslut och genomförande. ### Enkätupplägg Frågeområden och moduler anpassade efter ert syfte: nuläge, strategi, förändring eller uppföljning. ### Analysrapport Tydlig sammanställning av resultat, skillnader mellan grupper, styrkor, friktioner och utvecklingsbehov. ### Prioriterade insikter Det viktigaste att agera på, sorterat efter effekt, risk, genomförbarhet och koppling till era mål. ### Beslutsunderlag Underlag för arbetsplatsstrategi, kontorsdimensionering, lokalbeslut, förändringsledning eller uppföljning. ### Workshop Genomgång där resultat tolkas tillsammans med ledning, projektgrupp eller andra nyckelpersoner. ### Åtgärdsrekommendationer Konkreta förslag på vad som bör förändras i miljö, arbetssätt, kommunikation eller stödinsatser. Metod och verktyg ## Workplace Adequacy™ kan användas som grund för analysen Workplace Adequacy™ är WeOffice ramverk och enkätverktyg för att förstå hur väl arbetsplatsen stödjer medarbetarnas behov. Det kan användas för nulägesanalys, framtagning av arbetsplatsstrategi, förändringsledning och uppföljning efter genomförd förändring. På den här tjänstesidan ligger fokus på hur resultaten analyseras och används i beslut, prioriteringar och förändringsledning. För en mer detaljerad beskrivning av ramverket kan ni läsa mer om Workplace Adequacy™. Se hur insikterna används i behovsanalys Koppling till nästa steg ## Insikterna ska leda vidare till rätt åtgärder Medarbetarinsikter blir mest värdefulla när de kopplas till andra underlag och till tydliga beslut. Därför kan analysen kopplas vidare till strategi, dimensionering, lokalsökning, förändringsledning eller uppföljning. Arbetsplatsstrategi Kontorsstrategi och lokalstrategi Närvarodata och beläggningsanalys Projekt- och förändringsledning Uppföljning efter inflyttning FAQ ## Vanliga frågor om medarbetarinsikter och arbetsplatsenkäter Vad är medarbetarinsikter i en arbetsplatsanalys? Medarbetarinsikter är strukturerad kunskap om hur medarbetare arbetar, vad de behöver, vilka hinder de upplever och hur väl arbetsplatsen stödjer olika aktiviteter. Insikterna används som beslutsunderlag för arbetsplatsstrategi, förändringsledning och uppföljning. Vad är skillnaden mellan en vanlig medarbetarundersökning och en arbetsplatsenkät? En vanlig medarbetarundersökning fokuserar ofta på engagemang, ledarskap och kultur. En arbetsplatsenkät kopplar medarbetarnas upplevelser till arbete, plats, funktion, beteenden, arbetsmönster och behov i den fysiska eller hybrida arbetsmiljön. När bör man göra en arbetsplatsenkät? En arbetsplatsenkät är särskilt användbar inför ny arbetsplatsstrategi, flytt, ombyggnad, aktivitetsbaserat arbetssätt, hybridarbete, förändringsledning eller uppföljning efter inflytt. Hur används resultaten i arbetsplatsstrategi? Resultaten hjälper organisationen att prioritera behov, förstå arbetsmönster, identifiera friktioner och fatta beslut om kontorets funktioner, dimensionering, arbetssätt och förändringsinsatser. Kan enkäter användas för att följa upp en kontorsförändring? Ja. Uppföljande mätningar kan visa om den nya arbetsplatsen fungerar som tänkt och vilka justeringar som behövs i miljö, arbetssätt, kommunikation eller förändringsledning. Nästa steg ## Vill ni förstå vad medarbetarna behöver? Vi kan hjälpa er att välja rätt upplägg för enkät och analys, tolka resultaten och omsätta medarbetarinsikterna till strategi, prioriteringar och konkreta åtgärder. Boka rådgivning om arbetsplatsenkät ======================================================================== # När behöver man arbetsplatsanalys? Rätt data för bättre beslut URL: https://sv.weoffice.eu/nar-behover-man-en-arbetsplatsanalys/ ======================================================================== - Home / När behöver man en arbetsplatsanalys? Typiska situationer, vanliga missförstånd och rätt beslutsunderlag # När behöver man en arbetsplatsanalys? Typiska situationer, vanliga missförstånd och rätt beslutsunderlag Arbetsplatsanalys och beslutsunderlag Arbetsplatsanalys är beslutsunderlaget för hur arbetsplatsen fungerar, vad arbetet kräver och vad som behöver förändras. Den är grunden för bättre beslut om strategi, förändring och uppföljning. Närvarodata är inte analys. Det är bara en signal. Rätt analysupplägg beror på vilken fråga organisationen behöver svar på, inte på vilket verktyg som råkar vara enklast att köpa in. Den centrala frågan är därför inte om man ska analysera, utan när och hur. Rätt analysupplägg beror på om organisationen behöver förstå nuläget, utveckla strategi, förbereda förändring eller följa upp en redan genomförd förändring. Arbetsplatsanalys ska inte reduceras till en beläggningsmätning eller ett standardiserat frågeformulär. Analys blir värdefull först när flera underlag översätts till tydligare prioriteringar och beslut. Kort svar - Arbetsplatsanalys behövs inför strategiutveckling, under förändring och efter genomförande. - Närvarodata, enkätstudier, workshoppar och kvalitativ dialog kompletterar varandra eftersom de svarar på olika frågor. - Analys blir strategi först när insikterna översätts till prioriteringar, principer och tydliga vägval. Beslutssignal Om organisationen samlar in data men fortfarande saknar tydlighet om vilka problem som faktiskt ska lösas eller vilka vägval som följer av underlaget, behöver analysen knytas hårdare till beslutsfrågan. ## I vilka situationer behöver man en arbetsplatsanalys? Det vanligaste är att behovet uppstår inför flytt, ombyggnad eller större förändringar i arbetssätt. Då behöver organisationen en tydligare bild av hur arbetsplatsen används i dag, vilka behov som finns i olika delar av verksamheten och vilka problem som faktiskt behöver lösas. Arbetsplatsanalys är lika relevant när organisationen redan har genomfört en förändring och behöver förstå om resultatet blev det avsedda. Analysen ska utgå från organisationens frågor, inte från vilket verktyg som råkar vara enklast att köpa in. ## Vad skiljer nulägesbild, behovsanalys, förändringsmognad och uppföljning åt? En nulägesbild hjälper organisationen att förstå hur arbetsplatsen fungerar i dag. En behovsanalys går längre och ska skapa underlag för vilka förändringar eller vägval som behövs framåt, medan förändringsmognad fokuserar på hur redo organisationen är att ta emot en förändring. Uppföljning efter genomförande har en annan funktion igen. Den ska visa om arbetsplatsen faktiskt stödjer de arbetssätt, beteenden och verksamhetsmål som förändringen var tänkt att möjliggöra. Därför behöver arbetsplatsanalys kunna återkomma i olika skeden med olika syfte. ## Vilka data ger bäst beslutsunderlag i olika skeden? En datakälla räcker inte. Närvarodata, enkätstudier, workshoppar och kvalitativ dialog kompletterar varandra eftersom de fångar olika delar av verkligheten. När organisationer använder en enda datakälla som facit blir slutsatserna för grova för att bära strategiska beslut. Vilka data som är mest relevanta beror på beslutsläget. Före strategiutveckling kan behovsbild och arbetssättsmönster vara centrala. Under förändring kan förändringsmognad och förväntningar vara viktigare. Efter genomförande behöver organisationen ofta kombinera användning, upplevelse och effektindikatorer i en strukturerad uppföljning. ## Hur blir arbetsplatsanalys till arbetsplatsstrategi? Analys blir strategi när insikterna översätts till prioriteringar, principer och tydliga beslut om hur arbetsplatsen ska fungera. Om data samlas in utan att kopplas till vägval blir analysen informationsrik men beslutssvag. Arbetsplatsanalys ska därför inte ses som ett separat teknikspår, utan som ett steg i att bygga ett bättre beslutsunderlag. Arbetsplatsanalys bygger arbetsplatsstrategin och Workplace Adequacy™ prövar sedan om strategin håller i praktiken. ## Vilka missförstånd är vanligast kring närvarodata, nyttjandegrad och upplevd beläggning? Ett vanligt misstag är att behandla närvarodata som om den ensam kan förklara hur väl arbetsplatsen fungerar. Närvaro visar hur många som är på plats, men säger inte automatiskt om miljöerna stödjer rätt aktiviteter eller om fokusarbete blir svårare än nödvändigt. Ett annat missförstånd är att blanda ihop upplevd trängsel med faktisk användning. Rätt analys behöver i stället skapa en sammansatt bild som hjälper organisationen att förstå både vad som händer, varför det händer och vilka beslut som följer av det. Nästa steg ## Om ni behöver starkare underlag för strategi, förändring eller uppföljning behöver nästa steg koppla ihop arbetsplatsdata med tydligare beslut om riktning och justering. Då blir det lättare att avgöra vad organisationen faktiskt behöver förstå, vilka underlag som ska kombineras och hur insikterna ska omsättas i riktiga vägval. Verktyg för arbetsplatsanalys Information om Workplace Adequacy™-enkäten Ni kan gå vidare till verktyg för arbetsplatsanalys eller läsa mer om Workplace Adequacy™-enkäten för att förstå hur uppföljning blir analys och analys blir bättre beslutsunderlag. ## FAQ ### När i ett kontorsprojekt behöver man göra en arbetsplatsanalys? Arbetsplatsanalys bör göras före strategiutveckling, under förändring och efter genomförande. Den exakta tidpunkten styrs av vilken fråga organisationen behöver svar på. Analysen ska följa frågan, inte ett generellt standardschema. ### Vad är skillnaden mellan nulägesbild och behovsanalys? En nulägesbild beskriver nuläget. En behovsanalys pekar ut vilka beslut och förändringar som krävs framåt. Skillnaden är alltså inte bara datamängd, utan vilken typ av beslut analysen ska bära. ### Hur ofta bör man mäta närvaro och nyttjandegrad? Närvaro och nyttjandegrad bör mätas så ofta att de kan bära beslut, inte bara ge en ögonblicksbild. En engångsmätning räcker sällan som ensam grund för större beslut om kapacitet eller ombyggnad. Därför behöver mätpunkter över tid kombineras med annan kvalitativ och kvantitativ data. ### Kan vi göra arbetsplatsanalys internt eller behöver vi extern hjälp? Arbetsplatsanalys kan göras internt, men strategiska vägval kräver robust metodik. Organisationer kan göra delar av analysen själva om de redan har tillgång till relevanta data och metodkompetens. Frågan är därför mindre om det går internt och mer om kvaliteten blir tillräckligt robust. ### Hur blir insikter från analys till faktisk strategi? Insikter blir strategi när de översätts till prioriteringar, principer och tydliga beslut om hur arbetsplatsen ska fungera. Om data bara samlas in utan att kopplas till vägval blir analysen informationsrik men beslutssvag. Därför är översättningen från insikt till strategi ett eget kritiskt steg. Relaterade definitioner ## Definitioner som gör arbetsplatsanalys mer användbar som beslutsunderlag Arbetsplatsanalys blir tydligare när den kopplas till vilka beslut strategin ska stödja, hur närvaron faktiskt ser ut och hur kvaliteten i arbetsplatsen ska bedömas. Vad är en arbetsplatsstrategi? Se vilka beslut analysen ska hjälpa organisationen att fatta. Vad är närvarodata? Förstå hur faktisk användning av kontoret kan stärka analysen. Vad är hybridkontor? Knyt analysen till nya närvaromönster och kontorets funktion. Vad är Workplace Adequacy? Se hur analys kan översättas till prioriteringar och uppföljning. Expertperspektiv ### Vill du se hur arbetsplatsanalys hänger ihop med strategi och metodik? Dr. Aram Seddighs profilsida ger ett tydligare sammanhang till hur analys, prioriteringar och arbetsplatsstrategi hänger ihop. Läs om Dr. Aram Seddigh ======================================================================== # När behöver ni rådgivning i arbetsplatsstrategi? URL: https://sv.weoffice.eu/nar-behover-ni-radgivning-i-arbetsplatsstrategi/ ======================================================================== - Home / När behöver ni rådgivning i arbetsplatsstrategi? # När behöver ni rådgivning i arbetsplatsstrategi? Arbetsplatsstrategi och beslutsstöd Rådgivning i arbetsplatsstrategi hjälper organisationer att översätta verksamhetens mål, arbetssätt och behov till prioriteringar, vägval och konkret beslutsunderlag för arbetsplatsen. Den skapar riktning innan ni väljer lokal, utformning eller genomförandeupplägg. Arbetsplatsstrategi definierar vad arbetsplatsen ska stödja, varför det är viktigt och hur behoven ska tillgodoses. Den skiljer sig från inredningskoncept genom att strategin sätter riktningen, medan inredningskonceptet omsätter strategin i fysisk miljö, funktion och uttryck. Många organisationer tar in stöd för sent. De börjar i lokal, layout eller koncept innan de har klargjort vilka behov arbetsplatsen faktiskt ska stödja. Då riskerar projektet att bli tydligt i uttryck men svagt i sin förmåga att möta verksamhetens behov. Arbetsplatsstrategi ska ge beslutslogik före design. När stöd kommer in tidigt blir det lättare att prioritera rätt, minska risken i projektet och bygga en arbetsplats som faktiskt stöder verksamheten. Kort svar - Extern rådgivning behövs när flera mål, roller och intressen måste vägas samman innan ni fattar beslut om lokal eller arbetssätt. - Arbetsplatsanalys räcker inte på egen hand. Någon måste översätta underlaget till prioriteringar, principer och vägval. - Arbetsplatsstrategi kommer före inredningskoncept, eftersom strategin avgör vad arbetsplatsen ska stödja. Beslutssignal Om ni redan diskuterar lösningar, ytor och layout men ännu inte har samsyn om vad arbetsplatsen ska stödja, behöver strategiarbetet stärkas innan projektet går vidare. ## Vad innebär rådgivning i arbetsplatsstrategi? Rådgivning i arbetsplatsstrategi innebär att ni får stöd att omvandla analys, behov och mål till ett beslutsunderlag som går att använda. Fokus ligger på att hjälpa organisationen avgöra vad arbetsplatsen ska stödja, vilka prioriteringar som är rimliga och vilka kompromisser som är hållbara. Det betyder ofta att rådgivningen omfattar flera lager samtidigt: verksamhetens riktning, medarbetarnas arbetssätt, samarbetsmönster, behov av fokusarbete, ledningens målbild och kraven på genomförbarhet. En stark arbetsplatsstrategi måste hålla ihop dessa perspektiv. ## I vilka situationer behövs extern rådgivning? Extern rådgivning behövs ofta när organisationen står inför ett beslut med flera konsekvenser samtidigt. Det kan handla om flytt, ombyggnad, hybridupplägg, aktivitetsbaserat arbetssätt, omförhandling av lokal eller behov av att utvärdera om nuvarande arbetsplats verkligen stödjer arbetet. Rådgivning blir särskilt viktig när den interna bilden är splittrad eller ofullständig. Ett vanligt läge är att ledningen vill framåt, men att underlaget fortfarande är för svagt för att avgöra hur arbetsplatsen ska utvecklas. Det finns också lägen där intern kompetens finns, men tid, mandat eller struktur saknas. ## Vilka beslut får organisationen stöd i? Rådgivning i arbetsplatsstrategi ska hjälpa organisationen att fatta bättre beslut om hur arbetsplatsen ska stödja verksamhetens mål, vilka miljöer som behövs, vilka arbetssätt som ska underlättas och hur resurser ska prioriteras när alla önskemål inte kan uppfyllas samtidigt. Det innefattar ofta beslut om dimensionering, diversifiering, samarbetsytor, fokusarbete, närvaromönster, hybridupplägg, förändringsinsatser och vilka principer som ska styra kommande design och genomförande. Arbetsplatsanalys är inte strategi. Den bygger strategins beslutsunderlag. ## Hur skiljer sig arbetsplatsstrategi från inredningskoncept? Skillnaden är i grunden enkel. Arbetsplatsstrategi definierar vilka behov, principer och vägval arbetsplatsen ska bygga på, vilka miljöer som behövs och hur man underlättar framtida önskvärda beteenden. Inredningskonceptet omsätter sedan strategin i fysisk miljö, funktion och uttryck. När organisationer hoppar direkt till inredningskoncept riskerar de att lösa fel problem på ett visuellt tilltalande sätt. Därför blir rådgivning i arbetsplatsstrategi värdefull innan konceptarbetet startar, inte efteråt. ## Hur blir arbetsplatsanalys till prioriteringar och vägval? Arbetsplatsanalys visar hur arbetsplatsen fungerar, vad arbetet kräver och vad som behöver förändras. Men analysen i sig skapar inte prioriteringar. Det är där rådgivningen i arbetsplatsstrategi kommer in. Rådgivningen hjälper organisationen att översätta underlaget till principer, prioriteringar och vägval som kan användas i verkliga beslut. Det handlar om att göra skillnad mellan vad som är viktigt, vad som är önskvärt och vad som är genomförbart. ## Vilka signaler visar att strategiarbetet behöver skärpas? En tydlig signal är att organisationen fastnar i lösningar innan den har formulerat problemet ordentligt. Diskussionen kretsar då kring lokal, inredningskoncept eller platser, men utan att det finns samsyn om vilka arbetsmönster, behov och mål som ska styra riktningen. En annan signal är att intern samsyn blandas ihop med strategisk tydlighet. Att flera personer tycker lika om en lösning betyder inte att organisationen har rett ut vilka prioriteringar och konsekvenser som ligger bakom valet. Ytterligare en signal är att enstaka mätetal får bära för mycket. Beläggningsdata ska inte övertolkas, eftersom en arbetsplats som inte tillgodoser medarbetarnas behov leder till kompensatoriska beteenden. Nästa steg ## Om ni behöver stöd i arbetsplatsstrategi är nästa steg att samla frågan tidigt. Då går det att skapa ett starkare beslutsunderlag innan design, lokalval och genomförande låser för många antaganden. Boka möte Läs mer Läs mer om konsulttjänster inom arbetsplatsstrategi, fördjupa er i grundbegreppet arbetsplatsstrategi och ta ett första möte om vilket upplägg som passar er situation. ## FAQ ### När bör en organisation ta in extern rådgivning i arbetsplatsstrategi? Innan stora beslut om lokal, layout eller arbetssätt har låst för många antaganden. Rådgivning gör störst nytta när riktningen fortfarande går att påverka. ### Vad är skillnaden mellan arbetsplatsstrategi och inredningskoncept? Arbetsplatsstrategi definierar vilka behov, principer och vägval arbetsplatsen ska bygga på. Inredningskonceptet omsätter sedan dessa beslut i fysisk miljö, funktion och uttryck. ### Vad får vi konkret ut av rådgivning i arbetsplatsstrategi? Ett tydligare beslutsunderlag för hur arbetsplatsen ska stödja verksamheten, vilka prioriteringar som är rimliga och vilka nästa steg som bör tas innan design eller genomförande. ======================================================================== # Närvarodata, beläggning och dimensionering av kontor URL: https://sv.weoffice.eu/narvarodata-belaggning-dimensionering/ ======================================================================== - Home / Närvarodata, beläggning och dimensionering # Närvarodata, beläggning och dimensionering Närvarodata, beläggningsanalys och kontorsdimensionering ## Dimensionera kontoret utifrån data och verklig användning. Vi hjälper organisationer att förstå hur många personer som är på kontoret, hur ytorna används och hur kontoret bör dimensioneras för att fungera över tid. Genom närvarodata, beläggningsanalys och tolkning av arbetsmönster får ni ett dimensioneringsunderlag för kontorsstorlek, ytfördelning, arbetsplatsstrategi och framtida lokalbeslut. Boka genomgång av ert dimensioneringsbehov Se medarbetarinsikter och enkäter Ett genomsnitt berättar sällan hur stort kontoret behöver vara. Rätt dimensionering bygger på variation, toppbelastning, arbetssätt och vilka miljöer verksamheten behöver för sitt arbete. Vanliga situationer ## När behöver ni ett dimensioneringsunderlag för kontoret? Behovet uppstår ofta när kontoret känns tomt vissa dagar och trångt andra, eller när organisationen behöver fatta beslut om yta, hyresavtal, ombyggnad eller framtida arbetssätt. Yta ### Ni vet inte hur mycket yta ni behöver När kontoret ska flyttas, minskas eller omförhandlas behövs ett konkret underlag för yta och kapacitet. Hybridarbete ### Hybridarbete har ändrat närvaron Närvaron varierar ofta mellan veckodagar, team och perioder. Det påverkar både kapacitet och upplevelse. Användning ### Kontoret känns tomt eller ojämnt använt Låg snittnärvaro kan dölja toppar, trängsel i vissa ytor och ytor som inte längre fyller rätt funktion. Funktioner ### Rätt balans mellan möten och fokus behöver analyseras Behovet gäller ofta specifika funktioner: möten, fokus, samtal, projekt, sociala ytor eller en kombination som varierar över veckan. Uppföljning ### Ni ska följa upp en förändring Efter inflytt, ombyggnad eller nytt arbetssätt behöver ni veta om kontoret faktiskt fungerar som tänkt. Beslut ### Ledningen behöver ett beslutsunderlag Beslut om lokalkostnad, yta och investering behöver kunna förklaras med data, scenario och risk. Svar ni får ## Svar ni får i ett dimensioneringsunderlag Ett dimensioneringsunderlag ska göra det tydligt vilka ytor och funktioner kontoret behöver stödja, och vilka risker som finns i olika vägval. Yta ### Hur mycket yta behöver vi? Analysen visar vilken total yta som är rimlig utifrån närvaro, arbetssätt, toppar och framtida behov. Funktion ### Hur många platser och rum behövs? Ni får underlag för arbetsplatser, mötesrum, fokusytor, projektzoner och andra funktioner. Toppbelastning ### Vilka dagar och funktioner skapar toppbelastning? Vi visar vilka dagar, grupper och funktioner som driver belastning och risk för trängsel. Risk ### Vilken risk finns med att minska ytan? Underlaget visar vad som kan bli för sårbart om ytan reduceras utan rätt ytmix och användningsprinciper. Ytmix ### Hur bör ytmixen förändras? Ni får rekommendationer för balansen mellan arbetsplatser, mötesrum, fokusmiljöer och sociala ytor. Vägval ### Vilket vägval är mest robust? Scenarierna gör det lättare att jämföra yta, funktion, risk och flexibilitet innan ni fattar beslut om lokaler eller ombyggnad. Begrepp och beslut ## Skillnaden mellan närvaro, beläggning och dimensionering Begreppen blandas ofta ihop, men de svarar på olika frågor. En bra analys skiljer dem åt och kopplar ihop dem i ett gemensamt beslutsunderlag. ### Närvaro Hur många är på kontoret, när är de där och hur varierar närvaron mellan dagar, tider, team och perioder? ### Beläggning Hur används arbetsplatser, mötesrum, fokusytor, sociala ytor och andra funktioner av de personer som är på plats? ### Dimensionering Hur många platser, rum och funktioner behöver kontoret ha för att stödja arbetet även under vanliga dagar med hög närvaro? Process ## Från data till dimensioneringsunderlag Vi börjar med vilket beslut dataunderlaget ska stödja. Därefter väljer vi rätt datakällor, analyserar mönster och tar fram scenarier som kan användas i lokalbeslut, arbetsplatsstrategi eller ombyggnad. - 1 ### Syfte och beslut Vi tydliggör om dataunderlaget ska stödja minskad yta, nytt kontor, omförhandling, ombyggnad, uppföljning eller justering av arbetssätt. - 2 ### Datakällor Vi bedömer vilka källor som är relevanta: passersystem, WiFi, bokningsdata, sensorer, observationer, enkäter eller befintliga underlag. - 3 ### Datainsamling över tid Mätningen behöver fånga variation, inte bara enstaka dagar. Perioden bör spegla normal verksamhet och relevanta toppar. - 4 ### Analys av mönster Vi analyserar veckodagar, tider, toppar, dalar, team, ytor, funktioner och skillnader mellan faktiskt och upplevt behov. - 5 ### Tolkning utifrån arbetsbehov Närvarodata och beläggning tolkas tillsammans med arbetssätt, medarbetarinsikter, strategiska mål och framtida behov. - 6 ### Dimensioneringsscenarier Vi jämför scenarier för yta, kapacitet, antal arbetsplatser, mötesrum, fokusytor och sociala funktioner. - 7 ### Rekommendation Ni får tydliga slutsatser om kontorsstorlek, ytmix, risker och vilka beslut som bör tas härnäst. Vad får ni konkret? ## Leveranser som gör data användbar i beslut Resultatet ska kunna användas av ledning, fastighet, HR, projektgrupp och förändringsledning. Därför sammanfattas datan i tydliga slutsatser, scenarier och rekommendationer. ### Analys av närvaromönster Toppdagar, lågdalar, variation över tid och skillnader mellan grupper, platser eller perioder. ### Beläggningsanalys Hur arbetsplatser, mötesrum, fokusytor, sociala ytor och stödfunktioner faktiskt används. ### Dimensioneringsunderlag Rekommendation för kapacitet, antal platser och ytmix utifrån faktisk användning och framtida behov. ### Scenariojämförelse Alternativ för att behålla, minska, omfördela eller utveckla ytan med tydliga konsekvenser. ### Riskbedömning Risker vid för hård ytreduktion, fel ytmix, brist på funktioner eller beslut där snittvärden får väga för tungt. ### Rekommendation Tydliga nästa steg för arbetsplatsstrategi, lokalstrategi, lokalsökning, ombyggnad eller uppföljning. Viktig princip ## Dimensionering blir mer träffsäker med variation och toppar Ett kontor kan ha låg genomsnittlig närvaro och ändå upplevas som trångt på tisdagar, sakna rätt typ av mötesrum eller ha för få ytor för fokusarbete. Dimensionering blir mer träffsäker när snitt, variation, toppar och funktionella behov vägs samman. Vi hjälper er tolka datan i relation till arbetets behov, inte som fristående mätvärden. Det minskar risken att ni skär ner fel ytor, behåller ytor som inte används eller missar funktioner som är avgörande för att arbetsplatsen ska fungera. Koppling till nästa steg ## Analysen ska leda vidare till rätt beslut Närvarodata och beläggningsanalys blir mest värdefulla när de kopplas till strategi, medarbetarinsikter och konkreta lokalbeslut. Medarbetarinsikter och enkäter Kontorsstrategi och lokalstrategi Behovsanalys och arbetsplatsstrategi Uppföljning efter inflyttning FAQ ## Vanliga frågor om närvarodata, beläggning och dimensionering Vad är närvarodata? Närvarodata visar hur många personer som är på kontoret, när de är där och hur närvaron varierar över tid. Den kan användas för att förstå toppar, dalar, veckodagar och mönster i kontorets användning. Vad är beläggningsanalys? Beläggningsanalys visar hur kontorets arbetsplatser, rum och zoner används av de personer som är på plats. Den hjälper organisationen att förstå vilka ytor som används mycket, lite eller inte enligt avsedd funktion. Vad är kontorsdimensionering? Kontorsdimensionering handlar om att bedöma hur mycket yta, hur många arbetsplatser och vilka typer av rum och funktioner ett kontor behöver för att stödja verksamhetens arbetssätt, närvaro och framtida behov. Vad är skillnaden mellan närvaro och beläggning? Närvaro handlar om hur många som är på kontoret. Beläggning handlar om hur de som är på kontoret använder arbetsplatser, mötesrum, fokusytor, sociala ytor och andra funktioner. Hur dimensionerar man ett kontor? Ett kontor bör dimensioneras utifrån närvaromönster, toppar, arbetssätt, aktiviteter, beläggning, medarbetarbehov och framtida strategi. Snittnärvaro räcker sällan som ensam grund för dimensionering. Hur ska snittbeläggning användas i dimensionering? Snittbeläggning är ett användbart mått när det vägs samman med variation, toppar, veckomönster och vilka typer av arbete kontoret ska stödja. Då blir dimensioneringen mer träffsäker än om genomsnittet används som ensam grund. Nästa steg ## Vill ni veta hur kontoret bör dimensioneras? Vi kan hjälpa er att välja rätt datakällor, analysera närvaro och beläggning och ta fram ett beslutsunderlag för kontorsstorlek, ytmix och nästa steg. Boka genomgång av ert dimensioneringsbehov ======================================================================== # Om oss URL: https://sv.weoffice.eu/om-weoffice/ ======================================================================== # Om oss Vi utvecklar arbetsplatser där människor trivs och verksamheter presterar. Med evidensbaserade metoder, erfarenhet och genomförandekraft hjälper vi er hela vägen – från analys och strategi till arbetsplatsstrategi, inredningskoncept samt projekt- och förändringsledning. Resultatet blir en arbetsplats som stödjer era mål utifrån er vision och era förutsättningar. - Evidensbaserat och beprövat - Erfarenhet du kan lita på - Sverige-baserade, internationellt verksamma ## Ta kontakt med oss Dr. Aram Seddigh Grundare, VD. Aram är legitimerad psykolog, ekonom och har en fil. dr. i arbets- och organisationspsykologi - aram@weoffice.se - +46739793663 Sven Ostner Sven är arkitekt och certifierad arbetsplatsstrateg med byggteknisk bakgrund - Sven@weoffice.se - +46704866694 Jenny Bergh Jenny Bergh är Coach och förändringsledare och arbetar med medarbetarskap och ledarskapsfrågor Micael Larsen Micael Larsen är konsult inom Facility management och även lärare på Affärshögskolan Evelina Jansson Evelina är designer, inredningsarkitekt & arbetsplatsstrateg och arbetar med kontorsutformning Sven Prytz Sven Prytz är konsult och jobbar med fastighetsfrågor med särskild fokus på hyresförhandling ## Vårt kontor Stockholm, SwedenHagaesplanade 96 ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ======================================================================== # Projekt- och förändringsledning för kontor URL: https://sv.weoffice.eu/projekt-forandringsledning-kontor/ ======================================================================== - Home / Projektledning och förändringsledning för kontorsflytt och ombyggnad # Projektledning och förändringsledning för kontorsflytt och ombyggnad Projektledning, förändringsledning och implementering ## Från arbetsplatsstrategi till en arbetsplats som fungerar i vardagen Vi hjälper organisationer att genomföra kontorsförändringar med tydlig struktur, framdrift och förankring. Målet är att arbetsplatsstrategi, fysisk miljö och arbetssätt ska hänga ihop och fungera i praktiken. Vi håller ihop projektledning, förändringsledning, kommunikation och leverantörssamordning så att beslut blir genomförbara, tidplanen hålls ihop och förändringen får fäste i organisationen. Boka rådgivning om genomförande Se hur vi arbetar med arbetsplatsstrategi Ett kontorsprojekt behöver förena strategi, människor, miljö och genomförande. Vi stöttar ledning, projektgrupp och verksamhetens olika delar så att rätt beslut fattas i rätt ordning, förankringen stärks och den nya arbetsplatsen används som det var tänkt. Vanliga situationer ## När behövs projekt- och förändringsledning? Tjänsten blir särskilt viktig när många spår måste samordnas samtidigt: lokaler, tidplan, beslut, leverantörer, IT, inredning, chefer, medarbetare och nya arbetssätt. Genomförande ### Ni ska flytta, bygga om eller samlokalisera Projektet behöver en tydlig plan för beslut, ansvar, tidplan och samordning mellan interna funktioner och externa leverantörer. Implementering ### Ni har en strategi men behöver genomföra den Arbetsplatsstrategin behöver översättas till beslut, aktiviteter, miljöer, arbetssätt och vardagliga rutiner. Arbetssätt ### Nya arbetssätt ska införas Chefer och medarbetare behöver förstå vad som förändras, varför förändringen görs och hur den nya arbetsplatsen ska användas. Samordning ### Många leverantörer och beslut behöver samordnas Hyresvärd, IT, inredning, bygg, säkerhet, service och flytt behöver hållas ihop med tydliga beslutspunkter och beroenden. Förankring ### Medarbetare och chefer behöver förankring Förändringen behöver förklaras, tränas och följas upp så att människor känner trygghet och vet hur arbetsplatsen ska användas. Risk ### Ni vill minska risk inför inflytt Risker kopplade till tidplan, budget, ansvar, kommunikation, teknik och beteenden behöver fångas innan de blir hinder i projektet. Två spår som måste hänga ihop ## Projektledning skapar framdrift. Förändringsledning skapar effekt. Kontorsprojekt lyckas när det praktiska och det mänskliga genomförandet hålls ihop. Projektledningen skapar riktning, tempo och kontroll. Förändringsledningen skapar förståelse, delaktighet och beteendeförändring. ### Projektledning Håller ihop tidplan, budget, beslut, risker, leverantörer, hyresvärd, IT, inredning, byggnation, inflytt och avveckling. ### Förändringsledning Håller ihop människor, beteenden, delaktighet, kommunikation, chefer, nya arbetssätt, utbildning och uppföljning. ### Effekt i vardagen När båda spåren hänger ihop blir arbetsplatsstrategin lättare att förstå, genomföra och justera efter inflytt. Process ## Från beslut till inflytt, implementering och uppföljning Vi anpassar processen efter projektets omfattning, men håller alltid ihop både den praktiska genomförandeplanen och den mänskliga förändringsresan. - 1 ### Uppstart och målbild Vi tydliggör vad förändringen ska åstadkomma, vilka beslut som är fattade, vilka frågor som återstår och vilka risker som behöver hanteras. - 2 ### Projektstruktur Tidplan, budget, ansvar, beslutspunkter, styrning, leverantörer och beroenden samlas i en struktur som går att följa upp. - 3 ### Förändringsanalys Vi identifierar vilka grupper som påverkas, vilka beteenden som behöver förändras och var osäkerhet, motstånd eller otydlighet kan uppstå. - 4 ### Kommunikations- och förankringsplan Vi tydliggör vad som behöver kommuniceras, när, av vem och till vilka grupper för att skapa förståelse, delaktighet och rätt förväntningar. - 5 ### Genomförande och samordning Leverantörer, inredning, IT, byggnation, hyresvärd, service, flytt och interna aktiviteter hålls ihop så att projektet rör sig framåt. - 6 ### Inflytt och implementering Chefer och medarbetare får stöd, vägledning och aktiviteter som gör det enklare att förstå och använda den nya arbetsplatsen. - 7 ### Uppföljning och justering Vi följer upp vad som fungerar, vad som behöver justeras och vilka åtgärder som stärker förändringen över tid. Vad får ni konkret? ## Leveranser som håller ihop projekt och förändring Resultatet ska ge trygghet för både ledning, projektgrupp, chefer och medarbetare. Därför kombineras styrning, kommunikation och praktiskt genomförande. ### Projektplan och tidplan Struktur för faser, ansvar, beslutspunkter, beroenden och kritiska aktiviteter. ### Beslutslogg och styrmodell Tydlig struktur för vilka beslut som ska fattas, av vem och när. ### Risk- och beroendeanalys Tidiga signaler kring vad som kan påverka tidplan, budget, arbetsmiljö, IT, leveranser och medarbetarupplevelse. ### Förändringsplan Plan för förankring, delaktighet, chefer, medarbetare, nya arbetssätt och beteenden. ### Kommunikationsplan Vem som behöver veta vad, när kommunikationen ska ske och vilka kanaler eller format som behövs. ### Leverantörssamordning Samordning mellan hyresvärd, bygg, inredning, IT, säkerhet, service, flytt och interna intressenter. Vårt arbetssätt ## Vi ser kontorsförändring som mer än ett flyttprojekt En kontorsförändring påverkar arbetssätt, ledarskap, kommunikation, möten, samarbete och medarbetarnas vardag. Därför kopplar vi projektledning till arbetsplatsstrategi, medarbetarinsikter och uppföljning. Målet är att den nya arbetsplatsen inte bara blir klar i tid, utan används och fungerar som tänkt efter genomförandet. Koppling till nästa steg ## Genomförandet ska hänga ihop med strategin Projekt- och förändringsledning blir mest värdefull när den utgår från ett tydligt beslut, en arbetsplatsstrategi och en realistisk genomförandeplan. Därför kopplar vi ofta arbetet till behovsanalys, kontorsstrategi, lokalsökning, inredningskoncept och uppföljning. Kontorsstrategi och lokalstrategi Inredningskoncept Uppföljning efter inflytt FAQ ## Vanliga frågor om projekt- och förändringsledning Vad innebär projektledning vid kontorsförändring? Projektledning vid kontorsförändring handlar om att hålla ihop tidplan, budget, beslut, leverantörer, hyresvärd, IT, inredning, byggnation, inflytt och risker så att genomförandet sker i rätt ordning. Vad innebär förändringsledning vid kontorsflytt? Förändringsledning vid kontorsflytt handlar om att hjälpa chefer och medarbetare att förstå förändringen, känna delaktighet och använda nya arbetssätt och miljöer i praktiken. Vad är skillnaden mellan projektledning och förändringsledning? Projektledning styr tid, budget, beslut, beroenden och leveranser. Förändringsledning stärker förståelse, beteenden, kommunikation, delaktighet och förankring. Båda behövs för att förändringen ska fungera i praktiken. När behövs förändringsledning i ett kontorsprojekt? Förändringsledning behövs när kontoret, arbetssätten eller vardagens beteenden förändras. Det är särskilt viktigt vid flytt, ombyggnad, aktivitetsbaserat arbetssätt, hybridarbete eller större organisatoriska förändringar. Hur följer man upp en kontorsförändring? En kontorsförändring kan följas upp med medarbetarinsikter, närvarodata, beläggningsanalys, dialog med chefer och observationer. Uppföljningen visar vad som fungerar, vad som behöver justeras och vilka nya stödinsatser som kan behövas. Nästa steg ## Vill ni få kontorsförändringen att fungera i praktiken? Vi kan hjälpa er att hålla ihop projektet, förankra förändringen och skapa en plan för inflytt, implementering och uppföljning. Boka genomgång av ert kontorsprojekt ======================================================================== # Ramverket Workplace Adequacy™ URL: https://sv.weoffice.eu/ramverket-workplace-adequacy/ ======================================================================== # Ramverket Workplace Adequacy™ Ett heltäckande ramverk för att utveckla arbetsplatser som balanserar yta, samarbete och flexibilitet – baserat på medarbetarinsikter och datadriven analys. Aktivitet Insikt - Ledningsworkshop - Målbild, prioriteringar och tydlig riktning för förändringen - Fokusgruppsintervjuer - Fördjupad förståelse för behov, hinder och förutsättningar i olika delar av verksamheten - Närvarodata - Faktiskt nyttjande: när kontoret används, toppar/dalar och mönster som påverkar dimensionering - Ytpreferensanalys - Min dag på jobbet - Ytpreferenser i praktiken: vilken typ av miljöer som behövs för fokus, möten och samarbete - Enkäten Workplace Adequacy™ - Helhetsbild av arbetssätt och arbetsmiljöbehov – vad som fungerar, var gapen finns och vad som bör prioriteras ## Workplace Planning Tools ## Workplace Planning Tools Workplace Planning Tools hjälper er att omsätta insikter från behovsanalysen till ett konkret underlag för den fortsatta planeringen av arbetsplatsen. Genom verktygets fyra moduler kan ni dimensionera kontoret, definiera utrustning per yta, uppskatta kostnader för inventarier och bedöma projektets miljöpåverkan utifrån återbruk respektive nyinköp. Ta reda på hur väl er arbetsplats stödjer medarbetarnas behov. Gör vår kostnadsfria självskattning och få en direkt sammanfattning med Workplace Adequacy™ som hjälper er att prioritera rätt nästa steg. Gör en kostnadsfri självskattning ## En översikt över verktygets fyra moduler - Spaces Fastställ vilka typer av ytor och hur många arbetsplatser ni behöver. Spaces hjälper er att skapa rätt mix av landskapsplatser, tysta rum, samarbetsytor, mötesrum, projektytor och agila zoner – så att kontoret stödjer ert arbetssätt. Ni får även en uppskattning av total yta och kan enkelt justera parametrar utifrån era förutsättningar. - Equip Säkerställ att varje yta utrustas efter verksamhetens behov. Ni kan använda förinställda värden per rumstyp eller anpassa utrustningen efter er egen standard. Resultatet blir en komplett inventarielista för kontorets alla miljöer. - Predict Få en väl underbyggd kostnadsuppskattning för nyinköp – med hänsyn till vad som kan återbrukas från nuvarande kontor. Ni kan använda prislistor från våra leverantörer eller ersätta med era egna. Verktyget ger även nivåval som skapar ett tydligt kostnadsspann för budget och beslutsfattande. - Footprint Bedöm miljöpåverkan i ert arbetsplatsprojekt och få stöd i att fatta beslut om återbrukets omfattning. Footprint utgår från relationen mellan återbrukade och nyinköpta inventarier och kan även användas som underlag för klimatmål och hållbarhetskrav. Boka en demo ## Fem principer för framtidssäkra arbetsplatser Det finns många åsikter om kontor och arbetssätt. Workplace Adequacy™-ramverket samlar fem principer som hjälper er att fatta beslut som håller över tid – oavsett om ni utvecklar en traditionell arbetsplats, ett hybridkontor eller ett aktivitetsbaserat arbetssätt. Dimensionera rätt Att dimensionera arbetsplatsen utifrån hur den faktiskt används minskar både trängsel och tomma ytor. När det är lätt att hitta rätt miljö för rätt aktivitet blir vardagen smidigare. Ett bättre anpassat upplägg kan även ge tydligare beslut kring yta och kostnader. Diversifiera Olika uppgifter kräver olika miljöer. Genom att kombinera flera typer av ytor – för fokus, möten, samarbete och informellt arbete – ökar chansen att kontoret används som tänkt. Målet är en mix som utgår från medarbetarnas behov och verksamhetens arbetssätt. Underlätta samarbete Samarbete uppstår sällan av sig självt. Arbetsplatsen behöver stödja det med rätt ytor, tydliga strukturer och enkla sätt att samordna sig. Den fysiska miljön kan skapa förutsättningar, medan riktlinjer och vanor hjälper samarbetet att fungera i praktiken. Ökad användbarhet Människor väljer ofta det som är enklast. När viktiga ytor är lätta att hitta, förstå och använda ökar chansen att arbetsplatsen stödjer önskade beteenden. Små hinder i flöden, tillgång eller tydlighet kan annars göra att bra ytor inte används. Insikt genom delaktighet Delaktighet skapar både bättre beslutsunderlag och starkare förankring. Genom att involvera rätt personer på rätt nivå får ni insikter om behov och arbetssätt – samtidigt som fler förstår riktningen och kan bidra till att förändringen fungerar i vardagen. ## Urval av genomförda projekt Ett kontor med lärandet i väggarna – Sanoma Utbildning skapar rum för utveckling Sanoma Utbildning är ett av Sveriges ledande kunskapsföretag, med fokus på att utveckla och sprida utbildning. När organisationen stod inför att lämna sina tidigare lokaler såg man en möjlighet att skapa en arbetsmiljö som inte bara möter dagens behov, utan som aktivt stärker företagets uppdrag: att främja lärande, samarbete och innovation. Från tradition till framtid – Strukton Rail skapar en flexibel arbetsplats tillsammans med WeOffice När Sveriges största privata järnvägsentreprenör såg behovet av en modernare arbetsmiljö ville de skapa mer än bara ett vackert kontor. Tillsammans med WeOffice utvecklade Strukton Rail en arbetsplatsstrategi som speglar företagets kultur, stödjer medarbetarna i deras arbete, stärker gemenskapen och förbereder huvudkontoret för framtidens arbetssätt. Mer än en arbetsplats – så skapade Fackförbundet ST ett kontor som speglar deras värderingar När Fackförbundet ST behövde ett nytt kontor var målet tydligt – arbetsplatsen skulle spegla organisationens uppdrag och värderingar. Med hjälp av WeOffice skapades en hållbar och flexibel miljö där samarbete, kultur och trivsel står i centrum. Resultatet blev mer än bara nya lokaler: ett kontor som stärker både ST:s identitet och framtidens arbetssätt. Läs alla fall ## Betrodd av ledande varumärken ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Tjänster för arbetsplatsstrategi och kontorsutveckling URL: https://sv.weoffice.eu/tjanster-arbetsplatsstrategi-kontor/ ======================================================================== - Home / Tjänster för arbetsplatsstrategi och kontorsutveckling # Tjänster för arbetsplatsstrategi och kontorsutveckling WeOffice tjänster ## Från första fråga till fungerande arbetsplats. Vi hjälper organisationer att fatta bättre beslut om kontor, lokaler, arbetssätt och förändring. Våra tjänster täcker både analys och strategi samt genomförande, förankring och uppföljning. Här hittar ni en samlad översikt över de åtta tjänsterna och hur de kan användas beroende på var ni befinner er i processen. Se strategi och beslutsunderlag Se genomförande och förankring Uppdrag kan börja på olika ställen. Ibland behövs en behovsanalys, ibland ett dimensioneringsunderlag, en kravprofil inför lokalsökning eller stöd i genomförandet. Tjänsterna kan användas fristående eller kombineras. Strategi och beslutsunderlag ## När ni behöver förstå vad som bör göras innan ni bestämmer väg. Den här delen samlar tjänster som hjälper er att förstå nuläge, behov, data, medarbetarinsikter och möjliga vägval innan beslut fattas. Passar inför flytt, ombyggnad, omförhandling, hybridarbete, ytförändring eller när ledningen behöver ett tydligare beslutsunderlag. Startpunkt ### Behovsanalys, arbetsplatsstrategi och beslutsunderlag När ni står inför ett kontorsbeslut hjälper behovsanalysen er att förstå nuläge, behov, risker och möjliga vägval. Resultatet blir ett beslutsunderlag för flytt, ombyggnad, omförhandling, förändring eller fortsatt strategi. Läs mer Data och yta ### Närvarodata, beläggning och dimensionering Närvarodata och beläggningsanalys visar hur kontoret används över tid. Genom att väga samman variation, toppar, arbetssätt och funktionella behov får ni bättre underlag för yta, kapacitet och ytmix. Läs mer Människor och behov ### Medarbetarinsikter och enkäter Medarbetarinsikter visar vad olika grupper behöver för att arbetet ska fungera. En arbetsplatsenkät kopplar upplevelser till arbete, plats, funktion, beteende och förändring. Läs mer Riktning och krav ### Kontorsstrategi och lokalstrategi Kontors- och lokalstrategi omsätter analys och verksamhetsmål till principer, kravprofil och vägval. Den hjälper er styra beslut om yta, lokaler, funktioner, flexibilitet och framtida kontor. Läs mer Genomförande och förankring ## När beslutet ska omsättas i lokaler, projekt, beteenden och vardag. Den här delen samlar tjänster som hjälper er att gå från riktning och beslut till genomförande, förankring, koncept, lokalval och uppföljning. Passar när arbetet behöver hållas ihop genom projektstyrning, förändringsledning, lokalsökning, hyresförhandling, inredningskoncept eller justering efter inflytt. Framdrift och effekt ### Projektledning och förändringsledning Ett kontorsprojekt behöver både styrning och förankring. Vi håller ihop tid, budget, beslut och leverantörer samtidigt som chefer och medarbetare får stöd att förstå och använda den nya arbetsplatsen. Läs mer Lokal och avtal ### Lokalsökning och hyresförhandling Rätt lokalval börjar med en tydlig kravprofil. Vi hjälper er jämföra lokalalternativ, bedöma lokalens potential och förhandla hyresvillkor utifrån verksamhetens behov och framtida arbetssätt. Läs mer Rum och uttryck ### Inredningskoncept Ett inredningskoncept översätter arbetsplatsstrategin till rum, zoner, funktioner, material och användningsprinciper. Det blir en tydlig riktning för projektgrupp, arkitekt och leverantörer. Läs mer Lärande och justering ### Uppföljning efter inflytt och justeringsunderlag Efter inflytt visar vardagen hur kontoret fungerar i praktiken. Uppföljningen kombinerar data, medarbetarinsikter, observationer och dialog till ett prioriterat justeringsunderlag. Läs mer Hur tjänsterna hänger ihop ## En tydlig väg från analys till uppföljning. Tjänsterna är byggda för att kunna kombineras, men de behöver inte alltid användas i en fast ordning. Det viktiga är att rätt fråga besvaras vid rätt tidpunkt. ### 1. Förstå Samla nuläge, behov, data, medarbetarinsikter och verksamhetsmål innan ni väljer lösning. ### 2. Besluta Omsätt insikterna till principer, krav, vägval och beslutsunderlag för kontor och lokaler. ### 3. Genomföra Håll ihop projekt, kommunikation, lokalfrågor, förhandling, koncept och leverantörer. ### 4. Följa upp Se hur kontoret fungerar i vardagen och prioritera vilka justeringar som bör göras. Nästa steg ## Osäkra på vilken tjänst som passar bäst? Om ni står inför ett kontorsbeslut men inte vet om nästa steg bör vara analys, strategi, lokalsökning, förändringsledning eller uppföljning kan vi hjälpa er att ringa in frågan. Boka rådgivning Börja med behovsanalys ======================================================================== # Uppföljning efter inflytt och justeringsunderlag URL: https://sv.weoffice.eu/uppfoljning-efter-inflyttning/ ======================================================================== - Home / Uppföljning efter inflytt och justeringsunderlag # Uppföljning efter inflytt och justeringsunderlag Uppföljning, utvärdering efter inflytt och justeringsunderlag ## Följ upp kontoret efter inflytt och prioritera rätt justeringar. Efter inflytt blir det tydligt hur kontoret fungerar i vardagen. Vi hjälper organisationer att följa upp hur arbetsplatsen används, upplevs och stödjer arbetet när strategin möter den faktiska användningen. Resultatet blir ett konkret justeringsunderlag för beslut om ytor, arbetssätt, spelregler, kommunikation, förändringsledning och fortsatta förbättringar. Boka uppföljning efter inflytt Se hur vi samlar medarbetarinsikter Uppföljningen visar om arbetsplatsstrategin, miljön och arbetssätten fungerar tillsammans. Den gör det möjligt att skilja tillfälliga inkörningsproblem från sådant som behöver justeras för att kontoret ska fungera bättre över tid. När tjänsten behövs ## När bör kontoret följas upp efter inflytt? Uppföljning efter inflytt behövs när organisationen har flyttat, byggt om, infört nya arbetssätt eller förändrat kontorets roll. Även välplanerade kontorsprojekt behöver justeras när människor börjar använda miljön i praktiken. Inflytt ### Efter flytt till nytt kontor Ni behöver veta om den nya miljön stödjer arbetet, om ytorna används som tänkt och var friktion uppstår. Ombyggnad ### Efter ombyggnad eller ytförändring När kontoret har förändrats behöver organisationen se om funktioner, rum, flöden och beteenden fungerar i vardagen. Arbetssätt ### Efter nytt arbetssätt Aktivitetsbaserat, hybrid eller mer flexibla arbetssätt kräver uppföljning av både miljö, spelregler och användning. Friktion ### När medarbetare upplever problem Uppföljningen skiljer mellan problem som beror på yta, funktion, ljud, regler, kommunikation eller förankring. Data ### När beläggningen inte stämmer med plan Närvaro, toppar, tomma ytor och överbelastade rum behöver tolkas innan nya beslut tas om yta och dimensionering. Beslut ### När ledningen behöver åtgärdsunderlag Ett justeringsunderlag ger en prioriterad bild av vad som bör ändras direkt, följas upp eller beslutas på ledningsnivå. Definition ## Vad innebär uppföljning efter inflytt? Uppföljning efter inflytt är en strukturerad utvärdering av hur den nya eller förändrade arbetsplatsen fungerar i vardagen. Den visar vad som fungerar, vad som skapar friktion och vilka justeringar som ger störst effekt. Det kan beskrivas som en praktisk utvärdering efter inflytt, men med tydligt fokus på beslutsstöd: vad behöver ändras, prioriteras eller förankras för att arbetsplatsen ska fungera bättre? ### Användning Hur används kontoret, ytorna, rummen och zonerna över tid? ### Upplevelse Hur upplever medarbetare fokus, samarbete, möten, ljudmiljö, tydlighet och stöd för arbetet? ### Åtgärder Vilka justeringar bör göras i miljö, arbetssätt, regler, kommunikation eller ledarstöd? Vad vi följer upp ## Vi kombinerar data, upplevelse och observation En enskild mätning räcker sällan. Därför kombinerar vi flera perspektiv för att förstå både vad som händer, varför det händer och vilka åtgärder som är mest rimliga. Yta ### Användning av kontoret Närvaro, beläggning, variation mellan dagar och användning av arbetsplatser, mötesrum, fokusytor och sociala ytor. Insikt ### Medarbetarupplevelse Fokus, samarbete, möten, ljudmiljö, trivsel, tydlighet, tillgång till rätt ytor och stöd för arbetsuppgifter. Beteende ### Arbetssätt och beteenden Om zoner, bokningsprinciper, hybridrutiner, möteskultur och nya arbetssätt faktiskt används som tänkt. Förankring ### Ledning och förankring Om problemen beror på fysisk miljö, otydliga spelregler, bristande kommunikation eller behov av chefsstöd. Dimensionering ### Yta och dimensionering Om kontoret har rätt balans mellan skrivbord, mötesrum, fokusplatser, sociala ytor och stödytor. Beslut ### Åtgärder och prioritering Vad som bör göras direkt, vad som bör följas upp och vad som kräver större beslut eller investering. Process ## Från signaler till prioriterade justeringar Processen anpassas efter kontorets storlek, projektets mål och vilka data som finns tillgängliga. Målet är att ta fram ett underlag som går att agera på. - 1 ### Målbild och frågeställningar Vi utgår från vad kontorsförändringen skulle uppnå och vilka frågor ledning, HR, facility management eller projektgrupp behöver svar på. - 2 ### Datainsamling Vi samlar in relevanta underlag: medarbetarinsikter, närvarodata, beläggning, observationer, intervjuer eller workshops. - 3 ### Analys av friktion och orsaker Vi skiljer mellan symptom och orsaker: handlar problemet om miljö, yta, regler, beteenden, ledning eller förankring? - 4 ### Prioritering av åtgärder Åtgärder sorteras efter effekt, genomförbarhet, kostnad, beroenden och om de kräver snabba eller större beslut. - 5 ### Justeringsunderlag Ni får ett konkret underlag med rekommendationer, beslutspunkter och nästa steg för att förbättra arbetsplatsen. - 6 ### Uppföljning av åtgärder Vid behov följer vi upp om justeringarna gav avsedd effekt och om nya frågor behöver hanteras. Vad får ni konkret? ## Ett justeringsunderlag som går att använda Justeringsunderlaget visar vilka förändringar som bör göras för att arbetsplatsen ska fungera bättre. Det kan handla om fysiska justeringar, tydligare spelregler, förändrad kommunikation, förbättrad mötesstruktur eller fortsatt förändringsledning. ### Samlad nulägesbild Vad som fungerar, vad som inte fungerar och vilka mönster som syns efter inflytt. ### Analys av användning och upplevelse Kombination av medarbetarinsikter, närvarodata, beläggning, observationer och dialog. ### Identifierade friktionspunkter Var problemen uppstår och om de främst beror på yta, funktion, regler eller förankring. ### Prioriterad åtgärdslista Rekommendationer för snabba justeringar, större beslut och frågor som bör följas upp. ### Underlag för ledning och projektgrupp Beslutsstöd för HR, facility management, chefer, projektgrupp och ledning. ### Plan för fortsatt förbättring Förslag på hur åtgärder ska följas upp och hur arbetsplatsen kan utvecklas över tid. Timing ## När ska uppföljningen göras? En uppföljning bör inte göras för tidigt. Direkt efter inflytt håller organisationen fortfarande på att lära sig kontoret, hitta nya rutiner och förstå hur ytorna fungerar i praktiken. Om verksamheten efterfrågar tidiga signaler kan en första uppföljning göras efter cirka 3 månader. Därefter kan en djupare uppföljning göras efter 9-12 månader, när användningsmönster, arbetssätt och beteenden har hunnit bli mer stabila. Den senare uppföljningen ger bättre underlag för större justeringar, investeringar eller förändringar i arbetssätt. Skillnad mot en vanlig enkät ## Mer än en enkät efter flytt En vanlig nöjdhetsenkät kan visa om medarbetare är nöjda eller missnöjda. Den visar däremot inte alltid varför problemen uppstår eller vad organisationen bör göra åt dem. Vi kombinerar upplevelsedata med närvarodata, beläggning, observationer och arbetsplatsstrategi för att ta fram åtgärder som går att prioritera och besluta om. Koppling till andra tjänster ## Uppföljningen kan med fördel jämföras med den ursprungliga målbilden Uppföljning efter inflytt blir starkast när den kopplas till arbetsplatsstrategin, beslutsunderlaget och de arbetssätt organisationen ville uppnå. Då blir det lättare att se om problemen handlar om miljön, användningen, förankringen eller själva målbilden. Medarbetarinsikter och enkäter Närvarodata och dimensionering Behovsanalys och arbetsplatsstrategi Kontorsstrategi och lokalstrategi FAQ ## Vanliga frågor om uppföljning efter inflytt Vad är uppföljning efter inflytt? Uppföljning efter inflytt är en strukturerad utvärdering av hur ett nytt eller förändrat kontor fungerar i praktiken efter att medarbetarna börjat använda det. Vad är post occupancy evaluation på svenska? Post occupancy evaluation kan översättas till uppföljning efter inflytt eller utvärdering efter inflytt. Det handlar om att undersöka hur en ny eller förändrad arbetsplats fungerar i praktiken och vilka justeringar som behövs. När ska man följa upp ett nytt kontor? En uppföljning bör inte göras för tidigt eftersom organisationen precis efter inflytt fortfarande lär sig kontoret. En första uppföljning kan göras efter cirka 3 månader om verksamheten efterfrågar hur arbetsmiljön upplevs i anslutning till förändringen, och en djupare uppföljning kan göras efter 9-12 månader. Vad är ett justeringsunderlag? Ett justeringsunderlag är en prioriterad rekommendation över vad som bör ändras efter inflytt, till exempel ytor, möblering, spelregler, kommunikation, mötesrum eller arbetssätt. Är uppföljning efter inflytt samma sak som en medarbetarenkät? Nej. En enkät kan vara en del av uppföljningen, men vi kombinerar medarbetarinsikter med närvarodata, beläggning, observationer och dialog för att förstå orsaker och åtgärder. Vad kan man justera efter inflytt? Vanliga justeringar gäller zoner, fokusytor, mötesrum, bokningsregler, hybridrutiner, ljudmiljö, kommunikation, ledarstöd och hur olika ytor används. Nästa steg ## Vill ni veta vad som behöver justeras efter inflytt? Vi kan hjälpa er att följa upp hur kontoret fungerar, identifiera vad som skapar friktion och ta fram ett konkret underlag för nästa beslut. Ta fram ett justeringsunderlag för ert kontor ======================================================================== # Vad är hybridkontor? Så hänger policy, närvaro och arbetsplats ihop URL: https://sv.weoffice.eu/vad-ar-hybridkontor/ ======================================================================== - Home / Vad är hybridkontor? Så hänger policy, närvaro och arbetsplats ihop # Vad är hybridkontor? Så hänger policy, närvaro och arbetsplats ihop Hybridkontor och arbetsplatsbeslut Hybridkontor är inte bara en regel om hur många dagar man får arbeta hemma. Det är ett arbetsplatsupplägg där närvaro, samarbete, fokusarbete och fysisk miljö måste stödja varandra. När begreppet används slarvigt blandas policy, kontorsdesign och arbetsmodell ihop. Då blir det svårt att avgöra vilka beslut som faktiskt behöver fattas och hur man ska följa upp om upplägget fungerar. Kort svar - Hybridkontor betyder att arbete växlar mellan kontor och distans utifrån verksamhetens behov och tydliga spelregler. - Det är inte samma sak som aktivitetsbaserat kontor, flexkontor eller en generell rätt att arbeta hemma. - Det fungerar först när organisationen definierar varför människor ska mötas på kontoret och vilka miljöer som måste bära det arbetet. ## Vad betyder hybridkontor i praktiken? I praktiken betyder hybridkontor att organisationen delar upp arbetet mellan kontoret och andra platser utan att tappa riktning i hur arbetet ska fungera. Det handlar därför både om närvaromönster och om hur kontoret används när människor väl är där. Ett fungerande hybridkontor klargör vilka aktiviteter som gynnas av samlokalisering, vilka som fungerar bra på distans och hur team ska koordinera sitt arbete utan att kontoret blir antingen tomt eller otydligt i sitt syfte. ## Vad är skillnaden mellan hybridkontor och hybridpolicy? Hybridpolicy handlar om regler och förväntningar, till exempel hur ofta team ska ses på plats och vilka roller som behöver högre närvaro. Hybridkontoret är den fysiska och organisatoriska konsekvensen av dessa val. Därför är det fullt möjligt att ha en hybridpolicy utan att ännu ha en tydlig arbetsplatsstrategisk lösning. Det är först när policy, miljö och arbetssätt hänger ihop som upplägget blir robust. ## Hur vet man om ett hybridkontor fungerar? Det går inte att avgöra enbart genom att fråga om medarbetare uppskattar flexibilitet. Ett hybridkontor behöver också bedömas utifrån närvarons variation över veckan, hur olika miljöer används och om samarbete, fokus och lärande faktiskt får rätt stöd. Därför blir kombinationen av närvarodata , arbetsplatsanalys och tydliga verksamhetsmål viktig. Det ger bättre svar än generella diskussioner om kontorsdagar eller skrivbordsandelar. Nästa steg ## När hybrid ska bli mer än en policy behöver nästa steg koppla ihop närvaro, arbetssätt och arbetsplatsbeslut. Börja med att klargöra hur ni ska avgöra om hybridupplägget fungerar och vilket data- och analysunderlag som behövs innan större beslut om layout, kapacitet eller investeringar låses. Hur vet man om aktivitetsbaserat eller hybrid fungerar? Närvarodata Gå vidare till sidan om hur man följer upp hybrid eller till erbjudandet för analys av närvarodata om ni behöver ett tydligare beslutsunderlag. ## FAQ ### Är hybridkontor samma sak som aktivitetsbaserat kontor? Nej. Hybridkontor beskriver hur arbete fördelas mellan kontor och distans. Aktivitetsbaserat beskriver hur miljöerna på kontoret organiseras. ### Hur många dagar ska man vara på kontoret i ett hybridupplägg? Det finns ingen generell siffra som passar alla. Rätt nivå beror på verksamhetens behov av samarbete, introduktion, lärande och ledarskap. ### När behövs närvarodata i hybridkontor? Närvarodata behövs när organisationen vill förstå verkliga mönster över tid i stället för att bygga beslut på antaganden. ### Vad är det vanligaste misstaget? Ett vanligt misstag är att börja med regler om kontorsdagar eller layout innan syftet med närvaro och kontorets roll är definierad. Relaterade begrepp ## Hybrid blir tydligare när det kopplas till strategi, data och uppföljning För att förstå om ett hybridupplägg fungerar behöver man ofta växla mellan begrepp som arbetsplatsstrategi, närvarodata och hur arbetsplatsens stöd bedöms i praktiken. Vad är en arbetsplatsstrategi? Se varför hybrid bör följa strategin i stället för att ersätta den. Vad är närvarodata? Förstå vilka närvaromönster som faktiskt bör mätas över tid. Vad är Workplace Adequacy? Läs hur behov, miljöer och prioriteringar kan vägas mot varandra. Rådgivning i arbetsplatsstrategi Se hur hybridfrågor kopplas till riktning, analys och förändring. Expertperspektiv ### Vill du ha hybridfrågan satt i ett större arbetsplatsstrategiskt sammanhang? På Dr. Aram Seddighs profilsida finns bakgrund till hur hybridarbete, arbetsplatsstrategi och organisationsutveckling hänger ihop. Läs om Dr. Aram Seddigh ======================================================================== # Vad är lokalstrategi? Skillnaden mot arbetsplatsstrategi URL: https://sv.weoffice.eu/vad-ar-lokalstrategi/ ======================================================================== - Home / Vad är lokalstrategi och hur skiljer det sig från arbetsplatsstrategi? # Vad är lokalstrategi och hur skiljer det sig från arbetsplatsstrategi? Lokalstrategi och arbetsplatsstrategi Lokalstrategi handlar om hur organisationen ska försörjas med rätt lokaler över tid. Arbetsplatsstrategi avgör hur arbetsplatsen inom dessa ramar ska stödja verksamhetens mål, arbetssätt och behov. Lokalstrategi är inte samma sak som arbetsplatsstrategi. Den ena handlar främst om lokalförsörjning, läge, ekonomi, omfattning och tidplan. Den andra handlar om hur arbetet faktiskt ska stödjas i miljön. Begreppen behöver därför inte konkurrera med varandra. De behöver kopplas ihop i rätt ordning. När de blandas samman blir resultatet ofta att organisationen fattar stora lokalbeslut utan att ha klargjort hur arbetsplatsen ska fungera i praktiken. Hos WeOffice börjar arbetsplatsstrategiskt arbete där lokalfrågan slutar vara tillräcklig. Vi hjälper organisationer att översätta lokalbeslut till en tydligare logik för hur arbetet faktiskt ska stödjas. Kort svar - Lokalstrategi styr lokalförsörjning, läge, yta, ekonomi och prioritering över tid. - Arbetsplatsstrategi styr hur arbetet faktiskt ska stödjas inom dessa ramar. - Bra beslut kräver att nivåerna hålls isär men kopplas ihop i rätt ordning. Beslutssignal Om organisationen fattar stora lokalbeslut om läge, yta eller portfölj innan arbetsplatsens faktiska användning är tydlig finns en tydlig risk att lokalstrategin blir starkare än arbetsplatslogiken. ## Vad menas med lokalstrategi? Lokalstrategi är den samlade logiken för hur en organisation ska planera, prioritera och följa upp sin lokalförsörjning över tid. Det omfattar frågor om vilka lokaler som behövs, var de bör ligga, hur mycket yta som är rimlig, vilka ekonomiska ramar som gäller och hur lokalerna ska stödja verksamhetens framtida målbild. Det gör lokalstrategi bredare än ett enskilt lokalprojekt. En flytt, en omförhandling eller en ombyggnad kan vara delar av lokalstrategin, men strategin behöver också sätta riktning för när sådana initiativ ska startas och vilka mål de ska uppfylla. Lokalstrategi blir därför ett sätt att styra lokalförsörjningen mot en tydlig målbild snarare än att lösa lokalfrågor styckevis när de uppstår. ## Jämförelse: lokalstrategi och arbetsplatsstrategi Fråga | Lokalstrategi | Arbetsplatsstrategi | Huvudfokus | Lokalförsörjning över tid | Hur arbete ska stödjas i miljön | Typiska beslut | Läge, yta, ekonomi, portfölj, tidplan | Aktiviteter, miljötyper, beteenden, arbetslogik | Beslutsnivå | Strukturell och långsiktig | Användningsnära och verksamhetsnära | Vanlig risk om nivån saknas | Reaktiv lokalförsörjning | En lokal som inte fungerar som arbetsplats | ## Vad skiljer lokalstrategi från arbetsplatsstrategi? Skillnaden ligger i vilken fråga respektive strategi ska lösa. Lokalstrategi svarar på hur organisationen ska försörjas med lokaler som är rätt placerade, ekonomiskt rimliga och funktionella över tid. Arbetsplatsstrategi svarar på hur arbetsplatsen inom dessa ramar ska stödja arbete, samarbete, fokus, beteenden och verksamhetsmål. Det betyder att lokalstrategi ofta arbetar på en mer övergripande nivå. Den rör läge, portfölj, yta, kostnader, hållbarhet, tidplan och genomförbarhet. Arbetsplatsstrategi går närmare själva användningen av arbetsplatsen och avgör vilka aktiviteter som ska stödjas, vilka typer av miljöer som behövs och hur arbetsplatsen ska fungera i vardagen. Arbetsplatsstrategi är alltså inte en ersättning för lokalstrategi. Men lokalstrategi räcker inte heller för att avgöra hur ett kontor ska stödja arbetet. En lokal blir inte en fungerande arbetsplats bara för att den är rätt placerad eller rätt stor. ## Vilka beslut hör hemma i en lokalstrategi? I en lokalstrategi behöver organisationen ta ställning till frågor som rör läge, tillgänglighet, ekonomiska ramar, hållbarhetskrav, lokalernas omfattning och hur olika lokalprojekt ska prioriteras över tid. Den behöver också klargöra vilken målbild som ska följas upp och vilka indikatorer som visar om lokalförsörjningen faktiskt går i rätt riktning. Det kan handla om att balansera arbetsmiljö, funktion, medarbetarnöjdhet, kostnad, läge och utvecklingsmöjligheter i samma beslutsbild. I större organisationer kan lokalstrategin också behöva tydliggöra när enskilda kontor eller verksamhetsdelar ska få egna arbetsplatsstrategiska initiativ och när de ska följa en gemensam riktning. Ett bra test är därför att fråga om beslutet rör lokalförsörjningens ramar eller arbetsplatsens faktiska användning. Om frågan gäller portfölj, läge, yta, hyresbeslut eller projektstart ligger den närmare lokalstrategin. Om frågan gäller beteenden, aktivitetsstöd och arbetsplatsens utformningslogik ligger den närmare arbetsplatsstrategin. Beslutsruta Om ni diskuterar portfölj, läge, kostnadsnivå eller hyreslogik är ni i lokalstrategin. Om ni diskuterar fokusarbete, samarbete, arbetsmiljö eller aktivitetsstöd är ni i arbetsplatsstrategin. ## Hur hänger lokalstrategi ihop med flytt, lokalprojekt och genomförande? Lokalstrategi behöver inte stanna vid en målbild. Den behöver också skapa ordning i när olika processer ska startas och hur lokalprojekt ska drivas på ett likartat och effektivt sätt. Det gäller särskilt när flera projekt kan uppstå parallellt eller när verksamheten förändras snabbare än hyresavtal och lokaler normalt gör. I praktiken blir lokalstrategin ofta länken mellan tidiga beslut om läge och yta och senare beslut om arbetsplats, genomförande och uppföljning. Om den länken saknas riskerar organisationen att fatta lokalbeslut först och försöka lösa arbetsplatsfrågorna efteråt. Då ökar risken för dyra kompromisser, försenade projekt och en arbetsplats som känns logisk i ritning men svag i användning. Det är därför viktigt att arbetsplatsstrategi kopplas in innan lokalprojektet blir för låst. Lokalstrategi behöver ange ramarna, men arbetsplatsstrategin behöver hjälpa organisationen att fylla de ramarna med rätt innehåll. ## Vilka missförstånd är vanligast när begreppen blandas ihop? Det vanligaste missförståndet är att lokalstrategi och arbetsplatsstrategi är två ord för samma sak. Det är de inte. Ett annat missförstånd är att lokalstrategi automatiskt leder till en bra arbetsplats bara för att den tar upp funktion, design eller målbild. Lokalstrategi kan mycket väl definiera vilka typer av lokaler som behövs och vilka mål lokalförsörjningen ska arbeta mot. Men arbetsplatsstrategin behövs fortfarande för att avgöra hur arbetsplatsen ska stödja olika aktiviteter, team och arbetssätt i praktiken. Ett tredje missförstånd är att arbetsplatsstrategi bara handlar om interiör eller layout. Arbetsplatsstrategi är inte design. Design ska följa strategin. Det gäller även när den fysiska lösningen formas inom ramar som satts av lokalstrategin. ### Vanligt missförstånd Lokalstrategi och arbetsplatsstrategi är inte två etiketter för samma sak. Den ena sätter ramarna för lokalerna. Den andra avgör hur arbetet ska fungera inom dem. ## Hur blir lokalstrategi och arbetsplatsstrategi en sammanhängande beslutslogik? Lokalstrategi och arbetsplatsstrategi fungerar bäst när de behandlas som två olika beslutsnivåer i samma kedja. Lokalstrategin sätter riktningen för lokalförsörjning, prioriteringar och projektlogik. Arbetsplatsstrategin översätter verksamhetens behov till principer och vägval för hur arbetsplatsen faktiskt ska fungera. Därefter behöver arbetsplatsanalys och uppföljning ge återkoppling till båda nivåerna. Analys visar hur arbetsplatsen fungerar i nuläget och vad som behöver förändras. Uppföljning visar om lösningen håller i praktiken. Workplace Adequacy™ kan sedan användas som ramverk för att pröva om arbetsplatsen faktiskt stödjer arbetets och verksamhetens behov över tid. Det är först när de relationerna är tydliga som organisationen kan gå från lokalfråga till bättre beslut om arbetsplats, investeringar och genomförande. För WeOffice är skillnaden mellan lokalstrategi och arbetsplatsstrategi inte semantik utan beslutskvalitet. När nivåerna hålls isär blir det också lättare att koppla analys, vägval och uppföljning till rätt fråga. Nästa steg ## Om ni behöver översätta lokalfrågor till ett tydligare beslutsunderlag för arbetsplats, arbetssätt eller förändring behöver nästa steg vara lika konkret som frågan. Konsulttjänster inom arbetsplatsstrategi Verktyg för arbetsplatsanalys ## FAQ ### Är lokalstrategi samma sak som arbetsplatsstrategi? Nej, lokalstrategi och arbetsplatsstrategi löser olika frågor. Lokalstrategi styr hur organisationen ska försörjas med rätt lokaler över tid, medan arbetsplatsstrategi styr hur arbetsplatsen inom dessa ramar ska stödja arbetet. ### Kan man ta fram en lokalstrategi utan arbetsplatsstrategi? Ja, men den blir ofta otillräcklig om den ska leda till beslut om hur kontoret faktiskt ska fungera. Lokalstrategi kan sätta ramarna, men arbetsplatsstrategi behövs för att avgöra hur dessa ramar ska stödja verkliga arbetsmönster och behov. ### Vilka frågor hör främst hemma i lokalstrategin? Frågor om läge, omfattning, ekonomi, hållbarhet, tidplan och projektprioritering hör i första hand hemma i lokalstrategin. De handlar om lokalförsörjningens riktning snarare än om arbetsplatsens beteendelogik. ### När behöver arbetsplatsstrategin komma in? Arbetsplatsstrategin behöver komma in innan lokalprojektet blir för låst. Om den kommer för sent riskerar organisationen att försöka anpassa arbetssättet till redan fattade lokalbeslut i stället för tvärtom. ### Hur hänger lokalstrategi ihop med uppföljning? Lokalstrategi behöver följas upp mot mål som funktion, ekonomi, arbetsmiljö och utveckling över tid. Men uppföljning av själva arbetsplatsens användning kräver också arbetsplatsanalys och ett ramverk för att bedöma om lösningen faktiskt fungerar. Relaterade definitioner ## Definitioner som gör skillnaden mellan lokalstrategi och arbetsplatsstrategi tydligare För att förstå var lokalstrategi slutar och arbetsplatsstrategi börjar är det hjälpsamt att läsa begreppen sida vid sida. Vad är en arbetsplatsstrategi? Jämför lokalfrågan med riktningen för hur arbetet ska stödjas. Vad är hybridkontor? Se hur nya arbetssätt påverkar relationen mellan plats och arbete. Vad är närvarodata? Förstå vilket underlag som behövs när lokalbehov ska bedömas. Vad är Workplace Adequacy? Knyt lokalstrategin till hur väl arbetsplatsen faktiskt fungerar. Expertperspektiv ### Vill du se hur lokalstrategi relaterar till arbetsplatsstrategi i ett större beslutsramverk? Dr. Aram Seddighs profilsida ger ett bredare sammanhang till hur plats, arbetssätt och prioriteringar bör kopplas ihop. Läs om Dr. Aram Seddigh ======================================================================== # Vad är närvarodata? Så används kontorsnärvaro som beslutsunderlag URL: https://sv.weoffice.eu/vad-ar-narvarodata/ ======================================================================== - Home / Vad är närvarodata? Så används kontorsnärvaro som beslutsunderlag # Vad är närvarodata? Så används kontorsnärvaro som beslutsunderlag Närvarodata och beslutsunderlag Närvarodata är information om när människor faktiskt är på plats i kontoret, hur närvaron varierar över tid och hur beläggningen skiljer sig mellan dagar, team eller zoner. I sig själv säger datan inte allt om hur arbetet fungerar. Men tillsammans med arbetsplatsanalys och verksamhetsmål blir den ett starkt underlag för beslut om kapacitet, hybridupplägg och vilka miljöer som behöver stärkas. Kort svar - Närvarodata visar faktisk kontorsnärvaro över tid, inte bara vad människor säger att de brukar göra. - Den används för att förstå toppar, variation, nyttjandegrad och vilka dagar eller zoner som skapar tryck i arbetsplatsen. - Närvarodata räcker inte ensam. För bra beslut behöver den kombineras med behovsanalys, arbetssätt och verksamhetsmål. ## Vad menas med närvarodata i kontorsplanering? Närvarodata beskriver hur människor faktiskt använder kontoret över tid. Det kan handla om hur många som är på plats per dag, vilka veckodagar som har högst tryck och om vissa zoner används mer än andra. Det viktiga är att datan inte bygger på minnesbilder eller antaganden. Den visar observerade mönster och gör det lättare att diskutera kapacitet och nyttjande på ett mer precist sätt. ## Vilka frågor kan närvarodata hjälpa till att besvara? Närvarodata kan hjälpa organisationen att bedöma om kontoret är för stort, för litet eller felbalanserat över veckan. Den kan också visa om variationen mellan dagar är högre än man trodde och om vissa typer av platser blir flaskhalsar vid toppbelastning. Det gör den särskilt värdefull när man ska dimensionera arbetsplatsen, bedöma skrivbordsandel eller planera för hybrid närvaro. ## Vad kan närvarodata inte avgöra på egen hand? Närvarodata visar inte automatiskt om arbetsplatsen upplevs som bra, varför människor väljer att vara hemma eller vilka behov som saknar stöd när de är på plats. Därför behöver datan tolkas tillsammans med arbetsplatsanalys, verksamhetsmål och kunskap om hur arbetet faktiskt bedrivs. Nästa steg ## Om ni vill gå från uppskattningar till bättre kapacitetsbeslut behöver nästa steg koppla ihop närvarodata med arbetsplatsens faktiska behov. Det gör det lättare att avgöra hur stort kontoret behöver vara, hur variationen över veckan ska hanteras och vilka miljöer som är viktigast att prioritera. Närvarodata Hur dimensionerar man kontoret? Ni kan gå vidare till erbjudandet för närvarodata eller fördjupa resonemanget i sidan om hur man dimensionerar kontoret. ## FAQ ### Vad mäter närvarodata egentligen? Närvarodata mäter faktisk närvaro eller användning över tid, till exempel hur många som är på plats olika dagar eller hur vissa delar av kontoret nyttjas. ### Betyder hög närvaro att kontoret är för litet? Inte automatiskt. Hög närvaro vissa dagar kan bero på mötesmönster, teamrutiner eller få typer av miljöer som alla behöver samtidigt. ### Varför räcker det inte med en enkät? Enkäter visar upplevelser och självrapporterade mönster. Närvarodata visar faktiska beteenden över tid. Tillsammans ger de starkare beslutsunderlag. ### Vilka beslut kan närvarodata stödja? Den kan stödja beslut om kapacitet, skrivbordsandel, variation mellan miljöer, hybridupplägg och vilka delar av arbetsplatsen som behöver förbättras. Relaterade begrepp ## Närvarodata blir mer användbar när den kopplas till rätt frågor Själva datan räcker sällan ensam. Den blir mest värdefull när den knyts till arbetsplatsstrategi, hybridlogik och en tydligare modell för att bedöma arbetsplatsens stöd. Vad är en arbetsplatsstrategi? Se vilka beslut närvarodata egentligen ska hjälpa organisationen att fatta. Vad är hybridkontor? Läs hur närvaro, policy och kontorets roll behöver hänga ihop. Vad är Workplace Adequacy? Förstå hur datan vägs mot behov, miljöer och prioriteringar. Erbjudandet för närvarodata Se hur analysen används som konkret beslutsstöd i arbetsplatsprojekt. Expertperspektiv ### Vill du se hur närvarodata tolkas i ett bredare arbetsplatsstrategiskt sammanhang? Dr. Aram Seddighs profilsida visar hur data, arbetsplatsanalys och organisationsbehov kopplas ihop i verkliga beslut. Läs om Dr. Aram Seddigh ======================================================================== # Vad är Workplace Adequacy? Hur ramverket kopplar ihop behov, plats och prioriteringar URL: https://sv.weoffice.eu/vad-ar-workplace-adequacy/ ======================================================================== - Home / Vad är Workplace Adequacy? Hur ramverket kopplar ihop behov, plats och prioriteringar # Vad är Workplace Adequacy? Hur ramverket kopplar ihop behov, plats och prioriteringar Workplace Adequacy(TM) och metodik Workplace Adequacy är ett arbetsplatsstrategiskt ramverk för att förstå hur väl arbetsplatsen faktiskt stödjer det arbete organisationen behöver få gjort. Ramverket kopplar ihop behov, plats, data och prioriteringar. Det gör det lättare att gå från allmänna synpunkter om kontoret till en tydligare logik för vad som fungerar, vad som brister och vad som bör göras härnäst. Kort svar - Workplace Adequacy bedömer hur väl arbetsplatsen stödjer arbetsuppgifter, samarbete, fokus och andra viktiga behov. - Ramverket översätter analys till prioriteringar i arbetsplatsstrategi, dimensionering, förändring och uppföljning. - Det är inte bara en enkät eller ett konceptnamn, utan ett sätt att koppla ihop medarbetarinsikter, data och beslut. ## Vad betyder Workplace Adequacy i praktiken? I praktiken handlar Workplace Adequacy om att bedöma om arbetsplatsen är tillräckligt bra för det arbete som ska utföras. Det räcker inte att miljön är attraktiv om den inte stödjer fokus, samarbete, lärande och koordinering på ett sätt som matchar verksamhetens behov. Ramverket hjälper därför organisationen att se arbetsplatsen som ett prestationsstöd, inte bara som en yta eller ett designprojekt. ## Hur skiljer sig Workplace Adequacy från en vanlig arbetsplatsanalys? En arbetsplatsanalys samlar in underlag om behov, arbetssätt och upplevelser. Workplace Adequacy går ett steg längre genom att strukturera hur underlaget ska tolkas och vilka prioriteringar som blir rimliga när olika behov vägs mot varandra. Det betyder att ramverket inte ersätter analysen, utan gör den mer användbar och lättare att koppla till strategi, dimensionering och förändring. ## Vilka beslut hjälper ramverket till med? Ramverket kan stödja beslut om vilka arbetsplatsbehov som ska prioriteras, hur olika miljöer behöver balanseras och vilka förändringar som är viktigast först. Det gör det användbart både före flytt eller ombyggnad och när organisationen behöver följa upp om en befintlig arbetsplats eller ett hybridupplägg verkligen fungerar som tänkt. Nästa steg ## Om ni vill översätta arbetsplatsanalys till tydligare prioriteringar behöver nästa steg koppla ihop metodik, data och beslut. Det gör det lättare att avgöra vilka behov som ska väga tyngst, hur arbetsplatsen behöver förändras och hur strategin kan följas upp i praktiken. Ramverket Workplace Adequacy(TM) Konsulttjänster inom arbetsplatsstrategi Ni kan gå vidare till ramverkssidan eller till konsulttjänster inom arbetsplatsstrategi om ni behöver stöd i att omsätta analys till riktning. ## FAQ ### Är Workplace Adequacy bara en enkät? Nej. Enkäter kan vara en del av underlaget, men Workplace Adequacy är ett bredare ramverk för att tolka behov, väga prioriteringar och koppla analys till arbetsplatsstrategiska beslut. ### För vilka organisationer är Workplace Adequacy relevant? Det är relevant för organisationer som behöver förstå om arbetsplatsen stödjer verksamheten bättre eller sämre än den borde, särskilt vid flytt, ombyggnad, hybridarbete eller uppföljning. ### Hur hänger Workplace Adequacy ihop med arbetsplatsstrategi? Arbetsplatsstrategin avgör riktning och prioriteringar. Workplace Adequacy hjälper till att bedöma om arbetsplatsen faktiskt ger rätt stöd i relation till den riktningen. ### Kan man använda Workplace Adequacy utan att planera en flytt? Ja. Ramverket är lika relevant när organisationen vill förbättra, följa upp eller justera en befintlig arbetsplats som när man står inför ett större projekt. Relaterade begrepp ## Ramverket blir tydligare när det kopplas till strategi, data och genomförande Workplace Adequacy blir mest begripligt när det sätts i relation till arbetsplatsstrategi, närvarodata och de praktiska beslut som följer i analys- och förändringsarbete. Vad är en arbetsplatsstrategi? Se hur ramverket relaterar till riktning, vägval och prioriteringar. Vad är närvarodata? Läs hur faktisk användning av kontoret kan stärka analysen. Ramverket Workplace Adequacy™ Gå vidare till metodsidan för en mer komplett beskrivning av logiken. Konsulttjänster inom arbetsplatsstrategi Se hur analys omsätts till riktning, prioriteringar och förändring. Expertperspektiv ### Vill du förstå hur ramverket används i verkliga arbetsplatsbeslut? Dr. Aram Seddighs profilsida förklarar hur metodik, forskning och praktisk rådgivning möts i arbetsplatsstrategi och Workplace Adequacy. Läs om Dr. Aram Seddigh ======================================================================== # 30-sekundersregeln URL: https://sv.weoffice.eu/30-sekundersregeln/ ======================================================================== - Home / Artiklar / 30-sekundersregeln # 30-sekundersregeln Aktivitetsbaserat Dela ## Blog När en organisation önskar byta kontorsutformning, antingen i samband med flytt eller genom att designa om nuvarande kontor, behöver en mängd beslut tas för att säkerställa att kontoret skapas på ett sätt som stöttar medarbetarnas välmående och effektivitet. Lätt att göra rätt ingår som en av fem forskningsbaserade principer i Workplace Adequacy™ Framework, ett ramverk arbetsplatsstrateger kan luta sig mot vid implementeringen av en verksamhetsanpassad arbetsplatsstrategi . Ett element som med fördel kan tillämpas för att realisera denna princip är 30-sekundersregeln som vi kommer behandla nedan. ## Ytor som används mest ska finnas i närheten En arbetsmiljö behöver vara utformad så att det är lättare att hänge sig åt önskvärda beteenden än att låta bli. Detta påverkar hur den fysiska layouten utformas och vilken teknik som används. Men det är inte bara fysiska aspekter som påverkar hur mycket medarbetarna byter plats. Medarbetarnas grad av autonomi och behov av interaktion, mobilitetsprofil och beroende av andra har också betydelse. Det ska gå snabbt och vara enkelt att byta till den lämpligaste ytan för de arbetsuppgifter som behöver utföras, helst inte mer än 30 sekunder. 30­-sekundersregeln ger vägledning för hur ytor kan planeras för att underlätta önskade beteenden och innebär att de ytor som medarbetarna behöver använda mest ska finnas i den omedelbara närheten, eller att det på andra sätt ska gå så fort som möjligt att komma igång, helst inte mer än 30 sekunder. Exempelvis kan arbetsrum placeras i nära anslutning till landskapen för att öka deras tillgänglighet. Ytor som individen använder minst eller som oftast används till planerade aktiviteter, som till exempel stormöten, kan placeras längre bort. ## Minska ansträngning och öka överblickbarhet Två fenomen ingår i 30-­sekundersregeln. Det första är att närhet till ytor gör att förflyttningen upplevs som mindre mödosam även om den fysiska ansträngningen att förflytta sig ytterligare 50 meter inte är nämnvärt större. Det andra fenomenet har att göra med vetskapen om att man inte anstränger sig i onödan. Exempelvis kan ett team tycka att det är besvärligt att ta sig till ett projektrum, för att sedan upptäcka att det används av andra. Lika besvärligt kan det upplevas om en medarbetare förflyttar sig till ett telefonbås för ett inkommande samtal och väl där upptäcker att båset används av andra. Flera sådana erfarenheter kan komma  att medföra att man stannar kvar i sin yta och tar samtalet eller gruppmötet där, då de önskvärda effekterna av förflyttningen upplevs inkonsekventa – ibland positiva då ytan är ledig, ibland negativa då ytan är upptagen och man förflyttat sig i onödan. Detta kan motverkas genom överblickbarhet – antingen genom att konstruera rummen så medarbetarna i zonen ser om de är tillgängliga eller ej, eller genom tekniska hjälpmedel som visar faktisk tillgänglighet. ## Anpassa tillgänglighet av ytor efter behov Skrivbordsytor är de ytor som de flesta använder som sin bas. Genom att i närheten av dessa skapa en diversifiering vad gäller små mötesrum, arbetsrum, samarbetsrum, informella mötesytor och projektytor, kan man dels skapa närhet, dels överblickbarhet. Det här är i linje med forskning som visar att mötesytor och ytor som medarbetare använder ofta bör placeras i närheten av där medarbetare vanligtvis arbetar. Ska man ha olika hemvister för olika grupper och enheter, kan man med fördel ta hänsyn till vilka typer av ytor som grupperna i sina hemvister generellt behöver. För vissa grupper kan projektytor vara att föredra, för en annan grupp kan det vara samtalsrum. ## Fördjupa dig Inom principen Lätt att göra rätt ingår även sömlös inkoppling , nudge och sociala normer som element att beakta. Fördjupa dig gärna i dessa för att få en en större förståelse för hur denna princip kan implementeras. Vill du veta mer om de andra principerna som ingår i Workplace Adequacy™ Framework? Här kan du läsa mer om dessa. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. De Been I, Beijer M, Hollander D. How to cope with dilemmasin activity based work environments: results from user­centered research 2015. Duffy F. The New Office. The New Office. 1997. Ekstrand MAC, Hansen G. Make it work! Creating an integrated workplace concept. Journal of Corporate Real Estate. 2016;18:17–29. Greene C, Myerson J. Space for thought: designing for knowledge workers. Facilities. 2011;29(1/2):19–30. Stöllman Å, Eriksson T, Vingård E. Flytten till psykiatrins hus – arbetsmiljön i öppna arbetsplatser. Uppsala: Arbets­ och miljömedicin; 2015. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Varför fastnar AI-värdet när gamla arbetssätt… URL: https://sv.weoffice.eu/ai-roi-arbetsplatsstrategi/ ======================================================================== - Home / Artiklar / Varför fastnar AI-värdet när gamla arbetssätt får styra? # Varför fastnar AI-värdet när gamla arbetssätt får styra? Arbetsplatsstrategi Dela ## Blog Artikeln i Reworked beskriver ett mönster som många organisationer redan känner igen. AI-piloter pågår, verktyg testas och vissa team får lokala effektivitetsvinster, men det bredare värdet uteblir. En viktig förklaring är att AI ofta används för att skynda på befintliga processer i stället för att ompröva dem. Om ett arbetsflöde redan är otydligt, fragmenterat eller fullt av manuella mellanled blir AI sällan en verklig lösning. Organisationen producerar mer på kortare tid, men har fortfarande samma problem med ansvar, prioritering, kvalitetsgranskning och genomförande. Då uppstår lätt ett glapp mellan AI-ambition och faktisk ROI. Det gör att frågan inte kan stanna vid vilka verktyg som ska köpas in. Den måste handla om hur arbete, beslut, roller och arbetsmiljö behöver redesignas för att AI ska bidra till bättre resultat. ## Vad källan faktiskt pekar ut Reworked-artikeln lyfter flera återkommande orsaker till att AI-värdet fastnar. Den första är inkrementellt tänkande. Piloter och små testfall blir kvar som en permanent strategi. Den andra är glappet mellan vision och operativ verklighet, där data, styrning och arbetssätt inte är redo för AI i skala. Den tredje är att den mänskliga kapaciteten ofta underskattas. När fler underlag, fler beslut och fler alternativ produceras snabbare ökar också kraven på omdöme, granskning och förmåga att prioritera. Det är en viktig insikt för svenska organisationer. AI minskar inte automatiskt behovet av mänsklig kvalitet i arbetet. I många fall koncentrerar AI snarare värdet till de delar av arbetet där människor behöver förstå sammanhang, jämföra alternativ, se risker och fatta beslut med hög konsekvens. Det är också därför AI inte bara är en IT-fråga. Det är en fråga om hur organisationen stödjer mänskligt arbete när tempot ökar och mer information måste översättas till faktiskt handlande. ## Därför blir AI snabbt en arbetsplatsfråga När arbetet förändras räcker det inte att uppdatera system och styrdokument. Organisationen behöver också förstå vilka miljöer och arbetssätt som krävs för att AI-stödda arbetsflöden ska fungera bättre än de gamla. Om AI används för att ta fram fler analyser, sammanfattningar, beslutsförslag och scenarier ökar behovet av arbetsplatsanalys och tydligare miljöer för koncentrerad granskning, gemensam tolkning och beslutsmöten. Ett kontor som främst är planerat för generell närvaro eller spontant samarbete kan då bli för svagt som stöd för det arbete som faktiskt blir mer avgörande. Det är här arbetsplatsstrategi blir relevant. Om AI ska skapa affärsvärde behöver organisationen tydliggöra vilka aktiviteter som kräver fokus, vilka som kräver tvärfunktionell tolkning, vilka som kan automatiseras och vilka som fortsatt måste ägas tydligt av människor. ## Fyra redesign-frågor som behöver upp tidigare Organisationer som vill gå från AI-ambition till faktiskt värde behöver vanligtvis reda ut minst fyra frågor tidigare än i dag. - vilka beslut eller värdeflöden som verkligen ska förbättras, i stället för vilka enskilda uppgifter som går att automatisera - vilka roller som ska äga granskning, prioritering och ansvar när AI används i arbetsflödet - vilka arbetsmiljöer som behövs för koncentration, gemensam tolkning och snabbare beslut med bibehållen kvalitet - hur förändringsledning ska stötta nya arbetssätt, inte bara lanseringen av nya verktyg Om de frågorna kommer in för sent blir AI lätt ett parallellt initiativ bredvid verksamheten. Då får organisationen fler outputs men svagare koppling mellan teknik, arbetslogik och verkliga resultat. ## Så ser ett bättre beslutsunderlag ut Ett bättre beslutsunderlag för AI-stödda arbetssätt börjar inte med en verktygslista. Det börjar med vilka beslut som ska bli bättre, vilka arbetsflöden som ska bli tydligare och vilka mänskliga förmågor som måste skyddas eller stärkas. I praktiken behöver underlaget ofta visa minst fem saker. - vilka delar av arbetet som är lämpliga för AI-stöd och vilka som kräver tydligt mänskligt omdöme - var dagens arbetssätt skapar friktion mellan information, ansvar och beslut - vilka miljöer som saknas för fokus, granskning, lärande och gemensam tolkning - hur AI påverkar kravbilden för kontor, hybridarbete och samarbete mellan team - vilka förändringar som ger störst affärsnytta först, innan organisationen skalar vidare Det är ofta här WeOffice blir operativt relevant. När AI ska översättas till bättre arbetsflöden behövs vanligtvis scenariojämförelser, prioritering och ett konkret beslutsunderlag som binder ihop arbetsplatsstrategi , kontorslogik och verksamhetsbehov. ## Tre vanliga misstag när AI skalas upp Ett vanligt misstag är att tro att snabbare produktion automatiskt betyder bättre resultat. Om mer material produceras men ingen har tid eller rätt miljö att granska kvaliteten uppstår i stället mer osäkerhet. Ett annat misstag är att behandla AI som ett fristående teknikspår. Då blir det svag koppling mellan verktyg, beslutsprocesser och hur kontoret eller hybridmodellen faktiskt ska stödja arbetet. Ett tredje misstag är att underskatta hur mycket nya arbetssätt behöver tränas, förklaras och förankras. AI skapar inte bättre beslut av sig själv. Det kräver tydligare roller, bättre användningslogik och en miljö där människor kan tänka, jämföra och ifrågasätta i rätt skeden. ## Fyra frågor att ställa innan AI blir standard i arbetet - Vilka delar av arbetet försöker vi egentligen förbättra med AI? - Var behöver människor fortsatt äga granskning, tolkning och beslut fullt ut? - Vilka miljöer eller arbetsformer saknas i dag för att AI-stödda arbetsflöden ska fungera med hög kvalitet? - Vilket beslutsunderlag behöver vi innan vi låser nya arbetssätt, kontorsförändringar eller större AI-investeringar? De frågorna hjälper organisationen att gå från experiment till riktad förändring. De minskar också risken att AI förstärker gamla brister i stället för att lösa dem. AI-värde fastnar ofta när organisationer försöker automatisera gårdagens arbetssätt i stället för att redesigna hur arbete, beslut och ansvar faktiskt ska fungera. Därför behöver AI kopplas närmare arbetsplatsstrategi, förändringsledning och den miljö där människor ska granska, tolka och fatta bättre beslut. Det är först när teknik, arbetslogik och arbetsmiljö hänger ihop som AI kan ge verklig affärsnytta. Källa: Sarah Deane, From AI Ambition to ROI: Where Leaders Are Getting Stuck , Reworked, publicerad 2026-04-27. Nästa steg ## Behöver ni ett tydligare nästa steg? Har ni börjat se att AI påverkar arbetssätt, beslutsvägar och kraven på kontoret snabbare än organisationen hinner ställa om? WeOffice hjälper er att ta fram ett beslutsunderlag där arbetsplatsstrategi , arbetsplatsanalys och förändringsledning vägs ihop, så att AI kan stödja bättre arbete i stället för att förstärka gamla friktioner. Arbetsplatsstrategi Arbetsplatsanalys ## FAQ ### Varför fastnar AI-värdet trots nya verktyg? AI ger sällan full effekt när organisationen bara automatiserar gamla arbetssätt. Om ansvar, beslutsgångar och arbetsflöden är otydliga från början förstärker AI ofta samma friktioner i högre tempo. ### Varför blir AI en arbetsplatsfråga? När AI producerar fler analyser, scenarier och beslutsförslag ökar behovet av miljöer för koncentration, gemensam tolkning och kvalitetsgranskning. Därför behöver kontor, hybridarbete och arbetsplatsstrategi stödja det arbete som blir mest avgörande. ### Vad bör organisationer reda ut innan AI skalas vidare? De behöver klargöra vilka beslut som ska förbättras, vilka roller som ska äga granskning och ansvar, och vilka arbetsmiljöer som krävs för att AI-stödda arbetsflöden ska fungera med hög kvalitet. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Aktivitetsbaserade kontor och arbetssätt URL: https://sv.weoffice.eu/aktivitetsbaserade-kontor-och-arbetssatt/ ======================================================================== - Home / Artiklar / Aktivitetsbaserade kontor och arbetssätt # Aktivitetsbaserade kontor och arbetssätt Aktivitetsbaserat Dela ## Blog I samband med förändrade lokalbehov eller att hyreskontrakt löper ut, tar fler och fler organisationer fram arbetsplatsstrategier som ska ge vägledning i hur arbetsmiljön i sin helhet ska fungera. Då är frågan om arbetssätt väldigt viktigt. Ett arbetssätt som idag tillämpas, eller i alla fall övervägs i sådana sammanhang, är ett aktivitetsbaserat arbetssätt. Men vad innebär egentligen ett aktivitetsbaserat arbetssätt och hur kan det tillämpas i en kontorsmiljö? ## Var aktivitet på sin plats Grundidén för aktivitetsbaserade arbetssätt är att eftersom arbete utgörs av en rad olika aktiviteter, utförs varje aktivitet bäst på ställen utsedda för just den. Kontoret ska alltså tillgodose alla behov som är relaterade till arbetet – behov av fokus, interaktion och gemenskap. Beroende på arbetets krav, individens preferens eller dagsform kan medarbetaren själv bestämma var hen ska utföra sina arbetsuppgifter. ## Olika ytor Ett samarbetsrum kan användas då flera personer behöver arbeta tätt ihop Aktivitetsbaserade kontor erbjuder medarbetarna en rad olika typer av ytor. I workshopen Min dag på jobbet som arbetsplatsstrateger använder för att identifiera medarbetarnas preferenser för olika ytor, kan deltagarna välja mellan 25 olika slags ytor för olika typer av aktiviteter. Om du är intresserad av vad workshopen innebär kan du ta kontakt med oss. Några exempel på ytor är: - ”Bibliotek” – en plats där flera kan arbeta utan att bli störda - Informella mötesplatser – där medarbetare kan mötas för snabba avstämningar - Arbetsrum för en person – kan användas när en medarbetare inte vill bli störd, jobbar med känsligt material eller för digitala möten - Sammarbetsrum för två eller tre – kan nyttjas då flera behöver arbeta tätt ihop - Projektrum – ytor som kan användas tillfälligt eller under en längre period av en grupp ## Diversifiering För att skapa arbetsplatser med lämpliga ytor behöver man kartlägga medarbetarnas behov När ett kontor innehåller lämpliga ytor för verksamheten, är kontoret rätt diversifierat . Diversifiering är viktigt för att skapa arbetsplatser som underlättar goda vanor. För att kunna diversifiera rätt, och på ett bra sätt, behöver man förstå vilka organisationens och medarbetarnas behov är för att få arbetet gjort. Det gör man bl.a. genom att kartlägga aktivitetsmönster. ## Analys av aktiviteter och fysisk miljö Aktivitetsbaserade kontor ska planeras för det antal medarbetare som är på plats på kontoret, och ska planeras på ett sätt så att det finns rätt typ och rätt antal arbetsytor utifrån behov, även under ”normala” toppar. Vid framtagningen av en arbetsplatsstrategi för ett aktivitetsbaserat arbetssätt görs en fysisk miljöanalys tillsammans med en aktivitetsanalys . Dessa analyser leder fram till ett funktionsprogram för arbetsplatsen som bl.a. innehåller olika typer av skrivbordsytor, samarbetsytor, kreativa ytor, informella och formella mötesplatser. Mer om dessa verktyg och om hur man kan jobba aktivt med att ta fram arbetsplatsstrategi finns att läsa här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Vanliga frågor ### Vad är ett aktivitetsbaserat kontor? Ett aktivitetsbaserat kontor erbjuder olika miljöer för olika typer av arbete, till exempel fokus, samarbete, möten och social interaktion. Grundidén är att arbetsplatsen ska stödja aktiviteten snarare än en fast plats. ### När fungerar aktivitetsbaserat arbetssätt bra? Det fungerar bäst när kontoret är dimensionerat efter verkliga behov, när regler och normer är tydliga och när medarbetarna har tillgång till miljöer som faktiskt passar deras arbete. ### Vad är den vanligaste risken med aktivitetsbaserade kontor? Den vanligaste risken är att miljön blir för generisk eller underdimensionerad. Då kan medarbetare få svårt att hitta rätt plats för fokus, samtal eller samarbete. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Aram Seddigh om arbetsplatsstrategi i Khraft… URL: https://sv.weoffice.eu/aram-seddigh-om-arbetsplatsstrategi-i-khraft-podden/ ======================================================================== - Home / Artiklar / Aram Seddigh om arbetsplatsstrategi i Khraft podden # Aram Seddigh om arbetsplatsstrategi i Khraft podden Arbetsplatsstrategi Dela ## Blog ### Nu kan ni lyssna på Khraft podden där Jenny Bergh intervjuar Aram Seddigh, VD WeOffice, om Arbetsplatsstrategi. Ett hett ämne som ofta likställs med frågan om aktivitetsbaserat arbetssätt. I samtalet får ni får bland annat svar på: Vad en är flexibel arbetsplats? För vem ändrar vi arbetsplatsen Passar det verkligen alla typer av personligheter? Vad är aktitetsbaserat arbetssätt? Vad är arbetsplatsstrategi ens? Klicka här för lyssna på avsnittet direkt på Spotify. Aram Seddigh är doktor i arbets- och organisationspsykologi, legitimerad psykolog och ekonom. Sin doktorsavhandling skrev han, knuten till Stressforskningsinstitutet vid Stockholms universitet, om hur olika typer av kontor och arbetssätt påverkar medarbetares hälsa och produktivitet. Därefter har han jobbat som VD och arbetsplatsstrateg på WeOffice AB där han stöttat organisationer med att skapa goda arbetsmiljöer för ökad trivsel och produktivitet. Lyssna på avsnittet på Spotify: https://open.spotify.com/episode/0kV2ZaOav9yiHjuZqkZjjB?go=1 Mer om boken ”Arbetsplatsstrategi för det flexibla kontoret” skriven av Aram som nämns i samtalet: https://sv.weoffice.eu/arbetsplatsstrategi-for-det-flexibla-kontoret / ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Certifierad arbetsplatsstrateg – kurs & utbildning URL: https://sv.weoffice.eu/arbetsplatsstrateg/ ======================================================================== # Bli certifierad arbetsplatsstrateg Metoder, ramverk och verktyg för framtagning och implementering av arbetsplatsstrategi ## Varför gå kursen? Hur kontor utformas och hur arbetssätt utvecklas påverkar både prestation, samarbete och välmående. Den här utbildningen ger en evidensbaserad grund för att utveckla arbetsplatsstrategi – och konkreta verktyg för att omsätta insikter i beslut och genomförande. Utbildningen leds av Dr. Aram Seddigh och bygger på forskning inom arbets- och organisationspsykologi samt praktisk erfarenhet från uppdrag i både offentlig och privat sektor. Deltagare får en strukturerad metodik, fördjupning i ramverket Workplace Adequacy™ och stöd i att analysera behov, formulera rekommendationer och skapa förankring i organisationen. Ladda ner kursbroschyren Ladda ner kursbroschyren ## Det här får du med dig Efter utbildningen har du med dig kunskap, metodik och ett konkret ramverk som stöttar dig i arbetet med att ta fram och implementera arbetsplatsstrategi. Du får också insyn i hur vårt verktyg kan användas som stöd genom hela processen. - ### En evidensbaserad metodik och ett ramverk för att analysera behov, formulera rekommendationer och fatta bättre beslut. - ### Praktiska verktyg, tankesätt och exempel som kan användas direkt i projekt – från nulägesanalys till prioriteringar och målbild. - ### Certifiering som visar kompetens, samt stöd i hur kunskapen omsätts i organisationer med olika förutsättningar och arbetssätt. ## Kursansvarig Utbildningen är framtagen av Dr. Aram Seddigh (PhD), med expertis inom arbetsplatsstrategi och organisationsförändring. Med forskning inom arbets- och organisationspsykologi och erfarenhet från uppdrag i både privat och offentlig sektor kombineras vetenskaplig grund med praktisk tillämpning. Dr. Seddigh har under mer än ett decennium stöttat organisationer i att utveckla arbetsplatser och införa nya arbetssätt. Perspektivet är helhetsorienterat – hur människor, plats, teknik och ledarskap tillsammans påverkar prestation, samarbete och välmående. Utöver sin PhD har Dr. Seddigh även bakgrund inom ekonomi och är legitimerad psykolog. Det ger en tydlig balans mellan analys, beteende och genomförande i kursens metodik. +46 73 979 3663 aram@weoffice.se Dr. Aram Seddigh Grundare av WeOffice, fil, dr., leg psykolog och ekonom. - aram@weoffice.se - +46 73 979 3663 +46 73 979 3663 aram@weoffice.se ## Kurslitteratur Kursen kompletteras av en praktiskt inriktad bok som ger en tydlig grund för att utveckla och genomföra arbetsplatsstrategi. Den beskriver hur kontor och arbetssätt kan utformas utifrån verksamhetens behov, med fokus på hur beslut påverkar både människor, samarbete och prestation. Boken passar både som kursstöd och som referens i kommande projekt. Den fungerar som en röd tråd genom utbildningen och kan användas som uppslagsverk när ramverket och verktygen ska tillämpas i praktiken. Boken heter Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt och du hittar den där böcker finns. Beställ boken Beställ boken Delta på plats Digitala kurser Boka företagsintern kurs ### Kursöversikt Den här utbildningen stärker din kompetens i att ta fram och implementera arbetsplatsstrategi. Kursen genomförs fysiskt och bygger på aktivt lärande i en mindre grupp, där deltagare får möjlighet att interagera, utbyta erfarenheter och diskutera case. Det ger utrymme för fördjupning och gör det lättare att omsätta kunskapen i praktiken. 2 dagar 09:00 - 16:00 Pris SEK € Alla priser är angivna ex moms Intern användare/Hyresgäst 29 900 SEK Konsulter & arkitekter 34 900 SEK Intern användare/Hyresgäst 2 900 € Konsulter & arkitekter 3 490 € - #### Om kursen Utbildningen kombinerar teori, praktik och diskussioner. Fokus ligger på att omsätta kunskap om människan och platsens betydelse till konkreta underlag för en robust, verksamhetsanpassad arbetsplatsstrategi. - #### Det här får du med dig Oavsett erfarenhet är kursen utformad för att du ska utvecklas där du är. Du får grunderna i att ta fram arbetsplatsstrategi och fördjupar de delar som ofta skapar utmaningar: prioriteringar, förankring, förändringsledning och genomförande. - #### Vem är kursen för? Arbetsplatsstrateger - Lokalstrateger - Facility managers / arbetsplatsansvariga - HR och förändringsledare - Chefer med ansvar för arbetsplatsutveckling - Inredningsarkitekter och inredningsdesigners - Arkitekter (kontor/arbetsplats) - Fastighetskonsulter och rådgivare inom lokaler - Projektledare - Workplace planners - #### Det här ingår Två kursdagar med föreläsningar, övningar och case - Fika och lunch - Certifiering efter genomfört kunskapstest - Tillgång till nätverk och erfarenhetsutbyte med andra arbetsplatsstrateger - Uppföljande stöd Ladda ner kursbroschyren #### Kommande kurstillfällen 28 sep 2026 - 29 sep 2026 Stockholm Svenska Öppen för alla Boka ### Vill du anmäla fler deltagare, eller hålla en utbildning hos er? Kontakta oss ### Utbildning online i arbetsplatsstrategi De digitala kurserna ger dig metodik, ramverk och verktyg för att utveckla och implementera arbetsplatsstrategi. Genom videolektioner, övningar och exempel kan du bygga kompetens i din egen takt – oavsett var du befinner dig. Du anmäler dig via vår partnerwebbplats. workplacestrategist.eu #### Tillgängliga e-kurser Arbetsplatsstrateg Diplomeringskurs Vid slutförd kurs ges diplom som intyg. Läs mer 36h Implementering & Uppföljning Diplomeringskurs Vid slutförd kurs ges diplom som intyg. Läs mer 12h Arbetsplatsstrateg certifieringsexamen Vid slutförd kurs ges certifikat som intyg Läs mer 24h ### Företagsanpassad kurs till arbetsplatsstrateg En företagsintern utbildning anpassas efter er verksamhet, målgrupp och nuläge. Innehållet kan omfatta hela resan i arbetsplatsstrategi eller fokusera på utvalda delar som behovsanalys, prioriteringar, förankring, förändringsledning och implementering. Upplägget kombinerar evidensbaserad metodik med praktiska övningar och exempel från verkliga projekt, så att deltagarna snabbt kan omsätta kunskapen i sitt dagliga arbete. #### Ni får ett gemensamt språk, konkreta verktyg och tydliga leverabler som kan användas direkt i pågående eller kommande kontorsprojekt. Utbildningen kan också kopplas till era egna förutsättningar, data och mål, exempelvis genom att integrera Workplace Adequacy™ som struktur för att tydliggöra vad som fungerar, var gapen finns och vilka nästa steg som bör prioriteras. Resultatet blir en mer samordnad process och bättre förutsättningar att skapa en arbetsplats som stödjer prestation, samarbete och välmående. Kontakta oss ## Testimonials Kursen hade en bra blandning av teori och praktiska övningar. Det var bra att få en tydlig genomgång av metoder och verktyg som kan användas i arbetet med arbetsplatsstrategi. Diskussionerna under kursen var särskilt givande eftersom deltagarna bidrog med olika perspektiv på hur teorin kan användas i praktiken. Kursledarna var kunniga och förklarade innehållet på ett tydligt sätt. Shabnam Peida Inredningsarkitekt & Certifierad arbetsplatsstrateg Det jag eftersökte inför utbildningen var att kunna arbeta datadrivet och att utbildningen skulle vara förankrad i och ha stöd i forskning. Det har den här utbildningen verkligen lyckats med. Daniel Morath Etablering- och Inköpschef & Certifierad arbetsplatsstrateg Det var bra och intressant att kursen hölls av Aram som själv har forskat på området och att det fanns gott om exempel från verkligheten. Jag hade en hel del förkunskaper, men det gav mig bättre förståelse och insikt i många frågor och områden. Upplägget var väl genomtänkt, med en bra balans mellan olika delar och det var tydligt hur allt knöts ihop till en helhet, en strategi mot slutet. Pernilla Möller Facilities Officer & Certifierad arbetsplatsstrateg Jag är mycket nöjd med kursen, innehållet var intressant, användbart och välstrukturerat och jag fick med mig konkreta verktyg för mitt dagliga arbete. Malin Michaelsen Global Workspace Manager & Certifierad arbetsplatsstrateg Jag har aldrig lärt mig så mycket praktiskt under en kurs. Väldigt bra praktiska övningar som jag direkt efter kursen kan använda mig av i min yrkesroll. Samtidigt som den teorin och forskning som presenterades bidrog till kunskapsbanken i arbetsplatsförändringarna jag arbetar med. Therese Olofsson Projektledare och Certifierad arbetsplatsstrateg Kursen var väl investerad tid. Jag har fått kunskap och verktyg som stärker mig i mitt arbete med verksamhetsanpassade och hållbara atbetsplatslösningar. Caroline Axelsson Inredningsarkitekt och Certifierad arbetsplatsstrateg Kursen gav mig en omfattande och grundlig genomgång av vad det innebär att arbeta som Arbetsplatsstrateg. Det var toppen att få så många praktiska verktyg och att det gjordes väldigt konkret. Linnéa Nolér Effektivitetskonsult & Certifierad arbetsplatsstrateg Mycket bra upplägg. Forskning, teori varvat med praktiska övningar samt bra diskussioner som gav både aha-upplevelser, hög igenkänningsfaktor och ny kunskap. Inspirerande kursledare som lyckades väl med hålla intresset uppe för oss deltagare alla tre dagar. Jessica Stigerud Projektledare & Certifierad arbetsplatsstrateg Kursen var väldigt bra, vissa delar upplever jag att jag har inblick i sedan tidigare och andra fick jag nya perspektiv på. Veronica Lönnqvist Office & Administration Manager Scandinavia & Certifierad arbetsplatsstrateg FAQ ## Vanliga frågor om certifieringen ### Om certifieringen Vad är en certifierad arbetsplatsstrateg? En certifierad arbetsplatsstrateg har genomgått WeOffices utbildning och visat förmåga att tillämpa det evidensbaserade ramverket Workplace Adequacy™ för att utveckla och implementera arbetsplatsstrategier. Vilka format finns kursen i? Kursen ges på plats, online (självstudie) eller som företagsanpassad utbildning internt hos er organisation. Hur lång är certifieringskursen på plats? Den lärarledda certifieringskursen på plats omfattar två dagar. Vad kostar utbildningen? Certifieringskursen på plats startar från 29 900 kr exklusive moms och utbildningen online från 6 000 kr exklusive moms. Företagsanpassade upplägg prissätts efter behov. Behöver jag förkunskaper? Nej – kursen riktar sig till arbetsplatsstrateger, facility managers, HR och projektledare och kräver inga formella förkunskaper. ### Vem passar kursen för? Räknas det om jag är arkitekt eller inredningsarkitekt? Ja. Bakgrund som arkitekt eller inredningsarkitekt är mycket relevant. Arbetsplatsstrategi är ett naturligt nästa steg om du vill bygga vidare på din design- och projekterfarenhet med ett mer strukturerat sätt att förstå verksamhetens behov, arbetsmönster, beteenden och långsiktig arbetsplatsfunktion. Passar kursen HR, FM, fastighet och förändringsledare? Ja. Kursen riktar sig till ett brett spann av yrkesroller som arbetar med arbetsplatsen och dess förändring – bland annat HR, facility management, fastighet, arbetsplatsupplevelse, förändringsledning och verksamhetsutveckling. Passar kursen för team eller företagsinternt? Ja. Kursen kan ges företagsanpassad internt och hjälper team att bygga en gemensam förståelse och ett gemensamt språk för arbetsplatsstrategi, genomförande och uppföljning. ## Betrodd av ledande varumärken ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Ny bok – Arbetsplatsstrategi för det flexibla… URL: https://sv.weoffice.eu/arbetsplatsstrategi-for-det-flexibla-kontoret/ ======================================================================== - Home / Artiklar / Ny bok – Arbetsplatsstrategi för det flexibla kontoret # Ny bok – Arbetsplatsstrategi för det flexibla kontoret Arbetsplatsstrategi Dela ## Blog I boken går författaren igenom hur man tar fram och implementerar arbetsplatsstrategi. ## Beställ boken här! Med denna bok presenterar Aram Seddigh en guide för att skapa och genomföra en strategi för en flexibel arbetsplats som kan möta de olika behov som medarbetare har. Fokus är i första hand på hybrid och aktivitetsbaserat arbetssätt, men metoden gäller även andra arbetsplatser. Bokens första del lägger en teoretisk grund med förståelse för forskningsläget och de skiftande förutsättningar som gäller för olika arbetsplatstyper. Den andra mer praktiskt inriktade delen visar – med ett stort antal exempel – de metoder och verktyg som används när en arbetsplatsstrategi skapas och implementeras. De kontor och arbetssätt som boken beskriver är kontor med fasta platser, flexkontor, aktivitetsbaserade kontor och arbetssätt samt agila kontor och arbetssätt. Positiva effekter på arbetsplatsen grundar sig på fem identifierade principer för arbetssätt som är anpassade för verksamheten. Dessa bärande principer som Seddigh genomlyser är Dimensionera rätt, Diversifiera, Underlätta samarbete, Lätt att göra rätt och Skapa delaktighet. Den praktiska genomgången av att ta fram en arbetsplatsstrategi exemplifieras med hjälp av tre typorganisationer: IT-bolaget, tillverkningsbolaget och stadsdelsförvaltningen, där de skiftande förutsättningarna och behoven adresseras. I bokens avslutande avsnitt ger oss Seddigh en glimt av vad vi kan vänta oss av framtidens arbetsplatser. Boken ger både en teoretisk solid grund och praktiska verktyg för implementeringen, där exemplen visar olika behov och tillvägagångssätt anpassade efter organisationen. Den kan användas som kurslitteratur vid såväl fortbildning som inom yrkes- och högskola. ## Beställ boken här! Nyhet: boken finns nu även på engelska ## Om Aram Seddigh Aram Seddigh är doktor i arbets- och organisationspsykologi, legitimerad psykolog och ekonom. Sin doktorsavhandling skrev han, knuten till Stressforskningsinstitutet vid Stockholms universitet, om hur olika typer av kontor och arbetssätt påverkar medarbetares hälsa och produktivitet. Därefter har han jobbat som arbetsplatsstrateg, förändringsledare och projektledare på WeOffice AB där han stöttat organisationer att skapa goda arbetsmiljöer för ökad trivsel och produktivitet. Läs gärna mer om vad WeOffice’s ebjuder här ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Arbetsplatsstrategi, arbetsmiljö och arbetssätt URL: https://sv.weoffice.eu/artiklar-arbetsplatsstrategi/ ======================================================================== # Artiklar om arbetsplatsstrategi I vår blogg delar vi insikter, metoder och exempel som hjälper er fatta bättre beslut om kontoret. Läs om arbetsplatsstrategi, hybrida arbetssätt, aktivitetsbaserat arbetssätt och förändringsledning – med fokus på vad som faktiskt fungerar i vardagen och hur ni tar er från analys till genomförande. All categories Nyheter Workplace insights workplace analysis employee experience measurement Agilt Aktivitetsbaserat Arbetsplatsstrategi Dimensionera rätt Diversifiera Flexibelt arbetssätt Forskning Kontorslandskap Lätt att göra rätt Skapa delaktighet Underlätta samarbete Workplace Adequacy Framework Börja här ## Centrala definitioner som gör artiklarna enklare att läsa i rätt begreppsram Här hittar du artiklar om arbetsplatsstrategi, arbetsplatsanalys, hybridarbete och kontorsutveckling. Om du vill komma snabbare till kärnan är de här definitionssidorna den bästa startpunkten. Vad är en arbetsplatsstrategi? Grunddefinitionen av riktning, prioriteringar och beslut före design. Vad är hybridkontor? Hur policy, närvaro och kontorets syfte behöver hänga ihop. Vad är närvarodata? Hur faktisk kontorsnärvaro blir bättre beslutsunderlag. Vad är Workplace Adequacy? Hur behov, plats och prioriteringar vägs ihop i analysen. Expertperspektiv ### Vill du förstå perspektivet bakom artiklarna i ett större sammanhang? Dr. Aram Seddighs profilsida knyter ihop forskning, arbetsplatsstrategi, metodik och hur resonemangen används i verkliga organisationer. Läs om Dr. Aram Seddigh Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] Varför fastnar AI-värdet när gamla arbetssätt får styra? Artikeln i Reworked beskriver ett mönster som många organisationer redan känner igen. AI-piloter pågår, verktyg testas och vissa team får lokala effektivitetsvinster, men det bredare värdet uteblir. En viktig förklaring är att AI ofta används för att skynda på befintliga processer i stället för att ompröva dem. Om ett arbetsflöde redan är otydligt, fragmenterat eller […] Så tar du rätt beslut i kontorsfrågan Rätt kontorsbeslut börjar inte med hyra eller kvadratmeter, utan med arbetsplatsanalys, arbetsplatsstrategi och ett tydligt beslutsunderlag för verksamhetens faktiska behov. Ett rörelsevänligt kontor leder inte automatiskt till mer rörelse Kontorsdesign påverkar rörelse främst genom att göra det lättare att avbryta sittande och stå upp oftare, inte genom att automatiskt få människor att röra sig mer. Ett mer rörelsevänligt kontor är därför inte samma sak som ett kontor som i sig skapar mer aktivitet. Det är en viktig skillnad som många organisationer missar när de […] När människor tappar kontroll över arbetsplatsen blir kontoret snabbt sämre än planerat Kontroll över arbetsplatsen handlar inte om att alla ska få bestämma allt. Det handlar om att arbetsmiljön ska ge rätt grad av valfrihet, avskildhet och anpassning för olika arbetssätt. Forskningen visar att när människor upplever kontroll över arbetsplatsen stärks både trivsel och gruppsammanhållning, vilket gör frågan strategisk för dagens kontorsutveckling och operativt viktig i varje […] 1 2 3 4 5 6 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Kopplingen mellan avskildhet och samarbete URL: https://sv.weoffice.eu/avskildhet-aktivitetsbaserat/ ======================================================================== - Home / Artiklar / Kopplingen mellan avskildhet och samarbete # Kopplingen mellan avskildhet och samarbete Aktivitetsbaserat Dela ## Blog I tidigare artiklar har vi gått igenom Underlätta samarbete som är en av de fem forskningsbaserade principer inom Workplace Adequacy™ Framework som WeOffice använder sig av vid utformningen av verksamhetsanpassade arbetsplatsstrategier . När en verksamhet ska flytta till ett nytt kontor eller bygga om det befintliga kontoret, finns just ökade samarbetsmöjligheter ofta med som ett uttalat behov som den nya kontorsutformningen bör tillgodose. Det finns flera aspekter som är särskilt viktiga att ha i åtanke när man utformar ett kontor på et sådant vis att samarbetet mellan olika grupper underlättas, bl.a. har konceptet hemvist behandlats som en av dessa. Det räcker dock inte att en grupp har en specifik utgångspunkt för att samarbetet ska underlättas, man bör även adressera vilka typer av behov olika grupper har för att kunna dra nytta av hemvisten. ## Olika grupper har olika behov Aktivitetsprofilen mellan olika enheter kan skilja sig från varandra beroende på vilka uppgifter medarbetarna behöver lösa. Om man ämnar öka samarbetet mellan olika grupper genom en gemensam hemvist, bör man ta hänsyn till aktivitetsprofilerna så att grupper med liknande profiler hamnar nära varandra. Exempelvis kan en hemvist för projektledare skilja sig mycket från en hemvist för ekonomer, som i sin tur kan skilja sig mycket från en hemvist för jurister. Projektledare kan vilja använda informella projektytor med visualiseringsytor och samtidigt ha skrivbord nära dessa ytor. Ekonomer kan ha nytta av snabbt informationsutbyte och informella avstämningar, vilket gör att hemvisten kan ha en öppnare och mer interaktiv utformning, jämfört med den för en juristavdelning som kan vara i behov av mer avskildhet. På samma sätt kan även behovet av överenskommelser i hemvisterna skilja sig mellan grupperna då deras aktivitetsmönster skiljer sig från varandra. Vissa grupper kan behöva ta samtal och möten i sina hemvister medan det för andra grupper skulle innebära stora störningsmoment. Hur ska man tänka när gruppers olika behov står emot varandra? Å ena sidan kan verksamheten vinna på att grupper med olika arbetsmönster interagerar, överhör information och hänger sig åt informella möten i hemvisten. Å andra   sidan kan deras olika arbetsmönster ställa motstridiga krav på hemvistens utformning och överenskommelser. ## Behovet av avskildhet måste vara uppfyllt Om det är svårt att få en överblick över vilka behov som ska ha prioritet är det en god idé att utgå från regeln att behovet av avskildhet behöver vara tillgodosett innan individen kan vara tillgänglig för andra. Anledningen är att om individen har behov av att utföra arbetsuppgifter, men ständigt blir avbruten eller störd, kommer hen att hänge sig åt olika strategier för att få sina individuella arbetsuppgifter genomförda. Några beteendestrategier kan vara att avskärma sig auditivt med hörlurar eller dylikt, förflytta sig bort från den stökiga hemvisten eller att arbeta från andra ställen än kontoret. Dessa strategier medför att individen blir otillgänglig för andra. Stannar hen kvar i hemvisten kommer hjärnan att kognitivt försöka bibehålla uppmärksamheten på den uppgift hen har framför sig. Lyckas detta tar man inte del av information utifrån, misslyckas det däremot kommer individen att bli störd. Att tillämpa kognitiva strategier för att bibehålla fokus är krävande och det finns en risk att medarbetaren utför uppgiften betydligt långsammare än vad hen kunnat göra under tysta förhållanden, eller att hen gör fler fel och behöver lägga ner tid på att  korrigera arbetet senare. Slutligen har personer som är trötta, stressade eller utmattade svårare att tillämpa sådana strategier. Behovet av avskildhet måste vara tillgodosett för att medarbetare ska kunna vara tillgängliga för samarbeten. Oavsett vilken strategi medarbetaren väljer att tillämpa, om hemvisten i normala fall inte uppfyller dennes behov av avskildhet, blir resultatet att hen ofta är otillgänglig för det önskade interaktioner som är syftet med en samplacering. Om medarbetarens behov av avskildhet vanligtvis är tillgodosett däremot, kan hen göra sig mer tillgänglig för interaktioner och delta  i snabba informationsutbyten när behovet uppstår. ## Olika hemvister och digitala lösningar Individernas behov av avskildhet varierar beroende på vilken typ av arbetsuppgift de har att lösa. Vissa grupper har ett större behov av avskildhet för att genomföra merparten av sina arbetsuppgifter, medan andra grupper i större grad behöver interagera för att genomföra merparten av sina arbetsuppgifter. När två grupper med motstridiga behov behöver samarbeta, bör dessa grupper placeras i olika hemvister, annars finns en risk att deras motstridiga behov av villkor i hemvisten kan hämma samarbetet. För att fysiskt möjliggöra samarbete kan man dels placera de olika hemvisterna nära varandra, och dels skapa samarbetsytor i anslutning till hemvisterna som bjuder in till samarbete mellan berörda grupper. Vidare bör även digitala och organisatoriska strategier tillämpas för att ytterligare utöka interaktionen mellan grupperna. När grupperna är indelade i sina respektive hemvister är det dags att fastställa  överenskommelser om vilka beteenden som accepteras i hemvisten och vilka beteenden som bör utföras på andra ställen. Syftet är att skapa hemvister som blir en dragkraft för medarbetarna och där de kan utföra merparten av sina individuella arbetsuppgifter. ## Fördjupa dig Läs mer om hemvist och vikten av att underlätta samarbete i de länkade sidorna. Vill du veta mer om de andra principerna som ingår i Workplace Adequacy™ Framework? Här kan du fördjupa dig i dem. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Beläggningsmätning URL: https://sv.weoffice.eu/belaggningsmatning/ ======================================================================== - Home / Artiklar / Beläggningsmätning # Beläggningsmätning Arbetsplatsstrategi Dela ## Blog Beläggningsmätning är ett ord som ofta hörs i samband med framtagning av en arbetsplatsstrategi för nybyggnad eller ombildning av kontor. Förenklat kan man säga att en beläggningsmätning kartlägger hur mycket olika arbetsytor används av de som är på plats på kontoret.  Men det är mycket som ska till för att mätningen ska bli korrekt och att resultatet ska kunna analyseras på ett bra sätt. ## Varför en beläggningsmätning kan vara till nytta Beläggningsmätningar utförs ofta som en del av en förstudie, eller som uppföljning, för att säkerställa att ett kontor dimensionerats på rätt sätt . Genom att kartlägga vilka platser som används på ett kontor och hur mycket, kan man skapa sig en bild av hur medarbetarna utnyttjar det fysiska kontoret i nuläget. Denna information kan man sen utgå ifrån när man ska utforma ett nytt kontor eller anpassa det befintliga. Det är dock viktigt att tänka på att bara för att rum och arbetsytor används på ett sätt i dagsläget betyder inte det att det nya kontoret måste utformas för att facilitera samma användning i framtiden. Medarbetare kanske just nu ockuperar mötesrum eftersom det finns en brist på arbetsytor som kan användas vid fokusarbete eller samarbeten mellan mindre grupper. Därför är det viktigt att tolka data från beläggningsmätningen tillsammans med annan data, som exempelvis aktivitetsanalysen och den fysiska miljöanalysen . ## Inte detsamma som närvaromätning Beläggningsmätning nämns ofta i samband med närvaromätning , och ibland används till och med begreppet för att indikera samma företeelse. Det kan vara bra att ha i åtanke dock att det i praktiken är skillnad på dessa termer och att de bidrar på olika sätt till arbetsplatsstrategin. Närvaromätningen kartlägger hur stor del av personalgruppen som vanligtvis kommer till arbetsplatsen, medan beläggningsmätningen undersöker på vilket sätt den närvarande personalen använder sig av kontorsytor. ## Hur man utför en beläggningsmätning i praktiken En beläggningsmätning utförs oftast av en observatör som antecknar vilka ytor som används och av hur många En beläggningsmätning är ofta en tidskrävande process, men det är viktigt att sprida ut mättillfällen för att uppnå ett tillförlitligt resultat. Digitala mätningar kan göras med instrument designade för att mäta beläggningen av olika platser, men då dessa ofta är kostsamma är det vanligaste sättet helt enkelt genom observation. En observatör går runt på kontoret och för anteckningar över vilka ytor som används och av hur många. Man behöver utföra observationen under minst 10 dagar vid 20 olika tillfällen för att kunna få fram tillförlitliga värden, och måste planera den på så sätt att man kan fånga upp topparna under respektive dag. Att ha en beläggningsmätning på kontoret mitt i fikarasten, när hälften av medarbetarna är på utbildning, eller i förbindelse med skollov är alltså inte att rekommendera. ## Lär dig mer Beläggningsmätningar kan tillsammans med närvaromätningar , aktivitetsanalyser och den fysiska miljöanalysen skapa en större förståelse för hur ett kontor ska dimensioneras rätt , som är en del i en aktiv arbetsplatsstrategi. Mer om hur du kan använda dig av dessa mätningar i praktiken kan du lära dig om under utbildning till certifierad arbetsplatsstrateg . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Biophilia – En nyckel till bättre kontorsdesign URL: https://sv.weoffice.eu/biophilia-en-nyckel-till-battre-kontorsdesign/ ======================================================================== - Home / Artiklar / Biophilia – En nyckel till bättre kontorsdesign # Biophilia – En nyckel till bättre kontorsdesign Arbetsplatsstrategi Dela ## Blog ### För att skapa hälsosamma och trivsamma kontorsabetsmiljöer behöver man fokusera på att skapa funktionella och tilltalande arbetsplatser. I våra tidigare inlägg har vi redogjort för hur ramverket Workplace Adequacy™ kan stötta er i att ta fram en adekvat arbetsplatsstrategi och nedan vill vi lyfta fram effekten av Biophilia. Biophilia syftar till vårt behov att relatera och ha närhet till naturen. Biophilia är inte enbart viktig för att skapa hälsosamma och trivsamma kontorsmiljöer utan har också visat sig vara en viktig faktor till ökad välbefinnande och prestation. Bland annat visar studier att man genom att införliva naturelement i våra kontor och arbetsplatser, kan man minska stress, förbättrar koncentrationen och ökar kreativitet. Dessutom visar studier att biofilisk kontorsdesign främjar den fysiska och mentala hälsan som därmed kan minska risken för sjukskrivning. Biophilisk design erbjuder olika möjligheter att integrera naturen i vår vardag. Det kan innefatta användningen av gröna växter, naturligt ljus, inslag av vatten och naturliga material i våra byggnader och inredning. Förutom att gynna medarbetarnas välmående kan biophilisk design också ha positiva effekter på företagets framgång. En behaglig och stimulerande arbetsmiljö kan öka produktiviteten och kreativiteten hos medarbetarna, vilket leder till högre effektivitet och bättre resultat. Det kan även minska kostnaderna för personalomsättning. Att investera i biophilisk design är därför en kostnadseffektiv åtgärd för företag. Vill du fördjupa dig själv inom området kan du kostnadsfritt ladda ner följande white paper ” Biophilia-hypotesen: Hur naturen kan förbättra arbetsmiljön ” som är en del av boken ” A Handbook of Theories on Designing Alignment Between People and the Office Environment ” där Sven Ostner från WeOffice är medförfattare. Även White papern är skriven av Sven Ostner som är certifierad arbetsplatsstrateg, arkitekt och projektledare hos oss på WeOffice. Vill du höra mer om Biophilia och hur du kan implementera det på din arbetsplats är du välkommen att kontakta oss direkt . ## Få dokumentet på svenska, just nu helt kostnadsfritt. Relaterade definitioner ## Definitioner som sätter biophilia i relation till arbetsplatsstrategi och behov Artikeln blir tydligare när biophilia läses tillsammans med begrepp som arbetsplatsstrategi, hybridkontor och Workplace Adequacy. Vad är en arbetsplatsstrategi? Se hur designval bör kopplas till verksamhetsmål och prioriteringar. Vad är Workplace Adequacy? Knyt miljökvalitet till hur väl arbetsplatsen faktiskt stödjer arbetet. Vad är hybridkontor? Förstå hur kontorets syfte påverkar vilka miljöer som behövs. Vad är närvarodata? Komplettera designfrågan med data om hur arbetsplatsen faktiskt används. Expertperspektiv ### Vill du se hur kontorsdesign hänger ihop med arbetsplatsstrategi i ett större sammanhang? Dr. Aram Seddighs profilsida sätter design, behov, forskning och arbetsplatsbeslut i en tydligare helhet. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # BREEAM New Construction V7: när klimatkrav blir… URL: https://sv.weoffice.eu/breeam-v7-kontorsutveckling/ ======================================================================== - Home / Artiklar / BREEAM New Construction V7: när klimatkrav blir styrfråga i kontorsutveckling # BREEAM New Construction V7: när klimatkrav blir styrfråga i kontorsutveckling Arbetsplatsstrategi Dela ## Blog Hållbar kontorsutveckling handlar inte längre bara om höga ambitioner. Med BREEAM New Construction V7 blir klimatpåverkan, datakvalitet och verifierbar prestanda en styrfråga redan i tidiga beslut. För kontorsprojekt betyder det att certifiering, arbetsplatsstrategi och projektstyrning måste fungera som ett sammanhängande system, inte som separata spår. ## Från hållbarhetsambition till styrbar leverans En central poäng i BREEAM:s genomgång av New Construction V7 är att hållbarhetsramverk inte längre kan nöja sig med att signalera ambition. De måste hjälpa projekt att leverera, följa upp och styrka resultat över tid. För investerare, ägare och beställare blir trovärdighet allt viktigare. Krav på verifierbarhet, datakvalitet och efterlevnad ökar, samtidigt som toleransen för vaga hållbarhetspåståenden minskar. Det gör uppdateringen relevant långt utanför själva certifieringsprocessen. För kontorsprojekt innebär det att hållbarhetsfrågan flyttar närmare kärnan i projektstyrningen. Det handlar mindre om att samla poäng sent och mer om att definiera hur klimatpåverkan, prestanda och uppföljning ska säkras från början. ## Hela livscykeln måste in i samma beslut BREEAM lyfter särskilt att embodied carbon och operational carbon behöver hanteras mer samlat. I kontorsutveckling motsvarar det skillnaden mellan klimatpåverkan från material och byggprocess å ena sidan, och utsläpp från drift å den andra. Båda perspektiven behövs. Många projekt har varit relativt starka på energiprestanda i drift, men svagare i sin hantering av material, installationer, utbytescykler och tidiga designval. New Construction V7 pekar därför mot ett tydligare livscykelperspektiv. Om ett kontor ska byggas om, flyttas eller utvecklas måste beställaren förstå hur beslut om stomme, planlösning, tekniska system och material påverkar både kortsiktig och långsiktig klimatprestanda. Den praktiska lärdomen är tydlig: klimatfrågan måste upp i tidigt skede. När form, struktur och systemprincip är satta minskar möjligheten att påverka både materialrelaterad klimatpåverkan och utsläpp från drift. ## Datakvalitet avgör om hållbarhetsmålen går att försvara BREEAM pekar på att bristande datakvalitet undergräver tilliten till hållbarhetspåståenden. Det är en av de mest underskattade frågorna i många kontorsprojekt. Ambitionerna är ofta höga, men dokumentationen är svag, jämförbarheten bristfällig och uppföljningen ojämn. För beställare betyder det att datakvalitet inte bara är ett tekniskt krav. Det är en affärsfråga. Om en organisation vill kunna visa för ledning, investerare, hyresgäster eller medarbetare att en investering stärker tillgångens framtida värde, måste underlaget tåla granskning. Det gäller särskilt i en kontorsmarknad där krav från kapitalmarknad, hyresgäster och regelverk förändras snabbt. ## Vanliga misstag i hållbar kontorsutveckling Många kontorsprojekt får problem när hållbarhetsfrågan hanteras för sent eller för separat. Vanliga misstag är att: - certifiering behandlas som en separat specialistfråga - klimatpåverkan analyseras efter att viktiga designbeslut redan är låsta - fokus ligger på energiprestanda men inte på material, ombyggnadsnivå och anpassningsförmåga - datakvalitet och uppföljning underskattas - arbetsplatsstrategi och hållbarhetsmål inte kopplas ihop Konsekvensen blir att projektet kan få höga ambitioner men svag styrning. Då blir det svårare att visa faktisk effekt, prioritera rätt åtgärder och skapa långsiktigt fungerande kontor. ## Så ser ett bättre beslutsunderlag ut när BREEAM-kraven ska omsättas I praktiken behöver ett starkt underlag för kontorsutveckling kunna binda ihop fyra frågor i samma process: - vilka klimatpåverkande beslut som måste tas tidigt - vilken data som behöver samlas in för att effekten ska gå att verifiera - hur certifieringskrav påverkar utformning, budget och projektstyrning - hur arbetsplatsstrategi och hållbarhetsmål kan stödja varandra i stället för att krocka Det är också där WeOffice blir relevant. Många beställare behöver inte fler hållbarhetsord, utan bättre arbetsplatsanalys , tydligare kravbild och ett beslutsunderlag där certifiering, användning och genomförande hänger ihop redan innan projekteringen går för långt. Det behöver ofta kopplas till både livscykelkarbon i kontorsutveckling och tidiga kostnadsdrivare i kontorsanpassning . ## Fyra frågor att ställa inför nästa kontorsprojekt - Vilka klimatpåverkande beslut tas redan i tidigt skede? - Hur hänger certifieringskrav ihop med arbetsplatsstrategin? - Vilken data behöver samlas in för att kunna visa faktisk effekt? - Hur säkerställer vi att kontoret kan anpassas över tid? De organisationer som kan svara tydligt på dessa frågor får bättre förutsättningar att skapa kontor som både presterar, kan verifieras och fungerar över tid. ## Slutsats: hållbarhet måste bli en del av projektlogiken BREEAM New Construction V7 visar att hållbar kontorsutveckling går mot större precision. Det räcker inte längre att vilja mycket. Projekt måste kunna visa hur de minskar klimatpåverkan, hur resultat följs upp och hur byggnaden kan prestera över tid. För den som arbetar strategiskt med framtidens arbetsplats är det en välkommen skärpning. Hållbarhet blir inte en efterhandskontroll. Den blir en del av hur kontorsprojekt bör definieras, prioriteras och styras från början. Källa: BREEAM, Why BREEAM New Construction V7 Matters for Carbon Reduction and the Future of Sustainable Buildings , publicerad 2026-04-13. Nästa steg ## Behöver ni koppla klimatkrav till faktiska projektbeslut? WeOffice hjälper er att ta fram ett beslutsunderlag där kravbild, databehov, arbetsplatsstrategi och projektstyrning hänger ihop från början, så att ni vet vilka val som måste tas tidigt och hur de ska följas upp i genomförandet. Ett naturligt nästa steg är att kombinera kravbild, scenariojämförelser och arbetsplatsanalys innan projekteringen låses. Arbetsplatsanalys ## FAQ ### Vad betyder BREEAM V7 för ett kontorsprojekt? Det betyder att klimatpåverkan, datakvalitet och verifierbarhet måste hanteras tidigt i samma beslutslogik som funktion, budget och arbetsplatsstrategi. ### När bör certifieringskrav och klimatdata definieras? De bör definieras innan större design- och systemval låses. Det är då organisationen fortfarande kan påverka både klimatprestanda och projektstyrning. ### Vilka risker bör organisationen hantera innan projektet går vidare? De största riskerna är att behandla certifiering separat, att underskatta datakvalitet och att låsa ombyggnadsnivå och tekniska val innan hållbarhetsmålen är integrerade i beslutsunderlaget. ### Hur kan WeOffice hjälpa i nästa steg? WeOffice kan tydliggöra kravbild, strukturera scenarier och ta fram ett beslutsunderlag där certifiering, arbetsplatsstrategi och projektstyrning hänger ihop innan projekteringen går vidare. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Så använder du verktygen från WeOffice kurs… URL: https://sv.weoffice.eu/certifierande-kurs-arbetsplatsstrategi/ ======================================================================== - Home / Artiklar / Så använder du verktygen från WeOffice kurs till certifierad arbetsplatsstrateg direkt i ditt arbete # Så använder du verktygen från WeOffice kurs till certifierad arbetsplatsstrateg direkt i ditt arbete Arbetsplatsstrategi Dela ## Blog Att skapa arbetsplatser som stödjer både verksamhet och medarbetare kräver rätt metoder, tydlig analys och konkreta verktyg. WeOffice certifierande kurs till arbetsplatsstrateg är utformad för att ge deltagarna just detta – praktiska och evidensbaserade metoder som kan omsättas direkt i den egna organisationen. Under två intensiva dagar kombineras teori, evidensbaserad kunskap och praktiska case, vilket gör att deltagarna både förstår principerna bakom arbetsplatsstrategi och kan omsätta dem i verkligheten. Kursen riktar sig till yrkesverksamma som vill skapa arbetsplatser där effektivitet, trivsel och medarbetarhälsa går hand i hand. Kursledare är fil.dr. Aram Seddigh, legitimerad psykolog och ekonom, som med sin unika erfarenhet från forskning och praktik på både privata och offentliga arbetsplatser ger kursen ett starkt och trovärdigt innehåll. Hans evidensbaserade ramverk, Workplace Adequacy™, bygger på att teori och praktik ska förenas så att deltagarna får verktyg som fungerar i verkliga miljöer. ## Praktiska verktyg och ramverk En av kursens styrkor är introduktionen av Workplace Adequacy™ , ett evidensbaserat ramverk som hjälper deltagarna att analysera verksamhetens behov utifrån de områden som forskning visar är centrala för en väl fungerande arbetsplats. Genom strukturerad datainsamling, med hjälp av beprövade verktyg, kan man identifiera hur arbetsplatsen ska dimensioneras , vilka ytor som behövs och i vilken omfattning, hur arbetsflöden bör struktureras samt hur verksamhetens olika funktioner och avdelningar bör klustras. ”Kursen gav en tydlig och konkret bild av hur man tar fram en arbetsplatsstrategi och vad man behöver tänka på. Jag känner att jag fick många bra verktyg och idéer som jag kan använda direkt i mitt arbete.” – Pernilla Möller I kursen får deltagarna också träna på att samla in och tolka data, analysera behov och prioritera arbetsplatslösningar utifrån både verksamhetens mål och medarbetarnas behov. Genom praktiska case-övningar arbetar deltagarna med verkliga scenarier, vilket gör att de kan testa strategier innan de implementeras i organisationen. ”Det var värdefullt med en mindre grupp som möjliggjorde mycket diskussion och kompetensöverföring mellan oss deltagare. Det var en bra balans mellan teori/forskning och praktiska övningar.” – Anna Karin Kjellin ## Från teori till handling Kursen är upplagd för att deltagarna ska kunna omsätta lärdomarna direkt i sina egna roller, oavsett om man arbetar med HR, arbetsmiljö, projektledning, arkitektur, lokalutformning eller inredning. Diskussioner och reflektioner i mindre grupper gör att deltagarna kan jämföra erfarenheter, utbyta idéer och utveckla lösningar som är praktiskt användbara i vardagen. Förutom ramverket och case-övningar får deltagarna verktyg för att kommunicera sina strategier till ledning och medarbetare, vilket är avgörande för att förändringar ska implementeras effektivt. Kursen skapar en tydlig röd tråd från teori och forskning till praktisk strategi och handlingsplan. ”Bra fakta och forskningsbaserad information och kunnig kursledare med djup kompetens i området både teoretisk och praktiskt. Även bra med utbytet med andra kursdeltagare som höll hög nivå.” – Tullan Swahn Widung Kursen tränar deltagarna i att: - Analysera nuvarande arbetsplatser och identifiera förbättringsområden - Utveckla strategier som stärker både verksamhet och medarbetare - Implementera lösningar på ett metodiskt och hållbart sätt - Kommunicera rekommendationer på ett tydligt och övertygande sätt ## Varför kursen är unik Det som gör kursen särskilt värdefull är kombinationen av forskning, metodik och praktiskt lärande. Deltagarna lämnar kursen inte bara med kunskap, utan med konkreta evidensbaserade verktyg och en handlingsplan som kan användas direkt på arbetsplatsen. Mindre grupper, interaktiva övningar och möjlighet till diskussion gör att kursen också blir en plats för nätverkande och erfarenhetsutbyte. Kursen stärker deltagarnas professionella roll och kompetens, vilket ger dem större trygghet och handlingskraft i arbetet med arbetsplatsstrategier. Den är både en investering i individens utveckling och i organisationens långsiktiga framgång. WeOffice kurs i arbetsplatsstrategi är alltså mer än en utbildning – den är en praktisk, evidensbaserad och inspirerande resa, som utrustar deltagarna med allt de behöver för att utveckla framtidens arbetsplatser. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Clean desk policy URL: https://sv.weoffice.eu/clean-desk-policy-aktivitetsbaserat/ ======================================================================== - Home / Artiklar / Clean desk policy # Clean desk policy Aktivitetsbaserat Dela ## Blog Clean desk policy är den riktlinje som implementeras på ett flexibelt kontor, såsom ett aktivitetsbaserat eller agilt kontor, för att tillgängliggöra arbetsytor (framförallt skrivbordsytor i öppna miljöer) för kollegor efter en viss tid. Till exempel flyttar medarbetare på ett aktivitetsbaserat kontor oftare mellan olika ytor – från skrivbord i öppna ytor till samarbetsrum, från projektytor till tysta fokusytor osv. Om medarbetare förflyttar sig från en skrivbordsyta till ett projektrum och inte rensar skrivbordet, upptar hen flera arbetsytor. Under en kortare tid brukar detta anses okej, men om medarbetarna inte rensar när de planerar att vara borta från platser en längre period minskar tillgängligheten på arbetsytor, vilket ger känslan av att det råder brist på platser samtidigt som ytor står tomma. En clean desk policy ämnar alltså öka tillgängligheten av arbetsytor. Skillnaden när det kommer till hur lång frånvarotid policyn accepterar kan skilja sig från kontor till kontor. ## Olika regler ger olika resultat En del verksamheter som implementerar ett aktivitetsbaserat arbetssätt har en strikt clean desk policy, där medarbetare endast får ockupera en skrivbordsplats om de är borta mindre än 30 minuter. Planerar de att vara borta längre behöver de rensa skrivbordet och göra det tillgängligt för andra. Andra verksamheter är mer tillåtande och har en praxis på 2 timmar till upp emot en heldag. Det vanligaste är dock någonstans mittemellan; att ha en clean desk policy på runt en timme gör det möjligt för medarbetare att till exempel gå på ett möte utan att rensa skrivbordet om man vill komma tillbaka till samma plats efter mötet. En clean desk policy berör hur lång tid du får lämna dina ägodelar vid en arbetsyta om du exempelvis behöver gå på ett möte Men vad blir konsekvensen i praktiken vid tillämpning av en strikt respektive generös policy? En strikt clean desk policy medför att fler skrivbordsytor är tillgängliga vid varje givet tillfälle, medan en mer generös policy på mer än en timme innebär att medarbetare i praktiken kan uppta ett skrivbord över hela dagen även om hen endast sitter vid skrivbordet under kortare perioder. En mer generös clean desk policy medför därför att kontoret behöver utrustas med fler skrivbordsplatser för att det ska finnas tillräckligt med lediga skrivbord när medarbetare behöver det. En generös policy behöver för den sakens skull inte vara felaktig – exempelvis kan vissa delar av en verksamhet ha svårare att rensa skrivbordet. Men det är viktigt att ha i åtanke vilken clean desk policy som ska tillämpas när man beräknar antalet skrivbord som ska finnas på arbetsplatsen. ## Dimensionera Att veta vilken clean desk policy en verksamhet har, eller har intentionen att ha på framtida kontor, är väsentligt för att kunna dimensionera kontoret på rätt sätt . Om företaget tillåter medarbetare att ockupera flera ytor samtidigt under längre perioder, men kontoret är dimensionerat utifrån en mer strikt policy, kommer kontoret upplevas vara underdimensionerat. Detta kan få konsekvenser i form av upplevd trängsel och svårigheter att hitta adekvata arbetsytor. I förlängningen riskerar en företagskultur skapas där medarbetare börjar komma tidigt till kontoret för att säkra ett skrivbord, eller hamstra på platser under dagen, vilket skapar ännu mer trängsel. Att få uppslutning bakom den clean desk policy som kontoret är dimensionerat för är därför viktigt för att säkerställa tillgängligheten av ytor på arbetsplatsen. ## Fördjupa dig Läs mer om dimensionering och de beståndsdelar som med fördel ska beaktas för att dimensionera ett kontor på ett korrekt sätt här . Är du intresserad av att lära dig mer om arbetsplatsstrategi och vad man behöver ha i åtanke för att lyckas med en sådan? På WeOffice utbildar vi arbetsplatsstrateger och utrustar dem med de verktyg som behövs för att lyckas med en arbetsplatsstrategisk utformning. Läs mer om den certifierande utbildningen här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Babapor B. The quest for the room of Requirement. Göteborg: Chalmers university of technology; 2019. Hoendervanger JG, De Been I, Van Yperen NW, Mobach MP Albers CJ. Flexibility in use: Switching behaviour and satisfactionin activity­based work environments. Journal of Corporate Real Estate. 2016;18(1):48–62. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Dimensionera rätt URL: https://sv.weoffice.eu/dimensionera-ratt/ ======================================================================== - Home / Artiklar / Dimensionera rätt # Dimensionera rätt Aktivitetsbaserat Dela ## Blog Dimensionera rätt är en av de fem principer som används för att vägleda arbetsplatsstrateger i framtagningen av arbetsplatsstrategi , när ett nytt kontor ska skapas eller ett befintligt behöver förändras. Ett rätt dimensionerat kontor leder till att medarbetare enkelt kan hitta en passande yta för aktiviteten eller rum efter behov. ## Över- och underdimensionering En lämplig strategi är att dimensionera kontoret för en vanlig dag då många är på plats. Utmaningen med dimensionering har att göra med att man varken vill över- eller underdimensionera kontoret. Underdimensioneras kontoret kan medarbetare uppleva att det är svårt att hitta en lämplig plats att jobba på, vilket gör att man kan börja hamstra platser. Man följer exempelvis inte en så kallad clean desk policy , då man är rädd att man inte ska kunna hitta en bra plats senare, eller så bokar man kanske mötesrum för möten längre fram som man inte vet kommer genomföras fysiskt, digitalt eller hybrid. Dessa beteenden blir som självuppfyllande profetior och leder till att underdimensioneringen accentueras. Om kontoret å andra sidan överdimensioneras kan det upplevas tomt och öde, vilket också kan medföra att medarbetare får svårare att finna varandra. Därför är det viktigt att dimensionera kontoret rätt. Det är viktigt att varken över- eller underdimensionera ett kontor så medarbetare lätt kan hitta lämpliga platser att arbeta på. ## Flexibla kontor mer komplicerade Principen dimensionera rätt är viktig att applicera både när det gäller kontor med fasta platser och på flexibla kontor. På kontor med fasta platser styr exempelvis närvaron hur många mötesrum som behövs. Men på flexibla kontor blir det mer komplext, eftersom alla typer av ytor behöver tillföras korrekt. Därför är det extra viktigt att dimensioneringen blir rätt när du jobbar med att dimensionera just ett flexibelt kontor. Vilka aspekter ska man då ta hänsyn till när man dimensionerar kontoret? ## Närvaro Det första man måste ta hänsyn till för att dimensionera rätt är närvaron . Försök med olika medel att förstå hur många av medarbetarna som brukar vara på plats en vanlig dag då många personer är på kontoret. Undvik fällan att endast utgå ifrån medelnärvaron och ta hänsyn till variationen som förekommer från dag till dag. En dimensionering baserad på hur många som i medeltal är på kontoret innebär att kontoret är underdimensionerat 50% av alla tillfällen. Data från inpasseringssystem ger ofta objektiv och tillförlitlig information, och kan begäras ut för en längre period. ## Clean desk policy På ett flexibelt kontor behöver medarbetare lämna en plats när hen inte kommer befinna sig där mer än en viss tid. På skrivbordsplatser i öppna ytor kan tiden variera mellan 30 min och uppåt. I ytor som tillgodosetts i ett mer begränsat antal kan man vara mer strikt med clean desk policy , och ha ungefär samma tillvägagångssätt som när det gäller mötesrum: nämligen att man städar rummet så fort man lämnar det. Dessa ytor kan till exempel vara flexibla arbetsrum eller digitala mötesrum. ## Fördjupa dig Under utbildningen till arbetsplatsstrateg får deltagarna lära sig mer om hur rätt dimensionering kan implementeras i praktiken och på vilket sätt detta samverkar med de andra fyra principerna vid utformningen av en arbetsplatsstrategi. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Appel­ Meulebroek R, Groenen P, Janssen I. An end­user’s perspective on activity­based office concepts. Journal of Corporate Real Estate. 2011;13(2):122–35. Kim J, Candido C, Thomas L, de Dear R. Desk ownership in the workplace: The effect of non­territorial working on employee workplace satisfaction, perceived productivity and health. Building and Environment. 2016;103:203 –14. Mosselman N, Gosselink AM, Beijer M, editors. Long­term effects of activity based working 2010. Rolfö LV. Activity­based Flexible Office work enironments: Design and implementation processes and outcomes. Stockholm: KTH Royal Institute of Technology; 2018. Rolfö LV. Activity­based Flexible Office work enironments: Design and implementation processes and outcomes. Stockholm: KTH Royal Institute of Technology; 2018. Tagliaro C, Ciaramella A. Experiencing smart working: a case study on workplace change management in Italy. Journal of Corporate Real Estate. 2016;18(3):194–208. Tagliaro C, Ciaramel G, editors. How to manage corporate real estate and end­users en­ gagement into Smart Workplace Change Strategies: a case study 2016. van Diermen OG, Beltman S. Managing working behaviour towards new ways of working: a case study. Journal of Corporate Real Estate. 2016;18(4):270–86. Van Der Voordt TJM. Productivity and employee satisfaction in flexible workplaces. Journal of Corporate Real Estate. 2004;6(2):133 –48. Relaterade definitioner ## Definitioner som ger sammanhang till right-sizing och kapacitetsbeslut Artikeln blir mer användbar när dimensionering kopplas till närvarodata, hybridlogik och vad arbetsplatsstrategin faktiskt ska styra. Vad är närvarodata? Förstå hur faktisk kontorsnärvaro blir ett bättre beslutsunderlag. Vad är hybridkontor? Sätt variationen i kontoret i relation till arbetssätt och närvaro. Vad är en arbetsplatsstrategi? Se hur kapacitetsbeslut bör följa riktning, behov och prioriteringar. Vad är Workplace Adequacy? Knyt dimensioneringen till hur väl arbetsplatsen faktiskt stödjer arbetet. Expertperspektiv ### Vill du se hur dimensionering kopplas till strategi i ett bredare resonemang? Dr. Aram Seddighs profilsida samlar tankarna om data, kapacitet, behov och hur arbetsplatsbeslut bör vägas. Läs om Dr. Aram Seddigh ## Vanliga frågor ### Vad innebär det att dimensionera ett kontor rätt? Att dimensionera rätt innebär att matcha yta, kapacitet och variation med organisationens verkliga behov. Det handlar inte bara om antal skrivbord utan om vilka aktiviteter kontoret ska stödja. ### Vilken data behövs för rätt dimensionering? Bra dimensionering bygger på närvarodata, beläggning, arbetsmönster, teamstruktur, mötesbehov, framtida förändringar och medarbetarnas behov av olika miljöer. ### Hur undviker man att över- eller underdimensionera kontoret? Man bör kombinera kvantitativ data med verksamhetsförståelse och scenarioanalys. Det minskar risken att planera för ett genomsnitt som inte fungerar i vardagen. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Diversifiering URL: https://sv.weoffice.eu/diversifiering/ ======================================================================== - Home / Artiklar / Diversifiering # Diversifiering Arbetsplatsstrategi Dela ## Blog Diversifiering är en av fem principer inom Ramverket Workplace Adequacy™ som arbetsplatsstrateger bör fokusera på för framtagning av en arbetsplatsstrategi . Förenklat handlar diversifiering om att skapa olika arbetsytor för olika typer av aktiviteter utifrån verksamhetens behov, och är viktigt på alla typer av kontor och för olika typer av arbetssätt. På traditionella kontor med fasta platser sker diversifiering oftast genom olika typer av mötesrum. Men på flexibla kontor, såsom agila kontor eller aktivitetsbaserade kontor skapar man diversifiering, och därmed valmöjlighet, inte endast genom att erbjuda olika typer av mötesrum, utan även genom att skapa olika typer av individuella arbetsplatser och samarbetsytor som alla kan använda. Det kan exempelvis vara arbetsrum, samarbetsrum, tysta landskap osv. Ju mer varierande arbetsuppgifter som förekommer på en arbetsplats, desto mer genomtänkt behöver diversifieringen vara för att på ett effektivt sätt adressera behoven. ## Varför är diversifiering viktigt Traditionella kontorslösningar med fasta platser saknar oftast bra valmöjlighet vilket medför att medarbetarna ofta behöver utföra individuellt arbete, samarbete och digitala möten vid sina skrivbord som är placerade i kontorslandskap. Detta medför störningar i arbetet för den som behöver fokusera och svårighet att hitta bra ytor att samarbeta i för de som behöver interagera med varandra. Genom att ge medarbetare tillgång till olika ytor som är anpassade för fokus, samarbete och digitala möten kan medarbetaren välja de ytor som passar aktiviteten bäst utifrån arbetets behov och egna personliga preferenser. Att skapa valmöjligheter vad gäller arbetsyta är därför ett viktigt steg i en arbetsplatsstrategi designad för att öka produktivitet och välmående på kontoret. ## Aktivitet i fokus Det är viktigt att poängtera att diversifiering inte är någonting som ska göras bara för sakens skull, utan fokus måste ligga på vilka aktiviteter som ska genomföras. För att få en klarare bild över vilka typer av aktiviteter som medarbetarna behöver utföra för att göra sitt jobb, behövs en kartläggning i form av en aktivitetsanalys och en fysisk miljöanalys . Ett sätt att genomföra en fysisk miljöanalys är genom workshopen Min dag på jobbet . Under denna workshop kan de anställda på ett kontor ange sina preferenser när det gäller vilka typer av arbetsytor de föredrar att utföra olika arbetsuppgifter på. För aktiviteter som kräver fokus och sekretess kan de till exempel välja ytor som är mer avskilda, såsom tysta storrum eller flexibla arbetsrum, medan för aktiviteter som kräver samarbeten kan de exempelvis välja samarbetsrum, informella mötesytor, projektrum eller mötesrum. Samtidigt som man genom den fysiska miljöanalysen kan kartlägga medarbetarnas preferenser för olika typer av ytor, kan man genom aktivitetsanalysen kartlägga hur mycket tid medarbetarna lägger på olika typer av aktiviteter. Dessa underlag är viktiga för diversifieringen. Aktiviteten ska ligga i fokus när ett kontor ska diversifieras, men det är inte alla ytor som lämpar sig för långvarigt arbete ## Är alla platser en arbetsplats? Ett bra diversifierat kontor ger medarbetare tillgång till adekvata ytor för deras aktiviteter. Även om många arbetsuppgifter kan genomföras bakom en bärbar dator, underlättas till exempel många av våra arbetsuppgifter betydligt av bra tillgång till separata skärmar där vi enkelt kan visualisera information. Och även om man kan ta ett digitalt möte i ett öppet landskap, kan buller och överhörning hindra mötesdeltagare från att genomföra mötet på ett bekvämt sätt. Genom att diversifiera utifrån medarbetarnas och arbetets behov, kan man locka tillbaka medarbetare till kontoret, som tack vare diversifieringen upplever att arbetsplatsen nu ger dem ett bra stöd oavsett vilka typer av aktiviteter de ska utföra. ## Nyfiken på övriga principer? Läs mer om de andra fyra principerna som är nödvändiga att implementera för att kunna skapa en adekvat arbetsplatsstrategi här . Intresserad av att utbilda dig till arbetsplatsstrateg, kan du läsa mer om vår utbildning till certifierad arbetsplatsstrateg . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Coelho DA, Tavares CS, Lourenco ML, Lima TM. Working conditions under multi­ ple expoures: A cross­sectional study of private sector administrative workers. Work. 2015;51(4):781–9. Herbig B, Schneider A, Nowak D. Does office space occupation matter? The role of the num­ ber of persons per enclosed officespace, psychosocial work characteristics, and environmental satisfaction in the physical and mental health of emplyees. Indoor Air. 2016;26(5):755–67. Kaarlela­Tuomaala A, Helenius R, Keskinen E, Hongisto V. Effects of acoustic environment on work in private office rooms and open­plan offices – longitudinal study during relocation. Ergonomics. 2009;52(11):1423–44. Lee PJ, Lee BK, Jeon JY, Zhang M, Kang J. Impact of noise on self­rated job satisfaction and health in open­plan offices: a structural equatio modelling approach. Ergonomics. 2016;59(2):222–34. Seddigh A, Berntson E, Bodin Danielson C, Westerlund H. Concentration requirements modify the effect of office type on indicators of health and performance. Journal of Environ­ mental Psychology. 2014;38:167–74. Seddigh A, Berntson E, Jönsson F, Danielson CB, Westerlund H. Effect of variation in noise absorption in open­plan office: A field study with a cross­over design. Journal of Environmetal Psychology. 2015;44:34–44. Relaterade definitioner ## Definitioner som fördjupar resonemanget om variation i arbetsplatsen Artikeln blir tydligare när diversifiering läses tillsammans med begreppen arbetsplatsstrategi, hybridkontor och Workplace Adequacy. Vad är en arbetsplatsstrategi? Se hur variation i miljöer bör knytas till riktning och prioriteringar. Vad är hybridkontor? Förstå hur olika närvaromönster driver olika krav på miljöerna. Vad är Workplace Adequacy? Knyt variationen till hur väl arbetsplatsen stödjer olika behov. Vad är närvarodata? Få ett dataperspektiv på när olika miljöer faktiskt behövs. Expertperspektiv ### Vill du se hur variation i arbetsplatsen kopplas till forskning och strategi? Dr. Aram Seddighs profilsida ger ett bredare sammanhang till hur miljövariation, behov och arbetsplatsbeslut hänger ihop. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Livscykelkarbon blir en ledningsfråga: vad EU:s… URL: https://sv.weoffice.eu/eu-livscykelkarbon-kontorsutveckling/ ======================================================================== - Home / Artiklar / Livscykelkarbon blir en ledningsfråga: vad EU:s nya vägledning betyder för kontorsutveckling # Livscykelkarbon blir en ledningsfråga: vad EU:s nya vägledning betyder för kontorsutveckling Workplace insights Dela ## Blog EU-kommissionens nya vägledning gör en sak tydlig: klimatpåverkan kan inte längre hanteras som en separat hållbarhetsfråga sent i projektet. För kontorsutveckling betyder det att ombyggnad, återbruk, nyttjandegrad och framtida flexibilitet måste vägas in i samma tidiga beslutsunderlag som funktion, ekonomi och arbetsplatsstrategi. ## Från energifråga till fråga om hela projektlogiken Det nya arbetsdokumentet från kommissionen flyttar fokus från en snäv syn på driftenergi till byggnadens totala klimatpåverkan över tid. Det omfattar både utsläpp från drift och utsläpp som uppstår genom material, produktion, byggprocess, ombyggnad och framtida förändringar. Det låter tekniskt, men konsekvensen är strategisk. För kontorsprojekt räcker det inte längre att säga att man vill bygga energieffektivt. Beställaren behöver förstå hur tidiga beslut om yta, planlösning, material, tekniska system och ombyggnadsnivå påverkar både klimatavtryck och framtida handlingsutrymme. Det är därför livscykelkarbon blir en ledningsfråga. När klimatpåverkan knyts till investeringsnivå, lokalstrategi och användbarhet över tid går den inte att lämna till en separat specialistfunktion. ## Därför blir vägledningen särskilt viktig för kontorsbeståndet Kontorsmarknaden präglas just nu av hybridarbete, förändrade lokalbehov och fler beslut om att bygga om, konsolidera eller ompositionera befintliga ytor. I ett sådant läge blir whole-life-perspektivet praktiskt användbart. En organisation som överväger att flytta, förtäta eller bygga om behöver inte bara fråga vad lösningen kostar eller hur den fungerar för verksamheten. Den behöver också fråga vilken klimatpåverkan olika handlingsalternativ har över tid. Det kan till exempel handla om att pröva om befintlig yta kan användas bättre innan ny yta tas in, om material kan återbrukas, eller om en mindre ombyggnad ger nästan samma verksamhetsnytta som ett betydligt större ingrepp. Det är nära kopplat till arbetsplatsstrategi och till frågor om vilken arbetsplats som faktiskt behövs. ## Tre principer som blir direkt relevanta i svenska kontorsprojekt Kommissionens logik med sufficiency, efficiency och renewables är användbar också i kontorsutveckling. Sufficiency handlar om att använda det som redan finns bättre. För kontor betyder det att pröva nyttjandegrad, samnyttjande, omfördelning av ytor och rätt dimensionering innan man tillför mer area eller mer material. Efficiency handlar om att minska energi- och materialintensitet i själva lösningen. Här blir det viktigt att väga teknisk ambitionsnivå, installationsgrad och ombyggnadsomfattning mot faktisk funktion. Renewables kommer därefter. Det är en viktig ordning, eftersom många projekt annars börjar i energislag eller tekniktillägg innan de har prövat om behovet kan lösas enklare. ## Vanliga misstag när livscykelkarbon ska in i kontorsutveckling Många organisationer gör i praktiken samma fel: - klimatpåverkan analyseras efter att stora designbeslut redan är låsta - energiprestanda i drift får dominera över material, utbytescykler och ombyggnadsnivå - återbruk ses som en separat åtgärd i stället för del av projektlogiken - arbetsplatsstrategi, lokalstrategi och hållbarhetsmål hanteras i olika spår - beslutsunderlaget visar kostnad och funktion, men inte klimatkonsekvens över tid Konsekvensen blir ofta att projektet ser bra ut i delar men svagt i helhet. Det kan ge högre klimatpåverkan, sämre prioriteringar och mindre flexibilitet än nödvändigt. ## Så ser ett bättre beslutsunderlag ut Det avgörande är inte att varje projekt måste bli mer komplicerat. Det avgörande är att rätt frågor kommer upp tidigare. I praktiken behöver beställaren kunna väga minst fyra perspektiv i samma beslutsunderlag: - verksamhetsbehov och arbetsplatsfunktion - ombyggnadsnivå, materialutbyte och återbruk - framtida flexibilitet och användbarhet - kostnad, klimatpåverkan och risk över tid Det är här WeOffice blir relevant. I den typen av projekt behövs ofta inte mer inspiration, utan bättre arbetsplatsanalys , tydligare scenarier och ett underlag där funktion, affärsnytta och klimatpåverkan kan vägas mot varandra innan designen låses. För många organisationer behöver detta också kopplas till hur tidiga beslut om ombyggnadsnivå och teknik påverkar både budget och klimat . ## Fyra frågor att ställa innan nästa kontorsbeslut låses - Hur mycket av behovet kan lösas genom bättre användning av befintliga ytor? - Vilka delar av projektet driver mest materialåtgång och klimatpåverkan? - Hur väl stödjer lösningen framtida förändring, återbruk och längre livslängd? - Hur vägs arbetsplatsfunktion, affärsnytta och klimatpåverkan ihop i samma beslut? För organisationer som arbetar strategiskt med framtidens arbetsplats blir detta i grunden en fråga om beslutskvalitet där funktion, klimat och affärsnytta vägs ihop. ## Slutsats: livscykelkarbon måste in innan projektet tar form EU-kommissionens vägledning visar inte bara ett nytt språk för hållbarhet. Den visar ett nytt krav på hur kontorsprojekt behöver styras. Den organisation som vill fatta bättre beslut om ombyggnad, återbruk eller ny yta behöver därför få in livscykelkarbon tidigt, inte som kontrollpunkt på slutet. Då blir klimatfrågan en del av själva projektlogiken, inte ett tillägg till den. Källa: Level(s), Commission adopts new Staff Working Document to support life cycle decarbonisation of buildings , publicerad 2026-04-16. Nästa steg ## Behöver ni väga klimatpåverkan mot funktion innan projektet låses? WeOffice hjälper er att ta fram ett beslutsunderlag där arbetsplatsstrategi, ombyggnadsnivå, återbruk och livscykelkarbon prövas i samma process, så att ni kan välja rätt väg innan kostnad och klimat låses fast. Ett naturligt nästa steg är en kombination av arbetsplatsanalys , scenariojämförelser och lokalstrategiskt beslutsunderlag. Arbetsplatsanalys ## FAQ ### Vad betyder detta för ett kontorsbeslut? Det betyder att klimatpåverkan måste vägas in samtidigt som funktion, budget och lokalstrategi. Beslut om ombyggnad, återbruk eller ny yta blir sämre om klimatfrågan kommer in för sent. ### När bör en organisation göra en arbetsplatsanalys? Den bör göras i tidigt skede när olika scenarier fortfarande går att jämföra. Då kan analysen påverka både ombyggnadsnivå, yta och investeringslogik. ### Vilka risker bör organisationen hantera innan beslut? De största riskerna är att låsa designen för tidigt, att underskatta material- och ombyggnadspåverkan och att behandla klimatmål separat från arbetsplatsstrategi och affärsnytta. ### Hur kan WeOffice hjälpa i nästa steg? WeOffice kan strukturera scenarier, tydliggöra kravbilden och ta fram ett beslutsunderlag där klimat, funktion och lokalstrategi vägs ihop innan projektet går vidare. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Fem nyckelprinciper för att skapa en… URL: https://sv.weoffice.eu/fem-nyckelprinciper-for-en-verksamhetsanpassad-arbetsplatsstrategi/ ======================================================================== - Home / Artiklar / Fem nyckelprinciper för att skapa en verksamhetsanpassad arbetsplatsstrategi # Fem nyckelprinciper för att skapa en verksamhetsanpassad arbetsplatsstrategi Lätt att göra rätt Dela ## Blog Att skapa en effektiv arbetsmiljö handlar om mer än att bygga ett bättre kontor eller att byta till ett nytt arbetssätt. En stark arbetsplatsstrategi utgår i stället från hur kontoret och arbetssätten kan utformas för att stödja både produktivitet och välmående. Det ser olika ut mellan organisationer – och kan också skilja sig mellan olika grupper inom samma organisation. Med utgångspunkt i arbetsplatsforskning lyfter Aram Seddigh fem nyckelprinciper att ta hänsyn till när man utvecklar en arbetsplatsstrategi. ### De fem principerna - Dimensionera rätt: utforma kontoret för rätt antal personer och rätt typer av aktiviteter - Diversifiera: skapa olika miljöer för olika aktiviteter och behov - Underlätta samarbete: skapa rätt förutsättningar för att medarbetare ska kunna samarbeta enkelt och effektivt - Öka användbarhet: gör det lätt för medarbetare att arbeta från de ytor de behöver och att göra smarta val - Insikt genom delaktighet: involvera medarbetare i förändringsprocessen för att förbättra resultatet Våra fem principer är framtagna för att hjälpa er att skapa en unik arbetsplatsstrategi. ### Skapa er egen arbetsplatsstrategi Inom varje princip finns flera faktorer att ta hänsyn till. Våra artiklar beskriver inte bara forskningen bakom varje princip, utan ger också konkreta sätt att omsätta en arbetsplatsstrategi i praktiken. Vi uppmuntrar dig att utforska varje princip. Referenserna är hämtade från boken Arbetsplatsstrategi för det flexibla kontoret av Aram Seddigh. För mer information om boken och arbetsplatsstrategi i allmänhet, klicka här. Dessa principer utgör grunden för vår utbildning till arbetsplatsstrateg. Du kan ta del av den här. WeOffice AB – info@weoffice.se – www.weoffice.eu ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Förändring på olika nivåer URL: https://sv.weoffice.eu/forandring-pa-olika-nivaer/ ======================================================================== - Home / Artiklar / Förändring på olika nivåer # Förändring på olika nivåer Skapa delaktighet Dela ## Blog Skapa delaktighet är en princip som ingår i Workplace Adequacy TM Framework och som är en särskild viktig faktor att ha i åtanke då en verksamhet ska övergå till nya arbetssätt, såsom flexibla och hybrida. För att förstå på vilket sätt förändringen påverkar organisationen är det viktigt att ha i åtanke att omställningen har olika inverkan på verksamhetens olika delar. ## Från organisation till individ En förändring kan beröra olika nivåer inom en organisation. Den högsta nivån är organisationen i sin helhet, följt av gruppen eller arbetsenheten. Lägsta nivån är individen. Dessa nivåer är hierarkiska och en förändring i en högre nivå påverkar den lägre nivån- det vill säga en förändring som påverkar gruppen innebär också att individen påverkas. På samma sätt påverkas alla grupper och individer när en förändring påverkar organisationen i sin helhet. Vilken nivå förändringen sker på påverkar vilka insatser som behöver implementeras. Insatser på individnivå (såsom utbildning) när endast individer inom en eller flera grupper berörs, insatser på gruppnivå (såsom team ­building), ledarskaps-­ och samarbetsövningar när enheter berörs, samt arbete med vision, mål, strategier, kultur och organisatoriska strukturer när organisationen i sin helhet berörs. En förändring kan beröra olika nivåer i en verksamhet – från organisationen i sin helhet till den individuella medarbetaren. ## Ta hänsyn till nuläget En förändring av arbetssätt kan beröra olika nivåer i olika organisationer beroende på organisationens nuläge. En organisation som vill förflytta sig från fast till flexibelt arbetssätt, och där man redan digitaliserat sina processer, skapat incitament för samarbete över enhetsgränserna och där medarbetarna har tränat på att leda sig själva i arbetet och cheferna att leda andra utifrån mål, har en kortare resa till det nya arbetssättet. I det fallet behöver medarbetarna förstå och träna på att använda kontoret utifrån sina aktiviteter, och gruppen behöver finna strukturer för att bibehålla sammanhållningen. En organisation som är i ett tidigare skede behöver även jobba med riktlinjer och med sin övergripande struktur, samt med att stötta cheferna när det gäller nytt ledarskap. Frånvaron av dessa strukturer försvårar för medarbetarna att skapa sig en rättvisande bild av hur det nya arbetssättet kommer att påverka dem och vilka möjligheter det kan komma att ge dem. Förändringsledningsinsatser blir härmed viktiga då de behövs för att skapa förståelse och förbereda medarbetarna och organisationen för det nya arbetssättet. ## Fördjupa dig Vill du veta mer om på vilket sätt du kan skapa delaktighet i förändringsarbetet och vilka faktorer som är viktiga att ha i åtanke? Läs mer om vikten av medventenhet om förändringens omfattning , hur du kan förstå och hantera motstånd , vilken reaktion individen kan ha på förändring och hur du undviker skendelaktighet . Här kan du även läsa mer om de andra principer som ingår i Workplace Adequacy TM Framework som arbetsplatsstrateger använder sig av. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Framtidens arbetsliv 2026: därför räcker det… URL: https://sv.weoffice.eu/framtidens-arbetsliv-2026/ ======================================================================== - Home / Artiklar / Framtidens arbetsliv 2026: därför räcker det inte att bara kräva mer kontorsnärvaro # Framtidens arbetsliv 2026: därför räcker det inte att bara kräva mer kontorsnärvaro Arbetsplatsstrategi Dela ## Blog Castellums rapport visar att kontoret inte förlorar betydelse. Tvärtom blir det viktigare för kultur, hälsa, lärande och samarbete. Men rapporten visar också att många organisationer fortfarande försöker öka närvaron utan att först lösa det grundläggande: om kontoret faktiskt stödjer arbetet bättre än alternativen. ## Kontoret är viktigare igen, men det måste förtjäna sin närvaro En av de tydligaste slutsatserna i Castellums rapport är att kontoret fortsatt spelar en stark roll i arbetslivet. Fler ser kontoret som viktigt för företagskulturen, för välmåendet och för att arbetet ska fungera bättre i praktiken. Rapporten visar också att många svenska kontorsarbetare arbetar på kontoret fyra till fem dagar i veckan. Det intressanta är att den utvecklingen inte verkar drivas enbart av formella krav. Rapporten pekar snarare på att när kontoret faktiskt fungerar bra, då väljer fler att vara där. Det gör frågan mer strategisk än symbolisk. Ett kontor som ska bära kultur, lärande och samarbete måste också fungera för koncentration, digitala möten och daglig användbarhet. För arbetsgivare betyder det att kontoret inte längre kan behandlas som en generell närvaroplats. Det måste fungera som ett genomtänkt arbetsverktyg. ## Medarbetarna vill inte ha vilket kontor som helst Rapporten visar ett tydligt glapp mellan hur många kontor är organiserade och vilken kontorslösning människor själva skulle välja. Eget eller delat rum är fortsatt den mest populära kontorslösningen, medan intresset för aktivitetsbaserade kontor utan eget skrivbord är betydligt svagare. Det är en viktig signal. Diskussionen om framtidens arbetsliv fastnar ofta i förenklade motsättningar mellan kontor och distansarbete. Castellums data visar att den mer avgörande frågan i många fall är vilken typ av kontor som erbjuds. De som sitter i eget eller delat rum är mer nöjda med kontoret och arbetar också fler dagar på plats än de som sitter i aktivitetsbaserade miljöer. Det betyder inte att aktivitetsbaserade lösningar alltid är fel. Men det betyder att de inte kan betraktas som ett neutralt standardval. Om en organisation vill öka närvaro, arbetsro och nöjdhet måste den börja i faktisk användning, inte i formatetiketter. ## Arbetsro, möten och vardagsfriktion avgör om modellen fungerar Castellums rapport visar att kontoren generellt får höga betyg för samarbete med kollegor och relativt starka betyg för individuellt arbete. Däremot är stödet svagare för telefonsamtal, digitala möten och hybrida möten. Det här är avgörande för alla som arbetar med hybridarbete. Många organisationer har redan lagt stor energi på policys, närvaroriktlinjer och samarbetsprinciper. Men om arbetsmiljön inte fungerar för dagens mötesmönster blir modellen ändå friktionsfylld. Ett kontor som ska bära hybridarbete måste fungera både för fokus och för sömlösa växlingar mellan fysiskt och digitalt arbete. Det gör också att arbetsplatsanalys blir mer central. Frågan är inte bara hur mycket yta som behövs, utan vilka situationer som faktiskt måste fungera utan onödig friktion. ## Hälsa, rörelse och läge påverkar faktisk användning mer än många tror Rapporten visar att andelen som upplever att kontoret uppmuntrar till fysisk aktivitet fortsätter att öka, och sambandet med nöjdhet är tydligt. De som upplever att kontoret främjar rörelse är också klart mer nöjda med sin arbetsmiljö. Samtidigt visar rapporten att läget är mycket eller ganska viktigt för en mycket stor majoritet av kontorsarbetarna. Det här är mer än trivsel. När kontoret blir ett verktyg för välmående, energi och fungerande vardagslogistik påverkar det både attraktionskraft och faktisk användning. För organisationer som vill öka närvaron utan att hamna i rent kontrollspråk är det en stark ledtråd: människor använder gärna platser som gör vardagen bättre. För lokalstrategin betyder det att läge, pendling, arbetsmiljö och kontorsmodell måste bedömas tillsammans, inte som separata frågor. Det hänger nära ihop med hur huvudkontor, navfunktion och pendling samverkar i lokalstrategin . ## Vanliga misstag när organisationer försöker lösa framtidens arbetsliv Många organisationer fastnar i samma fel: - de försöker öka kontorsnärvaron innan de har definierat vad kontoret ska lösa bättre än hemmet - de väljer kontorsmodell utifrån trend eller princip, inte utifrån faktisk användning - de behandlar arbetsro, möteskvalitet och hälsa som sekundära frågor - de ser lägesfrågan som separat från arbetsplatskonceptet - de försöker lösa låg användning med riktlinjer i stället för med bättre arbetsmiljö och tydligare funktion Konsekvensen blir ofta att kontoret uppfattas som viktigt i teorin men svagt i vardagen. Då får organisationen varken högre nyttjandegrad eller högre nöjdhet. ## Vad organisationer bör göra annorlunda nu Organisationer som vill använda kontoret mer strategiskt behöver börja i användningen och arbeta bakåt till lösningen. Det innebär i praktiken att man bör: - definiera vilka arbetsuppgifter kontoret faktiskt ska stödja bättre än andra arbetsmiljöer - pröva om nuvarande kontorsmodell stödjer fokus, möten och samarbete i rätt balans - väga läge, pendling och arbetsplatskoncept i samma analys - följa upp vad som faktiskt driver närvaro, arbetsro och nöjdhet - översätta insikterna till tydliga beslut om yta, funktion, regler och investeringar Det är här WeOffice behöver framstå som mer än strategiskt. När organisationer behöver komma vidare snabbt krävs ofta både analys och operativ struktur: vad ska mätas först, vilka scenarier ska prövas och vilka beslut måste tas innan nästa förändring låses. ## Så ser ett bättre beslutsunderlag ut innan nästa kontorsbeslut Ett bättre beslutsunderlag för framtidens arbetsliv bör inte börja i generell kontorsfilosofi. Det bör börja i jämförelser mellan realistiska alternativ. I praktiken behöver många organisationer kunna väga minst fyra saker mot varandra: - vilka arbetsuppgifter som ska lösas bäst på kontoret - vilken kontorsmodell som ger bäst balans mellan arbetsro, samarbete och möteskvalitet - hur läge och pendling påverkar faktisk användning - vilka investeringar i arbetsmiljö, hälsa och funktion som ger störst effekt på nyttjande och nöjdhet Det är också där WeOffice blir relevant. I det här läget behövs ofta inte fler allmänna principer, utan ett konkret beslutsunderlag som kombinerar arbetsplatsstrategi , scenariojämförelser och prioriteringar inför nästa steg, så att organisationen kan komma vidare utan att bygga vidare på fel antaganden. ## Fyra frågor att ställa innan ni ändrar kontorsmodell eller närvarologik - Vilken typ av arbete ska kontoret stödja bättre än hemmet? - Vilken kontorslösning ger högst sannolikhet för både närvaro och nöjdhet? - Hur påverkar läge och pendling viljan att faktiskt använda kontoret? - Vilka funktioner behöver förstärkas först för att skapa snabb förbättring i vardagen? Om de frågorna ställs tidigt blir det lättare att dimensionera rätt och undvika att kontoret fastnar i gamla normer eller alltför generiska koncept. ## Slutsats: framtidens arbetsliv kräver bättre kontor, inte bara fler riktlinjer Castellums rapport visar att framtidens arbetsliv inte handlar om att välja mellan kontor och distans. Det handlar om att skapa ett kontor som är tillräckligt relevant för att människor faktiskt ska vilja använda det. För arbetsgivare betyder det att nästa steg inte är fler generella närvarokrav, utan bättre kontorsbeslut. Den organisation som vill få fart på användning, arbetsro och samarbete behöver därför börja i fungerande vardagslogik och omsätta den i konkreta beslut om modell, läge, funktion och investering. Källa: Castellum, Framtidens arbetsliv 2026 , publicerad 2026-03-24. Nästa steg ## Behöver ni översätta nya krav på närvaro till bättre kontorsbeslut? WeOffice hjälper er att ta fram ett beslutsunderlag som jämför kontorsmodell, användning, läge och funktionsbehov innan ni låser nästa förändring, så att ni kan prioritera rätt åtgärder och komma vidare med både analys och framdrift. Ett naturligt nästa steg är en kombination av arbetsplatsanalys och scenariojämförelser som visar vilka förändringar som ger snabbast effekt. Arbetsplatsanalys ## FAQ ### Vad betyder detta för ett kontorsbeslut? Det betyder att kontoret måste förtjäna sin närvaro genom funktion och användbarhet. Organisationen behöver definiera vilken roll kontoret ska spela innan den skärper regler eller ändrar modell. ### När bör en organisation göra en arbetsplatsanalys? Den bör göras när närvaro, nöjdhet eller vardagsfriktion inte längre matchar den roll kontoret förväntas spela. Det är då analysen kan påverka modell, läge och investeringar. ### Vilka risker bör organisationen hantera innan beslut? De största riskerna är att behandla närvaro som huvudproblemet, att välja kontorsmodell på rutin och att underskatta hur läge och arbetsmiljö påverkar faktisk användning. ### Hur kan WeOffice hjälpa i nästa steg? WeOffice kan jämföra scenarier, identifiera vilka funktioner som behöver stärkas och ta fram ett beslutsunderlag som kopplar samman användning, läge, arbetsmiljö och nästa praktiska steg. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Fysisk miljöanalys URL: https://sv.weoffice.eu/fysisk-miljoanalys-arbetsplats/ ======================================================================== - Home / Artiklar / Fysisk miljöanalys # Fysisk miljöanalys Aktivitetsbaserat Dela ## Blog När en verksamhet behöver flytta eller bygga om sitt kontor och exempelvis implementerar ett aktivitetsbaserat eller hybrid arbetssätt, kan en fysisk miljöanalys ge ett viktigt underlag till det framtida kontorets utformning. En fysisk miljöanalys fungerar som ett stöd för att säkerställa utformningen av en arbetsplatsstrategi som är lämplig för verksamheten, och för att säkerställa att ett kontor blir rätt diversifierat . Dessutom underlättar den förändringsprocessen då den bjuder in till delaktighet. Tillsammans med närvaromätningar , beläggningsmätningar och aktivitetsanalyser som ger underlag till kontorets dimensionering , får arbetsplatsstrategen genom den fysiska miljöanalysen ett bra underlag för hur kontoret ska planeras. Men exakt hur den utförs kan variera något. WeOffice använder workshoppen Min dag på jobbet som underlag för den fysiska miljöanalysen ## Min dag på jobbet På WeOffice utgörs den fysiska miljöanalysen av workshoppen Min dag på jobbet där medarbetare ombeds uppge sina preferenser gällande arbetsytor. 25 olika ytor presenteras tillsammans med en genomgång av de olika aktiviteter som utförs under en vanlig dag på jobbet. Ytorna besår av olika typer av samarbetsrum, mötesrum, individuella arbetsytor, tysta rum, projektytor osv, och varje workshopdeltagare får möjligheten att ange upp till tre olika ytor som de föredrar mest när det gäller att utföra respektive aktivitet – vare sig det handlar om individuellt arbete, samarbeten, möten eller återhämtning. För att verkligen ge medarbetarna möjlighet att lyfta fram sina preferenser kan samma yta väljas för olika aktiviteter. Resultatet analyseras därefter och ger ett gott underlag till att förstå medarbetarnas preferenser för olika typer av ytor att nyttja för olika typer av aktiviteter. ## Görs tillsammans med en aktivitetsanalys Min dag på jobbet utgör ett bra underlag för den fysiska miljöanalysen och underlättar diversifieringen av det framtida kontoret. Resultatet kan  analyseras tillsammans med en aktivitetsanalys, vars mål är att konkretisera hur mycket tid medarbetarna lägger på olika typer av aktiviteter. Att ta fram ett genomtänkt förslag på diversifiering är en flerstegsraket, och den fysiska miljöanalysen används ofta tillsammans med andra typer av underlag såsom workshop med ledningsgrupp eller styrgrupp, samt underlag från fokusgruppsintervjuer av chefer. ## Vidare läsning Den fysiska miljöanalysen är en viktig komponent i det arbetsplatsstrategiska utformningen och ger ett bra underlag till densamma när det kommer till att diversifiera kontoret. Diversifiering ingår i de fem forskningsbaserade principer inom Workplace Adequacy™ Framework (Ramverket för arbetsplatsutveckling) som används för att ta fram verksamhetsanpassade arbetsplatsstrategier. Mer om dessa principer finns att läsa här . ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Generella nudge URL: https://sv.weoffice.eu/generella-nudge/ ======================================================================== - Home / Artiklar / Generella nudge # Generella nudge Aktivitetsbaserat Dela ## Blog Lätt att göra rätt är en av de fem forskningsbaserade principer som ingår i Workplace Adequacy TM Framework och som används av arbetsplatsstrateger för att stötta verksamheter i utformningen av nya kontorsmiljöer, eller i övergången till hybrida och aktivitetsbaserade arbetssätt. I sin bok Arbetsplatsstrategi för det flexibla kontoret – Metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt lyfter Aram Seddigh fram flera generella nudge som gör det lätt att göra rätt på arbetsplatser. Nedan går vi igenom tre av dessa: ## Skapa en känsla av närhet Ibland går det inte att på ett enkelt sätt få in mötesrum och arbetsrum i ytor där man önskar ha dem. I sådana lägen är det bra att skapa en mental närhet till dessa ytor. Man kan exempelvis använda skyltar som anger riktning och antalet steg till det kreativa rummet, samarbetsrummet eller arbetsrummet. Skylten blir också en påminnelse till medarbetarna att man inte hela tiden behöver utgå från en enda plats. Skyltar som anger riktning till tillgängliga arbetsytor ökar känslan av närhet och gör det lättare att byta till en lämplig yta när behovet finns. ## Visuell påminnelse Placera en tavla eller en skärm med planritningen över kontoret i ögonhöjd i en yta som medarbetarna passerar när de kommer till kontoret. Planritningen blir en bra påminnelse om att i början av dagen fundera på vilka aktiviteter de ska utföra och var. ## Gör det lätt att felanmäla På ett flexibelt kontor, där ingen känner ägande över en plats, behöver man underlätta felanmälan. Ett enkelt sätt är att använda QR­-koder som placeras på varje plats. Dessa koder kan kopplas till en e­postadress och varje kod kan förprogrammeras så att det vid skanning framgår på vilken plats de sitter. Därmed kan individen skanna QR-­koden och endast skriva vad som inte är som det ska. Det kan vara en skärm som inte funkar, en stol som är trasig eller att platsen är smutsig. E-­post­inkorgen hanteras av en person som får in alla felanmälningar – oavsett vad det gäller – och kan skicka vidare felet till rätt avdelning – IT, städ eller vaktmästeri – för att felet ska åtgärdas. ## Vidare läsning Inom principen Lätt att göra rätt ingår även 30-sekundersregeln , sömlös inkoppling och sociala normer som element att beakta. Fördjupa dig gärna i dessa för att få en en större förståelse för hur denna princip kan implementeras. Vill du veta mer om de andra principerna som ingår i Workplace Adequacy™ Framework? Här kan du läsa mer om dessa. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Hemvist URL: https://sv.weoffice.eu/hemvist/ ======================================================================== - Home / Artiklar / Hemvist # Hemvist Flexibelt arbetssätt Dela ## Blog Underlätta samarbete är en av de fem forskningsbaserade principer som ingår i Workplace Adequacy™ Framework, för att stödja verksamheter i skapandet av verksamhetsanpassade arbetsplatsstrategier . Detta kan exempelvis ske vid övergången till  aktivitetsbaserat eller hybrida arbetssätt. I denna artikel fokuserar vi på begreppet hemvist , som en del av principen Underlätta samarbete . Nedan går vi igenom vad en hemvist är, när det kan tillföra ett värde och vad man behöver tänka på när de skapas. ## Vad är en hemvist? En hemvist är en yta på kontoret som en enhet eller grupp har som utgångspunkt. Den kan vara ett naturligt sätt att underlätta kontakt mellan grupper som har eller bör ha mer interaktion när de är på plats på kontoret. Det kan röra sig om en yta där medarbetarna har sina skåp, en informationsplats eller en yta som består av olika typer av arbetsplatser. ## Förvaring eller informationsplats För grupper där medarbetarna jobbar distribuerat, det vill säga väldigt brett inom organisationen, eller där arbetet framförallt är individuellt präglat utan något större behov av samarbete med någon specifik grupp, kan hemvist i form av skåp, alternativt informationsplats, fungera väl. Medarbetarna kan ses vid skåpen vid början av dagen, prata ihop sig om behov av stöd och utbyta information, för att därefter förflytta sig till ytor de önskar arbeta ifrån. Ibland väljs denna typ av hemvist även om behovet av samarbete inom vissa avdelningar eller grupper är stort. Detta kan bland annat bero på att kontoret har en layout som hindrar placering av tillräckligt många platser nära varandra. I dessa situationer behöver man i större utsträckning skapa rutiner och använda sig av tekniska hjälpmedel för att kompensera för den interaktion som annars naturligt skulle kunna skett i den avsedda hemvisten. Vid en sådan tillämpning av hemvist är det viktigt att skrivbordsmiljöer utformas diversifierat så att personer med olika behov kan ha tillgång till både orange och gröna hemvister som de kan använda som bas (läs mer här om hur hemvister kan delas upp utifrån olika regler). Vidare bör dessa ytor vara tydligt namngivna så att medarbetare enkelt kan kommunicera sin plats till andra. I en sådan implementering av hemvist är det viktigt att jobba med beteenden för att få till önskvärda samarbetsmönster. ## Yta med olika typer av arbetsytor En hemvist kan möjliggöra spontana interaktioner mellan medarbetare. Whiteboards och digitala skärmar kan addera värde till hemvisten. En hemvist kan också bestå av en yta med olika typer av arbetsytor. En sådan lösning är lämplig när man vill möjliggöra överhörning och skapa spontana interaktioner mellan vissa grupper. Basen i dessa ytor är ofta skrivbordsytor, och i anslutning till dessa kan whiteboards, digitala skärmar och olika typer av arbetsytor som adderar värde till hemvisten placeras. Tanken med denna typ av hemvist behöver inte vara att medarbetare ständigt ska befinna sig där. Ett flexibelt arbetssätt ger alla möjligheter till att sätta sig med andra grupper vid behov, samt att avskärma sig från andra när det behövs, exempelvis vid arbetsuppgifter som kräver sekretess eller avskildhet. Men genom överenskommelser som innebär att när man är i hemvisten är man tillgänglig för andra, kan man på ett bra sätt bibehålla den relevanta interna gruppkommunikationen, interaktionen och överhörningen, även med ett flexibelt arbetssätt. ## Hemvistens storlek Det är viktigt att ha i åtanke hur många personer man planerar en hemvist för. Delar man upp organisationer i mindre grupper och skapar en hemvist per grupp, är risken stor att medarbetare inte hittar lediga skrivbord i sin hemvist samtidigt som andra hemvister har platser över. Slår man däremot samman flera grupper och skapar en större hemvist kan den lättare hantera variationer i beläggning av arbetsytor då man har en större gemensam buffert. Kort sagt, när flera grupper delar en och samma hemvist kan en grupps höga närvaro kompenseras av en annan grupps låga närvaro. En större gemensam buffert underlättar även samarbete då individer som behöver jobba nära varandra oftare kan hitta lediga platser bredvid varandra. Samtidigt bör en hemvist inte vara större än att man kan överblicka hela hemvisten när man står i anslutning till den. Besöker man en hemvist ska man enkelt kunna se vilka andra som är på plats i hemvisten – en sådan utformning underlättar inte endast för de som jobbar i hemvisten utan även för de som fysiskt vill träffa en kollega. ## Vidare läsning Läs mer om Underlätta samarbete och övriga fem principer som ingår i Workplace Adequacy™ Framework här . Vill du lära dig mer om arbetsplatsstrategi i allmänhet? Här kan du läsa om vad begreppet innebär. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Vanliga frågor ### Vad betyder hemvist i ett kontor? Hemvist är en tydlig bas eller zon för en grupp i ett flexibelt eller aktivitetsbaserat kontor. Den skapar orientering, tillhörighet och struktur utan att nödvändigtvis innebära fasta personliga platser. ### Varför är hemvist viktigt i hybridkontor? I hybridkontor kan hemvist hjälpa medarbetare att snabbt hitta sin grupp, förstå var olika aktiviteter sker och uppleva social tillhörighet när närvaron varierar. ### Hur planerar man hemvister? Hemvister bör planeras utifrån teamens arbetssätt, samarbetsbehov, närvaromönster och behov av fokus, möten och spontana kontakter. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Energieffektiva kontor misslyckas när termisk… URL: https://sv.weoffice.eu/hur-balanserar-man-termisk-komfort-och-energieffektivitet-i-kontor/ ======================================================================== - Home / Artiklar / Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt # Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Workplace insights Dela ## Blog Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar mot både bättre termisk komfort och betydande energibesparingspotential. ## Varför blir ett temperaturgenomsnitt en dålig kompromiss? När flera människor delar samma kontorsmiljö blir variationen i preferenser tydlig. Vissa vill ha svalare miljö för att kunna fokusera, andra behöver högre temperatur för att uppleva komfort. Om styrningen bygger på ett förbestämt värde får alla en miljö som bara är tillräcklig, men ingen får en miljö som är optimal för dem. Denna kompromiss blir dyr på två sätt. Dels riskerar användbarheten att försämras när komforten blir för låg. Dels kan energistyrningen faktiskt leda till högre kostnader när den bygger på ett förväntat genomsnitt. För beslutsfattare betyder det att temperaturfrågan inte bör behandlas som en enkel driftparameter. Den påverkar hur kontoret fungerar som arbetsmiljö. ## Vad tillför den samverkande styrstrategin? Studien bygger på logiken att personlig komfort och övergripande energistyrning inte måste stå emot varandra. Genom att kombinera en modell för individuell komfort med lokala styrmöjligheter och ett bakgrundssystem går det att bättre hantera skillnader mellan användare. Forskarna visar bland annat att den personliga komfortmodellen gav en tydligare träffbild än mer generella modeller och att andelen röster inom termiskt neutralt område ökade markant. Samtidigt visade simuleringarna att lösningen också har potential att minska energianvändningen. Det gör studien användbar därför att den flyttar frågan från ett falskt antingen eller. Målet behöver inte vara att välja mellan komfort och energi, utan att utforma en styrlogik där båda behandlas smartare. ## Vilka misstag gör organisationer när de försöker balansera komfort och energi? Det första misstaget är att optimera energi utan att förstå hur komfortavvikelser påverkar arbetet. Då ser lösningen effektiv ut i driftdata men fungerar sämre för användaren. Det andra misstaget är att förutsätta att lika styrning är rättvis styrning. I praktiken betyder samma temperatur ofta att olika människor får olika arbetsmiljökvalitet. Det tredje misstaget är att införa lokal kontroll utan att koppla den till en övergripande strategi. Då finns risk att systemet blir tekniskt fragmenterat eller svårt att förvalta. ## Hur ser ett bättre beslutsunderlag ut för kontorets temperaturstyrning? Ett starkare beslutsunderlag behöver fånga både användarperspektiv och systemperspektiv. Det betyder att man behöver förstå var i kontoret konflikter i temperaturupplevelse uppstår, vilka grupper som påverkas mest och vilka delar av miljön som kräver större lokal anpassning. Därefter behöver man bedöma hur den lokala styrningen ska samspela med bakgrundssystemet. Det är först när de två nivåerna ses tillsammans som det går att bedöma om lösningen verkligen stödjer både arbetsmiljö och energiprestanda. Här blir arbetsplatsanalysen viktig. Den hjälper organisationen att förstå hur termisk komfort påverkar fokus, uthållighet och användning av olika ytor, i stället för att behandla styrfrågan som isolerad fastighetsteknik. ## Vilka frågor bör ni ställa innan ni väljer styrstrategi? Innan ni går vidare bör ni kunna svara på följande: - Var uppstår de största konflikterna mellan individuell komfort och övergripande energimål? - Vilka delar av kontoret behöver lokal justerbarhet, och vilka klarar gemensam styrning? - Hur påverkar dagens temperaturmiljö fokus, uthållighet och användning av olika ytor? - Är den föreslagna lösningen begriplig och förvaltningsbar över tid? - Bygger valet av styrstrategi på faktisk användardata eller på antaganden om ett rimligt genomsnitt? Om ovan frågor inte besvaras finns en risk att organisationen väljer en tekniskt elegant lösning som inte blir ändamålsenlig för verksamheten. Nästa steg ## Komfort och energi bör vägas ihop som ett arbetsplatsbeslut Den viktigaste lärdomen i studien är att bättre balans blir möjlig när komfort och energi behandlas som delar av samma problem. Det gör kontorsmiljön mer relevant i samtalet om styrning, inte mindre. Det betyder att organisationer behöver mer än traditionella temperatursetpoints när de planerar nya kontor, ombyggnader eller uppgraderingar. De behöver förstå hur användarvariation, lokal kontroll och systemlogik tillsammans formar den verkliga arbetsmiljön. Om ni behöver ett tydligare beslutsunderlag för hur temperaturstyrning ska kopplas till arbetsmiljö och kontorets användning är konsulttjänster inom arbetsplatsstrategi det mest direkta nästa steget. Där blir det lättare att väga komfort, funktion och genomförbarhet i samma beslut. Om ni också behöver stärka analysen bakom de valen går det vidare att läsa om verktyg för arbetsplatsanalys , vad en arbetsplatsanalys behöver fånga , och om WeOffice . ## Källa Källa till artikeln: Building and Environment, “Cooperative control strategy for local and overall thermal environment: Optimizing thermal comfort and energy efficiency in offices”, publicerad 2026-07. URL: https://doi.org/10.1016/j.buildenv.2026.114669 . ## FAQ ### Varför är det svårt att balansera termisk komfort och energieffektivitet? För att människor har olika temperaturpreferenser samtidigt som byggnaden ofta styrs som om en gemensam nivå räckte för alla. Då uppstår konflikt mellan användarupplevelse och driftmål. ### Vad menas med samverkande styrstrategi? Det betyder att lokal komfortstyrning och det övergripande systemet arbetar tillsammans. Målet är att bättre möta individuell variation utan att tappa kontroll över energianvändningen. ### Är lokal kontroll alltid rätt lösning? Nej. Lokal kontroll behöver fungera tillsammans med resten av systemet. Om den införs utan tydlig logik kan lösningen bli svår att drifta och ge ojämnt resultat. ### Hur hänger detta ihop med arbetsplatsanalys? Arbetsplatsanalys hjälper till att förstå var komfortproblemen uppstår, vilka grupper som påverkas och hur temperaturmiljön påverkar fokus och användning av ytor. Det gör styrfrågan mer beslutsrelevant. ### När är WeOffice relevant i den här typen av fråga? WeOffice är relevant när organisationen behöver väga kontorets användning, arbetsmiljö och genomförbarhet mot tekniska styrval. Det gäller särskilt när temperaturfrågan påverkar hur miljön faktiskt fungerar i vardagen. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Hur balanserar man termisk komfort och… URL: https://sv.weoffice.eu/hur-balanserar-man-termisk-komfort-och-energieffektivitet-pa-kontoret-2/ ======================================================================== - Home / Artiklar / Hur balanserar man termisk komfort och energieffektivitet på kontoret? # Hur balanserar man termisk komfort och energieffektivitet på kontoret? Arbetsplatsstrategi Dela ## Blog Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men som fungerar dåligt för de människor som faktiskt arbetar där. En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljöstyrning och ett övergripande bakgrundssystem. Resultaten pekar mot både starkare termisk komfort och en betydande energibesparingspotential. Det betyder inte att varje kontor behöver exakt samma tekniska lösning. Däremot betyder det att temperatur bör hanteras som en avvägning mellan användning och drift, snarare än som en ensidig optimering av en genomsnittlig inställning. ## Varför blir ett gemensamt temperaturgenomsnitt ofta en dålig kompromiss? När flera personer delar samma kontorsmiljö blir variationen i preferenser tydlig. Vissa behöver svalare förhållanden för att kunna fokusera. Andra behöver det varmare för att känna sig bekväma. Om styrningen ändå bygger på ett gemensamt värde hamnar nästan alla på en inställning som bara är acceptabel snarare än verkligt stödjande. Det gör kompromissen dyr på två sätt. Användbarheten kan försämras när komforten blir för dålig, och energilogiken kan dessutom bli ineffektiv om systemet försöker lösa alla behov genom en enda bakgrundsstrategi. För beslutsfattare innebär detta att temperatur inte bör betraktas som en enkel fastighetsparameter. Den formar hur kontoret fungerar som en verklig arbetsmiljö. ## Vad tillför den samverkande styrstrategin? Studien är värdefull eftersom den visar att personlig komfort och övergripande energistyrning inte behöver hanteras som motstridiga krafter. Genom att kombinera en individuell komfortmodell med lokala styrmöjligheter och ett bakgrundssystem för klimatreglering kan kontoret svara bättre på variationen mellan användarna. Forskarna visar bland annat att den personliga komfortmodellen presterade mer exakt än mer allmänna modeller och att andelen termiska upplevelseröster inom den neutrala zonen ökade betydligt. Samtidigt pekade simuleringsresultaten även på en energibesparingspotential. Det gör studien värdefull eftersom den flyttar frågan bort från ett falskt antingen-eller. Målet behöver inte vara att välja mellan komfort och energi. Det kan vara att utforma en styrlogik som hanterar båda på ett mer intelligent sätt. ## Vilka misstag gör organisationer när de försöker balansera komfort och energi? Det första misstaget är att optimera energi utan att förstå hur bristande komfort påverkar arbetet. Det kan få lösningen att se effektiv ut i driftdata samtidigt som den fungerar dåligt i den dagliga användningen. Det andra misstaget är att anta att lika styrning betyder rättvis styrning. I praktiken innebär samma temperatur ofta olika arbetsplatskvalitet för olika personer. Det tredje misstaget är att lägga till lokal styrning utan att koppla den till en bredare strategi. Det kan göra systemet fragmenterat, svårare att hantera och inkonsekvent över tid. ## Hur ser ett starkare beslutsunderlag för temperaturstyrning på kontoret ut? Ett starkare beslutsunderlag måste fånga både användarperspektivet och systemperspektivet. Det innebär att förstå var konflikter i den termiska upplevelsen uppstår, vilka grupper som påverkas mest och vilka delar av kontoret som behöver större lokal anpassningsförmåga. Därefter krävs ett beslut om hur den lokala styrningen ska samverka med bakgrundssystemet. Först när dessa två nivåer betraktas tillsammans kan organisationen bedöma om lösningen verkligen stödjer både arbetsmiljökvalitet och energiprestanda. Det är här arbetsplatsanalys blir viktig. Den hjälper organisationen att förstå hur termisk komfort påverkar fokus, uthållighet och användningen av olika miljöer, i stället för att behandla styrlogiken som isolerad fastighetsteknik. ## Vilka frågor bör du besvara innan du väljer styrstrategi? Innan ni går vidare bör teamet kunna besvara åtminstone följande: - Var uppstår de största konflikterna mellan individuell komfort och övergripande energimål? - Vilka delar av kontoret behöver lokal justerbarhet, och vilka kan fungera under gemensam styrning? - Hur påverkar den nuvarande termiska miljön fokus, uthållighet och användningen av olika miljöer? - Är den föreslagna lösningen begriplig och hanterbar över tid? - Bygger valet av styrstrategi på verklig användardata eller på antaganden om ett rimligt medelvärde? Om dessa frågor inte besvaras finns en tydlig risk att organisationen väljer en tekniskt elegant lösning som förblir för svag i den dagliga praktiken. ## Komfort och energi måste vägas samman som ett arbetsplatsbeslut Den viktigaste lärdomen från studien är att en bättre balans blir möjlig när komfort och energi behandlas som delar av samma problem. Det gör kontoret mer relevant i styrdiskussionen, inte mindre. Det innebär att organisationer behöver mer än traditionella börvärden för temperatur när de planerar nya kontor, ombyggnader eller uppgraderingar. De behöver förstå hur användarvariation, lokal styrning och systemlogik tillsammans formar den faktiska arbetsmiljön. Om ert team behöver ett tydligare underlag för att koppla temperaturstyrning till arbetsmiljökvalitet och kontorsanvändning är Konsulttjänster det mest direkta nästa steget. Det gör det enklare att väga komfort, funktion och genomförandeverklighet i samma beslut. Om ni dessutom behöver stärka analysen bakom dessa val, fortsätt med Verktyg för arbetsplatsanalys , Vad är en arbetsplatsanalys? och Om oss . Nästa steg ## Från termisk komfort till ett robust arbetsplatsbeslut Termisk komfort och energianvändning avgörs inte av en enda termostat — det är arbetsplatsbeslut som beror på hur människor faktiskt använder lokalen. När mätning, arbetsplatsstrategi och styrval hänger ihop blir kontoret både bekvämt och effektivt, och dyra omtag undviks. WeOffice hjälper organisationer att omsätta sådana signaler i beslutsunderlag — genom arbetsplatsanalys, arbetsplatsstrategi, scenarioarbete och förändringsledning. Vill ni börja med rätt frågor? Läs mer om våra konsulttjänster inom arbetsplatsstrategi eller fördjupa dig i verktyg för arbetsplatsanalys . Konsulttjänster Verktyg för arbetsplatsanalys ## Källa Källa som stödjer denna artikel: Building and Environment, ”Cooperative control strategy for local and overall thermal environment: Optimizing thermal comfort and energy efficiency in offices”, publicerad 2026-07. URL: https://doi.org/10.1016/j.buildenv.2026.114669. ## FAQ ### Varför är det svårt att balansera termisk komfort och energieffektivitet? Eftersom människor har olika temperaturpreferenser samtidigt som byggnader ofta styrs som om en gemensam inställning vore tillräcklig. Det skapar spänning mellan användarupplevelse och driftmål. ### Vad innebär en samverkande styrstrategi? Det innebär att lokal komfortstyrning och det bredare bakgrundssystemet arbetar tillsammans. Målet är att svara bättre på individuell variation utan att förlora kontrollen över energianvändningen. ### Är lokal styrning alltid rätt lösning? Nej. Lokal styrning behöver fungera som en del av ett bredare system. Om den läggs till utan en tydlig logik kan resultatet bli svårare att driva och mer inkonsekvent. ### Hur hänger detta ihop med arbetsplatsanalys? Arbetsplatsanalys hjälper till att identifiera var komfortproblem uppstår, vilka grupper som påverkas och hur den termiska miljön formar fokus och användningen av olika miljöer. Det gör styrfrågan mer beslutsrelevant. ### När är WeOffice relevant i den här typen av fråga? WeOffice är relevant när organisationen behöver väga kontorsanvändning, arbetsmiljökvalitet och genomförandeverklighet mot tekniska styrval. Det är särskilt användbart när temperaturfrågan formar hur kontoret faktiskt fungerar i den dagliga användningen. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Hur fångar du individuell termisk komfort på… URL: https://sv.weoffice.eu/hur-fangar-du-individuell-termisk-komfort-pa-kontoret-2/ ======================================================================== - Home / Artiklar / Hur fångar du individuell termisk komfort på kontoret? # Hur fångar du individuell termisk komfort på kontoret? Arbetsplatsstrategi Dela ## Blog Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan personer, arbetsuppgifter och tider på dygnet. En ny studie i Building and Environment presenterar en AI-driven metod för att fånga termiska preferenser genom korta interaktioner med låg kognitiv belastning. I stället för återkommande enkäter eller ständig manuell justering försöker metoden förstå vad varje person faktiskt föredrar, på ett sätt som är mer realistiskt att skala upp. Det betyder inte att varje kontor genast bör införa en ny AI-lösning. Det betyder att kontorsklimatet inte längre bör behandlas som en fråga där en genomsnittlig inställning är ett tillräckligt beslutsunderlag. ## Varför fungerar en enda gemensam temperaturinställning så dåligt på kontor? Många byggnader följer fortfarande en logik med ett enda börvärde. Problemet är att människor inte upplever samma miljö på samma sätt. Klädsel, aktivitetsnivå, ämnesomsättning, placering i lokalen och personliga preferenser påverkar alla hur samma temperatur känns. Det innebär att en enhetlig lösning ofta blir ett administrativt genomsnitt snarare än en miljö som verkligen fungerar. Vissa fryser, andra svettas, och diskussionen fastnar i klagomål eller tillfälliga justeringar i stället för att leda fram till ett starkare beslutsunderlag. För beslutsfattare innebär det att termisk komfort inte bara är en fastighetsfråga. Det är också en arbetsmiljö- och användbarhetsfråga som formar hur kontoret presterar i vardagen. ## Vad tillför den AI-drivna metoden egentligen? Det verkliga bidraget är inte AI-stämpeln i sig. Det är försöket att lösa ett praktiskt arbetsplatsproblem: hur man samlar in användbara komfortdata utan att belasta användarna med långa enkäter eller ständiga förfrågningar om återkoppling. Metoden använder korta, samtalsliknande utbyten och aktiv inlärning för att identifiera vilka frågor som ger mest användbar information om varje persons termiska preferenser. Det gör datainsamlingen mindre tung och mer praktiskt genomförbar i verkliga miljöer. Det här spelar roll eftersom många kontor sitter fast i ett dåligt mellanläge. De vet att komforten varierar, men de saknar ett realistiskt sätt att fånga den variationen systematiskt. ## Vilka misstag gör organisationer när de försöker hantera termisk komfort? Det första misstaget är att anta att temperaturfrågan kan lösas med en enda siffra för hela kontoret. Det förvandlar återkommande skillnader till undantag, även när de i själva verket är strukturella. Det andra misstaget är att samla in för lite eller för grova användardata. När det sker blir styrningen reaktiv och drivs av enskilda klagomål snarare än av mönster i den verkliga användningen. Det tredje misstaget är att behandla termisk komfort som en rent teknisk fråga, frikopplad från arbetsmönster, val av arbetsplats, möteslogik och användargrupper. Det är så den bredare arbetsplatseffekten går förlorad. ## Hur ser ett starkare beslutsunderlag för kontorstemperatur och komfort ut? Ett starkare beslutsunderlag måste fånga variationen, inte bara genomsnitten. Det innebär att organisationen behöver förstå vilka grupper som upplever den största obalansen, när problemet uppstår och vilka inställningar som är mest känsliga. Därefter behöver man bedöma vilken typ av styrning eller lokal valfrihet som faktiskt är möjlig. I vissa fall kan svaret vara bättre zonindelning. I andra kan det vara personlig justering eller en tydligare förståelse för vilka arbetsuppgifter som påverkas mest av dåliga temperaturförhållanden. Poängen är att komforten måste kopplas till användningen. När den hanteras som en del av arbetsplatsanalysen blir det lättare att se hur den termiska miljön formar fokus, uthållighet och förmågan att arbeta effektivt. ## Vilka frågor bör du ställa innan du försöker optimera den termiska komforten? Innan ni går vidare bör teamet kunna besvara åtminstone följande: - Var på kontoret är variationen i temperaturupplevelse störst? - Vilka grupper eller arbetsuppgifter verkar mest känsliga för termisk obalans? - Bygger den nuvarande styrningen på verkliga användardata eller på antaganden om ett rimligt genomsnitt? - Hur enkelt är det för användarna att lämna relevant återkoppling? - Vilka beslut kan fattas lokalt i miljön, och vilka kräver en bredare teknisk eller strategisk förändring? Om de frågorna förblir obesvarade kommer temperaturfrågan sannolikt att fortsätta vara en återkommande irritation i stället för ett hanterbart arbetsmiljöproblem. ## Termisk komfort behöver bli en del av den bredare arbetsplatsanalysen Den viktigaste lärdomen från studien är att individuell variation kan fångas mer intelligent än genom traditionella enkät- eller klagomålsprocesser. Det gör temperaturen mer relevant för arbetsplatsbeslut än många organisationer fortfarande antar. Det betyder inte att tekniken ensam löser problemet. Det betyder att organisationer behöver bättre sätt att förstå verkliga användarpreferenser innan de låser fast styrlogik, omdesignbeslut eller kapitalinvesteringar. Om ditt team behöver ett tydligare underlag för att koppla termisk komfort till arbetsmiljö och användbarhet är verktyg för arbetsplatsanalys det mest direkta nästa steget. Det gör det lättare att översätta temperaturfrågan till verkliga beslut om zonindelning, användardata och kontorsfunktion. Om frågan också behöver kopplas till en bredare arbetsplatsförändring eller kontorsstrategi, fortsätt med konsulttjänster , Vad är en arbetsplatsanalys? och Om oss . Nästa steg ## Från termisk komfort till ett robust arbetsplatsbeslut Termisk komfort och energianvändning avgörs inte av en enda termostat — det är arbetsplatsbeslut som beror på hur människor faktiskt använder lokalen. När mätning, arbetsplatsstrategi och styrval hänger ihop blir kontoret både bekvämt och effektivt, och dyra omtag undviks. WeOffice hjälper organisationer att omsätta sådana signaler i beslutsunderlag — genom arbetsplatsanalys, arbetsplatsstrategi, scenarioarbete och förändringsledning. Vill ni börja med rätt frågor? Läs mer om våra konsulttjänster inom arbetsplatsstrategi eller fördjupa dig i verktyg för arbetsplatsanalys . Konsulttjänster Verktyg för arbetsplatsanalys ## Källa Källa som ligger till grund för denna artikel: Building and Environment, ”Personalized thermal comfort elicitation for human-centric building environments with low-cognitive-load conversational AI”, publicerad 2026-06. URL: https://doi.org/10.1016/j.buildenv.2026.114586. ## FAQ ### Varför räcker inte en enda gemensam temperatur för ett kontor? Eftersom människor upplever samma temperatur olika. Personliga preferenser, typ av arbete, placering och aktivitetsnivå gör ett enda genomsnitt för trubbigt för att fungera bra för alla. ### Vad är nytt med den AI-drivna metoden? Metoden försöker samla in termiska preferenser genom korta, enkla samtal i stället för återkommande långa enkäter. Det gör datainsamlingen mer praktiskt genomförbar på verkliga arbetsplatser. ### Innebär det att alla kontor bör använda AI för komfortstyrning? Nej. Men det innebär att kontor behöver bättre sätt att fånga individuell variation än att enbart förlita sig på en enda temperaturinställning eller enstaka klagomål. ### Hur hänger termisk komfort ihop med arbetsplatsanalys? Termisk komfort påverkar hur användbar miljön är i det dagliga arbetet. Därför bör den analyseras tillsammans med arbetsmönster, zonindelning och användargrupper i stället för att behandlas enbart som en teknisk styrfråga. ### När är WeOffice relevant i den här typen av fråga? WeOffice är relevant när organisationen behöver översätta temperaturfrågan till ett konkret underlag för kontorsbeslut, arbetsmiljöåtgärder och användarcentrerad analys. Det är särskilt värdefullt när variationen är synlig men vägen till förbättring fortfarande är oklar. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Ett rörelsevänligt kontor leder inte… URL: https://sv.weoffice.eu/hur-paverkar-kontorsdesign-stillasittande-och-rorelse/ ======================================================================== - Home / Artiklar / Ett rörelsevänligt kontor leder inte automatiskt till mer rörelse # Ett rörelsevänligt kontor leder inte automatiskt till mer rörelse Aktivitetsbaserat Dela ## Blog Kontorsdesign påverkar rörelse främst genom att göra det lättare att avbryta sittande och stå upp oftare, inte genom att automatiskt få människor att röra sig mer. Ett mer rörelsevänligt kontor är därför inte samma sak som ett kontor som i sig skapar mer aktivitet. Det är en viktig skillnad som många organisationer missar när de hoppas att ny layout, nya trappor eller ett mer aktivitetsstödjande kontor ska lösa ett stillasittande arbetssätt utan att andra delar förändras. En mindre studie av en flytt till en så kallad activity-permissive workplace visar just detta. Medarbetarna stod mer efter flytten, men gick inte mer. Det betyder att fysisk miljö kan hjälpa, men att den inte ersätter beteendelogik, arbetsrutiner eller organisatoriskt stöd. ## Vad visar studien om ett mer aktivitetsstödjande kontor? Studien följde kontorsmedarbetare som flyttade från en mer konventionell arbetsplats till en ny byggnad utformad för att göra rörelse lättare och mer naturlig i vardagen. Efter flytten ökade den stående tiden under arbetsdagen, medan sittandet minskade något. Däremot ökade inte gång eller annan tydligare rörelse i någon meningsfull omfattning. Det är den mest praktiskt användbara slutsatsen. Kontorsdesign kan påverka hur stillasittande en arbetsdag blir, men den gör inte automatiskt arbetsdagen mer aktiv i bredare mening. För svenska beställare betyder det att miljön kan vara en viktig del av arbetsmiljö- och workplace-strategin, men att det är fel att läsa in för mycket i själva byggnaden. Om målet är bättre hälsa, mer rörelse eller ett mindre stillasittande arbete behövs fler verktyg än bara fysisk ombyggnad. ## Varför räcker inte fysisk miljö ensam? Forskarna är tydliga med att bredare förändring sannolikt behövs om organisationen vill uppnå större effekter. Individuella vanor, sociala normer och organisatoriska arbetssätt påverkar fortfarande hur människor använder kontoret. Det är också därför många workplace-projekt överskattar vad kontorsdesign kan leverera på egen hand. En ny miljö kan göra vissa beteenden lättare, men den avgör inte i sig hur möten organiseras, hur arbetsdagen struktureras eller om medarbetare faktiskt använder de rörelsefrämjande möjligheter som finns. Om organisationen vill minska stillasittande på riktigt behöver layout, ledarbeteenden, mötesformer och förväntningar hänga ihop. Annars får man lätt ett kontor som ser mer rörelsevänligt ut än det faktiskt är i vardagen. ## Vilka misstag gör organisationer när de vill minska stillasittande? Det vanligaste misstaget är att behandla kontoret som en ensam lösning. Då blir designbeslut ett slags ersättning för analys av hur arbetet faktiskt går till. Ett annat misstag är att blanda ihop stående med rörelse. Det är bättre att stå mer än att sitta hela dagen, men om målet uttrycks som ökad aktivitet behöver organisationen också förstå vilka beteenden som faktiskt ska förändras och i vilka situationer. Ett tredje misstag är att utvärdera projektet för snävt. Om uppföljningen bara frågar om den nya miljön känns modern eller attraktiv missar man frågan om arbetsplatsen faktiskt förändrar användningen på ett meningsfullt sätt. ## Hur bör svenska organisationer fatta bättre beslut om rörelsevänliga kontor? Först behöver de definiera vilken effekt som är viktigast. Är målet att minska långvarigt sittande, öka vardagsrörelse, förbättra arbetsmiljön eller stärka hälsostödjande vanor i arbetet? Det är inte samma sak, och därför bör de inte styras av samma designbeslut. Därefter behöver organisationen förstå vilka delar av arbetsdagen som verkligen går att påverka genom miljön. Om arbetsuppgifterna är starkt skärmbundna kommer mötesstruktur, pauskultur och ledarskap sannolikt spela lika stor roll som själva planlösningen. Slutligen behövs uppföljning som visar om förändringen faktiskt fungerar. Ett workplace-projekt blir mer användbart när kontorsdesignen kopplas till arbetsplatsanalys, tydliga arbetsmiljömål och en konkret plan för hur effekten ska följas upp. Det här ligger nära tillämpat arbetsplatsstrategiskt arbete inom WeOffice. Frågan är inte bara hur ett kontor ska se ut, utan vilket beteende och vilken arbetsmiljö det ska stödja i praktiken. ## Vilka frågor bör ni ställa innan ni investerar i ett mer rörelsevänligt kontor? Innan ni går vidare bör ni åtminstone kunna svara på följande: - Är målet att minska sittande, öka stående eller faktiskt få in mer vardagsrörelse i arbetsdagen? - Vilka arbetsmoment i er vardag gör det realistiskt att förändra beteenden genom miljön? - Vilka normer, rutiner eller mötesvanor riskerar att motverka effekten av en ny layout? - Hur ska ni följa upp om förändringen verkligen förbättrar arbetsmiljö och användning över tid? Om de frågorna inte är besvarade blir designbeslutet lätt symboliskt i stället för styrande. Nästa steg ## Från rörelsevänlig kontorsdesign till bättre beslutsunderlag Om ni behöver ett tydligare underlag för hur kontorsdesign, arbetsmiljö och användning faktiskt hänger ihop är arbetsplatsanalys och workplace insight tools det mest direkta nästa steget. Där blir det lättare att gå från allmän ambition till en mer strukturerad bedömning av vad miljön behöver stödja. Arbetsplatsanalys och workplace insight tools Konsulttjänster inom arbetsplatsstrategi Om ni samtidigt behöver koppla arbetsmiljöfrågan till större vägval om arbetsplats, ombyggnad eller kontorsförändring går det vidare att läsa om konsulttjänster inom arbetsplatsstrategi , vad en arbetsplatsanalys faktiskt behöver fånga , och om WeOffice . ## Källa Källa till artikeln: PLOS ONE, “Does an ‘Activity-Permissive’ Workplace Change Office Workers’ Sitting and Activity Time?”, publicerad 2013-10-02. URL: https://doi.org/10.1371/journal.pone.0076723 . ## FAQ ### Kan kontorsdesign verkligen minska stillasittande? Ja, studien tyder på att kontorsdesign kan minska stillasittande genom att göra det lättare att stå mer under arbetsdagen. Däremot visar den inte att fysisk miljö automatiskt ökar rörelse i bredare mening. Därför bör målet definieras tydligt innan designbeslut tas. ### Är stående samma sak som mer fysisk aktivitet? Nej. Att stå mer är inte samma sak som att röra sig mer. I studien ökade ståendet, men inte gång eller annan tydligare aktivitet. Organisationer bör därför undvika att blanda ihop dessa effekter. ### Varför räcker inte ett nytt kontor för att förändra beteenden? För att beteenden också styrs av normer, rutiner, arbetsuppgifter och ledarskap. Ett bättre kontor kan stödja förändring, men det ersätter inte organisatoriskt stöd. Det är därför många projekt behöver mer än layout för att ge verklig effekt. ### Hur bör man följa upp ett rörelsevänligt workplace-projekt? Uppföljningen bör kopplas till det mål som projektet faktiskt hade. Om målet var mindre stillasittande behöver man följa det. Om målet var bättre arbetsmiljö eller mer rörelse i vardagen krävs andra mått. En enkel nöjdhetsmätning räcker sällan. ### När är WeOffice relevant i den här typen av fråga? WeOffice blir relevant när organisationen behöver bättre beslutsunderlag före ombyggnad, flytt eller justering av arbetsmiljöer och arbetssätt. Det gäller särskilt när ni behöver förstå vad miljön ska stödja, hur effekten ska följas upp och vilka vägval som bör göras innan ni investerar. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Stora öppna kontor kostar mer fokus än många… URL: https://sv.weoffice.eu/hur-paverkar-oppet-kontor-koncentration-och-prestation/ ======================================================================== - Home / Artiklar / Stora öppna kontor kostar mer fokus än många beslut räknar med # Stora öppna kontor kostar mer fokus än många beslut räknar med Arbetsplatsstrategi Dela ## Blog För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och kollegor visar en mer användbar verklighet. När prestation på kognitivt krävande uppgifter jämfördes mellan lugna förhållanden och normala arbetsförhållanden såg större öppna kontor sämre ut än mindre öppna kontor. Samtidigt kom cellkontor ut svagare än väntat. Det betyder inte att alla öppna kontor är fel eller att cellkontor är dåliga. Det betyder att organisationer behöver fatta mer precisa beslut om vilken kontorsmiljö som faktiskt stödjer det arbete som ska göras. ## Vad visar studien om öppna kontor och kognitiv prestation? Studien undersökte hur prestation på kognitivt krävande uppgifter förändrades mellan en tyst baseline och normala arbetsförhållanden i olika kontorstyper: cellkontor samt små, medelstora och stora öppna kontor. Den viktigaste slutsatsen var att större öppna kontor såg ut att ge större prestationstapp än mindre öppna kontor när uppgiften krävde koncentration. Det är i sig en tydlig signal mot alltför förenklade antaganden om att mer öppenhet automatiskt skapar bättre arbete. Samtidigt visade resultaten något mer oväntat. Cellkontor framstod inte som ett självklart bästafall. Forskarna pekar själva på att fyndet behöver replikeras, men just därför är det användbart. Det tvingar bort organisationer från en ideologisk diskussion och tillbaka till frågan om vad arbetet faktiskt kräver. ## Varför är större öppna kontor särskilt riskabla för fokusarbete? Ju större det öppna kontoret är, desto större är sannolikheten för fler irrelevanta stimuli, fler samtidiga aktiviteter och fler avbrott som konkurrerar om uppmärksamheten. För arbetsuppgifter som kräver minne, koncentration och kognitiv precision blir den miljön därför svårare att hantera. Det betyder inte att större öppna kontor alltid fungerar dåligt. Men det betyder att organisationer inte bör välja stora öppna lösningar främst av täthets- eller kostnadsskäl utan att samtidigt väga in påverkan på arbetsuppgifter där fokus är affärskritiskt. Det är här många beslut blir för svaga. Workspace-kostnaden går att räkna snabbt. Prestationsförlusten är svårare att se direkt, men den kan bli minst lika viktig när miljön inte matchar arbetet. ## Varför är cellkontor inte automatiskt den bästa lösningen? Det mest intressanta i studien är kanske just att cellkontor inte framstår som ett okomplicerat facit. Forskarna såg resultat som tyder på att även cellkontor kan ha negativa effekter på prestation som i vissa fall liknar dem i stora öppna kontor. Det gör inte studien till ett argument mot cellkontor. Men det gör den till ett argument mot för enkla slutsatser. Ett kontorsbeslut bör inte bygga på symboliska föreställningar om att stängt alltid betyder fokus och öppet alltid betyder samarbete. En bättre slutsats är att kontorstyp måste väljas utifrån arbetets krav, störningsnivåer, arbetsmönster och vilka miljöer som behövs för olika uppgifter. ## Vilka misstag gör organisationer när de väljer kontorstyp? Det vanligaste misstaget är att jämföra kontorstyper som om de vore identiteter i stället för arbetsverktyg. Då blir beslutet ett ställningstagande för eller emot en typologi i stället för en analys av vilket arbete som ska stödjas. Det andra misstaget är att låta täthet eller yteffektivitet väga tyngre än uppgiftspassning. Ett större öppet kontor kan se rationellt ut i kalkylen, men vara svagare i vardagen om medarbetarna ofta behöver göra kognitivt krävande arbete under normala arbetsförhållanden. Det tredje misstaget är att fatta beslut om layout innan organisationen har definierat vilka arbetsmiljöer som verkligen behövs. Då blir diskussionen om öppet eller stängt för grov och för sen. ## Hur ser ett bättre beslutsunderlag ut för kontorsdesign och fokusarbete? Ett bättre beslutsunderlag börjar med att skilja på olika typer av arbete. Organisationen behöver förstå när miljön ska stödja koncentration, när den ska stödja koordination, och när den behöver hantera båda samtidigt. Därefter behöver man analysera hur störningar faktiskt uppstår i dagens miljö, vilka grupper som påverkas mest och vilka alternativ som är realistiska inom verksamhetens ramar. Det är först då man kan avgöra om lösningen ligger i mindre öppna kontor, fler avskilda arbetsmiljöer, bättre zonering eller andra designavvägningar. För svenska beställare är detta också en påminnelse om att kontorsdesign inte bör drivas som smakfråga. Det är ett beslut om hur den fysiska miljön påverkar arbetsförmåga, fokus och genomförbarhet i vardagen. ## Vilka frågor bör ni ställa innan ni väljer mellan olika kontorstyper? Innan ni går vidare bör ni kunna svara på följande: - Vilka arbetsuppgifter i verksamheten är mest känsliga för distraktioner och irrelevanta stimuli? - Var riskerar större öppna kontor att skapa prestationstapp som inte syns i ytkalkylen? - Vilka delar av arbetet behöver avskildhet, och vilka behöver snabb tillgång till andra människor? - Är beslutet om kontorstyp förankrat i arbetsplatsanalys eller i antaganden om vad som borde fungera? Om de frågorna inte är besvarade blir valet av kontorsmiljö lätt ett designbeslut utan tillräcklig arbetslogik. Nästa steg ## Från kontorstypdebatt till bättre arbetsplatsbeslut Om ni behöver ett tydligare beslutsunderlag för hur kontorsdesign påverkar fokus, prestation och arbetsmiljö är konsulttjänster inom arbetsplatsstrategi det mest direkta nästa steget. Där blir det lättare att koppla kontorstyp, arbetsmönster och verksamhetskrav till ett mer genomförbart vägval. Konsulttjänster inom arbetsplatsstrategi Arbetsplatsanalys och workplace insight tools Om ni också behöver stärka metodstödet bakom beslutet går det vidare att läsa om arbetsplatsanalys och workplace insight tools , vad en arbetsplatsanalys behöver fånga , och om WeOffice . ## Källa Källa till artikeln: Journal of Environmental Psychology, “The association between office design and performance on demanding cognitive tasks”, publicerad 2015-05-09. URL: https://doi.org/10.1016/j.jenvp.2015.05.001 . ## FAQ ### Är öppna kontor alltid sämre för koncentration? Nej. Studien pekar inte mot att alla öppna kontor fungerar dåligt, utan att större öppna kontor verkar vara mer problematiska än mindre öppna kontor för kognitivt krävande arbete. Det viktiga är därför inte bara om kontoret är öppet, utan hur stort det är och vad arbetet kräver. ### Varför är större öppna kontor mer riskabla? För att fler människor och fler samtidiga aktiviteter ofta innebär fler irrelevanta stimuli och större risk för distraktioner. När uppgifterna kräver koncentration kan det ge större prestationstapp än i mindre öppna kontor. Därför bör större öppna kontor inte väljas utan tydlig analys. ### Betyder studien att cellkontor är en dålig lösning? Nej. Den betyder att cellkontor inte automatiskt är den bästa lösningen i alla lägen. Forskarna såg oväntade resultat som behöver replikeras, men fyndet räcker för att visa att kontorstyp måste väljas mer nyanserat än genom enkla symboliska antaganden. ### Hur bör man väga kostnad mot prestation i ett kontorsprojekt? Ytkostnad och täthet är viktiga, men de får inte vara enda beslutsgrund. Om miljön försämrar koncentration eller uppgiftsprestation kan den totala kostnaden bli högre än kalkylen visar. Därför behöver kontorstyp kopplas till verksamhetens arbete, inte bara till fastighetslogik. ### När är WeOffice relevant i den här typen av beslut? WeOffice blir relevant när organisationen behöver strukturera vägval mellan olika kontorsmiljöer och koppla dem till arbetsmönster, verksamhetskrav och genomförbar förändring. Det gäller särskilt när diskussionen riskerar att bli en förenklad debatt om öppet eller stängt i stället för ett faktiskt beslutsunderlag. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # När huvudkontoret krymper: varför fler företag… URL: https://sv.weoffice.eu/huvudkontor-hybrid-lokalstrategi/ ======================================================================== - Home / Artiklar / När huvudkontoret krymper: varför fler företag flyttar men stannar i samma stad # När huvudkontoret krymper: varför fler företag flyttar men stannar i samma stad Arbetsplatsstrategi Dela ## Blog Fler företag flyttar sina huvudkontor, men inte nödvändigtvis till en ny stad. I stället byter de format, storlek och funktion. I hybridtid handlar huvudkontorsstrategi allt mindre om prestige och allt mer om att definiera vilken roll huvudkontoret ska spela, hur mycket yta den rollen kräver och var den fungerar bäst. ## Fler flyttar, men kortare avstånd CBRE beskriver hur aktiviteten i huvudkontorsflyttar tog fart under 2025 och överträffade året innan. Det mest intressanta är dock inte bara att fler flyttar sker, utan hur de sker. En växande andel handlar om intrametro-flyttar, alltså förflyttningar inom samma storstadsområde. Företag lämnar alltså inte nödvändigtvis en marknad. De omprövar i stället var huvudkontoret ska ligga, hur stort det ska vara och vilken funktion det ska fylla. Det speglar en förändrad syn på kontoret. När hybridarbete permanent påverkar pendlingsmönster, närvaro och platsbehov blir det mindre logiskt att hålla fast vid stora centraliserade kontor om de inte längre stödjer verksamheten på rätt sätt. ## Mindre huvudkontor betyder inte svagare huvudkontor CBRE beskriver hur företag i ökande grad går mot mindre, mer flexibla och effektivare huvudkontor. Det kan handla om delade arbetsplatser, flexibla våningsplan och multifunktionella samarbetsytor, ofta på betydligt mindre yta än före pandemin. Det är ett viktigt skifte. Historiskt har huvudkontoret ofta varit en symbol för skala, status och centralisering. I dag blir det mer relevant att se huvudkontoret som ett nav för ledning, samordning, kultur, möten och samarbete. Om den rollen kan lösas bättre på färre kvadratmeter är det inte ett tecken på försvagning. Det kan tvärtom vara ett tecken på högre precision. Men det ställer högre krav på arbetsplatsstrategi . ## Hybridarbete driver en ny geografi för huvudkontoret CBRE pekar också på att hub-and-spoke-logik förstärker flyttar inom samma storstadsområde. Företag kan gå från ett större centralt kontor till mindre enheter i flera delmarknader, närmare där medarbetarna bor och bättre anpassat till hur hybridarbete påverkar pendling och närvaro. Det här är särskilt relevant i större stadsregioner där restid, vardagslogistik och närvaromönster påverkar kontorets faktiska användning. Ett huvudkontor kan fortfarande vara centralt för organisationens identitet, men det behöver inte bära all fysisk närvaro ensam. I vissa fall blir en kombination av mindre nav mer funktionell än ett enda tungt säte. Det gör lokalstrategi mer finmaskig och ställer högre krav på scenariojämförelser innan beslut tas. ## Kostnad är en drivkraft, men inte hela förklaringen CBRE lyfter kostnadseffektivitet som en stark drivkraft bakom flyttarna. Mindre huvudkontor kan minska hyra, drift, långsiktiga åtaganden och underhåll, samtidigt som resurser frigörs till teknik som stödjer hybrid samverkan. Men kostnad är inte hela berättelsen. Det intressanta är hur kostnadslogiken kombineras med ett annat synsätt på arbetsplatsen. Företagen verkar inte bara söka billigare yta. De söker format som bättre stödjer hur arbetet faktiskt bedrivs . Det gör att kostnadsfrågan måste kopplas till funktion. Ett billigare huvudkontor som fungerar sämre för ledning, samarbete, kultur och kundmöten är inte en stark affär. ## Vanliga misstag i huvudkontorsstrategi När organisationer omprövar huvudkontoret uppstår ofta samma misstag: - fokus hamnar på adress och hyra i stället för funktion - huvudkontoret dimensioneras utifrån gamla arbetssätt - hybridarbete översätts inte till konkret lokalstrategi - mindre yta ses som ett sparmål snarare än ett strategiskt val - förändringsledning och användningslogik kommer in för sent Resultatet blir att organisationen riskerar att optimera lokalen på papperet men förlora i faktisk användbarhet. ## Så ser ett bättre beslutsunderlag ut innan nästa HQ-flytt Om huvudkontoret ska omprövas på ett bra sätt behöver organisationen kunna testa flera scenarier innan man låser sig vid adress eller kvadratmeter. I praktiken handlar det ofta om att jämföra: - mindre huvudkontor mot oförändrat huvudkontor - ett centralt nav mot flera mindre noder - nytt läge mot bättre användning av befintlig yta - lägre kostnad mot bättre stöd för ledning, kultur och samarbete Det är också här WeOffice blir relevant. I sådana beslut behövs ofta dimensionera rätt , arbetsplatsanalys, scenariojämförelser och ett lokalstrategiskt beslutsunderlag innan förhandling, flytt eller ombyggnad går för långt. ## Fyra frågor att ställa innan ni omprövar huvudkontoret - Vilken roll ska huvudkontoret ha i vår arbetsplatsstrategi? - Vilka aktiviteter måste ske där för att motivera investeringen? - Ska vi centralisera, decentralisera eller kombinera flera nav? - Är läge och storlek anpassade till faktiska beteenden? Om de frågorna inte besvaras tidigt blir flyttdiskussionen lätt alltför fastighetsdriven. Då riskerar man att optimera adress och hyra men missa funktion. ## Slutsats: huvudkontoret blir ett strategiskt verktyg igen CBRE:s data visar att framtidens huvudkontorsstrategi blir mer precis och mindre självklar. Fler företag flyttar, men inte alltid längre bort. De söker mindre, smartare och mer användbara huvudkontor i en hybrid verklighet. För organisationer som står inför ett liknande beslut är frågan därför inte bara var huvudkontoret ska ligga, utan vilken funktion det ska fylla och hur den funktionen ska stödjas över tid. Källa: CBRE Research, Business Insights: The Shifting Landscape of Headquarters Relocations: 2026 Update , publicerad 2026-04-06. Nästa steg ## Behöver ni ett bättre beslutsunderlag för huvudkontoret? WeOffice hjälper er att ta fram scenariojämförelser för huvudkontorets roll, storlek och geografi innan ni låser nästa kontorsförändring, så att beslutet bygger på faktisk användning, ledningsbehov och tydliga prioriteringar. Ett naturligt nästa steg är en arbetsplatsanalys eller ett lokalstrategiskt beslutsunderlag som prövar olika vägval innan projektet går vidare. Arbetsplatsanalys ## FAQ ### Vad betyder detta för ett huvudkontorsbeslut? Det betyder att beslutet bör börja i funktion och användning, inte i adress eller prestige. Organisationen behöver definiera vilken roll huvudkontoret ska spela innan läge och yta låses. ### När bör en organisation göra en arbetsplatsanalys? Den bör göras innan förhandling, flytt eller ombyggnad har kommit för långt. Det är då analysen fortfarande kan påverka storlek, geografi och arbetsplatslogik. ### Vilka risker bör organisationen hantera innan beslut? De största riskerna är att dimensionera utifrån gamla arbetssätt, underskatta hybridmönster och välja plats utifrån hyra snarare än funktion. ### Hur kan WeOffice hjälpa i nästa steg? WeOffice kan jämföra scenarier, definiera kravbild och ta fram ett beslutsunderlag som kopplar samman läge, storlek, användning och förändringsbehov innan nästa steg låses. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Individens reaktion på en förändring URL: https://sv.weoffice.eu/individens-reaktion-pa-en-forandring/ ======================================================================== - Home / Artiklar / Individens reaktion på en förändring # Individens reaktion på en förändring Flexibelt arbetssätt Dela ## Blog En verksamhetsförändring – som till exempel en ny kontorsutformning eller en övergång från traditionella till flexibla arbetssätt – kan få betydande positiva konsekvenser, men även innebära en stor omställning för medarbetare, som inte alltid kan se fördelarna med förändringen. Att skapa delaktighet är en viktig princip i det arbetsplatsstrategiska arbetet och då är det viktigt att förstå hur individer kan reagera på en förändring. ## Olika stadier för hantering av förändringen Elisabeth Kübler-­Ross modell för hur människor reagerar på sorg har tillämpats fritt inom förändringsledningslitteraturen och vid organisationsförändringar. Enligt modellen går en individ igenom olika stadier under en förändring. Dessa stadier är: - Förnekelse. I detta stadium har individen svårt att acceptera att föränd­ringen verkligen kommer att inträffa. Tankar om att det måste vara ett missförstånd eller att informationen måste vara felaktig är ofta förekommande i denna fas. - Ilska. När individen inser att informationen är korrekt, kan en känsla av ilska eller vrede infinna sig. Det är vanligt att hen ifrågasätter hur beslutet kunde ha fattats. Det är inte heller ovanligt att individer hotar med diverse motåtgärder om beslutet genomförs, exempelvis att hen kommer att byta jobb. - Förhandling. I det tredje stadiet intar individen en inställning för att försöka förhandla om beslutet och mildra de negativa konsekvenser hen ser framför sig. Här kan förslag dyka upp som var för sig inte är så stora, men som kan leda till att den faktiska förändringen uteblir. Exempelvis ”Om jag går hem sent och kommer till jobbet tidigt, så vill jag inte behöva rensa skrivbordet”, eller ”Ja, bra idé, detta funkar för alla andra i min grupp, men på grund av flera skäl kan inte jag jobba på detta sätt”. - Depression. Nästa stadium i Kübler­-Ross modell är en känsla av sorg och nedstämdhet där man bearbetar förlusten. Individen kan uppleva uppgivenhet och kan även pendla fram och tillbaka till de tidigare stadierna. - Acceptans. Sista fasen i förändringen innebär att individen börjar acceptera förändringen och börjar reflektera över hur hen ska anpassa sig till den. Individen reflekterar över om hen behöver lära sig nya verktyg, vad för slags material hen behöver ha fysiskt och hur en dag på jobbet skulle kunna se ut efter förändringen. ## Individuell process En förändringsprocess är individuell – både vad gäller omfattning och hantering. Det finns några aspekter att tänka på kring denna modell. För det första är inte förändringen lika stor för alla. För det andra skiljer vi oss åt i hur vi reagerar på en förändring. Vissa reagerar inte alls eller mer eller mindre omgående accepterar förändringen, medan andra blir kvar i tidigare skeden utan att riktigt nå fram till acceptans. I en organisation kommer det finnas personer som reagerar väldigt olika varandra. Syftet med noggrant kartläggningsarbete, delaktighet och framtagning av en genomtänkt lösning är att underlätta förändringen så att tiden från förnekelse till acceptans minskar och de negativa reaktionerna blir svagare. Ett mål i förändringsprocessen är att de flesta av medarbetarna är i slutet av fjärde stadiet (Depression) eller i början av femte (Acceptans) när de flyttar in i de nya lokalerna eller tillämpar det nya arbetssättet. Är majoriteten i ett tidigare skede i sin resa kommer medarbetarna att hitta egna överenskommelser som är kompromisser mellan det tilltänkta och det tidigare arbetssättet. Detta riskerar att underminera strategin, med konsekvensen att  denna fallerar. ## Fördjupa dig Vill du veta mer om på vilket sätt du kan skapa delaktighet i förändringsarbetet och vilka faktorer som är viktiga att ha i åtanke? Läs mer om vikten av medventenhet om förändringens omfattning , hur du kan förstå och hantera motstånd , vilka nivåer förändringen sker på och hur du undviker skendelaktighet. Här kan du även läsa mer om de andra principer som ingår i Workplace Adequacy TM Framework som arbetsplatsstrateger använder sig av. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Kübler-Ross, E. 1969. On Death and Dying, London, Routledge. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Inte högre status, men kanske avund att slippa… URL: https://sv.weoffice.eu/inte-hogre-status-men-kanske-avund-att-slippa-ga-till-kontoret/ ======================================================================== - Home / Artiklar / Inte högre status, men kanske avund att slippa gå till kontoret # Inte högre status, men kanske avund att slippa gå till kontoret Flexibelt arbetssätt Dela ## Blog I programmet Med Jon Koldenius & Melissa Gustafsson den 11 juni fördes ett spännande samtal om våra arbetsplatser efter pandemin. Samtalet avslutades med en obesvarad fråga om de som måste vara på kontoret för att kunna genomföra sina arbetsuppgifter, kommer ha högre eller lägre status i framtiden? Det är enkelt att förknippa positiva värdeord såsom frihet, eget ansvar och känsla av kontroll med distans- eller hybridarbete, samtidigt som platsbundenhet och 9-17 arbetstid kan kännas föråldrat idag. Men kommer behovet att vara på kontoret för att få jobbet gjort påverka vilken status tjänstemän tillskrivs? Sett ur mina ögon styrs behovet av att vara på plats för att få jobbet gjort av de förutsättningar som kommer med befattningen och påverkas av den kultur som råder inom organisationen. Mer konkret handlar de om tre olika aspekter – arbetets natur och våra aktiviteter, teamen samt medarbetar- och ledarskapet. Låt oss fokusera på dem en och en. Det ligger något i att många kan utföra merparten av sina individuella arbetsuppgifter på distans, men om vi intar inställningen att detta gäller alla, förenklar vi de diversifierade krav som ställs på personer i olika befattningar. Många tjänstemän är av olika skäl beroende av att ta sig till kontoret för att genomföra individuella arbetsuppgifter. Ta till exempel tjänstemän som jobbar med utveckling och projektleder tillverkning av fysiska produkter eller hanterar känslig information i form av kod, akter och andra handlingar. Dessa individer, behöver ta sig till arbetsplatsen på grund av de krav som arbetsuppgifterna ställer på dem. Och även innan pandemin fanns en skillnad mellan olika yrkesgrupper avseende hur mycket de var på kontoret. Exempelvis hade högt uppsatta säljare mindre krav på sig att vara på kontoret medan specialisters närvaro efterfrågades då de behövde finnas tillhands. Så för vissa influensrika positioner krävdes närvaro, medan för andra krävdes inte det. Denna skillnad avseende behov av närvaro bland personer med hög status kommer rimligen kvarstå även efter pandemin. Vidare gällande arbetets natur, behövs bra ergonomiska verktyg för effektivitet i arbetet. För att utföra många av våra arbetsuppgifter behöver vi oftast hantera information från olika källor. För att kunna göra det på ett effektivt och smidigt sätt, är vi beroende av visualiseringsytor – alltså skärmar. Och ju mer vi kommer från papper desto mer ökar behovet av skärmar då den informationen som tidigare kunde finnas framför oss fysiskt nu behöver projiceras någonstans. Den bärbara datorskärmen är oftast för liten för att man smidigt ska kunna jobba med t.ex. stora Excelark eller ritprogram. Sämre ergonomi kommer inte bara trötta ut kroppen och göra det besvärligt att ständigt zooma in och ut och hoppa mellan fönster, utan belastar knoppen då kapaciteten i våra kognitiva system (hjärnan) behöva gå åt sidoaktiviteter och att hålla mer information i huvudet istället för att processa den. Därför är den ergonomiska platsen fortfarande viktig för individuella krävande arbetsuppgifter samtidigt som alla (till exempel de som bor trångt) inte har förutsättningar att tillägna en yta till ett skrivbord med nödvändig utrustning hemma. Även denna aspekt är mindre relaterad till status. Om vi skiftar vårt fokus till teamen så är min gissning att det har funkat förhållandevis bra för etablerade team att jobba på distans under pandemin. Men när nya team sätts ihop eller när det sker rotationer inom befintliga team, behöver gruppen lära känna varandra och finna sina arbetsmetoder. Detta underlättas av att man ses! Och detta är än viktigare för grupper som jobbar väldigt nära varandra såsom agila teams. Gällande denna punkt ser jag inte heller en tydlig koppling mellan behovet som teamet har av att vara på kontoret och status. Till sist är även medarbetar- och ledarskapet viktigt när det kommer till möjligheten att jobba på distans, men kopplingen till status är inte självklart här heller. Även om den allmänna uppfattningen bland anställda tycks vara att det har varit skönt att slippa lägga ner tid på att ta sig till och från kontoret och att hemmet erbjudit bättre möjlighet till fokus, har andra sökt sig till kontoret för att det ger dem en struktur och balans mellan arbete och privatliv. Medarbetarna tycker olika och behöver olika förutsättningar för att må, trivas och kunna prestera på ett bra sätt! Och detta gäller även chefer i deras ledarskap. Alla upplever inte att det är effektivt att enbart leda på distans. Distansledarskapet försvåras när arbetet är mer komplext, om medarbetaren inte är självständig i sitt arbete – exempelvis vid nyanställning – och om ledaren har svårt att kommunicera, delegera och följa upp samt stötta och se sina medarbetare på distans. Det är ingen tvekan om att flexibiliteten i arbetslivet kommer att vara högre efter pandemin än innan och att den framåt kommer att fortsätta öka i takt med att den tekniska utvecklingen möjliggör andra sätt att mötas, samarbeta och hantera information. Ännu fyller dock kontoret en viktig funktion. Hur mycket medarbetarna besöker det är inte ett självändamål i sig. Det som är viktigt är att medarbetarna får rätt förutsättningar att utföra sina arbetsuppgifter – oavsett var de är – , vilket i längden är betydelsefull för att medarbetaren ska kunna växa, trivas och må bra. Eventuell skillnad i status avseende var arbetet utförs är underställd dessa övergripande socialt och organisatoriska effekter. Men visst kan en persons möjlighet till flexibilitet avseende plats vid första anblicken väcka avund hos den som är mer platsbunden men önskar annat. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Rapporten – Kontor och arbetssätt efter pandemin URL: https://sv.weoffice.eu/kontor-och-arbetssatt-efter-pandemin/ ======================================================================== - Home / Artiklar / Rapporten – Kontor och arbetssätt efter pandemin # Rapporten – Kontor och arbetssätt efter pandemin Flexibelt arbetssätt Dela ## Blog ## Bakgrund till studien – Kontor och arbetssätt efter pandemin Under kvartal två och tre 2021 samlade vi data från åtta organisationer för att besvara frågeställningar avseende hur vårt arbetssätt kan komma att förändras efter pandemin. Organisationer som ingick i studien var verksamma både inom den privata och offentliga sektorn. Nedan kan du ta del av en kort introduktion till studien. Om du är nyfiken att ta del av rapporten, kan du ta del av den genom att fylla i dina kontaktuppgifter nedan. ## Introduktion – varför frågorna viktiga Pandemins intåg kom att förändra en hel del avseende tjänstemäns arbetssätt. Omställning till ökad flexibilitet i var arbete utförs var i och för sig inget nytt. Inte heller var distansarbete ett okänt fenomen. Under en längre tid har flexibiliteten avseende vårt arbetssätt ökat och tjänstemän har även arbetat på distans när arbetet krävt det eller när distansarbetet underlättat balansen mellan arbete och privatliv. Men däremot blev omfattningen av distansarbetet och vidden av arbetsuppgifter som kom att utföras på distans mycket högre över en natt. Nu när vi börjar återvända till kontoret ställer sig många frågorna:  Vad gör vi nu? Tillbaka till kontoret eller fortsätta på distans? De frågeställningar som hos organisationer bygger upp till ett svar på dessa frågor är på ett eller annat sätt relaterade till frågeställningar om  hur man med ett beslut om framtida arbetssätt blir en attraktiv arbetsgivare som kan rekrytera och behålla personal ,  hur man bygger teamkänsla och känsla av samhörighet ,  hur man säkerställer kompetensöverföring  samt  hur man behåller sin konkurrenskraft och sin relevans för de marknader eller personer man verkar för ? Denna rapport gör anspråk på att besvara dessa frågeställningar. I denna rapport återges dels beskrivande resultat – hur chefer och medarbetare svarat på specifika frågor – men också statistiska samband gällande vilka aspekter som är relaterade till varandra – exempelvis vad bidrar till att medarbetare mer eller mindre vill ha sin fasta arbetsplats hemma? Vilken typ av aktiviteter ska kontoret stödja för att attrahera medarbetare till kontoret? Vilket stöd krävs för att medarbetare ska kunna vara produktiva och kreativa när de arbetar på distans? ## Data till studien Data till denna studie har samlats in av Aram Seddigh genom WeOffice:s kartläggningsplattform. Aram Seddigh har även varit ansvarig för databearbetning, statistiska analyser och rapportens utformning. Aram är fil. dr. i arbets- och organisationspsykologi där hans avhandling handlade om hur olika typer av kontor och arbetssätt påverkar medarbetares hälsa och produktivitet. Han är även ekonom och leg. psykolog. Idag är Aram Seddigh VD och arbetsplatsstrateg på WeOffice AB. Förutom framtagning av arbetsplatsstrategier och att erbjuda konsultativa tjänster till organisationer som ser över sin kontorsmiljö och arbetssätt, erbjuder Aram även föreläsningar och workshops i ämnen relaterade till arbetsmiljö och arbetssätt. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vad kostar en kontorsanpassning 2026? Fyra… URL: https://sv.weoffice.eu/kontorsanpassning-kostnad-2026/ ======================================================================== - Home / Artiklar / Vad kostar en kontorsanpassning 2026? Fyra tidiga beslut som avgör budgeten # Vad kostar en kontorsanpassning 2026? Fyra tidiga beslut som avgör budgeten Workplace insights Dela ## Blog JLL:s globala guide visar att kostnaden för en kontorsanpassning inte avgörs när projektet ska upphandlas, utan när de första strategiska valen görs. För svenska beställare är den viktigaste insikten att kontorstyp, teknisk ambitionsnivå, energikrav och ombyggnadsomfattning måste definieras tidigt, annars blir budgeten reaktiv i stället för styrbar. ## Stabilare marknad betyder inte enklare budgetbeslut JLL visar att kostnaderna för kontorsanpassning globalt har ökat med cirka 2 till 6 procent det senaste året. Efter tidigare kraftiga svängningar har marknaden stabiliserats något, men det betyder inte att projekten blivit enklare. Osäkerheten finns kvar i flera led: energipriser, materialkostnader, arbetskraft, leveranstider och ökade krav på digital infrastruktur. Det gör att gamla budgetmodeller, där man lutar sig mot standardnivåer eller tidigare projekt, blir allt mindre tillförlitliga. För svenska kontorsprojekt är slutsatsen tydlig. Det går inte längre att designa först och budgetera sen. ## 1. Kontorstypen sätter budgetramen långt före designen En av rapportens viktigaste slutsatser är att kontorstypen är en av de största kostnadsdrivarna i ett kontorsprojekt. JLL visar att skillnaden kan vara upp till 30 procent beroende på typologi, ambitionsnivå och teknisk nivå. Det är avgörande därför att många projekt fortfarande börjar i uttryck, material eller inspirationsbilder. Men ett kontor för koncentrerat arbete kräver andra prioriteringar än ett kontor för samarbete, lärande och kundmöten. Om den skillnaden inte är tydlig från början påverkas hela projektets ekonomi. Det är därför arbetsplatsstrategi inte är ett förarbete vid sidan av projektet. Den är en förutsättning för att välja rätt investering. För organisationer som samtidigt omprövar huvudkontorets roll, storlek eller läge blir det också avgörande att definiera vilken funktion huvudkontoret ska fylla och hur mycket yta den faktiskt kräver . ## 2. Tekniknivån måste kopplas till faktisk verksamhetsnytta Teknik är i dag en av de mest kostnadsdrivande delarna i ett modernt kontor. JLL lyfter särskilt systemintegration, digital infrastruktur, skalbarhet och AI-beredskap. Det betyder inte att varje organisation ska bygga för maximal teknisk nivå. Det betyder att teknikfrågan måste definieras tidigt och kopplas till hur verksamheten faktiskt ska arbeta. När tekniska krav hanteras sent ökar kostnaderna snabbt. Då blir projektet lätt en kombination av sena tillägg, svag helhet och investeringar som inte fullt ut kan motiveras av användningen. ## 3. Energifrågan påverkar mer än driftkostnaden Energiperspektivet handlar inte längre bara om framtida drift. Det påverkar val av system, installationsnivå, material, ombyggnadsgrad och i vissa fall hur mycket av befintlig lösning som bör behållas. Det innebär att energifrågan måste in i tidigt skede tillsammans med funktion, budget och klimatlogik. Annars riskerar projektet att bli överprojekterat eller obalanserat, med högre investering än nödvändigt. I praktiken behöver beställaren kunna väga energiprestanda mot användbarhet, framtida flexibilitet och kostnad i samma underlag. Det betyder också att ombyggnadsnivå, materialutbyte och återbruk behöver vägas mot både klimatpåverkan och investeringsnivå innan lösningen låses. ## 4. Ombyggnadsnivån är ofta den underskattade kostnadsdrivaren Många kostnadsproblem uppstår inte därför att enstaka produkter blivit dyrare, utan därför att projektet får för hög ombyggnadsnivå i relation till nyttan. Det kan handla om fler byten än nödvändigt, mer komplex teknik än verksamheten behöver eller ett koncept som driver omfattande ingrepp utan tydlig effekt. Det är här många organisationer skulle tjäna på att pröva flera scenarier tidigt: vad händer om vi bygger om mindre, vad händer om vi väljer en annan typologi, och vilka investeringar ger faktiskt bättre arbetsplatsstöd? ## Vanliga misstag som driver upp budgeten Det finns några återkommande misstag i kontorsanpassningar: - arbetsplatsens funktion definieras för sent - kontorstypen väljs implicit i stället för medvetet - tekniknivå beslutas utan tydlig koppling till arbetssätt och affärsnytta - energifrågan behandlas separat från projektets övriga val - budget sätts som en siffra i stället för som ett realistiskt spann mellan olika scenarier Konsekvensen blir att projektet ofta ser kontrollerat ut på ytan men blir svårstyrt när detaljerna börjar låsas. ## Så ser ett bättre beslutsunderlag ut innan projektering startar Om kostnaden ska gå att styra behöver beställaren kunna jämföra alternativ innan ritningar, teknikpaket och materialnivåer är låsta. Ett bättre underlag innehåller därför ofta: - tydlig arbetsplatslogik och definierad typologi - scenarier för ambitionsnivå, teknik och ombyggnadsgrad - realistiska kostnadsspann, inte bara ett riktpris - koppling mellan investering, verksamhetsnytta och framtida flexibilitet Det är precis i det skedet WeOffice brukar göra störst skillnad: när ett projekt behöver arbetsplatsanalys , tydlig kravbild och scenariojämförelser innan kostnaderna börjar springa i olika riktningar. När osäkerheten gäller kapacitet och yta blir underlaget också bättre om organisationen först prövar hur man kan dimensionera kontoret utifrån faktisk närvaro och rätt aktiviteter i stället för gamla normtal. ## Fyra frågor att ställa innan nästa beslut om kontorsanpassning tas - Vilken arbetsplats ska kontoret faktiskt stödja? - Vilken teknisk nivå ger verklig nytta, och vilken ger mest komplexitet? - Hur mycket ombyggnad krävs för att nå rätt funktion? - Vilket kostnadsspann följer av olika typologier och ambitionsnivåer? De organisationer som kan svara tydligt på de frågorna får bättre kontroll över både investering och slutresultat. ## Slutsats: kostnadskontroll börjar med rätt beslut, inte med sena besparingar JLL:s guide visar en marknad där kostnaderna inte längre skenar, men där komplexiteten har ökat. För svenska kontorsprojekt betyder det att budgetfrågan måste in tidigt, tillsammans med arbetsplatsstrategi, energilogik och teknisk nivå. Det är betydligt lättare att styra ett projekt genom bättre val från början än att försöka spara pengar när projektet redan är definierat på fel sätt. **Källa:** JLL Research, Global office fit-out costs guide 2026 , publicerad 2026-04-16. Nästa steg ## Behöver ni ett tydligare nästa steg? Ska ni starta en kontorsanpassning eller flytt och behöver förstå vad som faktiskt driver investeringen? WeOffice hjälper er att ta fram ett beslutsunderlag som jämför typologi, tekniknivå, energikrav och ombyggnadsgrad innan projektering startar, så att ni kan välja rätt budgetnivå och rätt lösning från början. ## FAQ ### Vad driver kostnaden i en kontorsanpassning mest? De största kostnadsdrivarna avgörs ofta tidigt: kontorstyp, tekniknivå, energikrav och hur omfattande ombyggnaden blir. Därför behöver budgeten styras genom tidiga vägval, inte genom sena besparingar. ### Varför räcker det inte att budgetera senare i projektet? När typologi, tekniska krav och ombyggnadsnivå lämnas otydliga från början blir projektet reaktivt. Då ökar risken för sena tillägg, svagare prioriteringar och en budget som tappar kopplingen till verksamhetsnyttan. ### Hur får man bättre kontroll över budgeten från start? Ett bättre upplägg är att jämföra scenarier för arbetsplatslogik, teknik, energi och ombyggnadsgrad innan projektering låses. Då går det att välja rätt ambitionsnivå med tydligare koppling till verksamhetens behov. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Kontoret är fortfarande ofta för bullrigt… URL: https://sv.weoffice.eu/kontorsbuller-fokusarbete-akustik/ ======================================================================== - Home / Artiklar / Kontoret är fortfarande ofta för bullrigt. Därför blir akustik en styrfråga # Kontoret är fortfarande ofta för bullrigt. Därför blir akustik en styrfråga Arbetsplatsstrategi Dela ## Blog Kontorsbuller behandlas fortfarande ofta som en trivselfråga som kan lösas senare. Det är ett misstag. Nya data sammanställda av OFFICE ROXX visar i stället att akustiska störningar påverkar koncentration, stress och möjligheten att använda kontoret för verkligt fokusarbete, vilket gör frågan direkt relevant för arbetsplatsstrategi, zonering och nästa kontorsbeslut. ## Därför blir buller i kontor ofta underskattat I många kontorsprojekt får akustik en märklig status. Den nämns tidigt, men behandlas sent. Först diskuteras yta, beläggning, möteslogik, samarbetszoner och designuttryck. Bullerfrågan kommer ofta in först när layouten redan är bestämd, när budgeten redan är låst eller när irritationerna efter inflyttning blivit svåra att ignorera. Det gör att problemet ofta tolkas för smalt. Dålig kontorsakustik är inte bara en fråga om ljudnivå i största allmänhet. Det är en fråga om huruvida kontoret faktiskt kan bära fokusarbete, känsliga samtal, snabb växling mellan uppgifter och rimlig återhämtning under arbetsdagen. Det är också därför frågan behöver kopplas till arbetsplatsstrategi och arbetsplatsanalys i stället för att lämnas som ett sent teknikspår. ## Vad underlaget faktiskt visar om kontorsbuller och fokusarbete OFFICE ROXX sammanfattar flera tydliga datapunkter om hur buller upplevs i kontorsmiljöer. 86 procent uppger att de påverkas av akustiska störningar i kontoret. 56 procent säger att koncentrationen försämras. 32 procent reagerar med huvudvärk. Samtidigt uppger bara 17 procent att de har tillräckligt lugn för fokuserat och effektivt arbete, medan 60 procent av företagen fortfarande inte planerar några investeringar i bättre rumsakustik. Det gör två saker tydliga. - Problemet är inte marginellt eller begränsat till några få känsliga användare. - Många organisationer har fortfarande ett glapp mellan hur viktig fokusförmågan är och hur lite akustikfrågan prioriteras i praktiken. För beslutsfattare är det den kombinationen som spelar roll. Om kontoret förväntas bära mer samordning, fler hybridmöten och större variation i arbetsuppgifter, men samtidigt inte ger tillräckligt lugn för koncentrerat arbete, så blir kontoret snabbt sämre än planerat även om layouten ser genomtänkt ut på ritning. ## Varför akustik är en arbetsplatsstrategisk fråga, inte bara en teknisk detalj När ljudmiljön fungerar dåligt påverkas inte bara upplevelsen av arbetsmiljön. Det påverkar också vilka aktiviteter människor väljer att göra på plats, hur länge de stannar i vissa miljöer och hur mycket friktion som byggs in i vardagen. Det är därför bullerfrågan måste kopplas till vad kontoret faktiskt ska användas till. Om arbetsplatsen ska stödja analys, koncentrerad granskning, projektarbete, spontana möten och social energi i samma miljö räcker det inte att fråga om kontoret är öppet eller snyggt. Frågan är om olika arbetsmiljöer har rätt akustisk logik för olika uppgifter. Det är nära besläktat med hur organisationer behöver tänka när de omprövar huvudkontorets roll i hybridtid . Ett kontor som främst optimeras för närvaro eller generell öppenhet kan se effektivt ut, men ändå fungera svagt när människor behöver fokusera, tolka komplex information eller fatta bättre beslut tillsammans. ## Vanliga misstag när akustik hanteras för sent - Organisationen låser layouten innan den har definierat vilka arbetsuppgifter som kräver verklig arbetsro. - Samarbetszoner, genomgångsytor och fokusmiljöer placeras för nära varandra utan tydlig zoneringslogik. - Buller behandlas som en möblerings- eller materialfråga i stället för som en fråga om hur arbetet ska fungera. - Projektet mäter framgång i yteffektivitet eller beläggning men inte i hur väl kontoret stödjer koncentration. - Akustikåtgärder skjuts upp tills problemen redan slagit igenom i stress, irritation eller svagare användning av kontoret. I praktiken gör dessa fel att kontoret måste korrigeras senare, ofta dyrare och med sämre precision än om frågan hade hanterats tidigt. ## Så ser ett bättre beslutsunderlag ut innan nästa kontorsförändring Ett bättre beslutsunderlag börjar inte med vilka akustikpaneler som ska köpas. Det börjar med att definiera vilka situationer som måste fungera utan onödig störning. Först då går det att avgöra vilka zoner som behöver stark avskärmning, vilka som kan bära mer aktivitet och vilka kompromisser som faktiskt är rimliga. Det underlaget bör minst innehålla: - en bild av vilka arbetsuppgifter som kräver låg distraktion, hög sekretess eller längre koncentrationsperioder - en karta över var dagens störningar uppstår och vilka miljöer som skapar mest vardagsfriktion - en zoneringsprincip för hur fokus, samarbete, rörelse och möten ska skiljas åt - en prioritering av vilka åtgärder som ger störst förbättring snabbast - en koppling mellan akustik, layout och förändringsledning så att nya arbetssätt faktiskt går att använda i praktiken Det är också här frågan knyts till investering och genomförande. Om akustik inte definieras som en del av kontorets funktionskrav riskerar även nästa kontorsanpassning att bygga in samma problem i ny form. ## Fyra frågor att ställa innan ni låser nästa lösning - Vilka arbetsmoment tappar mest kvalitet när kontoret är för bullrigt? - Vilka delar av kontoret behöver verklig arbetsro varje dag, inte bara ibland? - Var uppstår den största kollisionen mellan fokusarbete och rörelse, möten eller spontan interaktion? - Vilka akustik- och zoneringsåtgärder skulle förbättra kontorets användbarhet snabbast? Nya data om kontorsbuller visar att akustik inte längre kan behandlas som en sen komfortfråga. Om fokusarbete, återhämtning och arbetsro ska fungera behöver bullerfrågan in i själva beslutslogiken för kontoret. Det är först då organisationen kan avgöra vilka miljöer som ska skyddas, vilka som kan bära mer aktivitet och vilka investeringar som faktiskt förbättrar arbetsplatsens funktion. Källa: OFFICE ROXX, Tag gegen Lärm 2026: Im Büro ist es weiterhin oft zu laut , publicerad 2026-04-29. Nästa steg ## Behöver ni fatta snabbare beslut om akustik, zonering och fokusarbete? WeOffice hjälper organisationer att ta fram ett beslutsunderlag där arbetsmiljö, layout, arbetsplatsstrategi och arbetsplatsanalys vägs ihop. Det gör det lättare att se vilka akustikproblem som är mest affärskritiska, vilka åtgärder som bör tas först och hur nästa kontorsförändring kan ge bättre arbetsro utan att låsa fel lösning. Arbetsplatsstrategi Arbetsplatsanalys ## FAQ ### Är kontorsakustik främst en trivselfråga? Nej. Akustik påverkar koncentration, stress, arbetsro och hur väl olika arbetsuppgifter faktiskt kan utföras i kontoret. ### Räcker det att lägga till några ljuddämpande material senare? Ofta inte. Om layout, rörelseflöden och zonering redan är fel definierade behöver problemet lösas på en mer strukturell nivå än bara med sena materialtillägg. ### När bör akustikfrågan in i ett kontorsprojekt? Akustik bör definieras tidigt, samtidigt som organisationen beslutar vilka arbetsmönster, zoner och funktionskrav kontoret ska bära. ### Hur hänger akustik ihop med arbetsplatsstrategi? Akustik blir strategisk när den påverkar vilka aktiviteter som kan göras på plats, hur människor använder olika miljöer och om kontoret faktiskt stödjer verksamheten. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Kontorslayout påverkar mer än trivsel. Det… URL: https://sv.weoffice.eu/kontorslayout-halsa-produktivitet/ ======================================================================== - Home / Artiklar / Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar # Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar Arbetsplatsstrategi Dela ## Blog I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för att arbeta bra. Den här studien är värdefull just därför att den bygger på post-occupancy-utvärdering i stor skala. Den jämför tre breda layouttyper, `ABW`, `Hive` och `Cell`, och kopplar dem till upplevd nöjdhet, hälsa och produktivitet. Slutsatsen är inte att en modell vinner överallt. Slutsatsen är att layout alltid innebär en tydlig prioritering. ## Vad studien faktiskt visar om ABW, öppna miljöer och cellkontor Studien visar att `ABW`-miljöer generellt gav högre nöjdhet än både `Hive` och `Cell` på flera viktiga områden. Det gällde bland annat ytor för pauser, samspel med kollegor, möjlighet till samarbete, luftkvalitet och byggnadens estetik. `ABW` var också kopplat till högre nöjdhet med den övergripande arbetsplatskomforten och den övergripande byggnadsupplevelsen, samt till något bättre upplevd produktivitet och hälsa. Samtidigt visar resultaten något som ofta försvinner i marknadsföringen av aktivitetsbaserade kontor. `Cell`-layouter gav högre nöjdhet när det gällde ljudmässig och visuell integritet. Det är logiskt, men också strategiskt viktigt. Det betyder att organisationer inte kan behandla variation och öppenhet som universella kvaliteter utan att samtidigt hantera behovet av avskildhet. I praktiken pekar studien mot tre tydliga insikter: - layout som stödjer samarbete och valfrihet kan lyfta totalupplevelsen av arbetsplatsen - privata eller mer avgränsade miljöer är fortfarande starkare när arbetet kräver lugn och integritet - ett bra kontor måste därför byggas som en kombination av olika lägen, inte som en renodlad layoutideologi ## Vad betyder detta för svenska kontorsprojekt? För svenska beslutsfattare betyder resultaten att layoutfrågan bör hanteras som en portfölj av arbetssituationer. Om kontoret ska bära projektarbete, spontana möten, social energi och lärande behöver det finnas tillräckligt med ytor som gör detta enkelt. Men om samma kontor också ska bära fördjupning, koncentration, känsliga samtal och individuellt ansvar går det inte att lösa med enbart öppna miljöer och bokningslogik. Det är där arbetsplatsstrategi blir avgörande. Ett kontor fungerar bättre när organisationen först beskriver vilka arbetsmönster som är kritiska, hur ofta de uppstår och vilken typ av miljö de kräver. Först därefter går det att avgöra hur mycket av kontoret som bör vara öppet, delat, flexibelt eller mer avskilt. ## Varför nöjdhet och produktivitet inte följer samma logik som integritet En viktig lärdom från studien är att människor kan vara mer nöjda med helheten i en `ABW`-miljö samtidigt som integritetsfrågorna är bättre lösta i `Cell`-miljöer. Det innebär att organisationer inte ska jaga en layout som maximerar allt samtidigt. I stället behöver de förstå vilka konflikter som finns mellan samarbete, upplevd energi, fokus och privathet. Detta påverkar också hur projekt ska utvärderas efter inflyttning. Om framgång bara mäts i beläggning eller spontan interaktion kan viktiga kvalitetsbrister döljas. Om uppföljningen däremot också fångar ljudmiljö, visuell integritet, upplevd hälsa och faktisk användbarhet blir det tydligare om layouten verkligen stödjer verksamheten. ## Vanliga misstag organisationer gör när layouten ska bestämmas - De väljer kontorslayout utifrån trend eller symbolvärde i stället för utifrån arbetsmönster. - De tolkar aktivitetsbaserat arbetssätt som att fasta eller avskilda miljöer nästan alltid ska minskas. - De underskattar hur starkt ljudmässig och visuell integritet påverkar upplevelsen av arbetsmiljön. - De blandar ihop hög interaktion med hög produktivitet utan att testa vilka uppgifter som faktiskt störs. - De följer inte upp layoutbeslut med post-occupancy-utvärdering efter inflyttning. ## Hur ser ett bättre beslutsunderlag ut innan layouten låses? Ett bättre beslutsunderlag för kontorslayout börjar med att kartlägga vilka arbetslägen som kontoret ska bära och vilka miljökrav som följer av dem. Först därefter kan layoutdiskussionen bli konkret nog att styra investering, ytfördelning och förändringsledning. Det beslutsunderlaget bör minst innehålla: - en tydlig beskrivning av hur stor del av arbetet som kräver samarbete, koncentration respektive integritet - en princip för vilka miljöer som måste vara lätt tillgängliga varje dag och vilka som kan delas eller bokas - en analys av vilka integritetsrisker som blir affärskritiska om de hanteras för svagt - en plan för hur layoutens effekt på nöjdhet, hälsa och produktivitet ska följas upp efter inflyttning - en avvägning mellan flexibilitet och stabilitet, så att kontoret inte blir varken för stelt eller för diffust Frågor att ställa innan beslut fattas: - Vilka arbetsuppgifter kräver verklig ljudmässig eller visuell integritet? - Vilka aktiviteter vinner mest på öppna eller delade miljöer? - Hur många arbetsmiljöer måste kunna användas utan bokningsfriktion varje dag? - Vilka grupper riskerar att tappa mest produktivitet om layouten blir för öppen? - Hur ska vi mäta om den valda layouten faktiskt förbättrar arbetsplatsens funktion efter inflyttning? ## Slutsats: rätt kontorslayout handlar om rätt balans, inte rätt etikett Studien visar att kontorslayout påverkar mer än trivsel. Den påverkar hur människor upplever hälsa, komfort, samarbete, fokus och den totala användbarheten i kontoret. `ABW` kan ge starkare totalupplevelse och bättre stöd för samspel, men mer avskilda layouter har fortfarande ett tydligt övertag när det gäller integritet. För organisationer som står inför nytt arbetsplatskoncept, flytt eller större ombyggnad är slutsatsen därför tydlig: välj inte layout som identitetssignal. Välj layout som en medveten balans mellan olika arbetslägen. Det är först då kontoret kan bli både effektivt, trovärdigt och hållbart över tid. Den här studien visar att ett bättre kontor inte skapas genom att kopiera en populär layoutmodell. Det skapas genom att väga samarbete, integritet, hälsa och upplevd produktivitet mot varandra i ett tydligt beslutsunderlag. För svenska beställare betyder det att layoutfrågan måste avgöras med större precision innan design, ytfördelning och förändringsarbete låses. Källa: Candido C., Zhang J., Kim J., de Dear R., Thomas L., Strapasson P., Joko C., Impact of workspace layout on occupant satisfaction, perceived health and productivity, Proceedings of 9th Windsor Conference: Making Comfort Relevant , 2016. Nästa steg ## Behöver ni ett tydligare nästa steg? Behöver ni fatta bättre beslut om hur kontoret ska balansera samarbete, fokus och integritet? WeOffice hjälper organisationer med arbetsplatsstrategi , arbetsplatsanalys och interior design så att kontorslayouten bygger på verkliga arbetsmönster och inte på generella antaganden. Arbetsplatsstrategi Arbetsplatsanalys Interior design ## FAQ ### Hur påverkar kontorslayout hälsa och produktivitet? Olika layouter stödjer olika utfall. Öppnare och aktivitetsbaserade miljöer kan stärka samarbete och totalupplevelse, medan mer avskilda miljöer ofta fungerar bättre när arbetet kräver integritet, lugn och koncentration. ### Betyder studien att en layoutmodell alltid är bäst? Nej. Poängen är tvärtom att ingen layout maximerar allt samtidigt. Rätt beslut kräver att organisationen väger samarbete, fokus, integritet och användbarhet mot varandra i stället för att välja layout som identitetssignal. ### Vad behövs innan layouten låses? Det behövs ett beslutsunderlag som visar vilka arbetslägen kontoret ska bära, vilka miljöer som måste vara lätt tillgängliga och hur effekten på hälsa, nöjdhet och produktivitet ska följas upp efter inflyttning. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Kontorslayout påverkar produktivitet först när… URL: https://sv.weoffice.eu/kontorslayout-produktivitet/ ======================================================================== - Home / Artiklar / Kontorslayout påverkar produktivitet först när arbetssätten är tydliga # Kontorslayout påverkar produktivitet först när arbetssätten är tydliga Arbetsplatsstrategi Dela ## Blog Debatten om kontorslayout fastnar ofta i frågan om öppet eller stängt. Forskningen pekar på en mer användbar slutsats. Produktiviteten påverkas inte främst av en etikett på planlösningen, utan av hur väl kontorslayouten är kopplad till de arbetssätt, koncentrationskrav och samarbetsbehov som verksamheten faktiskt har. ## Därför blir frågan om kontorslayout och produktivitet ofta för förenklad I många projekt behandlas layout som om den hade en enkel, direkt effekt på prestation. Antingen antas öppna miljöer driva samarbete och därmed produktivitet, eller så antas cellkontor ge mer fokus och därmed bättre resultat. Problemet är att den typen av resonemang hoppar över ett avgörande steg: vad människor faktiskt gör under arbetsdagen. Barry Haynes litteraturöversikt är värdefull just därför att den inte landar i ett enkelt segrare-narrativ. Den visar i stället att sambandet mellan kontorslayout, arbetssättsmönster och produktivitet ofta är svagt definierat när layoutfrågan diskuteras för isolerat. Det gör artikeln direkt relevant för organisationer som står inför flytt, ombyggnad eller nytt arbetsplatskoncept. Om arbetssätten inte är definierade först blir layoutfrågan mer symbolisk än styrbar. ## Vad översikten faktiskt säger om layout och produktivitet Källan pekar på två huvudspår. Det ena gäller den klassiska diskussionen mellan öppna och mer avskilda kontor. Det andra gäller matchningen mellan kontorsmiljön och olika arbetssätt. Översiktens viktigaste slutsats är att produktivitetsvinster inte uppstår genom layouten i sig, utan när layouten faktiskt stödjer de arbetssätt som ska få plats. Det är en viktig precisering. Produktivitet påverkas alltså inte bara av hur mycket människor ser varandra eller hur mycket golvyta som sparas. Den påverkas av om kontoret ger rätt kombination av gemensamma ytor, privat arbetsro och realistisk rörelse mellan olika arbetsmiljöer. Det är också därför arbetsplatsanalys behöver komma före layoutlåset. Om organisationen inte vet vilka arbetssätt som är mest kritiska kommer den heller inte att kunna avgöra vilken layout som faktiskt är funktionell. ## Öppet eller avskilt är fel fråga om arbetssätten inte är definierade När projekt låser sig i en debatt om öppenhet eller cellkontor blir resultatet ofta sämre än planerat. Det beror inte på att någon av modellerna alltid är fel, utan på att valet görs innan verksamhetens behov har brutits ner till konkreta användningssituationer. En del arbetsuppgifter vinner på snabb interaktion, korta avstämningar och synlighet. Andra kräver låg distraktion, hög integritet och längre koncentrationsperioder. Om båda typerna av arbete ska få plats i samma kontor behöver layouten fungera som en medveten balans mellan privata och gemensamma ytor. Det är samma logik som redan syns i frågan om hur huvudkontoret används i hybridtid . Kontoret blir starkt först när organisationen vet vilka lägen som måste stödjas och varför. ## Varför produktivitet måste förstås tillsammans med arbetssätt Haynes pekar på att många diskussioner om produktivitet fortfarande lider av otydliga definitioner. Det är fortfarande sant i praktiken. I ett kontorsprojekt kan produktivitet betyda allt från individuell genomströmning till snabbare beslut, färre avbrott, mer lärande eller bättre koordinering i team. Om organisationen inte definierar vilken typ av prestation den vill stödja blir det svårt att avgöra om layouten är rätt. En miljö som ökar spontan kontakt kan vara positiv för projektarbete men samtidigt svag för fördjupad analys. En mer avskild miljö kan stärka fokus men försämra informell koordinering om den används fel. Det gör att layoutfrågan måste behandlas som ett scenarioarbete, inte som en smakfråga. ## Vanliga misstag när layoutbeslut tas för tidigt - Organisationen väljer layout utifrån trend, symbolvärde eller benchmark i stället för utifrån arbetssätt. - Den antar att öppenhet automatiskt förbättrar produktiviteten. - Den använder ordet produktivitet utan att definiera vilka resultat som avses. - Den underskattar behovet av både privata och gemensamma ytor i samma kontor. - Den låser möblering, ytfördelning och rörelseflöden innan funktionskraven är tillräckligt tydliga. Konsekvensen blir ofta att kontoret behöver korrigeras efter inflyttning, när justeringarna är dyrare och mer begränsade. ## Så ser ett bättre beslutsunderlag ut innan layouten låses Ett bättre beslutsunderlag börjar med att beskriva arbetssättsmönstren vecka för vecka. Först därefter går det att avgöra hur mycket av kontoret som bör stödja fördjupning, samarbete, improviserade avstämningar, projektarbete eller individuellt ansvar. Det beslutsunderlaget bör minst innehålla: - en bild av vilka arbetsuppgifter som kräver låg distraktion respektive hög interaktion - en tydlig definition av vilka produktivitetsmål som kontoret ska stödja - en princip för balansen mellan privata ytor och gemensamma arbetsmiljöer - en koppling mellan layoutval, kontorsanpassning och genomföranderisk - en plan för hur layoutens effekt ska följas upp efter inflyttning Det är där WeOffice blir relevant. När layouten ska översättas till verkligt genomförbara beslut behövs ofta arbetsplatsstrategi , arbetsplatsanalys och tydliga designavvägningar innan design och budget låses. ## Fyra frågor att ställa innan nästa layoutbeslut tas - Vilka arbetssituationer kräver verklig arbetsro, och hur ofta uppstår de? - Vilka aktiviteter behöver närhet och spontan samordning för att fungera bättre? - Hur mycket privat respektive gemensam yta behövs för att stödja båda dessa lägen? - Vilka layoutbeslut blir dyra att rätta till efter inflyttning om de skjuts upp nu? Forskningen visar inte att en viss etikett på planlösningen automatiskt skapar högre produktivitet. Den visar något mer användbart: kontorslayout fungerar bättre när den är kopplad till rätt arbetssätt. För organisationer som ska fatta beslut om kontor betyder det att arbetets logik måste definieras före layoutens form. Annars riskerar projektet att låsa fel balans mellan fokus, samarbete och användbarhet. Källa: Haynes B., The Impact of Office Layout on Productivity , Journal of Facilities Management , 2008. Nästa steg ## Behöver ni fatta bättre beslut om kontorslayout innan designen låses? WeOffice hjälper organisationer att koppla arbetsplatsstrategi , arbetsplatsanalys och layoutbeslut till verkliga arbetssätt. Det gör det lättare att definiera rätt balans mellan fokus, samarbete och ytfördelning innan investeringen går från idé till låst projekt. Arbetsplatsstrategi Arbetsplatsanalys ## FAQ ### Är öppet kontor alltid sämre för produktiviteten? Nej. Frågan är snarare vilka arbetssätt som ska stödjas. Öppnare miljöer kan fungera väl för vissa uppgifter men svagt för andra. ### Är cellkontor alltid bättre för fokus? Cellkontor ger ofta bättre avskildhet, men det betyder inte automatiskt att hela arbetsplatsen fungerar bättre om samarbete och koordinering blir för tungrodda. ### Varför räcker det inte att bara välja en modern layoutmodell? För att layouten först blir effektiv när den är kopplad till verkliga arbetsmönster, prestationskrav och en tydlig funktionslogik. ### När bör layoutfrågan avgöras i projektet? Tillräckligt tidigt för att styra budget, ytfördelning och design, men först efter att arbetssätten och produktivitetsmålen har definierats tydligt. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Fem signaler från USA:s kontorsmarknad som… URL: https://sv.weoffice.eu/kontorsmarknad-usa-signaler-2026/ ======================================================================== - Home / Artiklar / Fem signaler från USA:s kontorsmarknad som svenska lokalstrateger inte bör missa # Fem signaler från USA:s kontorsmarknad som svenska lokalstrateger inte bör missa Arbetsplatsstrategi Dela ## Blog JLL:s kvartalsuppdatering visar att leasingaktiviteten ökade med 7,6 procent jämfört med samma kvartal året innan, samtidigt som nettouthyrningen var positiv för tredje kvartalet i rad. Det är ett viktigt korrektiv till förenklade berättelser om att kontoret som arbetsplats har förlorat sin betydelse. Det som däremot händer är att efterfrågan blir mer selektiv. Företag är fortfarande beredda att investera i kontor, men bara när lokalen tydligt stödjer verksamheten och upplevs värd kostnaden. För svenska beslutsfattare betyder det att frågan inte främst är om kontoret behövs. Frågan är vilken roll det ska spela och hur den rollen översätts till rätt yta, rätt läge och rätt standard. ## 2. Lägre nyproduktion gör rätt alternativ mer sällsynta JLL lyfter att utvecklingsvolymen är den lägsta som bolaget någonsin har registrerat i sin data, samtidigt som ny byggstart låg mycket lågt under kvartalet. Marknaden justeras alltså inte bara genom efterfrågan, utan också genom lägre tillförsel. Det är en signal som också är relevant i Sverige. När färre projekt tillförs marknaden blir det dyrare att vara otydlig. Den organisation som väntar för länge med att definiera behov, prioriteringar och kompromisser riskerar att få färre relevanta alternativ att välja mellan. ## 3. Flight to quality betyder inte att allt premium är rätt Rapporten visar att hyror på jämförbara tillgångar ökade något under året och att stora leasingaffärer skedde på höga hyresnivåer. Marknaden belönar alltså inte allt lika. Den belönar rätt lokaler. Det är en viktig distinktion. För lokalstrategi innebär det att genomsnittshyror och breda marknadstal ofta säger för lite. Det avgörande är hur det egna behovet matchar det utbud som faktiskt efterfrågas. För många organisationer blir den strategiska frågan därför inte om kontoret ska vara billigare, utan om det ska vara mindre men bättre. Den frågan kräver arbetsplatsstrategi , inte bara marknadsbevakning. ## 4. Kapitalmarknaden signalerar både stress och möjlighet JLL noterar samtidigt ökad investeringsaktivitet och fortsatt stress i delar av marknaden. Det betyder att kontorsmarknaden just nu rymmer både osäkerhet och ompositionering. För hyresgäster och fastighetsägare innebär det att gamla antaganden om stabilitet inte räcker. Den som förstår var marknaden är pressad, var utbudet förbättras och vilka lägen som kan erbjuda bättre matchning får ett starkare förhandlingsläge än den som bara väntar ut läget. ## 5. Lokalstrategi måste bli mer aktiv än reaktiv Det viktigaste i JLL:s rapport är inte de enskilda talen. Det är mönstret. Kontorsmarknaden blir mer kvalitetsdriven, mer selektiv och mer beroende av att varje lokalbeslut har en tydlig funktion. Det betyder att lokalstrategi inte längre kan bygga på historiska normtal eller gamla antaganden om närvaro. Företag behöver bättre svar på frågor som: - Vilka arbetsmönster ska kontoret faktiskt stödja? - Hur mycket yta behövs utifrån faktisk användning? - Vilka kvaliteter är värda att betala för? - Vilka beslut behöver tas tidigt för att inte begränsa alternativen senare? ## Vanliga misstag när marknadssignaler ska översättas till lokalbeslut Många organisationer gör samma misstag även när de följer marknaden noga: - de utgår från historisk ytanvändning i stället för faktisk användning - de jämför lokaler främst utifrån hyra och inte utifrån funktion - de väntar för länge med att definiera prioriteringar - de låter fastighetsfrågan gå före verksamhetsfrågan - de förväxlar premium med affärsmässig relevans Konsekvensen blir ofta att organisationen antingen binder sig till fel yta eller missar bättre alternativ när marknaden rör sig. ## Så omsätts marknadssignaler i ett bättre beslutsunderlag Det som behövs i nästa steg är sällan mer marknadsinformation i sig. Det som behövs är ett tydligt underlag för att testa scenarier. I praktiken handlar det ofta om att jämföra: - mindre men bättre yta mot större men svagare matchning - centralt läge mot flera nav eller annan geografi - högre standard mot större flexibilitet - kortsiktig kostnadsbesparing mot långsiktig användbarhet Det är där WeOffice blir relevant. När lokalstrategin ska översättas till konkret beslut behövs ofta arbetsplatsanalys , scenariotestning och ett underlag som binder ihop verksamhetsbehov, marknad och arbetsplatslogik. ## Slutsats: kontorsmarknaden kräver färre antaganden och bättre beslut JLL:s rapport visar att kontorsmarknaden inte går tillbaka till ett gammalt normalläge. Den blir mer selektiv, mer funktionsstyrd och mer krävande för den som ska fatta beslut. För svenska organisationer betyder det att lokalstrategi måste bli mer precis. Den som definierar behov, prioriteringar och kompromisser tidigt får bättre förutsättningar att välja rätt lokal i rätt läge till rätt nivå. **Källa:** JLL Research, U.S. Office Market Dynamics, Q1 2026 , publicerad 2026-04-15. Nästa steg ## Behöver ni ett tydligare nästa steg? Behöver ni översätta marknadssignaler till ett konkret lokalbeslut? WeOffice hjälper er att testa scenarier för yta, läge, standard och huvudkontorsroll innan ni går vidare med sök, förhandling eller ompositionering, så att nästa beslut bygger på faktisk användning och tydliga prioriteringar. ## FAQ ### Vad säger USA:s kontorsmarknad om lokalstrategi i Sverige? Den visar att efterfrågan finns kvar men blir mer selektiv. För svenska organisationer betyder det att rätt yta, rätt läge och rätt kvalitetsnivå måste definieras med större precision tidigare i processen. ### Varför räcker det inte att följa genomsnittliga marknadstal? Genomsnittstal säger lite om hur väl det egna behovet matchar det utbud som faktiskt efterfrågas. Lokalstrategi behöver därför bygga på funktion, arbetsmönster och tydliga prioriteringar snarare än på breda marknadssiffror. ### Vad bör organisationer göra innan nästa lokalbeslut? De bör klargöra vilken roll kontoret ska spela, hur mycket yta som faktiskt behövs och vilka kvaliteter som är värda att betala för. Det ger ett starkare beslutsunderlag innan sök, förhandling eller ompositionering startar. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Kontorstyp påverkar mer än kostnad. Därför blir… URL: https://sv.weoffice.eu/kontorstyp-arbetstillfredsstallelse/ ======================================================================== - Home / Artiklar / Kontorstyp påverkar mer än kostnad. Därför blir öppet eller avskilt ett ledningsbeslut # Kontorstyp påverkar mer än kostnad. Därför blir öppet eller avskilt ett ledningsbeslut Arbetsplatsstrategi Dela ## Blog Diskussionen om öppna kontor drivs ofta av kostnad, flexibilitet och symbolvärde. Forskningen visar en mer krävande verklighet. När fler människor delar samma arbetsmiljö sjunker inte bara upplevelsen av välmående, utan också arbetstillfredsställelsen, vilket gör valet av kontorstyp till en strategisk fråga och inte bara ett fastighets- eller designbeslut. ## Därför blir valet av kontorstyp ofta för grunt Många organisationer behandlar kontorstyp som en fråga om yteffektivitet och kultur. Då blir valet mellan öppnare miljöer, delade rum och mer avskilda lösningar snabbt binärt. Antingen ska kontoret signalera öppenhet och samarbete, eller så ska det ge mer avskildhet och struktur. Det som ofta saknas är en tydlig diskussion om hur olika kontorstyper faktiskt påverkar upplevelsen av att arbeta där. Det är just där denna studie blir användbar. Den undersöker inte bara om människor gillar en viss kontorsform. Den testar också hur sambandet mellan kontorstyp och arbetstillfredsställelse delvis går via upplevd interaktion med kollegor och subjektivt välmående. Det gör resultatet mer praktiskt för beslutsfattare. Frågan blir inte bara vilken typ av kontor som är billigast eller mest flexibelt, utan vilken kontorstyp som faktiskt hjälper verksamheten att fungera bättre över tid. ## Vad studien faktiskt visar om öppna kontor, välmående och nöjdhet Studien visar ett negativt samband mellan hur många kollegor som delar samma kontorsmiljö och medarbetarnas arbetstillfredsställelse. Medarbetare i små och medelstora öppna kontor rapporterade lägre nivåer av både upplevd interaktion med kollegor, subjektivt välmående och arbetstillfredsställelse än de som arbetade i cellkontor eller delade rum. Det är ett viktigt fynd, eftersom öppna kontor ofta motiveras just med bättre kommunikation och enklare samspel. Här pekar resultaten i en annan riktning. När för många delar samma miljö verkar inte interaktionen automatiskt bli bättre. Den kan i stället bli sämre upplevd, samtidigt som välmåendet påverkas negativt. Det betyder inte att alla öppna miljöer är fel. Men det betyder att antagandet om öppet lika med bättre samarbete är för svagt som beslutsgrund. ## Varför detta blir en fråga om arbetsplatsstrategi När kontorstyp påverkar både välmående och arbetstillfredsställelse räcker det inte att behandla frågan som en ren fastighetslogik. Den behöver in i arbetsplatsstrategi och i den tidiga definitionen av hur arbetet ska fungera på plats. En organisation som väljer en öppnare kontorstyp utan att väga in avskildhet, arbetsro och upplevelsen av kontroll riskerar att få ett kontor som ser rationellt ut men fungerar sämre i vardagen. Det blir särskilt problematiskt när kontoret samtidigt ska stödja lärande, bedömning, känsliga samtal, chefsmöten och arbete som kräver längre koncentration. Det är också därför frågan ligger nära arbetsplatsanalys . Utan tydlig kunskap om arbetssätt, integritetsbehov och belastning i olika team blir valet av kontorstyp lätt en generell norm i stället för ett välgrundat beslut. ## Kostnadseffektivitet räcker inte som argument Studien varnar uttryckligen för att beslutsfattare inte bara ska fokusera på kostnadseffektiv layout, flexibilitet och produktivitet. Det är en viktig korrigering, eftersom många kontorsprojekt fortfarande argumenterar som om lägre kostnad per person vore tillräckligt för att legitimera ett öppnare upplägg. Problemet är att sådana kalkyler blir för korta om de inte samtidigt väger in vad sämre välmående, lägre nöjdhet eller svagare användbarhet gör med arbetsmiljön och verksamheten. Ett till synes effektivt kontor kan bli dyrt om det skapar mer friktion, svagare fokus eller större missnöje än väntat. Det är samma typ av logik som behöver användas när organisationer går vidare med kontorsanpassning . Rätt beslut är inte alltid det som ser billigast ut i layoutskedet, utan det som fungerar bäst över tid. ## Vanliga misstag när kontorstyp väljs på fel grund - Organisationen antar att mer öppenhet automatiskt ger bättre samarbete. - Den använder kostnad per arbetsplats som starkare beslutsfaktor än välmående och användbarhet. - Den testar inte vilka grupper eller arbetsuppgifter som riskerar att tappa mest på en öppnare miljö. - Den blandar ihop flexibilitet med att färre människor behöver avskildhet. - Den behandlar kontorstyp som ett designval i stället för ett verksamhetsbeslut. ## Så ser ett bättre beslutsunderlag ut när kontorstypen ska väljas Ett bättre beslutsunderlag måste jämföra olika kontorstyper utifrån hur de stödjer verkliga arbetsmönster, inte bara utifrån kapacitet och planlösning. Först då går det att avgöra var öppenhet hjälper, var den skadar och var mer avskilda miljöer behöver behållas eller förstärkas. Det underlaget bör minst innehålla: - en bild av vilka arbetsmoment som kräver låg distraktion och hög integritet - en jämförelse mellan hur olika kontorstyper påverkar samspel, välmående och arbetstillfredsställelse - en avvägning mellan kostnadseffektivitet och faktisk användbarhet - en analys av vilka team eller roller som riskerar att påverkas mest negativt av ökad öppenhet - en plan för hur valet av kontorstyp ska följas upp efter inflyttning Det är här WeOffice blir relevant. När organisationen behöver väga konceptval, arbetsmiljö och genomförbara nästa steg mot varandra behövs ofta scenariojämförelser, arbetsplatsstrategi och tydliga beslutskriterier innan ett nytt kontorskoncept låses. ## Fyra frågor att ställa innan ni väljer mer öppen eller mer avskild kontorstyp - Vilka grupper behöver mer avskildhet än dagens eller den planerade miljön ger? - Vilken typ av interaktion vill ni faktiskt förbättra, och vad kräver den i praktiken? - Vad händer med välmående och arbetsro om fler personer delar samma miljö? - Vilken kostnad blir störst över tid: något högre yta eller sämre fungerande arbete? Forskningen visar att kontorstyp påverkar mer än hur ytan organiseras. Den påverkar hur människor mår, hur de upplever arbetet och hur väl miljön faktiskt stödjer verksamheten. För organisationer som står inför nytt kontorskoncept betyder det att valet mellan öppet och mer avskilt inte kan tas på kostnadslogik ensam. Det måste bli ett tydligt ledningsbeslut om hur arbetet ska fungera. Källa: Otterbring T., Pareigis J., Wästlund E., Makrygiannis A., Lindström A., The relationship between office type and job satisfaction: Testing a multiple mediation model through ease of interaction and well-being , Scandinavian Journal of Work, Environment & Health , publicerad 2018. Nästa steg ## Behöver ni väga kontorstyp, välmående och användbarhet mot varandra innan nästa beslut? WeOffice hjälper organisationer att jämföra olika kontorskoncept genom arbetsplatsstrategi , arbetsplatsanalys och tydliga scenariojämförelser. Det gör det lättare att välja rätt balans mellan öppenhet, avskildhet och verksamhetsstöd innan ni låser nästa arbetsplatskoncept. Arbetsplatsstrategi Arbetsplatsanalys ## FAQ ### Är öppna kontor alltid sämre för arbetstillfredsställelsen? Inte alltid, men studien visar att mer öppna miljöer kan vara kopplade till lägre välmående och lägre arbetstillfredsställelse än cellkontor eller delade rum. ### Betyder det att cellkontor alltid är bäst? Nej. Frågan är vilken blandning av miljöer som bäst stödjer verksamheten. Men resultaten visar tydligt att mer öppenhet inte kan tas för given som förbättring. ### Varför räcker inte kostnadseffektivitet som argument? För att ett billigt layoutval kan bli dyrt om det samtidigt försämrar välmående, arbetsro och hur väl arbetet fungerar i praktiken. ### När bör valet av kontorstyp avgöras? När organisationen har tillräckligt tydlig bild av arbetssätt, integritetsbehov och vilka arbetsmiljöer som måste fungera utan onödig friktion. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Kontorstyp, prestation och välbefinnande URL: https://sv.weoffice.eu/kontorstyp-prestation-och-valbefinnande/ ======================================================================== - Home / Artiklar / Kontorstyp, prestation och välbefinnande # Kontorstyp, prestation och välbefinnande Arbetsplatsstrategi Dela ## Blog Aram Seddigh har skrev 2015 en doktorsavhandling om hur olika typer av kontor och arbetssätt påverkar medarbetares hälsa och produktivitet. Nedan finner du en sammanfattning samt en länk för att ladda ner avhandlingen. Aram Seddigh doktorsavhandling som fokuserar på hur olika typer av kontor påverkar medarbetarnas hälsa och produktivitet finns nu att ladda ner här. Aram Seddigh Aram Seddigh är doktor i arbets- och organisationspsykologi, leg. psykolog och ekonom. Aram arbetar idag som arbetsplatsstrateg och VD på WeOffice. ## Sammanfattning Kontorslandskap med eller utan fasta arbetsstationer förekommer idag i många organisationer. Förespråkare för kontorslandskap hänvisar till kostnadsbesparing samt förbättrade förutsättningar för kommunikation, medan motståndare hävdar att kontorslandskap leder till försämrad prestation och hälsa bland medarbetarna. Denna avhandling undersöker om kontorstyp påverkar de anställdas hälsa och prestation, samt om effekten av kontorstyp varierar beroende på de anställdas personlighet och typ av arbetsuppgifter. Data i form av enkätsvar och prestation på kognitiva tester samlades in från fem organisationer med olika typer av kontorslösningar (cellkontor, delade kontorsrum, små kontorslandskap, mellanstora kontorslandskap, stora kontorslandskap och flexkontor). ### Studie I I studie I (N = 1241) var syftet att undersöka huvudeffekten av kontorstyp på indikatorer för hälsa och prestation samt om effekten är beroende av koncentrationskraven i arbetet. Kontorstyp visade samband med distraktion och kognitiv stress på så sätt att medarbetare i cellkontor uppgav minst problem, följt av de i flexkontor, medan kontorslandskap var förknippade med mer problem. Vidare rapporterade anställda som hade arbetsuppgifter som krävde koncentration mer problem i kontorslandskap och flexkontor, medan anställda i cellkontor, oavsett arbetets krav, rapporterade lika mycket problem. ### Studie II I studie II (N = 527) undersöktes hur prestation på ett minnestest påverkades under normala arbetsförhållanden jämfört med en tyst referensmätning i olika kontorstyper. Det fanns ett negativt dos-responssamband mellan storleken på kontorslandskapet och hur många procent sämre medarbetare presterade under normala arbetsförhållanden. Men Studie II visade också att personer som arbetar i cellkontor hade ett lika högt bortfall i prestation under normala arbetsförhållanden som de som arbetade i stora kontorslandskap. ### Studie III I studie III (N = 1133-1171) låg fokus på interaktionseffekten mellan kontorstyp och personlighet. Vänlighet var den enda personlighetsvariabeln som interagerade med kontorstyp på utfallsvariablerna distraktion och arbetstillfredsställelse. Mer specifikt visade Studie III att när kontoret blir mer öppet och flexibelt, så rapporterar människor som skattar sig högt på personlighetsvariabeln vänlighet fler problem. Resultaten i avhandlingen kan få flera praktiska implikationer då den visar att kontorstyp påverkar medarbetarnas hälsa och prestation, medan koncentrationskrävande arbetsuppgifter och vänlighet modererar effekterna. Vidare visar avhandlingen att även om anställda rapporterar mindre distraktion i cellkontor jämfört med i kontorslandskap, behöver inte cellkontor vara lika gynnsamma som självskattade mått visar när prestationen mäts med objektiva mått under normala arbetsförutsättningar, i det här fallet ett minnestest. Slutligen bör organisationer även vara medvetna om att avhandlingen visar en viss tendens att små kontorslandskap är förknippade med mindre problem än stora. Sökord:  Kontorstyp, kontorslandskap, flexkontor, cellkontor, produktivitet, arbetstillfredsställelse, distraktion, självskattat hälsa, trivsel, kognitiv stress, utmattning, individuella skillnader, personlighet, koncentration, arbetsminne. Vänligen ladda ner avhandlingen här. Relaterade definitioner ## Definitioner som sätter kontorstyp, prestation och välbefinnande i rätt ram Artikeln blir tydligare när kontorstyp läses tillsammans med arbetsplatsstrategi, hybridkontor och hur arbetsplatsens kvalitet faktiskt bedöms. Vad är en arbetsplatsstrategi? Se hur val av kontorstyp bör styras av verksamhetens behov och prioriteringar. Vad är hybridkontor? Förstå hur nya arbetssätt påverkar vilken kontorslogik som fungerar bäst. Vad är Workplace Adequacy? Knyt kvalitetsfrågan till hur väl arbetsplatsen faktiskt stödjer arbete och välbefinnande. Vad är närvarodata? Komplettera resonemanget med data om hur kontoret faktiskt används. Expertperspektiv ### Vill du se hur kontorstyp hänger ihop med arbetsplatsstrategi och forskning? Dr. Aram Seddighs profilsida ger en tydligare helhet kring hur arbetsmiljö, prestation och beslut om arbetsplatsen bör kopplas samman. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # När människor tappar kontroll över… URL: https://sv.weoffice.eu/kontroll-over-arbetsplatsen/ ======================================================================== - Home / Artiklar / När människor tappar kontroll över arbetsplatsen blir kontoret snabbt sämre än planerat # När människor tappar kontroll över arbetsplatsen blir kontoret snabbt sämre än planerat Arbetsplatsstrategi Dela ## Blog Kontroll över arbetsplatsen handlar inte om att alla ska få bestämma allt. Det handlar om att arbetsmiljön ska ge rätt grad av valfrihet, avskildhet och anpassning för olika arbetssätt. Forskningen visar att när människor upplever kontroll över arbetsplatsen stärks både trivsel och gruppsammanhållning, vilket gör frågan strategisk för dagens kontorsutveckling och operativt viktig i varje arbetsplatsförändring. ## Kontrollfrågan avgör ofta mer än layouten i sig I många kontorsprojekt diskuteras främst yteffektivitet, beläggning och samarbetsytor. Det är viktiga frågor, men de säger inte allt om hur arbetsmiljön faktiskt fungerar i vardagen. När organisationer går mot öppnare kontor, fler delade miljöer och större krav på flexibilitet blir kontroll över arbetsplatsen en nyckelfråga. Medarbetare behöver kunna påverka var de arbetar, hur de avskärmar sig, när de samarbetar och vilka arbetsmiljöer som stödjer uppgiften bäst. Om det handlingsutrymmet saknas uppstår ofta friktion långt innan problemen syns i beläggningstal eller traditionella nöjdhetsmätningar. För svenska beslutsfattare betyder det att kontroll inte är en mjuk sidofråga. Det är en del av hur kontoret fungerar som arbetsverktyg. ## Vad forskningen faktiskt visar om kontroll över arbetsplatsen Studien av So Young Lee och Jay L. Brand undersökte hur distraktioner, flexibel användning av arbetsplatsen och personlig kontroll över den fysiska arbetsmiljön påverkade upplevd prestation, arbetstillfredsställelse och gruppsammanhållning. Det mest intressanta fyndet var inte att varje störning omedelbart slog igenom i självskattad prestation. Det centrala var i stället att mer upplevd kontroll över arbetsplatsen och bättre tillgång till mötesplatser hängde ihop med högre nöjdhet och starkare upplevelse av gruppsammanhållning. Det är en viktig skillnad. Många organisationer försöker förbättra kontoret genom att jaga bort enskilda störningar, men missar att frågan också handlar om handlingsutrymme. Medarbetare behöver inte nödvändigtvis en perfekt friktionsfri miljö. De behöver en arbetsplats där det går att välja, justera och anpassa miljön efter uppgiften. ## Därför blir frågan ännu viktigare i dagens kontor Studien är äldre, men frågan har inte blivit mindre relevant. Hybridarbete, aktivitetsbaserade upplägg och större variation i arbetsdagens uppgifter har snarare gjort kontrollfrågan mer synlig. När ett kontor ska stödja många olika behov samtidigt blir det avgörande om arbetsmiljön upplevs som något människor kan använda aktivt eller som något de bara måste anpassa sig till. Ju fler lägen, mötesformer och krav på snabb växling som ska rymmas i samma kontor, desto mer kostsamt blir det om användarna saknar verklig valfrihet. Det är också därför kontroll över arbetsplatsen behöver kopplas till arbetsplatsstrategi och inte reduceras till en detalj i inredningsfrågan. ## Vad betyder detta för arbetsplatsstrategi och kontorsutveckling? I praktiken pekar studien mot en mer mogen arbetsplatsstrategi. Ett kontor fungerar bättre när det kombinerar tydlig struktur med verklig valfrihet. Det kan handla om att erbjuda arbetsmiljöer med olika grad av avskildhet, göra mötesrum och tysta ytor lätt tillgängliga, ge användarna inflytande över avskärmning, ljus eller temperatur och undvika att hela kontoret bygger på en enda idealbild av hur arbete ska gå till. Detta är särskilt relevant när organisationer planerar nytt arbetsplatskoncept eller gör en större kontorsförändring. Om kontorsdesignen bara optimeras för synlighet, spontan interaktion eller hög beläggning riskerar man att skapa en arbetsmiljö som i teorin ser effektiv ut men i praktiken minskar både nöjdhet och tillit till arbetsplatsen. ## Vanliga misstag när kontrollfrågan tolkas för snävt När kontroll över arbetsplatsen förenklas uppstår ofta samma typ av fel: - kontroll reduceras till individuell teknik eller höj- och sänkbart skrivbord - öppna miljöer skapas med höga samarbetsambitioner men för få platser för avskildhet och koncentration - arbetsplatskoncept väljs utifrån generell trend i stället för organisationens faktiska arbetssätt - spelregler och bokningslogik gör det svårt att använda olika miljöer utan friktion - kontorets framgång mäts främst i beläggning eller kvadratmeter per person i stället för i hur väl arbetsmiljön stödjer verksamheten Konsekvensen blir ofta att kontoret ser rationellt ut i plan men upplevs som begränsande i användning. ## Vad organisationer bör göra annorlunda nu Organisationer som vill använda kontoret mer strategiskt bör arbeta mer systematiskt med kontrollfrågan redan i tidigt skede. Det innebär i praktiken att man bör: - kartlägga vilka arbetssätt som kräver avskildhet, vilka som kräver samarbete och vilka som kräver snabb växling mellan olika arbetsmiljöer - säkerställa att kontoret erbjuder flera realistiska val, inte bara symbolisk variation - utforma styrning, bokning och spelregler så att olika arbetsmiljöer faktiskt går att använda utan onödig friktion - följa upp upplevd kontroll, nöjdhet och samspel efter inflyttning - knyta beslut om layout, ytfördelning och funktion närmare arbetsplatsstrategi i stället för att behandla dem som en ren inredningsfråga Det är också här WeOffice behöver framstå som operativt starkt. När kontrollfrågan blir ett faktiskt problem i vardagen behövs ofta inte bara analys, utan snabb struktur för vilka situationer som ska kartläggas först, vilka prioriteringar som måste göras och vilka åtgärder som går att omsätta utan att starta om hela projektet. ## Så ser ett bättre beslutsunderlag ut när kontrollfrågan ska omsättas Ett bättre beslutsunderlag bör inte nöja sig med att konstatera att människor vill ha mer valfrihet. Det behöver visa hur olika nivåer av kontroll påverkar användning, samarbete och arbetsro i praktiken. I många projekt behöver organisationen kunna jämföra minst fyra saker: - vilka arbetssituationer som kräver avskildhet respektive samspel - hur stor faktisk valfrihet kontoret erbjuder i dag - vilka friktioner som uppstår i bokning, tillgänglighet och användningslogik - vilka ändringar i layout, regler eller funktion som ger störst effekt snabbast Det är här WeOffice blir relevant. När kontrollfrågan ska översättas till kontorsutveckling behövs ofta arbetsplatsanalys , scenariojämförelser och ett beslutsunderlag som binder ihop användarbeteende, funktion och genomförbara nästa steg innan man låser ny layout eller ny kontorsmodell. Det går ofta hand i hand med frågan om vad som faktiskt får människor att vilja använda kontoret . ## Fyra frågor att ställa innan ni låser nästa arbetsplatskoncept - Vilka arbetsuppgifter kräver mer kontroll eller avskildhet än kontoret ger i dag? - Är valfriheten i kontoret verklig eller mest teoretisk? - Vilka regler, bokningsprinciper eller layoutval skapar mest vardagsfriktion? - Vilka förändringar skulle ge snabbast förbättring i fokus, trivsel och samarbete? Om de frågorna ställs tidigt blir det lättare att fatta bättre beslut om både koncept, funktion och genomförande. ## Slutsats: bättre kontor kräver valfrihet inom tydliga ramar Forskningen visar att kontroll över arbetsplatsen inte är en mjuk sidofråga. Den påverkar hur människor upplever arbetsmiljön, hur de samarbetar och hur väl kontoret fungerar som stöd för verksamheten. För organisationer som står inför ombyggnad, flytt eller nytt arbetsplatskoncept är slutsatsen tydlig: ett bättre kontor skapas inte bara genom fler ytor eller modernare design, utan genom att människor får rätt grad av kontroll över hur arbetsplatsen används. Därför behöver valfrihet, styrning och funktion utformas tillsammans, inte var för sig. Källa: Lee SY, Brand JL, Effects of control over office workspace on perceptions of the work environment and work outcomes , Journal of Environmental Psychology, 2005;25(3):323-333. Nästa steg ## Behöver ni reda ut varför kontoret inte fungerar som tänkt? WeOffice hjälper er att ta fram ett beslutsunderlag som kartlägger friktioner, jämför alternativ och prioriterar vilka förändringar i koncept, regler och miljöer som bör göras först, så att ni kan komma vidare utan att låsa fast fel lösning. Ett naturligt nästa steg är att kombinera arbetsplatsanalys med scenariojämförelser och tydliga prioriteringar inför genomförandet. Arbetsplatsanalys ## FAQ ### Vad betyder kontroll över arbetsplatsen i praktiken? Det betyder att medarbetare kan välja rätt arbetsmiljö för uppgiften, växla utan onödig friktion och få tillräcklig avskildhet eller samarbetsyta när det behövs. ### När bör detta analyseras i ett arbetsplatsprojekt? Det bör analyseras innan layout, spelregler och bokningslogik låses. Det är då organisationen fortfarande kan påverka både användbarhet och acceptans. ### Vilka risker bör organisationen hantera innan beslut? De största riskerna är symbolisk valfrihet, för få miljöer för avskildhet och ett regelverk som ser effektivt ut på papper men skapar friktion i vardagen. ### Hur kan WeOffice hjälpa i nästa steg? WeOffice kan kartlägga friktioner, jämföra alternativ och ta fram ett beslutsunderlag som kopplar samman beteenden, layout, regler och funktion innan nästa arbetsplatsförändring går vidare. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Ökad användbarhet URL: https://sv.weoffice.eu/latt-att-gora-ratt/ ======================================================================== - Home / Artiklar / Ökad användbarhet # Ökad användbarhet Arbetsplatsstrategi Dela ## Blog Ökad användbarhet är en av de fem forskningsbaserade principe r som ingår i Workplace Adequacy™ Framework som används för att utforma verksamhetsanpassade arbetsplatsstrategier . Principerna fungerar som ett stöd för organisationer som är i färd med att flytta till ett nytt kontor eller planera om nuvarande. De lämpar sig väl till olika typer av arbetssätt, både till aktivitetsbaserade och hybrida arbetssätt, men också mer traditionella kontor. Principen Ökad användbarhet tar fasta på det faktum att människor ofta tar genvägar och hänger sig åt det enkla, även om en större ansträngning skulle gett betydligt fler fördelar. Därför behöver det bästa valet vara det enklaste. ## Människor väljer helst den enklaste vägen Känner du till nudging eller beteendeekonomi? Vad dessa begrepp berör är att vi människor inte alltid fattar de mest logiska – och på sikt lönsamma – besluten. Istället tenderar vi att falla för kortsiktiga belöningar, tar fysiska och mentala genvägar, gör som andra gör, samt följer gamla vanor. Dessa beteenden hänger vi oss åt även om vi med lite eftertanke hade insett att vi på sikt hade vunnit på att agera på ett annat sätt. Exempelvis kanske vi inte förflyttar oss till en tyst yta även när arbetet är krävande, eller skriver längre texter på mobilen istället för att använda datorn. ## Två tankesystem Varför gör vi så? I sin bok Tänka, snabbt och långsamt lyfter Nobelpristagaren Daniel Khaneman fram två mentala processer som påverkar vår förmåga att fatta beslut – det snabba System 1 och det långsamma System 2. System 1 är ett automatiskt system, som bearbetar information med väldigt liten ansträngning, oftast utan att vi medvetet styr över det. System 2, å andra sidan, kliver in vid aktiviteter som är intellektuellt ansträngande och kräver aktiva och medvetna val. När System 2 arbetar är vi fokuserade på uppgiften vi har framför oss och upplever att vi har kontroll. Men System 2 är också bekvämt. Samtidigt som det ständigt kontrollerar det mer okritiska tillvägagångssättet som System 1 använder sig av och kan kliva in när det faller för tankefel eller styr beteendet åt ett mindre önskvärt håll, kännetecknas det av viss lättja och vill helst vila. När saker och ting flyter på, godtar System 2 därmed oftast det andra systemets uppfattning av vad som händer och dess förslag på insatser. Vidare är System 2 känsligt och har lättare att ge upp vid trötthet eller när det varit belastat under en längre tid. Att använda System 2 vid rutinmässiga beslut skulle vara för ineffektivt och resurskrävande, men däremot behöver vi identifiera och använda oss av det i situationer som är komplexa, kräver noggrannhet eller som är mentalt mödosamma. ## Anpassa arbetsmiljön efter önskat beteende De här processerna har en inverkan på hur vi bör utforma en arbetsplatsstrategi . För att skapa en bra arbetsmiljö behöver vi utforma miljön – den fysiska, organisatoriska och den digitala – så att den inte gör anspråk på det känsliga System 2. System 2 ska vara redo för att hänge sig åt att lösa problem som är relaterade till den uppgift individen har framför sig. För att underlätta för hjärnan behöver vi därmed göra två saker: - Göra det enkelt för individen att välja en miljö som passar aktiviteten och - Skapa förutsättningar som gör att det rätta valet blir det enklaste valet. Kontoret behöver designas så att det är enklare att ta beslut i rätt riktning Tanken med att skapa ytor för olika aktiviteter syftar just till att skapa miljöer som är adekvat utformade och som har en dragningskraft beroende på vad medarbetaren ska genomföra för aktivitet. Men vill man främja platsbyte utifrån behov så räcker det inte att ytorna finns på kontoret. Man behöver designa valarkitekturen så att besluts­processen förenklas och så att hinder för önskade beteenden tas bort. En så kallad nudge är när man med olika knep försöker underlätta för individen att agera i en tilltänkt riktning. Exempelvis, människor gör mindre fel och arbetar effektivare med krävande uppgifter när det är tyst omkring dem, så hur kan kontoret skapas för att individen ska förflytta sig när hen behöver fokusera? Interaktion och möten är ofta eftertraktade mål vid förändring till ett nytt arbetssätt, så hur skapar vi ytor som individer söker sig till när de behöver samarbeta? Fyra aspekter som är särskilt fördelaktiga att implementera i arbetet med beteendefokuserade lösningar är: - 30-sekundersregeln – ytor som är för långt bort eller som av någon anledning upplevs otillgängliga är ytor som inte finns i medarbetarens repertoar - Sömlös inkoppling – det ska inte finnas några hinder för att enkelt och snabbt koppla upp sig till olika arbetsytor - Nudge – små åtgärder som ökar upplevelsen av närhet till och överblick över kontorets olika arbetsytor, eller som gör det enkelt att lösa eventuella problem, och som underlättar goda vanor - Sociala normer – fullförande av överenskommelser och säkerställande av att dessa fyller sin funktion ## Vidare läsning Ökad användbarhet-principen implementeras med de andra fyra principerna i Workplace Adequacy™ Framework som en del i en verksamhetsanpassad arbetsplatsstrategi . Vill du fördjupa dig i de andra fyra principerna kan du göra det här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Kahneman D. Thinking, Fast and Slow: Volante; 2013. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Leesman vs WeOffice: När ska du välja vilken –… URL: https://sv.weoffice.eu/leesman-vs-weoffice/ ======================================================================== - Home / Artiklar / Leesman vs WeOffice: När ska du välja vilken – och när kan det vara klokt att kombinera båda? # Leesman vs WeOffice: När ska du välja vilken – och när kan det vara klokt att kombinera båda? Workplace insights Dela ## Blog Organisationer som arbetar med arbetsplatsstrategi behöver ofta ett bra underlag för att förstå hur väl arbetsplatsen stödjer verksamheten. I det sammanhanget är både Leesman och WeOffice relevanta alternativ. Båda kan ge värdefulla insikter om hur arbetsplatsen fungerar. Den största skillnaden är att Leesmans tydligaste styrka ligger i benchmarken mot många andra organisationer, medan WeOffice Workplace Adequacy™ Survey är utvecklad för att ge ett evidensbaserat underlag som hjälper organisationer att förstå sin verksamhet, identifiera vad som fungerar och inte fungerar och ta fram nästa steg i arbetsplatsstrategin. ## Viktiga slutsatser - Leesman är särskilt starkt för organisationer som vill jämföra sig med andra genom ett omfattande benchmark. - WeOffice Workplace Adequacy™ Survey är ett forskningsförankrat och evidensbaserat verktyg byggt för att stödja arbetsplatsstrategi. - Båda kan kartlägga nuläget och identifiera glapp i arbetsmiljön. - Den största praktiska skillnaden är att Leesman är starkare på extern jämförelse, medan WeOffice är starkare på verksamhetsanpassat beslutsunderlag och nästa steg. - I vissa projekt kan båda användas tillsammans, men de fyller då olika roller. ## Vad är den viktigaste skillnaden mellan Leesman och WeOffice? Den korta versionen är denna: Leesman är starkast när ni vill jämföra er med andra. WeOffice är starkast när ni vill förstå vad er egen verksamhet behöver och använda underlaget för att utveckla arbetsplatsstrategin. Det är därför mer rättvisande att jämföra enkät med enkät än att jämföra hela erbjudanden runt omkring. ## Vad är Leesman bäst på? Leesman är ett starkt val när extern benchmark är viktig. Deras största fördel är att de har data från många organisationer, vilket gör det möjligt att jämföra hur den egna arbetsplatsen står sig mot andra. Det gör Leesman särskilt relevant när ni vill: - jämföra er med andra organisationer - få ett starkt externt benchmark - använda jämförbara data som del av beslutsunderlaget - förstå hur medarbetarna upplever arbetsplatsen - identifiera glapp mellan behov och nuvarande arbetsmiljö Om den viktigaste frågan är ”Hur står vi oss jämfört med andra?” är Leesman ofta det mer naturliga valet. ## Vad är WeOffice bäst på? WeOffice Workplace Adequacy™ Survey är ett forskningsförankrat och teoribaserat verktyg som hjälper organisationer att fatta beslut utifrån evidens. Enkäten är utformad för att mäta många av samma typer av områden som andra arbetsplatsenkäter, men syftet är tydligt: att skapa ett underlag som hjälper organisationen att förstå sin verksamhet och utveckla arbetsplatsstrategin. Det gör WeOffice särskilt relevant när ni vill: - kartlägga nuläget på ett evidensbaserat sätt - förstå vad som fungerar och inte fungerar i arbetsplatsen - identifiera vad verksamheten behöver fokusera på - utveckla en arbetsplatsstrategi som utgår från verksamhetens behov - förstå arbetsmönster, samarbete, mobilitet och förutsättningar för distansarbete - följa hur en förändring tas emot i organisationen WeOffice Workplace Adequacy™ Survey kan också användas i flera olika faser, till exempel för nulägesanalys, framtagning av arbetsplatsstrategi, stöd under förändringsresan och uppföljning efter genomförd förändring. Om den viktigaste frågan är ”Vad behöver vi fokusera på för att skapa en arbetsplats som fungerar för vår verksamhet?” är WeOffice ofta det mer relevanta valet. ## När ska du välja Leesman? Välj Leesman om ert huvudbehov är att: - jämföra er med andra organisationer - få ett starkt benchmark - använda extern jämförelse som del av beslutsunderlaget ## När ska du välja WeOffice? Välj WeOffice om ert huvudbehov är att: - förstå verksamhetens behov mer på djupet - få ett evidensbaserat underlag för arbetsplatsstrategi - identifiera prioriterade utvecklingsområden - få stöd i flera faser av arbetsplatsutvecklingen ## När kan det vara klokt att kombinera båda? I vissa fall kan det vara värdefullt att kombinera båda. Ett sådant upplägg kan vara relevant om ni både vill: - få en stark extern benchmark - få ett mer verksamhetsnära och strategiskt underlag för nästa steg Då kan Leesman bidra med jämförelsen mot andra, medan WeOffice kan bidra med ett mer evidensbaserat underlag för att förstå verksamheten, prioritera rätt områden och utveckla arbetsplatsstrategin. Kombinationen handlar alltså inte om att det ena verktyget mäter och det andra inte gör det. Båda mäter. Skillnaden ligger i vilket värde resultaten främst ska skapa. ## Slutsats En rättvis jämförelse mellan Leesman och WeOffice behöver utgå från att båda kan ge värdefulla insikter om arbetsplatsen. Leesmans tydligaste styrka är benchmarken mot många andra organisationer. WeOffice Workplace Adequacy™ Survey är samtidigt ett forskningsförankrat, evidensbaserat och teoribaserat verktyg som kan mäta många av samma områden, men som är särskilt utvecklat för att hjälpa organisationer att förstå sin verksamhet, identifiera vad som fungerar och inte fungerar och ta fram nästa steg i arbetsplatsstrategin. Så valet handlar i grunden om vad ni behöver mest: - vill ni framför allt jämföra er med andra, då är Leesman särskilt starkt - vill ni framför allt få ett evidensbaserat underlag för att förstå behov, prioritera rätt och utveckla arbetsplatsstrategin, då är WeOffice särskilt starkt - vill ni både jämföra er med andra och samtidigt få ett mer verksamhetsanpassat strategiskt underlag, då kan en kombination vara relevant ## Osäkra på vilken väg som passar er organisation bäst? Kontakta WeOffice för att prata om era mål, era utmaningar och vilken typ av underlag som skapar mest värde. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Medvetenhet om förändringens omfattning URL: https://sv.weoffice.eu/medvetenhet-om-forandringens-omfattning/ ======================================================================== - Home / Artiklar / Medvetenhet om förändringens omfattning # Medvetenhet om förändringens omfattning Arbetsplatsstrategi Dela ## Blog Skapa delaktighet är en princip som ingår i Workplace Adequacy TM Framework och som är en särskild viktig faktor att ha i åtanke då en verksamhet ska övergå till nya arbetssätt, såsom flexibla och hybrida. En essentiell komponent som måste till för att försäkra sig om att medarbetarna känner sig delaktiga i processen är att både de och ledningen är på det klara över förändringens omfattning och dess inverkan på personalen. Både ledningen och medarbetare måste vara på det klara över förändringens omfattning och dess inverkan på personalen. ## Förändring av olika omfattning En förändring kan vara betydande och kräva radikala skiften i beteenden eller vara liten och tämligen obetydlig. Att tillämpa en förändring med målet att skifta till ett flexibelt arbetssätt kan vara olika omfattande för olika organisationer eller för organisationers olika funktioner. Omfattningen kan bestämmas av mängden beteenden som behöver förändras och innebörden av förändringen för individen. Till exempel har en säljare oftast lättare att övergå till ett flexibelt arbetssätt än en jurist på grund av att de redan är vana vid att jobba från olika platser, oftast är mindre beroende av papper och har kontakt med andra personer i större utsträckning. Juristen kan ha ett större behov av fysisk referenslitteratur, akter och av avskildhet, vilket oftast är associerat med större motstånd mot att arbeta flexibelt. Därför är det viktigt att förstå omfattningen av förändringen för verksamhetens olika delar. ## Även en liten förändring kan kännas påträngande Vidare kan en förändring uppfattas som liten och obetydlig utifrån, samtidigt som individen uppfattar den som påträngande. Det kan vara emotionella och trygghetsskapande värden som påverkar hen, och som är svåra att vara förberedd på. Dessa typer av känslomässiga reaktioner kan dyka upp när individen inte ser någon vinning i förändringen, när målet med förändringen inte är önskvärt för individen eller när medarbetaren inte har förtroende för att resultatet blir så som man förkunnat. Dessa känslor leder oftast till motstånd och försök att bromsa eller hindra förändringen. ## Kartlägg innebörd och överväg specifika insatser I ett förändringsarbete kan det vara bra att kartlägga vad den tilltänkta förändringen kommer att innebära för olika grupper inom verksamheten. För de som behöver göra en längre resa kan man överväga specifika insatser för att underlätta processen. I första hand behöver man fokusera på insatser som underlättar själva resan och skapar en närhet till arbetssättet. Insatser som ämnar kommunicera hur bra det kan bli, kan många gånger slå fel när medarbetarna upplever att konkreta utmaningar inte hanterats. ## Fördjupa dig Vill du veta mer om på vilket sätt du kan skapa delaktighet i förändringsarbetet och vilka faktorer som är viktiga att ha i åtanke? Läs mer om hur du kan förstå och hantera motstånd , vilken reaktion individen kan ha på förändring , vilka nivåer förändringen sker på och hur du undviker skendelaktighet . Här kan du även läsa mer om de andra principer som ingår i Workplace Adequacy TM Framework som arbetsplatsstrateger använder sig av. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Modernt kontor eller modern kuliss? Det här… URL: https://sv.weoffice.eu/modernt-kontor-utformning/ ======================================================================== - Home / Artiklar / Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses # Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Arbetsplatsstrategi Dela ## Blog Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, mötesmönster, projektarbete eller ledningens krav på förändringstakt. Det är också därför den här källan är användbar. Artikeln är inte en effektstudie av ett enskilt kontor, utan en syntes av designpraxis, ergonomi och planeringsprinciper. Just därför hjälper den till att tydliggöra vilka byggstenar som måste definieras tidigt om ett modernt kontor ska fungera i vardagen och inte bara i presentationsmaterialet. ## Vad forskningsöversikten faktiskt pekar ut som kärnan i ett modernt kontor Författarna återkommer till tre huvudfaktorer: ergonomiska krav, estetiska principer och funktionell planering. Det låter självklart, men implikationen är större än så. Ett modernt kontor fungerar inte därför att det ser samtida ut, utan därför att dessa tre nivåer hålls ihop i samma beslut. I praktiken betyder det att organisationen behöver definiera: - vilka arbetsmiljöer som kräver koncentration och låg störningsnivå - vilka delar som ska stödja kommunikation, projektarbete och snabba möten - hur möblering, teknik och rörelseflöden ska stödja dessa beteenden utan att skapa friktion När detta inte definieras tidigt uppstår ofta ett kontor som försöker vara allt samtidigt. Resultatet blir varken effektivt eller långsiktigt hållbart. ## Planlösning är en verksamhetsfråga, inte en smakfråga Källan lyfter rationell planering som kombinerar gemensamma kommunikationsytor med individuella arbetsplatser och avskilda zoner. Det är en viktig påminnelse för svenska beslutsfattare som väger mellan öppna miljöer, flexytor och mer avgränsade arbetsplatser. Den centrala frågan är inte om organisationen "vill ha open space" eller inte. Frågan är vilka arbetsmönster som behöver stödjas under en normal vecka. Ett modernt kontor kräver därför en tydlig logik för när människor ska kunna samlas, när de ska kunna arbeta ostört och när de behöver växla mellan olika lägen utan att arbetsdagen tappar tempo. Det gör planlösningen till en arbetsplatsstrategisk fråga. Om layouten beslutas utifrån trend, benchmarking eller intern smakdebatt blir den ofta dyr att korrigera senare. Om den i stället beslutas utifrån verkliga arbetssätt går det att skapa en miljö som både är mer användbar och mer förändringsbar. ## Ljus, akustik och möblering är inte detaljer utan prestandafrågor Artikeln betonar också optimal belysning, balanserad färgsättning, ergonomisk utrustning och kontroll över störningar. Den delen missas ofta i projekt där designarbetet delas upp i för många separata beslut. Då behandlas akustik som tekniksak, möblering som inköp och ljus som gestaltningsfråga, trots att alla tre direkt påverkar hur arbetsplatsen fungerar. För svenska kontorsprojekt betyder det att designbeslut behöver kopplas till faktisk användning: - belysning måste stödja både fokus och samarbete - akustik måste hanteras som produktivitetsfråga, inte bara trivselfråga - möblering måste möjliggöra variation, rörelse och rätt arbetshöjd över tid När de här delarna kommer in sent ökar risken för att organisationen får ett snyggt kontor som ändå behöver lappas och lagas efter inflyttning. ## Flexibilitet måste byggas in, inte läggas ovanpå En av de mer användbara slutsatserna i källan är att ett modernt kontor också behöver vara anpassningsbart. Författarna lyfter modulära lösningar, flyttbara möbler och justerbara avgränsningar som sätt att möta förändrade behov. Det är relevant i en svensk kontext där många verksamheter fortfarande justerar balansen mellan närvaro, hybridarbete och projektbaserat samarbete. Det betyder inte att allt ska vara tillfälligt eller odefinierat. Tvärtom kräver flexibilitet tydliga grundprinciper. Organisationen behöver veta vilka delar som ska vara stabila över tid och vilka delar som ska kunna ställas om utan att hela kontoret måste byggas om. Den distinktionen är avgörande för både investeringsnivå och genomförbarhet. ## Vanliga misstag organisationer gör när ett modernt kontor ska utformas - De börjar med inspirationsbilder i stället för med arbetsplatsanalys. - De låser en öppen planlösning innan behovet av avskildhet, koncentration och känsliga samtal är definierat. - De behandlar ergonomi som en inköpsfråga i stället för som en grund för hur arbetsmiljön ska fungera. - De underskattar hur ljus, akustik och materialval påverkar både upplevelse och prestation. - De använder ordet flexibilitet utan att definiera vad som faktiskt ska kunna förändras och varför. ## Hur ser ett bättre beslutsunderlag ut innan designen går vidare? Ett bättre beslutsunderlag för ett modernt kontor börjar inte i moodboards. Det börjar i en tydlig bild av verksamhetens arbetssätt, ledningsbehov och förändringsmål. Först när de frågorna är besvarade går det att avgöra vilken kombination av öppna zoner, fokusmiljöer, mötesrum och stödytor som är rimlig. Ett sådant beslutsunderlag bör minst innehålla: - en bild av vilka arbetsmönster kontoret ska stödja vecka för vecka - en princip för hur koncentration, samarbete och spontana möten ska balanseras - en prioritering av vilka ergonomiska och tekniska krav som måste vara stabila från start - en plan för vilka delar av kontoret som behöver vara flexibla över tid - en tydlig koppling mellan layoutbeslut, investeringsnivå och genomföranderisk Frågor att ställa innan designen låses: - Vilka arbetsuppgifter kräver faktisk avskildhet och hur ofta uppstår de? - Vilka zoner behöver stödja snabb samverkan utan att störa övrigt arbete? - Vilka ergonomiska krav är kritiska för att arbetsplatsen ska fungera över tid? - Vad måste kunna ändras om teamstorlek, närvaromönster eller arbetssätt förändras? - Vilka beslut blir dyra att korrigera efter inflyttning om de skjuts upp nu? ## Slutsats: ett modernt kontor måste definieras som en fungerande arbetsmiljö Ett modernt kontor är inte i första hand en öppen miljö, en viss estetik eller en uppsättning designattribut. Det är en arbetsmiljö som medvetet kombinerar ergonomi, funktionell planering, ljus, akustik och anpassningsbarhet utifrån verksamhetens faktiska behov. När dessa frågor definieras sent blir kontorsprojekt lätt både dyrare och sämre. För organisationer som står inför flytt, ombyggnad eller nytt arbetsplatskoncept är slutsatsen därför tydlig: börja med beslutsunderlaget, inte med formen. Det är först då ett modernt kontor kan bli både användbart, genomförbart och långsiktigt relevant. Den här forskningsöversikten visar att ett modernt kontor fungerar bäst när design, ergonomi och planlösning beslutas som en sammanhängande helhet. För svenska beställare betyder det att rätt frågor måste ställas tidigt, innan layout, teknik och investering låses. Då går det att skapa ett kontor som både stödjer arbetet i dag och går att utveckla när verksamheten förändras. Källa: Ahliullin R. M., Bulhakova T. V., Skliarenko N. V., Ostapyk S. V., Iskimzhi A. A., Features of Designing a Modern Office Space, Its Equipment and Furniture , Art and Design , 2023. Nästa steg ## Behöver ni ett tydligare nästa steg? Står ni inför flytt, ombyggnad eller nytt arbetsplatskoncept? WeOffice hjälper er med arbetsplatsstrategi , arbetsplatsanalys och interior design så att kontorsutformningen bygger på verkliga behov, inte på generella designantaganden. Arbetsplatsstrategi Arbetsplatsanalys Interior design ## FAQ ### Vad menas egentligen med ett modernt kontor? Ett modernt kontor är inte främst en stil eller en öppen planlösning. Det är en arbetsmiljö där ergonomi, zonering, ljus, akustik och flexibilitet utformas utifrån verksamhetens faktiska arbetssätt. ### Varför blir moderna kontor ofta fel redan från början? Det vanliga felet är att organisationen går in i designskedet utan att först definiera vilka arbetsmönster kontoret ska stödja. Då blir layout, möblering och teknik styrda av trend eller smak i stället för av funktion. ### Vad behöver beslutas innan designen låses? Organisationen behöver tydliggöra vilka miljöer som kräver fokus, vilka som ska stödja samarbete och vilka delar som måste vara anpassningsbara över tid. Först då går det att fatta hållbara beslut om layout, teknik och investering. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Motstånd URL: https://sv.weoffice.eu/motstand/ ======================================================================== - Home / Artiklar / Motstånd # Motstånd Skapa delaktighet Dela ## Blog Att gå från ett traditionellt arbetssätt till flexibla eller hybrida arbetssätt innebär en stor förändringsprocess som inte alltid är helt smärtfri för de inblandade. Arbetsplatsstrateger som är involverade i en sådan förändring kan med fördel använda sig av principen om att skapa delaktighet, som ingår som en av fem principer i ramverket Workplace Adequacy TM Framework. Men för att kunna skapa delaktighet måste man först förstå och kunna hantera det motstånd mot förändringen som eventuellt kan uppstå. ## Exempel på olika typer av motstånd Motstånd kan definieras som när medlemmar inom en organisation på olika sätt försöker förhindra en förändring. Det kan visa sig på olika sätt och förekomma på olika nivåer inom organisationen. Det är viktigt att vara medveten om och beredd på att motstånd mot förändringar kan uppstå när verksamheten övergår till andra arbetssätt. Nedan listas några vanliga typer av motstånd som kan uppkomma i samband med förändringsprojekt: - Få deltar i enkäter och workshops och andra aktiviteter som syftar till att skapa delaktighet och ge underlag till beslut. - Man är inte uppriktig i sina svar under kartläggningsarbetet. - Personer som projektgrupper är beroende av för att inhämta information bromsar arbetet, exempelvis genom att inte delge underlag eller annan information, eller genom att skjuta fram möten. - Man gör tvärtom mot vad som förväntas trots att man fått information om nya överenskommelser - Plötsligt uppstår nya kriser som organisationen måste fokusera på istället. Till exempel uppmärksammas ett produktionsfel som måste åtgärdas, eller så sjunker försäljningen eller produktiviteten märkbart. - Man försöker influera förändrings-­ eller projektledare i ett försök att få dem att avsäga sig uppdraget. - Man ifrågasätter ledningens kompetens, eller projekt­ och förändringsledarens kompetens. Byts några av dessa ut kan projektet antingen ta längre tid att implementera eller ta en helt annan riktning. - Hot om högre personalomsättning, som också kan realiseras. Motstånd kan definieras som när medlemmar inom en organisation på olika sätt försöker förhindra en förändring. ## Bemöt motståndet och informera Hur starkt motståndet är och hur det yttrar sig avgör hur man kan bemöta det. Oftast är det bättre att bemöta motståndet så tidigt som möjligt. Det är inte ovanligt att konflikter eller negativ stämning följer i svallvågor som skapas av motstånd. Kan man minska motståndet tidigt, får dessa sidoeffekter mindre fäste inom organisationen. En anledning till motstånd kan vara att man inte tagit del av tillräckligt med information eller är felinformerad om bakgrunden och syftet med förändringen. En annan anledning till motstånd kan vara bristen på förutsägbarhet och känsla av kontroll i processen. I sådana lägen kan man med olika informationsinsatser och seminarier skapa en tydligare bild av vad som kommer hända framåt och när och varför olika beslut tagits. ## Överväg träningsinsatser Brist på  kunskap och verktyg för att anamma förändringen kan även det leda till motstånd mot det nya. Det kan handla om processer som behöver ställas om eller att man inte vet hur man ska använda olika digitala verktyg. Identifierar man detta som en anledning till motstånd, kan träningsinsatser (alternativt information om kommande träningsinsatser, beroende på var i processen man är) mildra motståndet. ## Emotionellt motstånd Ytterligare anledningar till motstånd kan vara förlust av identitet, älskade vanor, status eller inflytande som blir konsekvensen av förändringen. Tyvärr är det inte alltid möjligt att på ett enkelt sätt minska dessa typer av förluster utan att börja ge efter med själva konceptet. I sådana lägen kan förståelse för medarbetarnas upplevelse, kontinuerliga dialoger, fokus på kommande vinster, samt gott om tid att smälta förändringen leda till att motståndet minskar och att man får en uppslutning kring förslaget. I sådana situationer är det särskilt bra att känna till hur människor reagerar på en förändring som de uppfattar som omvälvande, dels för att vara ett stöd för medarbetarna under deras inre resa till acceptans, dels för att själv orka stå ut när processen blir emotionellt krävande. I en kommande artikel  presenterar vi en modell av Elisabeth Kübler-­Ross som beskriver människors sorgeprocess. Det är en modell som flitigt används för att illustrera individens känslor i förändringens olika faser. ## Fördjupa dig Vill du veta mer om på vilket sätt du kan skapa delaktighet i förändringsarbetet och vilka faktorer som är viktiga att ha i åtanke? Läs mer om vikten av medvetenhet om förändringens omfattning , vilken reaktion individen kan ha på förändring , vilka nivåer förändringen sker på och hur du undviker skendelaktighet. Här kan du även läsa mer om de andra principer som ingår i Workplace Adequacy TM Framework som arbetsplatsstrateger använder sig av. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Närvaromätning URL: https://sv.weoffice.eu/narvaromatning-flexibel-arbetsplats/ ======================================================================== - Home / Artiklar / Närvaromätning # Närvaromätning Agilt Dela ## Blog En av de viktigaste komponenterna som arbetsplatsstrategin behöver adressera är hur många personer kontoret ska dimensioneras till. Detta är särskilt viktigt för flexibla kontor såsom för aktivitetsbaserade och agila arbetsplatser. Om kontoret inte är korrekt dimensionerat kan det antingen upplevas för öde och tomt eller alltför trångt. I och med att hyreskontrakten oftast skrivs för en längre period, leder en felaktig dimensionering till att verksamheten blir låst till en lokal som antingen är ytineffektiv eller som inte möter medarbetarnas behov. För att beräkna vilka dimensioner ett kontor behöver ha är det viktigt att ha konkret kännedom om medarbetarnas närvaro. ## Olika sätt att mäta närvaro Närvaro kan mätas på olika sätt. Ett sätt för ett kontor där det finns någon form av inpasseringssystem är att samla in hur många personer som varit på plats under en viss tidsperiod. Detta fungerar oftast bra när man kan vara säker på att personer som besöker kontoret någon gång under arbetsdagen kommer att blippa sitt kort. Ett annat sätt är att mäta unika uppkopplingar mot wifi-nätverk eller mot dockningsstationer. Två aspekter som alltid bör beaktas är att insamlingen av närvarodata ska ske under en längre tidsperiod. Oftast ger 2 till 3 månader ett bra underlag. Vidare behöver man alltid ta hänsyn till variation utifrån medelvärdet. En bra vägledande princip är att kontoret ska dimensioneras för en vanlig dag då många är på plats. Tänk också på att närvaromätningen kartlägger närvaron på kontoret och inte vad medarbetare gör eller på vilket sätt de använder sig av kontorets arbetsytor. För att fånga upp vad medarbetare gör på kontoret kan istället en beläggningsmätning genomföras. Man kan även genomföra en aktivitetsanalys genom en enkät, om man på ett effektivt sätt vill samla in data kring vilka aktiviteter medarbetarna utför under arbetsdagen. Ett sätt att samla in närvarodata är genom kontorets inpasseringssystem ## Predicerar nuvarande närvaro framtida? Det finns olika skäl till varför medarbetare är på kontoret. En anledning kan vara att de besöker kontoret av sociala skäl då de vill umgås med kollegor. Ytterligare en anledning kan vara att arbetet ställer krav på dem att vara på plats, till exempel på grund av beroenden av andra gruppmedlemmar, aktiviteter som av olika skäl måste utföras på kontoret eller en kultur som förespråkar närvaro på arbetsplatsen. En tredje anledning kan vara att man av olika skäl inte vill eller kan arbeta hemifrån. Om dessa skäl inte förändras i och med kontorsförändringen så finns det ingen anledning att tro att närvaron på kontoret efter förändringen kommer förändras nämnvärt. I så fall kan närvarodata från nuläget ge ett bra underlag till hur välbesökt kontoret kommer vara även om man ändrar arbetssätt. Om man å andra sidan tänker sig att villkoren kring arbetet förändras på så vis att medarbetare i mer eller mindre utsträckning kan förvänta sig att vara på plats, utgör data från nuvärde också en bra bas att resonera runt när det gäller hur närvaron kan tänkas bli efter förändringen. Ett exempel är att om man skapar en diversifierad arbetsplats som stöttar medarbetarnas aktiviteter bättre, kanske medarbetarna i större utsträckning besöker kontoret. På många arbetsplatser känner många att de inte kan eller vill utföra koncentrationskrävande arbetsuppgifter på grund av konstanta störningar. Förbättras dessa förutsättningar, kan närvaron alltså öka. Om man å andra sidan skapar ett kontor för framförallt möten kan man  förvänta sig att närvaron på kontoret kommer minska om man samtidigt inte skapar bra ytor för individuella arbetsuppgifter. Oavsett vilket, ger en god insyn i hur närvaron ser ut idag ett bra underlag att utgå ifrån när man dimensionerar kontoret för morgondagen. ## Vidare läsning Om du är intresserad av att fördjupa dig i dimensionering, kan du läsa mer här. En annan relevant artikel är den om beläggningsmätning. Dessa områden går vi även igenom under våra utbildningar till arbetsplatsstrateg. Läs mer om utbildningen här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Relaterade definitioner ## Definitioner som gör närvaromätning mer användbar som beslutsunderlag Artikeln blir starkare när närvaromätning kopplas till närvarodata, hybridkontor och vad arbetsplatsstrategin faktiskt ska styra. Vad är närvarodata? Se hur faktisk kontorsnärvaro kan tolkas som beslutsunderlag. Vad är hybridkontor? Sätt mätningen i relation till nya närvaromönster och kontorets syfte. Vad är en arbetsplatsstrategi? Förstå vilka beslut närvaromätningen bör stödja. Vad är Workplace Adequacy? Knyt mätningen till hur väl arbetsplatsen faktiskt fungerar. Expertperspektiv ### Vill du se hur närvaromätning kopplas till arbetsplatsstrategi och analys? Dr. Aram Seddighs profilsida ger ett tydligare sammanhang till hur data, metodik och arbetsplatsbeslut bör hänga ihop. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Öppet eller stängt kontor? Det viktiga är att… URL: https://sv.weoffice.eu/oppet-eller-stangt-kontor-vad-stodjer-arbetet-bast/ ======================================================================== - Home / Artiklar / Öppet eller stängt kontor? Det viktiga är att välja efter arbetet # Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Arbetsplatsstrategi Dela ## Blog Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser inte automatiskt alla arbetsplatsbehov. En nyare fallstudie om öppna och stängda kontorsmiljöer pekar mot just detta. Den mest användbara slutsatsen är inte att den ena modellen alltid är rätt, utan att en kombination ofta fungerar bättre när arbetsuppgifterna varierar. ## Vad visar studien om öppna och stängda kontorsmiljöer? Studien jämförde öppna och stängda kontorsmiljöer i en konkret kontorskontext och byggde på observationer och intervjuer. Forskarna såg att öppna kontor underlättade samarbete och kommunikation, men samtidigt minskade avskildheten och ökade bullerexponeringen. Stängda miljöer gav bättre stöd för fokus och konfidentiella möten. Det centrala här är att slutsatsen inte blir ideologisk. Forskarna landar i att en mer hybrid lösning, där båda typerna av miljöer finns, är bättre anpassad till olika behov. För svenska organisationer är det en praktiskt användbar slutsats. Kontorsbeslut bör inte börja i frågan om vilket koncept som låter bäst, utan i frågan om vilka arbetsuppgifter, samarbetsmönster och integritetskrav som faktiskt behöver stödjas. ## Varför blir valet fel när man bara väljer sida i layoutdebatten? Det blir fel därför att arbetsplatsen nästan alltid ska stödja flera typer av arbete samtidigt. Om organisationen väljer öppet kontor för att främja samarbete utan att säkra plats för fokus och konfidentialitet uppstår snabbt friktion. Om den väljer stängt kontor som standard utan att tänka på samordning och tillgänglighet riskerar miljön i stället att bli för trög för arbetsflöden som kräver snabb interaktion. Det betyder att den viktigaste frågan inte är om öppet eller stängt kontor är bäst i allmänhet. Frågan är vilket arbete som är viktigast att stödja, vilka konflikter mellan behoven som måste hanteras, och vilka kompromisser organisationen faktiskt är beredd att göra. ## Vilka misstag gör organisationer när de väljer mellan öppet och stängt kontor? Det första misstaget är att välja kontorslayout utifrån ett generellt ideal i stället för ett konkret arbetsmönster. Då blir layouten ett statement i stället för ett verktyg. Det andra misstaget är att underskatta avskildhet. Organisationer som prioriterar kommunikation utan att förstå hur ofta fokus eller konfidentiella samtal behövs riskerar att bygga in störningar i vardagen. Det tredje misstaget är att tro att en enda lösning ska bära hela arbetsplatsen. I praktiken är det ofta kombinationen av öppna och mer avskilda arbetsmiljöer som gör kontoret användbart över tid. ## Hur ser ett bättre beslutsunderlag ut innan man väljer layout? Ett bättre beslutsunderlag börjar med att kartlägga vilka aktiviteter som behöver stödjas. Hur stor del av veckan kräver fokuserat individuellt arbete? Hur ofta behöver människor snabbt kunna prata med varandra? Hur känsliga är arbetsuppgifterna för buller, insyn eller avbrott? Därefter behöver organisationen definiera vilka arbetsmiljöer som behövs för att stödja den mixen. Det kan handla om öppna ytor för snabb samverkan, mindre rum för koncentration, eller tydliga zoner för olika typer av arbete. Det är också här arbetsplatsanalys blir avgörande. Utan ett tydligt underlag blir kontorsfrågan lätt en preferensdiskussion, när den egentligen borde vara ett verksamhetsnära beslut om hur arbetet ska fungera bättre. ## Vilka frågor bör ni ställa innan ni bestämmer er? Innan ni går vidare bör ni åtminstone kunna svara på följande: - Vilka arbetsuppgifter kräver avskildhet, och hur ofta uppstår de i vardagen? - Var i verksamheten är snabb samverkan viktigare än avskildhet? - Hur stora risker skapar buller och visuella störningar för kvalitet, fokus eller återhämtning? - Behöver ni en enhetlig layout eller en kombination av miljöer som stödjer olika arbetssätt? De frågorna gör beslutet bättre eftersom de flyttar diskussionen från smak till funktion. Nästa steg ## Från layoutdebatt till arbetsplatsbeslut som håller Om ni behöver ett tydligare underlag för hur olika kontorsmiljöer ska stödja arbete, fokus och samarbete är konsulttjänster inom arbetsplatsstrategi det mest direkta nästa steget. Där blir det lättare att översätta kontorsfrågan till ett faktiskt beslut om arbetsplatsens funktion. Konsulttjänster inom arbetsplatsstrategi Arbetsplatsanalys och workplace insight tools Om ni samtidigt behöver den metodiska sidan bakom layoutvalet går det vidare att läsa om arbetsplatsanalys och workplace insight tools , vad en arbetsplatsanalys ska fånga , och om WeOffice . ## Källa Källa till artikeln: International Journal Administration, Business & Organization, “Comparison of the Effectiveness of Open and Closed Office Spaces on Employee Productivity: A Case Study in Office X”, publicerad 2025-08-30. URL: https://doi.org/10.61242/ijabo.25.484 . ## FAQ ### Är öppna kontor bättre för samarbete? De kan vara det, eftersom de ofta gör kommunikation och tillgänglighet enklare i vardagen. Men fördelen väger inte automatiskt upp förlust av avskildhet och högre bullernivåer. Därför måste samarbetsvinsten vägas mot vilka andra arbetsbehov som finns. ### Är stängda kontor alltid bäst för fokusarbete? De stödjer ofta fokus bättre än öppna kontor, särskilt när arbetet kräver koncentration eller konfidentiella samtal. Men det betyder inte att de är bäst för hela arbetsplatsen. Fokusfrågan måste vägas mot behov av samordning, tillgänglighet och yteffektivitet. ### Behöver organisationer ofta en kombination av öppna och stängda miljöer? Ja, ofta. När arbetsuppgifterna varierar är det sällan en enda layout som stödjer allt väl. Därför blir en kombination av olika arbetsmiljöer ofta mer användbar än att låsa hela kontoret till en princip. ### Hur vet man vilken mix av miljöer som behövs? Det kräver att man först förstår vilka aktiviteter, arbetsmönster och störningsrisker som finns i verksamheten. Den analysen bör göras innan designen bestäms. Annars riskerar layouten att spegla antaganden i stället för faktiska behov. ### När är WeOffice relevant i den här typen av val? WeOffice blir relevant när organisationen behöver översätta layoutfrågan till ett beslutsunderlag som håller för arbetsplatsstrategi, arbetsmiljö och genomförbar förändring. Det gäller särskilt när valet riskerar att bli förenklat till öppet eller stängt i stället för vad arbetet faktiskt kräver. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Utforma överenskommelser utifrån beteenden URL: https://sv.weoffice.eu/overenskommelser-aktivitetsbaserat/ ======================================================================== - Home / Artiklar / Utforma överenskommelser utifrån beteenden # Utforma överenskommelser utifrån beteenden Aktivitetsbaserat Dela ## Blog En av de fem forskningsbaserade principer som finns inom Workplace Adequacy™ Framework är Underlätta samarbete . Detta ramverk används för att utforma nya kontor eller förbättra befintliga, och om man exempelvis ska tillämpa ett aktivitetsbaserat kontor och arbetssätt kommer detta väl till användning. I tidigare artiklar har vi gått igenom hur skapandet av en bas, eller hemvist , kan underlätta gruppers samarbetsförmåga, samt hur behovet av avskildhet måste tillgodoses ifall samarbetet ska kunna bli effektivt. Nedan går vi igenom ytterligare en faktor – utforma överenskommelser utifrån beteenden – som belyser vikten av att sätta upp regler som är konkreta och som lämnar lite över till tolkningar. ## Överenskommelser efter behov Överenskommelser i hemvister som innehåller arbetsytor kan variera för att matcha olika gruppers behov. För enheter där arbetsuppgifterna är av individuellt krävande karaktär kan det vara fördelaktigt med regler som minskar ljudnivån i landskapen, medan man för enheter som behöver interagera och samarbeta behöver skapa regler som inte hämmar interaktion och samarbete. Detta är särskilt viktigt för grupper som är mindre mobila. Forskning visar nämligen att personer som är mindre mobila (exempelvis på grund av pappersbundenhet) byter arbetsyta mer sällan, vilket leder till lägre produktivitet på grund av buller och avbrott. För dessa grupper blir det därmed viktigt att de förhållningsregler som råder i hemvisten möter deras mest förekommande behov. Detta ställer krav på att man kan identifiera mindre mobila grupper och skapa en miljö som passar dessa bättre. ## Riktlinjer efter ljudnivå Ett sätt att urskilja olika zoner från varandra är genom att skapa riktlinjer för ljudnivå. I zoner som är tänkta för fokusarbete strävar man efter mer tysta och interaktionsfria miljöer, samtidigt som man är mer tolerant för ljud i miljöer där interaktion och möten är tillåtna. På så sätt kan man skapa miljöer som passar olika typer av aktiviteter. Studier visar dock att det är vanligt att medarbetare inte följer de riktlinjer som tagits fram. En anledning till detta är att reglerna kan uppfattas som tvetydiga, vilket i sin tur kan bero på hur reglerna har skapats. Regler kan till exempel sättas utifrån hur högt man får prata, något som kan uppfattas som relativt – det som är högt för en person behöver inte vara högt för en annan. Däremot är regeln ”digitala möten får ej förekomma i miljön” lättare att förhålla sig till. Antingen har man ett digitalt möte eller så har man inte det. ## Färgkodning För att göra zoner mer eller mindre attraktiva, och reglerna lättare att följa, kan de olika miljöerna delas in efter färg. Nedan följer ett exempel på hur regler kan skapas. Självklart är dessa regler inte generiska utan kan behöva anpassas till verksamheten. - Röda zoner – ytor för individuellt arbete med fokus på avskildhet. I dessa ytor är det ej tillåtet med interaktion, samtal eller samarbete. Exempel på arbetsytor är arbetsrum (ingen interaktion med den person som satt sig där), platser i bibliotek, arbetsytor med höga skärmar i tysta storrum, eller del av landskap som är mer avskilt. - Orange zoner – ytor för individuellt arbete med viss acceptans för interaktion. Här är det tillåtet med spontana och korta samarbeten, dialoger eller möten men inte bokade möten eller interaktioner som överstiger 5 minuter. Digitala bokade möten är ej tillåtna i denna miljö. Dessa ytor består oftast av skrivbordsytor med olika höga avdelare. - Gröna zoner – ytor för individuellt tillgängligt arbete, möten och interaktioner. Både bokade och spontana möten (digitala och fysiska) är okej, oavsett längd och form. Dessa ytor fungerar även bra för individuella arbetsuppgifter där medarbetaren samtidigt kan vara tillgänglig eller inte blir störd av ljud runtomkring. I dessa ytor hittar vi skrivbordsytor, projektytor, öppna mötesytor och tillfälliga arbetsplatser som touchdown­platser. Utforma regler utifrån beteenden. Regler utifrån ljudnivå blir lätt diffusa och relativa. Kärnan av hemvisterna består ofta av gröna eller orange zoner beroende på gruppens/enhetens aktivitetsmönster. Inom en och samma organisation kan olika enheter ha olika behov, och därmed kan olika regler gälla i olika hemvister.  Genom att utgå från gruppens behov när man utformar hemvister, och genom att sätta grupper med liknande behov i en och samma hemvist, kan man skapa en miljö där medarbetare upplever att deras vanligaste arbetsuppgifter kan genomföras i hemvisten. I och med att man sitter med personer man har mest beröringspunkter med ökar samtidigt tillgängligheten för kollegor. ## Undvik fasta platser Antalet skrivbord i en hemvist varierar beroende på hur mycket de som ska jobba i hemvisten är på plats på kontoret och hur pass mycket skrivbordsarbete de utför. Inom hemvisten kan medarbetarna sätta sig var de vill. För att bibehålla flexibiliteten och säkerställa att hemvisten inte upplevs ha för få individuella arbetsplatser, bör man undvika att ha hemvister i hemvister, alltså att några platser inom hemvisten enbart får användas av några specifika personer eller grupper. Börjar man skapa hemvister i en hemvist sänker man möjligheten till flexibilitet då bufferten för platser minskar. Konsekvensen blir att om någon grupp vid något tillfälle är större än vad man normalt är, kan det upplevas som att det inte finns tillräckligt med plats. Samtidigt kan en annan grupp inom hemvisten ha färre personer på plats, men det känns inte naturligt att använda sig av de tomma skrivborden då de ”tillhör” en annan grupp. ## Läs vidare Läs vidare om vad om vad man bör ha i åtanke vid utformningen av ett kontor som underlättar samarbete . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Babapour M. From fading novelty effects to emergent appreciation of Activity­based Flexible Offices: Comparing the individual, organisational and spatial adaptations in two case organisations. Applied ergonomics. 2019;81:102877. Greene C, Myerson J. Space for thought: designing for knowledge workers. Facilities. 2011;29(1/2):19–30. Haynes BP, Suckley L, Nunnington N. Workplace alignment. Facilities. 2019. Kim J, Candido C, Thomas L, de Dear R. Desk ownership in the workplace: The effect of non­territorial working on employee workplace satisfaction, perceived productivity and health. Building and Environment. 2016;103:203 –14. Rolfö L, Eklund J, Jahncke H. Perceptions of performance and satisfaction after relocation to an activity­based office. Ergonomics. 2018;61:644–57. Tagliaro C, Ciaramel G, editors. How to manage corporate real estate and end­users en­ gagement into Smart Workplace Change Strategies: a case study 2016. Wohlers C, Hertel G. Choosing where to work at work – towards a theoretical model of benefits and risks of activity­based flexible offices. Ergonomics. 2017;60:467–86. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Poddavsnitt om inspirerande och motiverande… URL: https://sv.weoffice.eu/podd-inspirerande-och-motiverande-arbetsmiljo/ ======================================================================== - Home / Artiklar / Poddavsnitt om inspirerande och motiverande arbetsmiljö # Poddavsnitt om inspirerande och motiverande arbetsmiljö Forskning Dela ## Blog WeOffice grundare Aram Seddigh bjöds in av Problemlösarpodden på RISE – Sveriges forskningsinstitut – för att diskutera hur man skapar en arbetsmiljö som både inspirerar och motiverar medarbetarna. ## Inspiration, motivation och kraften i språket Aram Seddigh bjöds, i egenskap psykolog, ekonom och doktor i arbets- och organisationspsykologi, in till RISE:s problemlösarpodd med Paulina Modlitba som programledare. Temat för dagen var Inspiration, motivation och kraften i språket. Aram går i poddavsnittet igenom på vilket sätt den digitala, fysiska och psykosociala arbetsmiljön hänger ihop och vad som är viktigt för att få dessa att fungera, vare sig man jobbar på eller utanför kontoret. Den psykosociala arbetsmiljön är den som får störst effekter, förmedlar Aram, och om inte rollbeskrivningen och ledarskapet fungerar så är det svårt att kompensera för detta med en god fysisk arbetsmiljö. Målet ska dock självklart vara en god arbetsmiljö utifrån samtliga aspekter. Aram delar även med sig om insikter om tillåtande ledarskap och vilken inverkan detta kan ha på medarbetarnas inspiration och motivation. Deltog i avsnittet gjorde även Evangelia Gogoulou, Machine Learning Researcher på RISE och Industridoktorand vid KTH, och inspirerande diskussioner om vikten av tillit på en arbetsplats hölls av de medverkande. ## Länkar och mer info: Inspirerande och motiverande arbetsmiljö Avsnittet om inspirerande och motiverande arbetsmiljö släpptes i december 2022, och finns att lyssna på här . Verktyg som Weoffice rekommenderar som kan bidra i ert arbete för en inspirerande och motiverande arbetsmiljö finner du här. Välkommen att kontakta oss på Weoffice för mer information info@weoffice.se ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # 5 principer vid framtagning av en… URL: https://sv.weoffice.eu/principer-arbetsplatsstrategi/ ======================================================================== - Home / Artiklar / 5 principer vid framtagning av en arbetsplatsstrategi # 5 principer vid framtagning av en arbetsplatsstrategi Arbetsplatsstrategi Dela ## Blog För att skapa en välfungerande arbetsmiljö är det inte bara viktigt att bestämma vilken typ av kontor eller arbetssätt som ska implementeras. Hur kontoret utformas och vilka förutsättningar kring arbetssätt man skapar är A och O för att få till en arbetsplats som främjar goda vanor bland medarbetarna. Aram Seddigh har tagit fram fem forskningsbaserade principer för att ge företag vägledning i arbetet med att ta fram en arbetsplatsstrategi som tillgodoser verksamhetens behov. ## De 5 principerna Dessa fem principer är: - Dimensionera rätt – utforma arbetsplatsen med rätt antal och rätt typ av arbetsplatser - Diversifiera – skapa olika ytor för olika aktiviteter och behov - Underlätta samarbete – skapa strukturer och förutsättningar för att medarbetare som behöver samarbeta med varandra kan göra detta utan svårigheter - Lätt att göra rätt – se till så att nödvändiga ytor är så lättillgängliga som möjligt - Skapa delaktighet – Involvera medarbetare i kartläggningsarbetet. Inte bara för att skapa förutsägbarhet, utan framförallt för att det ökar förståelsen för verksamhetens behov och gör det möjligt att adressera dessa De fem principerna är särskilt applicerbara på flexibla kontor ## Stöd till flexibla arbetssätt Dessa principer grundar sig på forskningsrön och ger arbetsplatsstrateger ett vägledande tankesätt när de tar fram arbetsplatsstrategier eller utvärderar befintliga kontorsmiljöer. Principerna kan appliceras vid framtagning av en arbetsplatsstrategi för kontor med fasta platser eller kontor där man ska implementera ett flexibelt arbetssätt, såsom aktivitetsbaserat eller agilt arbetssätt. På grund av att komplexiteten är högre vid framtagning av en arbetsplatsstrategi för kontor med ett flexibelt arbetssätt, ger principerna dock mest stöd i den typen av arbete. Dessa fem forskningsbaserade principer utgör grunden i vår certifierande utbildning till arbetsplatsstrateg som du kan ta del av här . Relaterade definitioner ## Definitioner som fördjupar resonemanget bakom principer för arbetsplatsstrategi Artikeln blir tydligare när principerna läses tillsammans med definitionerna av arbetsplatsstrategi, hybridkontor, närvarodata och Workplace Adequacy. Vad är en arbetsplatsstrategi? Se den kortare definitionssidan som sätter principerna i en tydlig grundram. Vad är hybridkontor? Förstå hur nya arbetssätt påverkar vilka principer som behövs. Vad är närvarodata? Komplettera principerna med data om hur arbetsplatsen faktiskt används. Vad är Workplace Adequacy? Knyt principerna till hur arbetsplatsens kvalitet ska bedömas i praktiken. Expertperspektiv ### Vill du se hur principerna hänger ihop med metodik och ett bredare strategiskt resonemang? Dr. Aram Seddighs profilsida sätter arbetsplatsstrategi, forskning och beslutslogik i en tydligare helhet. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Så tar du rätt beslut i kontorsfrågan URL: https://sv.weoffice.eu/sa-tar-du-ratt-beslut-i-kontorsfragan/ ======================================================================== - Home / Artiklar / Så tar du rätt beslut i kontorsfrågan # Så tar du rätt beslut i kontorsfrågan Arbetsplatsstrategi Dela ## Blog Ett nytt kontor är sällan bara en fråga om adress, hyra och antal kvadratmeter. Det är ett beslut som påverkar arbetssätt, kostnader, samarbete, kultur, arbetsmiljö och organisationens förmåga att utvecklas över tid. Därför behöver kontorsfrågan behandlas som en strategisk fråga, inte bara som en lokalfråga. Portally har intervjuat Dr. Aram Seddigh, grundare och vd för WeOffice, om hur företag kan fatta bättre beslut när de söker, byter eller omförhandlar kontor. Den ursprungliga artikeln finns att läsa hos Portally . Här utvecklar vi resonemangen ur ett WeOffice-perspektiv och visar hur arbetsplatsanalys och arbetsplatsstrategi kan skapa ett tryggare beslutsunderlag innan organisationen låser sig vid en lokal. ## Snabbt svar: vad avgör ett bra kontorsbeslut? Ett bra kontorsbeslut bygger på att organisationen först definierar vilken funktion kontoret ska fylla. Därefter behöver man analysera närvaro, arbetssätt, aktivitetsmönster, mötesbehov, fokusbehov, flexibilitet, kostnadsbild och förändringsrisk. Först när de frågorna är tydliga blir det meningsfullt att jämföra läge, hyra och kvadratmeter. Den vanligaste fallgropen är att börja för sent med analysen. Då blir marknadens tillgängliga lokaler, hyran per kvadratmeter eller en generell ytnorm styrande, i stället för verksamhetens faktiska behov. ## Börja med funktionen, inte med kvadratmetern När företag börjar leta kontor hamnar hyran ofta först i beslutsprocessen. Det är lätt att förstå. Hyresnivåer går att jämföra, kvadratmeter är konkreta och lokaler kan rangordnas i en enkel tabell. Men det som är lätt att jämföra är inte alltid det som avgör om kontoret kommer att fungera. Ett kontor med låg kvadratmeterhyra kan bli dyrt om ytan inte stödjer arbetet. Planlösningen kanske kräver stora anpassningar. Mötesrummen kanske inte räcker till. Läget kanske gör det svårare att få medarbetare till kontoret. Avtalet kanske låser organisationen vid en storlek som snabbt blir fel. Eller så finns ytor som ser bra ut i ritningen men inte används i vardagen. Därför bör kontorsbeslutet börja med frågan: vad ska kontoret göra möjligt för verksamheten? Det handlar bland annat om att förstå: - vilket arbete som ska ske på kontoret - när och varför medarbetare behöver vara på plats - vilka aktiviteter som kräver fysisk närvaro - hur mycket fokusarbete, möten, digital samverkan och informell kunskapsdelning kontoret behöver stödja - vilken roll kontoret ska spela för kultur, ledarskap och onboarding - vilka krav som finns på sekretess, teknik, ergonomi och tillgänglighet - hur organisationen kan växa, minska eller förändra arbetssätt under avtalsperioden När detta är tydligt kan hyran sättas i rätt sammanhang. Frågan blir inte bara vad kontoret kostar, utan vilket alternativ som ger bäst funktion, flexibilitet och totalekonomi över tid. ## Arbetsplatsanalys gör kontorsfrågan mer konkret En arbetsplatsanalys är ett sätt att översätta kontorsfrågan från antaganden till beslutsunderlag. Den hjälper organisationen att förstå hur arbetet faktiskt ser ut, vilka behov som finns i olika delar av verksamheten och vilka kompromisser som är rimliga. På WeOffice arbetar vi ofta med arbetsplatsanalys innan lokalsök, omförhandling, ombyggnad eller större förändringar av arbetssätt. Analysen kan omfatta medarbetarundersökningar, workshops, intervjuer, närvarodata, observationer och genomgång av verksamhetens mål. Poängen är inte att samla in så mycket data som möjligt, utan att samla in rätt underlag för den beslutssituation organisationen står inför. Om organisationen exempelvis funderar på att minska ytan behöver analysen visa mer än genomsnittlig närvaro. Den behöver visa variation mellan veckodagar, återkommande toppar, teammönster, mötesbelastning, fokusbehov och vilken risk organisationen är beredd att acceptera. Om organisationen i stället planerar ett nytt arbetssätt behöver analysen även fånga kultur, ledarskap, förändringsberedskap och vilka beteenden kontoret ska stödja. Det är här arbetsplatsanalys blir grunden för arbetsplatsstrategi. Analysen beskriver nuläget och behoven. Arbetsplatsstrategin översätter detta till vägval, principer och konkreta krav på kontoret. Läs mer om hur WeOffice ser på arbetsplatsanalys i artikeln När behöver man en arbetsplatsanalys? . ## Hur mycket kontorsyta behövs egentligen? Frågan om yta är ofta den mest laddade. För mycket yta binder kapital och skapar ineffektivt nyttjande. För lite yta skapar trängsel, irritation, fullbokade mötesrum och en upplevelse av att kontoret inte fungerar. I hybridorganisationer blir frågan ännu mer komplex eftersom närvaron ofta varierar kraftigt över veckan. Tumregler om kvadratmeter per person kan vara användbara i ett tidigt samtal, men de ska inte ersätta analys. Två organisationer med lika många anställda kan behöva helt olika kontor. En verksamhet kan ha hög kontorsnärvaro, mycket koncentrerat arbete och många interna möten. En annan kan arbeta mer distribuerat, träffa kunder ofta och bara samlas vissa dagar. En vanlig förenkling är att välja mellan två ytterligheter: att dimensionera kontoret för att alla alltid ska vara på plats, eller att dimensionera efter genomsnittlig närvaro. Båda kan bli missvisande. Det första leder ofta till överkapacitet. Det andra kan skapa underdimensionering på de dagar då kontoret faktiskt används mest. Ett mer hållbart sätt är att dimensionera för en återkommande dag med hög närvaro, inte för extremtoppen och inte heller för medelvärdet. Det gör att kontoret kan klara den verklighet som återkommer ofta, utan att organisationen betalar för yta som nästan aldrig behövs. I Workplace Adequacy™-ramverket är dimensionera rätt en central princip. Det innebär att kontoret ska vara tillräckligt robust för verkliga arbetstoppar och samtidigt undvika onödig yta som inte skapar värde. För att lyckas krävs en kombination av närvarodata och verksamhetsförståelse. WeOffice kan stödja detta genom närvarodata , scenariojämförelser och arbetsplatsstrategi som kopplar yta till funktion. ## Flexibilitet handlar om mer än kort avtalstid När företag efterfrågar flexibilitet tänker många på kortare avtal, möjlighet att säga upp yta eller snabb inflyttning. Det är viktiga aspekter, men flexibilitet i kontorsfrågan är bredare än så. Ett flexibelt kontorsbeslut minskar risken att organisationen låser fast sig i antaganden som snabbt blir fel. Det kan handla om: - avtalstid och uppsägningstid - möjlighet att expandera i samma fastighet - möjlighet att dela eller hyra ut delar av ytan - hur enkelt lokalen kan byggas om - om möblering, teknik och rumstyper kan anpassas över tid - hur väl kontoret kan stödja både tillväxt och förändrade arbetssätt För mindre företag kan flexibilitet vara viktigare än lägsta möjliga kvadratmeterhyra. Ett bolag med 15 anställda bör ofta undvika att bygga fast sig i en lokal baserad på en tillväxtprognos som ännu är osäker. För större organisationer handlar flexibilitet ofta mer om portföljstrategi, scenarioarbete och att undvika stora felinvesteringar. I båda fallen blir arbetsplatsstrategin ett verktyg för att definiera vilken flexibilitet som faktiskt behövs, och vilken flexibilitet som bara låter attraktiv men inte löser organisationens risker. ## Kontoret i hybridarbete: samarbete räcker inte Efter pandemin har många organisationer försökt definiera kontorets roll i hybridarbete. Ofta lyfts kontoret fram som platsen för samarbete, kultur, innovation, onboarding och relationer. Det är viktiga funktioner. Men de räcker inte. Om kontoret nästan bara utformas som en social och samarbetsorienterad plats, samtidigt som fokusmiljöer, avskildhet och återhämtning saknas, riskerar medarbetare att använda kontoret fragmenterat. De kommer in för möten, men åker hem för att få det koncentrerade arbetet gjort. På sikt kan även möten som skulle vinna på fysisk närvaro flyttas digitalt, eftersom människor försöker skydda sin fokustid. Ett fungerande hybridkontor behöver därför stödja både samarbete och fokus. Det behöver erbjuda mötesrum, projektmiljöer och sociala ytor, men också tysta zoner, fokusrum, samtalsrum, bra digital mötesteknik och miljöer där människor kan arbeta en hel dag utan att bli dränerade. WeOffice rapport Kontor och arbetssätt efter pandemin pekar på just denna balans. Kontoret kan vara en viktig plats för samarbete i hybridarbete, men bara om det också ger tillräckligt stöd för fokus, koncentration och avskildhet. ## AI gör kontorsfrågan mer strategisk AI förändrar inte bara verktygen vi använder. Det påverkar också vilka arbetsuppgifter som blir viktigast att göra tillsammans och vilka miljöer människor behöver för att skapa kvalitet i arbetet. När AI kan ta över, förenkla eller förstärka delar av det rutinmässiga kunskapsarbetet blir människors arbete i högre grad kopplat till omdöme, tolkning, kreativitet, etik, prioritering och beslutsfattande. Det gör inte fokusarbete mindre viktigt. Tvärtom kan behovet av ostörd analys, granskning och kvalitetssäkring öka när medarbetare ska bedöma AI-genererat material och förstå konsekvenserna av olika vägval. Samtidigt kan kontoret få en viktigare roll som plats för gemensam tolkning, lärande och samordning. AI kan göra individuellt arbete snabbare, men det gör inte automatiskt organisationen mer samspelt. För att tekniken ska skapa verkligt värde behöver människor fortfarande bygga gemensam förståelse, dela erfarenheter och fatta beslut som är förankrade i verksamhetens mål. Därför bör AI ses som en del av arbetsplatsstrategin. Kontoret behöver i högre grad stödja: - fokus och kognitivt krävande arbete - digitala möten och hybrid samverkan - gemensam analys av data och beslutsunderlag - lärande mellan kollegor - kreativa processer och komplex problemlösning - konfidentiella samtal och strategiska diskussioner Frågan är alltså inte om AI gör att organisationen behöver mer eller mindre kontorsyta. Den mer användbara frågan är vilka arbetsmoment som blir mer värdefulla att göra tillsammans, och vilka som kräver bättre förutsättningar för fokus och kvalitetssäkring. ## Olika storlekar, olika risker Organisationens storlek påverkar vilka risker som är viktigast i kontorsbeslutet. För 10-20 anställda är flexibilitet, låg risk och snabbhet ofta centralt. Coworking, kontorshotell eller ett mindre eget kontor kan vara rätt beroende på behov av identitet, sekretess och stabilitet. För 20-50 anställda börjar kontoret ofta spela större roll för kultur, rekrytering och samordning. Samtidigt kan verksamheten fortfarande förändras snabbt. Här blir det viktigt att granska avtalstid, expansionsmöjlighet, mötesrumskapacitet och om lokalen fungerar både för vardagsarbete och gemensamma dagar. För 50-150 anställda blir arbetsplatsstrategin mer kritisk. Det räcker inte att räkna skrivbord. Organisationen behöver analysera aktiviteter, teammönster, ledarskap, hybridpolicy, teknikbehov och förändringsledning. För organisationer med 150+ anställda blir kontorsfrågan ofta en ledningsfråga. Då krävs scenarier, närvarodata, intressenthantering, ekonomiska avvägningar och tydliga principer för hela arbetsplatsen eller kontorsportföljen. ## Fem frågor innan ni väljer lokal Innan organisationen går från lokalsökning till beslut bör ni kunna svara på fem frågor: - Vilken roll ska kontoret spela för verksamheten? - Hur ser närvaron ut idag, och hur mycket varierar den? - Vilka aktiviteter ska kontoret stödja bättre än idag? - Vilken flexibilitet behöver vi under avtalstiden? - Vilka beslut måste vara klara innan vi jämför kvadratmeter och hyra? Om svaren är otydliga är risken stor att kontorsbeslutet styrs av det som är lätt att mäta, snarare än det som avgör om arbetsplatsen fungerar. ## Om Aram Seddigh Dr. Aram Seddigh är grundare och vd för WeOffice. Han är legitimerad psykolog och ekonom med en doktorsexamen i arbets- och organisationspsykologi, och hjälper organisationer att fatta bättre beslut om kontor, arbetssätt och förändring – med utgångspunkt i hur människor faktiskt arbetar snarare än i antaganden om ytan. Läs mer om Aram Seddigh på WeOffice och Workplace Strategist . Källa: Den här artikeln är en bearbetad version av en intervju som först publicerades av Portally — Så tar du rätt beslut i kontorsfrågan . Portally är en svensk digital marknadsplats för kommersiella lokaler – kontor, coworking, lager och industri – som kopplar samman organisationer som söker lokal med lediga ytor i större svenska städer som Stockholm, Göteborg och Malmö. Läs mer på portally.com . Nästa steg ## Från lokalsök till robust beslutsunderlag Rätt kontor hittas inte genom att bara titta på fler alternativ. Rätt kontor hittas genom att först förstå vad organisationen behöver uppnå. När arbetsplatsanalys, arbetsplatsstrategi och lokalsök hänger ihop blir besluten mer träffsäkra, dialogen med fastighetsägare tydligare och risken för dyra felval lägre. WeOffice hjälper organisationer att ta fram beslutsunderlag inför flytt, omförhandling, ombyggnad och förändrade arbetssätt. Det kan omfatta arbetsplatsanalys, arbetsplatsstrategi, scenarioarbete, lokalsök, hyresförhandling, inredningskoncept, projektledning och förändringsledning. Vill ni börja med rätt fråga innan ni går vidare i kontorsprocessen? Läs mer om våra konsulttjänster inom arbetsplatsstrategi eller fördjupa dig i verktyg för arbetsplatsanalys . Läs om vår arbetsplatsstrategi Verktyg för arbetsplatsanalys ## FAQ ### Hur mycket kontorsyta behöver ett företag? Det beror på närvaro, arbetssätt, mötesbehov, fokusbehov, teammönster, tillväxt och vilken flexibilitet organisationen behöver. Tumregler kan ge en första indikation, men bättre beslut bygger på arbetsplatsanalys, närvarodata och scenarier. ### Ska kontoret dimensioneras för alla anställda? Inte alltid. I hybridorganisationer är det ofta bättre att dimensionera för en återkommande dag med hög närvaro, inte för extremtoppen och inte för genomsnittet. Det minskar risken för både trängsel och outnyttjad yta. ### Vad är skillnaden mellan arbetsplatsanalys och arbetsplatsstrategi? Arbetsplatsanalysen beskriver nuläge, behov och beslutsrelevanta mönster. Arbetsplatsstrategin översätter analysen till vägval, principer och krav på hur arbetsplatsen ska stödja verksamheten. ### Varför är flexibilitet viktigt vid val av kontor? Flexibilitet minskar risken att organisationen låses vid fel yta, fel avtal eller fel lokalstruktur när arbetssätt, tillväxt, närvaro eller verksamhetsbehov förändras. ### Hur påverkar AI framtidens kontor? AI kan öka behovet av både gemensam tolkning och ostört kvalitetsarbete. Kontoret behöver stödja lärande, samordning, komplex problemlösning, strategiska samtal och fördjupad analys av AI-genererat material. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Insikt genom delaktighet URL: https://sv.weoffice.eu/skapa-delaktighet/ ======================================================================== - Home / Artiklar / Insikt genom delaktighet # Insikt genom delaktighet Arbetsplatsstrategi Dela ## Blog Insikt genom delaktighet är en av fem forskningsbaserade principer som ingår i Workplace Adequacy TM Framework, ett ramverk arbetsplatsstrateger kan använda sig av vid implementeringen av en arbetsplatsstrategi. Denna princip är särskilt viktig att applicera vid övergången till nya sätt att arbeta, till exempel vid omställningen mot flexibla och hybrida arbetssätt. Att förändringen är väl förankrad hos medarbetarna är väsentligt för att omställningen ska bli lyckad. ## Komplicerat att få till beteendeförändringar Beteendeförändringar är inte enkla att uppnå. Statistiken visar att de allra flesta organisationsförändringar som ämnar förända beteendemönster inte når fram till sina mål då önskade beteenden uteblir. Här är inte förändring av arbetssätt något undantag. Då dessa förändringar oftast innebär en förändring av kultur är de både svåra och krävande att få till. Inte sällan uppstår motstånd som adderar komplexitet till processen. Kunskap om hur man ska planera och genomföra en förändring är dessutom ofta begränsad – inte sällan förväxlar man informationsinsatser med beteendeförändringsinsatser. Även om information är en viktig del av ett förändringsarbetet, behövs andra delar för att få uppslutning bakom en idé som kräver förändrade beteendemönster. ## Samband mellan delaktighet och acceptans Forskning relaterad till kontorsutformning och förändring av arbetssätt visar att delaktighet leder till positiva effekter vad gäller acceptans av den nya miljön, känsla av ägandeskap och acceptans av överenskommelser. Det motsatta stämmer också. Det finns nämligen även samband mellanbristande uppslutning bakom överenskommelser och  de tillfällen då flexibla arbetssätt inte fungerar. Delaktighet leder till positiva effekter vad gäller acceptans av den nya miljön, känsla av ägandeskap och acceptans av överenskommelser. ## Förutsägbarhet och förståelse Frågan man kan ställa sig är varför delaktighet ger så positiva effekter? En anledning har med psykologiska aspekter att göra. Genom delaktighet skapar man förutsägbarhet och förståelse för processen vilket leder till att människor hinner bearbeta förändringen och förhålla sig till den. Vidare, genom att involvera medarbetarna tidigt i processen ges de även tid att omvärdera gamla normer och värderingar, acceptera förändringen och träna på att använda nya verktyg för det nya arbetssättet. Att vissa lyckas implementera flexibla arbetssätt och andra inte, kan bero på själva förändringsresan. ## Viktigt för arbetsplatsstrategen En annan viktig anledning är att arbetsplatsstrategen genom delaktighet kan få en klarare bild av verksamhetsbehoven och de utmaningar och möjligheter som det nya arbetssättet kan medföra. De ytor man skapar kan bättre anpassas till medarbetarnas aktivitetsprofil och därmed motverka rapporterade problem relaterade till brist på lämpliga arbetsstationer som inte passar medarbetarnas aktiviteter. Genom att förebyggande motverka utmaningarna och infria möjligheter skapar man goda förutsättningar för att lösningen blir adekvat och accepteras av medarbetarna. När dessa delar är uppfyllda följer oftast det önskvärda beteendet efter. Det blir också enklare för arbetsplatsstrategen att motivera vägval genom att hänvisa till de utmaningar som medarbetarna framfört och hur man genom strategin ämnar lösa dessa. Genom att tillmötesgå behoven kan man öka tillfredsställelsen av den fysiska miljön, något som i sin tur är starkt förknippat med produktivitet. Delaktighet kan göras till en naturlig del i processen att ta fram en arbetsplatsstrategi . Utan delaktighet och relevant data behöver man bygga arbetsplatsstrategin på antaganden, vilket ökar risken för en dålig matchning mellan behov och lösning. ## Viktiga faktorer Det är mycket som ska till för att säkerställa att medarbetarnas delaktighet har en så positiv inverkan på verksamheten och förändringsprocessen som möjligt. Några faktorer som är särskilt viktiga att begrunda är: - Medvetenhet om förändringens omfattning – en förändring mot ett flexibelt arbetssätt kan vara olika omfattande för olika grupper, och uppfattas på olika sätt beroende på upplevd inverkan - Förstå och hantera motstånd – olika typer av motstånd kan uppstå och måste bemötas på olika sätt - Individens reaktion på förändring – en förändring kan innebära en sorg över förlusten av älskade vanor, ytor eller arbetssätt . Den kan också innebära en rädsla för det okända. - Förändring på olika nivåer – förändringen sker på organisations-, grupp- och individnivå. Att förstå hur dessa förändringar interagerar är viktigt för att kunna sätta in rätt insatser på rätt nivå. - Undvik skendelaktighet – var tydlig med vilka delar av förändringsprocessen som går att påverka och gör det möjligt för medarbetare att vara delaktiga i frågor som berör dem. ## Vidare läsning Vill du veta mer om de andra fyra principerna som tillsammans med Insikt genom delaktighet ger arbetsplatsstrateger ett grundligt underlag för att skapa en arbetsplatsstrategi anpassad för verksamhetens behov? Här kan du läsa mer om dessa. Nyfiken på vad begreppet arbetsplatsstrategi egentligen innebär? Läs mer här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing Akkirman AD, Harris DL. Organizational communication satisfaction in the virtual workplace. Journal of Management Development. 2005;24(5)397–409. Babapour M. From fading novelty effects to emergent appreciation of Activity­based Flexible Offices: Comparing the individual, organisational and spatial adaptations in two case organisations. Applied ergonomics. 2019;81:102877. Brunia S, Hartjes­Gosselink A. Personalization in non­territorial offices: A study of a human need. Journal of Corporate Real Estate. 2009;11(3):169–82. Burke WW. Organization change: Theory and practice (3rd ed.): Sage Publications, Inc, Thousand Oaks, CA; 2011. Haapakangas A, Hallman DM, Mathiassen SE, Jahncke H. Self­rated productivity and employee well­being in activity­based offices: The role of environmental perceptions and workspace use. Building and Environment. 2018;145:115–24. Grenness T. Culture matters: Space and leadership in a cross­cultural perspective. Leadership in Spaces and Places 2015. p. 199–214. M. BC, Rolfö L. Policies in Activity­based Flexible Offices: ‘I am sloppy with clean­desking. We don’t really know the rules.’ Ergonomics. 2019;62:1–20. Relaterade definitioner ## Definitioner som sätter delaktighet i ett tydligare arbetsplatsstrategiskt sammanhang Artikeln blir mer användbar när delaktighet kopplas till arbetsplatsstrategi, hybridkontor och hur arbetsplatsens kvalitet faktiskt bedöms. Vad är en arbetsplatsstrategi? Se hur delaktighet bör stödja riktning, prioriteringar och beslut. Vad är hybridkontor? Förstå hur nya arbetssätt påverkar behovet av delaktighet och förankring. Vad är Workplace Adequacy? Knyt delaktigheten till hur väl arbetsplatsen faktiskt stödjer arbetet. Vad är närvarodata? Komplettera samtalet med data om hur arbetsplatsen faktiskt används. Expertperspektiv ### Vill du se hur delaktighet hänger ihop med strategi, metod och förändring? Dr. Aram Seddighs profilsida ger ett bredare sammanhang till hur delaktighet, analys och arbetsplatsbeslut bör kopplas ihop. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Sociala normer URL: https://sv.weoffice.eu/sociala-normer/ ======================================================================== - Home / Artiklar / Sociala normer # Sociala normer Arbetsplatsstrategi Dela ## Blog En verksamhet som vill ändra kontorsutformning eller som vill övergå till aktivitetsbaserade eller hybrida arbetssätt kan med fördel vända sig till en arbetsplatsstrateg för att säkerställa att övergången blir smidig, samt att det nya kontoret utformas på ett sätt som stöder medarbetarnas välmående och effektivitet. Lätt att göra rätt ingår som en av fem forskningsbaserade principer i Workplace Adequacy™ Framework, ett ramverk arbetsplatsstrateger kan använda sig av vid implementeringen av en verksamhetsanpassad arbetsplatsstrategi . Flera aspekter behöver beaktas för att kunna implementera denna princip i det strategiska arbetet, bl.a. behöver man ha i åtanke att det ska vara så lätt som möjligt att byta arbetsyta, något vi tidigare skrivit om i artiklar om 30-sekundersregeln , sömlös inkoppling och generella nudge . Ytterligare en faktor som är viktig att ha i åtanke är vilka sociala normer som finns på arbetsplatsen, något vi kommer att behandla nedan. ## Normer om tillgänglighet Sociala normer kan både knuffa individen mot önskvärda beteenden eller bli ett hinder för dessa. Exempelvis  kan normer om att man ständigt ska vara tillgänglig för sin grupp, kunder och chefer leda till att individen inte förflyttar sig till andra ytor än där hen vanligtvis sitter. I sådana lägen upplevs flexibiliteten som ett hot eller hinder för arbetet då man föreställer sig att det blir svårare att få tag på medarbetaren eller kollegan om hen förflyttar sig till olika ytor – och där tysta ytor upplevs som mest problematiska i och med att personen där kan vara helt oanträffbar. För att flexibiliteten inte ska upplevas som ett hot kan man arbeta med att öka tillgängligheten med hjälp av tekniska verktyg såsom chattverktyg, men även utvärdera vilken tillgång till varandra som arbetet kräver. Efter hur lång tid blir otillgängligheten ett problem? Hur påverkas arbetet om individen är otillgänglig 1 timme, 2 timmar eller en halv arbetsdag? Beroende på var gränsen går kan man använda tiden som en referensram för medarbetare att kolla chatten och inkorgen för att se om någon försökt nå hen. En timme är ofta en ganska bra riktlinje. Dels är vi vana vid tidsspannet då entimmesmöten är vanliga, dels är det bra med en liten bensträckare efter att ha fokuserat en hel timme. Normer om att man ska vara tillgänglig för sin grupp kan leda till att man inte förflyttar sig till mer lämpliga ytor, men tekniska hjälpmedel kan öka tillgängligheten och samtidigt lämna utrymme för flexibilitet. Om det inte känns okej att göra sig otillgänglig för andra så kan det hjälpa att tänka kring fokusarbete som möten med sig  själv. Vi tar sällan kontakt med andra när de sitter i möten. Behöver man få något gjort som kräver fokus, behövs egentid för det. Efter en timme kan man besvara mail, chatten eller telefonsamtal och därefter fortsätta fokusera, alternativt förflytta sig till sin hemvist eller till en annan zon. ## Viktigt att följa överenskommelser Andra normer som kan uppstå berör till vilken grad man följer överenskommelser i olika zoner. Om vissa medarbetare börjar bryta mot överenskommelser kan andra  följa efter. Så småningom når man ett stadium där de nyttiga strukturerna man skapat kring arbetsplatsen förfallit och arbetsplatsen slutar att fungera som det var tänkt. Därför är det viktigt att med olika insatser vidmakthålla önskade beteenden. Detta gäller särskilt direkt efter en förändring då nya vanor inte hunnit etablera sig. ## Utvärdera överenskommelser Ibland slutar medarbetarna att följa överenskommelser för att de inte är funktionella. Exempelvis kan bristen på avskilda ytor medföra att man genomför bokade digitala möten i en orange zon , eller så kan oron för att inte finna ett nytt skrivbord göra att man inte följer clean desk policyn . När överenskommelserna inte är funktionella får de ofta snabbt många avhoppare. I sådana lägen är det bra att ta ett steg tillbaka och fundera över om det är något man behöver ändra för att få till önskade beteenden. Kanske behövs tydligare information, träningsinsatser eller en annan möblering. Ytan kanske känns trång eller är för öppen, i förhållande till det  den är avsedd för. Hör gärna med medarbetarna vad det är som gör att ytan inte används som tänkt. Detta kan göras genom intervjuer eller genom en enkät om man önskar bredare underlag. Kan man  komma fram till en lösning tillsammans, ökar sannolikheten att ändringen blir lyckosam. ## Läs mer Läs mer som 30-sekundersregeln , sömlös inkoppling och nudge , som är de andra aspekter man med fördel kan implementera för att principen Lätt att göra rätt ska kunna verkställas på ett kontor. De andra fyra principerna i ramverket kan du läsa om här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Sömlös inkoppling URL: https://sv.weoffice.eu/somlos-inkoppling/ ======================================================================== - Home / Artiklar / Sömlös inkoppling # Sömlös inkoppling Aktivitetsbaserat Dela ## Blog En verksamhet som vill ändra kontorsutformning eller som vill övergå till aktivitetsbaserade eller hybrida arbetssätt behöver noga överväga vilken strategi som ska användas för att medarbetare och verksamhet ska gynnas av det nya arbetssättet. Lätt att göra rätt ingår som en av fem forskningsbaserade principer i Workplace Adequacy™ Framework, ett ramverk arbetsplatsstrateger kan luta sig mot vid implementeringen av en verksamhetsanpassad arbetsplatsstrategi . Flera aspekter behöver beaktas för att kunna implementera denna princip i det strategiska arbetet, bl.a. behöver man ha i åtanke att det ska vara så lätt som möjligt att byta arbetsyta, något vi tidigare skrivit om i en artikel om 30-sekundersregeln . Ytterligare en faktor som stöder 30-­sekundersregeln är att tekniken fungerar sömlöst  och stöttar medarbetarnas mobilitet, något vi kommer att behandla nedan. ## Teknisk homogent kontor Om det tar tid att koppla upp sig mot skärmar och få ordning på en arbetsyta innan man kan fortsätta arbetet, blir detta ett hinder för att flytta sig till en annan plats. Med dagens teknik finns goda förutsättningar att uppnå en enkel förflyttning. Är arbetsplatsen rätt utformad räcker det att koppla in en enda kabel för att komma igång med arbetet – det vill säga koppla upp sig till en eller ett par skärmar, tangentbord och mus, samt ladda datorn. Se till att det är lätt att koppla upp sig mot nya skärmar och få ordning på en arbetsyta. Oftast upplevs omställningen mindre när tekniken på ett kontor är tekniskt homogen, det vill säga att alla skärmar är av samma modell, eller åtminstone märke, och fungerar på samma sätt. På så sätt blir det lättare för medarbetarna att lära sig tekniken, vilket gör att man minskar risken för handhavandefel, sänker omställningstiden och minskar den upplevda mentala ansträngningen som kan vara kopplad till förflyttning. När man inte har möjlighet att byta ut all utrustning samtidigt – vilket ofta är fallet – vinner man på att så långt som möjligt skapa teknisk homogenitet utifrån våningsplan, zoner eller hemvister. ## Mer om Lätt att göra rätt Läs mer som 30-sekundersregeln , nudge och sociala normer , som är de element man med fördel kan implementera för att principen Lätt att göra rätt ska kunna realiseras på ett kontor. De andra fyra principerna i ramverket kan du läsa om här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Brill M, S. W. Disproving Widespread Myths About Workplace Design. Jasper, IN: Kimball International; 2001. Rolfö LV. Activity­based Flexible Office work enironments: Design and implementation processes and outcomes. Stockholm: KTH Royal Institute of Technology; 2018. van Diermen OG, Beltman S. Managing working behaviour towards new ways of working: a case study. Journal of Corporate Real Estate. 2016;18(4):270–86. Van Der Voordt TJM. Productivity and employee satisfaction in flexible workplaces. Journal of Corporate Real Estate. 2004;6(2):133 –48. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Tack för det här året! URL: https://sv.weoffice.eu/tack-for-det-har-aret/ ======================================================================== - Home / Artiklar / Tack för det här året! # Tack för det här året! Nyheter Dela ## Blog När vi avslutar 2024 vill vi rikta ett stort tack till er som har varit en del av vår resa i år. Det har varit ett intensivt och händelserikt år med många givande projekt och samarbeten. Nu ser vi fram emot 2025, där vi har flera spännande planer på gång. Men först vill vi önska er alla en riktigt god jul och ett gott nytt år . Vi hoppas att ni får tid att koppla av och ladda inför det nya året. Vi ses igen 2025! Varma hälsningar, WeOffice-teamet ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Tips: Bästa möjligheter för en god arbetsmiljö URL: https://sv.weoffice.eu/tips-basta-mojligheter-for-en-god-arbetsmiljo/ ======================================================================== - Home / Artiklar / Tips: Bästa möjligheter för en god arbetsmiljö # Tips: Bästa möjligheter för en god arbetsmiljö Agilt Dela ## Blog IOFFICE Business Center är ett kontorshotell med möjligheter till Co-workning i Stockholm och Göteborg.  De bad oss på WeOffice tipsa om bästa möjligheterna för en god arbetsmiljö, läs del av artikeln nedan som de publicerat på sin hemsida i mars 2023. – Produktivitet, hälsa och trivsel är tre viktiga aspekter för att lyckas. Där har man som arbetsgivare ett viktigt ansvar, säger Aram Seddigh, doktor i arbets- och organisationspsykologi, arbetsplatsstrateg och VD för WeOffice. ### Fem tips för att lyckas med god arbetsmiljö Är man som arbetsgivare på jakt efter en ny arbetsplats eller vill göra förändringar på sitt befintliga kontor ger Aram fem värdefulla tips som kan vara värda att tänka på för att skapa en god arbetsmiljö. - Dimensionera rätt: Se till att det är väldimensionerat utifrån verksamhetens storlek. - Diversifiera: Skapa olika typer av arbetsytor utifrån verksamhetens behov. - Underlätta samarbete: Jobba aktivt med att underlätta för samarbete genom den fysiska utformningen, digitala lösningar samt organisatoriska strukturer. - Det ska vara lätt att göra rätt: Människor gör det som är enklast inte det som är möjligt. Önskadebeteenden ska vara enklast att hänge sig åt. Jobba med användarvänligheten på arbetsplatsen. - Insikt genom delaktighet: Samla in data från medarbetare så ni bättre förstår vilka behov som behöver tillgodoses. Du kan läsa mer om de 5 principerna i ramverket här På Ioffice erbjuds möjlighet till skräddarsydda kontor utifrån verksamhetens behov. Man erbjuder även hyresgäster tillgång till mötesrum i varierade storlekar, en tillgänglig kundservice och sociala samlingsplatser för co-working och nya affärsmöjligheter. Läs hela artiklen här Vill du veta mer om WeOffice och hur man skapar och tar fram en arbetsplatsstrategi som underlättar verksamhetens måluppfyllelse, välkommen att kontakta oss på Info@weoffice.se eller läs mer om vårt verktyg Workplace Adequacy™ Survey som möjliggör effektiv och representativ insamling av data från medarbetare och chefer.  Oavsett om ni vill  förstå nuläget  inför en förändring eller vill följa upp en implementering, om ni vill kartlägga framtida behov och  ta fram en arbetsplatsstrategi  och/eller vill veta vilka förändringsinsatser ni behöver sätta in för att  leda förändringen  till det tilltänkta arbetssättet, kan verktyget ge er tydliga insikter och stötta er där ni står. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Underlätta samarbete URL: https://sv.weoffice.eu/underlatta-samarbete-arbetsplats/ ======================================================================== - Home / Artiklar / Underlätta samarbete # Underlätta samarbete Arbetsplatsstrategi Dela ## Blog Det är vanligt att förändringar till ett nytt arbetssätt drivs av en önskan om ökat samarbete inom verksamheten. Ledning och högre chefer bedömer att samverkan mellan olika enheter kan gynna organisationen, genom till exempel förkortade ledtider och minskad tid till formella möten. Genom ett flexibelt arbetssätt ämnar man öka beröringspunkterna mellan organisationens olika delar och förbättra förutsättningarna för befintliga samarbeten. Detta kan i sin tur leda till kreativitet och oväntade initiativ med positiva följder. Men vad behöver man egentligen tänka på för att förbättra samarbetet genom ett flexibelt arbetssätt, till exempel i ett aktivitetsbaserat kontor ? ## Vilka ska samarbeta och varför? I en organisation där kulturen uppmuntrar till att alla ska lära känna alla, för att utbyta erfarenheter och lärdomar, kan den flexibla lösningen bli ett smörjmedel för ökat samarbete. Men flexibilitet när det gäller hur man använder lokalen är i sig inte en effektiv katalysator för samarbete om det inte finns ett konkret mål för vilka som ska samarbeta och varför. Även om man inom en organisation generellt vill öka samarbetet mellan organisationens olika delar, är vissa samarbeten mer viktiga än andra. Exempelvis kan det vara gynnsamt om säljavdelningen samarbetar mer med eftermarknad och produktutveckling, eller om chefernas dialoger med HR ökar. Däremot behöver ökad kontakt mellan en avdelning för infrastruktur och en juristavdelning inte leda till några positiva effekter för verksamheten. Eller gör den det? Genom att tydliggöra vilka avdelningar eller funktioner som skulle behöva bli bättre på att samarbeta kan konkreta processer skapas, som får bättre förutsättningar att genomföras i ett flexibelt kontor. Genom att tydliggöra vilka avdelningar eller funktioner som ska samarbeta kan konkreta processer skapas ## Viktigt att inomgruppssamarbeten får fortgå Det kan ibland vara svårt för medarbetare att förstå på vilket sätt den flexibla miljön ökar samarbetet, då distansen till deras egen enhet kan minska, utan att ett tydligt mål kommunicerats när det gäller vad närheten till andra utanför gruppen ska medföra. Forskning visar de facto också att flexibla lösningar kan leda till att det viktiga inomgruppssamarbetet går på en nit, vilket kan medföra negativa konsekvenser. Anledningen är att de flesta enheter har mest samverkan internt inom gruppen, något som är både önskvärt och viktigt.  Även om ambitionen är att öka samarbetet mellan olika grupper, är det således viktigt att samarbetet inom gruppen inte slås ut eller får påtagligt sämre förutsättningar. ## Verktyg för att underlätta samarbete För att underlätta samarbete är det viktigt att planera kontorsmiljön så att avdelningar och grupper som behöver samarbeta naturligt hamnar nära varandra när de är på kontoret. Var även uppmärksam på på vilket sätt grupperna behöver samarbeta, så att adekvata miljöer kan skapas för att ge rätt stöd och tillgodose existerande behov. Vidare kan en viktig åtgärd bli att träna medarbetare i digitala verkyg som underlättar samarbete mellan olika grupper, och som dessutom innebär minskat pappersberoende. Andra aspekter som är viktigt att ta i beaktande för att skapa ett kontor som underlättar samarberbete är: - Hemvister – vad är det? Hur kan en hemvist utformas och för vilka? - Tillgodoseende av avskildhetsbehov för att underlätta samarbete. - Utformning av överenskommelser utifrån beteenden, inte ljudnivå. ## Fördjupning Underlätta samarbete ingår i de fem forskningsbaserade principer inom Workplace Adequacy™ Principles (Ramverket för arbetsplatsutveckling) som WeOffice använder sig av för att ta fram verksamhetsanpassade arbetsplatsstrategier. Mer om dessa principer finns att läsa här . Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Millward LJ, Haslam SA, Postmes T. Putting Employees in Their Place: The Impact of Hot Desk­ ing on Organizational and Team Identification. Organization Science. 2007;18(4):547–59. Slunga­Järvholm L, Pettersson­Strömbäck A, Bodin Danielson C, Nordin M, Öhrn M, Harder M, et al. Arbetsmiljö, fysisk aktivitet, hälsa och produtivitet i aktivitetsbaserad kontorsmiljö – en kontrollerad studie i Örnsköldsvik kommun. Yrkes­ och miljömedicin vid institutionen för Folkhälsa och klinisk medicin; 2018. Report No.: ISSN 1654–7314. Relaterade definitioner ## Definitioner som sätter samarbete i ett tydligare arbetsplatsstrategiskt sammanhang Artikeln blir starkare när samarbete kopplas till hybridkontor, arbetsplatsstrategi och hur arbetsplatsens kvalitet faktiskt bedöms. Vad är hybridkontor? Sätt samarbete i relation till närvaro, koordinering och kontorets syfte. Vad är en arbetsplatsstrategi? Se hur samarbete ska kopplas till riktning, prioriteringar och arbetsplatsbeslut. Vad är Workplace Adequacy? Förstå hur arbetsplatsen kan bedömas utifrån sitt stöd till samarbete och fokus. Vad är närvarodata? Komplettera resonemanget med data om när samarbete faktiskt sker på plats. Expertperspektiv ### Vill du se hur samarbete på arbetsplatsen hänger ihop med strategi och metodik? Dr. Aram Seddighs profilsida knyter ihop forskningen om samarbete med arbetsplatsstrategi, analys och praktiska beslut. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Undvik skendelaktighet URL: https://sv.weoffice.eu/undvik-skendelaktighet/ ======================================================================== - Home / Artiklar / Undvik skendelaktighet # Undvik skendelaktighet Flexibelt arbetssätt Dela ## Blog Att ombilda en verksamhets kontor, eller gå från ett traditionellt arbetssätt till flexibla eller hybrida kan innebära en stor förändringsprocess som förutsätter att hela verksamheten är med på noterna för att omställningen ska bli lyckad. Arbetsplatsstrateger som är involverade i en sådan förändring kan med fördel använda sig av principen om att skapa delaktighet, som ingår som en av fem principer i ramverket Workplace Adequacy TM Framework. Men det är viktigt att medarbetarnas delaktighet är genuin och att förtroende för förändringsledningen säkerställs. ## Var tydlig med vad som går att påverka Skapa delaktighet kring faktorer som går att påverka och använd den insamlade informationen som underlag i förändringsarbetet. Delaktighet bör skapas kring faktorer som går att påverka. Den information som samlas in bör vara avsedd att användas som underlag för beslutet, och det man skapar delaktighet kring bör vara aspekter som har betydelse för de som tillfrågas. Om det exempelvis finns ett beslut om att tillämpa ett flexibelt arbetssätt eller om det redan finns riktlinjer för hur många dagar man ska jobba hemifrån, är det viktigt att inte ge sken av att dessa faktorer går att påverka. Istället kan man börja med att informera om de fasta ramarna och skapa delaktighet kring frågeställningar inom dessa och som fortfarande är öppna. Det kanske ligger ett beslut om att majoriteten av medarbetarna ska jobba flexibelt. Då är det lämpligt att klargöra varför detta beslut har fattats och att den delen inte går att påverka. Däremot kan man bjuda in till delaktighet kring vilka typer av miljöer som ska finnas på kontoret, vilken typ av utrustning som behövs i olika typer av miljöer, vilka överenskommelser som ska råda i olika delar av kontoret osv. ## Förtroende essentiellt Om medarbetarna upplever att de förts bakom ljuset och att man egentligen inte hade tänkt applicera informationen man samlat in, kan de förlora förtroendet för dem som driver förändringen. Detta förtroende är centralt för att medarbetare ska slå följe i en förändring, då det ofta innebär en resa till det okända. Litar man inte på den som leder förändringen är det lätt att tvivla på den bild om framtiden som målas upp. Därmed kan man börja motverka förändringen och arbeta för att den uteblir, särskilt om förändringen väcker starka känslor. Och förändring av arbetssätt kan väcka en hel del känslor. Det är inte sällan som förändringen känns påtvingad eftersom man ber människor ändra  vanor de ofta upplever fungerat tillfredsställande. ## Delaktighet i prestations- och trivselfrågor Medarbetarna söker ofta delaktighet i frågor som direkt påverkar deras förutsättningar att prestera och trivas på jobbet. Därmed behöver man i processen visa att man är hängiven dessa frågor. Om det inte finns möjlighet att skapa delaktighet kring centrala frågor, kan man jobba med att informera om bakgrunden till beslutet. Att enbart skapa delaktighet kring frågor som upplevs sekundära till arbetet – som färg och form (även om de är viktiga) – fungerar sällan som en kompensation för brist på delaktighet i viktigare frågeställningar. ## Fördjupa dig Vill du veta mer om på vilket sätt du kan skapa delaktighet i förändringsarbetet och vilka faktorer som är viktiga att ha i åtanke? Läs mer om vikten av medventenhet om förändringens omfattning , hur du kan förstå och hantera motstånd , vilken reaktion individen kan ha på förändring och vilka nivåer förändringen sker på . Här kan du även läsa mer om de andra principer som ingår i Workplace Adequacy TM Framework som arbetsplatsstrateger använder sig av. Referenser Seddigh, A. 2022. Arbetsplatsstrategi för det flexibla kontoret : metoder, verktyg och case med fokus på hybrid och aktivitetsbaserat arbetssätt, Stockholm, Blue Publishing. Relaterade definitioner ## Definitioner som fördjupar resonemanget om trovärdig delaktighet Artikeln blir tydligare när skendelaktighet läses tillsammans med begrepp som arbetsplatsstrategi, hybridkontor och Workplace Adequacy. Vad är en arbetsplatsstrategi? Se hur delaktighet behöver kopplas till riktiga beslut och prioriteringar. Vad är hybridkontor? Förstå varför nya arbetssätt ofta kräver tydligare dialog och förankring. Vad är Workplace Adequacy? Knyt samtalet till hur arbetsplatsens kvalitet faktiskt bedöms. Vad är närvarodata? Komplettera upplevelser med data om verkliga närvaromönster. Expertperspektiv ### Vill du se hur trovärdig delaktighet kopplas till arbetsplatsstrategi? Dr. Aram Seddighs profilsida sätter delaktighet, analys och förändring i ett tydligare strategiskt sammanhang. Läs om Dr. Aram Seddigh ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vad är en arbetsplatsstrategi? Därför behövs det före design, flytt och förändring URL: https://sv.weoffice.eu/vad-ar-arbetsplatsstrategi/ ======================================================================== - Home / Vad är en arbetsplatsstrategi? Därför behövs det före design, flytt och förändring # Vad är en arbetsplatsstrategi? Därför behövs det före design, flytt och förändring Arbetsplatsstrategi och beslutslogik Arbetsplatsstrategi är beslutslogiken för hur arbetsplatsen ska stödja verksamhetens mål, arbetssätt och behov över tid. Design ska följa strategin, inte ersätta den. Arbetsplatsstrategi är inte ett inredningskoncept eller ett sent tillägg till ett lokalprojekt. Den blir värdefull först när den styr verkliga beslut om arbetsplats, förändring och genomförande. Organisationer som förändrar kontoret utan en tydlig arbetsplatsstrategi riskerar att låsa investeringar innan de har klargjort vilka arbetssätt och behov arbetsplatsen faktiskt ska stödja. Arbetsplatsstrategi ska komma före design, inte efter den. När strategin kommer in för sent kan projektet se tydligt ut på ytan men ändå vara svagt i beslutskvalitet och arbetslogik. Kort svar - Arbetsplatsstrategi är beslutslogiken för hur arbetsplatsen ska stödja verksamhetens mål, arbetssätt och behov över tid. - Den ska hjälpa organisationen att avgöra vilka aktiviteter, miljöer och prioriteringar som behöver stödjas innan design och dimensionering låses. - Hybrid, aktivitetsbaserat och layoutval är inte strategier i sig. De ska följa strategin, inte ersätta den. Beslutssignal Om organisationen redan diskuterar layout, kapacitet eller koncept men fortfarande saknar tydlighet om vilka mål, arbetssätt och kompromisser arbetsplatsen ska stödja, behöver strategin definieras innan projektet går vidare. ## Varför behövs arbetsplatsstrategi innan design och kontorsutveckling? Design kan skapa tydlighet, identitet och funktion, men den kan inte ersätta beslut om vad arbetsplatsen ska åstadkomma. Innan organisationen väljer layout, kapacitet eller koncept behöver den förstå vilka mål arbetsplatsen ska stödja, vilka arbetsmönster som faktiskt finns och vilka behov som skiljer sig mellan olika delar av verksamheten. Arbetsplatsstrategin hjälper organisationen att avgöra hur arbetsplatsen ska bidra till verksamhetens resultat, vad som behöver stödjas i vardagen och vilka kompromisser som är rimliga. Därför ska strategin komma före större beslut om flytt, ombyggnad, hybridpolicy eller aktivitetsbaserat upplägg. ## Vad ska en arbetsplatsstrategi faktiskt omfatta? En arbetsplatsstrategi ska utgå från organisationens mål och förutsättningar. Den behöver adressera organisatoriska och arbetsrelaterade behov hos medarbetare, team och olika nivåer i organisationen, inte bara antal platser eller kvadratmeter. Strategin ska också ge vägledning om dimensionering, diversifiering och förändringslogik. Arbetsplatsanalys ger underlaget, arbetsplatsstrategi översätter underlaget till prioriteringar och Workplace Adequacy™ prövar sedan om prioriteringarna faktiskt stödjer arbetet över tid. ## Hur skiljer sig arbetsplatsstrategi från inredningskoncept och layoutval? Arbetsplatsstrategi definierar vilka behov, principer och vägval arbetsplatsen ska bygga på. Inredningskoncept och layout omsätter sedan strategin i fysisk lösning, uttryck och funktion. När organisationer hoppar direkt till koncept riskerar de att lösa fel problem på ett visuellt tilltalande sätt. Arbetsplatsstrategi ska därför inte bedömas efter om den låter modern, utan efter om den förbättrar beslutskvalitet och arbetslogik. ## Vilka beslut ska en arbetsplatsstrategi hjälpa organisationen att fatta? Den ska hjälpa organisationen att fatta beslut om hur arbetsplatsen ska stödja verksamhetens mål, hur olika typer av arbete ska rymmas i miljön och hur resurser ska prioriteras när alla önskemål inte kan uppfyllas samtidigt. En stark strategi hjälper ledning, HR, fastighetsansvariga och projektägare att väga samman verksamhet, arbetssätt och genomförande. Arbetsplatsstrategi blir relevant först när den går att använda för verkliga beslut, inte bara för att beskriva ambitioner. ## När behöver en organisation ta fram eller uppdatera sin arbetsplatsstrategi? Behovet uppstår ofta före flytt, ombyggnad eller större förändringar i arbetssätt, men det kan också uppstå när organisationen märker att nuvarande arbetsplats inte längre stödjer verksamheten tillräckligt bra. Det kan handla om nya närvaromönster, förändrade samarbetsformer, tillväxt, neddragningar eller ökade krav på fokus, lärande eller koordinering. Hybrid och aktivitetsbaserat är inte strategier i sig, utan möjliga uttryck för hur arbetet organiseras och stöds. En arbetsplatsstrategi ska först klargöra vad verksamheten behöver och därefter avgöra vilka modeller, miljöer och förändringsinsatser som är rimliga. Nästa steg ## Om ni behöver gå från ambition till ett tydligare beslutsunderlag behöver nästa steg koppla ihop analys, strategi och genomförbara vägval. Då blir det lättare att avgöra hur arbetsplatsen ska stödja verksamheten innan design, layout eller förändringsupplägg låses för tidigt. Konsulttjänster inom arbetsplatsstrategi Ramverket Workplace Adequacy™ Ni kan gå vidare till konsulttjänster för arbetsplatsstrategi eller fördjupa det metodiska perspektivet i ramverket Workplace Adequacy™. ## FAQ ### Vad skiljer arbetsplatsstrategi från inredningskoncept? Arbetsplatsstrategi definierar vilka behov, principer och vägval arbetsplatsen ska bygga på. Inredningskoncept omsätter sedan strategin i fysisk lösning, uttryck och funktion. När organisationer hoppar direkt till koncept löser de ofta fel problem på ett visuellt tilltalande sätt. ### Vilka behov ska en arbetsplatsstrategi adressera? En arbetsplatsstrategi ska adressera organisatoriska och arbetsrelaterade behov hos medarbetare, team och olika nivåer i organisationen. Det handlar inte bara om antal platser, utan också om vilka aktiviteter som ska stödjas, hur samarbete ska fungera och vilka beteenden arbetsplatsen ska underlätta. ### Varför måste förändringsledning ingå i arbetsplatsstrategin? En arbetsplatsstrategi ska inte bara beskriva målbilden utan också vad som krävs för att organisationen ska kunna röra sig dit. Om förändringsledningen kommer in för sent blir strategin svag i praktiken, även om den ser logisk ut på papperet. ### Vem bör äga arbetet med en arbetsplatsstrategi? Verksamhetsledning eller motsvarande bör normalt äga arbetet med en arbetsplatsstrategi. Samtidigt kräver arbetet tydlig arbetsplatsstrategisk kompetens som kan översätta analys till beslut. Därför är ägarskap och specialistroll inte alltid samma sak. ### Hur hänger arbetsplatsstrategi ihop med hybrid och aktivitetsbaserat arbetssätt? Hybrid och aktivitetsbaserat är inte strategier i sig, utan möjliga uttryck för hur arbetet organiseras och stöds. Arbetsplatsstrategin ska avgöra om, när och hur sådana arbetssätt passar organisationens mål och behov. Relaterade begrepp ## Fördjupa arbetsplatsstrategi med rätt nästa frågor Arbetsplatsstrategi blir starkare som begrepp när den kopplas till hybridlogik, närvaromönster och hur arbetsplatsens kvalitet faktiskt bedöms över tid. Vad är hybridkontor? Se hur policy, närvaro och kontorets syfte behöver hänga ihop. Vad är närvarodata? Förstå hur faktisk kontorsnärvaro blir bättre beslutsunderlag. Vad är Workplace Adequacy? Läs hur ramverket kopplar behov, plats och prioriteringar. Konsulttjänster inom arbetsplatsstrategi Se hur strategin omsätts i riktning, analys och genomförande. Expertperspektiv ### Vill du förstå resonemanget bakom arbetsplatsstrategi lite djupare? Dr. Aram Seddighs profilsida knyter ihop forskning, metodik och praktiskt arbete med arbetsplatsstrategi i moderna organisationer. Läs om Dr. Aram Seddigh ======================================================================== # Vad är en aktivitetsanalys? URL: https://sv.weoffice.eu/vad-ar-en-aktivitetsanalys/ ======================================================================== - Home / Artiklar / Vad är en aktivitetsanalys? # Vad är en aktivitetsanalys? Arbetsplatsstrategi Dela ## Blog En viktig informationskälla vid genomförande av en arbetsplatsanalys och framtagning av arbetsplatsstrategi är att förstå vilka aktiviteter som medarbetarna hänger sig åt och i vilken utsträckning. Aktivitetsanalysen är viktig för den ger arbetsplatsstrategen en förståelse för vad för aktiviteter som är centrala för verksamheten och därmed vad för beteenden arbetsmiljön bör skapas för. Aktivitetsanalysen är särskilt viktigt för framtagning av en arbetsplatsstrategi eller en arbetsplatskoncept för ett aktivitetsbaserat eller  hybrid arbetssätt . ## Aktivitetsanalys kan genomföras på olika sätt Olika aktivitetsanalyser kartlägger aktiviteter på olika sätt. Ett vanligt sätt är att bryta ner det vi gör under arbetsdagen till de mest grundläggande beteendena eller komponenter. Denna typ av aktivitetsanalyser ställer vanligtvis frågor om i vilken utsträckning medarbetarna hänger sig till aktiviteter såsom skriva, räkna, rita, koda, diskutera, läsa, inhämta information m.m. samt hur viktiga och krävande dessa aktiviteter är. Även om ansatsen gör anspråk på att vara heltäckande och fånga upp en detaljerad bild, består många av våra aktiviteter av en serie delaktiviteter som vi gör mer eller mindre samtidigt eller som vi snabbt hoppar mellan. Till exempel, när vi skriver en rapport kan vi behöva hoppa mellan att läsa, skriva och inhämta information. Det kan därför vara svårt för enskilda medarbetare att i detalj bryta ner sina aktiviteter till dess beståndsdelar och göra en rättvis uppskattning av hur mycket tid man hänger sig åt varje delaktivitet. Vidare kan samma delaktivitet vara väldigt krävande eller mindre krävande beroende på vad det övergripande aktiviteten är. Att skriva ett mail kan exempelvis vara krävande i ett sammanhang och mindre krävande i ett annat. Ett annat sätt att genomföra en aktivitetsanalys är att istället behålla fokus på det övergripande nivån. Sådana analyser ber medarbetarna att istället uppskatta hur mycket tid de hänger individuella krävande arbetsuppgifter, individuella arbetsuppgifter där man kan vara tillgänglig för andra samt möten och samarbeten. Individen kan då reflektera utifrån hur mycket hen vill sitta helt avskilt och tillsammans med andra, vilket är lättare att uppskatta. ## Att tänka på när du tar fram en arbetsplatsstrategi Att ha i åtanke vid framtagning av en arbetsplatsstrategi att kartläggningsarbetet är ett flerraketsarbete där varje del ger en pusselbit som tillsammans skapar en god förståelse för verksamhetens behov som arbetsplatsstrategin kan appliceras på. Andra centrala analyser är närvaromätningar, beläggningsgradsmätningar, fysiskmiljöanalyser, visionsworkshops med beslutsfattare samt intervjuer med chefer och andra intressenter. ## Certifiera dig till arbetsplatsstrateg Om du är intresserad av att lära dig att ta fram arbetsplatsstrategier och jobba som arbetsplatsstrateg kan du anmäla dig till våra utbildningar. Våra utbildningar uppdaterar dig på relevant forskning inom området och ger dig de färdigheter och verktyg du behöver för att arbeta som en skarp arbetsplatsstrateg. Läs mer om våra utbildningar  här . ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vad är en arbetsplatsanalys URL: https://sv.weoffice.eu/vad-ar-en-arbetsplatsanalys/ ======================================================================== - Home / Artiklar / Vad är en arbetsplatsanalys # Vad är en arbetsplatsanalys workplace analysis Dela ## Blog Med en arbetsplatsanalys avser man kartlägga behoven som arbetet ställer på arbetsmiljön. Arbetsplatsanalysen kan sedan användas för att ta fram en  arbetsplatsstrategi  som bland annat innehåller ett förslag på arbetssätt såsom  hybdrid arbetssätt , aktivitetsbaserat arbetssätt eller kontor med fasta platser samt förslag på ytor och hur kontoret kan planeras. Arbetsplatsanalysen byggs vanligtvis upp av en workshop med ledningsgrupp eller styrgrupp,  aktivitetsanalys , chefsintervjuer, beläggningsgradmätning, närvaromätning, samarbetsmönster, mobilitetsprofil och fysisk miljöanalys. En arbetsplatsanalys tar mellan 1 till 3 månader att genomföra beroende på organisationens storlek samt organisationens tillgänglighet. Med arbetsplatsanalysen som bas får man även en förståelse för hur smidig eller krävande en eventuell förändring kan bli för verksamhetens olika delar. Denna förståelse ger organisationen möjlighet att sätta in adekvata insatser för att underlätta förändringsarbetet. Utbildade arbetsplatsstrateger har tillgång till verktyg och metoder för att genomföra arbetsplatsanalyser och ta fram arbetsplatsstrategier. Här hittar du information om vår certifierande utbildning till  arbetsplatsstrateg . För att höra mer om utbildningen eller om ni har behov av en arbetsplatsstrateg är ni välkomna att kontakta arbetsplatsstrategen och förändringsledaren  Aram Seddigh . ## Vanliga frågor ### Vad är en arbetsplatsanalys? En arbetsplatsanalys kartlägger hur organisationen arbetar, vilka behov som finns och hur arbetsplatsen används. Analysen ger beslutsunderlag för strategi, dimensionering och kontorsutveckling. ### När behöver man göra en arbetsplatsanalys? En arbetsplatsanalys är särskilt viktig inför flytt, ombyggnad, hybridpolicy, kostnadsbesparingar eller när kontoret inte används som förväntat. ### Vilken data ingår i en arbetsplatsanalys? Vanliga datakällor är intervjuer, enkäter, observationer, närvarodata, beläggningsmätning och analys av verksamhetens arbetssätt och framtida behov. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vad är en arbetsplatsstrategi? URL: https://sv.weoffice.eu/vad-ar-en-arbetsplatsstrategi-hur-ska-en-arbetsplatsstrategi-utformas/ ======================================================================== - Home / Artiklar / Vad är en arbetsplatsstrategi? # Vad är en arbetsplatsstrategi? Arbetsplatsstrategi Dela ## Blog En arbetsplats är mycket mer än väggar, möbler och teknik. Den är en arena för samarbete, innovation och kultur. För att arbetsplatsen verkligen ska stödja verksamhetens mål krävs en genomtänkt arbetsplatsstrategi – en plan som förbinder organisationens övergripande strategi med de konkreta förutsättningarna i vardagen. En arbetsplatsstrategi beskriver hur kontoret bör utformas, användas och fungera tekniskt för att stödja det tilltänkta arbetssättet. Den fungerar som ett styrdokument som vägleder beslut om lokaler, teknik, kultur och ledarskap. En sådan strategi ska inte vara en teoretisk vision – utan en konkret, genomförbar plan som tar sin utgångspunkt i hur människor faktiskt arbetar. ## Varför en arbetsplatsstrategi är avgörande När arbetssätt, teknik och kontorsmiljö inte hänger ihop uppstår ofta ineffektivitet, frustration och minskad trivsel. Samtidigt är kontoret en av organisationens största investeringar. En välgrundad arbetsplatsstrategi hjälper därför till att: - Skapa balans mellan flexibilitet och struktur - Stärka samarbete, kultur och tillhörighet - Optimera ytanvändning och kostnadseffektivitet - Stödja prestation och välmående i det dagliga arbetet - Underlätta förändringsarbete och framtida tillväxt Hos WeOffice ser vi arbetsplatsstrategin som en bro mellan strategi och verklighet . Under ledning av Dr. Aram Seddigh , fil.dr i arbets- och organisationspsykologi, utgår arbetet från forskning, beteendevetenskap och praktisk erfarenhet. Resultatet är arbetsplatser som inte bara fungerar – utan som stärker både verksamheten och människorna i den. ## Från mål till miljö – arbetsplatsen som verktyg En effektiv arbetsplatsstrategi börjar alltid i organisationens mål och behov. Hur vill ni arbeta? Vilka beteenden vill ni uppmuntra? Hur ser samspelet mellan digitala och fysiska miljöer ut? Genom att kartlägga verksamhetens processer, samarbetsmönster och kultur kan strategin skapa en tydlig koppling mellan mål, beteenden och miljö . På så sätt blir arbetsplatsen inte bara en fysisk yta – utan ett verktyg som stödjer affärsstrategin, stärker relationer och möjliggör prestation. ## WeOffice och Workplace Adequacy™ Framework På WeOffice bygger vi arbetsplatsstrategier utifrån Ramverket Workplace Adequacy™ – ett evidensbaserat ramverk som kombinerar organisationspsykologi, dataanalys och utformning. Ramverket hjälper organisationer att förstå vilken typ av arbetsplats som är adekvat utifrån verksamhetens mål, arbetssätt och kultur. Workplace Adequacy™ bygger på fem grundprinciper samt metoder och verktyg med vars hjälp ni kan skapa en arbetsplats som fungerar för både individen och organisationen. Nedan redogör vi för ramverkets fem principer. ## Fem principer för en adekvat arbetsplats ### 1. Dimensionera rätt Att dimensionera rätt handlar om att skapa en arbetsplats som är korrekt dimensionerad för antalet medarbetare som är på plats en vanlig dag när många är på plats. Principen lyfter fram vikten av att varken över eller underdimensionera en arbetsplats och vägleder hur en dimensionering kan tas fram som passar er verksamhet, oavsett vilken grad av hybridarbete som ni har som norm. ### 2. Diversifiera arbetsytorna Olika arbetsuppgifter kräver olika typer av miljöer. En adekvat arbetsplatsstrategi säkerställer att det finns en balanserad mix av ytor utifrån verksamhetens behov – från fokuszoner för koncentrerat arbete till sociala ytor som främjar kreativitet och samarbete. Diversifiering handlar också om att skapa flexibilitet och valmöjlighet – att medarbetare kan växla mellan miljöer beroende på aktivitet och behov. ### 3. Underlätta samarbete Kontoret ska stödja det samarbete som är mest värdeskapande. Det kan handla om att stärka tvärfunktionella samarbeten, stötta innovationsprocesser eller underlätta spontana möten. Genom att medvetet utforma ytor och flöden som främjar önskvärda interaktioner kan man skapa ett kontor som bygger kultur och relationer – inte bara rymmer dem . ### 4. Öka användbarheten En bra arbetsplatsstrategi gör det enkla valet till det rätta valet . Genom att förena god design, funktionell teknik och tydliga riktlinjer skapas miljöer där människor intuitivt använder kontoret på det sätt som stöder verksamhetens mål. Användbarhet handlar också om att minska friktion – att arbetet flyter smidigt mellan digitala och fysiska miljöer. ### 5. Skapa insikt genom delaktighet För att strategin ska bli framgångsrik krävs delaktighet. När medarbetare involveras i processen, exempelvis genom workshops och enkäter, ökar både förståelsen för förändringen och engagemanget för den. Delaktighet ger dessutom insikter som gör strategin mer träffsäker – och ökar chansen att den fungerar i praktiken. ## Från data till beslut WeOffice:s metodik kombinerar data, beteendeinsikter och verksamhetsdialog . Genom att analysera både kvantitativ och kvalitativ information – exempelvis användningsmönster, upplevelser och organisatoriska mål – skapas en tydlig grund för beslut. Resultatet är en strategi som är: - Verksamhetsorienterad snarare än allmän - Specifik snarare än generell - Konkret snarare än abstrakt - Pragmatisk snarare än idealistisk - Genomförbar snarare än visionär Denna kombination av forskning, data och praktik gör att strategin inte stannar på papperet – utan blir ett levande verktyg som stödjer verklig förändring. ## En strategi för framtidens flexibla kontor Framtidens arbetsplats är dynamisk, digital och mänsklig på samma gång. Den uppfyller individens, teamens och organisationens behov. Med en väl utformad arbetsplatsstrategi kan organisationer skapa miljöer som stärker både prestation och välmående som lockar tillbaka medarbetare till kontoret. Med WeOffice:s evidensbaserade angreppssätt och Dr. Aram Seddighs djupa kunskap inom arbets- och organisationspsykologi, får ni ett strategiskt ramverk som hjälper er att forma ett kontor som stödjer verksamheten, inspirerar medarbetarna och anpassar sig till framtiden . Podd-avsnitt om arbetsplatsstrategi Nedan kan du ta del av en intervju med Aram Seddigh om vad en arbetsplatsstrategi är och vad den ska innehålla. I inslaget går Aram Seddigh igenom ramverket Workplace Adequacy™ och dess principer, metoder och verktyg. Ta del av avsnittet om arbetsplatsstrategi här. Aram Seddigh , fil. dr. i arbets- och organisationspsykologi, certifierad arbetsplatsstrateg och VD för WeOffice. ## Vanliga frågor ### Vad är en arbetsplatsstrategi? En arbetsplatsstrategi beskriver hur arbetsplatsen ska stödja verksamhetens mål, arbetssätt, kultur och framtida förändringar. Den skapar riktning innan beslut om design, lokaler och genomförande tas. ### Varför behövs arbetsplatsstrategi före kontorsdesign? Utan strategi riskerar kontorsdesignen att lösa fel problem. Strategin tydliggör vilka beteenden, funktioner och prioriteringar som arbetsplatsen ska stödja. ### Vad bör en arbetsplatsstrategi innehålla? Den bör innehålla målbild, behovsanalys, principer för närvaro och arbetssätt, dimensioneringslogik, förändringsplan och kriterier för uppföljning. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vad är hybrid arbetssätt och hybrid arbetsplats? URL: https://sv.weoffice.eu/vad-ar-hybrid-arbetssatt-och-hybrid-arbetsplats/ ======================================================================== - Home / Artiklar / Vad är hybrid arbetssätt och hybrid arbetsplats? # Vad är hybrid arbetssätt och hybrid arbetsplats? Arbetsplatsstrategi Dela ## Blog Nu har det snart gått ett och ett halv år då pandemin slog till på riktigt i Sverige. I takt med att fler återvänder eller planerar att återvända till kontoret börjar organisationer reflektera över vilket arbetssätt som ska gälla på arbetsplatsen. En fråga som jag ofta ställer mig i diskussion med HR och fastighetschefer, är vad – eller vart – är arbetsplatsen numera? Är det hemma? Är det på kontoret? Är det både och? Oftast menar man både och i farvattnet av denna nya trend har begreppet hybrid arbetsplats eller arbetssätt blivit högaktuellt. Det pratas om även om hybrid arbete och hybrid kontor, kärt barn har många namn. Men vad innebär dessa begrepp egentligen? Hur skiljer sig hybrid arbetsplats från traditionella och flexibla kontor såsom aktivitetsbaserade kontor? I denna artikel tänkte jag bena lite i dessa begrepp. ## Hybrid arbetsplats Hybrid arbetssätt innebär att medarbetare har möjlighet att arbeta hemma och på kontoret utifrån en överenskommelse med arbetsgivaren. Med en hybrid arbetssätt menar man att medarbetarna både har möjlighet att arbeta på distans och förväntas vara på kontoret några dagar i veckan. Arbeta på distans kan innebära att medarbetaren arbetar hemifrån, på ett kontorshotell eller på andra ställen, allt enligt överenskommelse med arbetsgivaren. Hybrid arbete definierar därmed inte direkt vilket arbetssätt som ska tillämpas på kontoret. Arbetar man på en hybrid arbetsplats kan man arbeta traditionellt på kontoret med fasta platser, flexibelt i flexkontor eller flexibelt i aktivitetsbaserade kontor. Hybrid arbetssätt kommer öka i framtiden ## Tre skäl till att aktivitetsbaserade kontor kommer att öka med hybrid arbetssätt Aktivitetsbaserat arbetssätt kan innebära mindre isolering på arbetsplatsen vid hybrid arbetssätt Men med den ökade flexibiliteten, och den minskade närvaron som ett hybrid arbetssätt innebär, är det vanligt att verksamheter ser över sina kontorsmiljöer och implementerar aktivitetsbaserade kontor, för dem delar av verksamheten där det är möjligt. Skäl att tillämpa högre flexibilitet på arbetsplatsen är flera. Dels medför hybrid arbetssätt att närvaron på kontoret sjunker. Innan pandemin visade närvarodata som vi tog del av vid framtagning av  arbetsplatsstrategi , att närvaron på kontoret i snitt var 66%. Med hybrid arbetssätt kan denna siffra sjunka till 40-60% beroende på vilken grad av flexibilitet organisationen väljer att tillämpa. Genom att övergå till ett aktivitetsbaserat arbetssätt kan man samla skrivbordsytor, vilket medför att de som är på plats inte tvingas sitta ensamma när de väl är på kontoret. En annan aspekt är hållbarhet. Genom att minska vakanta ytor sparar man energi till att värma och kyla ytor. Ytterligare skäl är att sänka lokalkostnader och investera i utbildningar och ergonomiska verktyg för hemmet. Att arbeta hybrid innebär att verksamheten behöver investera i att ge medarbetare tillgång till ergonomiska verktyg såsom skärmar, skrivbord m.m. som de kan använda när de arbetar på distans. Det innebär också att man i allt högre grad behöver satsa på distansledarskap och samhörighetskapande aktiviteter. ## Att tänka på när ni implementerar ett hybrid arbetssätt och aktivitetsbaserade kontor! Vid hybrid arbetssätt – tillgodose medarbetarnas behov att hantera visuell information när de arbetar på distans Om ni ska införa ett aktivitetsbaserat kontor som ska stödja ett hybrid arbetssätt är det bra att reflektera över ett par punkter när ni tar fram er  arbetsplatsstrategi . För det första – vad ska ni ha kontoret till? Ska era medarbetare fortfarande kunna – på ett bra sätt – utföra individuella arbetsuppgifter på kontoret eller ska dessa arbetsuppgifter enbart utföras på distans? Ska kontoret bli en mötesplats? Eller ska alla aktiviteter kunna utföra på kontoret även om ni tillämpar ett hybrid arbetssätt? Ha i åtanke att även om många trivs med att utföra individuella arbetsuppgifter hemma, innebär många utav våra arbetsuppgifter att vi behöver få ihop olika typer av information som ofta är visuellt återgivna. Detta innebär inte endast grafiskt material såsom ritningar utan även text och kalkyler. För att på ett effektivt sätt hantera dessa typer av information behöver man ofta ha tillgång till dataskärmar – endast laptoppen är inte ett fullgott alternativ då möjligheten att visualisera större mängder information är tämligen begränsat. Skärmar kräver å sin sida skrivbordsyta. Vilket för oss till utmaningen att alla har inte ytor över i hemmet för att skapa en god arbetsplats hemma. Tänk exempelvis unga par i små lägenheter. En annan aspekt är också att alla har inte lugn och ro hemma att kunna fokusera och ytterligare en att andra kan känna sig isolerade av för mycket hemarbete. Ofta kan det därför vara en bra idé att erbjuda en diversifierad arbetsmiljö på kontoret med olika typer av ytor för olika typer av aktiviteter, även om är tillåtande avseende distansarbete. Relaterade definitioner ## Definitioner som ger ett tydligare ramverk till den äldre hybridartikeln Artikeln blir starkare när den läses tillsammans med den nyare definitionssidan om hybridkontor och de begrepp som hör ihop med arbetsplatsstrategi och närvarodata. Vad är hybridkontor? Gå vidare till den kortare och tydligare definitionssidan om begreppet idag. Vad är en arbetsplatsstrategi? Sätt hybridfrågan i relation till riktning, prioriteringar och beslut. Vad är närvarodata? Komplettera resonemanget med data om verkliga närvaromönster. Vad är Workplace Adequacy? Knyt hybridupplägget till hur väl arbetsplatsen faktiskt fungerar. Expertperspektiv ### Vill du se hur hybridfrågan har utvecklats i ett större arbetsplatsstrategiskt sammanhang? Dr. Aram Seddighs profilsida ger ett bredare perspektiv på hybridarbete, analys och hur kontorets roll behöver definieras tydligt. Läs om Dr. Aram Seddigh ## Vanliga frågor ### Vad är ett hybrid arbetssätt? Ett hybrid arbetssätt innebär att arbete sker både på kontoret och på distans. För att fungera behöver organisationen tydliggöra vilka aktiviteter kontoret ska stödja och när fysisk närvaro skapar mest värde. ### Vad gör en hybrid arbetsplats framgångsrik? En hybrid arbetsplats fungerar när policy, ledarskap, digitala arbetssätt och den fysiska miljön drar åt samma håll. Kontoret behöver erbjuda tydliga skäl att komma in, inte bara skrivbord. ### Hur kan man utvärdera om hybridarbete fungerar? Utvärderingen bör kombinera närvarodata, medarbetarupplevelse, samarbetsmönster och verksamhetens behov. Enbart beläggning visar inte om kontoret stödjer rätt arbete. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vi flyttar till Hagastaden! URL: https://sv.weoffice.eu/vi-flyttar-till-hagastaden/ ======================================================================== - Home / Artiklar / Vi flyttar till Hagastaden! # Vi flyttar till Hagastaden! Nyheter Dela ## Blog Nu har vi flyttat in i vår nya lokal. Efter en period av planering, projektering och byggnation är vi äntligen på plats. Den nya arbetsplatsen är utformad för att stödja både fokusarbete, samarbete och möten – och fungerar nu som vår dagliga bas för arbetet med arbetsplatsstrategi, arbetsplatsanalys och utveckling av moderna arbetsplatskoncept. För oss är kontoret mer än bara en plats att arbeta på. Det är också en miljö där vi kan visa hur genomtänkt arbetsplatsutformning och arbetsplatsstrategi kan bidra till en bättre arbetsmiljö och mer effektiva arbetssätt. Nu ser vi fram emot att fortsätta utveckla verksamheten härifrån och att välkomna kunder och samarbetspartners till vår nya arbetsplats. Nu har vi äntligen flyttat in i lokalen! Efter en lång resa är vi nu på plats i vår nya lokal. Kontoret är färdigt att användas och har blivit en arbetsplats som stödjer både fokusarbete, samarbete och möten. Samtidigt speglar miljön hur vi själva vill arbeta – modernt, flexibelt och funktionellt. Här börjar ett nytt kapitel för WeOffice, och vi ser fram emot att fylla lokalen med projekt, idéer och samarbeten. Så här har resan sett ut Lokalen har genomgått en tydlig förvandling under arbetets gång. Från en tom yta och byggarbetsplats har den steg för steg utvecklats till den arbetsmiljö vi nu arbetar i. Med varje beslut och detalj har visionen om vår nya arbetsplats vuxit fram. Här nedan kan du se några bilder från processen – från de första byggstegen till den färdiga arbetsplatsen. Under arbetets gång började lokalen successivt ta form. Golv lades, väggar färdigställdes och rummen började få sina slutliga funktioner. Här började vi tydligt kunna se hur arbetsplatsen skulle fungera i praktiken. När arbetet startade var lokalen i princip ett tomt skal. Den fungerade som en canvas där vi steg för steg kunde forma den arbetsplats vi ville skapa. De första stegen handlade om att förbereda strukturen och skapa förutsättningar för den framtida arbetsmiljön. ## Läs mer Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt […] Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera ======================================================================== # Vilken kontorstyp stödjer fokusarbete bäst när… URL: https://sv.weoffice.eu/vilken-kontorstyp-stodjer-fokusarbete-bast/ ======================================================================== - Home / Artiklar / Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? # Vilken kontorstyp stödjer fokusarbete bäst när koncentrationskraven är höga? Arbetsplatsstrategi Dela ## Blog När koncentrationskraven är höga blir valet av kontorstyp avgörande; cellkontor gav lägst distraktion och kognitiv stress, medan flexkontor mildrade delar av belastningen bättre än öppna kontor. Det är en viktig korrigering av en kontorsdebatt som ofta blir för enkel. Många organisationer diskuterar fortfarande kontorstyp som om valet främst stod mellan öppet för samarbete eller stängt för fokus. En svensk studie av Aram Seddigh och kollegor visar en mer användbar bild. För medarbetare med höga krav på koncentration ökade den upplevda distraktionen i nästan alla kontorstyper utom cellkontor. Den kognitiva stressen ökade också i nästan alla kontorstyper utom cellkontor och flexkontor. Det betyder inte att en kontorstyp alltid är rätt. Det betyder att arbetsuppgifternas koncentrationskrav måste vara en tydlig styrsignal innan layout, täthet och zonering låses. ## Vad visar studien om kontorstyp och koncentrationskrav? Studien omfattade 1241 medarbetare från fem organisationer och jämförde sex kontorstyper i relation till distraktion, kognitiv stress, utmattning, depersonalisering, personlig effektivitet och allmän hälsa. Det mest användbara resultatet är inte en allmän ranking av alla kontorstyper, utan samspelet mellan kontorstyp och behovet av koncentration i arbetet. Cellkontor var kopplade till lägre nivåer av distraktion och kognitiv stress. Flexkontor var kopplade till lägre distraktion än andra öppna kontor. För gruppen med höga koncentrationskrav blev skillnaderna tydligare. De rapporterade mer distraktion i alla kontorstyper utom cellkontor, och mer kognitiv stress i alla kontorstyper utom cellkontor och flexkontor. Därför blir slutsatsen mer precis än den vanliga frågan om öppet eller stängt. Det avgörande är hur väl miljön passar arbetets kognitiva krav. ## Varför ändrar koncentrationskraven vad som är en bra kontorslösning? Det gör de därför att samma arbetsplats sällan används på samma sätt av alla roller. En miljö som fungerar för snabb samordning, projektavstämningar och löpande tillgänglighet kan vara svagare för arbete som kräver obrutna tankekedjor, minne, analys och återhämtning från störningar. Om organisationen inte skiljer på dessa behov i beslutsunderlaget blir kontorstyp lätt en generell princip i stället för ett arbetsverktyg. Då riskerar öppna miljöer att bära för mycket fokusarbete, medan avskilda miljöer planeras utan tydlig koppling till vilka uppgifter som faktiskt behöver dem. Det är också här många kontorsprojekt blir för grova. Man definierar en layout innan man har definierat vilka delar av arbetet som är mest känsliga för distraktioner och kognitiv belastning. ## Varför är flexkontor intressanta i just den här studien? Flexkontor framstår här som mer nyanserade än en vanlig öppen lösning. Studien kopplade flexkontor till lägre distraktion än andra öppna kontor, och för gruppen med höga koncentrationskrav såg de också bättre ut än andra öppna kontor när det gäller kognitiv stress. Det betyder inte att flexkontor automatiskt fungerar väl. Men det visar att en mer varierad arbetsmiljö, där olika arbetslägen kan stödjas bättre, kan vara mer relevant än en enda stor öppen yta när fokusarbete är viktigt. För beslutsfattare är det en viktig skillnad. Den praktiska frågan blir inte om arbetsplatsen ska vara modern eller flexibel i allmänhet, utan om den faktiskt ger rätt kombination av fokusmiljöer, tillgänglighet och valbarhet. ## Vilka misstag gör organisationer när de väljer kontorstyp för fokusarbete? Det första misstaget är att låta täthet eller standardiserad layout styra före arbetets krav. Då blir kontorstyp en fastighetslogik i stället för ett verksamhetsbeslut. Det andra misstaget är att behandla fokus som en individuell fråga i stället för en arbetsmiljöfråga. Om högkoncentrerat arbete är centralt i delar av verksamheten måste det synas i hur miljöerna planeras. Det tredje misstaget är att anta att öppna miljöer kan kompenseras senare med enkla tillägg. Om grundlogiken kring koncentrationskrav, störningar och tillgång till rätt miljöer är svag från början blir korrigering ofta dyrare och mindre träffsäker. ## Hur ser ett bättre beslutsunderlag ut innan kontorstyp väljs? Ett bättre beslutsunderlag börjar med att identifiera vilka roller och uppgifter som har höga krav på koncentration, och när under veckan de kraven faktiskt uppstår. Därefter behöver organisationen förstå vilka typer av störningar som är mest kostsamma: buller, rörelse, visuella avbrott, avsaknad av avskildhet eller ren kognitiv växling. Sedan blir nästa steg att avgöra vilken kombination av miljöer som behövs. Behövs fler cellrum eller tysta fokusmiljöer? Behövs en mer fungerande flexlogik? Eller är problemet främst att öppna kontor används för fel typer av arbete? Det är här arbetsplatsanalys blir nödvändig. Utan ett tydligt underlag blir kontorstyp annars ett allmänt designval, när det egentligen borde vara ett styrt beslut om hur verksamheten ska kunna arbeta bättre. ## Vilka frågor bör ni ställa innan ni bestämmer kontorstyp? Innan ni går vidare bör ni åtminstone kunna svara på följande: - Vilka delar av arbetet kräver längst sammanhängande koncentrationstid? - Var uppstår idag mest distraktion och kognitiv stress i arbetsmiljön? - Vilka grupper behöver avskildhet varje dag, och vilka behöver den mer sällan? - Är flexibla miljöer faktiskt valbara i praktiken, eller är de mest öppna ytor med nytt namn? - Har ni beslutat om kontorstyp utifrån arbetsplatsanalys eller utifrån generell layoutpreferens? De frågorna gör valet bättre eftersom de för in arbetets krav där debatten annars lätt fastnar i symbolik. Nästa steg ## Från koncentrationskrav till bättre kontorsbeslut Om ni behöver ett tydligare beslutsunderlag för hur fokusarbete, distraktioner och kognitiv belastning ska påverka kontorsvalet är konsulttjänster inom arbetsplatsstrategi det mest direkta nästa steget. Där blir det lättare att koppla kontorstyp, arbetsmönster och verksamhetskrav till ett vägval som går att genomföra. Konsulttjänster inom arbetsplatsstrategi Arbetsplatsanalys och workplace insight tools Om ni samtidigt behöver stärka metoden bakom beslutet går det vidare att läsa om arbetsplatsanalys och workplace insight tools , vad en arbetsplatsanalys behöver fånga , och om WeOffice . ## Källa Källa till artikeln: Journal of Environmental Psychology, “Concentration requirements modify the effect of office type on indicators of health and performance”, publicerad 2014-02-07. URL: https://doi.org/10.1016/j.jenvp.2014.01.009 . ## FAQ ### Är cellkontor alltid bäst för fokusarbete? Inte i varje enskild situation, men i den här studien var cellkontor tydligast kopplade till lägre distraktion och kognitiv stress. Det gör dem särskilt relevanta när arbetsuppgifterna har höga krav på koncentration. ### Betyder studien att öppna kontor fungerar dåligt? Nej. Den visar att öppna kontor inte bör bedömas utan hänsyn till arbetets koncentrationskrav. För vissa arbetsmönster kan öppna miljöer fungera, men för högkoncentrerat arbete ser riskerna större ut. ### Varför såg flexkontor bättre ut än andra öppna kontor? Studien kopplade flexkontor till lägre distraktion, och för gruppen med höga koncentrationskrav också bättre utfall för kognitiv stress än andra öppna kontor. Det tyder på att variation och valbarhet kan vara viktiga, om de fungerar i praktiken. ### Vad är kognitiv stress i ett kontorssammanhang? Det handlar här om belastningen som uppstår när arbetet kräver mental kontroll samtidigt som miljön skapar fler störningar, avbrott eller konkurrerande stimuli än uppgiften tål. Då påverkas både upplevelsen av arbetet och förmågan att prestera. ### När är WeOffice relevant i den här typen av beslut? WeOffice blir relevant när organisationen behöver översätta koncentrationskrav, arbetsmiljö och kontorstyp till ett genomförbart beslutsunderlag. Det gäller särskilt när fokusfrågor riskerar att underordnas täthet, normlösningar eller för tidigt låsta layoutval. ## Läs mer Öppet eller stängt kontor? Det viktiga är att välja efter arbetet Valet mellan öppet och stängt kontor bör styras av vilken typ av arbete som ska stödjas, inte av en generell preferens för en viss layout. Öppna kontor kan stärka kommunikation och samarbete, men de kan också minska avskildhet och öka buller. Stängda kontor kan ge bättre förutsättningar för fokus och konfidentiella samtal, men de löser […] Energieffektiva kontor misslyckas när termisk komfort behandlas som ett genomsnitt Termisk konfort är en central fråga i många kontorsprojekt där man både vill uppnå högre energioptimering och hög användarupplevelse. Men kan termisk komfort genom lokalstyrning och energieffektivitet kombineras? En ny studie i Building and Environment föreslår en samverkande styrstrategi där en personlig komfortmodell kombineras med personanpassad miljökontroll och ett övergripande bakgrundssystem. Resultatet i studien pekar […] Stora öppna kontor kostar mer fokus än många beslut räknar med För kognitivt krävande arbete verkar mindre öppna kontor vara mindre negativa än större öppna kontor, medan cellkontor inte automatiskt är det starkaste alternativet. Det är en viktig påminnelse i en arbetsplatsdebatt som ofta fastnar i två läger: öppet kontor som samarbetsmotor eller cellkontor som självklar lösning för fokus. En svensk studie av Aram Seddigh och […] Hur balanserar man termisk komfort och energieffektivitet på kontoret? Termisk komfort och energieffektivitet kan balanseras bättre när kontoret kombinerar lokal komfortstyrning med övergripande bakgrundssystem i stället för att tvinga in alla i samma medelvärde. Detta är en central fråga i många kontorsprojekt där energioptimering och användarupplevelse fortfarande behandlas som motstridiga mål. Resultatet blir ofta en miljö som ser rationell ut i tekniska termer men […] Kontorslayout påverkar mer än trivsel. Det visar 5 171 arbetsplatsutvärderingar I många kontorsprojekt formuleras layoutfrågan som ett val mellan två läger: antingen öppnare miljöer som ska driva samarbete, eller mer avgränsade arbetsplatser som ska skydda fokus och integritet. Problemet är att den typen av debatt snabbt blir ideologisk. Då väljs layout utifrån identitet, trend eller ledningssignal i stället för utifrån vad människor faktiskt behöver för […] Hur fångar du individuell termisk komfort på kontoret? Individuell termisk komfort fångas bättre när människor får uttrycka sina preferenser genom korta, enkla samtal i stället för att tvingas in i ett enda gemensamt antagande om rätt temperatur. Det spelar roll på många kontor där temperaturdebatten fortfarande hanteras som om det fanns en enda rätt inställning för alla. I praktiken varierar preferenserna kraftigt mellan […] Modernt kontor eller modern kuliss? Det här måste definieras innan designen låses Det vanligaste felet i kontorsprojekt är inte att färgpaletten blir fel eller att möblerna väljs för sent. Det verkliga felet uppstår när organisationen går in i designskedet utan att först ha definierat vilka arbetssätt kontoret ska bära. Då blir "modernt kontor" en lös etikett för öppenhet, flexibilitet och estetik, men utan tydlig koppling till fokusarbete, […] See all inlägg ## Hör av dig till oss! Har du frågor eller vill du komma i kontakt med oss? Fyll i formuläret så återkommer vi så snart vi kan. 0046-739793663 Kontakta oss Tack! Ditt formulär har skickats. Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. 0046-739793663 ## Vill du ha fler arbetsplatsinsikter? Prenumerera på vårt nyhetsbrev för insikter, verktyg och kommande utbildningar inom arbetsplatsutveckling. Tack för att du prenumererar! Det gick inte att skicka. Något gick fel. Kontrollera uppgifterna och försök igen. Prenumerera