On a personal level, the "Trap" in the title immediately spoke to me.
The increased stress and decreased effectiveness can turn into a downward spiral.
You owe it to yourself to get out, before the damage accumulates and accelerates.
Find somewhere better. Make and leave to your competition the "open office". Turn a better workspace into a competitive advantage. "Open space" proponents deserve to suffer the consequences of said promotion.
And if an "open space" proponent seeks to joint your organization, mount a critical opposition. If they are taken on nonetheless or are already present, and they demonstrate significant influence on this topic, it may well be time to start looking to moving on. [1]
This all may sound terribly prescriptive and perhaps an over-reaction. But, again personally, I observed first-hand a large development shop within a corporation moved from offices to a horrible version of open space. Effectiveness and job satisfaction suffered significantly while stress levels rose in similar degree.
Attitudes went from "I'm lucky to work here" to "I'm looking for an exit." (In daydreams, certainly; actual action varied, but several top-flight people were gone within a year or two, and many long-term, heavily invested employees seemed to convey an increasing sense of feeling trapped).
----
[1] I hold this attitude also towards erstwhile proponents. Some people push whatever is the current trend in management. I'm decreasingly willing to forgive them for the damage they cause along the way, especially when it is done without any critical thinking and real care and attention on their part.
The increased stress and decreased effectiveness can turn into a downward spiral.
You owe it to yourself to get out, before the damage accumulates and accelerates.
Find somewhere better. Make and leave to your competition the "open office". Turn a better workspace into a competitive advantage. "Open space" proponents deserve to suffer the consequences of said promotion.
And if an "open space" proponent seeks to joint your organization, mount a critical opposition. If they are taken on nonetheless or are already present, and they demonstrate significant influence on this topic, it may well be time to start looking to moving on. [1]
This all may sound terribly prescriptive and perhaps an over-reaction. But, again personally, I observed first-hand a large development shop within a corporation moved from offices to a horrible version of open space. Effectiveness and job satisfaction suffered significantly while stress levels rose in similar degree.
Attitudes went from "I'm lucky to work here" to "I'm looking for an exit." (In daydreams, certainly; actual action varied, but several top-flight people were gone within a year or two, and many long-term, heavily invested employees seemed to convey an increasing sense of feeling trapped).
----
[1] I hold this attitude also towards erstwhile proponents. Some people push whatever is the current trend in management. I'm decreasingly willing to forgive them for the damage they cause along the way, especially when it is done without any critical thinking and real care and attention on their part.