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Reconfiguring workplaces
 relationships (viewed from the perspective of the individual employee). The layers differed qualitatively along the source of the connection and intensity of involvement (Table 3.5). Concerning the source of the connection, relationships at the core layer originated in current shared projects or strong personal links, at the mid-layer in past shared projects and the peripheral layer only shared an organization. There was also mobility between these layers over time. For example, as project teams changed or employees developed stronger relationships independent of work, the employees experienced changes in the relationship layers. Turning to the intensity of involvement, the core layer involved frequent meetings and was supported by regular (digital) communication. In contrast, our respondents commented that they maintained the relationships at the mid-layer through occasional interactions, such as unplanned encounters in the hallway or occasional phone calls. And the colleagues in the peripheral layer required no regular interaction but instead would be called upon once a purpose was identified (e.g., meeting a new colleague).
3.5.3 Workplace configurations shape relationship layers at work
In our analysis, we found that during the closure people’s core work relationships intensified, the mid-layer relationships diluted, and the peripheral relationships were hindered. As the change in workplace configuration affected each layer of relationships, we carefully chose examples for each layer and one dimension as an illustration of the impact.
First, most noticeable was that the core relationships intensified. The employees maintained the core relationships (shared project and/or strong personal relation) through planned (and often recurring) meetings,
“You saw more people planning recurring meetings to do updates and check-ins, which you would otherwise have face-to-face when you encounter someone in the hallway.” (P06, employee, low tenure)
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