Why spaces influence our behaviour: Architectural psychology in the office
When Steve Jobs was planning the new Pixar building, he made a decision that initially left employees scratching their heads: there would be only one set of toilets, located centrally in the large atrium in the middle of the building. Animators, technicians, and management—everyone would inevitably cross paths on their way there. What seemed like a hassle was actually deliberate behavioural engineering: Jobs wanted to force the chance encounters that experience had shown lead to the best ideas.
No one had to be told to talk to other departments more.
The space took care of that all on its own.
We observe this exact principle in offices every day, just more subtly. The space we move through is constantly giving us cues: How loud can I be here? Should I just sit down, or is that "their" spot? Should I stay at my desk, or go somewhere else to talk? We read these signals without even realising it and adjust our behaviour accordingly.
Why we behave differently as soon as we enter a room
In architectural psychology, there is a concept for this that is older and more robust than most "New Work" trends: the behaviour setting theory developed by psychologist Roger Barker.
His core thesis: human behaviour is shaped more by the environment than by individual personality. A library "behaves" like a library, no matter who walks in. A football stadium "behaves" like a football stadium, no matter which team is playing. The space itself carries an implicit script that most people follow automatically.
For companies, this is an uncomfortable but very useful insight: if employees aren't behaving the way the company wants (more collaboration, more initiative, more focus), it is rarely due to a lack of motivation.
It is often because the space is dictating a different script.
2 principles: How architecture guides our behaviour
1. Behaviour settings – the space writes the script
An open-plan office without recognisable zones sends a contradictory script: is this a place for making phone calls or for focused work? Since the space provides no clear answer, each person decides individually, and the result is a clash of incompatible behaviours in the same room. Clearly defined behaviour settings—such as in a multi-space office that uses furniture, acoustics, and lighting to designate specific zones and quiet areas—solve this problem.
Everyone is familiar with the oldest and clearest example of a behaviour setting: a church. High ceilings, dimmed lighting, narrow rows of pews all facing the altar—none of this is accidental. Without a word, the architecture tells us: speak softly here, look forward, and behave reverently. No house rules or posted signs are necessary; the script is embedded in the space itself. This exact principle can be applied to offices: spaces that send clear signals don't need rules because they structurally anticipate the desired behaviour.
2. Circulation & Sightlines – how movement creates connection
In the 1950s, social psychologist Leon Festinger studied how friendships formed in an American student housing complex. His findings were clear: it wasn't shared interests that determined closeness, but the location of stairwells and mailboxes. People who crossed paths more often by chance were more likely to become friends. This principle of "functional distance" applies just as much to the office, as the Pixar example shows. Where paths cross—at the coffee station, the printer, or on the way to the toilet—informal encounters occur, which are the seeds of genuine collaboration. When you intentionally place kitchenettes and meeting rooms so that people from different teams inevitably run into each other, you aren't just planning architecture; you are planning behaviour.
From theory to practice: behaviour can be planned if you measure it
These two principles show that office behaviour is neither a coincidence nor purely a matter of corporate culture. To a large extent, it is the result of decisions made long ago, often by people who never spoke to the actual users of the space.
At wow tomorrow, we don't rely on assumptions; we rely on data. Before we plan zones, circulation, or furniture, we analyse the actual behaviour of the staff in the existing space: which areas are avoided, which are overcrowded, and where are the right behaviour settings missing? Only when we understand the behaviour that the current space actually produces do we design a space that fosters the desired behaviour instead of leaving it to chance.
Frequently asked questions about architectural psychology in the office
What is meant by a "behaviour setting"?
A behaviour setting is a spatially and temporally defined environment that triggers a specific, relatively stable pattern of behaviour, regardless of the individuals currently within it. The concept was developed by psychologist Roger Barker and is a cornerstone of modern architectural psychology.
Why is a church a classic example of a behaviour setting?
Because its architecture—high ceilings, dimmed lighting, and rows of pews facing the altar—compels specific behaviour: speaking softly, looking forward, and acting reverently. This works regardless of who enters the space and requires no explicit rules. This exact principle can be purposefully applied to office spaces.
How quickly does a change in space affect employee behaviour?
Unlike cultural change, which often takes months or years, spatial change frequently has an immediate effect. Because behaviour settings are perceived subconsciously, people usually adapt their behaviour to a new environment within a few days, without any need for communication or training.
How can you purposefully foster interaction and collaboration in the office?
By intentionally planning pathways so that different teams inevitably cross paths, for example at centrally located kitchens, staircases, or printer stations. This "functional proximity" is proven to increase the likelihood of informal, productive encounters.