Companies consider abandoning open office layouts to prevent disease spread
nytimes.com
nytimes.com
I work at a FAANG company which was aggressively opposed to WFH before the covid-19 crisis. As matter of fact, I recently changed teams within said company and during the informational interview I asked about the team's policy on WFH - the answer was that "our team has a strong 'collaborative in-the-office' culture, so we don't encourage WFH"
I am not kidding, we're talking about one of the most advanced companies in history and they required domestic travel+hotel for trivial half-day, mostly passive interview training that could have been done easily over teleconference, that's how much this company values physical presence.
Fast forward a few months, everybody is WFH in the company and the sky hasn't fallen. Actually, my productivity vastly increased because I'm fortunate to have a solid WFH environment at home (despite kids/wife around).
While I'm not proposing mandatory WFH for tech companies, neither saying that it works for everybody, I believe our top companies could lead and finally allow people who demonstrate that they can be productive at home to just stay home - permanently.
I don't think this is true. Actually, most people would like to replace "N" with "M" in that acronym, but then it sounds much worse…
MAFANG (maybe?) if you really want to get Netflix in there? I know some people especially in the Bay Area think Netflix is important in the acronym not necessarily by market cap, but overall head count versus turnover and thus cultural swing (policies like "unlimited vacation" that started at Netflix and then in turn influenced a lot of other surrounding Bay Area companies).
The sentiment that this is heavily dependent on manager competence is correct IMHO.
Last company I worked for, the CEO said to me he doesn't care where anyone work as long as the work get done well. However, this was not the case with my own manager. He micro managed everything. He had an office manager sitting with the engineers reporting to him multiple times a day on if the engineers were sitting on the desk. You can feel you are being watch the moment you step into the office. It was an absolute shit place to work for.
I think you're overly optimistic about this, most just see Covid as a temporary inconvenience and will go back to business as usual when this ends. Sure, some smart managers may see the value, but I'd wager most of them are set in their ways.
I really related to this in my last role. It's the butts-in-chairs method vs output because let's be real... most of the people promoted to middle-management can't measure actual output.
I've always been on the edge of being a manager vs. being IC and the times I've bled over into management I have this style: you're expected to be here early by 30 minutes for meetings, and if you wanna leave directly after to go work from your home office I could care less. I expect workers to be highly available via chat and phone during normal business hours (adjusted to the timezone), and generally flexible if something comes up where I need 'em in the mothership.
To measure output and success, whelp I just get on the corporate GitLab and read everyone's commits daily. Not only do I learn a TON working with solid talent... I also know who's jerkin' me around. Does this work for every WFH-type employee? Nope. Managing devs gives you a ton of black-and-white paper trails to ensure people are working the right direction.
In contrast, throughout my IC career none of my managers have managed ME this way which blows my mind. I know I'm not the most talented leader but I don't understand why dev management doesn't look at real metrics to gauge success outside of "I don't know how to read code"... =|
The way I managed also bought loyalty... like a lot of loyalty. When you get out of the way of people's lives and say, "I'm willing to make this career work with you as a person" you get an insane amount of forgiveness for being a poop manager in other areas.
Did people take advantage of me giving them this slack? Yep. Did I fire 'em for poor output? Yep - at will state sucka. IMO you'll get people taking advantage of the system regardless of how you wanna lead so the best way to hedge that risk is looking at metrics + engaging consistently with your team. Bad apples tend to stick out in a few months and you just gotta learn to fire fast to maintain the integrity of the team vs pumping your staff numbers.
The truth is you need near-100% understanding of the code going into the product to really gauge someone's participation accurately. Looking at LOC, # of commits, etc. is all fluid so while they describe properties of the story, they're not the actual story itself.
Also, there's up and down weeks. I've watched my top performers have poop weeks where they've only been able to crank out a couple of small features, or maybe just resolved one issue, etc. I feel like if micro-managers saw this they'd put the hurt on em... for me it literally never came up because within 1-2 weeks they'd be back on the rails. I was always like "huh - musta been some human stuff." Or, heck... sometimes I could tell they just moved a bit slower on more mundane tasks. When I put myself in a position to relate to that I find that I have the same lulls, lack of motivation for mundane work, etc.
People NOT getting back on the rails after 1-2 weeks of meh was the exception! I also felt like I could demand more of my team during the 2-3 crank-it-out periods that inevitably occurred throughout the year because I had respected their time leading up to that... IDK.
All-in-all if specs were being respected, code was clean/reasonably PR'd, deadlines were hit, and meetings were well prep'd for + attended I felt that we were being successful.
I learned quick to not make assumptions, and to hire/retain people who I could trust... I also requested informal reports ever 48hrs or so with links to what you'd been working on, PR's, documentation, etc. Reports were sent to a distro list of all team members and replaced traditional stand-ups. So generally if I was in the dark it would all be figured out in due time without having to get up someone's butt. I feel like it kept everyone accountable and transparent when everything was in writing.
Also with ramp-up specifically... since I was paying attention to the hard metrics I started to get a feel for when something was difficult vs. easy. Projects that would kick people down for simple tasks would get priority for refactor, difficult onboarding was usually met with aggressive documentation, etc. Over time you got a taste of what these beasts were without even being an IC on them.
https://www.ribbonfarm.com/2009/10/07/the-gervais-principle-...
When I'm having off-weeks, I'm painfully aware of them. It causes me a lot of personal stress and anxiety. My manager is like you and never calls me out of it during our standups. He may ping me and ask how I'm doing, etc. I'm glad he doesn't call me out on it because that would just amplify my anxiety and probably make things worse.
You're right, after a week, maybe two, I get right back on the horse and manage to catch up.
People wanna feel safe... And go figure, when they do their output usually goes from being minimal effort to above and beyond. Also feeling safe has sooooo many more institutional benefits etc. Errors are identified + corrected quicker, people don't play politics near as much, things just get "easier"... hard to explain.
But yea - definitely give that guy some positive feedback in your 1:1's. That was one thing that helped me really design a system that people wanted to work within, solid feedback when things work/didn't work =)
He put -1998 lines on his daily email?
And I think that hits to the core of Goodhart's law:
""When a measure becomes a target, it ceases to be a good measure.""
Thank you for finding it.
This story came up often when I said I read the commits daily. I would just roll my eyes and say "I read code, I don't look at arbitrary LOC".
If the story is true it shows incompetence with the managers to pick such an arbitrary metric to measure with. Plus, when you start policing people like this you can damn-near guarantee motivation goes in the trashcan because now it's a "me vs. you" thing... and eww who wants to come to work with THAT?!
The next set of questions: "If you are a higher-level manager, are your first-line managers capable of reading programs ... ? ... Our surveys indicate that nine-tenths do not ... Do you think it is possible for a first-line manager to know how good his programmers are or how well they are doing without occasionally reading their programs?"
I'm glad to read your report to know that at least somewhere out there exist software managers that seem to 'get' that code is (or should be) the central artifact in all the crap we programmers produce. Not that the other stuff isn't valuable, but things can still work without it, whereas without the code nothing works. My remaining fantasy is to encounter a software manager who is familiar with Deming's work and has thought about how to apply it to software management.
Am familiar and in my experience TQM is just as cargo-cult as Six Sigma, Waterfall, Agile, etc etc. You get these highly-stylized idealist models, often which have books and courses, then the consultants... Ugh. IDK - all of this crap is noise to me. I found Deming's work super thick, and honestly I'm probably too much of a simpleton to really "get it"... =|
In contrast, my personal commandments are near-100% inspired from the two lists:
* Tom Sach's "10 Bullets" (how to work)
* Joel Spolsky's "The Joel Test" (how to run an effective software company)
It doesn't surprise me to hear there's a ton of BS around Deming's work (it's had even longer to build itself up) but I still think there are valuable things there that software companies, especially larger ones, are missing... And we seem to have the existence proof of there being something to it (i.e. Japan's rise, and later on US companies adopting things... though as Jobs once noted (https://www.youtube.com/watch?v=kib6uXQsxBA) customers won't think highly of your quality if you keep shipping garbage despite winning a Deming Award or having all sorts of advertising that claims high quality).
Even starting from the surface root level with Deming's "System of Profound Knowledge" -- his 4 key components -- I see a total lack of "Knowledge about variation" all over the place. Without some intuition of variation you can't even appreciate what you mentioned about how programmers sometimes just seem to have "off weeks", and from what I've read Deming wanted the understanding to be more deep than a basic "yeah things vary" instinct, and to know it applies not only to individuals or individual units of work (e.g. red beans experiment) but to larger scopes as well. Ultimately the knowledge needs mathematical grounding (specifically in probability and statistics), which is something else sorely lacking in management trees (and even more and more on the programming side). If there are things like TQM certifications out there that don't imply a holder has a certain level of mathematical sophistication with statistics, that's all the more damning to the certificates and bodies of work around them, but not I don't think to the importance of such knowledge...
> Ultimately the knowledge needs mathematical grounding (specifically in probability and statistics), which is something else sorely lacking in management trees (and even more and more on the programming side)
This is one of the biggest struggles of my career... dealing with quantifying something that's incredibly difficult to quantify.
---
Glad you're checking out Tom Sachs' list! It's an odd one for sure - weird artsy video and all. It's about an art studio in NY and how it manages it's people/process. It's sorta hokey I'll admit, but I find the simplicity of it helps me get back on the rails myself during those times of variation =)
People who can't work, manage.
People who can't manage, work.
Those who can, do.
Those who can't, teach.
Those who can't teach, teach others to teach.
Those who can't teach others to teach become school/Uni administrators.
...
In reality I think it's hard to teach stuff you can't do, and teaching it becomes a great way to learn how it actually works.
Many years ago I had a new skip-level manager who emailed me one day saying that he had dropped by my office a few times to introduce himself but I was never around and he was really concerned with the fact that I never seemed to be in my office working. I am relatively certain every time he dropped by I was either in a colleagues office discussing a work issue or had run down to grab a coffee. But to him this was “concerning”.
He didn’t last long. I believe he moved on in 8-12 months.
Now I've had jobs where 100% WFH was fine, but that's when I was in a real home with a real office, not my tiny SiValley apartment.
I feel this is pretty important. I am only renting a room (not making FAANG money) and as such quarantine has me spending nearly 24 hours a day in my bedroom. I can't follow the standard advice of maintaining a separate space for work
At one apartment I slept on a folding futon couch. I would "go to work" by folding it up and putting all the pillows away. Ta-da, now I'm "in the office", time to work. Done with work? Close the laptop, leave the apartment, walk around the block, maybe get a snack, come back home. Hey! I just came home from work, time to relax. Leaving the apartment and re-entering it, even if I was only gone a few minutes, was a really useful signal.
Later on I decided to strictly separate personal computing from work computing. No personal website logins on the work computer; no company code or email accouts on the personal computer. I also tried putting DNS blocks on my favorite recreational web sites on the work computer, so I'd be forced to swivel my chair around and use the personal computer. This way, I could carry on with email, browsing the web, and writing code on personal projects after work hours, using my personal machine, without feeling like I was still "at work" on my work machine.
I don't know what will work for you, but perhaps choosing to create some artificial barriers like these will help.
Ultimately you will be judged on how well the work gets done -- but the social signals are table stakes.
That meant I spent most of the work week “at work” even though I was only actually working some of that time. I did all of my work and I did a good job but at the end of the year I was the only intern to get a bonus checks. Interns weren’t even eligible for bonuses but my bosses were so blown away by my dedication they decided to reward it. The craziest part is they knew I was doing homework half the time. I had gotten the okay to use my office as a study spot first and they were getting my timesheets every week. They were well aware that I wasn’t some sort full-time super intern.
I think the whole concept of “facetime” pretty silly but it definitely matters even if we like to think it doesn’t.
In my experience it’s consistency, more than anything else, that separates the best performers from average performers.
Grinding away and doing nothing can look like the same thing from your coworkers'/managers' point of view. Or, on days where you just aren't feeling it or can't be productive, you can't just look productive by sitting in your office chair. Instead you basically burn a day and it's easy to start having thoughts like "wow, they must think I'm useless."
I love remote work because I love the freedom to live where I please, but this is one aspect of it that gives me some anxiety. The subconscious "I see you in the office so you must be productive" signal really is strong.
The food isn't amazing but it's usually pretty good, there's little to no clean up (giving me back an hour or so a week of prep and cleaning time), it forces me into a routine of lunch at 12:30, and nobody is forcing me into it so sometimes I bring my own.
> I was like, dude, you live once, get a fuckin life!
Work is a big part of life (in terms of time spent), even if you stick strictly to a 9-5. Its not unreasonable to try and make it comfortable, or possibly even pleasant or enjoyable at times.
I very much hope all of GAFAM/FAANG are paying attention and learning from this situation.
(I've asked about remote work policies every time I've ever interviewed with GAFAM/FAANG. I've seen such a fascinating mix of hypocrisy about remote work in such interviews.)
I guess the benefits outweigh the costs now, so I hope those companies will more proactively consider more WFH friendy employment options.
I would spend it on renting a bigger apartment with an extra room to use as my office.
Don't get me wrong: I love my wife and kids dearly. But having anything done requires concentration and some moderate insulation from distractions. Achieving this from a coach in the living room is hard. Grabbing my kid's room only works as long as the school day isn't over, and not at all during a recess, like, say, the whole summer. My wife already works from home, so our bedroom doubles as her office.
I didn't need a proper workplace as long as my employers provided me with (a piece of) an office. Now that they stopped due to the quarantine, its lack becomes a significant problem.
Obviously, some would say: leave your expensive city, move to somewhere really cheap, in the middle of (almost) nowhere! Two problems. (1) What about schools there? (2) When enough people move into a cheap and convenient place, it quickly ceases to be as cheap.
During my exit interview after I resigned, I told my director I was leaving partially because I wanted to work remotely more and that they should either encourage or at least allow more WFH. She laughed, said they don't do that there, and told me that I'd be back.
Now they're all working from home and I'm with a new remote-friendly company with no plans on ever going back to the FAANG world. Good riddance.
I'm firmly in the camp of hating open office plans. My first job out of college making $50k per year in Washington DC, I had my own office.
It was all downhill from there.
In my career (I'm 45 now), there is literally a direct negative correlation between how much money I make and the quality of my office surroundings (specifically, the privacy and quiet all go down as my pay goes up).
I used to rail against it but I figured that's how the world works and always insisted on enough money to make up for the crappy office space.
I would be THRILLED if COVID reverses this (IMO) awful trend.
However, I do not have my hopes up.
A coworker of mine left for a company where all employees have offices and according to him the gain in productivity was wild.
Scheduling meetings is a pain despite good Outlook tools, because they're always booked. A decent sized office would make this a non issue.
At most places I've been, team management and inter-team cooperation are both so poor that it's pure chaos. Every day there's panic - necessary or otherwise - and the fastest way to put out the current fire is to to storm across the floor and presume to interrupt everyone who might help.
Open plan offices work to make this the norm rather than the exception. They're a cover for no improvement to organization or management.
When someone does an overhaul and introduces role-based areas, the library (where you really are allowed to tell people to shut up) are immediately more popular than the few stand-up desks on the floor.
At one place I worked (big bus. w/ offices all over) my floor was full of fake alphas who were always talking to their laptops on video conferencing. I'd take the internal stairs up a floor where it was crickets and productivity bliss.
And I'm guilty of being the annoying person in the area (ok, one of the annoying people). Sorry everyone! I've learnt and promise not to be that guy again.
Open office is my favorite by far. I'm a programmer and I'm not easily distracted and I find the environment a lot more social and enjoyable.
My least favorite was the shared office and cubicle. I found offices isolating, but at least you had privacy unless you shared your office. Cubicles were the worst of both worlds, which is a lack of privacy but you're still isolated.
There's the key right there. You're an extrovert.
Half the world isn't. And there's more introverts in tech. Your isolation is our happy solitude in getting shit done.
And I'm sorry for triggering you by calling you an extrovert.
All of the reasons provided for open plan offices have been disingenuous; the reason why open plan offices are a thing is that it drastically lowers the land cost per employee. This is why they were popularized in NYC and SF; two cities with famously high land costs.
But of course, abandoning the open plan office is expensive. Companies will need more space, driving up the cost per employee. One can’t help but wonder if this’ll push for more permanently remote positions.
I think that's right. Currently these companies are learning to effectively remote work under the duress of COVID-19. How long until they start to ask themselves "what do I do with all this expensive office space." Returning to pre-COVID-19 life requires a vaccine, of which there is no guarantee. But a path forward with dramatically reduced office space requirements will look sure -- and offer value to employees who like the flexibility.
There are some really good reasons to want to have an office and face to face interactions; but right now they all look pretty fragile.
Then why not make those rationales explicit and have the same norms around noise and distractions as you'd find in a library reading room. Keep a reduced number of separate private offices, small meeting rooms, cubicles etc. in case people need to do something that would annoy or distract others. Being disingenuous about these things is pointless, it just keeps people from reaching good compromise solutions.
And how many times do the cubicles get moved, at all? Short of a move-out to another space, I'd guess the median cubicle is never moved.
You want some flexible space, plan for it. But the 'open office plan' was always a hoax.
Redoing walls requires paying architects to get plans, getting bids from contractors, getting approvals from building management and potentially opening our lease up to negotiations regarding tenant improvements, getting contractor's insurance vetted, getting walls demo'd, paying to get everything disposed of, paying for new materials and installation, repainting, getting electricians to redo electricity and lighting for the space, potentially doing new low voltage runs (don't want to run cat6 out the door) and getting proper permitting to do all of this.
I don't know how moving a cubicle gets to be more expensive when comparing how many more people are involved to rebuild and that one requires a couple of hours while the other takes days at best.
Sure you can horse some cubicles around in a tiny shop with no oversight. But to move a department on a floor is an extended effort either way - move out, teardown, rewiring, maintenance (cubicles wear out and parts are expensive), cleaning and reassembly including built-in furniture.
My point is simply, drywall is a tiny fraction of the cost of expensive portable reusable modular units. In an office movein I took part in, the drywall and doors took a week. Took longer to order, get delivery and drop power/network to the 4 cubicles in the back room later when we expanded there . And the cubicles cost as much for 4, as the entire buildout for the front 20 people.
One way requires getting permits, bringing in tons of contractors, throws away a ton of old materials to be replaced with identical new materials, having insurance compared and validated, have new installations inspected and permitted by governments, and carries far more liability for the property management. One requires us to just unsnap some parts, carry over the light parts to another area, and snap it all together. Which seems like the obviously cheaper one?
Sure, I'll agree to some extent that upon an initial buildout the cost for individual offices versus high-end cubicle equipment may be a wash. However, the whole point of going with the cubicle equipment is that its then cheap to reconfigure. You don't need architects to draw plans to get certified by the city for how you snap together the cubicles. You do when you're making new offices.
Note: this is mostly about re-arranging in an already occupied space. Sure, if you're having to do a fresh build out where you're moving to things can definitely be up in the air. But I was just in an instance of re-arranging an existing space where we moved cubicles around and split offices with new walls/doors. Moving cubicles around was done in a couple of hours with $0 worth of new materials. Splitting the offices cost >$800/ea (not including employee productivity time towards managing this project) involving three different outside contractors, lease negotiations, permit requirements, and took a couple of weeks.
Don't underestimate the cost of that 8x8 cube, Its astronomical. Up to $10,000 though of course you can get crap for $500.
When I built our office out, it cost $150 per walled-off office plus door.
That stuff doesn’t exist when a space is being completely remodeled either. I work in construction doing tenant improvements, so I see a lot of construction drawings.
My office buildout was 10 years ago. Prices change. Do we really think drywall in bulk is going to exceed $5000 per cube?
The average office that has cubicles, though, is also one that’s wired for per-employee power delivery.
Or, I could say it as the reverse: if you know you’re setting up an office to have fixed workstations (e.g. a CG art department in a video game studio; or any department in a company with a pipeline whose main software is a hog, like desktop publishing), then you’ll likely set up with cubicles rather than open-plan, because a workstation kind of implies gradual personalization with bunch of surrounding cruft that needs floors and walls and shelving.
(I have a feeling that even in FAANG, the people who use workstations aren’t sitting in open-plan areas. Anyone care to speak to that?)
And, because of this, the “standard” kind of cubicle partitions are expensive, because they’re also expected to work to handle part of the wiring requirements for power delivery. If they were just plyboard, they’d be cheap; but they’re not just plyboard.
Power poles are less common, but still used sometimes. It costs less for open area lighting vs lighting an office.
You can buy decent cubes for $2000, with full-height walls.
I’m not a fan of working in an open office layout, fwiw.
At my old job, we devised a way to make an "office door" out of a section of cube wall that was only attached on one side with a rubber sheath used to hide the seams. It actually worked out pretty well.
https://www.bunnings.com.au/gyrprock-csr-3600-x-1200-x-16mm-...
That's non-trade price, probably something like $US42 each. So, couple hundred bucks for that, then the rest (taping, joining, painting). Then the electrical.
That's without labour costs.
The space required by that door could add 25-50% to your total space requirements compared to cubes of the same size.
And that's before we add human perception as an element... offices the size of a cube are a horrible experience. They need to be considerably larger to feel like the same amount of space.
I've only seen the full-height cubicle in American films, but most of the stuff -- desk, shelves and so on -- is still required in an individual office. They don't require a real door or doorframe, and electricity and network connections can be run fairly cheaply under the floor.
What am I missing?
The wiring etc are needed for both. Folks keep trying to refactor stuff into office costs, but that's all needed for both.
But I'm not a highly paid office furniture consultant, nor a sociologist/anthropologist, so what do I know.
This argument never made sense. How is open office cheaper than WFH? Answer, it's not.
It's just the cheaper option that also allows you to retain your illusion of control.
Not to say that there aren't all sorts of disadvantages to open offices, but I still feel sunlight counts for a lot.
To add to your sunlight comment, though, is I also rarely, if ever, see notes about ventilation. Converting an open-space office into a private-space office (or potentially even cubicles) is non-trivial as far as ventilation is concerned. Not that I think it is an excuse for an open office, but it isn't as simple as throwing up some temporary walls in an open space.
Do I believe it is worth it? yes. Would most places see the work required and want to deal with the hassle of coordinating everything with the building owner to get the work done? probably not.
You know what's a good way to prevent disease spread ? Paid sick leaves
> Other research shows that one of the best ways to reduce transmission in the workplace is to provide paid sick leave that encourages ill employees to stay home.
The saying goes, "Safety regulations are written in blood". This is one of the many reasons unions are useful even if you make a great salary. It gives you someone on site whose job is to look out for you, and it gives you a lever with which to institute necessary workplace changes.
I think it's a foggy cloud of reasons this came to be such a fad, from cost savings in floorspace/etc., to managers wanting to micro-manage butts-in-chairs, to the cargo-cult-esque promotion of it, etc.
In America, color me "not surprised" that it takes something outstanding like COVID to move the needle in the corporate sector.
The only good thing I can think of is startups where costs needs to be saved.
To be honest, I think the true innovation is WFH. Bypass all these things and make a full-mixed city where folks can work without commuting and walk to their diner spots and everything. It's what they made the future look like in sci-fi. I can't wait.
Combine that with my personally highest desired innovation: work times. In California, the most beautiful time of day is right now morning to noon, and afternoon to evening. I want to be out. Fortunately, I can be, but so many people are missing out on this.
With WFH will come a competitive advantage - the worktime shift. And we will live our best lives.
So we will replace open office layouts with transparent single person cubicles.
Anybody thinking/celebrating that we'll get less density because of covid are dreaming a nice dream:)
If you’re keeping score: open floor plans are quantifiably worse for productivity than global pandemics.
I miss my office. It had a couch and a door.
So you get interaction with coworkers, but can bury yourself in work readily (also everyone has noise cancelling headphones).
Kinda miss it, it's way nicer than my home office.
There's definitely way less structure now and I am suffering for it.
Interestingly, all of these companies ran outmoded spec and dev waterfall processes. And every truly agile place I've worked at or experienced has been everyone in an open room on each other's nerves. Weird correlation!
My office is next to my bedroom.
* Reasons 1-9: it costs A LOT LESS than offices or cubes
* Reason 10: Collaboration :)Sorry for the weasel words, but there's so much the science isn't clear on that they remain necessary.
And of course my son the line Engineer was called in to help close the plant (stop all the machines since the operators were sent home; unload and purge the materials; pickle the storage and computer systems). So his exposure there was 100X everybody else's as he had to visit every machine and every place in the plant.
So glad to be working from home now, get my own private bathroom & can manage my heat dressed in a blanket
Frankly, companies asking employees that can wfh to return before a vaccine or cure exists are nothing short of committing murder. I doubt anyone will stop them though. I've never had a job I was willing to die for and I'm certain I never will. Better fired on unemployment than dead.
(“Funny” in a cynical sense).
Or at least having a hybrid of small pods of teams and a few larger meeting areas for less frequent, larger meetings. When not working remote.
Well now someone else is sick. And they are going to get the next person sick.
Virus doesn't care what your office plan is, you are all in the same circulating air.
By the end of the eighties, the set of _Office Space_ was the norm.
I honestly don't know what going back to the office looks like at this point, both in timing and the logistics. The fact of the matter is that we have open plan layouts with minimal space per employee (basically a desk plus chair) because of cost. An office per employee simply doesn't scale for the size of the big tech companies if they want to have offices in coastal urban areas.
I haven't run the numbers on this but I'd guess it averages out at about 60sq ft per employee in the desk area and probably twice that once you factor in all the meeting rooms. It may even be as high as 150sq ft.
As an example since there are public numbers on this, Google's building on 111 8th Ave is, I believe, 2.1 million square feet of rentable space divided over 16 floors. Higher floors have smaller footprints so for the lower floors that's probably around 160,000 sq ft. I don't know the number of employees per floor but I believe it's around 1500 give or take so this would fit the estimate of 120-150sq ft per employee.
Google bought that building for $1.9B. It's probably appreciated some since then but probably not hugely, being commercial. Let's say it's $3B. That's a value of $1400/sq ft. Assume an 8% gross yield then 140sq ft of space costs ~$2M and has an opportunity cost of almost $160,000.
Doubling that space gets real expensive. Even if you're prepared to pay it, having room for the ~8000 employees you have gets impractical. 111 8th Ave is already one of the largest buildings in NYC (by rentable square feet). Google have already overflown to Chelsea Market and 85 10th Ave and probably more by now (I left ~3 years ago).
Social distancing is going to be a thing for the foreseeable future. People have this weirdly optimistic view that we can just develop a vaccine or an effective treatment for this. There are many diseases that have killed millions and been around for decades that still have no vaccine (eg HIV, malaria, dengue fever).
In fact, no coronavirus to date has had a vaccine developed for it.
It's unclear what will happen with Covid-19. will it mutate and become something you seasonally just "get" like the flu? We have flu vaccines but they're partially effective and the virus mutates such that you need a different vaccine every year.
Generally speaking, viruses tend to get less deadly over time (eg Spanish flu evolved into H1N1 eventually) but it doesn't seem like Covid-19 is particularly deadly now. You might point to the number of deaths in each country but the number of infections in almost all cases is underreported. Some don't even realize they've had it.
Or will herd immunity kick in at some point?
But I look at all this and wonder if I'll get back into the office this year.
Even when I do, I just don't think more space or private offices are in my future. I also don't foresee a WFH revolution. So it's going to be interesting to see how this plays out.
This claim is repeated in every HN post about open floor plans. I'm sure there are some cases where it's true (Manhattan!), but in every case where a manager forced me into an open plan layout, I pushed back, and they admitted it wasn't really about the money.
Did they give you an actual reason?
There also seems to be a huge resistance to giving software developers professional-tier perks or social standing, as with lawyers, doctors, and (to some extent—at least they want/think it to be so, and are insecure over the fact that it's really not) managers, even if their pay (in a handful of major markets) rivals or exceeds those.
Also, most managers don’t actually know what their facility space costs. I don’t.
Talk to an actual office space fit-out specialist to get real numbers. They'll tell you that individual offices are much more expensive than cubes.
Dengue does have a vaccine, but like many vaccines, it isn't 100% effective. While it does reduce the chances of being infected, it also increases the likeyhood of a severe infection (similar to the risk increase from a previous dengue infection) and thus is only recommended for those who have already been been infected once.
Malaria also has a vaccine. It also is not 100% effective but it does reduce infection rates.
In fact, many vaccines are like this and confere some level of resistance rather than full immunity. This further illustrates your point that vaccines and immunity have a wider range of forms than commonly understood and we don't really know what form of vaccine is possible for Covid-19.
Edit: Another example is the typhoid vaccine I got last fall, it is only 50-80% effective.
Yeah, it's quite new. One of the issues with Dengue is that there are multiple types of the virus. If you get Dengue once, you're mostly protected against getting the same type again. But if you get one of the other types, you're at significant risk of severe complications (e.g. hemorrhagic fever). (ADDED: Hence, why you get the vaccine if you have had Dengue before.)
This belief was reinforced when Twitter was marketing a building they didn’t need any more. It was such and such space including so many workstations, and the ratio of desks to floor space was only half what I had expected based on my experience at google SF. So it seems that even failing businesses like Twitter give their engineers more space than google does.
But it wouldn't surprise me. Scale is an issue. Even for as large as Twitter is, it's still a drop in the bucket compared to Google. And just like in computing, scale makes everything more difficult.
Like Google in NYC realistically over the next few years will require a total of ~10M square feet. I'm guessing they're 6-7M now. You just can't manufacture that kind of space in Manhattan. Even in South Bay it's already a sprawling mass over office parks, essentially. Applying the term "campus" is a stretch.
Even if you can get that much space, you have to consider efficiency. Like how far does each employee need to go internally to get to their meetings, to cafes, to the parking lot or subway or bus or whatever and so on.
Parking is a big waste of space in South Bay but (sadly) a necessary one. Even if you could solve that (eg by building over it and having underground parking) you're still essentially at the limit of what the I-101 ramps can support traffic-wise. I know Google is expanding into San Jose at this point. It's crazy.
A small nitpick that doesn't take away from your overall point, just mentioning it because it's interesting: we've developed two widely-used coronavirus vaccines to date.
They aren't used in humans, though. They target feline and bovine coronaviruses.
Conference rooms, and lunchrooms can have a personal UV-C air cleaner quietly blowing sterile air at each face.
Closed offices are healthier and much more productive. Employees deserve the increased floor space cost - especially outside urban cores.