In our second installment of the WorkShape Labs series, "Rethinking Systems," we explored how human-created systems shape modern work – and whether they're still serving us effectively. Our distinguished panelists, Domino Risch (Founder of Placeology) and Andy Lake (Director of Flexibility.co.uk and author of "Beyond Hybrid Working"), shared profound insights about transforming work systems for greater human connection and effectiveness.

Understanding Work Systems: More Than Just Technology

When we talk about "systems" at work, we're referring to multiple interconnected frameworks:

1. Human patterns – The conventional 9-to-5, Monday-to-Friday office routine that originated with industrial-era efficiency models (what Domino called "a construct... that doesn't exist in nature")

2. Sociotechnical systems – As Andy explained, these involve not just technology itself, but how we interact with it and each other through it

3. Physical systems – Workplace infrastructure like standardized lighting, furniture systems, and spatial layouts that often prioritize efficiency over human experience

What makes these systems particularly challenging is that they've systematically removed personalization, choice, and agency from work – precisely the elements that foster belonging and engagement.

The Standardization Problem

"We've standardized and systemized workplaces to the point where there's so little diversity that it's almost one size fits no one," Domino observed. This approach shows up everywhere:

• Uniform lighting levels (the arbitrary "320 Lux" standard)

• Identical focus rooms with minimal variation

• Standardized seating arrangements

• Rigid meeting structures

The panelists agreed that while standardization arose from efficiency concerns, it fundamentally conflicts with human diversity. Our current workplace systems often fail to accommodate different working styles, sensory preferences, and neurodiversity.

Reimagining Physical Spaces

Rather than continuing with homogeneous environments, Domino advocated for workplaces that embrace variety, choice, and controllability – not through ownership but through diversity of options. She envisioned focus rooms that might include:

• A soundproof studio space where someone could listen to music at high volume

• A biophilic environment with plants and natural sounds

• A sand garden for kinesthetic thinkers who process information while moving

• Varied sensory experiences addressing all five senses

As Andy added, this variety should extend beyond buildings to include "the interface between the building and the outside space" – creating environments for walking meetings, outdoor work, and natural connections.

Transforming Work Processes

Perhaps even more critical than reimagining physical spaces is the need to reimagine how work happens. "That change process of embedding a different type of system of work... kind of stopped evolving somewhere around 2021," Domino noted. While we've digitized workflows enough to enable hybrid arrangements, we haven't fundamentally reengineered:

• Meeting structures and purposes

• Collaboration rituals

• Management approaches

• Decision-making processes

The panelists highlighted that many organizations have simply transferred old meeting formats to virtual environments rather than questioning why they meet at all. Andy shared that in workshops on rethinking meetings, participants typically estimated they could eliminate 30-70% of their meeting time through simple adjustments like ensuring meetings have clear purposes rather than just titles.

The Trust Factor

A critical barrier to progress is what Domino identified as a "trust crisis." Many workplace issues stem from a fundamental lack of trust as a default principle. This manifests in:

• Management by presence and observation rather than outcomes

• Excessive meetings as a control mechanism

• Prioritizing visible activity over meaningful results

• Resistance to true flexibility

The path forward, our experts suggested, begins with resetting this dynamic – trusting employees by default and addressing performance issues separately from where work happens.

From "Me" to "We"

Another profound shift the panelists identified is the balance between individual and collective work. Domino noted that many people now equate "productivity" solely with individual contribution, considering relationship-building, network development, and serendipitous interactions as "not work."

This represents a significant challenge. While individual tasks can indeed happen anywhere, the collaborative dimension – what Domino called "the 'we' of work rather than the 'me' of work" – requires intentional cultivation.

Looking to the Future

The conversation concluded with a thought-provoking discussion about the relationship between workplaces and vibrant cities. Rather than seeing centralized business districts as the only model, both panelists advocated for more distributed approaches that could revitalize local communities.

Andy challenged the assumption that concentrated work centers are inherently beneficial, pointing out how they've "denuded other communities of a whole range of services and work opportunities." Domino added that during the pandemic, spending shifted to suburbs, creating thriving local economies where people "chose to live."

Key Takeaways for Workplace Strategists

1. Continuous evolution is essential – Domino recommended quarterly workplace reviews, not as performance evaluations, but to assess how well spaces are supporting people and make necessary adjustments.

2. Focus on work processes before place – Before redesigning physical spaces, organizations should reengineer how work is done, establishing trust as a default principle.

3. Embrace variety, not standardization – Future workplaces should offer diverse experiences addressing different sensory preferences, work styles, and needs.

4. Reimagine meetings fundamentally – Question every meeting's purpose, not just its format or location, to eliminate unproductive time.

5. Balance individual and collective needs – Create systems that value both focused individual work and the serendipitous connections that build relationships and spark innovation.

The path forward isn't about enforcing return-to-office mandates or abandoning workplaces altogether – it's about fundamentally rethinking how we design our work systems, both physical and procedural, to better support human connection, creativity, and fulfillment.

As Domino aptly summarized, "It is far easier and certainly less risky to just build a new workplace... than what I think needs to happen, which is before you worry about the place, let us re-engineer how work is done."

Want to join the conversation? We're forming a small group to explore these ideas further in an upcoming podcast. Contact Omar to participate.