For my part, I wouldn't necessarily disagree with the article (and I would need to read through the whole paper to know for sure), but I agree that most teams p

For my part, I wouldn't necessarily disagree with the article (and I would need to read through the whole paper to know for sure), but I agree that most teams probably don't function well with open concept offices, but imo that's likely a function of how (in my experience), lower-functioning teams are probably made worse by unfocused background conversation. Again, my sampling is based on the good fortune of working on really good, highly talented and focused teams. It's not perfect and certainly after months and years on the same team, you can lose perspective and think some things are worse (or better) than they really are. But I've been on really disfunctional teams as well, and some teams that I'd say were "in between". For those latter teams, I wouldn't recommend open-plan. To me, open plan is a high-risk, high reward proposition that takes commitment from the top down to make work over the long haul. But in my experience, the reward is high, and I really do prefer it.