"With the increased complexity of modern office buildings, facilties manage-ment has grown into an Important profession in its own right. When an or-ganizalton relocates to a new building facilties managers face many complex and challenging problems. The way in which these probelms are addressedwill depend on the beliefs of the facilities managers and the envrio-:organizational context within they work. In-dept case studies were made of mere oranizations which had relocatedtheir offices within six months prior to the study. unstructured and semi-structured interviews, lasting between one and three hours wereconducted with approximately 40 employees from each organization. Inter-views took place at three six-monthly intervals. The results generally showed considerable differences in the approachestaken by the facilities managers of each organization, which to some extentrelated to their experience, degree of professionalization" specialization,and their role and status within their organization, as well as the culture ofthe organization itself. Central to the findings is a distinction between what may be termed intrinsicand extrinsic pressures for change. Extrinsic change comes about as a resultof pressure within the formal structure of the organization. Intrinsicchange is generated as a result of the day-to-day work processes and psych-logical needs of individuals and groups; it isa less formal pressure forchange. Facilities mangers were found to be able to respond to extrinsicchange, but not to intrinsic change. This failure to respond was due to or-ganizational and environmental constraints, and facilties managers beliefsabout employees and their relationship to the environment. For example it was believed that the original office desing was the only ap-propriate one, and efforts were made to preserve it, only make changeswhen these were formal and "expert designed". It was not recognised that itis almost impossible to produce an office that would "fit" an organization onoccupation because of the complexity of the office environment, and the dy-namic nature of organizations and the time between space planning and occu-pation. It was also apparent that facilties managres thought that if peoplewere allowed a degree of freedom in changing their office, chaos and anarchywould region. Additionally a belief existed that a final end design could beachieved andthat control of intrinsic change would make this more achieva-ble.The study found that intrinsic change often resulted in an office which wasnot, in apperance, in accord with the stereotypical image of what an officeshould look like; the work aesthetic. However, ft was also apparent that in-trinsic change oenerates and effective lived-in workplace. Offices evolve andintrinsic change is central to this development. This was not accepted by fa-cilties managers.In order to prevent intrinsic change organizational policies and mechanismswere enforced, leading to dissiatisfaction. Also, the use system furniturecontributed to the inhibiton of intrinsic change, while allowing for ex-trinsic changes.The results have implications for the design of office furniture, as well asthe education of facilties managers."