{"id":704,"date":"2026-04-22T09:11:41","date_gmt":"2026-04-22T08:11:41","guid":{"rendered":"https:\/\/megamultisite.divcomstaging.co.uk\/london\/2026\/04\/22\/design-enables-behaviour-decides\/"},"modified":"2026-04-22T09:11:41","modified_gmt":"2026-04-22T08:11:41","slug":"design-enables-behaviour-decides","status":"publish","type":"post","link":"https:\/\/megamultisite.divcomstaging.co.uk\/london\/industry-news\/design-enables-behaviour-decides\/","title":{"rendered":"Design enables. Behaviour decides."},"content":{"rendered":"\n

Article by Sarah Murdoch<\/a>, Global Account Director,\u00a0 JLL<\/a><\/p>

When a beautifully designed office isn\u2019t being used as intended, the issue is rarely the space or the people, it\u2019s how they were introduced to using it. And yet, one of the least discussed parts of workplace design is teaching people how to use the space. So why aren\u2019t we talking about it?<\/p>

The most successful workplaces don\u2019t start with furniture or finishes. Its change-management 101: Engage early with end-users. Before a single drawing is produced, workplace teams should be asking intended users what they need from the office daily, weekly, monthly etc. And the bigger organisations questions for senior leaders and C-suite – Which activities genuinely benefit from being together, in person, in this space?<\/p>

In the current climate leaders need to be challenged on\u00a0why<\/em>\u00a0they are bringing people into the office at all. I firmly believe time in the office does not equal productivity. And you and I will have wildly differing views on what productivity means to us individually. If we don\u2019t explore what productivity looks like for all, and then align those expectations, we can\u2019t make meaningful recommendations on how teams should use the office, let alone use it well.<\/em><\/p>

When you take this deep\u2011dive across a business, consistent themes emerge that enable design led by what team\u2019s need. Workplaces add the most value when they support mentoring, coaching, knowledge sharing, faster decision\u2011making through face\u2011to\u2011face conversations, and collaboration on complex work. They also play a critical role in social connection; shared lunches, coffee chats, team training, strategy days, and informal moments that build trust and belonging. Team volunteering activity? Sign me up! After work drinks? Yes, please! These human interactions are often the reason people choose to come in.<\/p>

This insight gathered team by team and consolidated using AI, should inform a clear Workplace Playbook. This playbook explains\u00a0why<\/em>\u00a0people are coming into the office, and it\u2019s not to compete with the home office, but to offer something home can\u2019t. It sets expectations, supports fairness across teams and users, helps break down personal preferences for the greater good, and if it\u2019s backed up by a simple end\u2011user guide with FAQs, then you should have the ingredients for an office workplace and office culture, that\u2019s easy to understand and navigate. Clear information creates understanding, and understanding supports acceptance of change.<\/p>

Only then should design begin – informed by real needs and supported by flexibility in zoning, furniture, partitions, and technology.<\/p>

Teaching people how to use the space.<\/strong><\/p>

Once the office opens, or before grand opening, the teaching phase becomes critical. This should be intentional, inclusive, and offered in multiple formats so everyone can engage in a way that works for them:<\/p>