Contract - May 2010 - (Page 64)

practice a change for the better Design specialists are uniquely positioned to help navigate the process of change in the workplace By Allan Lee, director of strategic planning, M Moser Associates Change in working environments can come as a consequence of events such as mergers, consolidation of business units, the introduction of new technologies and eﬃciencies, or issues as mundane as the expiration of a lease. But as is well-known, the prospect of change— no matter how beneﬁcial the intended outcome—is rarely greeted with unreserved enthusiasm by those who stand to be aﬀected. “It is natural for people to want to know why changes are taking place; and if le uninformed, it is just as natural for them to conjure up their own ‘worst-case’ explanations,” says David Weinberg, director and head of M Moser Associates’ New York oﬃce. Indeed, eﬀective communication—before and during the change process—can be the pivotal factor not only in thwarting the resentment (e.g., over loss of personal space and perceived status related to that space), suspicion (e.g., change perceived as punishment or as a cynical vehicle for “divide and rule”), and uncertainty (e.g., from the dissolution of familiar patterns of communication and work) that can potentially mar transitions from old to new environments, but also in actually fostering a positive anticipation of change. And to this end, workplace design specialists ideally are poised to make a valuable contribution. A mechanism of communication is crucial to the client’s change management program. Our ultimate purpose of physically manifesting change, a er all, requires us to communicate eﬀectively. We need to discover and respond to human behavior, requirements, and concerns— and o en that means a great deal of constructive interaction with endusers and management alike. Communication Through Discove Discove begins through dialogues between client decision-makers and design specialists—the latter ideally comprising designers, strategists, IT specialists, engineers, and construction professionals working synchronously within an integrated project delive system. These discussions are best initiated at the earliest possible stage of project development, as initially they can serve the purpose of establishing the design brief and ensuring that major cost-binding decisions—such taking up an appropriate space—can correctly be made. “But as the design evolves, the dialogue becomes more detailed, examining intangible business goals, corporate culture and values,” Weinberg explains. At this stage, the needs of those who must live with the changes are addressed, with corporate communications, human resources, IT, public relations, and security all embraced as essential participants in the process. Management can facilitate understanding of change by using “push-pull” communications tools—including interviews, seminars, requests for suggestions, surveys, and other interactive exercises—that address the concerns of both stakeholders and staﬀ focus groups. The integrated process Discove and dialogue between the client and a range of workplace professionals The to a successful integrated is inherentintegrated process project delive model and also serves as the Discovery and dialogue between the process. communicative basis of a change management client and a range of workplace professionals is inherent to a successful integrated project delivery model – and also serves as the communicative basis of a change management process. contract may 2010 www.contractdesign.com 64 http://www.contractdesign.com

Table of Contents for the Digital Edition of Contract - May 2010

Contract - May 2010
Contents
Editor's Note
Industry
Exhibition
Focus: On the Bench
Focus: Collaborative Workshop
Green: How to Get Certified
Practice: A Change for the Better
Trends: The Death of the Office (as we know it)
Domesticating the Workplace
Prepare for Impact
Off Campus
Bold and Buzzy
Luxe & Lean
Vital Mission
Social Verdict
Design in the Fourth Dimension
Picture This
Designers Rate
Sources
Ad Index
Perspectives

Contract - May 2010