Distractions in the workplace revisited

Abstract

Purpose -The purpose of this paper is to provide a holistic and systematic understanding of a fundamental issue within open plan office designs: the sustainability of two extremely contrasting requirements, concentration and collaboration, in the same workspace and work environment at a given time. A literature review is presented, along with initial suggestions for potential improvements in knowledge work organizations. Design/methodology/approach -A thorough range of fields, including those outside the built environment, are investigated for their contribution to findings on distractions, especially auditory distractions and their impacts. Findings -This research underpins the need for cost analysis of the impact that distractions have on knowledge workers. Provisions for appropriate and adaptable workspaces are needed to meet the dual needs of collaboration and concentration on complex tasks in order to maximize worker contribution and value. Research limitations/implications -Additional field research on improved workspace is needed to confirm the hypothesis of savings from reduced or adaptation from auditory distractions. Practical implications -As knowledge work grows, the evaluation of workplace architecture and design must include analysis of the needs of knowledge workers. The sole consideration of cost savings in real estate and facilities ignores the tremendous cost of human capital. This reduces overall value and profitability of the organizations choosing to ignore the workspace needs of their workers. Originality/value -The paper provides a new and original review of multi-disciplinary research on the impact of distractions, especially auditory distractions, providing the groundwork for analysis of total costs of auditory distractions in the workplace.

Occupant productivity and office indoor environment quality: A review of the literature

“…Haynes (2007a) provides evidence supporting the fact that distraction is the component that has the most negative impact on perceived productivity and interaction has the most positive effect on perceived productivity. Office workers in most organisations wish to have distraction-free solo work and opportunities to have informal interaction with colleagues (Haynes, 2007b, Roper and Juneja, 2008, McCoy, 2002, Heerwagen et al, 2004, Chachere et al, 2003. The physical setting and layout of the workspace is part of organisational culture.…”

Collaboration in open-plan offices

“…Furthermore, employees could limit the ability for others to engage them in face-to-face collaboration by removing their bodies from the office and working in another place. (Heerwagen et al, 2004), they also have drawbacks such as distractions and lack of privacy (Roper & Juneja, 2008). With regard to this debate, Kim and de Dear (2013) a quiet space where you should avoid distracting others (rule schema), and knew the other people they were working with.…”

“…Bridger & Brasher, 2011;Roper & Juneja, 2008;Sundstrom, Town, Brown, Forman, & McGee, 1982). For example, Roper and Juneja (2008) argue that open-plan offices may heighten individual arousal and improve task performance via the social facilitation effect, but may also promote cognitive overload through crowding, office noise, distractions, and interruptions. Although some researchers have examined the social processes that create meaningful organisational spaces (e.g.…”

Can I Have Your Attention? Implications of the Research on Distractions and Multitasking for Reference Librarians

“…Not surprisingly, collocated workers experience more interruptions than distributed ones-62.9 percent versus 49.3 percent (Mark et al, 2005). Open-office designs foster auditory interruptions that interfere with complex tasks, cause concentration impairment, and reduce workplace performance (Roper & Juneja, 2008). Research has shown that the greater the task complexity, the more detrimental the noise distraction (Zaheeruddin & Garima, 2006).…”