Home offices offer superior solution for congested, costly metro versus mass transit

As we demonstrate in a new report for Chapman University, our urban form does not work well for conventional mass transit. Too many people go to too many locales to work, and, as housing prices have surged, many have moved farther way, which makes trains less practical, given the lack of a dominant job center.

Rather than try to re-engineer the region, perhaps we should seek mobility solutions that can work. Building new rail lines — and, and even more absurdly, trolleys, which average a pathetic 8 miles per hour — will do nothing relieve traffic. More densification can be expected only to worsen congestion.

Arguably, the most promising step would be to encourage work at home. There are already more people working at home than transit riders in Southern California. Since 1990, home office use increased by eight times that of transit use, with virtually no public expenditure. Home-based workers, needless to say, do not receive subsidies.

Source: The great transit rip-off – Orange County Register

Joel Kotkin and Wendell Cox explain why mass transit cannot ease congestion in Southern California. Their explanation extends to most of today’s metro areas. While organizations have commute-in work locations, they aren’t necessarily well served by transit lines. And getting to work by transit is quite challenging and promotes wellness destroying super commutes that take hours every day and require multiple transfers and modes of transportation as recently detailed by The New York Times.

Kotkin and Cox propose a sensible, environmentally friendly and low cost solution that does away with commuting altogether: enabling people to work at home. Since not everyone has suitable home office space in their homes, co-working spaces and satellite locations in communities where workers live also provide a solution. Public funds would be better invested on telecommunications infrastructure than mass transit to support knowledge work performed in these communities.

Decentralization of knowledge work supports wellness

One of the most obvious but overlooked strategies for knowledge organizations to improve and support the wellness of their staff members is dispersing knowledge work out of centralized, commute-in offices to the communities where they live — in home offices and shared satellite and co-working spaces. That eliminates the daily commute, shown to be adverse to wellness and frees up time that can be devoted to health promoting behaviors like more sleep, daily exercise, better diet (by avoiding daily take out meals) and social time with family and community.

For more on a community-based (versus centralized workplace) strategy for supporting wellness, click here.

Conversation with Nicola Millard, head of Customer Insight & Futures, BT Global

Information and communications technology is advancing and proliferating so rapidly that one ICT player, the UK’s BT, has a futurologist on staff with a background in computers and psychology to help it and its large customers gain insight into how ICT will affect organizations and the way we work. In this podcast, BT’s Nicola Millard speaks with Last Rush Hour author Fred Pilot on how ICT makes it possible to work anywhere, anytime, making working more of a state of mind than a being present at a set time and place. However, it’s is also a disruptive force that can conflict with human social needs as well as Industrial Age management practices comfortably ensconced in centralized, commute-in offices. Looking out over the next five years, Millard sees both undergoing continuing redefinition. The office will become more of a “hive” where staff buzz in and out to collaborate as needed with co-workers rather than where work is done 9-5, Monday through Friday. Knowledge workers will work at home and in drop in co-working spaces. This will force management practices to evolve from command and control to leading with purpose and facilitating effective use of ICT-based collaboration tools by dispersed team members.