masters of the universe

Square Feet: In Manhattan, Higher Ceilings and Lots of Light Attract Businesses

The 28th floor of the office building at 499 Park Avenue has 17-foot-high windows that run from floor to ceiling on four sides, and they offer views clear to the George Washington Bridge and to airplanes taking off from La Guardia and Newark airports.

George Klein, the developer whose company built 499 Park in the early 1980s, occupied the 6,732-square-foot penthouse on that floor, and after his lease was up in June, the space hit the leasing market.

Mr. Klein sold the building years ago, and the current owners, Hines Interests of Houston, knocked out the dropped ceilings from his former office in preparation for a new tenant.

“Our eyes lit up when we found that we had 17-foot ceilings,” said David E. Green, an executive director at Cushman Wakefield, the brokerage firm marketing the 28th-floor space as well as space on three lower floors. The possibilities seemed immediately obvious. The space could be perfect for a private equity firm or a hedge fund — with a lofty asking rent of at least $150 a square foot.

Once a rarity in the Manhattan office market, big, brassy “vanity plates” are becoming more common, especially in new buildings, brokers say. And once seen as difficult to rent, the spaces can command some of the highest office rents in Manhattan since the recession, some more than $100 a square foot. The airy openness appeals not only to the financial masters of the universe who want clients to see the views, but also to new media and technology firms that want a loftlike feel.

These increasingly desirable spaces are found up and down the Manhattan office market, from Midtown towers like 499 Park and 250 West 55th Street to downtown in the Goldman Sachs headquarters at 200 West Street, which opened in 2009, and at 1 and 3 World Trade Center now under construction.

In between are locations like the future 51 Astor Place, the existing 28-40 West 23rd Street and the venerable 30 Rockefeller Center, where the investment giant Lazard is redesigning its 430,000 square feet on the top floors to create a more open space.

“Constantly now, we see firms wanting to build dramatic space,” said Peter Turchin, an executive vice president at CBRE. Mr. Turchin was standing this month on the recently poured concrete of the second floor of 250 West 55th, one of the few skyscrapers to be built in Manhattan in the last decade. When completed in 2013, the Boston Properties tower will stretch 40 stories over Eighth Avenue and be anchored on the middle floors by the law firm Morrison Foerster.

The 50,000-square-foot second floor, however, is available. Its windows will run 20 feet from floor to ceiling and its columns will have as much as 37 feet between them. Mr. Turchin said the auditorium-like openness, designed by Skidmore, Owings Merrill, was deliberate.

“When we designed this building,” Mr. Turchin said, “we thought to ourselves, ‘Why don’t we build the building the way tenants want to build their space?’ There are very few buildings like this. You see tenants do it, but they’re doing it themselves and they’re doing it with a building that’s not really designed for it.”

It can be expensive for tenants to modify existing spaces. Changes might involve removing ducts; knocking out concrete slabs; and still getting only a partial run of glass from not quite the floor to not quite the ceiling. Few existing buildings are as fortunate as 499 Park, which was designed by I. M. Pei and is sometimes called the Black Diamond because of the faceted shape of its roof — a shape only entirely clear from the inside when Mr. Klein’s dropped ceilings were knocked out.

“I was up in the space many, many years ago, when George Klein had his office there,” Mr. Green of Cushman Wakefield said, “and, although it was dramatic in the penthouse, it was just kind of typical office space.”

Typical office space — nine-foot ceilings; neat rows of cubicles; warrens of hallways, either created with the building or made from partitions — has dominated a Manhattan office market full of buildings developed decades ago. The average larger Midtown office building, in fact, is well over a half-century old, according to 2010 data from CBRE, though that is spry compared with the average Midtown South one, which is pushing 100 (think of the Flatiron building, built in 1902) or a typical downtown one, nearing 65.

That model is starting to fade into history. At 3 World Trade Center, the 80-story tower designed by Richard Rogers and developed by Silverstein Properties, the floor plates of 29,000 to 68,000 square feet have no columns.

“We’re finding that the geometry of these floors and the absence of the columns result in most tenants needing anywhere from 10 to 15 percent less space,” said Jeremy Moss, a senior vice president of leasing at Silverstein. A benefit of that for landlords is that more tenants can fit into a comparable size building. At 51 Astor Place, a 400,000-square-foot Edward J. Minskoff Equities development designed by Fumihiko Maki and set to open in 2013, the ceilings will run to as high as 18 feet and there will be virtually no interior columns in its floorplates of 25,000 to 42,000 square feet.

“It has a very adaptable and flexible use for a multitude of different types of tenants,” said Paul Glickman, a vice chairman at Jones Lang LaSalle, which is marketing the building. “So we’ve seen tech companies look at it; we’ve seen creative firms looking at it; we’ve seen financial firms interested in it.”

The most prominent example of the trend toward higher, airier office spaces is 1 World Trade Center, the 104-story tower being developed by the Port Authority of New York and New Jersey and scheduled to open in 2013. The publishing house Condé Nast will be the anchor tenant.

Tara Stacom, the Cushman Wakefield vice chairwoman in charge of leasing at the tower, said more than 90 percent of the interior space at 1 World Trade Center would be reached by natural light.

“I think the other new buildings that will be built in this city in this next decade will do the same,” Ms. Stacom added. She was also part of the brokerage team that advised Lazard last winter on its 21-year leasing deal at 30 Rockefeller Plaza. The firm is renovating space it has held for almost 40 years to make it more open, including floor-to-ceiling glass walls in place of Sheetrock on perimeter offices. “It’s what tenants are demanding.”

Article source: http://feeds.nytimes.com/click.phdo?i=35916a38026d98db9353487dd3abc3aa

The Psychology of Cheating

But for those who feel most strongly about cheating, the verdict was more like a kick in the stomach. Flouting the rules is, for them, not only morally wrong but a lasting offense to good citizens everywhere: If guilty, offenders should pay, whether they’re rich or poor, malingerers or masters of the universe — like the financial figures central to the economic collapse of 2008.

The sentiment runs particularly high now at tax time, when almost everyone thinks that he’s paying too much while others cheat.

Yet paradoxically, it’s often an obsession with fairness that leads people to begin cutting corners in the first place.

“Cheating is especially easy to justify when you frame situations to cast yourself as a victim of some kind of unfairness,” said Dr. Anjan Chatterjee, a neurologist at the University of Pennsylvania who has studied the use of prescription drugs to improve intellectual performance. “Then it becomes a matter of evening the score; you’re not cheating, you’re restoring fairness.”

The boilerplate tale of a good soul gone wrong is well known. It begins with small infractions — illegally downloading a few songs, skimming small amounts from the register, lies of omission on taxes — and grows by increments. The experiment becomes a hobby that becomes a way of life. In a recent interview with New York magazine, Bernard Madoff said his Ponzi scheme grew slowly from an investment advisory business that he began as a sideline for certain clients.

This slippery-slope story obscures the process of moving to the dark side; namely, that people subconsciously seek shortcuts more than they realize — and make a deliberate decision when they begin to cheat in earnest.

In a series of recent studies, Dan Ariely of Duke University and his colleagues gave college students opportunities to cheat on a general knowledge test. In one, students were instructed to transfer their answers onto a form with color-in bubbles, to register their official score. Some received bubble sheets with the correct answers seemingly inadvertently shaded in gray, and changed about 20 percent of their answers. A follow-up study demonstrated that they were unaware of the magnitude of their dishonesty. They were cheating without being fully aware of it.

Yet the behavior changes once a clear rule is in place. “If you specifically tell people in these studies not to use the answer key and just sign their name,” said Zoe Chance, a doctoral student at Harvard who worked on some of the experiments, “they won’t look at it.”

David DeSteno, a psychologist at Northeastern University in Boston and co-author of the coming book “Out of Character,” about deception and other misbehavior, said: “With all of these kinds of decisions there’s a battle between short- and long-term gains, a tension between the more virtuous choice and the less virtuous one. And of course there are outside factors that can sway that arrow to one side or another.”

That is, low-level cheating may be natural and even productive in some situations; the brain naturally seeks useful shortcuts. But most people tend to follow rules they accept as fair, even when they have the opportunity and a strong incentive to break them.

In short, the move from small infractions to a deliberate pattern of deception or fraud is less an incremental slide than a deliberate strategy. And in most people it takes shape for personal, and often very emotional, reasons, psychologists say.

One of the most obvious of these is resentment of an authority or a specific rule. The evidence of this is easy enough to see in everyday life, with people flouting laws about cellphone use, smoking, the wearing of helmets. In studies of workplace behavior, psychologists have found that in situations where bosses are abusive, many employees withhold the unpaid extras that help an organization, like being courteous to customers or helping co-workers with problems.

Yet perhaps the most powerful urge to cheat stems from a deep sense of unfairness, psychologists say. As people first begin to compete and compare themselves with others, as early as middle school, they also begin to learn of others’ hidden advantages. Private tutors. Family money. Alumni connections. A regular golf game with the boss. Against a competitor with such advantages, taking credit for other people’s work at the office is not only easier, it can seem only fair.

Once the cheating starts, it’s natural to impute it to others. “When it comes to negative characteristics, we tend to overestimate how much others have in common with us,” said David Dunning, a psychologist at Cornell University.

That is to say: A corner cutter often begins to think everyone else is cheating after he has started cheating, not before.

“And if they are subsequently rewarded for the extra productivity, they tend to internalize the feeling of pride and view their success as due to inherent ability and not something else they were using,” said Dr. DeSteno.

Finally, in the winner-take-all environment that characterizes many competitive fields, cheating feels like a hedge against that most degrading sensation: being a chump. The fear of finishing out of the money and hearing someone say, “Wait, you mean to tell me you could have and you didn’t?” Psychologists argue that the sensation of being duped — anger, self-blame, bitterness — is such a singular cocktail that it forces an uncomfortable kind of self-awareness.

How much of a fool am I? How did I not see this?

It happens every day to people who resist cheating. Nothing fair about it.

Article source: http://feeds.nytimes.com/click.phdo?i=cfd84c2ec259ef23749a5bab4dd512a8

Square Feet: In Manhattan, Higher Ceilings and Lots of Light Attract Businesses

The Psychology of Cheating

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