If I'd written this book two years earlier, this chapter would have been very different. In fact, it might not have been here at all. Workspace wasn't in the early versions of the Bridge™ model; it came as a late, but important, addition to the party.
My initial lack of enthusiasm for this element was caused by my own misunderstanding. First, I thought of it as workplace, thinking primarily about the physical environment, which invoked thoughts of the lavish workplaces of wealthy companies. I thought they might have a role in recruitment—who doesn't want to work in a cool office?—but I didn't really see the role in longer‐term employee engagement.
Things became clearer when I started to understand workspace as a broader concept: virtual, physical and the wider work environment, ...