Rooms with an impact: How office design influences work and health

The right interior design can reduce stress, improve health and transform working environments into real places of performance and inspiration. We spoke to architectural psychologist Katharina Kassner from Studio Katharina Kassner who researches how spaces influence people's behavior and explains why the right design acts as an architectural "vitamin booster".

Ms. Kassner, you work at the interface of architecture, psychology and design. What does the phrase "Form Follows Feelings" mean to you - and why is it so relevant in today's working world?

The Form Follows Feelings philosophy stems from my approach based on architectural psychology and neuroaesthetics. While "Form Follows Function" from the Bauhaus era focused on functionality, today - thanks to neuroscience, wearables and biofeedback - we have the opportunity to visualize direct physical reactions to spaces. We can measure when our pulse increases, our heart rate calms down or which areas of the brain are activated when we see, smell, hear, feel or move.

These reactions take place unconsciously in the limbic system - within milliseconds. Hormones such as cortisol, endorphins and oxytocin are released and influence whether we feel stressed, motivated, connected or inspired. Spaces therefore not only have a functional effect, but also an emotional, cognitive and social one. They influence concentration, creativity, productivity, health and a sense of community - far beyond personal taste or trends.

So my approach of Form Follows Feelings is based on a biological fact. We tend to see ourselves as thinking beings who can also feel - but biologically speaking, we are sentient beings who can also think.

From this we can conclude that architecture is a resonance system: we are in a constant non-verbal dialog with our built environment - between perception and impact. At the same time, we know that we spend around 90% of our time indoors, a significant proportion of it in the office. In view of these findings, it is not an option but a necessity to use the right design elements to develop places, cities and spaces that make us feel good and connected, strengthen our identity and promote concentration, creativity and health.

The wrong architectural stimulus can act like permanent stress. The right design, on the other hand, acts like an architectural "vitamin booster": preventative, invigorating, health-promoting.

Architecture thus becomes a strategic instrument that not only unleashes efficiency, but above all human potential.

The design of spaces influences the way we think, feel and act. In your opinion, what aspects of neuroarchitecture should companies and project developers consider at an early stage?

The first decisive factor is the timing. Neuroarchitectural aspects should already be taken into account in the so-called phase 0 - i.e. before walls have been built or electrical cables laid. As soon as the basic structures are fixed, there is usually only reactive design possible. However, the greatest leverage lies in early analysis, when it is still possible to think and plan strategically.

Doing is not just about form and color, but also about systemic, participative and value-based questions: Why do employees come to the office in the first place? What does the company need - not just on a functional level, but also on a cultural and emotional level? What message does it want to send? And how can spaces be designed in such a way that they offer orientation and identification not only to experts, but to all employees?

New narratives are needed here. The explanatory and organizational models of the past no longer fit our lives today. In a time of social upheaval, shifting values and digital dissolution of boundaries, we need places that not only reflect ways of working, but also enable future skills: creating meaning, promoting identity, enabling co-creation and social collaboration, strengthening self-efficacy. Today, the office is no longer primarily a workplace, but a place to meet, develop and focus. Architecture thus becomes a silent coach.

I am often asked: "Why should I still go to the office at all?" For many, the office feels too loud or too inflexible - small cubicle offices, open offices, little self-determination, hardly any room for personal rhythms. However, the more important question is: What does the office offer me that I don't have at home? The answer lies in the social and emotional qualities: real encounters, exchange, connection. Especially after the pandemic and in turbulent times, we realize how much we need community - not just functionally, but on a deeper level. A foosball table and colorful cushions are no longer enough. It's about meaning, belonging, identification with the company - and spaces that make this possible. Workspace design is developing strongly in the direction of "soft factors": community, atmosphere, emotional security. And this is precisely where architectural psychology comes into play.

From a scientific point of view, people's needs are non-negotiable - they are anchored in us biologically, psychologically and socially. Only their expression is individual. If they are not met in the long term, this manifests itself in irritability, restlessness, loss of control, declining commitment or withdrawal from social interactions. The difference between needs, wants and desires is often overlooked in practice, but it is crucial.

On this basis, room layouts can be developed that are filled with the right neuroarchitectural elements: Light, materiality, textures, shapes, colors and multisensory details. Such spaces promote concentration, creativity, identification and social interaction, they strengthen potential and at the same time contribute to burnout prevention - with noticeable effects on motivation, health and sick days.

‍Many projects are initially dominated by controlling: space, efficiency, budget. How do you still manage to design spaces that have an emotional impact and a healthy effect?

Thank you for this question - it is crucial. Because design and controlling are not mutually exclusive, they are mutually dependent.

Architectural design is not just an add-on to reflect the corporate identity. Spaces are stimuli: our human reactions to design are key indicators for the success or failure of architecture. It is important to understand who we are designing for and which elements promote which states of stimulation.

Design does not necessarily have to be more expensive. A bucket of paint costs a similar amount - the decisive factor is which color is chosen. Luminaires also cost a similar amount, but arranged differently they can promote concentration or support calm. Using this knowledge in a targeted way is the difference between purely decorative design and effective architecture.

Of course, there are elements that have hardly been considered in classic office spaces to date. But this is precisely where the economic added value becomes apparent: spaces that are optimized in terms of architectural psychology achieve a higher return in the long term. This means that the return on investment for these spaces is higher than for spaces designed using conventional measures. Why? Because such environments reduce sick days - people feel significantly less stress there, while motivation, performance and satisfaction increase. This has a direct impact on overall economic performance. In addition, employees stay longer if they are satisfied, feel involved and identify with the company. This reduces staff turnover, shortens induction phases - and therefore saves noticeable costs.

In the end, the question is not whether you can "afford" architectural psychology advice - but whether you can afford to do without it. Good advice means real added value - both in human and economic terms.

You also design office spaces. What do the latest findings in neuroaesthetics tell us about the effect of space, light, materials and shapes - particularly with regard to concentration, creativity and well-being in the workplace?

Everything has an effect - we should keep reminding ourselves of this. Spaces are part of permanent non-verbal communication. At the same time, our evolutionary imprint still controls our experience and our needs today.

An example from the lives of our ancestors: We associate trees with protection, wide views helped us to recognize dangers early on, water stood for the basis of life. And as herd animals, we still seek social closeness and interaction today. These associations are anchored in our DNA and speak to our deep primal trust. That is why we have to design according to the logic of nature, among other things.

People need spaces that are legible and coherent. When we understand our surroundings, we feel secure. This reduces stress, strengthens concentration and makes us feel more relaxed. At the same time, we need complexity - it invigorates our minds. A variety of shapes, materials or details gives us stimuli, counteracts monotony, stimulates our brain activity and prevents fatigue. And this is exactly where biophilic design comes into play: just 40 seconds of looking at greenery has been proven to increase concentration and reduce error rates. Natural stimuli such as plants or daylight activate the parasympathetic nervous system, lower stress hormones and promote regeneration. A good indoor climate and fresh air also strengthen the immune system, reduce sick days and increase performance. So rooms don't end at the outside wall - the outside space should also be considered, and at the same time nature can be brought indoors.

The right interplay of elements such as light, textures and colors creates different states of stimulation - from concentration to creativity to relaxation. This is exactly where neuroaesthetics comes in: I combine evidence-based findings with an explorative, creative dimension.

You just mentioned that, as herd animals, we need social closeness and group dynamics. group dynamics. If you could completely rethink the traditional office with a focus on collaboration - what would you do away with first and what would you definitely introduce?

The first thing I would do away with are rigid floor plans with endless rows of uniform workstations and rigid meeting rooms. They suggest control and efficiency - but block dynamism and prevent exactly what collaboration needs: resonance and lively interaction.

In contrast, I would build in spaces that activate our social brain: open visual references, places for spontaneous encounters, but also niches for retreat. Collaboration arises from an interplay - between proximity and distance, focus and exchange. Architecture can promote these rhythms if it is cleverly designed.

True collaboration does not come about by simply putting people together. It arises when spaces enable trust, curiosity and creative tension - like in nature, where many individual parts suddenly become something bigger and more intelligent. This is exactly what the office of tomorrow should achieve.

If you could give decision-makers in real estate development, planning or project management one piece of advice, what would it be?

Design in architecture is a non-verbal leadership tool - those who lead should know how space works. This is not just a quality requirement, but a social responsibility. And to achieve this, we urgently need to move away from classic silo thinking. Because, as in agriculture, monocultures do not create living systems. Truly nourishing, supportive environments can only be created through the interaction of different disciplines and perspectives.

Imagine this: A zoo is planned without zoologists. Unimaginable. Yet we still build cities and places for people without including psychology and human sciences. That is an absurdity.

Other industries have long since moved on from this. Advertising, marketing and the automotive industry have been working with emotional-based design for decades. Harvard Business School has dedicated its own book series to the topic since 2016 - now 28 volumes on empathy, resilience and happiness. Steve Jobs consulted neuroscientists back in the 1970s to tailor products and advertising to the human experience. The iPhone is a prime example of emotional design - its success speaks for itself. And today, even car seats are developed in such a way that they convey a feeling of security - almost like a hug. This feeling releases oxytocin, our bonding hormone, which strengthens trust and brand loyalty.

The once "soft" factors have long been state of the art for major business players. Architecture, however, has so far been slow to exploit this potential - mostly in marketing or sales areas, rarely where it would actually be decisive: in working, learning, getting healthy, living. Yet this is precisely where the leverage for focus, productivity, satisfaction, purpose, health and employee identification lies.

The ROI is clear: spaces that build on psychological and neuroaesthetic insights are measurably more successful. So the question remains: do decision-makers want to be part of the early adopters - or end up being laggards?

The field of neuroaesthetics in architecture is new, exciting - but also complex. How can planners approach this topic and integrate this knowledge into their work in a meaningful way?

Neuroaesthetics in architecture is a fascinating field - but there is no blueprint for simply selecting colors, shapes or materials and automatically creating good spaces. Reading a book or an AI chat is not enough. It takes time, curiosity and a well-founded debate - ideally in an interplay of theory, practice and interdisciplinary exchange.

I found my own approach through a study program in architectural psychology, supplemented by international research workshops, lectures at Harvard and continuous exchange with leading voices in the field. I have consistently applied this knowledge to architectural issues - this is precisely where the difference lies: findings from neuroaesthetics must be translated into design processes, choice of materials, spatial composition and the concrete user experience.

When customers understand that evidence-based design not only means aesthetic quality, but also has very real effects - on health, concentration, social interaction, safety or economic factors - it often creates a real "aha" moment. In the world of work, this is reflected in less stress and sick days, lower staff turnover and higher motivation and resilience.

That is why it is not worth going down this path alone. Workshops or consultations with experienced support help to apply the knowledge in a targeted and practical way. Architectural psychology consulting is not a trend - it is a USP for companies that have understood that spaces are resonance systems and an investment in the potential of their employees.

About Katharina Kassner: 

Katharina Kassner is an architectural designer, architectural psychology consultant and lecturer - and with her studio is shaping a field of applied architectural psychology and neuroaesthetics that is unique in Germany. At the interface of design, research and cultural change, she develops context-specific architectural concepts that unleash potential and enable sustainable transformation.

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