The behavioural science of workplace choice: A framework for understanding and influencing space utilisation
Abstract
Traditional corporate real estate planning focuses on space supply — square footage, ratios and amenities — yet consistently fails to predict actual utilisation patterns. Organisations invest millions in workspace transformations only to find employees avoiding new collaborative areas or hoarding desks in flexible environments. This mismatch stems from overlooking the behavioural and psychological factors that drive space choices. This paper presents a framework connecting behavioural science to workspace design and utilisation, synthesising research from psychology, decision-making theory and workplace studies with practical implementation methods. The framework identifies five factors of space attraction: task-space alignment, psychological needs (autonomy, competence, connection), individual differences, social factors and environmental quality. Analysis reveals systematic decision heuristics that shape space choices: availability bias leads people to default to familiar settings; social proof creates self-fulfilling occupancy patterns; loss aversion drives desk territoriality in shared environments; information overload produces decision paralysis; and satisficing results in suboptimal selections. Four choice architecture principles address these patterns: simplifying space options to four to six clear categories reduces cognitive load; designing default choices to align with optimal outcomes; providing context-appropriate information at decision points; and establishing continuous measurement and adaptation cycles. Organisations can implement these principles through systematic behavioural diagnosis, targeted interventions matched to specific failure modes, controlled pilots with clear success metrics, and scaled rollout that preserves underlying principles while adapting to local contexts. This behavioural approach shifts corporate real estate from supply-focused planning to demand-focused design, improving space utilisation, employee experience, and return on real estate investment. This article is also included in The Business & Management Collection which can be accessed at https://hstalks.com/business/.
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Author's Biography
Zoe Chen is the Director of Consulting Practices (North America) at Veldhoen + Company, a leading firm specialising in optimising organisational performance through activity-based working. With a background in industrial/organisational psychology and endless curiosity about people, she has spent over a decade studying and applying behavioural sciences in the workplace. She is fascinated by what influences people’s decision-making processes and what drives people’s behaviours in social contexts. She has worked with leaders at Merck/MSD, Novartis, Sun Life, PwC, Atlassian, NXP, Volvo and Schneider Electric to develop ways of working strategies that prioritise employees’ choice and flexibility while remaining aligned with organisational business objectives and integrated across HR, real estate and technology.
Astrid Tran is an organisational change leader with a passion for shaping future-ready workplaces. With a career spanning financial services, technology and the public sector, she has spearheaded enterprise-wide transformations that reimagine how people work; bridging hybrid models, evolving cultures and integrating cutting-edge technologies. Holding a double degree in entrepreneurship & strategy and marketing management, along with certifications in change management (APMG, Prosci), Astrid blends strategic insight with a results-driven approach to business transformation. In her current role at Sun Life, Astrid leads the Workplace Change Program within the Corporate Real Estate Division, where she brings together space, technology and culture to cultivate environments that empower people to thrive. Her work reflects a deep commitment to guiding organisations through change with clarity, compassion and bold imagination.
