We had the distinct pleasure to interview award winning designer Chiao-Yi, Tang about their original and creative Neihu Taipei Office design work. Chiao-Yi, Tang is an award-winning architectural designer, that makes our world a better place with their original neihu taipei office works.
Chiao-Yi, Tang ("CT") answered Design Interview ("DI") questions about their award-winning work Dopamine Element Neihu Taipei Office. Interview questions prepared by Frank Scott.
CT : The core principle of this design is inspired by the “chemical source of happiness—dopamine,” with the aim of creating a workplace that stimulates positive emotions and creativity. The inspiration comes from observing behavioral psychology and modern work patterns: when people feel autonomy, flexibility, and social interaction within a space, their brains release more dopamine, enhancing focus and enjoyment. The design incorporates mobile workstations, adaptable functions, natural daylight, transparent partitions, and a variety of furniture types, allowing employees to freely choose their preferred work mode depending on the situation.
CT : The key focus areas were: 1.Mobility & Freedom – enabling employees to move away from fixed desks and shift seamlessly between work settings. 2.Functional Flexibility – e.g., movable whiteboard walls that serve as both a visual feature and a spatial connector during events. 3.Branding Happiness – embedding the corporate philosophy into the physical space through daylight, open views, and shared zones. The ultimate goal was to create a catalyst for creativity, collaboration, and workplace happiness.
CT : In the future, I aim to continuously monitor employees’ real-world experiences and satisfaction through surveys, interviews, and spatial observations to assess which aspects most effectively promote happiness and which details require refinement. For example, analyzing how often the meditation corner is used at different times of day, or evaluating the frequency and ease of moving the whiteboards. This design model has high potential for replication and local adaptation, so I plan to apply it to other company locations, including overseas offices, establishing Chi Mei’s “Happiness Office” as a consistent global brand identity. At the same time, I will explore how this model can be tailored to suit different industries and business scales, ensuring its flexibility across diverse contexts.
CT : The entire design process took about three months, divided into several stages: The first stage involved concept development and research, including studies on the psychology of happiness and dopamine, as well as employee work behavior analysis; The second stage focused on forming spatial strategies and initial layouts, using 3D simulations and circulation testing to determine the optimal configuration; The third stage involved detail refinement, including furniture dimensions, material sample testing, and color psychology comparison experiments; The final stage was multiple rounds of client communication and revisions, ensuring that the concept was implemented faithfully and aligned with corporate culture.
CT : For this project, I incorporated several innovations that blend technology with design thinking: 1.Digital Spatial Behavior Analysis – In the early design stage, I used sensors and digital analysis tools to simulate space usage scenarios. For example, heat maps were employed to predict high-traffic circulation areas and identify corners with ideal lighting and acoustics for focused work. This allowed the layout to be backed by data rather than solely relying on intuition. 2.Modular Furniture Systems – The furniture was designed to be modular, enabling quick disassembly, relocation, and reconfiguration. This flexibility allows the workspace to adapt to different events or team needs, extending the lifespan of the design and reducing future renovation costs and waste. 3.Color Psychology Experiments – For color selection, I combined research in psychology with real-world testing. Warm yellows were found to enhance social interaction, while soft greens helped reduce stress and improve focus. I tested these in small sample areas and gathered employee feedback before rolling them out across the space. 4.Multi-Functional Interactive Walls – Walls were designed to be more than decorative surfaces. They integrate information displays, writable surfaces, storage, and acoustic absorption, turning every wall into a tool for collaboration and creativity.
CT : The biggest challenge was balancing “openness” with “privacy.” While open-plan offices encourage communication, they can also create noise and distractions, reducing focus. Chi Mei’s workforce is diverse, with some departments requiring frequent discussion and others needing intense concentration, making it a real challenge to accommodate both within the same space. My solution was a layered zoning strategy: the space was divided into three zones—“high interaction,” “neutral flexible,” and “deep focus.” High-interaction zones are located along main circulation paths to facilitate spontaneous conversations; neutral flexible zones can switch functions depending on the task; deep-focus zones are placed in quieter peripheral areas, with enhanced sound insulation and controlled lighting. Additionally, furniture and partitions were designed to be semi-open—maintaining visual continuity while still providing a psychological sense of boundary. This approach not only resolved the conflict but also gave employees the freedom to switch work modes according to their daily needs.
CT : Our starting point was concrete and pragmatic: while reviewing Chi Mei’s recruitment materials, we noticed the company self-identifies as a “happiness-oriented employer” that values work–life balance. That claim wasn’t treated as mere wording—it became a design brief. The central question we set out to answer was: how can the workplace be designed so it genuinely lifts employees’ moods, stimulates dopamine-linked behaviors, improves productivity, and increases retention? To answer it we used a behavior-first (reverse) design approach: 1.Identify the physical factors that produce happiness—things like generous natural daylight, thermal comfort and air quality, controlled acoustics, tactile, human-friendly materials, elements of novelty and curiosity in the environment, biophilic features (plants, natural textures), visual openness, and opportunities for autonomous choice of place and posture. 2.Observe which everyday behaviors create those factors—for example: short social exchanges at a counter create social connectedness; showcasing small wins creates a sense of reward; the freedom to choose where to work creates agency; tactile interactions with movable furniture create novelty. These behaviors map directly to dopamine triggers such as anticipation, reward, social bonding, control, and novelty. 3.Design spaces to enable those behaviors—turn the bar counter into both a mobile workstation and social hub; make a movable whiteboard a connector and a results-sharing wall; provide a meditation/breathing corner for emotional reset; configure long communal tables and small team nooks for spontaneous collisions; balance openness and focus via clear-glass partitions and dedicated phone/quiet booths. Step by step we translated “what happiness means” into elements that could be designed, tested, and iterated: from the employer’s stated value (being a happiness company) → to our research objective (increase workplace happiness and stickiness) → to specific physical factors → to executable spatial strategies. We folded user research—workshops and interviews—into the process, ran pilot zones to validate hypotheses, and scaled successful patterns across the whole office. In short: the motivation was Chi Mei’s declared commitment to employee happiness and our conviction that this commitment can and should be realized spatially. By systematically identifying the physical drivers of happiness and designing spaces to enable the associated behaviors, we aimed to tangibly improve mood, productivity, and retention—this belief propelled the entire design process.
CT : In this project, Jan Gehl’s philosophy had a significant influence on us. Inspired by his psychologist wife, Gehl began to design from a “human perspective” rather than focusing solely on buildings or infrastructure—a mindset that aligns perfectly with our vision for Chi Mei’s Happiness Office. From his observations in Italy, Gehl realized that comfort in cities comes from a well-balanced human scale and social distance—encouraging interaction while maintaining personal space. This inspired us to apply similar principles in the workplace, using movement flow, scale, and sightlines to create spaces where collaboration and focus can coexist. Gehl’s years of research produced tools that subtly transform daily habits and space usage. We adopted his “small changes, big impact” approach: movable whiteboards and flexible furniture to create dynamic settings, transparent partitions to open up views, and transitional spaces to encourage natural interaction. Ultimately, just as Gehl reshaped Copenhagen, we aim to bring this human-centered approach into corporate environments, making happiness a tangible part of everyday work life.
CT : 1.B2B (Business-to-Business) Clients a.Chi Mei Corporation is a globally recognized supplier of plastics and chemical materials, serving industries such as electronics, home appliances, automotive, packaging, and construction. b.Clients include large multinational corporations, OEM/ODM manufacturers, and industrial customers who demand high quality and stable supply. 2.B2C (Indirect Consumer Market) Influence a.While Chi Mei does not sell directly to end consumers, its materials are widely used in everyday products—such as appliance housings, electronics, and food packaging—indirectly shaping consumer experiences and brand perceptions. 3.Corporate Culture & Talent Market a.As a self-proclaimed “Happiness Enterprise,” Chi Mei also treats top talent as key “internal customers.” Office design and corporate culture initiatives aim to attract, retain, and inspire employees, ensuring high productivity and innovation.
CT : Compared to many existing office designs, the key distinction of this project lies in its foundation on the “happiness chemical reaction” and dopamine release—a deep integration of science and spatial design rather than merely focusing on aesthetics or functional zoning. While many office spaces prioritize style or productivity, our design goes further by centering on employees’ psychological needs and emotional states. We analyzed behaviors that trigger dopamine release and then reverse-engineered spatial settings that encourage these behaviors. Specifically, this design: 1.Implements dynamic spatial adaptability with multifunctional movable whiteboards, flexible furniture, and versatile zones, balancing interaction and focused work by allowing the workspace to adjust according to work modes. 2.Uses transparent glass partitions and open sightlines to break down visual barriers, fostering psychological closeness and strengthening a sense of belonging. 3.Pays close attention to behavioral details, such as meditation corners and mobile workstation bars, meeting diverse employee needs and naturally cultivating happiness through spatial details. This science-driven, happiness-centered approach to office design is relatively rare in today’s market, offering not just a place to work but a space that enhances overall quality of life.
CT : The design name, “Step Into Happiness Office / Chi Mei Corporation Office — HAPPINESS + DOPAMINE,” stems from our effort to distill the core concept of the project. “Happiness Office” directly conveys Chi Mei’s brand promise and our ultimate goal—to create an environment where employees truly feel happiness and increased job satisfaction. Happiness is abstract and multifaceted, but we aimed to make it tangible, turning the space into both a vessel and catalyst for that feeling. The addition of “HAPPINESS + DOPAMINE” highlights the scientific foundation of the design. Dopamine, as a key neurotransmitter linked to pleasure and motivation, represents the physiological basis of happiness. Rather than focusing only on aesthetics, we delved into the biological and psychological mechanisms behind happiness and designed spaces to naturally stimulate dopamine release, thereby enhancing employees’ mood and productivity. The name combines both emotional resonance and rational foundation—reflecting the brand culture and emotional appeal on one side, and the scientific, evidence-based approach behind our design on the other. This naming positions the project not just as a space, but as a holistic happiness experience.
CT : In the Chi Mei Happiness Office project, we employed a variety of design tools and methodologies to ensure the process—from conceptualization to implementation—was both creative and practical. 1.Ideation and Research Tools a.Brainstorming sessions and design workshops to gather ideas and user needs from the team and stakeholders. b.Behavioral observation and interviews to collect data on employee work habits and emotional responses as a basis for design. c.Reference to psychological and neuroscience literature to understand dopamine’s role in happiness, grounding the design in science. 2.Visualization and Spatial Planning Tools a.CAD software (e.g., AutoCAD) for detailed floor plans and layouts. b.3D modeling tools (e.g., SketchUp, Revit) to simulate spatial volumes, proportions, and circulation paths. c.Rendering software (e.g., Lumion, Enscape) to visualize lighting and materiality, helping clients and users better grasp design intent. 3.Collaboration and Project Management Tools a.Digital whiteboards and collaboration platforms (e.g., Miro, Notion) to integrate cross-departmental feedback. b.Project management software (e.g., Trello, Asana) to track progress, assign tasks, and maintain communication records. The combined use of these tools allowed us to respect user needs while integrating scientific research and design aesthetics—resulting in a human-centered, flexible Happiness Office environment.
CT : The most unique aspect of this design lies in its deep integration of the abstract, emotional concept of “happiness” with the physiological mechanism of dopamine release from neuroscience, translating these insights into concrete spatial design strategies. This cross-disciplinary approach moves beyond surface aesthetics or functional layouts to genuinely address users’ psychological and physiological needs. Together, these elements build a new office experience that not only supports productivity but also prioritizes employee well-being and emotional regulation. This systematic integration of “science–behavior–space” is the most distinctive and forward-thinking innovation in our design.
CT : This design was developed through close collaboration within a multidisciplinary and professional team. Together, we brainstormed and created a science-driven concept for the Happiness Office. Regarding technical and professional expertise, our collaborators included: 1.MEP (Mechanical, Electrical, Plumbing) Specialists: Senior in-house engineers who conducted precise performance reviews and planning of systems like HVAC, lighting, and power, ensuring energy efficiency and comfort aligned with the happiness-driven design goals. 2.3D Modeling Professionals: Skilled 3D designers who accurately visualized floor plans and volumes, assisting the team and client in understanding spatial proportions, circulation, and lighting effects. 3.On-site Metal Consultants: Experts advising on metal materials and construction details to guarantee structural safety and aesthetic quality. 4.Architects: Responsible for regulatory compliance, structural integrity, and design coordination, ensuring the project is legal, feasible, and well-integrated. This cross-disciplinary teamwork enabled us to balance science, function, and aesthetics—delivering a human-centered office environment grounded in technical excellence.
CT : In the Chi Mei Happiness Office design, technology plays multiple critical roles, influencing the design process, spatial functions, and user experience. First, during the design and planning phase, advanced 3D modeling and rendering technologies allowed us to visualize the space before physical construction, facilitating precise adjustments in scale, materials, and lighting, thus improving design accuracy and communication efficiency. Second, technology enhances the flexibility and interactivity of the office. For example, movable whiteboards integrated with smart devices enable seamless, real-time team collaboration. Modular, multifunctional furniture can be quickly reconfigured to support diverse working modes. Furthermore, technology plays a vital role in environmental comfort and energy management. Intelligent lighting systems adjust brightness based on natural light to save energy and maintain visual comfort; HVAC systems and air quality monitoring ensure a healthy workplace, boosting employee well-being. Finally, technology serves as a tool to promote happiness. Through data analytics, we understand employee behaviors and preferences, continuously optimizing spatial layouts and services to create a truly user-centered Happiness Office. Overall, technology is not just a tool but an extension of the design philosophy, enabling the space to adapt, respond, and elevate the users’ happiness experience continuously.
CT : Yes, our design was strongly influenced by data analysis and research, particularly in environmental psychology and neuroscience, focusing on the relationship between dopamine and happiness. To make the “Happiness Office” a tangible environment that enhances employee well-being and productivity, we conducted multi-layered research and analysis. First, through literature review and professional sources, we gained deep insights into dopamine’s physiological role in pleasure, motivation, and focus, and explored environmental factors and behaviors that promote dopamine release. These include natural lighting, color stimuli, social interaction, physical activity, and rest areas. Second, we conducted behavioral observations and employee interviews in office settings, collecting data on emotional changes and spatial preferences during different work states. These first-hand data helped identify spatial arrangements and activities that best foster positive emotions and happiness. Additionally, we referenced theories in environmental psychology, such as Person-Environment Fit, emphasizing that spatial design must align with users’ psychological needs to promote comfort, safety, and belonging—all closely linked to dopamine’s positive release. Finally, data analysis tools were employed during design to evaluate usage frequency, circulation efficiency, and environmental comfort, allowing us to refine design details. In summary, this design is a systematic integration of scientific research and practical investigation, grounded in the underlying factors of dopamine and happiness, creating an office environment that genuinely stimulates employee joy and creativity.
CT : During the design and implementation of Chi Mei’s Happiness Office—centered on dopamine and happiness—we faced several key challenges: 1.Making the Abstract Concept of Happiness Tangible Happiness is a subjective and multi-layered emotional experience. Extracting actionable design elements from scientific research and translating psychological and physiological theories into spatial language was a significant challenge. 2.Balancing Diverse Functions and Spatial Flexibility The office needed to support focused work, team collaboration, relaxation, and meditation within limited space. Designing flexible furniture and partitions to accommodate multiple activities without clutter was a major planning test. 3.Integrating Technology and Aesthetics Introducing movable whiteboards, modular furniture, and smart systems required ensuring that these technologies were both functional and harmonious with the overall aesthetic—avoiding a cold or sterile atmosphere while maintaining warmth and human touch. 4.Coordinating Multiple Experts and Regulatory Constraints Close collaboration with MEP engineers, architects, metal consultants, and regulatory reviewers was essential to meet safety and legal standards without compromising the design vision, demanding excellent communication and adjustment skills. 5.Meeting Diverse User Needs Employees have varied preferences for their work environment. Through surveys and iterative adjustments, we aimed to create a space that flexibly adapts to different working styles and psychological needs. In summary, these challenges pushed us to find a balance among scientific theory, practical execution, and aesthetic innovation—resulting in a functional office space that truly fosters happiness.
CT : We decided to submit the Chi Mei Happiness Office design to an international design competition based on several key considerations. First, the project is more than just spatial planning; it represents a cross-disciplinary practice integrating science, psychology, and innovative concepts. We wanted to share this innovative thinking on a global platform, raising awareness about the importance of happiness in the workplace. Secondly, participating in an international competition allows us to receive expert feedback and validation of the design’s forward-thinking and practicality, encouraging continuous improvement for future projects. Additionally, international exposure helps enhance Chi Mei Corporation’s brand image as a Happiness Enterprise, showcasing their commitment to employee well-being—a positive factor for corporate reputation and talent recruitment. Finally, we believe the design has competitive and innovative value. Entering the competition also serves as recognition and motivation for the team’s hard work, inspiring ongoing exploration and breakthroughs in design.
CT : During the design process of the Chi Mei Happiness Office, I experienced significant growth and improvement in multiple areas. First, I gained a deeper appreciation for cross-disciplinary integration. Happiness is not a single-dimensional issue; it spans psychology, physiology, and environmental design. This required me to combine design sensitivity with scientific research, translating abstract theories into concrete spatial language. This interdisciplinary collaboration broadened my perspective and enhanced my ability to tackle complex problems. Second, I learned how to balance spatial flexibility with user needs. The diverse functions of the office and rapidly changing work modes led me to be more flexible in furniture selection and zoning, ensuring the design closely matches real-world use rather than just aesthetics. Additionally, collaborating with professionals from various fields greatly improved my communication and coordination skills. Facing multiple constraints from MEP, architecture, regulations, and construction, I learned to integrate feedback effectively and find optimal solutions balancing aesthetics and technical feasibility. Finally, this experience reinforced my understanding and practice of User-Centered Design, making me more attentive to users’ emotions and experiences, enabling me to create more humane and happiness-enhancing spaces in the future.
CT : Beyond the design concepts, process, and challenges discussed earlier, I’d like to add that the “Happiness Office” is more than just spatial planning—it is a cultural creation. Happiness should not be the mere result of stacking design elements; it requires ongoing cultivation and practice from the organization’s culture, management systems, and daily interactions. Throughout the design, we emphasized that space serves people, and design is a facilitator for the growth of a happiness culture. We also encourage the company to continually listen to employee needs and feedback, using design to foster a positive and sustainable workplace atmosphere. Furthermore, as technology and work styles evolve, happiness offices must continuously adapt. The flexibility and modularity built into our design are not only for the present but also to accommodate future work modes and employee expectations. This sustainable approach is an aspect I want to particularly highlight.
