For decades the office has moved from private, to open plan to no desk at all. These changes have been driven by the push to reduce real estate cost and to also increase collaboration among employees.

While savings in real estate costs appear to have been achieved, the negative effects of the open plan office on employees have now been well documented. A large body of research shows these offices are noisier; employees have difficulties concentrating and are unable to hold private conversations.

The promise of increased collaboration in open plan appears to have little supporting evidence. A study of more than 42,000 employees found that open plan office environments did little to increase interaction.

Given all this evidence, it is perhaps unsurprising that a recent study by Oxford Economics found the impact of open-plan office design is far greater than executives realise. The report found both productivity and employee peace of mind suffers. Although there appears to be a growing realisation of the negative effects, the results showed few companies have effective strategies to address the problems.

Another issue in the open plan office is that it doesn’t cater to differences in individuals or differences in the type of work that needs to be undertaken. The time workers are spending on collaborative tasks is decreasing, while time on quiet concentrated work is increasing.

In response, organisations have been experimenting with ways to segment workplaces to overcome these problems. 

The segmented office is based around the idea that different spaces are needed to support different tasks and different personalities. Sleep pods, library spaces, mobile-free zones and cafes are becoming standard features in new office designs.

Employees are encouraged to move between the different areas based on what they are doing at the time. Tasks such as taking a phone call, holding a meeting, doing work that requires focus and quiet or work that needs collaboration with others are all allocated separate areas.

While seen as a positive move by some employees, the changes often don’t go far enough to allow concentrated, productive work. 

The practicality of moving to different spaces, carrying laptops, power cords and other documents and materials needed to complete work can be tiresome at best and impractical at worst. The inability to find co-workers when needed appears to be another common complaint in early results of the study I am undertaking.

With many working from home or other third places to get work done, does the office still matter? Some authors suggest the office will die out all together. Nikil Saval, in his book Cubed, goes so far as to suggest leisure is over as the office now follows its employees everywhere thanks to the cloud.

Yet the imperative to get it right appears more important than ever. While we may indeed be able to work from anywhere, it seems we still want to come to the office. Two-thirds of employees prefer to build relationships face-to-face, and the majority prefer to build that connection in an ideal workplace. How we create the ideal workplace remains to be seen. 

LIBBY SANDER is a lecturer at Bond University. This article was originally published on The Conversation.