Dominant Characteristics
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l
F
o
c
u
s
&
I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l
F
o
c
u
s
&
D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
The preferred state for this cat-
egory is a hierarchy culture. In this
culture type, The organization is
a very controlled and structured
place. Formal procedures generally
govern what people do (Cam-
eron & Quinn, 1999). Overall, the
respondents expressed a desire to
move away from the clan culture,
which emphasizes teamwork, par-
ticipation, and consensus.
KEY
Current State
Preferred State
Current Preferred
A 29.9 26.4
B 24.3 26.4
C 30.5 28.3
D 15.3 18.9
Organizational Leadership
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l
F
o
c
u
s
&
I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l
F
o
c
u
s
&
D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
In the responses to this question,
employees expressed a strong
desire to move away from
adhocracy and market cultures
towards a hierarchical culture. The
change from the current state to
the preferred state refects more
than a 10-point spread. In this
culture type, effective leaders are
good coordinators and organizers
and maintain a smooth-running
organization. The value drivers for
an adhocracy culture are innovation
and transformation, while a market
culture focuses on competition and
goal achievement.
KEY
Current State
Preferred State
Current Preferred
A 25.6 24.4
B 30.6 24.4
C 24.7 18.1
D 19.4 33.1
Management of Employees
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l
F
o
c
u
s
&
I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l
F
o
c
u
s
&
D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
30
40
10
20
30
40
The responses to this question
refect a desire to shift slightly
more towards a clan culture, which
places a premium on teamwork,
participation, and consensus. The
clan culture is sometimes described
as a friendly, extended family with
a mentor serving in a leadership
capacity.
20
KEY
Current State
Preferred State
Current Preferred
A 35.8 41.5
B 22.8 22.6
C 20.6 18.5
D 20.8 17.4
Organizational Glue
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l
F
o
c
u
s
&
I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l
F
o
c
u
s
&
D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
The responses to this question
refect few differences between
the present and desired states.
There is a slight movement in
a direction towards greater
commitment to innovation and
experimentation.
KEY
Current State
Preferred State
Current Preferred
A 33.1 30.6
B 26.9 29.4
C 22.5 23.1
D 17.8 16.9
Strategic Emphasis
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l
F
o
c
u
s
&
I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l
F
o
c
u
s
&
D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
Respondents expressed a desire
for a slight shift away from the
adhocracy and market cultures
and a slight shift towards the
clan and hierarchy cultures. The
clan culture emphasizes human
development, high levels of trust,
openness, and participatory
involvement. At the same time,
there is a desire to maintain
stability. Effciency, control, and
smooth operating procedures.
KEY
Current State
Preferred State
Current Preferred
A 26.2 30.6
B 31.9 27.6
C 24.1 21.5
D 17.8 20.3
Criteria of Success
Flexibility & Discretion
Stability & Control
I
n
t
e
r
n
a
l
F
o
c
u
s
&
I
n
t
e
g
r
a
t
i
o
n
E
x
t
e
r
n
a
l
F
o
c
u
s
&
D
i
f
f
e
r
e
n
t
i
a
t
i
o
n
A
CLAN
HIERARCHY
D
B
ADHOCRACY
MARKET
C
10
20
30
40
10
20
30
40
Responses to this question
revealed a 10-point spread in
the desire to pull away from a
market culture, which focuses
in winning in the marketplace
and outpacing the competition.
At the same time, a desire was
expressed for slight movement
towards both the clan and
hierarchical cultures. In the clan
culture, the organization defnes
success by the development of
human resources, teamwork,
employee commitment, and
concern for people (Cameron
& Quinn, 1999). The internal
climate is important. The
movement toward a more
hierarchical culture again
supports the desire for effciency,
predictability, and stability.
KEY
Current State
Preferred State
Current Preferred
A 22.7 27.7
B 17.9 18.8
C 33.2 23.5
D 26.2 30.0
Summary and Conclusion
The responses highlight all four organizational culture types, although there is an expressed desire to
develop a more hierarchical culture and move away from a market culture. This subtle shift towards a
hierarchy culture refects a desire for a more well-defned structure for decision-making, which will lead
to greater stability, predictability, and effciency. Developing separate areas for focusing, collaborating,
learning, and socializing is critical to the success of the organization. Increased technology should be
incorporated into the workplace (i.e., Dashboard) to promote information sharing. Additional visual display
in the form of tack surfaces and white boards can help document, reinforce, and focus information for
staff members. Maintaining proximity among all members of the staff is important for knowledge sharing,
ease of communication, and collaboration. However, the open work environment must be improved
by reducing factors that contribute to sensory overload. A consistent brand must be communicated
throughout all public spaces.
References
Cameron, K. (n. d.). An introduction to the competing values framework. Haworth Organizational Culture
White Paper. Can be accessed at:
http://www.haworth.com/en-us/Knowledge/Workplace-Library/Pages/AllDocuments.aspx
Cameron, K. S., & Quinn, R. E. (2006). Diagnosing and Changing Organizational Culture Based on the
Competing Values Framework (rev. ed.). San Francisco, CA: Josey-Bass.
Cameron, K. S., & Quinn, R. E. (1999). Organizational Culture Assessment Instrument.
Haworth Knowledge & Research Team. (n.d). Collaborative spaces. Haworth Collaboration White Paper.
Can be accessed at:
http://www.haworth.com/en-us/Knowledge/Workplace-Library/Pages/AllDocuments.aspx
Tharp, B. M. (n.d.). Four organizational culture types. Haworth Organizational Culture White Paper. Can
be accessed at:
Changes to make in the present and
the pieces of research that support
the design decision. These are sug-
gested with a zero-based budget in
mind, and will beneft the workplace
environment and employees.
Phase I
ORGANIZATION
Put glass (or other material) move-
able partition screen(s) around the
stage to turn it into a small (4-6
person) conference space.
Acquire more fling cabinets for stor-
age. Consider a shelving system to
partially enclose the fle cabinet stor-
age area and expand the archiving
system.
Arrange a seating area on the back
right side of the ballroom near the
coffee station, and situate it around
the Dashboard Management display.
Turn the wall between the break
room and excess storage area into a
bar cut-through with seating on one
or both sides.
Turn the larger room of the existing
CAO offce into a large conference
room (6-10). Move Richards offce
space into the smaller room of the
existing CAO offce.
Workplaces are flled with varied and
dynamic interactions, not just hours
of solitary work (Gensler, p. 11). Top-
performing companies design their
workplaces to support all four work
modes: Focus, Collaborate, Learn and
Socialize (p. 9). 82% of white-collar
workers feel they need a partner to
get their work done (How the... p. 2).
Collaboration happens best among
4-8 people (How the... p. 3).
Moving into an open offce plan can
compromise storage and privacy--but
it doesnt have to if the right design
solutions are in place. Storage is
important to organization and mini-
mization of clutter, which improves
performance (Maintaining Productive
Privacy... p. 2).
Proximity, ease and availability of
social exchange is impacted by the
physical environment (Physical Space
and Social Interaction, p. 2). Barriers
to nonverbal communication tend
to lead to issues of mistrust, and
can impair communication within an
organization (p. 1).
Proximity and an open space confgu-
ration enable easier and faster com-
munication within the organization,
enhancing both the quality and speed
of decision making (Herman Miller
Private-to-Open Spectrum, p. 3). If
only part of an organization follows
through in making a major organiza-
tional change, trouble comes when
not all employees approach problem
solving in a new way, and business
results will fundamentally remain the
same (An Introduction to Chang-
ing Organizational Culture, p. 6). An
organizations culture is refected
by what is valued and the dominant
leadership styles. A strong, unique
culture can beneft performance and
effectiveness in the long term, while
a weak culture can hold an organiza-
tion back (p. 17).
What To Do Why
Having some control over the work-
space can improve comfort and the
ability to get work done and reduce
stress. This, in turn, can lead to
greater productivity and better health.
Having some control also allows
people to own a workspace, which
gives others a sense of who they
are. -Herman Miller, Its All About Me
research summary.
Steelcase research shows that 70%
of workers waste time (15 minutes)
trying to fnd a space to meet. Rolling
collaboration and staying in fow
increases productivity. Considering
density and multiple uses of space
foster successful and productive col-
laboration (How the... p. 2, 6, 7).
Provide vertical surfaces and shared
information walls close to collabora-
tive neighborhoods to encourage
interaction and idea sharing. These
serve as reference points for ongo-
ing work and keeps employees up to
date with projects (How the... p. 6).
COLLABORATION
All new-to-the-space furniture should
be on wheels for easy and fast rear-
ranging. Casters might be added onto
each leg of the desks in the ballroom.
Acquire rolling white/tack boards to
be moved and used as needed for
information sharing.
What To Do Why
Brand = Behaviors = Culture, which is
shaped and reinforced by the workspace
(Steelcase, Brand, culture... p. 5).
Te branding of the workplace en-
vironment refects the publics view
of the company (Tree Dimensional
Branding, p. 3).
Trough a friendly neighborhood
image, or relating the culture of the
company to the culture of its loca-
tion in the world can show consumers
quality and gain their trust (Tree
Dimensional, p. 4-5, Steelcase, Brand,
p. 4).
BRANDING
Create one large standing signage
piece for outside of the ballroom
door to introduce/welcome visitors.
Bring artifacts down from upstairs
and begin to have them framed for
display in the ballroom, existing CAO
offce, break room and current stor-
age room.
Gather, develop and frame a series
of historic to present-day black and
white photos to create a connection
between past, present and future.
What To Do
Why
Workplace ownership begins with
the person taking ownership of the
space, said Betty Hase, Workplace
Strategist for Herman Miller (Its All
About Me... p. 5). Moving from the
12th foor to the frst and becom-
ing accessible is just the frst step to
redifng the organizational culture of
the mayors offce. Displaying artifacts
and photographs that are important
to Lexington and its government will
help transform the ballroom into a le-
gitimate headquarters for the mayor
and his staff.
With two people, there is only one possi-
ble interaction. With three people, there
are four. With a four-person group, there
are 11, and so forth.
About Groups
Workers who feel more control over
the environment will have higher job
satisfaction, feel more group cohe-
siveness, and be more satisfed with
their work environment (Effects of
control... v 25, p. 323-333).
It is imporant to address both col-
laboration and privacy needs in an
open workspace, where it is likely to
lose privacy (and therefore productiv-
ity) via noise and visual distractions
(Maintaining Privacy... p. 4).
Noise, unwanted distraction while in
focus mode, loss of concentration
due to poor partitions, and undesired
collaboration are issues that must be
resolved in every offce situation.
The current fxtures are not original
to the space, and dim lighting in a
workplace has extremely negative ef-
fects on productivity and job satisfac-
tion (need source).
Bringing the comforts of home into
social environments in the work-
place boosts employee moral (need
source).
ACOUSTICS
Place rolling/moveable partitions in
the ballroom covered with sound-
absorbing material.
Acquire white noise makers (2) to
place around the space.
LIGHTING
Replace current fxtures (both chan-
deliers and sconces) with higher ef-
fcacy, Energy Star fxtures and bulbs.
Put incandescent or warm (around
2700 K) fuorescent bulbs and fx-
tures (1-2) in the break room.
TECHNOLOGY
Incorporate the Dashboard Manage-
What To Do Why
ment display system into the space
to provide real-time updates of works
in progress.
May be able to pull power from the
video editing room to support new
light fxtures and more technology, if
higher voltage is necessary.
Collaboration is frst and foremost
about sharing knowledge. The ideas,
values and information that are
distributed among workers is essen-
tial to a business that wants to move
forward progressively towards suc-
cess and effciency (Making Room for
Collaboration p. 2).
When support systems such as easily
accessible shared space and the right
technologies are in place, the eff-
ciency factor can be tipped, making
effective collaboration easier (How
the workplace... p. 2).
What To Do Why
Vision, Principles
& Requirements
Vision Statement
Design a work environment that
fosters innovation, collaboration, and
public engagement by shaping the
workplace to be physically and psy-
chologically responsive to individual
and group needs. Create a branded
design solution that respects the past
and conveys an inspiring vision of the
future to enhance the Lexington/Fay-
ette community.
1. Respect the historic integrity of the
building.
2. Transform the work environment
into the social heartbeat a center
of energy and excitement that radi-
ates to all parts of the facility.
3. Emphasize the importance of
Lexingtons past and present while
formulating a branding strategy for
the future.
4. Integrate three-dimensional brand-
ing into the environment as a refec-
tion of the organizational culture and
as a source of inspiration and motiva-
tion for all employees and visitors to
develop a shared vision for Lexington
and Fayette County.
5. Develop an enhanced working
environment that increases work
performance by addressing visual
and acoustical privacy needs for
individuals and groups and provides a
sense of personal control over critical
aspects of the workplace.
6. Develop a variety of spaces that
are equipped with the appropriate
tools, technology, equipment, and
furniture to support productivity,
collaboration, creative thinking, and
decision-making.
7. Provide for the fexible arrange-
ment and use of the space to support
a variety of work types and groups.
8. Implement sustainable practices
in the design and use of the building
to model the importance of a strong,
healthy environment.
9. Improve the effciency and organi-
zation of the workplace by developing
a new system for information sharing
and archival data storage.
10. Provide a fuid transition for com-
munication by addressing certain
adjacencies in the offce space that
would allow for optimal collaboration.
11. Ensure that clarity, transpar-
ency, and openness in the space are
preserved in order to communicate
a welcoming and understandable
physical space and to stimulate civic
involvement in local government.
Guiding Principles
Issue:
VISIBILITY
GOAL:
PR.1
PR.2
PR.3
The proper amount of lumens should be supplied in each space.
On-going work should be highly visible to staff and visitors.
Higher performance fxtures and bulbs
cover work spaces in appropriate amount
of lumens.
Ambient lighting of space provided by
high effcacy fxtures and bulbs.
Optimal task lighting provided for and
controlled by the individual user.
Real-time update technology in highly
visible and social areas.
No obstruction of views at entrances of
space(s).
Partitions confgured to hold and display
many different types of media.
Visitors and staff should have a sense of Grays vision for Lexington and mayoral style--visibility
in government.
Views from paths. Views through transparencies in ob-
stacles/walls/partitions.
Conference rooms visible from pathways.
Activities within the facility should be highly visible to visitors and staff mem-
bers.
Issue:
AUDIBILITY
GOAL:
PR.1
PR.2
PR.3
Make acoustics of the environment tolerable for Richard Maloney to work in all day.
Deter the travel of unwanted sound/noise from workstation to workstation and other areas.
White noise machines to quiet the space. Group workspaces and conference rooms
with temporary barriers and excellent
acoustics.
Rolling partitions to break up large abyss
of space and control sound movement.
Underfoot material to absorb and control
sound.
Sound absorbing panels suspended from
ceiling with minimal damage to existing
ceiling design.
Zone activities according to noise level.
Private spaces to use temporarily for focus
work.
Conference spaces to effciently and
comfortably house many different group
collaboration activities.
Create an environment that contributes to ones ability to hear what needs to be
heard and to mask unwanted sounds, especially echoing and reverberation.
Issue:
IMAGE
GOAL:
PR.1
PR.2
Provide newly occupied spaces with a strong sense of identity--to both its users and visitors.
Communicate the new branding design throughout each space.
Comfortable places to sit and major
displays to talk about.
Comfortable places to sit near major
circulation paths.
Dashboard Management system near work
areas and surrounded by nice seating and
casual work surfaces
Use art pieces to portray the many facets
of Lexington.
Rolling partitions can be used to display
on-going work/projects.
Use architectural details to communicate
the branding three-dimensionally.
Integrate three dimensional branding into the environment as a refection of
the organizational culture and as a source of inspiration for all staff members
and visitors.
Issue:
INTERACTION
GOAL:
PR.1
PR.2
PR.3
The facility should promote spontaneous social interaction between the users of
the space to exchange information, ideas, and techniques on a frequent basis.
Social focus points should attract all users of the space to use or pass through everyday.
Socialization and collaborative zones should be convenient, but should not disrupt private/focus
mode activities.
Comfortable places to sit and major
displays to talk about.
Comfortable places to sit near major
circulation paths.
Dashboard Management system near work
areas and surrounded by nice seating and
casual work surfaces
Zone private and collaborative spaces to
maintain privacy of each.
Rolling partitions can be used to temporar-
ily screen interaction, creating more
private zones.
Partition off collaborative workstations
from focus workstations.
Socialization and collaborative zones should promote productive socialization.
Rolling partitions can be used to generate
ideas during break times.
Informal meeting spaces should be conve-
nient to all users of the space.
Informal meeting spaces should allow
easy access while maintaining a moderate
amount of productive privacy.
Branding
Concept
Not predictable, but appropriate for
Lexington.
Lexington is known for the three
hs: horses, hospitals, ?,?. Bour-
bon, horse racing, farmland and UK
basketball are probably the known
factors for non-citizens of Lexington.
These aspects attract visitors, but
they are just a few of many charac-
teristics that make Lexington a great
city. In order to grow, LFUGC must
attract and engage people of all ages
to live in and enjoy Lexington.
Branding for Lexington must be clean
and modern; enduring; elegant; and it
must speak to people of all ages. The
logo should make citizens of Lex-
ington proud of their home. It must
make visitors feel that Lexington is an
active, entertaining, healthy, commu-
nity.
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
T
V E
E X
G
O N
L I
L
I N
TO
V E
E X
G
N
L I
L
I N
T
V E
E X
G
O N
L I VE
L E X
I NG
TON
FINAL LOGO
APPLICATION OF LOGO
L I VE
L E X
I NG
TON
LEXINGTON, KENTUCKY
Lexington Fayette Urban County
200 East Main Street
Lexington, KY 40508
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Selection
Schedules
Item Code Manufacturer Series/Number Color Name/Number Remarks
Cabinetry C-1 Dwyer Products Classic Series SC072BMR Thermofoil Kasei Wood Finish
Greenguard Indoor Air
Quality and Greenguard
Children and Schools
Certified
Laminate L-1
Karndean
International
Opus WP311 GRANO Grano
Concrete
Countertop
C-2
Third Fire Designs
LLC
N/A (custom-made) Grey Concrete Located in Lexington, KY
Ceiling Tiles CT-1 Ceilume Petal Ceiling Tile White 2'x2' Class A Fire Rated
Seating
Material
M-1 Maharam Bitmap 466066 Copper
This textile meets all
appropriate flammability
requirements, including
California Bulletin #117 and
NFPA 260, and is
compatible with California
Bulletin #133.
Seating
Material
M-2 Donghia Savanna - Item # 10201-02 Sky
Baseboard
Rubber
R-1 Johnsonite TightLock Resilient 4.375" 020 Charcoal
3-Form F-1 3-Form Varia EcoResin - ReMix White
77.5% pre-consumer
recycled content
3-Form F-2 3-Form Varia EcoResin - ReMix Light Natural
77.5% pre-consumer
recycled content
Seating
Material
M-3 Steelcase Bo Peep Wool 5G72 Honey Mustard
When combined with
appropriate components,
fabric can meet California
Technical Bulletin #133
assembly test. Please check
the COM databasefor
product specific approvals.
Epoxy Paint EP-1 Sherwin Williams Indigo Batik
SOCIALIZATION SPACE FINISH SCHEDULE
C-2
EP-1
L-1
CT-1
M-1
M-2
R-1
M-3
C-1
F-1
F-2
SOCIALIZATION SPACE FINISH SCHEDULE
SOCIALIZATION SPACE FURNITURE + EQUIPMENT SCHEDULE
Room Name/Number Mark Manufacturer Catalog #/Description Qty. Notes
Socialization Space S-01 Coalesse Enea Bar Stool 10
100% recyclable, 26%
recycled content
Socialization Space S-02 Herman Miller Aside Chair 6 85% recyclable
Socialization Space T-01 Herman Miller
Eames Molded Plywood
Coffee Table
1
Socialization Space T-02 Steelcase Campfire Personal Table 2
Socialization Space T-03 Herman Miiller
Everywhere Tables,
Nested, Flip Tops
3
Socialization Space T-04 Coalesse
CO2475 Emu Counter
Table
5 23 1/2" x 41 1/4" x 23 1/2"
Socialization Space R-01 GE GTK17JBC 1
Freezer on top, 35% less
energy
Socialization Space F-01 Moen
Anabelle Stainless Steel
Pull-down Kitchen Faucet
1
Socialization Space SI-01 Franke
Item #: 171197, Model
#: FDS704NB
1
Double-Basin Stainless
Steel Topmount Kitchen
Sink
Socialization Space L-01 Steelcase BLB26XX Bix 26 Lounge 1
Socialization Space L-02 Steelcase
BLB26XX Bix 26 Lounge,
Back-Screen
1
Socialization Space L-03 Steelcase
BSCB30RB Bix 30 Crnr
Section/Secretary, Back-
Screen, Right, Seat Fabric
Cut Right
1
Socialization Space B-01 Steelcase BB108 Beam-9 Feet W 1
Socialization Space B-02 Steelcase BB144 Beam-12 Feet W 1
Socialization Space B-03 Steelcase
BWSK Kit-Wall Start,
Beam
2
Socialization Space B-04 Steelcase
BXP95 Post-X, Base, 93-
1/2h
1
Socialization Space W-01 Steelcase
K5M3242 Boards-Marker,
Large, Package/532x42
1
Socialization Space W-02 Steelcase
KME Easel-Mobile, Frame
Only, 29-1/4x37x50-60
1
Socialization Space P-01 Progress Lighting
P5184-104 glass mini
pendant
5 Energy Star Compliant
SOCIALIZATION SPACE FURNITURE + EQUIPMENT SCHEDULE
T-03
S-02
T-01
L-01
L-01
W-01
R-01
T-02
T-04
S-01
F-01
L-02
L-03
B-04 B-02
B-01
B-03
W-02
Typical
Designs
Large Conference Room
Small Meeting Room Semi-Enclosed Meeting Space
Open Meeting Space
Four-Person Workspace
Private/Focus Workspace
Socialization Space