Ruud, I guess I was too fast with the ‘recommendations’ :) What I meant in this case is ‘a team room as a main coordination mechanism for the team’, rather than team room per se. When people travel a lot it makes sense to create as many opportunities as possible for them to meet f2f, so team room might make a lot of sense. That’s said, I also think that your case is a bit of a luxury, since many organisations would rather create flex rooms for mobile professionals, than have team rooms where half of the places would be empty because people are travelling. There should be some sweet spot in between.

Richard, right – personal compatibilities and ability to develop shared practices (e.g. around interruptions) are important for a successful teamroom.

Sharing a working space implies a flow of energies and disruptions, one must accept or recognize that fact. Even if everyone shut up when another one is on the phone, or if someone asks for silence for a length of time. Respect is key to kingdom. Having a private space for some duties as well.

At the agency, the shared room was a mess (I won’t name it even if Martin have worked there I think ;- ), while at the Aquarium, it was really great and stimulating. I don’t think that everyone likes the energy of a shared room. But I do think that similar tasks, creation for instance, raise the acceptance of the flow of energies that come with a sharing workspace.