Of the total workstations, 31 are resident workplaces that are assigned to employees who spend the majority of their time at the office or, in some cases, employees who require special equipment or have special needs. This makes this project an interesting contrast to other the projects in this guide, which do not provide any assigned seating.The provision of resident workstations is a deliberate choice, says Robert. Arguably, we may be less radical, or more cautious, than other organizations. But when we started the LWS initiative, it was decided that we wouldLounge area near the floors entrance and close take an incremental approach. We persuade our clients byto the lockers. (photo: James Alfred)sharing the many benefits, but do not force the concept upon them.A more top-down approach would probably have resulted in a higher uptake of the concept, but Robert notes that there are advantages to this approach. We go for evolution rather than revolution. It increases the chances of employee buy-in and success. If there is a lot of resistance, or a lack of management commitment, projects can fail and then the whole initiative gets a bad name.The incremental approach has nevertheless kept Robert and his team busy. The LWS concept has been implemented in 30 projects, and another 30 projects are currently under way. Our ideas are gaining momentum, says Robert. The more people that work this way, the easier it becomes to convince others. When asked about their main challenges, Robert explains: You have probably heard this before, but some managers believe that they are entitled to an enclosed office and so it becomes difficult for us when we start reducing the number of dedicated offices to create an alternative of shared enclosed spaces. The 900 Howe Street project features four enclosed offices, but they are small and located close to the buildings core. Russell Treloar and Andrew Lisson, colleagues of Robert Macdonald, explain that in the earlier office, around 20% per cent of workstations were Q&AVarious employeesWhat do you like best about this new way of working?How often do you change places in the office? We love the open collaboration hubs as it has introducedOn a daily basis. Some of us enjoy going to the same a new form of support for collaboration, meetings andspots, but not a rigid waymoving elsewhere if those stand-ups. We are also pleased that we now have a spacespots are taken. Overall, however, we like having where we can host our monthly full staff meeting.various options for space to work in and utilize the different collaboration, quiet rooms and privacy rooms What aspect could be improved?frequently throughout a day.Nothing really. But, if given the choice, some of us still have a desire to have more private offices and moreWhat is your favourite workspace within the office? larger boardrooms. The leadership manages the spaceThe network bars! The bar height tables are some of in the spirit it was designed for, but if new managementthe most sought-after spaces. There is also a special were to come in there is a fear this could alter theappreciation for quiet rooms and privacy rooms where current, flexible culture. heads-down work and meetings can occur more frequently. The most loved space, however, is the open area soft seating space that has views to broader Vancouverit feels like a private lounge. 92