Aligning Organizational Culture & Collaboration Spaces

Aligning Organizational Culture& Collaboration SpacesMay 2020

Aligning Organizational Culture & Collaborative SpacesAbstractKeywordsOver the years, workplace trends have pushed collaborationas the answer to a wide range of business challenges, claimingto solve everything from employee engagement to the need toinnovate. With one of today’s challenges being collaborationoverload,1 we need to be smarter about how to leverage workingtogether at work. We need to honor the different ways weaccomplish our best work, by ourselves and with others. Here,at Haworth, we always recommend starting with culture. Pairingthe Competing Values Framework with understanding differentmodes of collaboration can start you on the path to providingthe right kind of collaborative spaces in your workplace. TakeawaysIt’s human nature to worktogether. Innovation andproblem-solving rely on it.The ideal way to do this is inshared physical space. Howcan we best facilitate thenatural drive to work togetherand do it safely? First, considerhealth and safety guidelinesfor shared spaces. Then,examine the existing anddesired organizational cultureand subcultures. Finally, buildon how people behave in thosecultures to create spaces thatafford them intuitive modesof working together while stillpreserving individual activities.1.Cross, Rebele, and Grant, 2016;Bernstein and Turban, 2018.Organizations remain viableas long as they innovate.How much innovation areyou seeking? How quicklydo you desire to achieve it?Leverage the CompetingValues Framework oforganizational culture tostrengthen and evolveyour organization for thedesired outcome.The physical workplace shouldreflect organizational goals andvalues. While people will gatherto inform each other, connectsocially, think strategically,and do work simultaneously toreach those goals, parts of theorganization will have preferredways of working together.Understanding and designingfor these preferences will setthe stage for your people to dotheir best work.CultureCulture typeOrganizational cultureCollaborateCollaborativeCollaboration modesInnovationFocus2

Aligning Organizational Culture & Collaborative SpacesBoth collaboration and individual focus work are essentialingredients to employee productivity and organizationalinnovation.2 While it may seem like individual work is at oddswith collaborative work, the organization that recognizesand honors the best way to leverage both for its goals is theone that succeeds at innovating.3 Our research reveals thatthe environment for individual work can vary based on boththe person and the task,4 so how does collaboration vary?And, how do we best support it in a workplace? The key isin understanding how the organization’s culture informs itsspecific collaboration needs.“It is important to understand howan organization works, its cultureand competencies, before you caneffectively design a workspace whereinnovation happens.”33. Control cultures seek incremental improvement; they aremore structured and formal. They are process-oriented,and success means efficiency, dependable delivery,standardization, smooth scheduling, and risk management.4. Compete cultures seek short-term growth; they areresults-driven, competitive, and speed-oriented, unifiedby an emphasis on winning and reputation.It is important to note that while all organizations will havea predominant culture, it is natural and necessary to havesubcultures. The marketing department, for example, mayresemble a Collaborate culture, while accounting is likely toexhibit a more Control culture. And, both could be embeddedwithin an organization with an overall Compete culture.Jeff DeGraff, PhDProfessor, University of Michigan Ross School of BusinessThe Role of Organizational CultureOrganizational culture is a subtle, yet powerful undercurrentthat guides worker behavior and is comprised of its artifacts,assumptions, and values.5 It is the sum of leadership styles,procedures, goals, and many other characteristics that makean organization unique. One of the most powerful artifactsfor an organization is its built environment—the space thatcommunicates its values.6The Competing Values Framework of organizational culturewas developed with four core values, each representingcompeting or complementary approaches to innovation andeffectiveness.7 This legacy framework, supported by years ofresearch,8 continues to be an effective tool for understandingwhat makes organizations successful. It distills a wide range ofattributes into four primary culture types:1. Collaborate cultures seek long-term development;they tend to be open, friendly, and sharing. They arerelationship-oriented and value teamwork, participation,and consensus.2. Create cultures seek breakthrough innovation; they aredynamic, entrepreneurial, and creative. These organizationsor groups are idea-oriented and embrace innovation, risktaking, and being on the leading edge.2.3.4.Johnson and Scott, 2017.Johnson and Scott, 2017.Johnson et al., 2019.5.6.7.Schein, 1990.Kupritz, 2017.Cameron et al., 2006.People within and across subcultures need to work well witheach other to meet their organization’s goals. If they can’tdo this, their organization will be less effective.9 Althoughgroups may have preferred ways of working together, all willneed to collaborate in various ways. Thus, in order to supportand enhance collaboration, we also need to understand whatbrings them together.8.9.Büschgens, Bausch, and Balkin,2013.Cameron et al., 2006.

4Aligning Organizational Culture & Collaborative SpacesWhy We Gather: Collaborative ModesResearch continues to build evidence that we are social andthrive in community.10 We often accomplish more togetherthan alone,11 and these tenets are inherently intertwined in theworkplace.12Why we gather with one another at work can be distilled downto four reasons:131.2.3.4.While colleagues may interact in all four ways, onecollaboration mode for a group is likely to stand out aspreferred—best supporting their primary goals and activities.Since goals are driven by culture, they are often inferred fromthe culture type.Let’s look at how organizational culture and collaborationneeds may intersect.To connect sociallyTo think togetherTo inform one anotherTo do something nnectThinkConnectThinkInformDoInformDo10. Reis et al., 2000.11. Sawyer, 2000.12. Grant, 2008.13. Mittleman, 2009.

5Aligning Organizational Culture & Collaborative SpacesCollaborate CulturePreferred Mode: ConnectThis culture emphasizes the value ofgroup work and often operates likeextended families. Group spaces aremost used frequently for informalmeetings or get-togethers. Theyshould be free-form and allow fora mix of activities. Additional spacesmust also support workers as theymeet for specific tasks, strategicsessions, and all-hands meetings.Create CultureConnectThinkInformDoControl CulturePreferred Mode: InformIn a hierarchical Control culture, suchas a government agency or majormanufacturer with multiple levels ofmanagement, information may be mostoften delivered in a scheduled meetingor formal presentation. Still, groups mightneed to determine execution plans andare likely to have some social te CultureConnectThinkInformDoCollaborative Mode Design ImplicationsWhen designing spaces for collaboration, the activitiesperformed, the length of time spent in the space, andthe number of participants may vary according to thecollaboration mode. The environment should be alignedto best meet the specific needs of the workers and groupsinvolved. In addition to the collaboration modes, designdecisions should entertain questions such as: Preferred Mode: ThinkThose with a Create culture take risks,focus on big ideas, and tend to be agilein their actions. Consider high-tech,advertising, or product developmentfirms. Key spaces should be designed forcreative problem solving—but rememberthat the results of these sessions mustbe presented and acted upon, which canrequire different types of spaces.Who will occupy the space?How often do people need to gather?Should the space be dedicated or shared?How many people should the space accommodate?What level of privacy is desired/needed?What are the acoustical considerations?How permanent or mobile should the space’s featuresand tools be?Preferred Mode: DoCompete spaces must supportworkers as they drive to completetasks quickly. Space should provideconvenient access to shared toolsand work, with ergonomic taskseating. In addition, people will needareas that accommodate strategicthinking, presenting ideas, andconnecting informally.All four organizational culturesneed spaces that support all fourcollaboration modes. But the size,number, and arrangement of spacesrequired by a particular group willdepend on their goals and the tasksthey need to perform in order toreach their goals.Certainly, facility and space planning are more complicatedwhen based on the needs of specific group activities. Butaccommodating groups that occur naturally in an organizationcan cut down on costly physical changes over the long run.Planning around group needs also aligns the facility with thestrategic goals of an organization by helping workers collaboratein ways that intuitively best suit their primary activities.

6Aligning Organizational Culture & Collaborative SpacesDesign ConsiderationsActivitiesConsiderationsConnect Finding common interestsChatting about personal experiencesConnecting people with opportunitiesSharing humorEnjoying discussion topics thatare wide and variedAvoiding one-sided discussionsOrganizing group eventsEnjoying discussions that are notsolution drivenSocially adaptable in any situation311.Impromptu spaces to sit andconnect throughout the buildingencourage short conversations andidea sharing2. Multipurpose spaces requiresfurniture that allows them to bearranged to suit a variety of activities3. Where possible, soft seating and anelement of residential design can beincorporated2Think BrainstormingTaking risksDeveloping broad strategiesStarting new experimentsMaking sure it’s never been donebeforeLooking for patterns in informationGenerating different ideasSurprising everyone with a new ideaTalking about future possibilities1.Dedicated team space to performfocus work and development ofnew ideas2. Multiple opportunities anddestinations throughout to workon various stages of innovation3. Access to digital technology, analog,and inspirational project support312Inform Persuasively sharing informationGetting an idea acrossLecturing on a particular subjectKeeping attention and buildingenthusiasmConveying information to largenumbers of individualsProviding structure and organizationto materialsGiving and gathering information1.Access to digital technology forproject support and development2. Access to writable and tackablesurfaces for displayed thinkingand brainstorming3. Acoustic privacy should beensured to limit visual andauditory distractionsKeeping people accountableImproving productivitySuccessfully achieving milestonesQuickly overcoming roadblocksDeveloping and keeping schedulesDriving to decisionsChoosing an ideaDelivering results1.213Do Dedicated team space to performfocus work and development ofnew ideas2. Multiple opportunities anddestinations throughout to workon various stages of innovation3. Access to digital technology, analog,and inspirational project support312