Category : workplace culture

Here we are at the end of our series on Steelcase’s “Defining the Code” report. It’s been quite an interesting meander through all the ways groups and individuals perform within a given work environment and a given culture. It’s certainly lifted the curtain away from the hidden assumptions and unspoken rules that drive much of the day to day operations in a business.

Our final comparison is between long term and short term orientation

You can probably guess where most Americans and US organizations fall on this spectrum. We want what we want when we want it (and that would be RIGHT NOW). From the perspective of a company that’s gone public with its stock, it can actually be considered irresponsible to take a course of action other than the one that maximizes short term profits. Our society as a whole has both a short attention span and a hunger for immediate results. We don’t tend to give a lot of thought to the future – especially if we think the problems it brings will be shouldered by someone else.

Of course, the opposite attitude can be just as problematic. Those who have only a long term perspective may be too mired in tradition to evolve with the times. They may tend to stifle innovation and discourage bold action out of a surfeit of caution. Penny pinching can sometimes be the road to poverty in business while perseverance taken too far may mean breaking instead of bending when things change around you. The key is to have a balance between short and long term thinking so you don’t forego current opportunities or disregard the consequence of today’s actions.

How OBEX Fits In

With this particular cultural index, the use of privacy panels really is more about the organization as a whole than about any one individual. We think our products have appeal across both workplace cultures because:

• They immediately improve working conditions for employees, providing instant gratification
• They make workstations flexible over the long haul, saving money for businesses that value thrift

OK, we’ve done 4 topics and have 2 more to go on our exploration of Steelcase’s “Defining the Code” research paper. Today, we’re going to talk about Uncertainty Tolerance. In a culture that is tolerant of unpredictable situations where there aren’t clear cut rules, participants place a high value on the ability to solve problems and navigate gray areas with aplomb. Diversity is an asset because it makes brainstorming more fruitful. In a culture that does not tolerate uncertainty well, security is prized. Preventing an uncomfortable situation from arising is seen as preferable to finding a creative solution. People feel best when everyone agrees on what the rules are (even if the rules are often broken).

Microcosms Exist in Each Workplace

This is just as much a personal preference as a cultural difference. This means you’ll likely have some employees who fit each profile. In addition, some departments and industries tend to be more risk averse than others. For example, Accounting is not a profession where gray areas and ambiguity are well tolerated. That’s probably because the IRS and the DOL don’t have a happy-go-lucky attitude about whether businesses follow the rules to the letter.

More Privacy and More Freedom

That being said, Americans generally like to be given some leeway in how they do their jobs. Greater autonomy (including decision making power) is closely linked to employee satisfaction. So, how do you use privacy panels to help foster both adherence to rules and the sense of having some personal power?

A lot of this has to do with how you present the panels and their role in the workplace. In settings where privacy and compliance are crucial, desk mounted panels or cubicle wall extenders should be installed as a matter of course. In areas where “risk taking” and diversity are prized, giving employees a say in how or where panels are installed is key. Getting to make the decision for themselves based on their own assessment of how these tools would enhance their job makes all the difference.

OK, we are back with part four in our series that was instigated by a review of the research paper “Defining the Code” by Steelcase. In this next piece, we’re going to look at an aspect of workplace culture that’s sure to stir up some debate: Masculine vs. Feminine.

These terms can mean a lot of different things. The way they are used in the paper linked above is as a generalization about how people work together in society. It doesn’t imply that “all men are like abc” or “all women are like xyz”. Instead, it’s just shorthand for talking about certain behaviors. A masculine work environment is one where competition is steep and performance is oriented toward achieving work goals at all costs (think Glengarry Glen Ross). In contrast, a feminine work environment is one where cooperation and collaboration are highly valued with an emphasis on relationships and good work/life balance.

Expect a Mix at Work

There can actually be more than one of these workplace cultures operating in the same company. For example, many sales departments are dominated by the masculine work mode while Human Resources has long been viewed as a “pink collar” department. Each type of work style has its pros and cons. We won’t try to say one is better or worse than the other since that’s definitely outside the scope of this blog post!

What we do want to consider is how each work style might be best supported with the use of panel extenders or privacy panels. Here are some initial thoughts (we’d love to hear your ideas in the comments):

• In a highly competitive work environment, employees may like to show off their abilities. For example, in the sales scenario, employees might enjoy ringing a bell or celebrating in other ways when they close a deal. Being able to see and hear what others are doing may spur each employee on to greater achievements of their own. However, the masculine environment can also bring a certain territorial attitude which makes having panels to separate work spaces a plus.
• In the more collaborative work environment, a central or communal area for exchange of information and pleasantries can be ideal. But each worker may like to be able to retreat to a more private setting for focused work individually or in pairs. So, cubicles with high walls surrounding an open meeting area could work well.

Here we are at the third part of our series on workplace culture inspired by the Steelcase paper “Defining the Code”. We’re jumping ahead a little to talk about high context vs. low context cultures. An environment or culture where everyone kind of knows what’s expected of them based on subtle or even completely non-verbal social cues is considered high context. In other words, if you came into the situation without an understanding of the unspoken rules and social niceties, you would be like a bull in a china shop (this is why Americans seem to routinely embarrass themselves when they visit other countries). In contrast, in a low-context culture, everyone just comes out and says what they think. To someone from a high context culture, this can seem abrasive and tactless or just unnecessary.

See the Difference?

Communication in workplaces in the United States tends to be explicit rather than implicit. For example: A worker goes to his manager and proposes an idea. The manager seems to mull it over for a moment and then replies, “That would be difficult.” In an individualist explicit communication culture, the worker hears, “Tell me how to make this easier and I’ll consider it.” In an implicit communication culture, the worker would hear, “That’s never going to happen, so you might as well drop it.”

Fewer Interruptions in Low Context Environments

In a culture where a direct approach is seen as desirable and efficient, it’s normal for a coworker to drop by an employee’s cubicle and ask, “Do you have a minute?” Even if the worker doesn’t actually have the time to stop what they are doing, their train of thought has already been interrupted. Regaining that lost focus can take several minutes (some research suggests it can take a full 20 minutes to get ‘back in the zone’ after an interruption). So, it’s obvious how having privacy panels might help reduce the incidence of unwanted social interaction. When a coworker has to actually get up from their desk to walk over and ask for help instead of just calling across the room, they may be less likely to interrupt.

More Privacy in High Context Environments

In a high context culture, people tend to be much more aware of body language. So, an employee could simply assume a posture that tells coworkers, “I’m busy.” and expect to be left alone. Of course, the downside of this type of work environment is that high context communication requires a lot of scrutiny and awareness of everything going on around you. In these situations, a little added visual privacy could come as a welcome relief.

Last week, we explored the “Power Distance Index” aspect of workplace culture (based on Steelcase’s “Defining the Code” paper). This week, we’ll consider the next factor:

Individualism vs. Collectivism

Individualism is easily recognizable as the underlying psychology of US culture. Although Americans often do exactly the same things en masse (wearing the same fashions, watching the same TV shows, etc.), we all like to feel we are mavericks. In the individualist workplace, employees are happiest when they have some autonomy and responsibility. They want the tools, resources and support to do their job and then to be left alone to get it done.

In a collectivist workplace, employees tend to be happiest when there is harmony among the team members. No one really wants to stand out from the crowd and be recognized for individual achievement. But there is a strong sense of pride in group accomplishment. Employees are happiest when things are going smoothly and each person has a clearly defined role. They may see the support of their coworkers as one of the most critical resources they need to do their job well.

What About Panel Extenders in These Workplace Cultures?

In the collectivist workplace, adding higher panels might be viewed as a way to increase productivity through focus rather than as a way to increase personal privacy. All workstations would likely be outfitted in the same fashion rather than by worker preference. Care would need to be exercised to avoid disrupting the existing atmosphere of cooperation.

In the individualist workplace, panel extenders might be used to show employees that their right to personal space and privacy are valued. Having the choice to interact or remain separate would be important. Workstations might be outfitted with panel extenders in different heights, configurations or even colors based on job duties, department, or other factors.

We’re all for making workers more comfortable, but we certainly hope they don’t get quite this comfy…

by Online Clock.Learn about infographic design.

Have you read the latest 360 research paper from Steelcase about “Defining the Code” of workplace culture? It provides some interesting insights into how organizations will have to change their thinking if they want to do business in a truly global marketplace. It’s not enough to simply acknowledge that people speak different languages. You need to take into account how everything from body language to work styles and interactions between employees differ across cultures. Then, you need to design the built work environment and select your office furniture accordingly.

Steelcase based its research on visits to 100 workplaces in 11 countries and distilled their data using the concept of six dimensions of workplace culture. You’ll need to visit Steelcase to uncover the details about each dimension. But we thought we’d continue the conversation here by considering how cultural differences might affect how employers use cubicle extenders or desk-mounted privacy panels. Here’s the first dimension and our take on it:

Power Distance Index (PDI)

Basically, this refers to top-down organizational authority (autocratic) vs. everyone having a “voice” in how things are done at work (consultative). We actually see the full spectrum PDI here in the US, so it’s not impossible that our readers have worked in both types of organization at some point.

The more autocratic workplaces are likely to be those that still have private offices for top employees. This work culture doesn’t necessarily place a high value on the whole collaborative meme that is sweeping the nation. They support teamwork, but don’t rely on their rank and file employees to innovate. They place a high value on productivity and effectiveness. So, they are quite likely to have cubicles rather than an open office design with no panels. This is a location where the judicious use of panel extenders to increase cubicle wall height could give employees an even greater ability to focus.

The consultative style workplace is much more likely to have managers and other high level employees working out in the open as part of a team. The desk or benching style of office furniture tends to be quite popular here. However, things can get a little chaotic when everyone is having a conversation at once. While brainstorming can be fun, it can be distracting too. Adding privacy panels at the edges of a “cluster” of workers might help them become more cohesive and provide a bit of a break from the fishbowl style office where everyone can see everyone else all the time. Or, individual workers who request more privacy and those who have tasks that require more “heads down” time might like panels mounted on their desks.