within a single living space. The most common design is a great room that combines the kitchen, dining room, and living room into one shared space. Such floor plans usually work well in homes with a smaller area, while larger homes have more leeway to work with when integrating great rooms into a floor plan. The removal of interior walls increases views and allows sunlight from windows in the exterior walls to spread throughout the house. In the late 2010s, the open plan design became less common. Complaints about open plan designs include that they make it more difficult for different people to engage in different activities and make it difficult to hide clutter or a dirty kitchen. Walls are useful to contain noise and smells and to provide privacy, and small rooms are more efficient to heat and cool (especially when kitchen appliances are in use). A follow-on trend among relatively wealthy homeowners is to build a second "mess kitchen" where the actual activity of food preparation takes place, while entertaining happens in a clean kitchen that is part of the open concept space. Office spaces Development of open-plan workspace types Prior to the 1950s open-plan offices mostly consisted of large regular rows of desks or benches where clerks, typists, or technicians performed repetitive tasks. Such designs were rooted in the work of industrial engineers or efficiency experts such as Frederick Winslow Taylor and Henry Ford. In the 1950s a German team named Quickborner developed the office landscape, which used conventional furniture, curved screens, large potted plants, and organic geometry to create work groups on large, open floors. Office landscape was quickly supplanted by office-furniture companies which developed cubicles based on panel-hung or systems furniture. Many terms (mostly derisive) have been used over time for offices using the old-style, large arrays of open cubicles. An increase in knowledge work and the emergence of mobile technology during the late 20th-century led to an evolution in open-plan offices. Some companies experimented with designs that provided a mix of cubicles, open workstations, private offices, and group workstations. In some cases, these are not assigned to one particular individual, but are available to any employee of the company on either a reservable or "drop-in" (first come, first served) basis. Terms for this strategy include hoteling, "alternative officing" and "hot desking". Michael Bloomberg used a team-oriented bullpen style – where employees can see and