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2016-05-25T00:00:00.000Z

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Dr. Craig Knight

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Email: c***@***.uk

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Company Description

Compared to the standard, flexible office IDR (Identity Realization Limited) develops working spaces that increase creativity, well-being and productivity by factors of up to 40%. We are a commercial organization working with an international university n ... more

Background Information

Employment History

Postdoctoral Researcher

University of Exeter

Director

IDR

Director

Appropriate Psychology

Managing Director

Prism

Affiliations

Member
British Society of Clinical and Academic Hypnosis

Member
Care Professions Council

Member
Health

Member
Exeter University

Education

psychology

University of Exeter

PhD

research project

University of Exeter

Web References (175 Total References)


Dr Craig Knight, chartered ...

www.trevorblake.co.uk [cached]

Dr Craig Knight, chartered psychologist and director of Identity Realization (IDR) contends that part of the problem stems from managers not understanding how to measure the impact of creating a more inspiring workplace on productivity. "The closest they can get is to look at cost-savings," he says.


Dr Craig Knight, director of ...

www.pfmonthenet.net [cached]

Dr Craig Knight, director of Identity Realization says too often open-plan space is installed as a cost- saving measure and/or as a management device for increasing productivity. Both options show a lack of knowledge, he says.

...
The problem here is that companies don't know how to measure productivity (how do you measure in an HR office for example?) and so they measure cost savings instead, says Knight. "This takes us into the toxic realm of the lean office, which is a scientific busted flush. Yet because lean and other management systems ostensibly save money they flourish. Yet they cost unmeasured millions."
According to Knight, these questionable practises require open-plan environments. " It's difficult, for instance, to impose teams and to monitor those teams in cellular space, so we bring down the walls with no usual reason beyond a heuristic one. Why don't we can the bunkum and snake oil and learn to measure productivity? Then we can see how much money can be made and how much happiness engendered."
It's a product of over a decade of research that happiness and productivity are joined at the statistical hip and travel in the same direction, says Knight. "So, if a company saves money with its open-plan offices, it needs to calculate how much these savings cost (for instance, I deny you a square metre of workspace saving the company £9,000 per annum, your output falls by £20,000 - or by nothing at all. The saving on its own is a hopelessly misleading statistic). Because if privacy affects performance what kind of a mug denies privacy?"
Open-plan offices receive a lot of flack - not all of which is deserved, says Knight. "Open-plan can provide collegiate, sociable and engaging spaces. Sadly it's also the perfect space for specious practices, excessive monitoring and corporate penny pinching."
FMs can help considerably depending on the authority they wield, Knight explains.
...
If people feel as though they're in goldfish bowls maybe screens would help, Knight suggests.


Dr Craig Knight, director of ...

fmlink.com [cached]

Dr Craig Knight, director of Identity Realization says too often open-plan space is installed as a cost- saving measure and/or as a management device for increasing productivity. Both options show a lack of knowledge, he says.

...
The problem here is that companies don't know how to measure productivity (how do you measure in an HR office for example?) and so they measure cost savings instead, says Knight. "This takes us into the toxic realm of the lean office, which is a scientific busted flush. Yet because lean and other management systems ostensibly save money they flourish. Yet they cost unmeasured millions."
According to Knight, these questionable practises require open-plan environments. " It's difficult, for instance, to impose teams and to monitor those teams in cellular space, so we bring down the walls with no usual reason beyond a heuristic one. Why don't we can the bunkum and snake oil and learn to measure productivity? Then we can see how much money can be made and how much happiness engendered."
It's a product of over a decade of research that happiness and productivity are joined at the statistical hip and travel in the same direction, says Knight. "So, if a company saves money with its open-plan offices, it needs to calculate how much these savings cost (for instance, I deny you a square metre of workspace saving the company £9,000 per annum, your output falls by £20,000 - or by nothing at all. The saving on its own is a hopelessly misleading statistic). Because if privacy affects performance what kind of a mug denies privacy?"
Open-plan offices receive a lot of flack - not all of which is deserved, says Knight. "Open-plan can provide collegiate, sociable and engaging spaces. Sadly it's also the perfect space for specious practices, excessive monitoring and corporate penny pinching."
FMs can help considerably depending on the authority they wield, Knight explains.
...
If people feel as though they're in goldfish bowls maybe screens would help, Knight suggests.


Dr Craig Knight, chartered ...

www.devono.com:9090 [cached]

Dr Craig Knight, chartered psychologist and director of Identity Realization (IDR), which uses psychology and science to create working spaces that quantifiably maximise productivity and wellbeing, cites British architect Frank Duffy's Orbit Study: Information Technology and Office Design as beginning the discussion on areas such as flexible workspaces when it was published in 1983.

...
Dr Knight contends that part of the problem stems from managers not understanding how to measure the impact of creating a more inspiring workplace on productivity. "The closest they can get is to look at cost-savings," he says.
...
Dr Knight has been involved in workplace research for more than 10 years, with IDR growing out of a PhD research group at the University of Exeter. Research results have consistently shown that the more control people are given over the layout and design of their workspaces, the happier, more motivated and productive they are. Two studies, one carried out at the university and another in commercial offices, saw participants undertake a series of tasks in a workspace that was either lean (bare and functional) or enriched (decorated with plants and pictures), empowered (where the individual was allowed to design the area) or disempowered (where the individual's design was redesigned by a manager). Those working in the enriched spaces were 17% more productive than those in lean spaces, but those sitting at empowered desks were almost one third (32%) more efficient. "This brings us back to the notion of identity realisation," explains Dr Knight. "The optimum space is one that reflects the identity of the people that work in that space." Give up control His message to managers is to "release authority" to employees to shape their own workspaces. This could be done by offering them a 'table d'hote' of options to design their space or some other form of enrichment that flies in the face of the lean approach that has dominated many workplaces for decades. Dr Knight contends that while it might be logical to think that an employee will work well in a lean space, if you look at it through anything other than a "management lens" such as a scientific, psychological or biological one, it doesn't. "If you put an ant in the equivalent of a lean jam jar or a monkey in a lean cage, they will become miserable and stressed," he says.
...
Dr Craig Knight, chartered psychologist and director of Identity Realization (IDR), which uses psychology and science to create working spaces that quantifiably maximise productivity and wellbeing, cites British architect Frank Duffy's Orbit Study: Information Technology and Office Design as beginning the discussion on areas such as flexible workspaces when it was published in 1983.
...
Dr Knight contends that part of the problem stems from managers not understanding how to measure the impact of creating a more inspiring workplace on productivity. "The closest they can get is to look at cost-savings," he says.
...
Dr Knight has been involved in workplace research for more than 10 years, with IDR growing out of a PhD research group at the University of Exeter. Research results have consistently shown that the more control people are given over the layout and design of their workspaces, the happier, more motivated and productive they are. Two studies, one carried out at the university and another in commercial offices, saw participants undertake a series of tasks in a workspace that was either lean (bare and functional) or enriched (decorated with plants and pictures), empowered (where the individual was allowed to design the area) or disempowered (where the individual's design was redesigned by a manager). Those working in the enriched spaces were 17% more productive than those in lean spaces, but those sitting at empowered desks were almost one third (32%) more efficient. "This brings us back to the notion of identity realisation," explains Dr Knight.
...
Dr Knight contends that while it might be logical to think that an employee will work well in a lean space, if you look at it through anything other than a "management lens" such as a scientific, psychological or biological one, it doesn't. "If you put an ant in the equivalent of a lean jam jar or a monkey in a lean cage, they will become miserable and stressed," he says.


Identity Realization - Contact

www.identityrealization.com [cached]

Dr. Craig Knight

Identity Realization Limited
South Devon House
Babbage Road
Totnes
TQ9 5JA
Mob: +44 (0)7847 717693
Tel: +44 1626 331 725

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