The 7P model
Developed by Professor Nick Nunnington, co-founder and advisor. It structures a workplace question across seven dimensions so that a conversation about desks does not quietly become a conversation about only desks.
Ainda não disponível neste idiomaEstá a ler a versão inglesa enquanto a tradução é revista.
Method
Three instruments, each with a job and a boundary
Workplace software tends to describe its method as proprietary. Ours is not: these are published instruments with published limitations, which is what makes it possible for someone to disagree with a result on the method rather than on the vendor.
Hero illustration — ourScience
Where each instrument comes from
Named, published and examinable. The limits are the published ones, not ours.
| Instrument | Originator | What we use it for | Documented limit |
|---|---|---|---|
| The 7 Workplace Principles (7P) | Professor Nick Nunnington, co-founder and advisor to Workplaced | Structuring what a workplace has to support, per activity | A framework, not a measurement: it organises the questions rather than answering them |
| Competing Values Framework | Quinn and Cameron | Cultural orientation, and the gap between stated and lived | Self-reported and organisation-level; it does not diagnose an individual |
| Big Five, via TIPI | Costa and McCrae; TIPI by Gosling, Rentfrow and Swann (2003) | Working-condition preferences, returned to the individual in Entry Pass | The ten-item form trades precision for completion rate: pattern, never placement |
None of the three measures productivity, and we do not claim they do.
What these instruments do not do
None of them measures productivity. Productivity has too many inputs to attribute to a building, and a workplace claim built on it does not survive scrutiny. What is measurable is enablement: how much the workplace helps or hinders the work. It is a narrower claim, and it holds.
None of them measures an individual for the organisation. Personality instruments are used to explain patterns at team level and, in Entry Pass, to give one person guidance about themselves. There is no view in which a manager sees an employee's profile.
The instruments
Competing Values Framework
Quinn and Cameron's model of organisational culture, used to see where the workplace supports the culture an organisation has and where it works against it. Its value here is comparative, not diagnostic.
Big Five via TIPI
The Ten-Item Personality Inventory, a short validated measure of the five-factor model. Chosen because it is brief enough that people finish it and validated enough that the result means something. Reported as a pattern, never as a person.
Where the data comes from
The benchmark dataset behind the models has been built since 2001 within RRIS, and its activities moved to Workplaced in 2024. Twenty-five years of occupancy measurement across the Netherlands and Belgium, with the Dutch central government as the largest single client.
That provenance is the reason a benchmark figure on this platform can be questioned in a specific way (you can ask which buildings, which years, which method) rather than being a number with no history.
Argue with the method, not with us
If a result does not match what you see in the building, that is a conversation about instruments and sample. Bring it — it is the conversation we are set up for.