CREJ

16 / BUILDING DIALOGUE / June 2021 Design Language: The Vocabulary of a New Work World A s a workplace designer and strategist, the word “office” arguably dominates my lexicon more than any other word. Now, in 2021 the words “return to” have glued themselves permanently in front of “office,” cre- ating an expression permeated with questions of spatial disruption, mental trepidation and health concerns. CEOs, designers anddevelopers areclearly at the precipice of a newwork world, whose values don’t entirely fit into our existing design language or traditional offices spaces. The fact that the words “return to office” and “COVID” are so often uttered to- gether begs the question: Has the word “office” now become toxic? • Aligning words with new values. In order to face our newwork reality head-on, we need to begin trans- forming our design language, starting with retiring the word “office.” In doing so, we can begin to bury the one-dimensional, bor- ing, vault-like associations that no longer connect with people’s souls. Words such as “community,” “col- lective,” “studio,” “collabo- rative,” “alliance,” or even “workplace” are more rele- vant replacements because they speak to the post-pan- demic paradigm that is emerging. In other words, they embody the purpose of returning towork. • Delivering the best of both worlds. Why would people want to return to work? After a year of collec- tive self-reflection, we are coming to terms with our individual work style preferences. Of course, a num- ber of people need to work from home, and some want to continue working from home because they believe it gives themmore autonomy, distraction-free productivity, and no commute. In the future, this pop- ulation will need particular consideration to keep themculturally engaged and connected to a company community. This article is focused on those peoplewho are look- ing for the best of both worlds. They’d like the choice to work fromhome sometimes, but want meaningful interaction and derive energy through being a part of a diverse, people-centric cultural experience at work. The stakes are even higher now for them, and, given the choice, they will seek employers and buildings whose spaces are shaped into vibrant collaborative spaces filledwith choice, service and access to unique local experiences. This is the new paradigm that has emerged from the isolation of the pandemic. If we de- sign tomeet this want , wemight just fill our buildings again. • Translating the human experience into buildings. The trajectory toward expanded and diversified so- cial, collaboration and meeting spaces has obvious planning and code implications. New and existing buildings already are integrating increased security and higher levels of concierge services for a more hu- man-centered experience. Further consideration for new buildings may include: • Deeper bay depths to allow for larger, more flexi- blemultipurpose spaces. • Three exit stairwells to accommodate higher den- sity occupant load factors. • Increased plumbing counts to offset increased oc- cupant load. • Increased outdoor bal- conies where possible, or rooftop terraces. • Connection to local context at entry level to energize and engage local surroundings. Existing buildings with increased vacancies could realign themselves by: • Rebranding the build- ing with names linked to the local context or neighborhood vs. a building num- ber or monument signage identifiedwith a company. • Reinventing transfer floors by relocating tenants and transforming vacated floor areas into vibrant mixed-use social space, common to the building at a more accessible midrise level in addition to the first floor (and basement). • Investing in luxurious base building restrooms on every floor that convey elegance with thoughtful lighting vs. value-engineered institutional drive-thrus. • It takes a village. To align the future workplace with the re-imagined post-pandemic desire for deeper social and cultural connection, we need to think of it as a village. All thriving villages are a mixture of spa- tial types ranging from public to private. Social hubs such as work cafés; open, collaborativemeeting areas; hoteling areas; large, flexible multipurpose rooms; amenity spaces; and welcome areas will address the workplace villagers’ desire for socialization, diversity and choice. More intimate spaces for pri- vacy and focus will be equally important to the equation in order fulfill the human need for re- spite and focus. If these spaces are imbued with a new, more hu- Gillian Hallock Johnson Principal, Anderson Mason Dale Architects Design Always If these spaces are imbued with a new, more human-centered design language that reaches deeper into the souls left empty by the reckoning of the pandemic, then office towers will be viewed as vibrant 'vertical villages' with neighborhoods on different floors.