Hybrid Work For Three Generations: A Case Study on Communication in an A&D Firm

As the hybrid work model evolves, architecture and design firms are experiencing the benefits and challenges of this way of working. This case study examines designers’ perceptions of collaborating on projects in a hybrid workplace across three generational cohorts: Baby Boomers, Generation Xers, and Millennials. Semi-structured interviews were conducted with forty-five practitioners on team projects who were operating under hybrid work conditions. Data collection for healthcare and workplace design projects was conducted across two firm offices. Since no major differences emerged between the offices and project sectors, the information was consolidated into a single data set. Findings revealed advantages of hybrid collaboration (i.e., autonomy, agility, adaptability, balancing , and bolstering ) and challenges (i.e., complicating, constraining, dividing, disengaging , and depriving ) in terms of resources/tools.

A work hybrid model appeared to be generally accepted across generational cohorts, with a few exceptions. In early design phases, many practitioners preferred face-to-face collaboration to facilitate creative ideation, while team members generally pivoted to working individually during mid-to-late design phases when working remotely. Across cohorts, teams found ways to make hybrid work. Practitioners reported adapting to project demands and colleagues’ preferences. Our results informed a “ Design Practice ABCDs Hybrid Work Model ,” which captures the promise and perils of hybrid work in design practice, requiring proactive project management and a careful balance of generational and individual preferences, while placing a premium on design excellence. The hybrid work model appears effective in multidisciplinary design practice, offering an alternative to traditional in-office work with benefits for designers and the industry.