According to studies on professional premises renovation, employees are mostly satisfied with their new work environment. However, the fit-out of their new offices is not a sufficient condition to foster everyone’s engagement. Explanation with Lydia MAZZUCCO, trainer and coach specializing in change management.

“I have experience with companies, some of them large, that transform their layouts to create a new space better suited to evolving work methods, more harmonious, integrating new ways of operating. Sometimes the investment in the work is substantial.

A recurring observation once the redesign is complete?: A superb space that is pleasant to enter, but (because there is a but) this does not translate into changes in attitudes, nor in the experience lived by the teams and/or by the clients who visit the transformed space. It can even prove counterproductive, leading to a loss of meaning and dynamism on the part of those involved in the space. Employees may have felt excluded from the project, from the vision, and then become resistant.

The expected result, the culmination of this beautiful project?: It then appears quite disappointing given the investment of time and money!

What is the problem? What essential ingredient is missing to unite your teams and make this project a common goal that will take your company to the next level?

Space planning is an extraordinary tool; it initiates evolution because ‘it’s a new place’. One might think that this is enough to generate satisfaction, or even new practices (new approaches, fresh momentum, integration of new employees, contentment, increased pleasure in coming to work, etc.).

In systemic terms, the system (the group members) tends towards homeostasis, meaning it rebalances so that things do not change and the system maintains its current state.

It is therefore necessary to fully invest to multiply the effect of the new layout, to capitalize on the approach by integrating the human element.

The ultimate goal: to achieve a new system that embodies the leader’s vision for the evolution of the team and the company.

No revolution is needed, but it does require human support for these changes (the best approach is to integrate this ingredient from the start of the project, for a better translation of the vision and much better team buy-in/contribution and transformation).

The process needs to be adapted depending on the team and its leader’s current situation, working upstream with the latter:

“Why” does he want this change (I specify: beyond the need for space optimization, new momentum, or replacing aging furniture and structure)?

What does he want to see emerge for the team, the company?

How does he want to communicate about it to the team?

How does he want to involve and have employees contribute to the construction of this project and vision?

How can the team capitalize on this change, how does it translate into attitudes, operating rules, etc.?

The optimal recipe is therefore to seek support for both the evolution of the space & the team.

This is how the leader’s vision can be more precisely developed, translated, and take shape both in the space and in attitudes. This is a profound evolution that comes to life.

Lydia MAZZUCCO

Consultant & Coach – ITC Partner