The business benefit of relationships with colleagues and how the design of post-Covid offices can foster valuable connections. Editor’s Note: This is the fifth article in a six-part series on five different work modes. The first piece outlined a framework for each work mode, while subsequent posts explore a single work mode in greater depth — including focus, collaborate, learn, socialize and rest. This post was co-authored by Kelly Griffin and Robert Mankin. In the early days of office work, socializing and building friendships at work was not tolerated. In fact, it was perceived as taking attention away from the task at hand. The world has since learned, particularly during the pandemic, that socializing at work is a critical building block of trust, innovation and wellbeing in organizations. Numerous research studies, beginning with a pioneer 1920s study on a team of factory workers at Western Electric Company, show that social support and group interaction between colleagues create powerful, positive benefits not just for employees, but companies too. This includes greater social cohesion, wellness and a healthier life overall, which fuels higher engagement, productivity and organizational success. Given these immense benefits, social activities in the workplace are essential for healthy employees and companies. However, once the pandemic forced most organizations to work from home, many people lost this vital in-person interaction. Remote work has inhibited important face-to-face social connections with colleagues, teams and the community as a whole. In the post-Covid office, it will be more important than ever to have space to unite teams and celebrate success, to boost wellness and reduce stress. The below outlines four ways the workplace can create comfortable, welcoming experiences that encourage genuine human connection. Provide alluring social spaces that address movement, culture and routines to foster a natural rhythm of shared connections. As social activities in the workplace are unique to each company, team and individual, it is essential to offer a variety of areas in the office — from the comforting to the unexpected — to support both routine and unplanned social moments. This can include rethinking the experience of the “journey.” Transition or “in-between” spaces typically used for travel such as hallways, paths or stairwells can become unique areas for connection. This can also mean offering alternative, social gathering zones that go beyond multipurpose meeting rooms. Read on for a few strategies to help employees build closer connections and friendships. Explore existing social moments and routines — including their higher purpose and goals. As with other types of work activities, it’s key to first examine and establish a culture of socializing and building relationships in the workplace. Consider guiding questions, such as: What is the intent for socializing? What types of social engagement are most valued or preferred? How can we build social cohesion with our teams? Keep in mind the three main scales of social activities, such as larger team gatherings like community networking events, smaller group connections including lunches, and one-on-one chats like a coffee break. To help build community within and outside an organization’s walls, office spaces should address social preferences that make it easy (and fun) to organically connect. Consider the journey. Even before an employee arrives at the office, the meeting room, or their desk, it’s important to consider the sequence of spaces that come before. This could include the larger experience of traveling through a headquarters’ campus from the bus stop or parking lot, through a building lobby or a shared welcoming area or café. How can these areas promote opportunities for shared social connections? One way is to create irresistible and engaging places for serendipitous discovery. For example, a workplace headquarters project in South Korea features a series of pathways that cascade up 15 stories to become a unique walking route primed for social interactions. Colleagues can stroll up and down its ramps for not just walking meetings, but for informal conversations too, and also cross paths with visitors. In addition, benches and nooks along the way provide natural moments to extend a conversation. The outdoors can be a part of the journey as well. For example, a special arrival and exit zone can simulates a walk in the woods with lush native plants, gently winding paths and natural materials like stone and wood. Ultimately, it’s not about the distance traveled, but the experience of the journey and the movement through space as a shared experience. Create a compelling destination. Creating “destination” social spaces encourages colleagues to get out of their normal routine and most important, feel comfortable enough to build strong social connections. For instance, a lobby in an office building or front desk zone in a workplace can become an interactive destination that welcomes and delights employees, visitors and local residents. Inviting digital media walls and installations can be tailored with inspiring graphics that change depending on the occasion, movement or touch, to create truly customized environments. Enhance the ritual of socializing through design. Finally, design can encourage a regular cadence of socializing for better idea-generation and problem solving. For example, it can be helpful to provide spaces that support everyday routines or special traditions to help remove barriers. One way is to build relationships around the ritual of hospitality, including meals or drinks. For instance, if a team typically gets a morning coffee or connects over a Friday lunch to discuss ideas, inviting, “neutral” spaces for gathering can help further these friendships to create a sense of belonging. This could include cozy seating zones inside an office that mimic the feel of gathering together in a favorite pub. Outside, a central campfire space with outdoor staircases nearby can host large employee gatherings. In addition, underutilized areas in a building’s ground floor or lobby can become pop-up spaces for partnerships with local restaurants, coffee shops and juice bars. Outdoor areas can also become valuable community resources for connection. At Samsung’s North America headquarters, nature-filled courtyards transform into areas for fitness, recreation and family activities. This creates a unique workplace that is both restorative and generative — better integrated into the social fabric for improved relationship-building and idea generation. Socializing is critical to trust, learning and growth. The workplace of today — and tomorrow — can foster a sense of belonging, providing opportunities for employees to connect with one another and the community in a way that is unique to their values. Ultimately, teams that have strong social bonds are more likely to stay with an organization longer, generate new and more innovative ideas and deliver work more effectively.

Editor’s Note: This is the fourth article in a six-part series on five different work modes. The first piece outlined a framework for each work mode, while subsequent posts explore a single work mode in greater depth — including focus, collaborate, learn, socialize and rest. This post was co-authored by Kelly Griffin and Andrea Vanecko. Learning is essential to the growth of individuals and organizations. As society evolves faster than ever before, the ability for companies to stay relevant rests in part on new attitudes toward learning beyond employees’ formal education. The coronavirus has also created a deficit of learning across companies that work from home. This virtual format lacks the richness of unique in-person learning moments in the workplace — for example, when colleagues work side-by-side or overhear conversations. At the same time, a generational tsunami is impacting organizations and businesses. Generation Z — those born between 1996 and 2010 — will become a quarter of the workforce in just a few years. For Gen Z, learning opportunities are one of the top two factors important to building trust with employers. Maximizing learning opportunities can help attract this incoming workforce. To better support learning, the workplace can enhance educational opportunities so when employees return once Covid-19 recedes, work is more effective, empowering and meaningful. Below are three ways organizations can employ design and design thinking to stimulate new learning outcomes. Acknowledge that vehicles for learning are varied and diverse. Learning in the workplace can take many forms. But first, understand why learning is needed. Is it to develop a solution, bring new practices and processes to how work gets done or gain a new skill? Then, consider four key learning modes: Mentorships. One of the most valuable forms of hands-on learning is to develop a close working relationship with another individual in the workplace. It can provide a host of benefits for both the mentor and mentee, from building a network to expanding perspectives on an issue. Networks. Another avenue of learning is to stay informed of the latest news, happenings and updates through colleagues. Opportunities to build formal and informal networks are incredible sources of fresh insights, different perspective and new ideas. Partnerships. Learning opportunities can also expand outside an organization’s walls. Developing ties with other organizations, nonprofits or consultants can provide unique ways to close knowledge gaps and even beta test out new initiatives. Whole-life Learning. By providing the space for employees to expand their repertoire of life skills and hobbies — organizations can only strengthen their commitment to and knowledge in the workplace. Engage in best practices for successful learning. As learning is unique for everyone, consider what matters most to your employees and organization. What can learning help achieve? How can people grow and better contribute to their organization? Opportunities to personalize the learning experience in the workplace can boost its value for employees, teams and organizations. To help tailor knowledge experiences, it may be helpful to survey employees’ preferred learning styles. But above all, consider the importance of fostering choice and agency, so employees are empowered to learn and have access to the right tools when they come back to the office. Create spaces that foster an open learning environment. The pandemic has both escalated and challenged the need for learning. To help employees, teams, and organizations more effectively gain new skills and knowledge, design strategies can help enhance learning opportunities in the office. A range of environments can support the ways people absorb information and also provide a fertile environment for those all-important in-person face-to-face learning moments, from overheard discussions to impromptu hallway conversations. Below are a few ways the office can support knowledge exchange. Consider formal and informal learning opportunities. As learning can happen anywhere, a range of environments for formal and informal learning can help organizations support key knowledge-building moments across teams and departments. For instance, an atrium with large stadium-style steps that double as seating can transform a pass-through space into a dedicated area for lectures, presentations and talks. Meanwhile, a continuous stair, as seen in F5 Networks’ headquarters, which spirals up 28 stories, can provide unique spaces for employees to exchange knowledge as they casually connect in social spaces along the way, overhear conversations and even get some brain-boosting exercise. On the more informal end, office kitchenettes with large islands can create opportunities for impromptu group learning sessions. Booths in window-lined hallways can offer convenient spots for discussions between mentors and mentees, while also providing opportunities for colleagues passing by to join the conversation. Offer spaces for group and individual learning. Some people learn best by listening, while others learn best by observing. In addition, introverts and extroverts learn differently too. Welcoming “learning rooms” with comfortable chairs, movable tables, digital whiteboards and dimmable lighting can support more social learning activities, such as group discussions and debates. Furthermore, dedicated spaces for cohort learning, such as “knowledge huts” can provide areas for teams to regularly learn together over an extended period of time. Ideally, these would be located in a new environment, filled with unique and atypical experiences, to help imprint the learning and knowledge gain. For introverts, library-like reading nooks can provide the perfect place to review the latest research report, work alongside a peer, or meet with a colleague one-on-one. More formal learning centers with multi-purpose rooms, breakout spaces and places to gather around food, can support a range of learners and breakout sessions. No matter the size, these spaces should be free of distractions and interruptions, so employees can effectively absorb new knowledge. Build internal and external learning environments. Organizations can also enhance information exchange — as well as their network and brand — by opening their workplace up to the community. Underutilized ground floor retail space can be repurposed into popup classrooms or “maker spaces” for course partnerships with nearby academic or nonprofit institutions. For example, a culinary school can use an organization’s space to teach a weekly course on how to prepare nutritious meals, while a local “mobile” library can provide literacy resources for children in the neighborhood. In addition, co-working “learning lounges” can offer unique opportunities for employees from different organizations (and freelancers) to learn by working alongside one another. In Summary Knowledge can come from anyone and anywhere. The idea that people end their formal years of education knowing everything that is needed for an entire career is no longer valid. Yet harnessing and encouraging learning moments at work, from mentorship to upskilling, can be a challenge, particularly during the pandemic. By opening the workplace up to a diversity of talent, skills and experiences, the office environment can enhance a range of in-person learning activities so organizations can flourish, increase innovation and foster wellbeing in a post-pandemic world. The workplace needs to provide space — literally and figuratively — where people can continue to seek knowledge, pursue their curiosities and apply them to the work they do every day.

Eleven Strategies to Reduce Energy Use and Increase Wellbeing While hospitals are dedicated to healing, they are some of the most resource-intensive buildings on the planet. On average, they use twice the energy of most other building types. In the U.S., the healthcare system accounts for 10% of the nation’s total carbon dioxide emissions. Typically complex and large, hospitals must operate 24/7. While essential, this results in higher energy use than a typical building. This has both an immediate and direct impact — in the cost of operational energy use — as well as longer term, significant effects of climate change on public and individual health. It’s important to address energy consumption in hospitals as it can lower operating costs, extend the life of utility equipment, reduce emissions and perhaps most important, create environments that support life especially at fragile moments. How can hospitals reduce their energy use — as part of a holistic system of sustainable benefits — and stay operationally resilient, but still maintain solid, round-the-clock care? Fortunately, design can help hospitals tackle these sustainability issues. In the U.S., hospitals have an average energy use intensity (EUI) — which is energy use per square foot — of 234 kbtu/sf/year. Yet a holistic system of design strategies now make it possible to reduce the energy use of healthcare buildings by almost 70%. Two new hospitals in the Seattle area, including Overlake Hospital Medical Center’s FutureCare East Tower and St. Michael’s Medical Center Acute Care Expansion, utilize simple yet innovative design features to dramatically lower their energy use. Together, both hospitals illustrate key ways healthcare buildings can lower their energy use and achieve groundbreaking performance. Below are a series of sustainable design features hospitals can implement so they are more energy-efficient, employ healthier materials and reduce their carbon footprint. Key Strategies to Lower Energy Use and Foster Sustainable Healthcare Systems Energy Modeling as a Design Tool Much in the same way that an institution begins a design and construction project with a budget — which is used as a constant measurement tool — a project can benefit from an “energy budget” to steer energy performance design. An energy budget sets an energy target at the beginning of the project and deploys modeling tools to measure the impact of a building’s needs and design changes on iterative energy, in a similar way that construction estimates work to track the progress of the work and keep the project on track. It’s critical to monitor energy and carbon budgets from the beginning so the client and design team can set and achieve sustainable goals, check progress and adjust at each phase to be sure the project is on budget. Outside the Building In new hospital construction and renovations, it is critical to address the exterior of the hospital. In climates with variable temperatures, outdoor design strategies can keep both heat out in the summer and the cold out in the winter. Shades on the outside of a building can help keep the interior from getting too warm, providing a triple benefit: it decreases the use of mechanical systems and lowers operational costs to cool the building, allows the use of smaller and more efficient heating and cooling systems and makes spaces more comfortable for patients, caregivers and visitors. High-Performance Windows Views to nature can speed healing. In patient rooms, windows with two or three layers of glass can reflect heat gain and provide insulation. In some facility types, patient rooms can benefit from operable windows — those that can open and close. Where that’s not feasible, amenity areas like caregiver break rooms and dining areas can benefit from both the natural ventilation and daylight, which can improve cognition, boost mood and decrease stress. Efficient Heating and Cooling Heating and cooling strategies that capture outdoor cool air to cool hospital interiors and heated air to preheat fresh air entering the building can reduce energy use by more than 200%. To build efficient heating and cooling systems, it can help to tune the amount of energy needed so equipment only runs when it is required. For example, hospitals can use high-efficiency air cooled chillers for the peak cooling loads in summer and high-efficiency condensing boilers for the coldest days in winter. It’s also important to invest in better controls, especially to allow unoccupied turndown of high-intensity spaces such as operating rooms. By building in adaptability, these smart systems can save significant amounts of energy. Separate Thermal and Ventilation Systems An additional building technique is to separate systems that distribute fresh air with those that warm and cool spaces, especially in hospital inpatient rooms. This goes hand-in-hand with exterior building strategies and sun protection touched on above. Used together, these techniques can create smaller energy demands and as a result, more efficient equipment for cooling and heating. In addition, keeping an air circulation system separate allows for more compact ducts and less dedicated space for these systems. Lighting Strategies Smart lighting strategies such as features that maximize abundant natural light via high-performance windows, light wells and skylights, particularly in cloudy climates, can help reduce energy use. Additional strategies include dimmable interior and exterior LED lighting that is programmed to turn off when not in use. Utility Efficiency Funding Although utility funding varies by country and jurisdiction, where available, utility rebates can compress the return on investment for high efficiency projects to a shorter timeframe, sometimes to just a year or two. Innovative Materials By prioritizing healthy materials, healthcare environments can reduce the amount of greenhouse gases emitted during the production and construction process and create spaces that better support healing. Although typically used in commercial buildings, cross-laminated timber (CLT) — pre-fabricated engineered wood panels — provide unique opportunities to transform healthcare environments. CLT has a low carbon footprint and the natural healing benefits of wood that calm and reduce stress. It can also be easily assembled off-site to save construction time and costs, increasing the timeframe in which clinical operations and revenue can take place. Renewable Energy Rather than rely solely on fossil fuels for energy, transitioning to clean, renewable energy, such as solar roofs in sunny climates, can provide a sustainable supplemental energy source. Other renewable energy sources such as wind power can provide a greener source of energy, and even help hospitals become energy independent. Transitioning to clean, renewable energy will be a key energy management move over the coming years as the cost competitiveness of renewables overtakes fossil fuel costs. Make a plan for electrification — if not immediately, then over time. This will enable healthcare campuses to wean themselves off fossil fuels and take advantage of a rapidly greening electrical grid and the attendant carbon emission reductions. Landscape Elements Outdoor landscape features like trees and green plants not only lower the temperature of their immediate surroundings in the summer, they can significantly increase air quality as they release oxygen, store carbon dioxide and filter out pollutants, making them natural purifiers. Views and exposure to nature has numerous restorative benefits for patients and caregivers, such as lower heart rate and blood pressure, and less need for pain medicine. Furthermore, hospital gardens with sustainably grown local food can nourish staff and patients while reducing costs associated with imported food. Green Transportation It’s important to consider what happens outside the hospital too. Staff, patient and visitor travel to and from a hospital can have a crucial impact. Transit connections, areas to wait for rideshares, walkability and bike-friendliness — via design strategies such as welcoming landscaped paths and covered designated areas for drop-off and pick-up — can reduce the reliance on cars and the costs associated with parking development and maintenance. To Summarize The conversation around energy-efficient and sustainable hospitals is only just beginning. As more hospitals consider sustainability as not just a “nice-to-have,” but a critical component of their overall strategy and business model, countries will continue to see accelerated progress. With the right policies, further breakthroughs and innovative systems — such as all-electric and net zero carbon facilities — hospitals can lower and even eliminate carbon emissions from energy consumption. As a result, they can reduce the use of critical resources, provide long term cost-savings and support a healthier environment for people and the planet. Banner image courtesy Bruce Damonte.

How Density Builds Better Ideas in the Workplace Editor’s Note: This is the third article in a six-part series on five different work modes. The first piece outlined a framework for each work mode, while subsequent posts explore a single work mode in greater depth — including focus, collaborate, learn, socialize and rest. This post was co-authored by Kelly Griffin and Ryan Mullenix. “Problems cannot be solved with more of the same thinking that created them.” Albert Einstein If innovation is the backbone of the creative economy, ideas are its lifeblood. The ability to productively come together with colleagues — to brainstorm, review and provide feedback on ideas that help solve problems — is essential. However, today’s problems are incredibly complex. They are often broad, imprecise and incomplete. Therefore, finding the right solution requires a process that not only includes different areas of expertise but, just as importantly, individual preferences. As a result, it can be challenging to effectively work together to generate impactful insights — and to build and expand on new thinking. Bringing people together in the right way can help spur creative growth. Humans are innately social beings. This “herd” mentality carries over from pre-historic times when our social groups allowed us to thrive as a species. In modern times, a plethora of studies show that diversity improves creativity and performance by up to 35%, while density increases innovation, especially in urban populations. In the post-pandemic world, there isn’t time to wait for corner office ideas. Ideas must be encouraged to come from anyone, anytime. In the workplace, design strategies can help improve these connections both in-person and remotely to build teamwork, trust and emotional intelligence such that organizations and society at large can flourish and be ready for what’s next. Below are three ways to nurture innovative ideas in the workplace. Recognize that working together can take different forms. Organizations, teams and individuals require multiple levels of teamwork depending on the industry, role or company culture. To start, it can be helpful to identify why teams come together in the first place. Collaboration is a very loose term. Define the ideal outcomes for these efforts, then review how much time is typically needed, including frequency: Is it for a few hours a day, a couple of times a week, several days a month? Teamwork typically is structured in three different ways: Long-term team sessions. This entails groups working together over an extended period of time, from initial idea generation and strategy development to production. These teams often know each other well, so consider how a virtual network can enable new voices to offer insights at the appropriate moments. Formal interactions. This type of group work frequently includes activities such as report-outs, information sharing and formal meetings with colleagues or customers. Given the rote aspect of this engagement, sharing information in advance will enable the interaction to be more of a discussion that leads to active problem solving. Quick touch bases. This encompasses a range of informal dialogue, from those serendipitous moments in the hallway that lead to unexpected ideas, to planned coffee breaks to discuss work strategy. Teams working remotely or in hybrid modes will be at risk of losing this critical impromptu dialog. Reflect on how important this mode is to ideation to determine ways to overcome this potential detriment. Regardless of the cadence and duration, it is important to foster open communication to create a groundwork that enables creative and connective work. Transparency, awareness, and visual expression of processes and outcomes are crucial elements. Observe where group creativity and empathy flourish best. As various means of team engagement take shape, reflect on and discuss how in-person and remote employees engage in teamwork. What makes working together more successful in one instance and less so in another? A tailored environment can allow team members to improve upon ideas, while also giving and receiving constructive feedback. Strategies to enhance teamwork can include reverse mentoring, affect labeling (putting feelings into words) and theory of mind (understanding what others are feeling). Design spaces and behaviors that enhance and align group work. While many organizations continue to work remotely during Covid-19, when the pandemic ends, new hybrid in-person and remote teamwork are likely to become the norm. This may mean learning new ways of working and building new habits. Here are a few design frameworks to boost team synergy. Embrace a hybrid work mode. As social creatures, nuanced body language and facial expressions are a key part of communication, which is fundamental to group work. Yet this can be a challenge over Zoom. Humans hear 25% of what is said and retain half of that — the rest is picked up in body language. The office can help “build muscles” for employees to come together. Design strategies that integrate technology in an intuitive way can support hybrid in-person and remote work more effectively so team members are aligned. Digital walls and platforms are quickly being adopted for brainstorming sessions, so consider the visibility and acoustics to such spaces for remote workers. Live-streaming can not only enable an awareness of ideation in the office, but if placed properly, it can also provide a casual yet important glimpse of fellow co-workers — and a reminder to connect with them. In addition, by determining how in-person space will be used, many offices can do away with rigid, formal conference room tables and instead offer comfortable furniture to encourage gathering and build cohesion. Consider interstitial zones. Transition or “in-between” spaces between meeting rooms and individual work areas can help enhance the knowledge and ideas shared before teams come together, as well as in the moments afterward. Warm-up and cool-down areas connected to group spaces can help colleagues prepare and assimilate thinking. These areas are best when adjacent to the “beaten path” but furnished for shorter, stand-up conversations. As important as this informal sharing is, be aware that those who are remote may miss out on these critical divergent and convergent moments. As basic as it may sound, develop protocols for how to communicate these in-between outcomes. Create systems to manage time well. Effective teamwork builds in ample time to develop ideas, process thoughts and solve problems with colleagues. To create a balance between group work and individual tasks, it can be helpful to schedule collaborative bursts in 60- to 75-minute segments, with five- or ten- minute breaks in between. Digital panels outside and inside conference rooms can communicate group schedules, and even include a countdown on how much meeting time has passed, while reminding teams to take breaks. Also, acknowledging that contributions to these sessions will vary based on individual location and preference for engagement ensure multiple modes of sharing are possible, as well as cadences that allow for processing and follow-up. Enhance access and views to nature. Numerous studies show that nature, both real and simulated, improves wellbeing and productivity by lowering blood pressure and heart rate. Outdoor cabanas equipped with digital technology can create new ways for distributed employees to work together. Interior spaces can also benefit from the positive effects of greenery, from team booths with green planting screens that add privacy to digital displays in conference rooms that showcase nature scenes. Furnished with soft seating, these indoor and outdoor spaces can also serve as informal touchpoints that break down barriers, ease the flow of conversations and build trust. The in-person office must offer benefits that employees don’t have in their remote setting. A diverse, welcoming and nature-laden environment that is energized by colleagues is a great start. In Summary Working together productively is a critical component of knowledge exchange and idea generation. Knowledge workers require focus to internalize information and transform it into new strategies, and they also need collaboration with a diverse group of colleagues to advance ideas into truly innovative solutions. The physical environment is a key enabler to help encourage these behaviors, supporting a process that helps people openly create, improve, and refine ideas. Design strategies that help people come together — even when apart — can help teams harness these ideas for an even greater purpose.

This post was co-authored by Jonathan Ward and Margaret Montgomery. As a firm tasked with designing the buildings and cities that shape our future, we are challenging ourselves to imagine a new way of developing places. One where nature is the city, and the city is treated as a natural system. For much of the past 100 years, designers and planners have worked around automobiles as the main organizing mechanism for cities. And in order to accommodate cars – both how they move and how they’re parked – 20th century planners had to develop an elaborate system of roadways that became largely divorced from greenspace. Whether it happens in the next decade or beyond, the North Star of nature as the city now guides our practice. And this approach helps to move toward the world we want to see – where our cities are greener and more habitable, for all people who live and work in them. The reasons to use nature as the guiding principle are myriad. At an individual level, we know that access to greenspace makes us healthier, less depressed and anxious, more connected and more creative (and we also know that for too many in our cities, there is little to no greenspace access). In her book The Nature Fix, writer Florence Williams outlines the ‘nature pyramid,’ a concept that says we need ‘differing frequency, duration and intensity of immersion’ in nature in order to be well. While big, awe-inducing experiences in nature – like those found at national parks – are something to visit on occasion, it’s our daily experiences in cities that make up the bulk of our exposure. At a systems level, green infrastructure – in the form of public parks, wetlands and grasslands, urban forests, green roofs and siding, and rainwater gardens – is our most affordable and most effective technology in protecting cities from the impacts of climate change. This green infrastructure makes our cities more beautiful and more livable and serves a critical function in stormwater management, reducing pollution, and decreasing the urban heat island effect. By treating the city as a natural environment, we have the opportunity to soften its hardness, both literally and figuratively. Here are five ideas we’re both inspired by and actively integrating into our projects to ensure more healthy, natural cities: 1. City and district-wide ‘Sponge City’ solutions. Across Asia, most notably in Hong Kong and Southern China, cities are now five years into an experiment in investing in landscape and green infrastructure to counteract the region’s hyper-urbanization. The ‘Sponge City’ model looks to simultaneously address issues of flooding, water shortages and water pollution, turning entire districts and cities into landscape sponges to capture and retain stormwater and preserve it for future use. For Tencent’s 22-million square foot Net City masterplan in Shenzhen, a series of green pathways and corridors, open public greenspace, mangrove plantings along the district’s waterfront, and wetlands are integrated throughout the multi-acre project. 2. The growth of landscape infrastructure in North America. In the US, ambitious rails to trails projects like the Nickel Plate Trail outside Indianapolis, Rail Park in Philadelphia and infrastructure endeavors like the LA River initiative are a ubiquitous approach to multipurpose infrastructure creating adapted greenspace, restoring habit, climate control measures and introducing new opportunities for transport and recreation. 3. Street level greenscape interventions. Innovative approaches to leveraging the power of natural interventions can also be found at the individual street level. In Seattle, the city is implementing a series of bioswale streets, using native plantings to create natural drainage systems while also turning sidewalks and roadway medians from places you’d never notice into beautiful settings. For example, a cascading rain garden under a major bridge in the city’s Fremont neighborhood now gathers and filters 200,000 gallons of stormwater annually. In Boston, we’re working with the neighborhoods of Allston and Brighton to preserve and expand the local tree canopy in the midst of a wave of new development. A key approach is to strategically identify sidewalk greening opportunities pair them with a planting guide. These seemingly simple interventions can be some of the most valuable and effective microscale solutions, yet also can be the most challenging to retrofit into neighborhoods that most need it. 4. The introduction of new habitat and wildlife corridors. Cities including Portland and Oslo are exploring butterfly and bee highways and urban wildlife corridors to create safe habitat for birds, animals and other wildlife. These habitat interventions need to be connected across scale to be successful. This is why even smaller projects have an important role to play. For example, at the Gahanna branch location of Columbus Metropolitan Library in Columbus, OH, a butterfly garden at the perimeter of the building is being designed. 5. Commercial buildings, campuses and utilities greening our cities. While a host of forward-thinking companies including Samsung and Vivo understood the benefits of indoor-outdoor work prior to the pandemic, the integration of green roofs, patios and balconies with plantings and multipurpose outdoor settings are now critical to the future of the office. In fact, companies increasingly view it as their responsibility to create these kind of environments, both for the health and well-being of their employees and for their communities. We’re also starting to see what it can look like to integrate greenspace with public utilities, as Seattle City Light does with the Denny Substation. The project brings together greenspace and a dog park on the same site as the city’s newest electrical substation. And at a campus level, bringing in new natural design elements can support citywide green infrastructure goals. For Case Western Reserve University (CWRU) in Cleveland, the transformation of Nash Walkway with the introduction of new plantings and an outdoor study garden creates a more nurturing environment for students and staff and supports local habitat restoration. Moving toward a more coherent approach to Nature as the City These individual efforts are remarkable – but if we want the city to become an interconnected, natural ecosystem, we need to find more overarching ways to stitch them together. And we need to continuously explore ways to look for lessons from the biomes themselves. The architecture of nature itself has a lot to teach us about energy production and water reuse and percolation. We already see some cities take the lead on more comprehensive commitments to green master planning. London is making moves to become the world’s first ‘National Park City,’ with a vision led by Mayor Sadiq Khan to plan from the premise ‘what if our cities were all natural landscapes?’ And Philadelphia, Chicago, Milwaukee, Atlanta, New York City, Detroit and Vancouver are all implanting forms of green infrastructure plans. These plans explore new sources of investment and outline incentives to encourage the adoption of green initiatives towards increasing the tree canopy, ensuring residents have easier access to greenspace and increasing the acres of park per resident. Conclusion By operating from a framework of the city as nature, we have the opportunity to nurture a healthier and more equitable future for all – not just some — citizens of the city It’s going to take a different way of thinking about and advocating for green space with architects, urban planners, urban designers, landscape architects and engineers all working in tandem. Moving toward this greener future will also require cross-disciplinary partnerships and alliances across city departments (bringing together public health, parks and recreation, utilities, sustainability and resilience), levels of local and federal government, in partnership with the nonprofit and philanthropic sector, and private development. And – most importantly – in getting community buy-in for both the vision and stewardship of these spaces.

Editor’s Note: This is the second article in a six-part series on five different work modes. The first piece outlined a framework for each work mode, while subsequent posts explore a single work mode in greater depth — including focus, collaborate, learn, socialize and rest. This post was co-authored by Kelly Griffin and Alyson Erwin. One of the most valuable assets in the creative economy is the ability to focus — to deeply concentrate and immerse oneself on a task at hand — and have the time to do so. Yet as new information and data is produced, disseminated and shared 24/7 — and an infinite array of technology makes people more connected than ever before — carving out the time to focus can be a challenge. Interruptions and distractions decrease productivity. Studies show that after an interruption, it can take an average of 25 minutes to refocus, and multi-tasking is bad for the brain. To help achieve the ideal mental state for heightened creativity, innovation and productivity, one of the most critical factors is having the right space for focus work. While the pandemic has shown the benefits of focused work at home (with potentially fewer interruptions and more choices about where to focus), as employees return to the office, the workplace can utilize a design framework to support focus work so people can make the most of their time. Below are three ways to optimize this essential work mode. Define the amount and type of focus work needed. First, determine the percentage of focus work needed for employees, departments and the organization as a whole. In some businesses, such as accounting firms, many people conduct a majority of work heads-down. Yet other fields, such as IT, require more time for collaborative activities. Note that focus work encompasses a variety of tasks: at one end is more routine and repetitive- work that requires concentration and accuracy (for example, data input) and at the other is creative flow-oriented focus work such as drafting a presentation or developing a strategy. Focus work can also be solo-oriented or team-based. Individual focus work is typical for roles such as a software developer, financial analyst or mechanical engineer. Yet focus work can also be conducted as a group, where multiple people are creating or producing deliverables in real time. For instance, this could be in a workshop session, common in creative fields like entertainment and advertising. It can also be a quiet group study zone: these spaces are typically found in libraries. Group focus is distinct from traditional collaboration, which is more interactive and broadly includes conversations, planning discussions, debate and critiques. Group focus is required when a team is working together to solve a specific problem or are working toward a deadline and would benefit from no distractions or interruptions. Workplaces that enable a full spectrum of focus work can boost productivity and innovation for individuals and teams. Identify areas that could be repurposed or created for focus work. Next, it can be helpful to evaluate the existing spaces in which focus work occurs. Where are employees most productive, and what are the elements that make that space successful? Do focus workers always need to present in the office? How can staff adapt offsite? Answers to these questions can help pinpoint opportunities to redefine and build focus space. Focus activities should take place in areas away from distractions, so individuals, teams and companies can foster healthy focus habits for solid chunks of time, ideally in 50 to 90 minute chunks. Spaces that eliminate and reduce interruptions from technology, smartphones, and other people, can set the foundation for successful focus work so new ideas can be developed and implemented. Read on for a few ideas below. Implement strategies to heighten focus work. To tailor environments for focus work, it can be helpful to consider different planning and design elements, such as location, acoustics, adaptability and access. Below are a few attributes to consider. Consider where singular and group focus work should take place. How much real estate for focus work is needed? Are there several locations that can serve different types of focus work, or one or two core spaces that can flex for different focus mode requirements? Consider visibility and accessibility and how this might this shift for solo and group focus modes. In observations of employee work patterns, individuals will travel far from their desk and team’s space for focus work, while teams like to conduct group focus sessions in the immediate vicinity. Seamlessly enable people to check distractions at the door. Create a space that is irresistibly welcoming and energizing, where focus time is sacred and acknowledged. Areas for focus work should reduce visual and acoustic interruptions: this could include additional acoustical dampening, as well as comfortable, inviting furniture like couches and lounge chairs, soft floor coverings and flowing drapes. If available, face furniture toward views of green space and natural light to help boost mood and productivity. Even the ability to have music piped in, from soothing nature sounds to upbeat rock-and-roll anthems, can help set the right tone. Develop responsive problem-solving and “thought” zones. To help staff foster creativity and ideas as a group, flexible innovation-hubs can enable people to come together for distinct bursts of problem-solving in a way that is productive and engaged for each team member. This means providing enough personal space for each person to feel comfortable, but not crowded. Customizable elements, such as dimmable lighting and temperature controls can adapt spaces to different team members’ needs. Movable partitions can allow space to expand or contract as needed, while adjustable ceiling heights can be tailored to the task at hand: research shows lower ceiling heights support route tasks while higher ceilings foster creative work. Indicate availability. The ability to easily reserve focus areas online and/or through a smart keypad immediately outside a space can facilitate and streamline planned and impromptu sessions. It can also be helpful to indicate when focus sessions are underway, perhaps through a red light at the threshold that turns on when the space is in use and changes to green when the space is available. In Summary The design of physical space is just one part of the picture. Organizations can build cultures that embrace focus work and recognize how integral this work mode is to create knowledge and generate insights. This can be accomplished by setting aside specific times each day for people to be “off stage,” effectively giving them permission to create the conditions they need to concentrate. In a hyperconnected world that runs on innovation, the right space for focus work can kickstart the foundation of creativity. The above strategies offer guidelines to help modify and develop these spaces in the workplace, while boosting staff agency, so focus work is maximized for employees and teams returning to the workplace following the pandemic.

How to Support Individuals and Teams for Success Editor’s Note: This is the second article in a six-part series on five different work modes. The first piece outlined a framework for each work mode, while subsequent posts explore a single work mode in greater depth — including focus, collaborate, learn, socialize and rest. This post was co-authored by Kelly Griffin and Alyson Erwin. One of the most valuable assets in the creative economy is the ability to focus — to deeply concentrate and immerse oneself on a task at hand — and have the time to do so. Yet as new information and data is produced, disseminated and shared 24/7 — and an infinite array of technology makes people more connected than ever before — carving out the time to focus can be a challenge. Interruptions and distractions decrease productivity. Studies show that after an interruption, it can take an average of 25 minutes to refocus, and multi-tasking is bad for the brain. To help achieve the ideal mental state for heightened creativity, innovation and productivity, one of the most critical factors is having the right space for focus work. While the pandemic has shown the benefits of focused work at home (with potentially fewer interruptions and more choices about where to focus), as employees return to the office, the workplace can utilize a design framework to support focus work so people can make the most of their time. Below are three ways to optimize this essential work mode. Define the amount and type of focus work needed. First, determine the percentage of focus work needed for employees, departments and the organization as a whole. In some businesses, such as accounting firms, many people conduct a majority of work heads-down. Yet other fields, such as IT, require more time for collaborative activities. Note that focus work encompasses a variety of tasks: at one end is more routine and repetitive- work that requires concentration and accuracy (for example, data input) and at the other is creative flow-oriented focus work such as drafting a presentation or developing a strategy. Focus work can also be solo-oriented or team-based. Individual focus work is typical for roles such as a software developer, financial analyst or mechanical engineer. Yet focus work can also be conducted as a group, where multiple people are creating or producing deliverables in real time. For instance, this could be in a workshop session, common in creative fields like entertainment and advertising. It can also be a quiet group study zone: these spaces are typically found in libraries. Group focus is distinct from traditional collaboration, which is more interactive and broadly includes conversations, planning discussions, debate and critiques. Group focus is required when a team is working together to solve a specific problem or are working toward a deadline and would benefit from no distractions or interruptions. Workplaces that enable a full spectrum of focus work can boost productivity and innovation for individuals and teams. Identify areas that could be repurposed or created for focus work. Next, it can be helpful to evaluate the existing spaces in which focus work occurs. Where are employees most productive, and what are the elements that make that space successful? Do focus workers always need to present in the office? How can staff adapt offsite? Answers to these questions can help pinpoint opportunities to redefine and build focus space. Focus activities should take place in areas away from distractions, so individuals, teams and companies can foster healthy focus habits for solid chunks of time, ideally in 50 to 90 minute chunks. Spaces that eliminate and reduce interruptions from technology, smartphones, and other people, can set the foundation for successful focus work so new ideas can be developed and implemented. Read on for a few ideas below. Implement strategies to heighten focus work. To tailor environments for focus work, it can be helpful to consider different planning and design elements, such as location, acoustics, adaptability and access. Below are a few attributes to consider. Consider where singular and group focus work should take place. How much real estate for focus work is needed? Are there several locations that can serve different types of focus work, or one or two core spaces that can flex for different focus mode requirements? Consider visibility and accessibility and how this might this shift for solo and group focus modes. In observations of employee work patterns, individuals will travel far from their desk and team’s space for focus work, while teams like to conduct group focus sessions in the immediate vicinity. Seamlessly enable people to check distractions at the door. Create a space that is irresistibly welcoming and energizing, where focus time is sacred and acknowledged. Areas for focus work should reduce visual and acoustic interruptions: this could include additional acoustical dampening, as well as comfortable, inviting furniture like couches and lounge chairs, soft floor coverings and flowing drapes. If available, face furniture toward views of green space and natural light to help boost mood and productivity. Even the ability to have music piped in, from soothing nature sounds to upbeat rock-and-roll anthems, can help set the right tone. Develop responsive problem-solving and “thought” zones. To help staff foster creativity and ideas as a group, flexible innovation-hubs can enable people to come together for distinct bursts of problem-solving in a way that is productive and engaged for each team member. This means providing enough personal space for each person to feel comfortable, but not crowded. Customizable elements, such as dimmable lighting and temperature controls can adapt spaces to different team members’ needs. Movable partitions can allow space to expand or contract as needed, while adjustable ceiling heights can be tailored to the task at hand: research shows lower ceiling heights support route tasks while higher ceilings foster creative work. Indicate availability. The ability to easily reserve focus areas online and/or through a smart keypad immediately outside a space can facilitate and streamline planned and impromptu sessions. It can also be helpful to indicate when focus sessions are underway, perhaps through a red light at the threshold that turns on when the space is in use and changes to green when the space is available. In Summary The design of physical space is just one part of the picture. Organizations can build cultures that embrace focus work and recognize how integral this work mode is to create knowledge and generate insights. This can be accomplished by setting aside specific times each day for people to be “off stage,” effectively giving them permission to create the conditions they need to concentrate. In a hyperconnected world that runs on innovation, the right space for focus work can kickstart the foundation of creativity. The above strategies offer guidelines to help modify and develop these spaces in the workplace, while boosting staff agency, so focus work is maximized for employees and teams returning to the workplace following the pandemic.

We are pleased to share the good news that the School of Nursing welcomes Teri Oelrich as a new member of their Advisory Board! Teri Oelrich’s career in healthcare started as a caregiver in orthopedics and oncology then transformed into working for NBBJ. She has been part of consulting and design teams helping communities and healthcare providers identify their needs and realize their visions for providing efficient, healing, and functional healthcare space. Her career has included facility utilization planning, financial feasibility and cost analysis, operations analysis, and functional planning as well as facility design with HMOs, universities, hospitals, and freestanding clinics. Teri is a partner with NBBJ and leads the company’s Healthcare Analytics and Consulting group. She received her Bachelor of Science in Nursing from UW and has a clinical background in nursing. She also holds an MBA, and coupled with her operational knowledge, she brings a valuable mix of clinical and business acumen to healthcare projects. Congratulations, Teri!

How Five Work Modes Can Redefine the Return to the Workplace Editor’s Note: This is the first article in a six-part series that outlines a framework for five different work modes. Subsequent posts will explore a single work mode in greater depth. This post initially appeared on CoreNet Global. While the pandemic alters how and where we work, employees still need to create new ideas and advance the work of their organizations. The physical workplace they return to will look a lot different, likely providing them with more agency to move between different types of work and the settings in which to complete them. For knowledge workers, teams and organizations to flourish in a post-pandemic world, work environments must nurture the ability to focus, collaborate, learn, socialize and rest. These five work modes can provide a balanced framework for increased creativity, health and productivity for organizations pursuing knowledge work. To help bring people back to the office and strategically deploy investments, it is critical to identify these work modes and also understand how organizations and design can shift to accommodate them. Origins of Work Modes Different modes of work originated within the fields of knowledge management and creation. In the 1990s, organization experts Ikujiro Nonaka and Hirotaka Takeuchi identified four knowledge-building activities that drive business innovations. These include socialization, externalization, combination and internalization. The most innovative companies, they argued, combine these work modes to launch a continuous cycle of knowledge. Outside of business management, organizations have adapted and augmented these work modes with social science studies and research findings to apply them to the changing nature of work. They’ve also been able to utilize a set of tools — including the physical work environment — to enable their success. For over a decade, we have crafted our workplaces to enable the modes of work critical to knowledge creation — focus, collaborate, learn and socialize. Based on recent research and the information it reveals about what humans need to be successful, we propose an additional work mode — rest. While the original four are critical to developing new ideas and sharing knowledge, the fifth enables individual reflection and further clarification of ideas and concepts that benefit the shared knowledge of teams and organizations. Below is a look at the five key modes that organizations and companies can promote in the transition back to the physical office, not just for improved innovation, but for wellness too. Focus Create zones for distraction-free work that power company success on an individual, team and organizational level across distributed environments, from the workplace to the home office. Focus work — what we typically think of as heads down or solo work — is a core element of most knowledge work. This work is essential to efficiently absorb and process complex pieces of information so it can be effectively used. It is the “super power in our increasingly competitive twenty-first century economy,” writes Georgetown professor Cal Newport in his book, Deep Work. Focus work encompasses tasks such as contemplation, strategizing, research and idea-generation. Think of jobs such as the coder, the accountant, and the writer. Central to focus work are spaces that enable the ability to concentrate without interruption for chunks of time. Two factors can help unlock successful focus work: physical separation that offers a quiet zone and the ability to control the environment. In conversations with clients, including tech companies like Google, employees are known to wander far to find the best place for heads-down work. At the company’s office in Seattle’s South Lake Union neighborhood, a variety of home-like focused work areas are integrated throughout. There are booths near windows, darkened lounges, a library room, private seating niches and more, so staff can easily find a place for the right level of seclusion if needed. Collaborate Offer places that harness team synergy and serendipity to drive creativity and innovation. Collaboration — working with others — is required to advance ideas and is the backbone of the world’s most innovative companies. Critical to an organization’s success, it fosters creativity, increases bigger-picture thinking and aligns team goals. Most important, it expands initial ideas by welcoming a diversity of perspectives. Collaboration involves discussion, active listening, brainstorming and co-creation. Almost every knowledge worker collaborates in their work, although certain creativity-driven roles employ collaboration more than others, such as consulting, human resources and media. As we may see more heads-down work completed at home after the coronavirus, workplaces that provide a range of easily accessible and inviting areas for collaboration is key. This could include flexible spaces for 1:1 touch bases and small team huddles to larger tech-equipped places for strategy sessions. Dedicated team areas situated near work stations can provide a hybrid digital-analogue space to collaborate. These areas could feature tactile digital walls for brainstorming and project check-ins, as well as space for teammates to pin up posters and leave behind analogue messages. Equipped with video cameras, remote team members could video conference in, and collaborate in real-time on the digital wall with distributed teams. Yet as much as it is essential to offer areas that facilitate planned collaboration, enabling serendipitous moments are critical too. At the Bill & Melinda Gates Foundation, staff shared how before the pandemic they loved standing in line at the foundation’s café: they said it was wonderful to not only catch up with friends, but a perfect opportunity to exchange “half-baked” work ideas with colleagues. Learn Create spaces that celebrate mentorship and learning across all levels of an organization to improve business performance and growth. Lifelong learning and mentorship are essential at all stages of life, but especially at work for the acquisition, transfer and application of ideas. Learning expands perspectives to help individuals, teams and companies grow so they can rapidly adapt to changing circumstances and deliver high-impact services and products. Learning includes activities such as training-by-doing, conversations with advocates and group lectures. It can also encompass unintentional connections with colleagues or even overheard conversations, which are nearly impossible to have at home on Zoom calls. To foster learning, organizations must provide effective environments in tandem with the right policies and practices. It’s essential to create workplace conditions that make learning a priority and a positive experience so knowledge can be easily shared. Offices can provide opportunities to accommodate pop-up learning moments, library-like reading nooks and multi-purpose rooms that change with ease to support different learning environments. Learning spaces can also provide a place to remove everyone from the demands of their day-to-day work to immerse themselves in new information and new ideas. Organizations can also foster greater knowledge by opening themselves up to the community. Classrooms in office buildings and corporate campuses can help activate underutilized retail space both during the day and evening via partnerships with outside organizations like community colleges. As learning is active and adults learn by doing, providing places that offer a balance of instruction and application enables the development of new skills. At the F5 Networks headquarters, a 28-story continuous stair spirals up through the tower to heighten connections between employees, clients and visitors. It encourages unique opportunities for them to more easily interact and informally exchange knowledge, exponentially expanding the sphere of learning to colleagues across floors and departments (and to even get in some brain-stimulating and stress-reducing exercise!). Socialize Foster opportunities to build culture and social connections through environments that grow trust, meaningful work and mental wellness. People feel less stressed and happier with more high-quality relationships at work, which helps foster risk-taking and innovation. We think the areas where social capital — the social bonds and shared values that enable trust and teamwork — is formed, is evolving. Before the coronavirus, the office as a shared physical space became an increasingly important place to build social cohesion and meaningful connections. The pandemic is challenging work relationships, with social distancing hindering our ability to gather in shared spaces. In a post-pandemic world, workplaces that allow for formal and informal socializing can set the groundwork for stronger collaboration, learning and compassion, which in turn can drive greater creativity and wellness. This could include café areas where staff can gather around the kitchen during meal prep to niches facing windows with comfortable couches for casual conversations. Yet socializing is also about connections outside an organization. Welcoming ground level amenity spaces can draw the community inside and employees out of the office to intermix. Public spaces, like art galleries, cafes and outdoor lounges, can also be dispersed throughout office buildings and campuses to better facilitate social opportunities. When the renovated headquarters of a coffeehouse company opened, the former CEO noted that the design of the new interior space seamlessly reflected the culture and human connection-focused mission of their organization. Before the coronavirus, staff relayed how much they enjoyed discovering new places to sit and connect with colleagues, especially in the multi-tiered lobby, which allows for unique intersections between employees and the public. Rest Provide purposeful spaces for respite, engagement and positive distractions that encourage relaxation so people can let their minds wander. Working smarter, not longer, may be the key to better performance. Numerous studies show rest is essential to creativity and productivity, and as such, it must be considered an essential work mode too. A short break — ideally every 90 minutes — is helpful to reduce work errors, improve productivity and prevent burnout. In addition, a 26-minute nap can dramatically improve alertness by 54% and performance by 34%, a NASA study found. Rest can also take the form of other deep breaks, like daydreaming, walking and mindful meditation. It is helpful to create policies and appropriate spaces — from simple to more advanced — to encourage rest when needed. Calm, peaceful areas in the workplace away from digital screens can enable rest so staff can better reflect and absorb ideas, skills and knowledge. This can range from cozy high-backed chairs in a quiet corner with restorative nature elements to full-fledged napping rooms with gentle circadian lighting, cooler temperatures and sound-reducing features. Rest is an important component to the Google work experience. In their South Lake Union workplace, a relaxing jellyfish lounge with dimmed lighting provides a peaceful place to rest, while a dedicated nap station and a “treehouse” lit via circadian lighting help mitigate Seattle’s darkwinter days. In Summary Organizations that incorporate these five modes — focus, collaborate, learn, socialize and rest — into their work environments may achieve greater innovation and wellness. As the pandemic accelerates these modes in different types of settings, it’s crucial we apply these insights to help shape a real estate and workplace strategy now and for the future so we can enable the best work experience possible. A workplace can help support a company’s business goals by fostering greater knowledge-sharing, and as a result, set staff up for success on an individual and team level. The time is ripe to plan, experiment and try something new. #focus #collaborate #learn #socialize #rest #returntotheworkplace

Written by Samuel Liberant & Nate Holland Have you asked yourself lately: How can we be more effective while working apart in the future as individuals and in teams? As designers we are always looking to improve conditions that make the world a better place. When considering these powerful and relevant questions from a scientific perspective, two principles rise to the forefront: Executive Function and Arousal Fatigue. Executive Function is your brain’s ability to regulate itself and is involved in creativity, focus, and emotion. Arousal Fatigue describes the accumulation of emotional and physical stresses that leave you feeling drained or “burned out”. During this pandemic stresses have amplified, and let’s be honest, who hasn’t felt drained at some point! Unsurprisingly, the two are related, Arousal Fatigue erodes Executive Function. Also unsurprisingly, many of the things that boost Executive Function, help with stress control and reduce Arousal Fatigue. This includes: As we began making sense of it all, the questions quickly evolve: What motivates me to extract myself from a really important activity for a break? How can I convince myself to still feel productive so that the guilt won’t haunt me? What environment might motivate me to operate differently? With these questions in mind, we set forth armed with experimental curiosity and peer-reviewed research. We wanted to explore how we could boost Executive Function in search of a happier, more focused, and productive team. We discovered that if we worked to develop a process that increases Executive Function and reduces Arousal Fatigue then we could generate a more effective, equitable, and humane “daily operating rhythm” through changes in physical space and team dynamics. We coined the process, Rhythm of the Day. What We Did Earlier this year, we decided to test the Rhythm of the Day process ourselves within NBBJ Consulting and became the “makers” of the evidence. Response rates were high and initial survey results were met with surprise and skepticism, "…there is a large range of alertness throughout my day", or "…[I’m] literally in my living room all day long.” During the dialogue, the conversation quickly turned strategic, specifically around when to focus on challenging tasks and what overlapping rhythms could mean for collaboration. Overall, our goal was to understand the science and then hold up a mirror to allow ourselves to come up with better daily operating rhythms to our days. In the spirit of experiential learning, we divided into small groups for small conversations, challenging each other to pick one thing to change as a team or as individuals. Not surprisingly, everyone chose individual challenges – it is easier and our brains crave what is easy. Alas, change is still hard, but we met with people daily to encourage them and hear about their progress. Some completed their challenge, others did so partially, and some had day-to-day life struggles that interfered – we’ve all been there, and this is expected in group life. Here are some of the case studies that emerged from our research participants: “I took a purposeful pause…” While personal drive and ambition are strengths in the workplace, they can lead to overwork and uncertainty about prioritization. One of our healthcare planners began a new breathing and relaxation ritual to help infuse stillness and self-compassion during their workday. They used an app for brief meditations twice a day, five to ten minutes in the mornings and just three minutes later in the day. In addition to being able to decompress, the ritual is allowing our colleague to recognize and ease into what matters most, by just being present and aware of internal feelings. Mindfulness is a powerful gift that allows our brains to focus and prioritize. “I leaned into a mid-afternoon siesta…” The body has a natural rhythm as the melatonin and cortisol hormones ebb and flow. In addition to waking you up in the morning and putting you to sleep at night, this cycle leads to the mid-afternoon slump. One of our team members chose to lean into the rhythm and opted for a short 30-minute nap mid-afternoon. As long as the nap was timed right, our colleague reported feeling refreshed and engaged when returning to work, much like the productivity boost experienced first thing in the morning, they stated: “this brought the morning to my afternoon, and no need for added coffee – amazing!” In addition to the discipline, and a bit of a guilt-free mindset it required to take daily naps, our colleague acknowledged there were cultural and leadership shifts required to support this practice widely. “I chose to stroll through nature…” One of the more inspiring success stories came from a workplace strategist, who felt anxious before a major meeting with client leadership. Instead of cramming more stats and figures for the presentation, our colleague simply went for a walk. Their head cleared instantly, and upon returning they knew what to say in the meeting and nailed it. Movement, fresh air, sunlight, and green foliage are all proven winners in reducing stress and boosting mental function. While most of us already know this, the big win in this case is that our colleague felt emboldened to take those few minutes because of these discussions and knew that the team (and research) supported it. Group Reflection During our final dialog, we asked our group to reflect on the process. When asked how much they were hoping their mental performance would improve, over 40% said they expected to see significant improvement. However, after attempting to implement these new habits, their optimism waned with only one employee reporting significant improvement. Most reported some improvement, but not much. Immediately after the previous question, we asked if they continued for another three weeks, how much improvement would they expect to see? The results were higher than their initial optimism. They had experienced enough either personally or through others that they knew continuing would show additional benefits to their stress levels and mental performance. Remember, change is hard. Lasting personal change is harder. Not only do we need to feel able and willing to change, but we also need to generate goal enriching environments to support a richer version of ourselves. Care To Try It? According to the research on Executive Function and Arousal Fatigue, the organizations and teams that invest their energy in a refined Rhythm of the Day will, over the long run, outperform those that fail to make sense of how they operate. Now, consider yourself and your teams. How equitable is your daily rhythm? Is your physical, digital, and human environment supporting the long-term success of you and your team? Consider taking a quick break and allow yourself to step outside for just ten minutes before beginning your next task. We would love to hear what comes up for you! We encourage you to comment on this blog. If you are interested in implementing the Rhythm of the Day tool in your workplace, email our Director of Design Innovation at NBBJ, Nate Holland (nholland@nbbj.com). #rhythmoftheday #appliedscience #designinnovation #executivefunction #arousalfatigue #workplace

Presenters: Ryan Hullinger, Healthcare Architect Teri Oelrich, Healthcare Clinician The in-car care concept is one of NBBJ Design’s current R&D efforts; developed to help healthcare clients respond to the immediate and long-term societal changes of the COVID era. This in-car health platform considers new possibilities for the architecture and design of primary care, and combines the convenience of telehealth with the face-to-face interaction of a traditional clinic visit. Join this webinar and hear how the innovation supporting this care model emerged, case study best practices, and next steps for this model moving forward. Understand what is driving an alternative form of ambulatory care Identify the potential ambulatory visits that are appropriate to this healthcare delivery model and design Consider potential locations and design layouts for this new model of care Examine the order of magnitude cost comparisons for conversion of parking to ambulatory clinics #carcare #r&d #Covid19 #primarycare #webinar #health #thecenterforhealthdesign #alternativecaredelivery #automobileambulatorycare Image Credit: Adobe Stock

I’d like to congratulate our colleague Teri Oelrich on her latest achievement, being awarded the designation of Fellow from the Nursing Institute for Healthcare Design! Teri has over three decades of expertise as a practicing clinician and healthcare planner. Her leadership has been instrumental in creating healing environments that uplift patients, caregivers and loved ones. The path to becoming a NIHD Fellow is not easy. The purpose of the Fellows Program is to recognize and advance those leaders who have made significant and sustainable contributions to nursing, healthcare, healthcare design and NIHD over the years. In addition to documenting education, experience and certification requirements, Fellow applicants are also asked to submit a personal statement, plus several letters of recommendation, that describe their expertise. To see Teri’s official bio and designation on the Nursing Institute’s Fellow website, you can check out her page HERE. This achievement will be announced on the NIHD website, blog post and at their membership meeting in December. We are proud to have Teri as a part of our firm. Congratulations on this honorable and extraordinary accomplishment! #NIHDfellow