A growing body of scientific research shows that traditional open-plan offices lead to an increase in bullying behaviour in the workplace and a sharp decline in productivity. Where these open office spaces were once introduced to boost collaboration and cut costs, in practice they appear to produce the opposite effect. Recent studies from institutions including Linköping University and Harvard Business School reveal worrying figures that are forcing organisations to reconsider their office strategy.

The open-office paradox: less collaboration, more stress

The idea behind open-plan offices sounded logical: by removing physical barriers, employees would interact more with one another, leading to better collaboration and innovation. Tech giants such as Google and Facebook presented their open office spaces as an essential part of their creative success. This vision was adopted worldwide, and many organisations switched en masse to open-plan concepts.

However, research by Harvard Business School involving two Fortune 500 companies that transitioned to fully open offices shows that face-to-face interactions decreased by around 70% after the switch. Instead of collaborating more, employees actually withdrew. Email traffic rose by 56%, employees received 20% more emails and were cc'd on 41% more emails. Use of chat messages increased by 67%.

This paradoxical decline in personal contact stems from what researchers call “surveillance stress”. When people are constantly visible to colleagues and managers, they experience heightened self-consciousness and less psychological privacy. Employees become reluctant to have informal conversations, hesitant to share half-formed ideas, and less likely to ask for help with difficult problems when others can overhear.

Alarming research: 30% more bullying in open-plan offices

One of the most concerning findings comes from research by Linköping University in Sweden. The study, published in the journal Occupational Health Science and based on surveys of more than 3,300 Swedish employees, shows a clear link between office layout and the risk of bullying. Among employees in traditional open-plan offices without access to private spaces, bullying occurred significantly more often than among employees in private offices or shared offices with just a few colleagues.

The research controlled for factors such as personality, the extent of working from home and other individual characteristics. Even so, the increased risk of bullying remained statistically significant. This indicates that the problem cannot be explained by personal differences, but is linked to the work environment itself.

In traditional open-plan offices, employees constantly see and hear their colleagues: their work patterns, communication and habits. This constant, involuntary exposure increases the chance of irritation. When a colleague talks loudly, types hard or takes frequent breaks, such behaviour stands out far more in an open space than in a private office. What would go unnoticed elsewhere can become a source of annoyance here.

Productivity loss from constant distraction

The relationship between office layout and productivity has been extensively studied. A study in the journal Ergonomics involving 88 employees found that 99% said their concentration was disrupted by office noise. Ringing phones at empty desks and colleagues talking in the background were cited as the most disruptive sources of noise.

The loss of concentration caused by noise is linked to what researchers call the “orientation response”: an automatic reaction of the brain to unexpected stimuli. When a colleague starts talking or a phone rings, attention unconsciously shifts towards the source of the sound. That costs mental energy that is no longer available for work.

Research from Australia showed that after just eight minutes in an open office environment, employees' negative mood increased by 25% and their stress levels, measured via sweat response, rose by 34%. A study of 2,403 employees in Denmark found that sick leave is linked to office type: employees in open spaces took 62% more sick days than colleagues with a private office. An analysis by Rivier University estimated that productivity in open offices is around 66% lower than in private offices.

Noise standards are being structurally exceeded

Dutch workplace guidelines, NPR 3438, set noise levels based on the type of work being done. For tasks that require a lot of concentration, such as design, policy work, strategic planning and teaching, a recommended background level of no more than 35 decibels applies, with an absolute maximum of 45 decibels. In many open-plan offices, however, noise levels range between 55 and 65 decibels or higher. That's well above what is desirable for focused work.

Human speech in particular is disruptive, even when the noise level is comparable to other sources. This is because the brain is strongly tuned to language. As soon as we hear voices, we automatically start listening and processing. That distracts from other tasks.

In addition, the noises in open-plan offices are often unpredictable. A constant hum from air conditioning can fade into the background over time. But varying and unexpected sounds, such as conversations or ringing phones, keep drawing attention. As a result, the brain stays in a state of heightened alertness.

Health consequences: burnout and chronic stress

Dutch research involving more than 90 occupational health physicians shows that around 80% report that patients experience stress in open office environments. Around 60% report headache complaints, and more than a third see burnout-related symptoms as a result of working in open-plan offices. Many occupational health physicians conclude that the open office, intended to boost collaboration and efficiency, is actually contributing to health complaints.

Prolonged exposure to noise and stimuli continuously activates the body's stress system. Stress hormones such as cortisol and adrenaline remain elevated. When this continues for months or years, it can lower resistance, disrupt sleep and raise blood pressure.

Eighty percent of the occupational health physicians surveyed believe sick leave would decrease if fewer people worked in a single space. Sixty percent believe open-plan offices would be better replaced by other layouts. This shows how critical occupational health professionals are of traditional open-plan offices.

Vulnerable groups experience additional disadvantages

While the negative effects of open-plan offices affect many employees, some groups are hit harder than others. Introverted people, employees with high sensitivity to stimuli, neurodivergent employees and women more often report increased stress and lower productivity in open office environments.

Introverted people generally have a lower tolerance for constant stimuli. In an environment with continuous noise and social interaction, they become overloaded more quickly. This can lead to reduced concentration and more stress.

Research also shows that women more often experience emotional exhaustion in open offices with little privacy. A study of 4,352 employees found that a lack of privacy was more strongly linked to exhaustion among women than among men.

Hidden costs outweigh real estate savings

For a long time, the main argument for open-plan offices was cost savings: more employees on fewer square metres. From that perspective, it seemed financially attractive. But this calculation didn't account for indirect costs.

One significant consequence is higher staff turnover. Employees in open-plan offices more often report dissatisfaction and are more likely to say they want to leave than employees with more quiet and privacy. Recruiting and onboarding new staff comes with substantial costs.

These costs consist of recruitment, selection, onboarding time and productivity loss during the transition. Depending on the role, replacement costs can range from 50% to 200% of annual salary. For a mid-level employee, that can quickly add up to between 50,000 and 100,000 euros.

Activity-based working as an alternative

As an alternative, more and more organisations are opting for activity-based working. This divides the office into different zones, tailored to the type of work. Instead of fixed desks in one open space, there might be quiet workstations for focused work, collaboration areas for meetings, meeting rooms, informal gathering spots and phone booths for private calls.

Dutch research into organisations working this way shows that almost 70% of participants experience higher productivity. Two-thirds find the work more stimulating, and more than 60% feel more energetic. In addition, 81% say mobility and flexibility are better supported, while 98% are satisfied with the freedom to choose their own workspace.

This way of working aligns better with differences in tasks and working styles. Quiet zones offer calm for focused work, while collaboration areas make meeting and discussion possible without disturbing others.

Implementation requires a careful approach

Organisations switching to a different office layout would do well to approach this as a change process. That requires careful preparation, involving employees, and testing new ways of working before anything is rolled out permanently.

One example is the pharmaceutical company GlaxoSmithKline. There, a pilot space was set up first, where different teams worked temporarily. Based on experiences and measurable results, adjustments were made to lighting, temperature, acoustics and ergonomics, among other things, before the concept was rolled out more widely.

The growing body of research into office design, bullying, productivity and wellbeing leads to a clear conclusion. Traditional open-plan offices without sufficient privacy and quiet workspaces carry demonstrable risks. Organisations that choose a well-considered layout, with attention to both quiet and collaboration, create a healthier working environment. That's better not just for employees, but also for the organisation's performance and continuity.