Today, we’re trapped in cubicles, but it wasn’t meant to turn out like this:
Robert Oppenheimer agonized over building the A-bomb. Alfred Nobel got queasy about creating dynamite. Robert Propst invented nothing so destructive. Yet before he died in 2000, he lamented his unwitting contribution to what he called ‘monolithic insanity.’Propst is the father of the cubicle.
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After years of prototyping and studying how people work, and vowing to improve on the open-bullpen office that dominated much of the 20th century, Propst designed a system he thought would increase productivity (hence the name Action Office). The young designer, who also worked on projects as varied as heart pumps and tree harvesters, theorized that productivity would rise if people could see more of their work spread out in front of them, not just stacked in an in-box.The new system included plenty of work surfaces and display shelves; partitions were a part of it, intended to provide privacy and places to pin up works in process. The Action Office even included varying desk levels to enable employees to work part of the time standing up, thereby encouraging blood flow and staving off exhaustion.
But inventions seldom obey the creator’s intent. “The Action Office wasn’t conceived to cram a lot of people into little space,” says Joe Schwartz, Herman Miller’s former marketing chief, who helped launch the system in 1968. “It was driven that way by economics.”
Economics was the one thing Propst had failed to take into account. But it was also what triggered the cubicle’s runaway success. Around the time the Action Office was born, a growing breed of white-collar workers, whose job titles fell between secretary and boss, was swelling the workforce. Also, real estate prices were rising, as was the cost of reconfiguring office buildings, making the physical office a drag on the corporate budget. Cubicles, or “systems furniture,” as they are euphemistically called, offered a cheaper alternative for redoing the floorplan.