Suffice to say right away, sharing one’s workspace is not natural and some psychologists are very critical about concepts introducing desk-sharing.
If the reasonings that leads to this position can be followed, it must also be taken into account rational and economic elements of companies.
Indeed, some concepts of shared workspaces bring a dynamic and interpersonal exchanges that would not otherwise take place. These concepts also bring a healthy levelling of the hierarchy in the company and often simplifies the operational processes. So why should we deprive ourselves of it?
Positive effects are far greater than disadvantages and numerous studies and implementations show that if these concepts are well realized, they win satisfaction of managers and employees. But the word has been dropped: well realized!
Well-thought-out, well-communicated concepts of workplaces accompanied by concrete and effective measures will always win support of staff. In addition, it is one of the rare measures where all parties are winners: the company reduces its operational expenses and staff members can allow themselves freedoms by choosing the spaces that suit it according to their activities.
However, there is a major prerequisite: senior management must be convinced by the concept and support it: if it does not endorse it in an unfailing manner, failure is assured. After this first challenge, the implementation must be done in very professional and enthusiastic ways.
While millions of people today work satisfactorily with such concepts around the world, it should not be forgotten that planning and preparation works upstream has been long, carried out by specialists and carried by teams.
Is this to recommend? In view of experiences, any company with offices with about 50-60 people in the same building could introduce desk-sharing workplaces without great difficulty. It just takes the willingness, some means, a little audacity and courage: everything else follows!
In conclusion, a concept of desk-sharing is often THE solution