How did we get to RBW?
Already in 1983, the American architect Robert Luchetti defined the concept of Office as a series of activity settings, i.e. Office as a place where various work activities take place.
More than a decade later, Erik Veldhoen, a Dutch consultant and author of The Demise of the Office, coined the term Activity Based Working (ABW).
Since then, most workplace consultants and designers consider his ABW to be the foundation of a well-designed office and a well-functioning work environment.
While ABW is still relevant, companies have been going back to the basics of human functioning and interpersonal relationships for the past few years to create a quality work environment. This is where relationship-based work (RBW) comes in.
What are the main pillars of relationship-based work?
- Trust and psychological safety. People are not afraid to express their opinions, to ask questions and admit mistakes. Managers create an environment where employees feel supported and valued.
- Empathy and individual approach. Companies promote emotional intelligence and active listening. Colleagues try to understand and respect each other’s differences.
- Cooperation and sharing of know-how. Teamwork is based on authentic communication. Companies support training, mentoring or coaching.
- Authenticity and human approach. Managers are not only authorities, but also partners and supporters. Employees feel respected not only as workers, but as people with their own values and needs.
In an era of hybrid work, rapid change and digitalization, RBW is crucial for the long-term success of companies. Companies that understand that quality working relationships are a strategic advantage can operate better in hybrid settings. So let’s think: what kind of relationships do we have in the workplace? And what can we do to ensure that our work environment is not only effective but also human?
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