>> MUSKULOTELETAL DISORDERS
>> ASSESSING WORKPLACE INTANGIBLES
>> WORKPLACE PRIVACY
>> LEARNING ENVIRONMENTS FOR THE INFORMATION AGE
>> SEEING THE DIFFERENCE
>> WORKPLACE ACOUSTICS





MUSKULOTELETAL DISORDERS
Research indicates that workers with jobs involving repetitive movements of the hand and wrists have suffered from musculoskeletal disorders (MSDs) for decades. Since the 1980s, loss of time at work and increased workers' compensation claims have focused attention on the causes and possible cures for these disorders.

While research, literature reviews, and symposia are adding to the overall understanding of MSDs, experts have not isolated one predominant cause. The data seems to support the theory that multiple factors are to blame, both occupational and non-occupational.

Those concerned about MSDs can be encouraged by corporate results that show comprehensive ergonomics programs can improve and maintain the well being of workers. Continued research into the complex causes and possible cures for these disorders offers hope that incidence rates will continue to decline.

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ASSESSING WORKPLACE INTANGIBLES
In the workplace, as in other facets of business, understanding intangible factors is just as important as understanding tangible financial results. Comprehending the association between them, and the influence each has on the other, is critical as well.

Understanding intangibles, however, is not for the faint of heart. It is, by its very nature, an endeavor that requires an on-going investment of effort, study, and time. The time and money that an organization can dedicate to assessing workplace intangibles may determine the techniques at one's disposal.

Advanced techniques, such as a three-year program of video ethnography and simulations, require significant resources. It is, however, possible to develop an assessment program on a budget. Regardless of the resources available, any evaluation must be based on a clear vision... and techniques must be chosen based on available time frames and dollars.

Different corporate cultures will allow different techniques. The tolerable "life cycle" of any evaluation project must be considered in light of the culture. When an evaluation project begins, it's always wise to inform workers up front: the steps that will be taken, which employees will be involved, and in what time frame.

Finally, evaluation should be undertaken with a spirit of adventure, a quest for discovery. Gathering new insights, assembling new understandings, finding new perspectives is exciting work; the workplace can be a living lab. By striking a balance between measuring the tangible and understanding the intangible, it's possible to reap a great harvest of workplace knowledge.

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WORKPLACE PRIVACY
As American businesses evolve to meet the changing demands of a global, information economy, they are reinventing their workplaces to support new business goals, new ways of working, new business processes, and new technologies.

In their book "Culture and Environment", authors Irwin Altman and Martin Chemers write, "The process of privacy regulation is, we believe, so central to human functioning that it is hypothesized to be present in all cultures. ...What differs among cultures is how they regulate privacy..."

Workplaces may be looking a lot more open these days, but they're also starting to provide better balance between knowledge workers' needs for privacy and needs for interaction. Companies that effectively balance these needs have opportunities to reap the rewards: more effective communication, greater teamwork, higher morale, improved learning, and more satisfied customers.

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LEARNING ENVIRONMENTS FOR THE INFORMATION AGE
Life-long learning, continuous learning, self-directed learning... all are important concepts found in contemporary business and organizational literature, but many organizations are still sorting out how to effectively support learning.

The work of Harvard's Howard Gardner helps organizations - from education institutions to business conglomerates - understand the roles individual differences play in learning and in performance. By considering the different "intelligences" that individuals bring to a class, a project, or a business endeavor, leaders are better able to leverage individual and group learning achievements.

A study of teaching and learning styles - and how they can be supported by the physical environment - further helps leaders encourage optimal thinking, learning, and knowledge conversion.

The use of appropriate learning environments, designed to support the appropriate degree of collaboration and self-direction, is key to promoting learning within any school or organization. As new interactive technologies and multimedia training programs emerge, the role of the environment becomes even more important.

New learning environments are not designed to replace all traditional classrooms and conventional lecture halls; these facilities continue to be functional and appropriate for some styles of teaching and learning. New learning environments simply provide more options. For, as we evolve our processes and programs to meet the requirements of continuous learning, self-directed learning, and collaborative learning, we must evolve our environments as well.

The need for learning is a basic fact of life, a fundamental rule of business, and a critical element of success.

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SEEING THE DIFFERENCE
To fully realize your investment in both your people and your facility, don't overlook the importance of quality lighting.

Light has a significant impact on our performance in the workplace. Research shows conclusively that when you get it right, a quality lighting program can boost productivity and performance, reduce fatigue and eyestrain, and increase an organization's opportunity for success.

There are two steps to achieving a quality lighting plan in your own environment. First, make lighting an integral part of your initial architectural and interior design discussions. Don't allow lighting to become an afterthought. Second, engage a lighting professional to guide these initial conversations. A professional lighting consultant brings unique skills and knowledge to the design process and can help you find the best mix of ambient, task, and accent lighting to support the work your people perform.

With your consultant and project team, examine the role lighting can play in your environment. Carefully consider your lighting decisions. Anticipate the effect these decisions will have on your employees, your customers, and your business. In addition, be certain that the lighting plan integrates with the other systems at work in your building and that it supports the different kinds of work people do in the space.

Ultimately, lighting is about meeting the individual's needs. When people see well and feel better they work more effectively. And when people are more effective, your organization is more effective.

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WORKPLACE ACOUSTICS
What ’s meaningful sound for some people may be disturbing noise to others. Noise is unwanted sound that can be distracting, stressful, and unhealthy.

As organizations evolve and are faced with new technologies, new processes and new business practices, acoustics will continue to play a pivotal role in workplace design. In the book Making and Managing High-Quality Workplaces: An Organizational Ecology, Fritz Steele writes, "As for audile privacy, there are too many open layouts that are too dense, contain too many hard, reflective surfaces, or have too low a level of ambient sound so that conversations are not masked. The same is true for many "closed" plans, where paper-thin walls or heating and ventilation ducts transmit conversations to adjacent offices. Closed offices provide visual separation, but do not guarantee audile privacy. In fact, private offices may provide a false sense of security for people who should instead realize that they can be easily overheard."

Effective acoustical design can enhance the ever-changing workplace. And, in a round about way, so can sound itself. It is necessary to communicate with co-workers regarding the noises that bother us and the sounds that help us. These conversations can establish protocols that are foundational to acoustically effective workplaces.

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