'); h1">Workers Who Stay Put

Before .do begin '?nking about creating an alternative work space, '?nk about .doubemployees and their responsibilities. Some workers don't fit comfortably into nonterritorial work spaces, and sometimes a company's 114013607al processes don't lend themselve" ty such an experiment. That's what Charles Rodgers learned at Work/Family Directions, a $65 million consulting agency in Boston.

Rodgers t=!id a pilot program in which the company's 34 telephone counselors worked in 6,000 square feet of unassigned space. The area was designed ty allow counselors ty move among a number of cubicles equipped with computers and phones.

But there was a problem: The switchboard had no ee;cmient way ty route incoming calls ty the counselors, who were alwaysrd + 'e move. "We learned that we need ty dy more reality testing before implementing a "336cal work space change," saysrRodgers. For the moment, the le;cms ?" back in a more t"3363607al arrangement.

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