Theopen space has become a symbol of the modern workspace, praised for its ability to stimulate collaboration and reduce real estate costs. Yet its impact on employee productivity and well-being remains ambiguous. While some see it as a temple to innovation, where ideas flow freely, others denounce it as a noisy, stressful environment that impairs concentration and mental health. Between collaborative advantages and managerial challenges, how can we reconcile performance requirements with team comfort? This article explores the mechanisms that influence open-space productivity, analyzes its contrasting effects on employees, and proposes concrete solutions to optimize its benefits while limiting its drawbacks.

Open space: a promise of collaboration or a concentration trap?

Open space was originally designed to break down hierarchical silos and encourage spontaneous exchange. By eliminating partitions, companies are banking on better communication, faster problem-solving and a stronger team culture. In fact, studies show that 92% of open-space employees benefit from more frequent help from their colleagues, a major asset for projects requiring co-creation or regular brainstorming.

However, this forced proximity has a downside: ambient noise, constant interruptions and lack of privacy can transform the workspace into a source of chronic stress. According to the DARES, employees in open-plan offices are 34% more likely to be absent for medical reasons than those in closed offices, a figure that raises questions about the human cost of such arrangements. Productivity is not just a question of optimized square meters: it also depends on employees’ ability to concentrate without being constantly solicited.

Herein lies the paradox: open space facilitates collaboration, but hinders individual tasks requiring sustained attention. For example, at an SME like StartCo, teams found that impromptu meetings boosted creativity, while writing reports took up to 40% more time due to distractions. This imbalance raises a crucial question: how can we design an open space that serves both the community and the individual?

Les caractéristiques clés qui définissent un open space

An open space can be identified by several structural elements:

The absence of fixed partitions: replaced by modular furniture (benchs, shared tables, designer seating), these spaces are designed to be reconfigured according to need. This flexibility enables the environment to be quickly adapted to current projects, but it can also create a feeling ofinstability for some employees.

Increased density: on average, an open space reduces the surface area allocated per employee by 20-30% compared to individual offices. A significant saving for companies, but one that often translates into a feeling of overcrowding, especially in major cities where the price per square metre is high.

Total visibility: while it promotes transparency and responsiveness, it also exposes employees to perceived surveillance, a source ofanxiety for some. Without private spaces, confidential conversations or moments of decompression become difficult to manage.

Finally,acoustics are an often underestimated parameter. In an open space, noise levels can easily exceed 55 decibels (equivalent to a lively conversation), a threshold beyond which concentration and short-term memory begin to decline. Solutions do exist, such as acoustic panels or absorbent coverings, but they are still not widely deployed.

Collaboration vs. concentration: a difficult balance to strike

One of the main arguments in favor of open spaces is their ability to stimulate innovation through informal exchanges. A Harvard study revealed that employees in open spaces interact 70% more than those in closed offices, resulting in better information flow and faster resolution of bottlenecks. Younger generations in particular appreciate this collaborative dynamic, which matches their expectations of teamwork and flexibility.

However, this hyper-connection comes at a price: interruptions. A survey conducted by the University of California showed that an employee is interrupted on average every 11 minutes in open-plan offices, and then takes 23 minutes to regain his or her initial level of concentration. For jobs requiring high levels of concentration (developers, analysts, copywriters), this fragmentation of working time can reduce productivity by up to 60%.

Another major problem is noise. Contrary to popular belief, it’s not so much the volume of noise that’s the problem, but its variability. A sudden telephone conversation or a burst of laughter can break concentration far more than a constant background noise. Poorly designed open spaces amplify this phenomenon, with reverberations that make exchanges difficult to understand from a distance. The result: employees have to work harder to concentrate, which increases their cognitive fatigue at the end of the day.

Finally, open space can exacerbate inequalities between professions. Sales or project managers, accustomed to interaction, often thrive there, while developers or accountants, whose work requires quiet, can suffer. One marketing agency observed that its creative staff gained in inspiration through interaction, while its copywriters saw their output drop by 30% due to interruptions.

L’impact sur la santé mentale et la satisfaction au travail

Beyond productivity, open space has a direct impact on employee well-being. Dares reports that employees in open spaces report more physical pain (headaches, musculoskeletal disorders) and an increased risk of depression than those in closed offices. Several factors explain this phenomenon:

Lack of privacy: not having personal space can generate a feeling of vulnerability, especially for sensitive tasks or private calls. One customer service company had to reintroduce phone booths after noticing a 20% drop in job satisfaction, as its employees felt “permanently exposed”.

Implicit surveillance: even without managerial intention, being constantly visible can create psychological pressure. Some employees report feeling “judged on their presence” rather than their results, which feeds unnecessary stress.

Temperature variations and the spread of viruses: open spaces, which are often uniformly air-conditioned, are conducive to thermal conflicts (“too hot” vs. “too cold”) and flu epidemics, with absenteeism rising by up to 15% in winter.

Finally, there is a real risk thatthe meaning of work may beblunted. When interactions become too frequent, certain tasks can lose their perceived value. One in three open-space employees say they “feel like they’re spending their time in meetings or responding to solicitations”, to the detriment of their actual work.

Layouts and best practices for optimizing open space

Faced with these challenges, solutions exist to transform the open space into an environment that is both collaborative and respectful of well-being. The challenge is to create differentiated zones that meet the different needs of employees, while maintaining team cohesion. Here are the most effective approaches, tested by companies in all sectors.

Zoner l’espace pour concilier collaboration et concentration

The key lies in the intelligent segmentation of space. Rather than imposing a uniform environment, successful companies create dedicated zones:

Yellow zones” (collaboration): open spaces with informal meeting tables, whiteboards and flexible seating for brainstorming or quick points. Ideal for project teams or creative professions.

Blue zones” (concentration): quiet areas equipped with acoustic panels, temporary individual offices or soundproof booths for tasks requiring focus. One SME reported a 25% increase in productivity on written tasks after introducing these zones.

Green zones” (decompression): relaxation areas with comfortable armchairs, subdued lighting and possibly vegetation for breaks or personal calls. These spaces reduce accumulated stress and enhance creativity.

To take things a step further, some companies are adopting the “operated office” model, such as those offered by Hiptownwhich offer flexible, turnkey spaces, including complementary services (flow management, maintenance, customized fittings) for optimum productivity.

Investir dans l’acoustique et l’ergonomie

Physical and acoustic comfort is an often underestimated lever. However, targeted improvements can reduce fatigue and boost concentration:

Acoustics:

• Panneaux absorbants : placés aux murs ou au plafond, ils réduisent les réverbérations et le bruit ambiant.
• Cabines téléphoniques : indispensables pour les appels sensibles ou les visio-conférences.
• Musique d’ambiance : une playlist douce (sans paroles) peut masquer les conversations parasites. Pour en savoir plus sur l’impact de la musique au bureau, consultez cet article.

Ergonomics:

• Bureaux réglables en hauteur : pour alterner entre positions assise et debout, réduisant les troubles musculo-squelettiques.
• Sièges ergonomiques : avec un soutien lombaire et des accoudoirs ajustables.
• Éclairage adaptable : des lampes individuelles pour éviter les reflets sur les écrans et les maux de tête.

Although these improvements represent an initial cost, they pay off in the long term: a Steelcase study shows that companies that invest in ergonomics see their productivity increase by 17% and absenteeism fall by 25%.

Instaurer des règles et une culture du respect

Even with an optimal layout, an open space only works if individual behaviors are aligned with common rules. Here are a few best practices to adopt:

Quiet hours”: time slots (e.g. 9-11 a.m.) where interruptions are kept to a minimum, enabling employees to concentrate on complex tasks.

Visual signals: “Do not disturb” signs or headphones as indicators of availability. Some companies even use traffic lights (green = available, red = in concentration).

Call management: group employees who spend a lot of time on the phone in a dedicated area to avoid disturbing others.

Hygiene and organization: define clear rules for the storage of personal belongings, the cleanliness of common areas and theuse of equipment (printers, meeting rooms).

Ideally,employees should be involved in drawing up these rules, through participative workshops or internal surveys. A bottom-up approach ensures greater buy-in and reduces conflict. For advice on how tooffice designexperts share their experience.

Former les managers et les équipes

The success of an open space also depends on corporate culture and management. Managers must be trained to :

Managing conflict: interpersonal friction is more frequent in open spaces. Training in mediation and non-violent communication can defuse tensions.

Encourage flexibility: allow employees to choose their workstation according to their tasks (collaborative space for meetings, quiet area for solo work) and toalternate with telecommuting when necessary.

Measuring impact: monitor key indicators such as absenteeism rates, mean time without interruption or job satisfaction (via regular surveys). These data can be used toadjust the layout in real time.

Ongoing training on working in open spaces is also crucial. It can cover :

• Les techniques de concentration (méthode Pomodoro, gestion des priorités).
• Les bonnes pratiques de communication (comment interrompre poliment, quand utiliser les canaux asynchrones comme Slack ou les emails).
• La gestion du stress et la prévention des risques psychosociaux.

A company like this one set up a specific training program for its managers, including conflict simulations and workshops on space planning. The result: a 40% drop in noise-related complaints and a 15% improvement in productivity.

When open space just won’t do: alternatives and hybridization

Despite all the possible adaptations, open space is not suitable for all personalities, professions or corporate cultures. Some situations call for alternative solutions or a hybrid approach.

Les métiers et personnalités incompatibles avec l’open space

Some positions require a level of concentration or confidentiality that is difficult to achieve in an open environment:

Developers and data scientists: their work requires uninterrupted periods of focus (sometimes several hours). A Microsoft study showed that engineers in open spaces took 30% longer to solve complex problems than their counterparts in closed offices.

Accountants and lawyers: handling sensitive data or confidential documents requires a secure, private space.

Introverts: according to Susan Cain, author of Quiet: The Power of Introverts, introverted personalities need time alone to recharge their batteries. A noisy open space can exhaust them emotionally and reduce their creativity.

Seniors: employees over 50, often accustomed to individual offices, may experience the move to open space as a deterioration in their working conditions, especially if they occupy positions of high responsibility.

Les alternatives à l’open space pur

There are several models to reconcile the advantages of open space with the need for privacy:

Intelligent “flex office”: employees have no assigned workstation, but can choose each day between collaborative spaces, closed offices or quiet zones. This system, coupled with an app-based reservation system, avoids overcrowding and enables everyone to find an environment suited to their tasks.

Activity-based working” (ABW): the office is divided into several types of space (meeting rooms, relaxation areas, telephone booths, concentration areas), and employees choose where to work according to their current activity. A Dutch bank adopted this model and observed a 20% increase in job satisfaction.

Partial telecommuting: allowing employees to work 2 or 3 days a week remotely can compensate for the disadvantages of the open space. Tasks requiring concentration (writing, analysis, programming) are carried out at home, while face-to-face days are devoted to meetings and collaboration.

Operated offices”: a turnkey solution where the company rents space that has already been fitted out and managed by a service provider, with services included (cleaning, maintenance, flow management). This allows you to benefit from an optimized environment without having to manage logistical constraints. To find out more, discover how these spaces can boost your productivity.

Quand repenser entièrement l’aménagement ?

If, despite all your adaptations, the open space remains a source of dissatisfaction or reduced productivity, it may be time to rethink. Here are the warning signs:

High turnover: if departures are on the increase, especially among key talent, the layout may be one cause.

Falling productivity: if projects are systematically taking longer than before, or if employees are working late into the night to catch up, the problem is structural.

Recurring conflicts: tensions between colleagues, repeated complaints about noise or lack of privacy are strong signals.

Increasing absenteeism: if sick leave is on the rise, especially for reasons related to stress or musculoskeletal disorders, the work environment is probably to blame.

In such cases, a complete reassessment is called for, with several options:

• Réintroduire des bureaux fermés pour les postes qui en ont besoin.
• Créer des “micro-espaces” : des petites salles vitrées pour 2 à 4 personnes, offrant un compromis entre ouverture et intimité.
• Externaliser certaines équipes : par exemple, placer les développeurs dans un espace dédié, séparé des équipes commerciales.
• Passer à un modèle 100 % flex office avec des espaces réservables selon les besoins.