Involve employees, within clear boundariesInvolving employees will help to create better solutions and generate a sense of ownership. The potential risk, however, is that employees will use the process as a means to prevent change or that they will expostulate beyond their own area of expertise. It is therefore crucial to be clear about the topics on which employees input is sought.Really listen to usersInvolving employees (as mentioned above) only makes sense when their input is taken seriously. If people are asked for input but not listened to, the whole idea of user involvement can be counterproductive. So, listen to employees, discuss their ideas, provide them with feedback and address their concerns. Q&ACommunicate, communicate, communicate Strdal Kjersti Bjrkeng,The entire organization should know what ABW is, howMarket area manager atit works, and why it is being implemented. Be aware thatGottlieb Paludan Architectsemployees will be primarily interested in how ABW affects their daily work life. Do not be tempted to sugar-coat theABW tends to trigger a fair amount of employee resistance. Is that resistance potential downsides. Being open and emphatic will go a justified?long way in creating acceptance.To some degree. People who havent worked in an ABW office before, often fear that it wont work. It is a bit like Allow scope for criticism being pregnant and hearing all those Not everybody will be enthusiastic about the concept. Peoplehorror stories about what can go wrong, will have concerns, or they may question the motivationswhile most births actually work out fine. behind the concept (its all about cost-cutting). Take suchSimilarly, most ABW offices are great places for work. No need for horror feelings seriously and address them by means of dialoguestories. and by providing detailed information about the concept.Is there a magic solution for dealing with resistance? Pay extra attention to middle management First, make management the Middle managers have a tough job when implementingfrontrunners in using the new solutions. of ABW. They must adjust their own way of working, whileSecond, make sure that you have the technology and the organizational at the same time helping their teams through the changeincentives needed to support the work process. So they merit extra attention. Help them to growprocess that you are trying to foster. And into their change management role by organizing a trainingthird, if possible, try out the concept in a pilot project so you can get user programme early in the process and providing them withfeedback.toolkits (e.g. a quick guide to ABW).How can organizations sustain changed Institute a freeze period after move-in behaviour?By talking. Even after move-in, people After moving into the new environment, it can be useful tomust continue to talk about how they have a hundred-day freeze period. The idea is that therewant their office to work for them. With should be no major changes to the concept immediatelytheir manager, their colleagues, their facility manager. About how everyday after moving in. Practical issues obviously have to bepractice can be enhanced? It is about resolved, but otherwise people should take time to get continuous improvement. So, keep on used to the new way of working.talking. You are working in an ABW yourself. What Be brave is your favourite work spot? To a certain extent, changes must be pushed ahead. GivingSurprisingly, it is the silent room. It is my favourite not because I use it often, in to everybodys wishes and trying to please all stakeholders,but because the option is always there. will result in watered-down compromise solutions that doFor me and my colleagues, this enables not work. It is important to know that when a (well-designed)vibrancy in the rest of the office set-up, as office concept is finally realized and people are working in it,we know that anyone who wants silence and individual focus has an attractive resistance tends to be replaced by to go to.84