Quantifying the complex adaptive workplace

Abstract

Despite well‐publicised successes and failures, the evidence base for the impact of a workplace on an organisation’s business performance remains small and confused. Theoretical perspectives are, with few exceptions, limited to matching physical environment to task. The concept from complexity theory of “edge of chaos” – a critical density of connectivity (Kauffman’s K) between the agents in a network in which adaptability is maximised – may explain how workplaces enable, or retard innovation. Formal rectilinear open plan offices are conceived as freezing occupants in a state of connectivity as low as traditional cellular designs. Offices without minimal acoustic or visual privacy (high K) may create chaotic stress and reversion as individuals seek to recreate safety. In between are offices known to have enhanced informal conversation between their occupants and resultant innovation.

Citation

Haynes, B. and Price, I. (2004), "Quantifying the complex adaptive workplace", Facilities, Vol. 22 No. 1/2, pp. 8-18. https://doi.org/10.1108/02632770410517906