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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