To open his opinion piece on CNN called Why the office is the worst place to work, Jason Fried writes,
Companies spend billions on rent, offices, and office equipment so their employees will have a great place to work. However, when you ask people where they go when they really need to get something done, you’ll rarely hear them say it’s the office.
Further, he writes,
I don’t blame people for not wanting to be at the office. I blame the office. The modern office has become an interruption factory. You can’t get work done at work anymore.
Sorry Jason but you completely wimped out in this article. “The office” is an inanimate object and an easy target for scorn. Why not call out your peers in the executive suite for their apparent lack of interest and commitment in making the workplace better? Why not at least start to address the real reasons for why many offices don’t work right now? Maybe that’s not fair to ask considering that CNN probably asked for a typical fluff piece.
The “office” is just a container for all the human interactions and emotions that take place within it. If the office is seen as nothing more than a place for constant interruptions, for unproductive meetings, and for pointless interactions, is that really the fault of a place…or the fault of those individuals who inhabit it?
Here’s another thought: instead of just dumping on the workplace experience, let’s be more adventurous in how we try to fix it.
1. Let’s stop with the idiotic band-aids. Electing to skip a meeting, spend a day not talking to anyone, and collaborating solely through IM isn’t going to solve anything – short- or long-term. Actually, it just makes a mockery of the real issues that keep business from functioning full throttle.
2. Let’s realize what the workplace actually is. From the C-Level down, there must be a renewal in how we think about the value of employee interactions in business. What we’ve come to know as the “workplace” is an organic community, not a machine that can be engineered, where employees are just simple cogs. But that’s what most execs and managers have been trained to believe through decades of traditional organizational thought.
3. Let’s start dealing with the real problem. Improving the workplace isn’t merely a matter of action, it involves a change in thinking. But if we ignore the problems of poor communications, ineffectual relationships, and meaningless work, they’ll continue to persist. So what do we want to see more of in our workplaces? It’s time to stop putting on the band-aids, folks. Are you with me?
I’ll openly admit that I’m not always the best employee. It all relates to a stubborn streak that I inherited from both my mother’s and father’s sides of the family (though Baileys and Garretts often claim the other is worse). The things is that I like to do things my way. I often bristle if someone tells me what I should do, if they tell me the best way it can be done, if they tell me that my way isn’t going to work. See…telling me just isn’t going to work. I’m just going to have to learn on my own. Sometimes it’s a strength and sometimes it’s a curse. Perhaps that’s why 
. As the book’s subtitle points out, there are human forces that fuel or foil any organizational transformation or change initiative.
