Enhancing knowledge workers’ well-Being and productivity: a mindful co-working design approach

Gruppe. Interaktion. Organisation. Zeitschrift für angewandte Organisationspsychologie https://doi.org/10.1007/s11612-025-00802-7 HAUPTBEITRÄGE – THEMENTEIL Enhancing knowledge workers’ well-Being and productivity: a mindful co-working design approach Dandan Pang1,3 · Marianne van Woerkom2 Accepted: 17 February 2025 © The Author(s) 2025 Abstract Knowledge workers, whose optimal performance necessitates periods of deep, uninterrupted focus, are confronted with significant challenges in today’s work environment. Their roles demand not only uninterrupted focus but also active collaboration and communication with their peers, often through the very digital tools that disrupt their focus. Drawing on Self-Determination Theory, we propose Mindful Co-Working Design (MCD) as an innovative intervention that integrates mindfulness into co-working spaces, along with a set of individual strategies (i.e., managing interruptions, taking regular breaks, and goal setting), to mitigate the negative impacts of these challenges. This study evaluated the feasibility and effectiveness of MCD using mixed methods, including quantitative online surveys and qualitative experience reports, with 91 participants (part-time students working alongside their studies) in teams of two to five, randomly assigned to either a mindful co-working condition (n = 44) or a co-working only condition (n = 47). Quantitative results indicated significant improvements in job satisfaction and positive affect, alongside reductions in negative affect and perceived stress in both conditions. Interestingly, while no significant differences emerged between conditions for positive outcomes, the MCD condition was more effective in reducing negative outcomes. Qualitative findings, based on inductive coding of 40 experience reports, further supported these results. Participants reported that MCD diminished stress, enhanced well-being, improved concentration and goal accomplishment, and promoted respectful interactions. These findings highlight the value of MCD in addressing the dual demands of deep work and collaboration, offering actionable strategies for organizations aiming to support the well-being and productivity of knowledge workers. Keywords Knowledge Workers · Work Design · Mindfulness · Co-Working · Well-being · Productivity Knowledge workers are employed because of their knowledge of a subject matter, rather than their ability to perform manual labor (Serrat 2017). They are characterized by their high levels of expertise, education, skills, or experience (Serrat 2017; Weekes and Eskridge 2020) and the use of information technology as an integral part of their work process (Pyöriä 2005, 2006), which enables them to perform cognitively demanding tasks. Unlike other occupational groups, knowledge workers’ productivity hinges on sustained focus, creativity, and effective decision-making,  Dandan Pang 1 Institute for New Work, Business School, Bern University of Applied Sciences, Bern, Switzerland 2 Department of Human Resource Studies, Tilburg University, Tilburg, The Netherlands 3 Brückenstrasse 73, 3005 Bern, Switzerland often requiring extended periods of deep work—intense, uninterrupted engagement with cognitively challenging tasks (Newport 2016). However, these complex tasks are usually not individual; instead, they are typically performed in collaboration with others in teams or networks (Pyöriä 2005, 2006). This paradoxical demand—to maintain an intense focus on complex tasks while actively collaborating and communicating with peers—places knowledge workers at a challenging crossroad. The contemporary work environment, transformed by the accelerated digitalization since the COVID-19 pandemic (Kniffin et al. 2020; Kuzior et al. 2022), exacerbates this paradoxical demand. Ubiquitous connectivity through digital communication tools such as email, mobile phones, and platforms like Zoom or Microsoft Teams has fostered an “always-online” culture, often resulting in unrealistic performance expectations (Perlow 2012). This “always-on” culture is perpetuated by a “cycle of responsiveness” where teammates, superiors, and subordinates continue to make K D. Pang, M. van Woerkom more requests, and conscientious employees feel compelled to respond to these increases in demands, while the expectations of each other continue to rise (Perlow 2012). Over time, these dynamics amplify stress, anger, overload, exhaustion, and the risk of burnout (Barley et al. 2011; Butts et al. 2015; Chesley 2014; Maier et al. 2015). While these challenges are not exclusive to knowledge workers, balancing the need for collaboration and communication with the ability to engage in uninterrupted deep work makes knowledge workers’ work design particularly vulnerable to disruption. The constant influx of new information and coworker interruptions hinder the ability to maintain concentration. On average, knowledge workers experience around 13 interruptions a day, each lasting 15–20 min (Züger et al. 2019), leading to significant work fragmentation and economic consequences (Spira and Feintuch 2005). Furthermore, the growing shift toward hybrid and shared office spaces (Clifton et al. 2022; Gandini 2015) introduces new dynamics that can either enhance or hinder productivity, depending on how these environments are designed. Effective co-working design must balance the competing demands of individual deep work and collaboration, offering solutions that support both focus and connectivity. Several strategies have been proposed to address these challenges, including reducing interruptions (Züger et al. 2019), implementing goal-setting practices (i.e., identify one’s goals and potential obstacles they may encounter, Rogers et al. 2015), and encouraging regular breaks (i.e., take a 5–15 min break to promote sustained concentration and stave off mental fatigue, Lyubykh et al. 2022). These strategies can be understood through the lens of the SelfDetermination Theory (SDT; Ryan and Deci 2002, 2017), emphasizing how meeting the basic psychological needs for autonomy, competence, and relatedness fosters intrinsic motivation and well-being. For example, goal setting satisfies the need for autonomy by enabling individuals to set goals that best suit their individual preferences and rhythms. It also enhances competence by providing a structured path for mastery. However, these strategies often operate in isolation, failing to account for the synergistic potential of an integrated method. For example, the Pomodoro Technique (Cirillo 2018) combines two key elements—focused work intervals and scheduled breaks—into a cohesive strategy that has gained popularity among professionals for enhancing productivity. Yet, such integrated approaches remain rare, and knowledge workers are seldom taught systematic strategies for managing interruptions and maintaining focus in increasingly demanding work environments. Without such training, workers often lack the (...truncated)