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Walking meetings are a promising way to reduce unhealthy sedentary behavior at the office. Some aspects of walking meetings are however hard to assess using traditional research approaches that do not account well for the embodied experience of walking meetings. We conducted a series of 16 bodystorming sessions, featuring unusual walking meeting situations to engage participants (N=45) in a reflective experience. After each bodystorming, participants completed three tasks: a body map, an empathy map, and a rating of workload using the NASA-TLX scale. These embodied explorations provide insights on key themes related to walking meetings: material and tools, physical and mental demand, connection with the environment, social dynamics, and privacy. We discuss the role of technology and opportunities for technology-mediated walking meetings. We draw implications for the design of walking meeting technologies or services to account for embodied experiences, and the individual, social, and environmental factors at play.

As an active form of meeting, walking meetings can be beneficial for office workers who often have a sedentary work routine. Despite their substantial benefits in terms of health, social interactions, and creativity, walking meetings are not yet widely adopted. Some key barriers limiting their social acceptance and wider adoption, for instance, the difficulty to present files or take notes, might be addressed by technology. Using the Hubs - a network of stand-up meeting stations - as a design exemplar, we conducted a scenario-based survey (N = 186) to provide insights into how technological solutions can support the practice of walking meetings. Focusing on the size of the group and type of meetings, we identify scenarios of use and discuss design implications for the development of future technologies and service design components to support walking meetings.

There is increased interest in reducing sedentary behavior of office workers to combat the negative health effects of prolonged sitting. Walking meetings offer a promising solution to this problem as they facilitate a physically active way of working. To inform future development of technologies supporting these type of meetings, in-depth qualitative insights into people's experiences of walking meetings are needed. We conducted semi-structured walking interviews (N=16) to identify key drivers and barriers for walking meetings in a living lab setting by using the 'WorkWalk'. The 'WorkWalk' is a 1.8 km walking route indicated by a dotted blue line with outdoor meeting points, integrated into the room booking system. Our findings provide insights into how walking meetings are experienced and affect the set-up and social dynamics of meetings. We offer design recommendations for the development of future technologies and service design elements to support walking meetings and active ways of working.

Active meetings (standing or walking) have the potential to reduce sitting time among office workers. The aim of the present study was to explore the feasibility and effectiveness of standing and walking meetings. The &ldquo, Take a Stand!&rdquo, study was a cluster-randomized trial, consisting of multiple components including the possibility of active meetings. Analyses were based on the 173 participants in the intervention group. Feasibility was evaluated by questionnaire and interview data from participants, ambassadors and leaders. Effectiveness was assessed as the change in objectively measured sitting time from baseline to 3 months follow-up. Regular standing meetings were implemented at all offices and were generally popular, as they were perceived as more effective and focused. In contrast, only a few walking meetings were completed, and these were generally associated with several barriers and perceived as ineffective. Participants who participated in standing meetings on a regular basis had 59 min less sitting per 8 h workday (95%CI &minus, 101, &minus, 17) compared to participants who did not participate in standing meetings at all. Walking meeting participation was not significantly associated with changes in sitting time, likely due to the low number of employees who used this option. This explorative study concludes that standing meetings in office workplaces were feasible and well-liked by the employees, and having frequent standing meetings was associated with reduced sitting time. In contrast, walking meetings were unfeasible and less liked, and thus had no effect on sitting time.

Walking meetings are a promising means to improve healthy behavior at work. By providing a physically active way of working, walking meetings can reduce our sitting time. Several obstacles that limit the social acceptance and wider adoption of walking meeting practice have been highlighted in previous research. Amongst these, the difficulty to take notes or present files is a recurring concern for office workers. To address these barriers, we designed the Hub, a network of stand-up meeting stations that accommodate different work-related tasks during walking meetings. We report on two pilot user tests investigating users' experiences and ideas for improvement, and present future research steps. We discuss the usefulness and relevance of the Hub concept to overcome the obstacles associated with walking meetings. © 2020 Owner/Author.