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The purpose of this paper is to determine whether noise is affected by psychological factors rather than simply by physical metrics. For example, personality type, age, perceived control and screening ability were explored, as well as the choice of primary workplace.

An online survey was conducted which resulted in 517 valid responses. The survey included the personality profiling along with questions related to noise and personal circumstances. The key noise metrics were perceived performance, ability to work, well-being and stress plus three noise indices: concentration, distraction and speech interference.

The survey revealed that personality type does affect noise perception, in particular extroversion and neuroticism. Perceived control, screening ability, age, workplace, design and focused work are also factors. Personal variables accounted for 25 per cent of the variance in the ability to carry out work, and for 40 per cent of the variance in concentration and speech interference.

Whilst statistically significant differences were found for most of the psychological and personal variables, the size of effect was smaller than anticipated. This is likely because the survey was carried out across a range or workplaces, rather than in a laboratory, with a number of uncontrolled extraneous factors.

The research has resulted in the development of a design guidance document for controlling noise distractions based on more psychoacoustic, people-centred, principles than purely physical ones.

Most acoustics research is conducted in the laboratory and focuses on the physical sound properties. This research took a psychoacoustic approach focusing more on psychological and personal factors, and was carried out in the real world.

The purpose of this paper is to summarise the main psychological theories that have implications for the design and management of successful workplaces. This will support real estate professionals in advising occupiers on how to enhance the quality of their workplaces to improve the performance of its occupants.

The paper summarises relevant psychological research and offers guidance based on the literature review.

In general, current trends in building design and selection do not fully consider psychological factors. Whilst new buildings may be space efficient they are unlikely to be as effective as those buildings that do account for basic individual and organisational needs.

This paper provides a review of the psychological theories in the context of office design. A fuller understanding of such theories will improve the quality of workplaces.

This paper aims to share recent research to inform the design and facility management community on how to design and operate offices that enhance interaction, creativity and ultimately innovation.

A two‐year applied research project was conducted which involved a literature review followed by field studies. Surveys conducted in the offices of five diverse organisations piloted new methods for investigating interaction, termed WorkWare^CONNECT.

Key findings include: more meetings occur in office buildings with more meeting space; on average meeting rooms are used 37 per cent of the time; the quantity and quality of space is important but does not overcome organisational factors; much creative thought takes place alone.

Conducting fieldwork in the real world has its limitations. For example, only five organisations were surveyed and therefore the results may be considered by some not to be representative. However, the paper considers that the data collected in real offices are realistic and valid.

The research resulted in a calculator for determining meeting room numbers and sizes, a system for prescribing the best media for interaction, design guidelines for interaction spaces, and guidance on the etiquette of successful meetings.

In the current economic climate many organisations focus on reducing costs and under‐cutting competitors. However, it is innovation that gives businesses a competitive edge and innovation starts with good interaction and creativity.

The recommendations are drawn from both the design and management communities. The research has resulted in practical advice to facilities managers, designers and the business heads.

The purpose of this paper is to outline key changes occurring within office occupier businesses that will have a medium- to long-term impact upon the nature and design of the office workplace, and the implications for the corporate real estate manager.

The paper is based upon research involving detailed consultations with corporate occupiers in the City of London, as well as representatives of the property supply chain. This has been developed here to include practical experience and to relate the lessons of the work directly to corporate real estate management.

The findings suggest major changes are taking place in the demand profile of office occupiers, in terms of both quantitative and qualitative demand for space. There are a number of practical implications arising from the findings, not least the need for investors to consider the appropriateness of current standards for base building design and fit-out in contemporary offices, and the need for corporate real estate management to adapt.

The paper contains a number of implications arising from the changing workplace for the corporate real estate management profession.

The paper reflects direct practical experience and the output of primary research and consulting. It is also highly relevant: while much has been written about agile working, much less has covered the practical implications for building design and corporate real estate management.