Community- Based Design The answer may be found in community. We’re living through some of the most significant changes in work that people have experienced in generations. And they’re changing how we collaborate and use our offices. Generative AI is advancing so quickly it’s hard to keep up. Sustainability goals have become critical and companies are responding rapidly, changing practices and creating shared ownership for achieving their goals. Employers are prioritizing mental health, feeling the urgency of its impact even more than physical health. Some of these changes started gradually and then accelerated. Others seemed to spring up all at once. It can feel like a whirlwind that leaves both leaders and employees breathless.

In the midst of so much change, leaders are realizing their workplaces need to do something fundamentally different than in the past. It’s hard to know what to do or when to do it. Employees want something better, but better can feel illusive and hard to define. What it is.
Why you need it.
How to do it.

It’s difficult to shift our mindset about offices because we’ve basically done the same thing for over a century. Office design has mostly been about getting things done quickly and efficiently — set up to speed the flow of work. Even the open-office plans that emerged in the mid-20th century, and the rows of tightly packed benches that followed, missed the mark because they followed a “one-size-fits-all” approach that didn’t meet the complex needs of modern organizations or people who wanted to be treated like human beings. But when so much is changing, it’s human nature to cling to what we know and understand. Today, leading organizations are recognizing the need for a more human-centered approach. But how do we get there? We need community more than ever. “Communities enhance our daily lives — we spend so much of our time living on our screens, yet people report they are drowning in information and lacking in true human engagement,” says Steelcase WorkSpace Futures Research Principal Patricia Kammer. “In an era of proliferating technologies, where time and place are distributed, aspects of our humanity are being compromised. As a result greater consideration for environments and experiences that enhance relationships, build trust and foster a deep sense of community will be an imperative for organizations.”

It’s difficult to shift our mindset about offices because we’ve basically done the same thing for over a century. Office design has mostly been about getting things done quickly and efficiently — set up to speed the flow of work. Even the open-office plans that emerged in the mid-20th century, and the rows of tightly packed benches that followed, missed the mark because they followed a “one-size-fits-all” approach that didn’t meet the complex needs of modern organizations or people who wanted to be treated like human beings. But when so much is changing, it’s human nature to cling to what we know and understand. Today, leading organizations are recognizing the need for a more human-centered approach. But how do we get there?

In Bowling Alone, author Robert Putnam told us how people are growing apart. His research found we have become increasingly disconnected: We don’t always live in the same community as our family, join clubs or know our neighbors as much anymore. Work is one of the few places where diverse groups of people come together to solve common problems, he noted.  In Bowling Alone, author Robert Putnam told us how people are growing apart. His research found we have become increasingly disconnected: We don’t always live in the same community as our family, join clubs or know our neighbors as much anymore. Work is one of the few places where diverse groups of people come together to solve common problems, he noted.  Today, Community-Based Design is a way of thinking about the workplace, grounded in lessons from urban planning that build great places to live (see Tips From Jane below). It’s also a planning methodology that engages people within the community to better support the way they need to work today and foster their wellbeing. Community-Based Design shapes behaviors; it brings people together through shared experiences, building connection, trust, a sense of purpose and commitment to one another. The result is a vibrant workplace that can easily respond and adapt to changing conditions. This helps build resilience so people can be more engaged and the organization can thrive.

“Community-Based Design is a more human-centered approach that emphasizes inclusion in the process and understanding how people really work,” says Meg Bennett, Steelcase global design principal. “Great cities are a source of inspiration for how to design workplaces that build a sense of community.”

Drawing from the diverse places within great cities, Community-Based Design translates those ideas into the workplace: Like a bustling city center that draws people together. Team neighborhoods where people live and work everyday. Business districts where you can generate new ideas and solve problems. Universities and libraries where people learn. And parks or plazas where people go to relax and find respite. All of these places meet multiple needs: they compliment each other, give people choices about where they can do their best work, and support all the different things they do throughout the day. 

“People need to feel like they have control over where, when and how they connect with others,” says Libby Sander, professor of organizational behavior at Bond University in Queensland, Australia. Her research confirmed a link between lack of control over the work environment and physical stress markers like heart rate. Providing a diverse range of spaces like those found in thriving cities gives people more control, which reduces stress, notes Sander. 

Community-Based Design was developed by Steelcase global researchers and designers beginning over two decades ago, drawing on the work of thought leaders like Jacobs and others who study the impact of place on human behavior. Originally conceived in the 2000s, it pushed back against the prevailing linear planning of cubicles and introduced the idea of diverse spaces arranged in patterns to spark more interaction. This approach and methodology evolved as work, technology and expectations changed. Now it addresses the rapid changes brought on by new patterns of behavior in the workplace: living on screen, the AI supercycle, building a culture to support increasing sustainability goals, and the urgent need to support mental health and wellbeing at work.

“Community-Based Design is more than a metaphor. It’s grounded in research,” explains Bennett. “When we identify patterns of behavior, we can design spaces to support how individuals and teams actually work. We can integrate points of connection, create choices for individual work, and use design to nudge people toward new behaviors that help them feel and work better.”  

Bennett notes that this approach is different from ways of planning that focus on hierarchy, efficiency and standardization. “It goes beyond designing a workplace that is efficient and effective. It’s about designing for experiences that foster connection and engagement — how the space affects people. And it considers the unique needs of wellbeing — the mental, physical and emotional health of individuals and teams. That’s how you build community at work.”
Understand: It begins with engaging members of
the community – a diverse group of  employees and leaders – to gain a deep understanding of how people actually work. Like the inclusive design principle, “design with, not for,” it involves people with a variety
of lived experiences to create a work environment that accommodates a range of abilities, preferences and work experiences. Because organizations have different perspectives about how and when the office
is used, it is also important to understand patterns of attendance and mobility. 
Design: A core principle is to create diverse types of mixed-use spaces that support all the ways people need to work. It incorporates five different areas, or “districts,” inspired by elements within thriving cities.  Understanding how often people are in the office, the type of work they do and how they prefer to work will influence choices within each of these areas, including the amount of assigned or shared workstations, the ratio of individual to collaboration spaces, technology requirements and more.  Measure: Regular measurement helps the workplace evolve and adapt to change. While measuring efficiency and effectiveness is important, it’s also helpful to check on the affectiveness of a workplace – how it makes people feel. When people feel connection and belonging it leads to a strong sense of community. Why you need it. Community-Based Design uses a three-phase approach to create resilient workplaces that adapt to change: We need community more than ever. “Communities enhance our daily lives — we spend so much of our time living on our screens, yet people report they are drowning in information and lacking in true human engagement,” says Steelcase WorkSpace Futures Research Principal Patricia Kammer. “In an era of proliferating technologies, where time and place are distributed, aspects of our humanity are being compromised. As a result greater consideration for environments and experiences that enhance relationships, build trust and foster a deep sense of community will be an imperative for organizations.” Communities are two things: places where we live and relationships
we build.

Community-Based Design serves both. What it is. Today, Community-Based Design is a way of thinking about the workplace, grounded in lessons from urban planning that build great places to live (see Tips From Jane below). It’s also a planning methodology that engages people within the community to better support the way they need to work today and foster their wellbeing. Community-Based Design shapes behaviors; it brings people together through shared experiences, building connection, trust, a sense of purpose and commitment to one another. The result is a vibrant workplace that can easily respond and adapt to changing conditions. This helps build resilience so people can be more engaged and the organization can thrive.

“Community-Based Design is a more human-centered approach that emphasizes inclusion in the process and understanding how people really work,” says Meg Bennett, Steelcase global design principal. “Great cities are a source of inspiration for how to design workplaces that build a sense of community.”

Drawing from the diverse places within great cities, Community-Based Design translates those ideas into the workplace: Like a bustling city center that draws people together. Team neighborhoods where people live and work everyday. Business districts where you can generate new ideas and solve problems. Universities and libraries where people learn. And parks or plazas where people go to relax and find respite. All of these places meet multiple needs: they compliment each other, give people choices about where they can do their best work, and support all the different things they do throughout the day.  “People need to feel like they have control over where, when and how they connect with others,” says Libby Sander, professor of organizational behavior at Bond University in Queensland, Australia. Her research confirmed a link between lack of control over the work environment and physical stress markers like heart rate. Providing a diverse range of spaces like those found in thriving cities gives people more control, which reduces stress, notes Sander. 

Community-Based Design was developed by Steelcase global researchers and designers beginning over two decades ago, drawing on the work of thought leaders like Jacobs and others who study the impact of place on human behavior. Originally conceived in the 2000s, it pushed back against the prevailing linear planning of cubicles and introduced the idea of diverse spaces arranged in patterns to spark more interaction. This approach and methodology evolved as work, technology and expectations changed. Now it addresses the rapid changes brought on by new patterns of behavior in the workplace: living on screen, the AI supercycle, building a culture to support increasing sustainability goals, and the urgent need to support mental health and wellbeing at work.

“Community-Based Design is more than a metaphor. It’s grounded in research,” explains Bennett. “When we identify patterns of behavior, we can design spaces to support how individuals and teams actually work. We can integrate points of connection, create choices for individual work, and use design to nudge people toward new behaviors that help them feel and work better.”   Bennett notes that this approach is different from ways of planning that focus on hierarchy, efficiency and standardization. “It goes beyond designing a workplace that is efficient and effective. It’s about designing for experiences that foster connection and engagement — how the space affects people. And it considers the unique needs of wellbeing — the mental, physical and emotional health of individuals and teams. That’s how you build community at work.”
“The parallels between neighborhoods and offices are striking. Who, after all, has a direct interest in creating diverse, vital spaces that foster creativity and serendipity? Employers do.”

Malcolm Gladwell
Designs for Working, The New Yorker, 
December 2000 How to do it. Community-Based Design uses a three-phase approach to create resilient workplaces that adapt to change: 

Understand: It begins with engaging members of
the community – a diverse group of  employees and leaders – to gain a deep understanding of how people actually work. Like the inclusive design principle, “design with, not for,” it involves people with a variety
of lived experiences to create a work environment that accommodates a range of abilities, preferences and work experiences. Because organizations have different perspectives about how and when the office
is used, it is also important to understand patterns of attendance and mobility. 

Design: A core principle is to create diverse types of mixed-use spaces that support all the ways people need to work. It incorporates five different areas, or “districts,” inspired by elements within thriving cities.  Understanding how often people are in the office, the type of work they do and how they prefer to work will influence choices within each of these areas, including the amount of assigned or shared workstations, the ratio of individual to collaboration spaces, technology requirements and more. 

Measure: Regular measurement helps the workplace evolve and adapt to change. While measuring efficiency and effectiveness is important, it’s also helpful to check on the affectiveness of a workplace – how it makes people feel. When people feel connection and belonging it leads to a strong sense of community. We need community more than ever. “Communities enhance our daily lives — we spend so much of our time living on our screens, yet people report they are drowning in information and lacking in true human engagement,” says Steelcase WorkSpace Futures Research Principal Patricia Kammer. “In an era of proliferating technologies, where time and place are distributed, aspects of our humanity are being compromised. As a result greater consideration for environments and experiences that enhance relationships, build trust and foster a deep sense of community will be an imperative for organizations.”

It’s difficult to shift our mindset about offices because we’ve basically done the same thing for over a century. Office design has mostly been about getting things done quickly and efficiently — set up to speed the flow of work.

Even the open-office plans that emerged in the mid-20th century, and the rows of tightly packed benches that followed, missed the mark because they followed a “one-size-fits-all” approach that didn’t meet the complex needs of modern organizations or people who wanted to be treated like human beings. But when so much is changing, it’s human nature to cling to what we know and understand. Today, leading organizations are recognizing the need for a more human-centered approach. But how do we get there?

In Bowling Alone, author Robert Putnam told us how people are growing apart. His research found we have become increasingly disconnected: We don’t always live in the same community as our family, join clubs or know our neighbors as much anymore. Work is one of the few places where diverse groups of people come together to solve common problems, he noted.  Tips from Jane Jane Jacobs, a visionary urban activist
of the twentieth century, championed
a community-based approach for city development.

She fought against the urban planning power brokers of the day who wanted to divide neighborhoods. She advocated for mixed-use development that added diverse types of spaces and brought neighbors closer together – the further apart people are physically, the further apart they are socially, she argued. Her seminal book,
“The Death and Life of Great American Cities,” described converging paths that help people connect and enriched spaces that make it enjoyable to be there. “Dull, inert cities,” she wrote, “contain the seeds of their own destruction and little else.
But lively, diverse, intense cities contain
the seeds of their own regeneration.”  

Malcolm Gladwell also wrote about Jacob’s work and the importance of building a sense of community within the communities where we live. But he went further, suggesting organizations should model workplaces after vibrant cities. “The parallels between neighborhoods and offices are striking,” he wrote. “Who, after all, has a direct interest in creating diverse, vital spaces that foster creativity and serendipity? Employers do.”  Gladwell’s story Designs for Working appeared in the New Yorker in December 2000. It reported on a new approach to workplace design developed by Steelcase, which was based on the same principles used to create thriving communities. This approach is even more relevant today. Urban Planning Meets the Office Jane Jacobs offered simple, yet insightful, ideas for how to create vibrant cities and neighborhoods that can easily translate to the office: Density
The further apart people are physically, the further apart they are socially. Seek the right balance of bringing people close enough to connect but not feel crowded. Diversity
Blend different types of spaces and different patterns when laying out  an office. A cookie-cutter approach can lead to places that are uninspiring and monotonous.  Short Blocks
Shorter stretches between spaces are visually more interesting. If you have a longer distance between spaces, create ways to break it up and encourage people to pause or interact along the way.  Lively Sidewalks
Create natural gathering spaces like cafés, benches or small gardens that bring people out in the open for relaxation and relationship building. Mixed Use
Cities are more lively when there’s a blend of different functions coming together in one area. Residential, retail, commercial and public spaces, like parks, blended together generate more activity. There’s more energy and it’s more convenient. Community Involvement
Local expertise from the people who live in the community is more valuable than outside “experts.” Today, Community-Based Design is a way of thinking about the workplace, grounded in lessons from urban planning that build great places to live (see Tips From Jane below). It’s also a planning methodology that engages people within the community to better support the way they need to work today and foster their wellbeing. Community-Based Design shapes behaviors; it brings people together through shared experiences, building connection, trust, a sense of purpose and commitment to one another. The result is a vibrant workplace that can easily respond and adapt to changing conditions. This helps build resilience so people can be more engaged and the organization can thrive.

“Community-Based Design is a more human-centered approach that emphasizes inclusion in the process and understanding how people really work,” says Meg Bennett, Steelcase global design principal. “Great cities are a source of inspiration for how to design workplaces that build a sense of community.”

Drawing from the diverse places within great cities, Community-Based Design translates those ideas into the workplace: Like a bustling city center that draws people together. Team neighborhoods where people live and work everyday. Business districts where you can generate new ideas and solve problems. Universities and libraries where people learn. And parks or plazas where people go to relax and find respite. All of these places meet multiple needs: they compliment each other, give people choices about where they can do their best work, and support all the different things they do throughout the day. 

“People need to feel like they have control over where, when and how they connect with others,” says Libby Sander, professor of organizational behavior at Bond University in Queensland, Australia. Her research confirmed a link between lack of control over the work environment and physical stress markers like heart rate.

Providing a diverse range of spaces like those found in thriving cities gives people more control, which reduces stress, notes Sander.  Community-Based Design was developed by Steelcase global researchers and designers beginning over two decades ago, drawing on the work of thought leaders like Jacobs and others who study the impact of place on human behavior. Originally conceived in the 2000s, it pushed back against the prevailing linear planning of cubicles and introduced the idea of diverse spaces arranged in patterns to spark more interaction. This approach and methodology evolved as work, technology and expectations changed. Now it addresses the rapid changes brought on by new patterns of behavior in the workplace: living on screen, the AI supercycle, building a culture to support increasing sustainability goals, and the urgent need to support mental health and wellbeing at work.

“Community-Based Design is more than a metaphor. It’s grounded in research,” explains Bennett. “When we identify patterns of behavior, we can design spaces to support how individuals and teams actually work. We can integrate points of connection, create choices for individual work, and use design to nudge people toward new behaviors that help them feel and work better.”  

Bennett notes that this approach is different from ways of planning that focus on hierarchy, efficiency and standardization. “It goes beyond designing a workplace that is efficient and effective. It’s about designing for experiences that foster connection and engagement — how the space affects people. And it considers the unique needs of wellbeing — the mental, physical and emotional health of individuals and teams. That’s how you build community at work.”
Jane Jacobs, a visionary urban activist
of the twentieth century, championed
a community-based approach for city development. She fought against the urban planning power brokers of the day who wanted to divide neighborhoods. She advocated for mixed-use development that added diverse types of spaces and brought neighbors closer together – the further apart people are physically, the further apart they are socially, she argued. Her seminal book,
“The Death and Life of Great American Cities,” described converging paths that help people connect and enriched spaces that make it enjoyable to be there. “Dull, inert cities,” she wrote, “contain the seeds of their own destruction and little else.
But lively, diverse, intense cities contain
the seeds of their own regeneration.”  

Malcolm Gladwell also wrote about Jacob’s work and the importance of building a sense of community within the communities where we live. But he went further, suggesting organizations should model workplaces after vibrant cities. “The parallels between neighborhoods and offices are striking,” he wrote. “Who, after all, has a direct interest in creating diverse, vital spaces that foster creativity and serendipity? Employers do.” 

Gladwell’s story Designs for Working appeared in the New Yorker in December 2000. It reported on a new approach to workplace design developed by Steelcase, which was based on the same principles used to create thriving communities. This approach is even more relevant today.

Cities include residential areas for people to live and public places, like parks, to gather, relax and linger. Similarly, each district in the office has a specific purpose and can support multiple work modes — focus, collaboration, socialization, learning and rejuvenation. “These not only create the foundation of community, this concept simplifies the design process by clarifying the types of spaces required and their purpose,” explains Bennett.  These different districts also create what Eric Klinenberg, author and professor of sociology at New York University calls social infrastructure: the places that shape the way people interact. Social infrastructure encourages people to interact more often, which builds stronger relationships, promotes mutual support and increases collaboration.  Vibrant cities offer diverse types of spaces that meet people’s needs. Inspired by this core tenet, our Community-Based Design methodology is built on five distinct but interrelated and mixed-use districts that can support multiple types of work. Together, these spaces create the physical infrastructure for an inspiring workplace experience: city centers, team neighborhoods, business districts, urban parks and university districts. Building
Community
at Work

Workplace Cityscape University District Urban Parks Business District City Center Five interrelated districts create the infrastructure in a workplace community. Neighborhoods Districts Vibrant workplaces include all five districts and each is unique based on the organization’s needs. Various factors influence the shape and size of each district, such as building architecture, hybrid work policy, preferred adjacencies and culture. Workplace Districts
Inspired by Urban Planning Focus Rejuvination Social Mixed-Use Approach
Each district is created to support
a primary mode of work, but like a
vibrant city, it contains diverse areas
so people can easily shift between
different types of activities. Small + mid-sized office spaces
Smaller offices may only have one of each district type, specifically tailored to meet the needs of the people and  their workflow.  Large office spaces
Larger organizations may distribute the districts across multiple floors, varying the size, adjacencies and quantity to meet the needs of the teams. Consider consistent placement of certain elements for familiarity and ease of wayfinding. A Flexible Approach

Integrated technology in the center of the space provides an area to share company news and information. The space is centrally located and brings people together, creating energy and a great vibe. The City Center is a mixed-use space where people can do different types of work. A range of settings let people gather or do solo work. Spaces for privacy allow people to easily shift between individual and group work. City Center City Center Neighborhoods Business District Urban Parks University District Learning Rejuvenation Collaboration Focus Social Focus Collaboration Social Rejuvenation City Center City Center Neighborhoods Business District Urban Parks University District Work today has lost a lot of the human connection we all crave. We spend more time on our screens than face-to-face with our peers and that’s impacting our wellbeing and our work. The city center can ignite in-person interactions, creating a natural gathering place and promoting social connection. Designed as a central gathering place it serves as a hub for employees to connect and collaborate. It acts as an anchor for the organization: a spatial expression of the company’s brand and mission to create shared experiences and values. Ideally, city centers should be located at natural crossroads within the workplace among other shared spaces, to optimize use and convenience. This mixed-use space is where shared amenities and services, such as cafés, tech support and resource centers, can also be found. City Center Work Modes Supported A social hub that is the heart of the  community — a centralized connection  point that draws people in to help them  build bonds and trust. Hybrid meeting spaces near workstations make switching between focus and group work easy. Nearby screens, pods and enclosed spaces offer layers of privacy for individual work.  Neighborhoods include workstations with varying levels of privacy for individual work, social and collaboration areas. A neighborhood includes a diverse range of spaces where people do most of their work and develop a sense of belonging. Unassigned workspaces give people a place to work alone near teammates. Lockers are essential – providing storage and a predictable place to start the day. Learning Rejuvenation Collaboration Focus Social Focus Rejuvenation Collaboration Social City Center Neighborhoods Business District Urban Parks University District City Center Neighborhoods Business District Urban Parks University District A neighborhood is a team or department’s home base. It’s where they can be with their people, feel a sense of ownership and express their identity and purpose. Neighborhoods also create the predictability people need to help them plan their day and reduce stress. 

A lot of the work people do happens in their neighborhood. The space supports both individual and group work, as well as social connection, collaboration and respite. It provides various levels of privacy and ownership for individual focus or group work and gives teams the flexibility they need to make the space work for their processes. This hard-working environment includes a range of personal spaces where people can control their privacy and comfort, and team spaces where they can easily and quickly connect with their peers one-on-one or in small groups, and share work in process.

Workplaces are made up of several neighborhoods, each uniquely designed to support the specific needs of the team living in it. Whether people work primarily in the office most days or are in the office less frequently will influence how neighborhoods are designed. For example, if most people are in the office most days, neighborhoods may include more owned workstations outfitted with the tools and technology people need to support their work. If people are coming into the office less frequently, a better solution may be shared workstations with more room for individual choice and collaboration, or social spaces to build community. Neighborhood Work Modes Supported A home base for individuals  and teams — a place where the heads down work gets done and teams stay connected.  Individual spaces next to meeting rooms let people shift between solo and group work. Spaces for activities that happen before and after the meetings are available throughout the space. Business District includes a variety of meeting spaces that accommodate different group sizes, different postures and types of collaboration. Shielded lounge areas promote socializing, relaxing and focus between meetings. Learning Rejuvenation Collaboration Focus Social Learning Focus Rejuvenation Collaboration Social City Center Neighborhoods Business District Urban Parks University District City Center Neighborhoods Business District Urban Parks University District Collaboration and creativity are dependent on human interaction, exploration and experimentation. And today, collaboration often happens with both in-person and remote participants, making it more challenging to create effective collaboration spaces. In this business district people have access to a variety of shared spaces designed to support mixed presence, and various team sizes and types of collaboration.

Flexible settings and integrated technology make it easier for those physically in the room, as well as virtual participants, to connect equitably and be fully engaged. Adjacent quiet or focus spaces, like pods, allow people to easily switch between group and individual work — critical for effective collaboration and activities that happen before, during and after meetings.
Business District Work Modes Supported A diverse range of shared spaces where people come together to meet, share, brainstorm and collaborate — an environment that sparks creativity and innovation. A range of social settings encourages shared relaxation. Individual spaces allow for quiet reflection and personal relaxation. Indoor and outdoor areas for respite accommodate both individual and group preferences. Visual and territorial boundary elements - screens, shelving units, overhead shades
or plants - create layers of privacy. Low seating, tactile fabrics and added privacy create a respite space well-suited for people who identify as neurodivergent. Learning Rejuvenation Collaboration Focus Social Focus Social Rejuvenation City Center Neighborhoods Business District Urban Parks University District City Center Neighborhoods Business District Urban Parks University District Because work can be intense, people need places where they can escape, take a break and re-energize. Urban parks provide a shared place for people to disconnect, reset, find inspiration or connect with nature. Settings include individual quiet spaces, where people can control external stimuli, provide places for rest and rejuvenation, help people re-center and think more deeply without distractions. This is especially important when designing for human diversity and neuroinclusion. But not everyone prefers to “get away” alone. For those who prefer to recharge with others, an urban park can also include indoor and outdoor social settings where people can connect. Urban Parks Work Modes Supported Community destinations for people to find refuge and respite — a place to renew and care for their wellbeing. Nearby enclaves provide privacy for solo learning or other work. Integrated technology engages remote team members. Flexible furniture, mobile and fixed markerboards encourage movement. A variety of seating supports different postures. A common area gives people a place to connect. Movable tables, chairs, digital tools and markerboards allow one large training space to be split into two smaller group sessions. Learning Rejuvenation Collaboration Focus Social Learning Focus Rejuvenation Collaboration Social City Center Neighborhoods Business District Urban Parks University District City Center Neighborhoods Business District Urban Parks University District We know learning happens everywhere. But with technology changing so quickly and business needs shifting, organizations need to prioritize learning and development to help their teams grow and adapt. Upskilling and continuous learning is especially critical to fuel innovation. Spaces within the university district should enable both in-person and remote participants to come together to learn, share and teach. It also needs to support people keeping up with work activities during learning sessions. These high-performing modular spaces support a range of learning experiences for formal learning and training. Large training rooms are connected by a common space where people can sit together one-on-one and informal knowledge sharing can happen. Small enclaves can support focus work, mentoring and online learning. University District Work Modes Supported Communal area dedicated to individual and group learning that supports both structured and informal experiences — places to foster a culture of lifelong learning. Workplace Districts

Vibrant communities help people and organizations thrive. Jane Jacobs warned cities become “dull and inert” when they’re not designed to truly meet the needs of the people who live there – essentially becoming ghost towns. “But lively, diverse, intense cities contain the seeds of their own regeneration,” she stated.

Organizations risk creating “dull, inert” workplaces if they don’t consider lessons from urban planning. Community-Based Design offers solutions to create dynamic, inspiring workplaces that respond to change – and build a thriving community at work.
For more information about Community-Based Design, contact your local Steelcase representative  or authorized dealer. Urban planners understand that great communities are designed with diverse spaces that cater to various aspects of life. Similarly, in the workplace the five districts can create a diverse and inspiring experience where people will feel connected and engaged. The mix and proportion of each district will vary by organization, depending on its hybrid work policy, goals and culture. Because they are mixed-use and flexible, these diverse spaces promote movement, create energy and give people more choices about where and how to work. 

Vibrant communities help people and organizations thrive. Jane Jacobs warned cities become “dull and inert” when they’re not designed to truly meet the needs of the people who live there – essentially becoming ghost towns. “But lively, diverse, intense cities contain the seeds of their own regeneration,” she stated. Organizations risk creating “dull, inert” workplaces if they don’t consider lessons from urban planning. Community-Based Design offers solutions to create dynamic, inspiring workplaces that respond to change – and build a thriving community at work.
Urban planners understand that great communities are designed with diverse spaces that cater to various aspects of life. Similarly, in the workplace the five districts can create a diverse and inspiring experience where people will feel connected and engaged. The mix and proportion of each district will vary by organization, depending on its hybrid work policy, goals and culture. Because they are mixed-use and flexible, these diverse spaces promote movement, create energy and give people more choices about where and how to work.  Community-Based Design: The Way to Work Better

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