Co-creation drove the redesign of Gensler Seattle’s office, which also emphasized the creation of a diverse range of spaces that accommodate the different needs of neurodiverse employees.

Key features

When the original plans to redesign its entire 1,400-sq-m office in downtown Seattle were disrupted by the pandemic, Gensler opted to renovate the fifth floor of its Seattle office instead. The project reused much of its pre-existing materials and surfaces to mitigate the environmental and financial costs of the project while activating the office to meet its employees' new needs in a hybrid work reality. The firm implemented pilot studies and gathered survey data to inform its approach, paying mind to employees’ opinions about where they best focus, collaborate and learn. ‘The findings were then applied to our new space, allowing for flexibility to adapt as needs evolve,’ says Ryan Haines, managing director of Gensler Seattle. 

The adaptive reuse of the space saw the reuse of 99 per cent of the carpeting and over 60 per cent of the ceilings, furniture and light fixtures, saving the project’s use of new materials and production of waste and substantially lowering its carbon emissions. New space types and functionalities were integrated, like meeting, lounge and individual workspace areas, to provide a variety of preferences and accommodate employee neurodiversity. Private spaces like a wellness room, mothers' room and individual phone booths were also added. Social areas double as work points, deviating from the formality of the pre-pandemic office. ‘At a time when people can work from coffee shops, home, or an airport lounge, we wanted to provide living spaces, rather than only traditional working spaces for our staff,’ says Haines. A special emphasis on technology was placed to support hybrid working modalities and allow for equal participation regardless of whether working in person or remotely.

FRAME’s take

‘Initially focusing our wellness efforts on neurodiversity allows us to construct systems that ultimately benefit everyone, because neurodiversity considerations are as much about mental health as depression or anxiety in fostering psychological safety,’ said Philippe Paré, principal and managing director of Gensler Paris, in our White Paper, The Empathetic Workplace. ‘You’re designing experiences where no one feels left out or is singled out as different.’ 

This same philosophy guided the redesign of the Gensler Seattle office. A variety of workspaces that allow employees to control sensorial stimuli ensures that each employee’s needs are met according to them. This is driven by individual autonomy, which is also present in the firm’s co-creation efforts. By listening to what employees actually want and need, the workplace is tailored to them and what they need to be comfortable. Meeting basic human needs is a prerequisite for workplace satisfaction and productivity.