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the employee creativity levels (Dul and Ceylan,
2011). Productivity can be defined as the effective-
ness of converting effort into useful outputs. In gen-
eral, organizations seek to improve their productivity
because it is a critical determinant of cost efficiency
and better outcomes. Our approach is based on
reimagining office furniture and designing it in such
a way it becomes a place to relax, to regain focus and
to conduct creative work. We are currently conduct-
ing three pilot user studies at co-working spaces in
three different locations: Malmo and Lisbon. In par-
allel, we have been prototyping in 3D (3D-image ren-
ders as well as a 3D-printed physical prototype) a new
seat/workstation for improving creativity at work. In
this position paper, we argue that any design approach
for interactive furniture should be grounded in in-
formed studies and user observations. We divide our
analysis between the physical factors at the work en-
vironment, and the disruptions that happen during
quotidian work.
2.1 Physical Work Environment
We first focus on the physical workspace aspects af-
fecting creativity, proposing the creation of an open
pod-like workstation unit that can help creativity by
simulating a creativity-supporting work environment.
Typical physical environment improvements, that af-
fect employee’s creativity in a positive way, as sug-
gested by various researchers, include: a non-
crowded workspace, the presence of plants, the use of
inspiring colors on the walls, a new carpet in the of-
fice, more pictures and posters on the walls, windows
with an outside view, privacy, dim lightning, etc. (Ai-
ello et al., 1977; Dul et al., 2011).
Aiello et al. (1977) did research on the effects of
workspace crowding over employee’s creativity, and
they concluded that crowding could have negative ef-
fects, regardless of the crowded subjects’ interper-
sonal distance preference, which showed a lower
level of creativity than their non-crowded counter-
parts. Also, Stokols and his team (2002) observed that
high levels of environmental distraction, such as
noise or prolonged exposure to crowded environ-
ments, were associated with less perceived support
for creativity at work, and they furthermore suggested
that private or non-overcrowded workspaces could
have a counter effect, i.e. it could boost employee's
creativity.
There has been great progress in terms of gaining
a better understanding of the interplay between the
work environment and the creativity, or productivity,
of office workers. In organizations, employee’s crea-
tivity can be translated into innovative products, serv-
-ices, processes, systems, work methods, etc. (Dul et
al., 2011).
Workplace creativity is usually seen as a result of
a creative personality or individual skillsets (Hennes-
sey and Amabile, 2010), dependent on intrinsic moti-
vations, such as personal interest, satisfaction, or the
challenge of the work itself. However, there are also
studies that suggest that other factors, such as socio-
organizational (e.g., job design, team work, rewards,
time pressure, and leadership) are also factors in mo-
tivating creative work (Campos and Nunes, 2005;
Campos et al., 2013; Dul et al., 2011), even in con-
texts such as kindergarten (Campos and Pessanha,
2011). Many factors contribute to these productivity
levels, which are quite subjective. Sometimes itis the
room temperature, other times it is the surrounding
noise. Even visuals play their role (e.g. if the work
desk is messy and cluttered).
2.2 Disruptions at Work
In this context, it does not come as a surprise that
some researchers have also addressed work interrup-
tions and how technological artifacts could be made
in order to reduce those interruptions, e.g. Züger
(2017) who propose FlowLight, a device that com-
bines a physical traffic-light-like LED featuring an
automatic interruptibility measure based on computer
interaction data. As mentioned before, one known so-
cio-organizational factor is crowding and interrup-
tions: crowded environments negatively impact crea-
tivity and studies suggest that private workspaces
could significantly improve employee creativity. In
our approach, it seems interesting to study and gather
scientific data about the interplay between interrup-
tions and the overall workspace. In particular, how
can we explore the balance between social interrup-
tions and the social benefits of the space. These and
other research questions are important for creative in-
dustries’ workspaces.
3 DESIGN APPROACH
Our project takes a multi-disciplinary approach in-
volving architecture, design, and engineering in order
to explore how to create a better tool for the work-
spaces. Our initial prototypes explore the goal of user
focusing and the ability for temporary separation
through the use of a pod-like chair (See Figure 1). The
aim is a design that allows the user to remain in the
office, and approachable if necessary while also com-
municating that they are working on something that
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