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360 magazine issue64


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A New Lens For Leading Organizations …

A New Lens For Leading Organizations

In a challenging, complex and competitive environment, business leaders everywhere are united by a common desire: to anticipate the future and act on it now.

At Steelcase a team of 43 WorkSpace Futures researchers, strategists and advanced applications experts spend a lot of time thinking about the future. Specifically, how to think about the future through a set of themes and by co-creating applications with leading organizations. It’s a rigorous approach of studying evolving issues and weak signals — what they call “embedded pockets in the future horizon that are likely to become more persistent over the next 10+ years.”

360 Magazine asked this team to share their perspective about the various patterns they see forming around work, space and information — the patterns and behaviors that leading organizations should be thinking about to better prepare their companies for tomorrow. They identified four macro themes shaping how we work:

Creative Collaboration
Living on Video
Culture Matters
Economics of Wellbeing

Published in: Design, Career, News & Politics
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  • 1. Future FocusedA new lens for leading organizationsIssue 64Exploring workplaceresearch, insightsand trends360.steelcase.comCelebrating our past bylooking to the future100 Dreams. 100 Minds. 100 Years.What about ME?Balancing individual work in a seaof collaborationQ&A with Jim HackettSteelcase president and CEOatttributes the company’s successto great ideas
  • 2. | Issue 64 | 3At significant milestones it’s important tolook forward. As Steelcase celebrates its100th anniversary we asked thought leadersboth inside and outside the company to sharetheir insights and perspectives on howorganizations should be thinking about thefuture. These thoughts provide a new lensfor leading organizations around the world.about this issue
  • 3. | Issue 64 | 522 QASteelcase Presidentand CEO JimHackett attributesthe company’ssuccess to greatideas and the abilityto look ahead.88 CreatingSustainable ValueA broad, systems-based approach thatputs people first iswhat’s required inthe 21st century.94 What about ME?Innovation requirescollaboration, butfocused, individualwork is still importantand needs the rightworkplace support.116 Away fromthe officeSometimes anyplace can be aworkplace. Newresearch showsemployers andworkers adaptingto mobility indiffering ways.124 Getting RealHow one of thehottest techcompanies managedthe transition fromstart-up office to aprofessional workenvironment.138 SustainabilitySpotlightAs Clinics toContainerstransforms shippingcontainers intoclinics, it’s improvinghealthcare in someof the most needyparts of the world.360 Magazine is published by Steelcase Inc. All rights reserved. Copyright 2012. Material in this publication may not be reproducedin any form unless you really want to help people love how they work – just ask us first, okay?Contents54360 Magazine is published by Steelcase Inc. All rights reserved. Copyright 2012. Material in this publication may not be reproducedin any form unless you really want to help people love how they work – just ask us first, okay?Item # 12-0000330Future FocusedMembers of the research strategy team atSteelcase share their insights and perspectiveson how organizations should be thinking aboutthe future.Join the conversationConnect with Steelcasevia social media andlet us know what you’rethinking. Or email usat 360magazine@steelcase.comSteelcase 360 for iPad is on theiTunes App Store: Steelcase 360 and enjoyit on your iPad today.Departments6 Perspectives 112 Insights Applied 136 Trends 360 148 A New Learning Curve 152 Design Apps 154 Atoms BitsCelebrating the Pastby Looking ForwardMost companies observetheir anniversaries by lookingback. With “100 Dreams.100 Minds. 100 Years.”Steelcase invites the world toimagine the century ahead.Exploring workplaceresearch, insightsand trends360.steelcase.com360 on the ipad30ARZU Studio HopeThe Masters Collection101920
  • 4. 6 | Issue 64 | | Issue 64 | 7perspectivesPlural Design GroupAs guest artists to this issue of 360 Magazine, Plural, a Chicago-basedcreative studio, designed two feature stories: Future Focused andCreating Sustainable Value for the 21st Century, and the cover layout.Founded in 2008 by Jeremiah Chiu and Renata Graw, Plural focuseson pursuing meaningful projects by exploring new approaches withinthe design process, and experimenting in a wide range of media.Stanley Tigerman and Margaret McCurry“It’s time to give back, time to focus on the ethical and moral obligationsof architecture,” Stanley Tigerman was once quoted as saying. And that’sexactly what he and partner, and wife, Margaret McCurry have done overand over again throughout their long and legendary careers. This timeit’s in support of ARZU — which helps Afghan women and their familiesbreak the cycle of poverty — with a collection of rugs (pg. 8) designed bysome of the world’s most celebrated architects.Susan Cain“Solitude is a crucial ingredientto creativity,” says Susan Cain,author of Quiet -The Powerof Introverts in a World ThatCan’t Stop Talking. The formercorporate lawyer spent sevenyears researching and writingthe book and it became aninstant best seller. Her 2012TED talk set a record with overa million views its first weekonline. As she carefully — andquietly — explains how to harnessthe strengths of introverts, shereminds us that in our rush tobuild work environments thatinspire collaboration, we must notforget the importance of spacesfor focused, individual work.Angela NahikianDirector of Global EnvironmentalSustainability for nearly six years,Nahikian is a leading thinkeron the topic of sustainabilityacross industries. “The futurewill be about designing for aholistic system in which businessembraces its role as a positivechange agent, and realizesthe full benefit of sustainablebusiness design,” she says. “Thechallenge will be in the scopeof the opportunity; it’s all-encompassing. The good news?It’s scalable.”Meet some of the people who contributed informationand ideas to this issue.perspectivesperspectivesJohn HockenberryJournalists typically view the world through the lens of here andnow, but four-time Emmy Award winner and three-time PeabodyAward winner John Hockenberry had no misgivings about turninghis gaze to the future when he enthusiastically accepted Steelcase’sinvitation to help architect and curate its future focused anniversaryproject, “100 Dreams. 100 Minds. 100 Years.” Read his account ofthe project beginning on pg. 29.Having reported from all over the world and in every medium duringhis years at NPR, ABC and NBC, Hockenberry is no stranger toconflicts, wars and discord. In “100 Dreams. 100 Minds. 100 Years.”he discovered – and he invites us to discover – the magic of hopeand optimism that condenses from people’s ideas about what thefuture can be.Allan Smith and James LudwigJames Ludwig, Steelcase’s vice president of global design, and Allan Smith, vice president of marketingand advanced applications, share the view that good design is ultimately about creating good experiencesand outcomes, and that starts with research. “Our value is provided by observing patterns and crystallizingthem into insights — finding some unmet need and exploiting it to help the potential of an organization,”Ludwig says. An architect and designer, Ludwig lived and worked in Berlin before joining Steelcase in 1999.Smith’s academic training is in both business and art history, and his nearly 20-year career with Steelcaseincludes a recent three-year assignment in France. Gain their insights and perspectives on how individualwork happens best in an interconnected and collaborative world, beginning on pg. 88.
  • 5. ®
  • 6. | Issue 64 | 11Layered Puzzle by Frank Gehrysize: 6x12the MASTERS collectionThis winter, ARZU STUDIO HOPE, will launch its Masters Collectionof custom rugs. Designed and gifted by a group of the world’s mostinfluential architects, each unique piece embodies the philosophyof product with a purpose.FRANK GEHRYMICHAEL GRAVESZAHA HADIDMARGARET McCURRYROBERT A.M. STERNSTANLEY TIGERMAN“ ARZU is an innovative model of social entrepreneurship that helpswomen weavers in Afghanistan lift their families out of povertyby providing them steady income and access to education andhealthcare. Employment opportunities support sustainableeconomic development, instill personal worth and buildgender equality.” – CONNIE K. DUCKWORTH,ARZU Founder and Chief Executive OfficerArzu10 | Issue 64 |
  • 7. The Masters Collection wasspearheaded by iconic Chicagoarchitect Stanley Tigerman andhis partner, and wife, MargaretMcCurry who reached out tosome of their very well-knownfriends to create what wouldultimately become an entirecollection of rugs for ARZUSTUDIO HOPE.“At some point you need togive back to society and forus ARZU was a natural fit,”explains Tigerman.This limited-edition, numberedcollection, which includes originaldesigns by Frank Gehry, MichaelGraves, Zaha Hadid, Robert A.M.Stern, Tigerman and McCurry,is now available for pre-orderthrough ARZU STUDIO HOPE(312.321.8663) | Issue 64 | 13Stanley Tigerman Margaret McCurry12 | Issue 64 | 360.steelcase.comABRAHAMIC TRIBAL PATTERNING IABRAHAMIC TRIBAL PATTERNING IIABRAHAMIC TRIBAL PATTERNING I and II by STANLEY TIGERMANABRAHAMIC TRIBAL PATTERNING I size: 10x14ABRAHAMIC TRIBAL PATTERNING II size: 5x7
  • 8. 14 | Issue 64 | | Issue 64 | 15MG1MG2MG1 and MG2 by Michael GravesMG1 size: 8x6MG2 size: 8x6SIMEON ISIMEON IISIMEON I II by MARGARET McCURRYSIMEON I size: 10x14SIMEON II size: 5x7
  • 9. | Issue 64 | 17VOLUTE by ROBERT A.M. STERNAvailable sizes: 5x76, 8x10, 9x1216 | Issue 64 | 360.steelcase.comShown in pink and black Shown in black and whiteZH by ZAHA HADIDsize: 3x14
  • 10. | Issue 64 | 19Ó On the loom.18 | Issue 64 | 360.steelcase.comÓ Top: Stanley Tigermans’ design isgraphed in preparation for weaving.Ô Bottom: ARZU rugs are made with 100%sheep’s wool. Dyed wool is wrung out,hung to dry outside and rolled into balls tobe distributed to weavers at their homes.
  • 11. | Issue 64 | 21Ó ARZU’s social contract requiresthat women weavers attend literacyclasses and all children under theage of 15 attend school.Õ Top: Children, the future forAfghanistan, attend ARZU’spreschool.× Bottom: ARZU weavers workon Margaret McCurry’s Simeon I.Ò Tigerman in his Chicago studio.20 | Issue 64 |
  • 12. | Issue 64 | 2322 | Issue 64 | 360.steelcase.comAinvolvement with organizations like at Stanford, MIT Media Lab and theIIT Institute of Design in Chicago are suchimportant and thought-provoking relationships.We mine and synthesize all of it, blend it withour ideas, and then take parts we want toamplify in our strategy.What innovations are you most proud of duringyour tenure?I never wanted to be known as a CEO,but instead for an idea that I was related to.I’m proud of embedding in the company theidea of using design as a problem-solvingtechnique. Design is a visual engine, andsome of our competitors have great-lookingproducts. We pursue design in a deeperway. Coming out of our IDEO affiliation, weuse design as a technique to solve complexproblems in pursuit of unlocking humanpromise. We think we can find things that willmake people happier. This is the one I’m mostproud of because it’s actually the leveragethat’s propelled the company, and why we’reconsistently outperforming other companiesin many areas. It took 10 years of my 18 yearsas CEO to get here. It’s fulfilling in partbecause of how difficult it was to transformthe company, but now I don’t have to gointo meetings and point that out anymore.There are people running with it and realizingits potential.In the midst of all that, I authored what I callthe Critical Thinking Process. It’s the pursuitof a balance between thinking and doing.Design thinking helps you balance the depthat which you think about a problem and theexecution of a solution. It has transformed ourcompany and so many others. We now havea process that embraces that and celebratesit. I’m proud of its effect on how we get thingsdone around here.QA withJim HackettQFew companies reach the century mark today.Why do you think Steelcase has been able tosurvive when so many have come and gone?I think there’s more to it than just survival.To be relevant for 10 decades, you have tothrive and stay ahead of the market. So whydid so few thrive while so many faded away?I believe it’s because companies don’t last,ideas do. Ideas that help make the worlda better place.A century ago we registered our first patent, fora fireproof wastebasket. A simple idea, right?Back then offices were all wood and paper,they were crowded and everyone smoked.Fire was always just one piece of paper away.If our idea had been just about wastepaper,we could have simply produced a quicker andcheaper product. But it was a key insight intohuman behavior at work. Once that insightwas clear, it was a step into the future anda prototype for many more innovations.For 100 years Steelcase has been bringinghuman insight to business by studying howpeople work. Those insights have helpedorganizations around the world achievea higher level of performance by creatingplaces that unlock the promise of their people.I believe this is what has made Steelcasea great company and it will be the foundationof success in the future.How does an organization this size keepthat edge?By keeping a core sense of curiosity.I’m probably as curious as you can get andI’m one of thousands of people here like this.Lots of ideas come from inside the companyand I attach myself to many of them. There’s adedicated team right now working on the futurethat I’m part of, and this team has done somebreakthrough work already. We just completeda tour of the best minds on various topics thatare stimulating our thinking. That’s why our“Companies don’tlast, ideas do.”360 Magazine spoke with Hackett in hisoffice at Steelcase’s global headquartersin Grand Rapids, Michigan.Steelcase celebrates its 100th anniversary this year, and president and CEO Jim Hacketthas been with the company for almost a third of that time, 31 years. In that span Steelcasehas transformed itself from traditional manufacturer to industry innovator, known as muchfor the insights behind its furniture as for the products themselves. Hackett believes thecompany’s future success depends on continuing to develop insights about people at work,and then helping companies make the most of those insights, or as he puts it, “helpingorganizations achieve a higher level of performance by creating places that unlock thepromise of their people.”
  • 13. 24 | Issue 64 | | Issue 64 | 25In that model, is the timeline important?A lot of people worry that corporations take toolong to do anything. I don’t believe that’s a faircharacterization. A lot of start-up companiesare ostensibly fast, and then they fail. I believethe Critical Thinking Process shows thatthinking is not wasting time. In a way, it’s wherethe measure of greatness can come from.At Steelcase, I’ve taught Critical Thinkingto about 1,000 people. I always ask thequestion, why do you think doing gets morepreference than thinking? The answer is thatdoing is visible and thinking isn’t. So we said,how do we make thinking visible? So that’swhat project rooms are about, and verticalwalls filled with information. They display theessence of the issues and ideas. That’s alsowhat prototyping is about: it exemplifies yourthinking, not as the final product, but as anon-precious statement of the thinking of thatroom. You can celebrate around that, you canpush that. So the linkage of design thinkingand critical thinking is a proud moment for me.What do think the company founders would sayabout Steelcase today?I think they would be surprised at how broadand deep it has become. They probablywouldn’t have imagined we would be doingbusiness in countries like China and India.They also would be surprised about thetechnology in our products. In their day itwas either machine or furniture, the two didn’tmerge. The fact that technology has becomesuch a part of our products would surprisethem. But the arc of our history, the company’sreputation for integrity and doing things theright way, being empathetic to its people —they would love that. In their day, labor andmanagement were in constant strife andthey wanted a new kind of company, witha sense of unity, an egalitarian view of theway labor and management could worktogether. The founders would love to see howemployees feel a sense of ownership andinvestment in the values of the company.What will Steelcase look like in 20 years?I try to paint the picture in a continuum of now,near and far. We need to pay homage to nowbecause it’s the product of a lot of advancework. media:scape®is still ahead of the marketand it’s been out there awhile. “Near term”is important because you’re trying to identifyholes and gaps, and you’re taking action todo that. If there weren’t a near and there wasonly far, you’d be accused of being a dreamer.People don’t see it as practical.The role of the CEO is to think about allthree dimensions, and I schedule my timeso that all three get their attention. In the fardimension, I’m certain that the opportunityfor Steelcase will be good as any time duringour first 100 years. Technology is altering
  • 14. 26 | Issue 64 | | Issue 64 | 271933work so dramatically that there’s a need forreinterpreting how we use it. That’s a hugeopportunity. Work needs to be rethought,modernized and changed. People could beworking in all kinds of places. This is right inour wheelhouse. We understand patterns ofbehavior in workplaces, we’re very good atthat, and we can translate that across differentindustries, say from healthcare to education,and across different parts of the world. In fact,we may help carry that knowledge from onelocation to another. In that knowledge, thereare products, applications, and services. Inthe past, we may have given up on some ofopportunities by thinking that it wasn’t ourbusiness. We won’t make that mistake again.There will be some things that we’ll be sureto capture, things that our customers wouldwant us to do.Finish this sentence: One day, Steelcase will...One day Steelcase will be offering differentproducts and different solutions than we dotoday, and we’ll probably be in even more partsof the world than we are today. As the cultureand processes of work continue to rapidlyshift, we’ll stay ahead by being focused oninnovation, being part of and leading changebased on the insights and ideas we gain fromstudying people at work. So, in some ways,one day Steelcase will be a different company.But, at its heart, I believe it will always be thesame company – a company that’s centeredon the idea of unlocking the promise of peopleat work. That’s our core, and that’s howSteelcase will achieve another centuryof success.°The role of a CEO is to paint the picture ofall three dimensions of now, near and far.
  • 15. | Issue 64 | 31INTRODUCTION BY JOHN HOCKENBERRYThere is magic in places of work. Objects that connectwith hands and minds tell the timeless stories of work.Each day’s heroic climb from “to do” to “done,” steppingswiftly past all of the urgent tasks, pausing for moments ofwhimsy and inspiration, to reach all of the things we dreamone day we might have the time and insight to finish.Our present economy’s strength lies in the narrative of theformer while the future for all of us lies in the narrative of allthose entrepreneurial dreams of what might be. Throughouttime, workshops have been devoted to this powerful magicand because, in our time, there are so many workplacehybrids of work and play, or work and home, the magic isspreading.In my life one can see workshops from centuries agopreserved in the museums of our time. The revolutionarychanges in the tools of work in the 20th century I have livedin my own work life. In this young century the camerasand microphones and recorders of my own profession ofelectronic journalism have miniaturized into a single object.My workshop today fits neatly into a pocket.I remember the excitement I felt the first time I went intoa real machine shop or the garage workshop of myclockmaker grandfather with its deeply evocative smellsof oils and varnish and paint.I remember my mother’s sewing room piled high with herdress patterns. Each pattern fronted with an illustration ofwhat the finished garment might look like, a sketch that wasalso a dream.I remember the feeling of opening my own father’s toolkit,the lid seemed to be a door onto everything my father hadever touched, fixed or built.It was with these thoughts in my mind that a group ofdesigner/collaborators and I approached the project of theSteelcase centennial commemoration. We could easily seethe power of work objects to look back in time. There wereplenty of such objects in the Steelcase archive. The officesfrom 100 years ago were little more than tiny add-ons tothe enormous factory floors that often adjoined them, theywere places for clerks to move paper and foremen to lookdown and see the real work getting done. Richer spacesfor creative work or the projection of power were the innersanctums of lawyers and architects, politicians and bankers.They were direct descendants of quiet meditative spacesfound in churches or libraries. They were clearly not meant foreveryone. They spoke to a past that was rapidly being sweptaway. Within those objects the future that would make mostof them obsolete cannot be detected. So for us to think aboutthe next century, to “only look forward,” as Steelcase CEO JimHackett insisted, we would need to shed the literal Steelcasehistory and focus instead on the spirit of anticipating thenature of work years into the future that has kept the companyaround this long.“ Our present economy’s strength liesin the narrative of the former whilethe future for all of us lies in thenarrative of all those entrepreneurialdreams of what might be.”John Hockenberry, Jounalist and Author30 | Issue 64 | 360.steelcase.comCelebrating our past by looking forward.As we celebrate our 100 year anniversary, we’re focusing on the futureby collecting dreams and ideas from around the world. Our year-longanniversary project, “100 Dreams. 100 Minds. 100 Years,” is a springboardto the century ahead.100 DREAMS.100 MINDS.100 YEARS.
  • 16. From the whimsy of 100 children to thebrilliance of 100 great minds from enterprise,these dreams are just the beginning. Let theirwords, their dreams, be your springboard...We thought that we would have no trouble finding leadersand successful creative characters to answer the question:“What will it be like 100 years from now?”“How will we work?”“What tools will we use?”“What shall we make?”“What problems will we face and solve?”For us though, we were not interested in soliciting mere opinionsfrom people who would not be around to see the future and haveto face what they got wrong or near wrong. Our challenge wasto find people who might naturally want to think 100 years intothe future recognizing that most of them probably weren’t bornyet. Now, instead of the task of crafting a corporate messagewe had found ourselves a lovely mystery to solve, could we findthose citizens of the future and get them to imagine the centurystretching out before them? If we could get them to do that wecould use their dreams as seeds to motivate current leadersand thinkers to dream bigger and beyond their own lifetimes.Could we create a collective dream state bridging the powerfulwisdom of experience and hindsight with the fearless whimsy ofinexperience and foresight?Being open to the value of people’s dreams, regardless of theirbackground and education, people who have most of their livesahead of them, became the frame for the questions at the centerof the entire Steelcase 100 initiative. “What place do you dreamof doing your life’s work. What tools do you imagine you will use?What do you dream of doing that will be important 100 yearsfrom now?”Our idea was to ask this simple set of questions to 10-year-oldchildren from around the world. Put their answers on video, andinvite them to draw a picture of their dream with themselves in it.Like Jack’s magic beans these young dreamers becamethe seeds for a larger conversation with the 100 Minds.From the musings of 10-year olds we find ourselves face to facewith giants in their various professions. We asked them to usetheir wisdom and experience to look forward through a centurythey will not witness but for our invitation. I had the privilegeof getting some of the first looks at the grown-up dreams andofferings we got back.It was surprising how optimistic people’s entries were. Eventhough there was interesting tension between what variouspeople thought were priorities, what changes people believedwould be most important and what problems would loom thelargest over the next 100 years, there was agreement that thingscertainly could and would improve.Each of the 100 minds insists on a message of hope eerilyechoing the relentlessly upbeat notions of our kids. A fusion ofwhimsy and warning, a meeting of two generations about to partcompany in the pursuit of the future. Both groups sketching outa workshop of the future for addressing what is important in amission to last 100 years. It was architect Patricia Urquiola whobrought me back to earth, who put me back in the workshop.“I see a future where we are going to fight indifference.” | Issue 64 | | Issue 64 | 33“ One day it will be cool to work withpeople from all over the world.”said Jan from Germany.“ Whether it is better or worse inthe future, anything is possible.It’s all up to us.” The greatestgenius, Cassidy reminded us,comes from knowing what youmust do and that you can andmust do it.“The world is a book we learn fromand I hope this book is endless,”said Lili from Shanghai.“ We have to think about the worldbefore making new things,”said Siddesh from Mumbai who toldus he wanted to make intelligenttsunami-proof buildings in the future.32 | Issue 64 | 360.steelcase.com32 | Issue 64 |
  • 17. “ I believe that “being human” willtranscend our current notions toinclude powers of creation thatremain unacknowledged today.”Karin JironetOwner, In TransitionAmsterdam, NetherlandsI dream of a world where a criticalmass of 100 million people havepersonally transformed into aconsciousness of love, kindness,joy, compassion, gratitude,forgiveness, and equanimity.Their personal transformationcould lead to a transformation incollective consciousness resultingin a peaceful, just, sustainable,healthy, and joyful world.“ I dream of a transformation incollective consciousness resultingin a peaceful, just, sustainable,healthy, and joyful world.”Deepak ChopraFounder, Deepak Chopra LLCCarlsbad, United | Issue 64 | 35I dream of a future in whichpeople no longer dividethe world between us andthem, “creatives” and “non-creatives.” It’s a myth, and it’sone that holds us all back.My life’s work through IDEOand Stanford is to unlock thecreative potential in as manypeople as I can. Because,when adults regain the joy andcreative confidence they felt aschildren, magic happens.People who have it makebetter choices, and theytake action to improve thesituations they can.The future asks each of usto find the courage to unlockmore creative confidence inthe people around us — andourselves. When I dream ofthe future, I dream of this.“ Creative confidence —the natural human ability to comeup with new approaches to solvea problem and the courage to trythem out — is one of our mostprecious resources.”David KelleyFounder and Chairman, IDEOPalo Alto, United States34 | Issue 64 |
  • 18. | Issue 64 | 37“  We think having Googleat our disposal haschanged how we thinkabout knowledge retention,but imagine when thatknowledge is literallyintegrated into your being.”John MaedaPresident, Rhode Island School of DesignProvidence, United StatesIn 2112, creativity will be themost valued form of workbecause creativity is aboutgoing against what everyone(including yourself) believesin. By 2112, our minds willbe directly connected tocomputers. We think havingGoogle at our disposal haschanged how we think aboutknowledge retention, butimagine when that knowledgeis literally integrated into yourbeing. We will all know all thatwe need to know, together,by being interconnected withall the information of the world.The answers won’t be at ourfingertips, they will be withinus. And so goes any roomfor debate.What will be at a premiumin this new world? What willenable us to retain our uniquestamp of humanity? Ourunique ability to create ideasand concepts that go againstthe all-powerful norm of thefactual. The ways of thinkingand working that artists anddesigners embody so naturallywill be in higher demand. Theyare the ones who are usedto flying in the face of reality,of suspending disbelief tocome up with what is next.These skills will be universallyrecognized as how we advancesociety’s future, rather thana nice “add-on” as they areperceived of today. Creativitywill be the new currency ofwork, the world over.kristine pearsonChief Executive, Lifeline EnergyCape Town, South AfricaMy dream is to see African womenemancipated from energy poverty.No longer will women have towalk along dusty paths with jugsof water or stacks of firewood ontheir heads, to cook with stovesthat harm their lungs, or to burnkerosene lights that damage theireyes. No longer will she worry thather children will drink kerosenebelieving it to be clean water orfeel the anxiety that comes froma candle tipping over setting herhouse alight. She will be at theforefront of the use and adoptionof renewable energies, not just asconsumers, but also as ownersand investors.“  Imagine an Africa withwomen leading it intothe future. They wouldnot just be left to pickup the pieces after war.They would be integralto averting conflict inthe first place.”I envision a future in which we createa strong city and an outstandingopportunity to build a good lifein Detroit.Making our city safe for residents,businesses and visitors is ourfirst and most important priority.Providing an education system thatprepares our kids to go to collegeis also essential for our future.Thanks to our efforts to clean upcity government, we are againattracting new jobs and investmentback to the City of Detroit and it iscritical that Detroiters have the skillsnecessary to compete for thosejobs. We will continue to work tostrengthen Detroit’s neighborhoods,improve services and attract newresidents. We will be a great cityonce again thanks to the supportand help of people who love Detroitall across the world.“ Detroit’s future is promising. We areblessed with a wealth of talentedyoung people, committed residentsand unlimited potential.”Dave BingMayor, City of DetroitDetroit, United States36 | Issue 64 |
  • 19. “ The future shouldbe what you think iswhat you get — bymeans of advancedtechnology andinnovative material,we can directlytranslate our abstractideas into products.”Jamy YangDesign Director, Yang DesignShanghai, | Issue 64 | 39One of design’s most fundamentaltasks is and has been to help peopledeal with change. The technological,political, scientific, cultural, moral,universal acceleration of the pastcentury does not show any signs ofslowing down. Change might justbecome a constant, a paradox that willmake design even more necessary.“In 100 years, designwill be at the centerof things, a benignand necessary forcein all facets of humanexperience.”PaolaAntonelliSenior Curator, Architecture and Design, The MoMANew York City, United States“ Education is the key to transformsociety and make it progress. We can´tbuild a better world made up of thedreams of millions of human beingswho have no access to education.”Miguel CarmeloPresident, Universidad Europea de MadridVillaviciosa de Odon, Spain38 | Issue 64 |
  • 20. “Gender, race, sexuality,ideology, and faithare just going tobe unimportantcharacteristics that willnot define ourselves.”PatriciaUrquiolaArchitect, Patricia Urquiola StudioMilan, | Issue 64 | 41Tim BrownPresident and CEO, IDEOPalo Alto, United States“In 100 years, machines maymanage the economy, noteconomists or politicians. ”“ …I dream that we don’t erode or lose therich cultural diversity that exists aroundthe globe – that it continues to inspirecreativity and innovation.”PeterMcCamleyExecutive Director Global Business Growth, GeyerSydney, Australia40 | Issue 64 |
  • 21. We all admire the great geniusesaround us – from Da Vinci toEinstein, Beethoven to TheBeatles – but we have a tendencyto put them on an unhealthypedestal, in a category sodifferent from the rest of usthat they seem almost a distinctspecies.Paradoxically, technology hastended to enlarge rather thanto shrink this divide. On the onehand, artists use social media tocreate a seeming closeness tofans that tends to elevate celebrityand promote marketing ratherthan to invite true communication.And crowd-sourcing inviteseveryone to participate in largeprojects, but one’s individualcontribution is too often lost –literally – in the crowd.So we must work urgently toeliminate this divide, and to createcontexts and experiences wherepeople from all backgrounds,ages, skills and experience levelscan work together on ambitiousand significant projects, eachbringing his or her life experienceand special perspective whilebenefitting from everyone else’scomments and contributions.The arts – and music in general(simultaneously so universal butalso potentially ghetto-izing) – area perfect laboratory for such anew ecology of creativity. At theMIT Media Lab, we are tryingexperiments in bringing childrenfrom far-away lands together tocompose symphonies and rocksongs and in inviting the entirecity of Toronto to collaboratewith us to compose a newsymphony. In such cases, thegeneral public works closelywith music students, computerprogrammers, and celebratedmusicians, composers anddesigners to make somethingsplendid and valuable that nonecould have done alone.“ Creative collaborationbetween experts andeveryone else is the keyto cultural vitality inthe future.”Tod MachoverProfessor and Composer, MIT Media LabCambridge, United | Issue 64 | 43In 100 years we will createmarvelously creative placeswhere we can celebrate thepositive intentions. We cancelebrate the abundance ofresources. We can find waysto promulgate continuous usecycles, rather than closedloops. We can all celebrateour resourceful world as onenot of limits but of generosityand abundance. And we’llhave the same thing withour intelligence. We getto be resourceful people,appreciating solar income andmaterials and people optimizingour time and relationships,manipulating the currency ofday to day flows into capitalformation. We don’t just eat theapple. We grow a tree that willfeed generations to come.We need to do the work of100 years and celebrate theabundance of the planet. Andthen take a look back 900years to the wisdom of the poetand philosopher Hildegard ofBingen: “Glance at the sun.See the moon and the stars.Gaze at the beauty of earth’sgreenings. Now, think.”“We don’t just eat the apple.We grow a tree that will feedgenerations to come.”William McDonoughFounder and Partner, William McDonough + PartnersCharlottesville, United States
  • 22. Gunter HennCEO, Henn ArchitektenMunich, Germany“We need to ensure thatthe seed of educationis planted deep into thethinking of mankind andits diverse societies.”I believe that the key to thefuture is education.How well we are educateddetermines how well weunderstand the context inwhich we live and operate.A context in which we,as individuals, makedecisions that have globalconsequences.We need to ensure thatthe seed of educationis planted deep into thethinking of mankind andits diverse societies.At the forefront should bethe provision of educationto every child, to nourishtheir brain and soul.This is our responsibilityas educated individualsand globally operatingcompanies.Children need educationto ensure that they havea secure future. And toenable them to makeeducated decisions.Education is a flower that willmake humankind blossom.Each of us can andshould contribute tomake this | Issue 64 | 45VivianLoftnessUniversity Professor, Carnegie Mellon UniversityPittsburgh, United States“ The workplace of tomorrow willregenerate each one of us, our familiesand our communities, sharing access toprecious resources and to the sustainingqualities of nature.”Out on a limb…that’s where an artistworks. When it came to Chihuly in theLight of Jerusalem, I set out to work ona project and I didn’t know what it wouldend up being when I finished…The idea of taking these huge blocks ofcrystal from Alaska halfway around theworld to Israel was a dream, an idea,and I went for it. It is up to all of us toembrace the crazy ideas we have andmake the future bright. In the future,I hope people will enjoy and work with thelight and color the world has to offer; goout on a limb and turn dreams and ideasinto reality…that is how you succeed increating something beautiful.“In the future, I hope peoplewill enjoy and work with thelight and color the world has tooffer; go out on a limb and turndreams and ideas into reality.”Dale ChihulyChairman and Artist, Chihuly StudioSeattle, United States
  • 23. “ We have to rethink howwe utilize workers in ouradvanced economy.”RogerMartinDean, Rotman School of ManagementToronto, Canada“In the future, therewill be virtual spacesfor the most energeticand imaginativepeople to cometogether and changethe world.”SHIRLEY ANNJACKSONPresident, Rensselaer Polytechnic InstituteTroy, United | Issue 64 | 47Why does it matter where you fall on the introvert-extrovertspectrum? Because introversion and extroversion are atthe heart of human nature — one scientist refers to them as“the north and south of temperament.” And when you makelife choices that are congruent with your temperament, youunleash vast stores of energy.Conversely, when you spend too much time battling yourown nature, the opposite happens — you deplete yourself.I’ve met too many people living lives that didn’t suit them —introverts with frenetic social schedules, extroverts with jobsthat required them to sit in front of their computers for hoursat a stretch.The personality psychologist Brian Little points out that we allmust act out of character for the sake of work or people welove – occasionally. We all have to do things that don’t comenaturally — some of the time. But it shouldn’t be all the time.It shouldn’t even be most of the time. As Little also says,acting out of character for too long can make us stressed,unhappy, and even physically ill.This is particularly important for introverts, who have oftenspent so much of their lives conforming to extroverted normsthat by the time they choose a career, or a calling, it feelsperfectly normal to ignore their own preferences. You may beuncomfortable in law school or in the marketing department,but no more so than you were back in middle school orsummer camp.“ Imagine what wouldhappen if you startedrespecting your ownwishes of how tospend your time.”Susan CainAuthorHudson River Valley, United States
  • 24. In the future, we will be okayhaving less stuff. We willgive pause, not when weponder the waste of throwingsomething out, but rather atthe more important momentof purchase in the first place.All objects will be made toeither decompose or last 100years, not 100 days.Choosing one’s impactfulactions will carry with it aweight much greater thantoday:Where do I live? How muchdo I eat? How many childrenwill I have? Am I using moreresources than I am entitledto? What is my occupationand what good does it bringto the world?We see that we are part ofsomething larger…Our strong sense ofresponsibility will not belimited to our own familyanymore, but extend toour community and all ofthe world’s citizens as ourinterconnectedness becomesever more interwoven.Luke GeissbuhlerCinematographer, Geissbuhler AssociatesNew York City, United | Issue 64 | 49“ We are in the infancy ofcivilization…In a hundredyears, we will watch mankindmature into adulthood.”“ In 2012, isn’t the whole world up in armsbecause they want to be MeaningfulParticipants? Why wait 100 years?”Chris BangleManaging Director, Chris Bangle AssociatesClavesana, ItalyAs much as I’d love to zoomaround in a flying car or teleportto Barcelona for lunch, mydream for the next 100 years issimpler. I just want more peoplehave the freedom to dream.After all, that’s always been thekey to progress…Over the next hundred years,our challenge is to expandthat freedom to the billions ofpeople around the world forwhom the future means simplysurviving another day ratherthan building a new tomorrow.If we unshackle even a modestfraction of those souls, we canliberate the talent to confrontthe challenges that remain.“Forget fanciful, futuristic forecasts. Givemore people the freedom to dream –and the future will take care of itself.”Daniel PinkAuthorWashington, D.C., United States
  • 25. Share Your DreamWe will the future by dreaming it. For 100 yearsSteelcase has mined for human insights, and tocelebrate our birthday we’re gathering dreamsof what the next century may look and feel like.We started with 100 children from around theworld, and 100 brilliant minds from enterprise.Now it’s your turn — we invite you to be part ofour worldwide centennial celebration — will youshare your dream with us? | Issue 64 | 51RichardSaulWurmanFounder, The WWW ConferenceNewport, United States“ Dreams unlock not just a better versionof something, dreams unlock thepossibility of addition, subtraction,opposites and void. Dreams unlocka space in which ideas are formed.”50 | Issue 64 |
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  • 27. Future FocusedA new lens for leading organizationsIn a challenging, complex and competitiveenvironment, business leaders everywhere areunited by a common desire: to anticipate thefuture and act on it now.At Steelcase a team of 43 WorkSpace Futuresresearchers, strategists and advancedapplications experts spend a lot of time think-ing about the future. Specifically, how tothink about the future through a set of themesand by co-creating applications with leadingorganizations. It’s a rigorous approachof studying evolving issues and weak signals —what they call “embedded pockets in thefuture horizon that are likely to become morepersistent over the next 10+ years.”360 Magazine asked this team to share theirperspective about the various patternsthey see forming around work, space andinformation — the patterns and behaviorsthat leading organizations should be thinkingabout to better prepare their companies fortomorrow. They identified four macro themesshaping how we work:Creative CollaborationLiving on VideoCulture MattersEconomics of | Issue 64 | 5554 | Issue 64 |
  • 28. | Issue 64 | 57Insight in Brief: Creative CollaborationIn a highly competitive environment creative collaboration isbecoming critical. Organizations prize it as a means to innovationand, ultimately, growth. Creative collaboration requires a widerange of professionals: scientists, engineers, architects, designers,educators, artists and entertainers whose economic function is tocreate new ideas, new technology or creative content.Trust is the currency ofcollaborationFlynn’s team has researched collaboration andidentified three key dynamics that must bemanaged for successful collaboration: buildingcommunity, inspiring flow and trust.“A highly effective distributed team must havea strong sense of community. That’s doneby building social intimacy through personalinteractions, having a shared mind overteam goals, and having space that works forthe group,” says Flynn. We tend to think of“flow” in terms of individual work, she notes,but “collaboration is about building thingstogether, so you need to get the group thinkingcreatively, building together and achieving asense of group flow.”Collaboration elevates the importance of trustrelationships. Without trust there’s no realteamwork, no co-generation of ideas andcontent. Groups can excel at collaborationwhen they learn to harness their diversity, buildtrust, and develop shared purpose and intent.If you want to leverage the creativity that existswithin the company, you have to bring peopletogether. Director of research Terry Westpoints to research conducted by the Universityof Michigan that demonstrates how groupsoutperform individuals at problem solving. “Thelone expert will solve the problem the quickestand come up with an adequate solution. Thegroup of average people will take longerand the process will be messier, but they’lloutperform the expert every time. Their diverseways of thinking, their different experiencesand perspectives bring additional dimensionsto the problem.”If collaboration is messy when teams aretogether, the work gets even harder whenteams are mobile and distributed. DonnaFlynn should know. As director of WorkSpaceFutures, she manages a team of behavioraland social researchers located on threedifferent continents. Her team researchesand lives this highly topical issue. “Distributedcollaboration is a big trend in business, thanksto technology, mobility and the globalization ofbusiness, but those factors also make it a hugechallenge,” she says.56 | Issue 64 |
  • 29. Alone. Together.As the focus on collaboration grows, Steelcaseresearchers underscore the need to balancethat with time and places for individualwork. “There is a lot of research about theimportance of collaborative work, focusing onteams, building open spaces, etc., which isgreat,” says Flynn, “But that’s also raised theante for the importance of private time andthe psychological needs that people have forfocused work.”How companies help people balance theirprivate and social time can vary dramaticallyaround the world, both organizationally andculturally. In places where space comes at apremium, as in Asia Pacific, office layouts arevery dense and people learn to work in closequarters. “Different cultures have differentrequirements and expectations for how muchfocus time people should have or who controlsthat time,” notes Catherine Gall, director ofWorkSpace Futures. “There are a lot of greatreasons to move to more collaborative workmodels, but you have to be thoughtful aboutthe tax that could place on individuals.”that allow for working side-by-side. Anotherimportant concept is to allow teams to makea space “theirs” even if it’s a shared spaceby giving them the freedom to reconfigure,redefine and customize the space to fit theirneeds for the time they’re using it. By creatingsocial areas near workspaces to promoteinformal interactions and development ofsocial bonds, you can use space to help buildintimacy. When the transition from work spaceto social space is seamless, work breaks arenot only less distracting, they can even helppropel the work forward.The bottom line remains trust. “What’s yourbank of trust like? If it’s a really rich accountthat’s full of trust, you can make a lot ofprogress. But if your balance is low, you’regoing to face a lot of challenges,” Flynn notes.“Once trust is built, you can get away with alot when you’re apart from each other — youcan have assumptions and you can wring thatrelationship out in a lot of different ways. Butyou need to come back together again andrebuild that trust.”The need to be social at times and private atothers is a core human need. Collaborationfuels productivity and innovation, but it’shard work and people need to recharge. Itbecomes critical to help people move acrossthese two key modes of work by managingthe transitions.Julie Barnhart-Hoffman, interior designprincipal and researcher, believes spacethat clearly conveys its purpose to users canhelp. “We’re putting cues into workplaces tohelp people manage their private and socialneeds. For example, when I walk into a spacethat is zoned as a ‘library’ the space shouldcommunicate that it’s a place for quiet andreflection. I should feel calmed and focusedby the space. Then when I walk into acollaboration space, it prompts me about howopen and collaborative the space is going tobe. I should feel like the team is building andinnovating together and sense the energy inthe space. We can use space to make work aricher, deeper experience.”The right balance of space can help buildcommunity and inspire group flow. Onekey principle is to help teams reachcommon ground by creating spaces withstanding-height worksurfaces that encouragedemocratic participation, or designing spacesThe need to be social attimes and private at othersis a core human | Issue 64 | 59Flynn’s distributed team established keypractices to build these shared understandingsand started with in-person meetings. “At somepoints in a project, people simply need to betogether to do the best work,” she notes. Whenthey’re not together, the team uses web-basedtools to make content visible. Audio andvideo calls are part of daily life. One of the keyprinciples to make this work is a collaborativemindset. “That’s an important thing. We askeveryone to be flexible with their lives andschedules and share the burden of being adistributed team.”Supporting creative collaboration in theworkplace requires understanding humaninteraction, and knowing how to createspaces that provide the right level of humanengagement across both digital and physicalmediums. Democratic sharing of information,eye-to-eye interactions and the ability toco-create content equally are key. Providingchoice and control over the spaces wherepeople go to collaborate – with one otherperson or with groups of people – is essentialin creating workplaces that people chooseto work in because they can collaboratesuccessfully.There are three key dynamics that mustbe managed for successful collaboration:building community, inspiring flow and trust.58 | Issue 64 |
  • 30. Insight in Brief: Living On VideoOur increasing desire to be connected in more than oneplace simultaneously means we need destinations thatdeliver the best set of choices and experiences. People willchoose the places that are more dynamic and foster agreater sense of engagement, both virtually and physically.Mixing our virtualand physical presenceEver wish you could be in two places atonce? Steelcase researchers see it happenevery day in a condition called “mixedpresence.” People and the content they createcan be present in a meeting physically andvirtually via video conference or an online chat.Technology has dramatically expanded ourvirtual footprint, giving us multiple new waysof being present through our images, voicesand content in more than one place at thesame time. Our presence can be felt via email,Twitter, Facebook, text messages, phone calls,low resolution video chats, high-definitionvideoconferences, digital file shares in thecloud and | Issue 64 | 6160 | Issue 64 |
  • 31. Emerging BehaviorsWorkers are at the epicenter of a major shiftin work styles as they toggle between theirphysical and increasingly virtual presence.One sign of this shift: the growth of bothindividual and group videoconferencing. Everyday, everywhere, people are meeting andinteracting on video, and research shows thatvideo traffic is dramatically up.More and more we see distributed teamsmeeting on video for weekly sessions, whileindividual team members meet daily on videofor a quick touch-base. As a result, the waywe connect to live, work and learn is givingway to an emerging new behavior: living onvideo. Research shows that this behavior isfollowing a natural course of market adoption: for some individuals and industries it’s a boldnew way to meet from afar, and for others it’sthe new normal.What’s driving this trend? Lew Epstein,general manager of the advanced marketing+ applications group, says the growth ispropelled by globalization and enabled bylower bandwidth requirements, higher qualityresolution, and a broader range of scalabletechnologies and price points. Video usedto mean big equipment and high cost, oftenwith real estate dedicated to its exclusiveuse. “Now video is mobile, one-button simple,inexpensive or free. And because video comesto us on small devices that fit in our pocket orpurse, its utility and frequent use increases too.Video is everywhere, becoming a ubiquitousmedium that’s economically accessible andincreasingly available for us to choose.”We’re living on video at work because it helpsus be more effective. “There’s an immediateconnection and a wealth of content thatvideo provides versus other media,” notesEpstein. “Hold your phone, aim it toward anevent, a business presentation, or a crisis inthe streets and record and send it anywhere inthe world. Get feedback on the prototype youcreated for the project. Interview a customeron the spot and share it. The uses are endlessand the impact is huge.”Video helps leverage an increasingly mobilework force. Epstein’s own team of 10 peopleis located around the globe while he worksin the San Francisco Bay Area. “I’m oftenon video three or four times a day. Thereare countless people in leadership positionsaround the world managing distributed teams,who not only need to communicate usingvideo as a medium, but also need far moreinsightfully-designed environments to hostthose conversations.”Business isn’t the only arena living on video. Digital tools are dramatically changingeducation. Online courses, integration oftechnology with physical learning spaces, themove from instructor-led teaching to team-based learning models are just some of themany different ways in which universities andK-12 environments are changing rapidly today.This is also happening in healthcare wherepatients and providers are connecting on videoto reach medical specialists and subject matterexperts from remote areas around the world.Video is everywhere, becoming a ubiquitousmedium that’s economically accessibleand increasingly available for us to choose.Technology is a powerful configuring forcein the ways we work, but its control stops atthe end of the power cord. Understandinghow to situate technology is actually basedupon the sociology of | Issue 64 | 63The Sociology of TechnologyThe more work becomes global and teamsbecome distributed, the more importantcollaboration becomes to an organization.The people who are co-located have a kindof presence privilege over those who areremote. If you’ve ever been the person ona phone conference, struggling to hear theconversations among your teammates whoare all in the same room, you’ve experienced“presence disparity.” Participation is limited,as you are unable to read people’s bodylanguage, see content on whiteboards, hearside conversations or see other behaviors thatadd context and meaning to a conversation.Addressing this successfully requiresunderstanding the sociology of work, thenature of human interaction, and the emergingneed to interconnect our physical and virtualwork experiences.Mixed presence requires us to rethink howwe interact with technology. “Technology isa powerful configuring force in the ways wework because we use it to create informationand knowledge,” notes Terry West, director ofresearch. “But its control stops at the end ofthe power cord, or the battery life. Technologycompanies have very little control in the worldof the user. They do not own the ‘situated-ness’of devices or of software, meaning theycannot socially or physically situate them.That’s the missing link. Understanding how tosituate technology is actually based upon thesociology of work.”62 | Issue 64 | 360.steelcase.comPeople and the content they createare present at work in multipleways, both physically and virtually.
  • 32. Creating a DestinationAs videoconferencing grows at a rapidrate today, Steelcase researchers see itbecoming a primary medium for mostforms of collaboration, communicationand connection. As people shift to usingvideo more as a part of their everydaylives, that behavioral change will lead to adramatically different work environment fromwhat most of us have today. But even as videouse has accelerated, the solutions designedto improve the user experience have not keptpace. As a result, there is an opportunity totransform today’s complicated, static andtechnology-centered videoconferencingsolutions into complete applications that aremore intuitive, dynamic and user-centered.For example, when you observe howpeople receive a phone or video call, you seea pattern – they begin to move about lookingfor a quiet place to take the call. Social mediais driving us to live more out loud, but thereare times when we need to talk in privateor discuss confidential information. “Mostlikely we want a space where we will notbe disturbed or will not disturb others, asemi-enclosed setting, and yet the choicesare extremely limited,” observes Epstein.“Today you’ll likely end up in a conferenceroom designed for four, or six, or eight peoplewhich is a mismatched, poor use of real estatefor one person. Instead, what you need is adestination that’s nearby, optimized for oneand can accommodate two people, and isready to amplify the user’s performance andexperience in a simple and convenient way.”Simply providing video tools isn’t enough.“We need to think about the intersectionof social, spatial and informational needs ofpeople,” notes Epstein. “How can we bringworkspace design, video communication,and informational tools together in a morescalable and user-adaptable space?Socially, for example, we look at the dynamicsof how people are interacting on video whenconnecting one-on-one with another person,or conferencing with a group. What if I needto break out of a larger videoconference andhave a brief side conversation? How can Isee and interact not only with people, butalso the information we need? Can the spacehelp decrease distractions and increaseengagement through lighting or acoustics?Can it offer a better scaled screen and cameraposition that works for one or two peoplecomfortably?  In our personal lives it mightbe fun to have the family all squeeze in frontof the camera when we Skype with Grandma,but in our work lives that can make it difficultto interact comfortably – especially when thecamera angle on most mobile devices point upour nose!”“Today, it’s just you and your device. We needto design destinations that augment yourtechnology so it dramatically improves yourexperience.”Designing for these experiences will look morelike an ecology of work behaviors that live ina close relationship to situating physical andvirtual circumstances. Solving for these needswill demand a well-rounded response to a setof increasingly available choices – allowingpeople to self select where they want to work,how they want to work or who they want towork with. That’s because the places andspaces that offer users choice and control arethe ones that will be chosen.“We can see how globally intertwined businesshas become, and yet we can’t be everywhere,”notes Epstein. “Working shoulder to shoulderis better sometimes – especially when co-creating – but the reality is that we can’t alwayswork together in person and the demandson our time are not diminishing. Given theserealities and the growing prominence of videoin our everyday work lives, we’re developingnew ways to shape video experiences to makethem immensely better.”As people shift to using video more as a part oftheir everyday lives, that behavioral change willlead to a dramatically different work environmentfrom what most of us have | Issue 64 | 65The Intersection of Place and PresenceBalancing our physical and virtual selvesbegins to create what Frank Graziano,principal researcher, calls “a lovely tension”between the processes involved in mixedpresence and the places we use. “What arethe intersections where place and presencecome together? How can place augment theseprocesses? How can it, explicitly or quietly,infer process? These are the issues that matter,so augmenting how presence, place andprocesses come together really matters.”Places where these tensions are bestresolved become what Graziano calls“gravitational hotspots”: destinations that helporganizations and individuals perform better bycommunicating more easily and collaboratingmore effectively. “How do the fingerprints of aproject team, those mixed-presence artifacts,endure? A great project space has physicaldetritus of where the team has been, theideas and issues they’ve worked through.Just like your workshop at home or yourkitchen accrues objects and materials. Thesethings are hugely important in terms ofcognitive function, how we think about thework and how we share it with others, andit gets more complicated the more forms ofpresence are involved.”Julie Barnhart-Hoffman, design principaland user-centered design researcher, saysliving on video requires the workplace tooffer a “palette of presence” — a range ofspaces that support people switching backand forth between a physical and virtualpresence. “So many businesses are spreadout geographically, and living on video canhelp compensate for the distance. Distributedteams depend on each other constantly.Our own finance department uses wormholes(always-on high definition video connectionssituated within a workspace) to keep teams inconstant communication. It’s an elevated levelof presence and it allows global teams to havejust-in-time contact, which is important forcollaboration and building trust.” Graziano says mixed presence highlightsthe dual nature of space as both physicaland virtual. Just as a document may existas a digital file or printed page, similarly aphysical space can have a digital back story:a user guide, material specifications,comments from users, etc. “Physical anddigital are tightly bound to each other,” henotes “and the better we can get them tocomplement each other, the more we canhelp others make the most of mixed presenceas a tool for creative collaboration. Spacetoday needs both a physical and virtualcharacter to it, not one or the other.The things that are physical seem to want tobecome virtual. And things that are virtualseem to want to express themselves physically.”Living on video requires the workplace tooffer a “palette of presence” —a range of spaces that support people switching back andforth between a physical and virtual presence.64 | Issue 64 |
  • 33. Space shapes behavior —behavior over time is cultureInsight IN BRIEF: Culture Matters. More Than Ever.Space shapes behavior. Behavior over time equals culture.Real estate is often called the second largest business expenseafter salaries, yet its cost pales in comparison to that of a culturethat inhibits an organization. If space shapes behavior andultimately culture, then space is a strategic lever whose timehas come.There are two reasons why a company has anoffice: 1) to support the work that generatesrevenue and 2) to support the culture of theorganization. Much time is spent consideringhow an office supports work processes, butnot enough time on what kind of culture thecompany needs to succeed.As Terry West, director of research, states,“The place where the people are is wherean organization’s knowledge is. You cannotleverage the scale of the knowledge thatexists within an organization when everybodyis sitting individually and disaggregated. Thecollective whole is greater than its sum of theindividuals. And certainly greater than a lotof disaggregated, individual components justtrying to link into a server someplace.”Organizations want their people to come towork to harness collective knowledge, toembed it in the organization and to achieve thebenefit of scale. Ironically, it’s the technologyorganizations, whose products have given usthe freedom to work anywhere, who seemto deeply comprehend the synergy betweentechnology and space. Companies such asIntuit understand the value of leveraging thecreative power of their people; they realize thepreeminence of the social nature of work andthe social interaction of work. They understandthe power of place, and configure their spaces ina way that reflects the social nature of work andthe respect for each other. Google and countlessother technology firms, large and small,encourage, or even require that employeescome to the workplace, recognizing that theircollective knowledge is a more powerful enginefor creativity and problem-solving.“Leading organizations are the ones thatrecognize the opportunity to create spacesthat stitch together the three key drivers behindtheir purpose: strategy, culture and brand,”says Paul Siebert, director of corporate strategyand development.“We’re engaging with many future-focusedorganizations and are learning a great deal abouthow these dimensions intersect — how to fusethem together, and understand what spatial anduser-level strategies should be considered.”Ultimately human interaction is how valueis created. “When the social, spatial andinformational elements are thoughtfullydesigned, you are augmenting humaninteraction,” says Siebert. | Issue 64 | 6766 | Issue 64 |
  • 34. “People do this all the time at home. How comewe all of a sudden get dumb when we walkinto a business,” asks Lathrop?Consider the home kitchen. It’s planned andequipped per the cook’s requirements. Certaintools and cookbooks are kept handy. Somework processes and ingredients are usedregularly, others avoided. A kitchen may invitecollaborative cooking or it could be the domainof a chef in charge. Knowledge workers needthe same: a place where they feel comfortable,that has the necessary tools handy. A placethat can be reformed and adjusted based onwhat needs to be done.“Culture is behavior over time, and behaviorover time comes from trust. That’s how you getsomething useful out of that behavior. If peopledon’t trust each other, you have avoidance,”says Graziano.“Trust is built by allowing a team to determinehow they work on a project or how theycommunicate. And it’s also trusting your staffto help determine the place where they workand how to use it,” he notes. “You can’t say‘you can work anywhere you want, just as longas you sit right here where I can see you.’ Youhave to allow people to speculate about whattheir work could be, where the organizationis going, how the culture functions best, andthey’ll create the most extraordinary places.”In an increasingly global workplace, trustis also built through the understanding oflocal and regional culture. People tend tojudge culture against their own set of valuesand beliefs, but as you go further awayfrom your home culture, you have to workto change the way you think and be willingto embrace new ways of working. CatherineGall, director of WorkSpace Futures,believes that understanding communicationpatterns and how the creative processworks across cultures is critical, and thatit’s important to recognize points ofconvergence and divergence.“In our research of 11 different cultures,we explore what type of collaboration orexchange of information is preferred. Is it a topdown or bottom up kind of communication?Is it a culture that allows multiple peopleto offer multiple points of view and then theboss makes the decision? Or is it more ofa consulting culture where you actually giveyour idea and influence the ultimate decision-making process?”All of these factors come together in the placeswhere we work and are critical elementsof creating spaces that augment humaninteraction, the critical ingredient in amplifyingthe performance of an organization.Create great communities of practice — themicrocosms that braid together to build aliving ecosystem for the company — and inturn create a living culture. “Why else create aworkplace?” asks Graziano. “Companies havea space to support people doing work and theculture they’re trying to nurture. Nothing elsematters. If the workplace doesn’t do those twothings well, then you might as well just moveto Starbucks.” | Issue 64 | 69Leading organizations are the ones thatrecognize the opportunity to create spacesthat stitch together the three key driversbehind their purpose: strategy, cultureand brand.Culture As Democracy“The culture of the organization is vital tosuccess, yet it’s not something leadershipcan own,” explains Dave Lathrop, director ofresearch and strategy. “Executives can helpsteer the culture but it has to be co-createdby the population of the company. How canpeople best work together? How muchcollaboration and idea sharing and innovationdo you want? Will it be a leader-led companyor a more consensus style? The culturemanifests itself through these choices andthe manner in which workers are supportedby their environment. Do people have controlover how and where they work? Do youtalk collaboration but not provide the placeswhere people can effectively work as a group?Management sends a powerful messagethrough the places where people invest theirheart and soul to further the organization.”Winston Churchill famously said “we shape ourbuildings, thereafter they shape us,” and thethought applies equally to homes, institutionsand businesses. A company’s goals andaspirations are manifested in space. “Everyculture builds place. It’s always been that way.If the culture of your organization could buildits own workplace, what would that look like?What tools and furniture and space would be inthe work environment,” Lathrop says.“The holy grail here is giving the reins, thebroader set of permissions, to the users,”says Frank Graziano, principal researcherwith WorkSpace Futures. “Companiesprovide places for working but not alwaysthe places for place-making. By that I meanthey don’t allow users to create places that,like Christopher Alexander (author of “APattern Language”) has advocated, springfrom the users’ cultural and social points ofview. That’s what makes our applied researchand consulting workshops so powerful.” InSteelcase workshops, a cross-section ofemployees from various departments andlevels in the organization collaborativelygenerate ideas for what the work environmentshould be. They build models from simplematerials that represent these environments.The culture of the organizationis vital to success, yet it’s notsomething leadership can own.68 | Issue 64 |
  • 35. “The issue of wellbeing at work is not aboutmassage chairs and being able to take a nap,”says Catherine Gall. “That may certainly bepart of it, but it actually starts with just aboutevery aspect of your culture, and includesmaking sure people understand what their jobis about, that they have a sense of purposeand contribution, and that they have the rightspace, tools and resources to be successful.”Wellbeing as acompetitive advantageInsight IN BRIEF: The Economics of WellbeingThe return is high for those who invest in the physical,cognitive and social wellbeing of their people. The riskis even higher for those who ignore | Issue 64 | 7170 | Issue 64 |
  • 36. Thinking HolisticallyDesigning for wellbeing means providingworkers choice and control over how andwhere they work. That requires understandingthe flow of a person’s day, and the manytransitions they make between the modes ofwork they perform. Focusing, collaborating,socializing and learning are the things they do.How they do them is where the opportunityfor enhanced wellbeing lies. At a physical level,workers need a palette of posture – a range ofsolutions to sit, stand or walk with the ability toshift postures often. Cognitively, people needspaces that allow them to focus and processinformation with limited distractions, whetherthey’re working individually or collaboratively.Socially it’s important to create spaces thatgive people a sense of belonging to the largerorganization.“We need to ask what kinds of affordances andenvironments we can build to support focusedwork,” says Donna Flynn. “How can we helppeople move between collaborative work andprivate focused work? How can we supportworkers’ physical and psychological needs andthus support healthier, greater wellbeing?”“We believe in giving people a palette of placewithout increasing the floor plate by morethoughtfully planning the space and beingaware of the need to balance privacy andsocial modes. Put people in control of howthey work and where they work, and youmake them more productive and less stressed.That’s healthier for both the individual andthe organization.”Giving workers access to the spaces thatsupport their physical and cognitive needs,match their tasks, and support their workstyle preferences is key for the future. And thefuture is now.Designing for wellbeing meansproviding workers choiceand control over how and wherethey | Issue 64 | 73the technologies we use. More and morepeople are suffering from too much work, andnot enough time for their personal or privateactivities. Cognitive overload and too muchstress during the working week can resultin potential risk for absenteeism or loss ofretention. People will just leave.“That is what we see happening in Asia rightnow,” comments Gall. “One of the ways youkeep good people is by making their day aspositive, enjoyable and fulfilling as they expect.Otherwise they will leave you and go to acompetitor.”Despite a large pool of resources in emergingeconomies such as India, China and Korea,leading organizations understand thatknowledge work is actually based on trainingand making sure employees understand thebrand and culture of the organization. Thistakes time and requires work environmentsthat are designed for the wellbeing of workers.Wellbeing is Good BusinessAddressing workplace wellbeing meansunderstanding the many facets of wellbeing:physical and mental health, our connectionto others, our sense of purpose, the ability tocare for the ones we love and our connectionto the world around us. Forward-thinkingorganizations are going above ergonomicissues, to think about wellbeing holisticallyand view it as part of their business strategy.Organizations can compete more successfullyif their employees feel a real sense of wellbeing– physically, cognitively and socially.The costs of not addressing the issue arehuge and gradually becoming a major painpoint for organizations and countries alike.Workplace stress is now considered a globalepidemic and organizations are struggling withthe ramifications: lower engagement levels,absenteeism, increased risk of heart disease,escalating costs.Everywhere in the world, people suffer duringtheir work day. The physical issues that wehad in the Industrial Age have given way toa new set of physical issues resulting fromOrganizations can compete more successfullyif their employees feel a real sense of wellbeing –physically, cognitively and socially.72 | Issue 64 |
  • 37. Understanding human behavior in the workplace is a core tenetof the 43 researchers, strategists and consultants at Steelcase.“The group’s focus is human-centered, future-oriented design research,which is all about identifying and exploring possibilities as an input to theinnovation process,” says Sara Armbruster, vice president of WorkSpaceFutures and Corporate Strategy. “We set up hypotheses of what the futuremight bring based on the full body of research we do, and then workwith a variety of academic and corporate partners to form a potentialscenario that’s worth tapping into. Our goal is to understand the impacton behavior and culture, because work is an inherently social and human-centered activity.”Armbruster’s group is intentionally diverse, with people of varyingbackground and profession, many of whom have decades of experience.“I think part of Steelcase’s success is because we put a premium on thedepth and richness of critical thinking. In a lot of corporate environmentsthere’s so much pressure on immediate results, that they don’t always seethe value of developing a really deep and rich understanding of an issue.We have an immediacy too, but we also create the environment to askthose really deep questions – not just about what’s happening right nowor what might happen tomorrow, but also five and 10 years from now.”“We challenge our questions about how work and life are evolving. Ourbusiness is workspace, but if work and life are blending and recombiningin different ways at different scales, and things are shifting more and morein that direction, what are the implications on how people work? Wherethey work? What they expect when they are working in a workspace?This is how we start to explore possibilities and create really interestinginsights that provide new fuel and context for understanding how spacecan augment human interaction, and ultimately amplify the performanceof people and the organizations they work for.”The team, based in North and South America, Europe, and Asia, uses manyresearch techniques based in the social sciences. In addition to doing field-based research, including observation techniques and video ethnography,they regularly engage with a network of people and organizations who arealso engaged in asking highly interesting questions.°It is not the answerthat illuminates, butthe | Issue 64 | 75Sara Armbruster vice president, WorkSpaceFutures and Corporate Strategy; managesSteelcase’s research and applicationsdevelopment activities and strategicplanning processLew Epstein general manager of theadvanced marketing + applications group, ateam of 10 developers based in four countries;co-developer of media:scape®Donna Flynn recently joined the Steelcaseresearch strategy team after eight yearswith Microsoft; Ph.D. in anthropology,Fulbright scholar, advocate for insight-drivendesign strategyCatherine Gall Paris-based research directorwith 20 years of experience in bridging culturalworkplace issues, working with companies onsocial and organizational studies and work-place design research; co-author of the 2009book Office CodeFrank Graziano principal researcher for 18years at Steelcase; one of the contributors tothe new book Making Space: How to Set theStage for Creative Collaboration; an originalresearcher on media:scape; service/brandarchitect for Workspring projectJulie Barnhart-Hoffman design principal,extensive experience in workplace designresearch; co-developed a patent forLearnLab™; group defining, designingand prototyping future business conceptsDave Lathrop director of research andstrategy, with a background in psychology,communication and organizational change;leads Perspective group, responsible forhelping form the company point of viewon future of work and organizationsPaul Siebert director of research and strategy,develops foresight on the future of work;human-centered design leader in innovationand brand buildingTerry West nearly four decades of experiencein work environments including productdevelopment, corporate strategy, and currentposition as director of researchContributors74 | Issue 64 |
  • 38. It started wIth a fIre.Our history of innovation and social responsibilitybegan with VICTOR, a metal wastebasket, designedto reduce fires caused by ashes from cigars andcigarettes in wicker wastebaskets. It was a first: thefirst time steel was shaped to create an insightful andaesthetically pleasing solution to a human we celebrate our 100th year,we are proud to introduce the VICTOR2 recyclingcenter, another insightful and aestheticallypleasing solution to a human problem.VICTOR2. Designed by:Steelcase Design Studio in collaborationwith HOK Product 2012
  • 39. 1956
  • 40. 80 | Issue 64 | 360.steelcase.comw h at ’ s n e wNEOCON 2012 | In our 100th year, we look to the future by celebrating insights,ideas and solutions that help unlock human promise.™Scheduling Systemby Steelcaseframeone®with media:scape®Benching Solutionby Steelcasemedia:scape®mobileCollaboration Settingsby SteelcaseDash®miniTask Lightingby | Issue 64 | 81
  • 41. bivi®Desking Solutionby Turnstonediviso™Side Screenby SteelcaseSW_1™tableby Scott WilsonCoalessemedia:scape®miniCollaboration Settingsby SteelcaseNode™With tablet stand and five-star baseby Steelcase Education Solutionsbuoy™Seatingby Turnstoneempath™Recliner Seatingby NurtureLoxby Pearson | Issue 64 | 8382 | Issue 64 |
  • 42. Victor2™Recycling Centerby SteelcaseVerb™Classroom Collectionby Steelcase Education SolutionsFlexFrame™with media:scape®Workwallby SteelcaseQivi™Collaboration Seatingby Steelcasechain mailSurface Materialby SteelcaseStand inSurface Materialby SteelcaseExponents™Mobile DisplayCoalesseFree Standby Stephan CopelandCoalessemedia:scape®Digital PuckCollaboration Technologyby SteelcaseHosuby Patricia | Issue 64 | 8584 | Issue 64 |
  • 43. Inspired by the twilight haze over the Arizona mountains, Steelcase introduces “SunshineStyling” in tones called Desert Sage, Autumn Haze and Blond Tan. These new colors makeit easier for color to be introduced throughout the office.
  • 44. Many voices in Steelcase’s “100 Minds.100 Dreams. 100 Years.” anniversary projectpoint to an important truth: Sustainability isnot about process efficiency — it’s a way ofviewing the world and our role in strengtheningthe social, economic and environmentalsystem that sustains us.We have to think about not only how wedo things, but why we do them. We haveto embrace the interconnectedness thatmakes sustainability possible — the choicesorganizations and individual people makeand how these choices combine to make ourbusinesses, cities and lives better. We have toexplore the consequences of our decisions —the unintended as well as the intended.To ensure we don’t leave value-creationopportunities on the table, we have tohumanize sustainability.“Over the next 100 years, we have an opportunityto shape a new story, a positive vision ofwhat it means to live sustainably in our world.”Joel Makower / Chairman and Executive Editor, GreenBiz Group“Basic principles of life, guidelinesfor actions in any sector, should beimbedded in the very essence of ourglobal society and industries.”Erin Schrode, Co-Founder, Turning GreenCreating sustainable value in the 21stcentury means simultaneously advancing thehuman condition and the economic health ofbusiness. There are two fundamental ways acompany can create this kind of value: first, bydesigning products and solutions that benefitpeople, and second by operating in sociallyresponsible ways — which includes mitigatingenvironmental harm, of course, but alsogoes beyond to encompass such things asemployee wellbeing, supplier development andenhancing communities.More than ever stakeholders expect this kindof full-spectrum thinking. Creating sustainablevalue in multiple spheres is incrediblychallenging — messy even — but it isn’t aneither/or proposition. While it all can’t betaken on at once, companies that aim to beinfluential champions of sustainability need to‘take it all on’.Many occasions can create opportunities toreflect, recharge and refocus. At Steelcasewe’re taking advantage of our 100th birthdayto do just that — to dream big about thefuture. We’re setting our sights high as wethink about what it means to create holisticvalue as a globally integrated companyoperating in a globally connected | Issue 64 | 89“We have to think aboutthe world beforemaking new things.”Siddesh, a 10-year-old in Mumbai, IndiaCreatingSustainableValueFor the 21st centuryby Angela NahikianDirector, Global Environmental Sustainability,Steelcase Inc.88 | Issue 64 |
  • 45. Global impact andtransparency:Working togetherfor positive changeIt’s sometimes said that a paradox ofglobalization is that it increases the need forlocal connection, and Steelcase’s experiencebears that out as true. There are always goingto be differences in government regulationsand in how certain sustainability attributes areweighted in different cultures and markets.However, within the differences, there’s acommon, human thread that transcendsgeography. When it comes to sustainability,we all want the same thing — positive change.Because of this, the quest for sustainabilityoften drives unlikely partnerships, includingcollaborations with competitors, to drivebeneficial change. For example: BIFMA’slevel™ certification, launched in North Americain 2009, is a third-party evaluation of theenvironmental and social impacts of furnitureproducts for commercial environments. It holdsthe potential to help reduce complexity andprovide a common language in our industry.This is one small example in the host ofthings we and other companies are doingto advance sustainability. The most fruitful,holistic change can happen across industriesand geographies. These cross-industry,wide-reaching partnerships can supportpublic policy (that’s good for business andthe environment), rally around elimination ofmaterials of concern, create new processefficiencies, or provide support to people/businesses/countries in need. All of thesethings, complex and collaborative, can haveripple effects and cause true, lasting change.The time is nowHow we operate, and what we create anddeliver, ties back to the history of our company— understanding what people need anddesigning to improve the human experience.We’ll never be finished, but by harnessing theexpertise and ideas of partners, teams andindividuals in every location around the world,we’re finding ways to improve every day.By collaborating with customers, suppliersand within and across industries, businessesare best positioned to holistically address theworld’s complex social and environmentalissues. As innovators and agents of socialchange, we can make our companiesand communities stronger, secure amore prosperous economy and drive thehumanization of business.To see how leading thinkers and childrenfrom around the world envision a sustainablefuture, visit Steelcase’s anniversary website, In conjunction with itsanniversary, Steelcase will also be conductingsustainability envisioning forums during2012 and will issue an in-depth corporatesustainability report this fall.Materials chemistryand biomimicry:harnessing whatnature’s perfectedThough there’s still work to be done acrossindustries, big strides have been made inidentifying toxic materials, understanding howchemicals interact and eliminating materials ofconcern. In addition to existing materials thatpromote/support environmental and humanhealth, there are many exciting new materialsin development.Material choices today range from completelynatural and renewable materials like wool,to “clean” synthetics. Especially noteworthydevelopments lie in materials that mimic orharness the power of nature. Examples includepackaging material grown from agriculturalbi-products bonded with mushroom rootscalled mycelium. It’s produced with very lowenergy, is totally renewable and compostable.There are also promising new surfacematerials that resist bacteria by mimickingdefenses found in nature that have beenperfected over thousands of years.Materials science holds tremendous promise todeliver superior performance without the highenvironmental and social costs of the past.Closing the loop:taking a page frombiologyClosed-loop systems are ones in which allmaterials can be reclaimed and reused. Theyare the ultimate test of sustainable design.As with materials innovation, there are manynew reclamation technologies that can beanticipated and incorporated into productdesign. Considering the entire life of theproduct at the design stage gets to the heartof closing the loop.In pursuit of cradle-to-cradle design, it is vitalto focus efforts on finding more innovativeand responsible ways to move products fromtheir original use to their next life. The goal isto keep products in use, out of landfills and,ultimately, to have them feed new streams ofproduction. In doing so, we can anticipate,innovate, and respond to emerging customerneeds and | Issue 64 | 91As Steelcase looks forward to the futureof sustainability, many areas of promiseemerge, including:Rethinking realestate: for humanperformanceCommercial buildings are due for a makeover.By most estimates, they account for at least40 percent of electricity use worldwide and,as patterns of work have changed, manyhave become case studies of inefficiency.Helping customers optimize their real estateinvestments presents enormous opportunitiesfor energy savings, innovation and large-scaleimpact.At the same time, it’s more important thanever that employees are supported physically,mentally and emotionally, and this raises thebar for what a workplace needs to provide.Fully supporting the human experiencewithin a smaller resource footprint is oneof the great opportunities for businessesthroughout the world. It’s where Steelcase canhave significant impact for good by offeringsolutions that help unlock the human promiseof workers and help employers get more valueout of their real estate.Biophilia:connecting withnatureScience has shown that we respond morepositively to certain environments over others.Often these attractions are based ondeep affiliations rooted in human biologyand evolution.We know from the research that peoplenaturally seek spaces that offer a sense ofshelter and protection, such as pillars, wallsand overhangs, and that we gravitate towardnatural light. Designers know that color andtexture evoke deep human reactions. All ofthis connects back to our cave and campfiredays, and has many implications for workplacedesign, underscoring the importance ofcreating familiarity in the built environment.Workplaces need to be designed for people,not just for work. We need to maintain ourhumanity, our mind and body connections.This is becoming more important, in part, as acounterbalance to the growing technologicalsaturation of work and life.Moore’s law tells us that technologywill continue to advance exponentially.Today’s challenge is to make sure people’slives and human experiences improve at acomparable pace.90 | Issue 64 |
  • 46. Wellbeing is an economic issue.The health of business depends on the wellbeing of people.At details, we design for the physical, cognitive, and social wellbeing of the person.Commitment201254%reduction waterconsumption53%reduction in vocemissions37% reductiongreenhouse gasemissions23% reduction inwaste + materialsrecycledThe company is well on its way to not simplymeet but exceed those goals by the end of theanniversary year.The tally-to-date showsIn 2006 Steelcase set what at the timeseemed to be an aggressive goal: to reducethe its environmental footprint worldwide by25 percent by 2012, the company’s 100thanniversary year.“Reducing negative impacts, whichwe accomplished with our 2012goal, is just a fraction of what’spossible for the future.”“Focusing on reductions, thoughimportant, is limiting. Focusingon creating sustainable value islimitless.”Angela Nahikian, Director, Global EnvironmentalSustainability, Steelcase Inc.92 | Issue 64 |
  • 47. Finding balance for individual workin a sea of collaborationby James Ludwig and Allan Smith, Steelcase Inc.At each stage in our society’s advancement — from agrarian economies to the creativeeconomy — technology has played a major role. But never before has technologyimpacted behavior in the office more than in the last five years, causing a tectonic shiftin our notions of how, when and where we work. Collaboration has become a primarymode of work for organizations in pursuit of innovation, and yet in our rush to co-createbetter ideas, faster it is the needs of individuals that risk being overlooked.For many of us, work started out as a destination,a place we went to, as in “Honey, I’m going to work now.”We went to the office because that was the only placewhere we had access to the technology and peoplewe needed to do our jobs. And because our bossesexpected it. If you were not at work, you weren’t reallyworking. But technology changed that. Laptops becamethe dominant computing device, outselling desktopcomputers in 2008. Access to WiFi became almostubiquitous, and mobile devices such as smart phonesand tablets permeated the | Issue 64 | 95what aboutIn a world of wemE?94 | Issue 64 |
  • 48. Adding to the complexity of work is the increasing trendtowards global integration. The “Globally IntegratedEnterprise,” a term coined by IBM, is a diverse anddispersed organization with different work groupstypically united in project work. Workers struggle tobridge cultures and time zones, finding themselvesliving on video — ranging from informal Skype calls tolarge telepresence meetings — as they manage virtualconnections with team mates distributed around theworld. It’s not uncommon for teams to be on telepresencein Asia, Europe and the Americas all at the same time,which is physically impossible without someone startingwork really early or staying really late. Our workday mightnot be a full 24/7, but it’s easily become 15/6.As technology advanced and the world became flatterand faster, competition stiffened and organizations feltthe demand for more innovation — not as a choice — buta means to survival. Collaboration became a primarywork style for many organizations. A Steelcase jointresearch study with Corenet Global found that two-thirdsof organizations collaborate between 60 percent to asmuch as 80 percent of the time. There’s good reasonfor it — collaboration works. Research has shown thatwhile individual work might sometimes result in a fasteranswer, collaboration consistently delivers deeper andricher ideas because of the broad perspectives andcross-pollination of ideas that teams can offer. Butwhether alone or in a group, the drive for innovationrequires greater creativity. A recent IBM study of globalCEOs say that creativity is the most valued attribute ofleadership, ranking even higher than integrity and globalthinking ( creativity and invention happen in groups orindividually is a subject of much debate. Author SusanCain argues in her best-selling book Quiet: The Powerof Introverts in a World That Can’t Stop Talking, peopleare more creative when they enjoy privacy and freedomfrom interruption. Cain struck a nerve within thecorporate world by drawing attention to the needs ofintroverts and challenging the notion that creativity andinnovation come exclusively from boisterous socialization,replete with exuberant team mates high-fiving eachanother. She notes that even extroverts need time forcontemplation and focused, individual work. Our researchat Steelcase corroborates this point – we all need time toourselves. To read. To think. To reflect.As a result of the changes in technology and behavior,knowledge workers are facing greater demands andexperiencing higher stress. Our day used to consist ofa series of individual tasks, punctuated by a meeting ortwo. Today, we move between meetings, projects andindividual work, shifting between different workspacesthroughout the day.People need a range of settingsto accommodate focused,collaborative and social workin both open and enclosedenvironments – in other words,a palette of | Issue 64 | 97Technology Drives BehaviorAs technology enabled mobility, our behaviors andexpectations changed, too. Suddenly we had thefreedom to work anywhere, anytime. We voted with ourfeet, taking our technology devises into meetings and‘third places’ such as coffee shops or libraries, andleaving our workstations empty for hours. Choice, notmail codes, became the driver of where to go.Today, most knowledge workers in developed countriesare mobile workers – they do not have to be at their deskto do their jobs – and, by this definition, a full 35 percentof the global workforce will be mobile by 2013. Manyof today’s workers have varying degrees of mobility.Some have an assigned space, but move throughoutthe building or campus. Others are more nomadic,choosing where to work based on the tasks they needto accomplish.The technological advances driving mobility — and drivenby mobility — are both an advantage and a curse. Wecan carry our work with us from place to place, but thespaces we work in haven’t been redesigned to supportthe new ways we work, and the kind of work we now do.The cognitive overload many of us are experiencing is adirect result from the exponential growth in the amountof information we have to absorb. Case in point: all of theinformation we had available up to 2007 has doubled inthe past five years. We are bombarded by e-mails, posts,blogs, tweets, and, in general, information overload is adaily affliction.Collaboration is critical toan organization’s success,but it cannot exist withoutindividual work.96 | Issue 64 |
  • 49. Balancing ‘I’ and ‘We’The shift toward collaborative work has dramaticallychanged the topography at many workplaces. More thanhalf of the companies in the CoreNet/Steelcase studysay they’re reconfiguring individual workspaces to makemore room for team spaces. Because innovation requirescollective ‘we’ work, it’s critical to design spaces thatnot only support collaboration, but augment it. Teamsneed places designed around their social, spatial andinformational needs, where they can bring their individualwork to the group to evaluate it, make decisions orco-create new solutions. The result: many organizationsare investing in collaboration spaces that bring peopleand technology together in a way that promoteseye-to-eye contact, provides everyone with equal accessto information, and allow people to move around andparticipate freely.All of this is good. In fact, it’s great. But in our enthusiasmfor spaces to support team work, some organizationshave taken the ‘either/or’ approach and focused oncollaboration. Individual work is neglected. We believe abetter approach is one we call ‘and/both’. It’s all aboutbalance. Rather than a shift from I to we work, we see acontinuum of I and we work. Our research shows peopleneed a range of settings to accommodate focused,collaborative and social work in both open and enclosedenvironments – in other words, a palette of place.It’s important to think of the entire company campusas an ecosystem of spaces, where individuals havechoice and control over how to work in a range of spacesacross the company, not just within a floor.We also found that people come to the workplace withan activity in mind and filter it through a number of othervariables: the tools they need for their work, the degree ofconnection they need with others, the amount of sensorystimulation they want, and even their mood. Some dayswhen we have individual work to complete, we preferto do it in locations where we can feel a buzz of activityand see other people around us. At other times, we needspaces that are quiet with less stimuli.People need places that let them concentrate ona problem. Let their minds make subtle, insightfulconnections between obstacles and inspiration.They need spaces that thoughtfully consider bothcollaborative and individual work. Our research suggestsfive things to consider when designing spaces thatconsider the needs of the individual in today’s highlycollaborative environment.We followed mobile workers throughouttheir day to observe how they work, wherethey work, how they interact with othersand how they focus on their individual | Issue 64 | 9998 | Issue 64 | 360.steelcase.comOur ResearchAt Steelcase, we’ve studied howto enhance and augment thecollaboration process for years.As a byproduct of that research,we observed individuals strugglingin their environments, working aroundobstacles, unable to work effectively.We decided it was time to study whatit means to do individual work in thischanged landscape; to see how wemight create spaces designed fora better experience for all the modesof work – alone or together. Ourteams began following mobile workersthroughout their day to observe howthey work, where they work, how theyinteract with others and how theyfocus on their individual work.One of the first things we found wasthe difference between people’sperception of what they do and thereality. We tend to visualize our daylike a pie chart, divided into meetings,blocks of time for solo work, email,projects. Yet for most knowledgeworkers it’s not that simple. Whatactually happens is we move aroundso much that we have to squeezemore things into smaller slices of time.We sit in a meeting and when thetopic doesn’t relate to us we checkemail, answer a text. We take a phonecall or squeeze in a quick chat withsomeone we see. When the groupadjourns we stay in the room to workon our own — until the next groupcomes along and we get kicked out.Our days have become a blurof transitions.
  • 50. 100 | Issue 64 | | Issue 64 | 1012. ANTICIPATE NEEDSAll spaces should offer what people need to beimmediately effective, and to lessen the burdenof carrying everything with them.Nomadic workers need spaces that anticipatewhat they need when they arrive: easy accessto power for recharging devices, a choice ofspaces with varying degrees of privacy theycan control, and a range of I and we spacesnear each other so it’s easy to transitionbetween individual and collaborative work.People generally need group space within 60feet of their primary work area. If it’s close,it’s more likely to be used. If the group spaceis further away, usage falls off dramatically.The workplace should include small huddlerooms, quiet niches outside of conferencerooms, and acoustically-controlled booths orenclaves for home or video calls. At Vodofone’snew Netherland headquarters in Amsterdam,the staff has access to a range of open andenclosed spaces with options in between.None of them are assigned to any individual,including the president. With few exceptions,people can use workspaces in any manner thatsuits them.In our WorkCafé a number of small workspacesadjacent to the open eat/meet/work areas arein constant use for phone calls and focusedtask work. These spaces are located in a quietcorner that functions like a cul-de-sac; thereis no access to other parts of the building, sotraffic and interruptions are minimal. The spaceincludes a range of technology to supportthe diverse types of work happening: WiFi,plenty of power outlets, videoconferencingequipment, and several media:scape units tosupport small group discussions. Nearly half ofour WorkCafé users say they choose to workthere because of the tools available to them.ÓWorkCafé, Steelcase Global Headquarters,Grand Rapids, USA1. BE A GOOD HOSTOrganizations need to think like good hostsand make people feel welcome the minute theywalk in the door.Design spaces that help people feel connectedto the organization, and allow them to quicklysee what’s going on within the company. Atour new WorkCafé, one of the first thingsemployees encounter when they enter thespace is a coffee bar and a concierge to helpthem locate the right spaces or tools for theirwork. A media wall highlights news and eventsat various company locations around theworld, so people can get up to speed quicklyabout what’s happening in the company.5 things to consider:1. BE A GOOD HOST2. ANTICIPATE NEEDS3. INSTANT FIT4. PEOPLE. PLACE. THINGS.5. AMP UP. AMP DOWN.
  • 51. 4. People. Places. Things.Spaces should be designed for visibility -making it intuitive for workers to recognizethe kind of spaces that support the workthey’re doing (boisterous collaboration vs.quiet contemplation), and provide the toolsthey need, while making it easy to identifyavailable spaces.Designing for a ‘palette of place’ makes itevident to users that they have choice overwhere and how to work, depending on thetype of work they are engaged in. Technology-enabled devices should be utilized to makeit to find the right space is available, both inadvance or on demand.A device like RoomWizard®allows a simpleglance down a hallway to see a green lightthat indicates the space is available. Theinformation display confirms the topic of themeeting; who’s in it and how long it will last, soyou don’t have to disturb people mid-meeting.Accenture made extensive use of RoomWizardin their Houston space to not only make iteasier for employees to find meetings, but toalso quickly reserve a space for their individualwork, and release the space for others whenthey were done. Vodafone’s Amsterdamspace incorporated wayfinding into both thearchitecture and furnishings. The glass wallscombined with RoomWizard make it easy tosee where people are, and what’s going on.ÓVodafone, Amsterdam, | Issue 64 | 1033. INSTANT FITShared spaces should be designed to quicklyfit individual needs, while helping minimize thetransition time from one task to the next andfrom one space to the next.Observing people trying to work in cafeswhile sitting – and squirming – in hard, woodenchairs that were not designed for comfortor easy adjustment — caused us to thinkabout something we call a ‘palette of posture’:a range of space options that allow peopleto work comfortably in the various posturesthey assume while moving through the varioustasks they do. Adjustable-height worksurfaces,moveable monitor arms, keyboard supportsand lighting tools should be provided inorder to be positioned precisely by theindividual to make it easier for them to getcomfortable quickly.102 | Issue 64 |
  • 52. 5. AMP UP. AMP DOWN.The workplace should be zoned to provideworkers choice and control over the degree ofsensory stimulation desired, and their level ofavailability.Employees need to feel like they’re connected– to other people and to the organization.They also need quiet times when they canfocus, reflect or recharge. When they are in theworkplace they sometimes want the energyand buzz of working near people; other timesthey need a space for heads-down work. Wecall this “amping up or amping down,” andevery workspace should signal the kind ofwork it supports to help people determine thebest place to work. Providing sensory controlis a key element of wellbeing in the holisticview, which includes the psychological andsociological aspects of work as well as thephysical. It’s important to integrate spacesthat encourage people to retreat from thestructure of the day, to renew and rest or gainfresh perspective. Employees should be ableto control lighting, sound and temperature,work in relaxed lounge or resting postures, andbe free of interruptions. It’s equally importantto provide spaces that allow workers to feel aphysical connection with others, even whenworking alone. The post occupancy study weconducted on our WorkCafé shows 80 percentof people choosing it for individual work.They know they might be interrupted butthey prefer to do focused work near others.Vodafone created a space called Club 11 thatoffers food and an outdoor terrace, and after5:00 p.m. they play upbeat music. It’s fun,chic and serves a number of needs, but youwouldn’t mistake it for a library or choose it forthe times you need quiet focus. The space forthat is actually called the library, on anotherfloor in another zone, and one of the few placeswith rules about how people can work in thespace. Talking and phone calls are not allowed.It’s a perfect place for amping down and doingquiet, reflective work.At Skype’s Palo Alto, California, offices,collaboration is nurtured, and workers sitat benches that allow for easy exchange ofideas. Headphones are the respected way ofsignaling “leave me alone, I’m thinking,” butthe company also makes sure to offer a varietyof small, private places for individual workthroughout the workplace.ÓWorkCafé, Steelcase Global Headquarters,Grand Rapids, | Issue 64 | 105Offline:Most Privateavailable:Most openmore sensorystimulationless sensorystimulationinvisiblebusy104 | Issue 64 | 360.steelcase.comONLINE. OFFLINE.Zoning allows mobile workers to situate themselves in spaces that provide the right tools andsensory stimulation, while signaling to others their degree of availability - similar to status indicatorsin virtual space.
  • 53. THE BOTTOM LINE:IT’S A BALANCING ACTCollaboration as a business strategy iscritical to innovation. And so is individualconcentration and contemplation. As SusanCain notes, we tend to believe all creativity andall productivity comes from the group, when,in fact, there is real benefit to solitude andbeing able to go off and focus and put yourhead down. The workplace needs to supportthat. It needs to help both mobile and residentworkers achieve a balance of collaborative andindividual work, in places where they can ampup or amp down, with the tools they need,alone or together.The best workplaces are the ones that givepeople the opportunity to choose what theyneed, when they need it.°James Ludwig, Vice President, Global DesignAllan Smith, Vice President, Marketing and | Issue 64 | 107Ó Skype’s Palo Alto, CA officesÓturnstone, Grand Rapids, USA106 | Issue 64 |
  • 54. | Issue 64 | 109108 | Issue 64 | 360.steelcase.comShe compares many open offices today to the open coffeeshop where she wrote much of her book. “One café inparticular I loved because many of the other people whofrequented this café were also writers or working on onecreative project or another. So the café was pretty quiet withpeople really focused on their work. Yet you’re free to comeand go at any time, sit anywhere you want, to talk or to nottalk if you wish. You can be on the margins of café society oryou can plop yourself right in the center and be engaged withpeople. That freedom is crucial.“In an open office you have very limited means to say no, I’msorry I’m focusing on something else right now. Sometimes youcan, but often you can’t. I think offices need to work extra hardto instill the feelings and indicators of freedom that a café has.”Her solution for the ideal creative work environment? “Walkingthat fine line between inter-connectedness and personalfreedom. Getting that balance right, that’s the nirvana.”QuizARE YOU AN INTROVERT OR EXTROVERT (AND WHY DOES IT MATTER)?Do you ever wonder where you fall on the introvert-extrovert spectrum? Here is the place to assess yourself.(This quiz is adapted from my book, QUIET: The Power of Introverts in a World That Can’t Stop Talking (Crown, 2012).Please answer each question True or False, choosing the answer that applies to you more often than not:1. I prefer one-on-one conversations to group activities.2. I often prefer to express myself in writing.3. I enjoy solitude.4. I seem to care about wealth, fame, and status less than my peers.5. I dislike small talk, but I enjoy talking in-depth about topics that matter to me.6. People tell me that I’m a good listener.7. I’m not a big risk-taker.8. I enjoy work that allows me to “dive in” with few interruptions.9. I like to celebrate birthdays on a small scale, with only one or two close friends or family members.10. People describe me as “soft-spoken” or “mellow.”11. I prefer not to show or discuss my work with others until it’s finished.12. I dislike conflict.13. I do my best work on my own.14. I tend to think before I speak.15. I feel drained after being out and about, even if I’ve enjoyed myself.16. I often let calls go through to voice-mail.17. If I had to choose, I’d prefer a weekend with absolutely nothing to do to one with too many things scheduled.18. I don’t enjoy multi-tasking.19. I can concentrate easily.20. In classroom situations, I prefer lectures to seminars.The more often you answered True, the more introverted you probably are. Lots of Falses suggests you’re an extrovert.If you had a roughly equal number of Trues and Falses, then you may be an “ambivert” – yes, there really is such a word.A Quiet Placeto WorkSusan Cain, author of the bestselling book Quiet: The Power ofIntroverts in a World That Can’t Stop Talking, says there’s toomuch emphasis on group work in business today and that’s aproblem for introverts, which make up between one-third andone-half of the population.“Introversion is really about having a preference for lowerstimulation environments. It’s a preference for quiet, for lessnoise, less action. Whereas extroverts really crave morestimulation in order to feel at their best. Today’s workplacesmore and more are set up as open plan offices for maximumgroup interaction. There are no walls and very little privacy.”Cain says it’s important to support creativity in ways beyondgroup brainstorming. “There are a lot of people who are verycreative, but you throw them into a brainstorming session andevery creative shot just goes over their head because theycan only think when they’re freed from other people looking atthem. Individuals come up with more ideas and better ideaswhen they’re left to their own devices.”There are several reasons for this. As social creatures,we’re influenced by what other people think. “We don’t evenrealize we’re being influenced, we just pick up other people’sopinions.” There’s also peer pressure “If you’re off working byyourself there’s no cost to having the opinions that you have,you come to them without any barriers.”Given how we respond to others and their opinions, “peoplereally need solo time to go off by themselves first, and then insome kind of carefully managed process come together withthe group to share what they come up with.”Too many offices lack support for these different workstyles.“What some companies are saying is okay, we’re all going tobe in this big open space, but you can sign up for a privateroom whenever you want one. That’s too many hoops to jumpthrough psychologically and in terms of a physical step to signup for a space and then walk across the hall and get there. Itcuts into a lot of the psychological needs that we all have.’ABOUT THE AUTHOR:SUSAN CAIN is the author of the NewYork Times bestseller QUIET: The Power ofIntroverts in A World That Can’t Stop Talking.Her writing on introversion and shyness hasappeared in the The New York Times; TheDallas Morning News; O, The Oprah Magazine;; and on, andshe recently spoke at TED2012, Microsoft,Google, and the U.S Treasury. She hasappeared on CBS “This Morning,” as well asNPR. A former Wall Street lawyer, she hastaught negotiation and communication skillsat law firms, universities, and corporations,including Merrill Lynch, Shearman Sterling,and the University of Chicago. She is anhonors graduate of Princeton and HarvardLaw School. Susan lives in the Hudson RiverValley with her husband and two sons.
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  • 56. InsightsAppliedAn ecosystem of interrelatedzones and settings thatprovide users with a rangeof spaces that support theirmodes of work.A range of solutionsthat encourage peopleto sit, stand and moveand support the multipletechnologies they use.A range of mixed-presenceexperiences (physical andvirtual) in destinationsdesigned to augmenthuman interaction.PALETTE OF PLACE PALETTE OF POSTURE PALETTE OF PresenceThe Interconnected WorkplaceLeverage the complexities of competingin an interconnected world.PEOPLE NEEDPEOPLEPEOPLE NEEDTECHNOLOGYPEOPLE NEEDSPACES THAT BRINGTECHNOLOGY ANDPEOPLE TOGETHERCHALLENGEUNDERSTANDCREATECHOICE AND CONTROLover how and where people | Issue 64 | 113InsightsAppliedInsights AppliedThis framework provides a methodology for creating and assessinga workplace designed for an interconnected world. It recognizesthat people need to do both individual ‘I’ work and group ‘We’ work.It also breaks the paradigm that all individual spaces should beassigned or ‘owned’ or that all group spaces should be shared. Therange of spaces in an interconnected workplace need to supportfocused work, collaboration, socializing and learning.A workplace that supports how people work today whileanticipating their needs tomorrow is one that Steelcaserefers to as an Interconnected Workplace.It leverages the opportunities offered by aninterconnected world, and is designed to augmentthe social, spatial and informational interactionsbetween people.It offers choice and control over spaces that support thephysical, social and cognitive wellbeing of people, andprovides a range of spaces designed for the many modesof work they engage in.It is a workplace that amplifies the performance of people,teams and organizations.Creating a workplace that is future focused.112 | Issue 64 | | Issue 64 | 113
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  • 58. 116 | Issue 64 | | Issue 64 | 117For many workers in the United Kingdom, thesummer ahead has the earmarks of trouble justwaiting to happen.Despite years of careful planning to keepLondon traffic flowing during the 2012 OlympicGames that begin in late July, many expertsare making gloomy forecasts about congestionand backups in and around the city.Traffic will increase by a third, average speedon main routes could slow to just 12 miles perhour, and public transportation will carry theburden of several million more travelers everyday. With warnings like these, it’s no wonderthat many Londoners plan to work at home asmuch as possible during the games instead ofcommuting to the office.Wasting less time on commuting is just one ofmany reasons workers prefer to occasionallywork at alternative places such as their homes,a third place such as the local café or in otherplaces nearer to home. Spending less on fueland reducing their environmental impact areother commute-related factors that make thesealternatives attractive. Equally compellingis the reality that, especially given today’shighly collaborative workplaces, workingaway from the office provides opportunity foruninterrupted concentration when you need todo focused work. Moreover, having flexibilityfor where to work means people can carve outbetter balance between the demands of theirjobs and their personal lives.For all these reasons and more, as theOlympics draw closer, more companies in theUK are looking into facilitating work alternatives— or they should be, says Rob Jenkins ofSteelcase Solutions, which has a decade-plusof experience helping companies implementsuch programs. Recently, in partnershipwith technology networking giant BT and theChartered Society of Physiotherapy, SteelcaseSolutions shared insights and experiencesat a seminar on flexible working hosted atthe Steelcase WorkLife center in London. Inaddition to the many personal benefits foremployees and the environmental impacts,the seminar explored the business driversfor flexible work: more productivity, fewerabsences, office real estate cost savings,and an enhanced ability to attract and retainworkers.As mobile technologies and globalization arefast creating a 24/7 work culture, knowledgeworkers in many parts of the world are nolonger dependent on the office as the onlyplace for work. Increasingly, they value thefreedom to choose where to work, dependingon what needs to get done.Employers who understand and quickly adaptto these changing work patterns stand to gainthe most. “Allowing employees to work awayfrom the office can be a powerful businesstool,” says Jenkins.The U.S. leads in the percentage of mobileworkers, often defined as those who spend10 hours or more each week away from theoffice. The tradition of flexible work, however,is well established and has a longer historythroughout much of the European Union. TheNetherlands, Denmark, Finland and Swedenare among the champions of flexible work,followed by Germany and the UK.Employers who understand and quicklyadapt to changing work patterns stand togain the most.When Work HappensAnywhereAs 9 to 5 becomes 24/7,there are new challenges —and many opportunities.24/7©
  • 59. 118 | Issue 64 | | Issue 64 | 119“Fundamentally, wellbeing isn’t just abouthow we feel, it’s also about how we act,” saysAdamson. “Your wellbeing always impacts yournext decision.”The Coalesse researchers discovered four keyskills for successfully navigating a blendedworkday: setting technology boundaries,orchestrating/integrating demands on time,finding wellbeing, and self-reliance/spaceresolution.People with all these skills know when toshut their technology down and how tomanage their interactions. They know how toorchestrate their time and when to leveragetechnology to augment their capabilities. Theyknow what they need to do their best workand develop their potential, and they workproductively and creatively in the contextof strong relationships with others. Theyhave a sense of control over their mindset,surroundings, activities and schedule, knowinghow to make wherever they are work forwhatever work they need to do then.Although flexible work is almost alwaystechnology dependent, doing it successfullyis about more than devices, networkconnections, software and apps; it alsoencompasses being able to create authenticconnections and presence, whether you’recommunicating via phone, emails, instantmessaging, using Skype or teleconferencing.Adamson calls this ‘context awareness.’A home that works, a workplacelike homeHappily, for most people, not having explicitboundaries between work and home is a goodthing, once they figure out how to make itwork. “When you have a level of control overyour situation, it’s invigorating, liberating really.People in our research talked about reclaimingtheir lives,” says Adamson.As more work moves out of the office,people are looking for ways to make theirhome environments work better for work.Interestingly, although many mobile workershave home offices, Steelcase’s researchshowed they’re frequently mostly a placefor the printer and supplies. When peopleare working at home, they don’t want to beisolated; that makes them feel as if they mayas well be back at the office. Instead, manyare creating what Coalesse researchers havetermed “hybrid settings” — work locationsthroughout the home that don’t sacrificeresidential comfort.A related trend: As more people do morework away from the office, they want companyworkplaces to be less institutional. In otherwords, when work-related pressures areno longer confined to 9-5 office hours,workers want personal comforts whereverthey’re working.“Employers who recognize the role thatpersonal choice and life experience outside theoffice has on employee expectations will havea leg up on creating spaces that are relevantto today’s mobile workers.”This trend toward personal comfort hasdistinct implications for the materials,finishes, accessories and lighting specifiedfor professional office environments, andit’s a driving factor for the types of furnitureand interior architecture that are supplantingcubicles in progressive 21st centuryworkplaces. As one observer puts it,“Who wants to work in an egg carton?”“The drive we are seeing is that peoplewant to be emotionally invested even in theirworkplaces,” says Ulrich. “Maybe it’s familypictures or rugs or blankets. Maybe it’s beingable to work with their feet up. They wantelements of their personality to be reflected.More important, they want and seek the levelof wellbeing that lets them do their best work,no matter where they are.”A principle of choice:Netherlands OracleKnown to be early adopters of socialinnovations, it’s not a new thing forDutch knowledge workers to workfrom multiple locations.“What is new here at Oracle is what we callour ‘no limits’ concept,” says Afiena van denBroek-Jonker, human resources director,Netherlands Oracle. “It means nobody hastheir own assigned place. Even our executiveleaders don’t have their own offices. All of ourspaces are activity-based and shared, whether“Fundamentally, wellbeing isn’t just about how we feel,it’s also about how we act,” says Adamson.“Your wellbeing always impacts your next decision.” Arjun Adamson, Steelcase Workspace Futures researcherIn France, workers remain more cautious aboutkeeping work and home separated. Even here,however, phone calls with colleagues in othertime zones are common, and keeping up withemail is fast becoming expected by employersand accepted by employees as a way of takingwork home.Life inside the blenderThroughout the world, work is no longerdistinctly separate from the rest of life, anddefinitions of “workplace” are expanding.Today, workplaces can be homes, cafés,hotels, airports, trains and more. No matterwhere they’re working, people have basicneeds: They want to feel inspired, supportedand comfortable. Just how those imperativesare defined — and their importance — ischanging dramatically as work becomes moreintegrated into the rest of life. And there aren’tmany guidelines in place yet for how to do itsuccessfully. These were among the majorfindings of observational and interview-basedresearch of mobile knowledge workerssponsored by Coalesse, a brand of Steelcase,that was conducted in the U.S. and Europeduring 2010 and 2011.“How do you cope, or better yet manage thischanging and ever-evolving workday? We thinkthis is one of the most pressing work-relatedissues today, particularly as mobile workoptions expand,” says researcher Emily Ulrich.“People value the ability to modulate their ownwork/life balance as they see fit. Those whohave a choice of where to work will gravitatetoward focus, flow, and physical comfort. Theyalso value mental and emotional wellbeing. Infact, many of the people we spoke with in theirhome workspaces correlated comfort withproductivity.”Interestingly, the research confirmed that asboundaries between work and the rest of lifeblur, work tends to find its way into the rest oflife more easily than life finds its way into work.And that has the potential to put significantstress on workers, which can negatively affectboth the quality of their work and theirpersonal lives.“Business values responsiveness, and weexpect it of ourselves, so it’s easy to letwork intervene and compromise intendedboundaries,” Ulrich notes. “Because theone-size-fits-all approach doesn’t work verywell, employers often don’t make boundariesexplicit, and so workers who are trying to stayconnected and ahead are interpreting andmanaging these boundaries for themselves.”The search for wellbeing in the new workdaychallenges many norms, and people are findingdifferent ways to cope, says Arjun Adamson,who conducted research on mobile workersin Paris, London and Munich as part of theCoalesse project.“Our research showed people in Europe aresuffering from the same strains as U.S. groupsas they constantly toggle between work and lifeactivities. Especially within global companies,global pressures to perform tend to transcendestablished boundaries within a culture.”“I stay connected to disconnect,” said oneseasoned mobile worker from the Europeanstudy. “If I know I’m available and there’snothing coming in, then it’s fine.”Emerging from the research were insights intothe spectrum of ways people are handling thestresses of integrating their work and personallives. For example, some people set explicitboundaries; they turn off their technologycompletely to set aside blocks of time forpersonal activities, intentionally “putting workin its box.” Others are more adaptive; theyintegrate work and personal activities, andare capable of functioning in less-than-idealenvironments and juggling tradeoffs — doingpaperwork in the car in a parking lot whilewaiting to pick up children, for example, orchecking email while cooking in the kitchen— in support of the larger goal of increasedflexibility and being able to sometimes havepersonal time during the day. At the far end ofthe spectrum are those whom the Coalesseresearchers term “progressives.” They’re highlyadaptive, technologically savvy and adjustwell to complicated situations. They embracemobility and tend to find the best setting forthe work they’re doing, which is often tied tosupport for their technology needs.For people who remain challenged andfrustrated by the demands of orchestratingwork and home, the cost can be their wellbeingas well as their productivity. Both are causesfor employer concern.The Netherlands, Denmark, Finland andSweden are among the champions offlexible work, followed by Germany andthe U.K.
  • 60. 120 | Issue 64 | | Issue 64 | 121Like many Oracle workers, van denBroek-Jonker often works at home, butshe usually comes to the office. It’s whereshe can meet people face-to-face, and itsupports her best work.“Most of the time I start my day at home toavoid traffic jams, doing emails, phone calls,thinking and organizing what I need to do,” shesays. “I can do at home everything I can do inthe office, except meet with people. The officeis for collaborating and being able to quicklycontact people I need to work with to getthings done. Today I’ve already changed mywork location about 10 times, based on whatI was doing and the person I needed to see. IfI were claiming one desk for the whole day, Icould probably do that better at home.”A call to actionTrusting people to make choices about whereand when to work makes their jobs moreengaging. Steelcase research confirms thatworkers of any generation can quickly adaptto mobility and flexible work, and most highlyvalue its advantages. “If my company said Ineeded to come back to regular office work, I’dsay, ‘No way, I’m staying mobile, give me a 20percent cut,’” said one seasoned professionalincluded in the Steelcase/Coalesse researchproject in Europe.Progressive companies like BT and Oraclehave proven there are business benefits thatstem from having a flexible work system inplace. BT, for example, cites absenteeismreduced by 63 percent among flexibleemployees. Steelcase Solutions, whichsupports flexible start/finish times and homeworking, boasts an employee retention ratethat’s 35 percent better than the UK average.Although it’s relatively easy to endorse theconcept of flexible work, putting a systemin place usually means a major overhaul ofmanagement attitudes and practices, as wellas rethinking the design of the workplace forhow it can function best.For some organizations, ignoring trumpsacting. For example, a study conductedby Steelcase Solutions of 1,000 Londonoffice workers showed that 60 percent thinkcompanies should do more to accommodateemployees during the Olympics, but only 14percent of their companies are changing policyto allow employees to work from alternativeplaces like home during this time.Given such indicators, the team at SteelcaseSolutions wasn’t surprised that their study alsoshowed that nearly 20 percent of London’soffice workers are planning to take holidaytime during the Olympics just to avoid thecongestion. So whereas their employers couldbe enjoying the business continuity benefitsof employees working away from the office,instead they’ll be operating short-staffed.As the nature of work rapidly changes, thebest companies aren’t waiting. Instead, they’reclaiming win-win opportunities by embracingflexible work now versus later. Looking ahead,they realize that’s how the grand game ofbusiness is going to be played best.°it’s team spaces, concentration areas,meeting rooms, brainstorming areas, and soforth. The basic principle is choice.”More than 1,000 employees work at Oracle’syear-old facility in Utrecht, but only about 60percent are normally there on a workday. Someroutinely work at home at least 1-2 days perweek through a structured program; otherswork at home on an occasional basis.“This way of working is a good valueproposition,” says van den Broek-Jonker. “Itgives our employees the flexibility to organizetheir work in an independent way that worksfor them. It also means we need less officespace, which saves money. And our concept of‘no limits’ means I may sit next to one personone day and the next day I’ll sit next to anotherperson. We want people to communicateacross our lines of business, and this is a greatway to do that.”Just as the Steelcase/Coalesse research hasconfirmed that flexible work arrangements canbe initially challenging for employees, van denBroek-Jonker says they can be challenges foremployers, too. Among her tips for success:Make sure your program includes explainingwhy and how to employees, and have clearprotocols. “It’s about behaviors, awarenessand how you work together. You need to agreeas a group on how you are going to behave,”she says.Training is another important component. AtOracle, mobile employees have been educatedon how to become paperless, learning whatto store digitally, where to store it and how toeasily find it. And managers get guidance onhow to successfully manage a mobile team.Oracle has taken extra steps to make suremobile employees stay connected. On everyfloor, there are coffee corners, fittingly called“anchor points,” and throughout the buildingare many areas to have a quick chat.In addition to providing the kinds of spaces thatmake it easy for people to interact day-to-day,the company hosts many special events andonsite networking opportunities.Especially valuable is a location-finder systemcalled “C U.” As soon as employees enter theUtrecht facility, they’re electronically registeredin the system. As a result, coworkers can trackeach other’s whereabouts and find each othereasily throughout the day.“I can do at home everything I can do inthe office, except meet with people.”
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  • 62. | Issue 64 | 125Start-up companies begin in humble places.They start in garages (HP, Apple), dormrooms (Microsoft, Facebook), and similarlyunassuming places. There are no customerscoming to call and the staff is tiny socommunication is simple.But when the company finds its legs andstarts to grow, it’s often tough to managethe transition from back office to professionaloffice space.{ Bo Fishback and his company Zaarly helped turnstone kickoff their “Win a Sweet New Office” contest. To view Zaarlyin action, scan the code below. For contest winners, go to: | Issue 64 | 360.steelcase.comgettingrealHow one of the hottest tech companiesmanaged the transition from startupoffice to a professional work environment
  • 63. 126 | Issue 64 | | Issue 64 | 127“When you’re no longer nurturing an idea buta company, how do you move from start-upspace to your own professional, legitimateoffice? Does a digital company really need aphysical office space? Whether it’s an onlinevirtual company or a traditional accountingfirm, what does an office really do for a smallbusiness?” says Melanie Redman, a seniordesign researcher with WorkSpace FuturesExplorations at Steelcase. She co-led aresearch effort to better understand smallcompanies and how they manage theirbusinesses. The study was sponsored byturnstone, the Steelcase brand inspired by thespirit of small business.“We developed key insights about thedifferences between running a small companyand a big corporation, and quite often thechallenges that are least studied are thetrickiest tasks. Getting start-up financing orhiring good people, for example, are wellcovered in the literature. But other issues arenot as well understood, such as making asmooth transition from the start-up phase toa business with a legitimate presence in themarketplace. How do you create that first,real office?”A company called Zaarly illustrates thechallenge. The e-commerce firm operatesan online bazaar that facilitates commercebetween buyers and sellers (kind of a crossbetween Craigslist and eBay), and it’s becomea bright star in the tech world. Fast Companycalls Zaarly one of the world’s most innovativecompanies, and Forbes tabbed its co-founderBo Fishback an “agent of corporate change.”Like many start-ups, its steep trajectory tracesa contracted lifecycle that illustrates lessons forother small companies.Zaarly started in an apartment in San Francisco“when three of us got together and basicallyin a weekend hackathon created the businessconcept,” says Fishback, who had experiencewith two earlier start-ups.How does a company movefrom start-up space tolegit office?
  • 64. 128 | Issue 64 | | Issue 64 | 129Less than a year later, Zaarly had 22 peopleand a need for a legitimate office. “Our teamwas split between two offices five blocks apart,and even that short distance created problems.We were on this amazing pace and to maintainit, to build things fast, we were makingsacrifices that we didn’t realize because wewere located in different places,” he says.Distance breeds disconnectsThe founders noticed that staffers who workedclosely together were more successful.“People in the company who were starting toexcel were the ones who were in the officeinterfacing across lots of different people,understanding what we were trying to tackle.The ones who struggled were the ones kind ofwatching it from afar, trying to be a part of theconversation but having a difficult time beingplugged in.”“We see this time and again in our fieldresearch,” says Redman. “Successful smallcompanies have a transparency and trustthat permeates the entire staff so everyemployee becomes a decision-maker. They’reencouraged to try their hand at different jobsand that prevents the silos you see in so manylarger companies. The key in a small firm is tokeep the communication going.”Fishback and his co-founders got the messageearly. “We started to understand that it doesn’tmatter if you’re a thousand miles away or fiveblocks away or with just a room in between youand the person you want to talk to. You needto see each other constantly and know they’rea resource, that there’s someone you can startcollaborating with instantly without waiting.”“The people starting toexcel were the onesinteracting across lotsof different people.”
  • 65. 130 | Issue 64 | | Issue 64 | 131Need for speedSmall companies can move faster than bigcompanies since they have fewer movingparts. Speed is an important differentiatorfor the little guys like Zaarly. “We’re a babycompany. We’re not going to go out and spend250 grand on furniture to get this thing up andgoing. We also didn’t have time and we neededpeople to help us get this thing up and goingquick,” says Fishback.At the same time, Zaarly needed their3,500-square-foot office to be flexible enoughto accommodate fluctuating staff levels. Abouttwo dozen are full-time workers with an equalnumber who rotate in and out of projects.“Some days we might have 60 people andsome days might have 12 and, whatever thenumber is, we wanted the office tofeel full of energy and life, not like adisgusting sweatshop.”Zaarly and turnstone had three phoneconversations. “They designed a plan for ourspace, a local San Francisco person came byto check it out, and two days later they said,‘Your furniture’s on a pallet, it’s being shippedand should be there early next week.’“Ten days from the first email I sent, everythingarrived in a semi-truck.”Zaarly’s office is entirely open plan except fortwo conference rooms. Desks are built withBivi™, a new take on modular desks thatincludes tables, storage, power, worktools anda couch called the Rumble our people that we wantthem to feel good about wherethey come to work.”“It means a lot
  • 66. 132 | Issue 64 | | Issue 64 | 133A purpose-built officeThe company’s first real office exemplifieswhat Redman’s team identified as key aspectsof small company work environments: open,informal spaces that generate energy bypromoting communication and collaboration,and spaces that need to quickly and easilyshape shift to new purposes. “They spendmoney within a budget and they’re veryintentional about what they buy. Everythingthey buy has to reflect their values andmission,” she says.Fishback compares the feeling to placeshe worked before Zaarly. “In bigger or oldercompanies you might take the place forgranted after a few weeks, but we’re smalland growing and very passionate about whatwe’re building. People don’t take this kind ofstuff for granted.“People sit in different places every day. Thereare great, comfortable places for people towork on couches, in a conference room or onthe little balcony. It’s not a corporate feeling. Itmeans a lot to people who work here that wewant everyone to feel good about where theycome to work every day.“We just totally nailed it. It’s so awesome.Everyone here loves this space. People willspend the night here. They’ll live two blocksaway but they’ll want to spend the night here.”“We’ve been here four months now andI still get people who grab me and say,‘Dude, this space is so awesome!’ It’s a goodfeeling. I know we did something right.”They’re doing a lot right. One year afterthe apartment hackathon, the average Zaarlyonline transaction is around $52 each andalmost 100 percent of people who postare repeat users. Meg Whitman, CEO of HP,has joined Zaarly’s board of directors andother high-profile tech investors have pumpedin money.“We get to work at a fun, really hot start-upcompany in one of the hottest start-upmarkets ever, and we get to be in themiddle of downtown San Francisco in thissuper cool space.”In the middle of the office, Bo Fishback picksa place to work each day alongside the restof the crew, confident Zaarly has the officeit needs.°“We’ve been here four monthsnow and I still get people whograb me and say,‘Dude, this spaceis so awesome!’
  • 67. Bike rack. Lounge. Snowboard rack. Viewing station. Working station. Introducing bivi -putting the power to define space and culture in your hands. Bivi is a simple desking platformwith imaginative add-ons that let you create a space that works the way you like to work.Running a business is hard enough, having a great space to work in should be easy.when is a desk more than a desk? when its
  • 68. 136 | Issue 64 | | Issue 64 | 137trends360ARZU Studio Hope, AfghanistanARZU, which means “hope” in Dari, is an innovative model of socialentrepreneurship that helps Afghan women and their families breakthe cycle of poverty by selling the desirable artisan rugs that theyweave into developed countries.Tata Steel Ltd., Mumbai, IndiaIn remote Indian villages where safe drinking wateris scarce, Tata Steel provides potable water tocommunities through tankers or piped water distributionsystems and hand pumps. The company has alsoconstructed or reinstated wells that have so far mademore than 50,000 people self-sufficient in water.Good African Coffee, Kasese, UgandaThis locally owned company is raising the standard of livingin the sub-Sahara with a new roasting factory that exportsfinished product to elite Western markets, so farmers no longerhave to sell their raw coffee beans cheaply to exporters. GoodAfrican Coffee pays 70 percent more and gives equipment andtraining to improve crops.higher paypeople benefitrevenue to weaverssq/m of lab spaceshops in SpainInditex, Arteixo, SpainTo support finding a cure, Inditex collaborates with MédicosSin Fronteras (Doctors without Frontiers) on “Voices for aFuture without AIDS,” a musical project involving choirs fromZimbabwe formed by members of AIDS support groupsthere. The project has resulted in 50.000 MP3 play buttons,on sale in more than 2,000 shops in Spain.Henkel, Düsseldorf, GermanyTo make science fun for kids, Henkel supplies the equipment,materials and learning experiences for Forscherwelt (Explorer World),a dedicated 300 square meter hands-on lab for primary schoolstudents up to the age of 10. The kids are guided through experimentsand their teachers receive training from Henkel. This year the programincludes one-week projects on sustainability.trends360Creating Enduring GoodLeading organizations are leading the way.Doing good now means doing good for the world, as well as theorganization. How they are achieving this is through a systemicapproach that is socially and environmentally sustainable. Theseorganizations leverage their knowledge and their networks to createenduring good. The result can be a system that pays dividends foryears to come.TRENDS 360PepsiCo, San Gabriel, MexicoSmall farmers in San Gabriel are selling their corn directly to PepsiCofactories. PepsiCo guarantees a price upfront so the farmerscan get the credit they need to buy seeds, fertilizers, crop insuranceand equipment. The project saves PepsiCo transportation costsbecause the farms are close to two of its factories.IBM, Rio de Janeiro, BrazilThrough its Smarter Cities project, IBM is designing a commandcenter that will, among other things, pull data from dozens ofsources to track rainfall and predict where flooding may occur. Thegoal is to be ready for the kind of mudslides and floods thatkilled hundreds and left 15,000 people homeless here in 2010.SustainU, Morgantown, West Virginia, USASustainU uses 100-recycled materials and has contractedwith a blind workforce, proving they have the abilityto be gainfully employed and make high-quality products.could still have their homesrecycled materialsincrease in wages
  • 69. 138 | Issue 64 | | Issue 64 | 139What’s more, pregnancy complications suchas hypertension are increasing the maternalmortality rate by seven percent annually,even though they’re highly treatable withproper care.Solving for healthcare issues like these is thedriving force behind an innovative new clinicthat opened to women and children this springin a rural settlement of nearly 6,000 peoplealong the western coast of the African nation ofNamibia. It’s the work of Containers 2 Clinics(C2C), a nonprofit established in 2008 thatconverts shipping containers into health clinicsso that women and children in developingcountries can have access to high-qualityprimary healthcare.“Most clinicians in these parts of the worlddon’t have the basic tools to do their jobs.By upgrading their workplaces, we’re bringingdignity and professionalism to the life-savingwork they do and making care available tomore people,” says Allison Howard Berry,C2C director of operations.Once retrofitted for use as a health clinic,a shipping container is a turnkey solution:a durable, adaptable, secure structure thatcan be set up almost anywhere. The firstC2C clinics were in Haiti, and this year theorganization is expanding into Namibia.Berry says the clinics in Namibia will be evenbetter than those in Haiti. Nurture has donatedtheir design expertise plus Opus™ cabinetry,counters and furniture for the new venturein Namibia and two more clinics that will beinstalled there at a later date.“We reached out to Nurture because wewanted the best casework that would alignwith the quality of our hospital-grade wallsand flooring. It’s important for doctors andstaff to feel our clinics support them to workto their fullest potential, and it’s importantthat everything in our clinics can stand upto the test of time, even in tropical, humidenvironments,” says Berry.“The response from Nurture wasoverwhelming. They mobilized a team quicklyThe statistics are startling.If 90 percent of women in Africa received prenatal care,about 160,000 newborn lives could be saved each year.sustainabilityspotlightA nonprofit established in 2008 that convertsshipping containers into health clinics to bringhigh-quality primary healthcare to women andchildren in developing countries.Containers2 clinicsA look at people and organizations that are making theworld better for us all.
  • 70. 140 | Issue 64 | 360.steelcase.comand shared best practices that helped usoptimize the limited space of our containers toimprove patient flow.”Says Kyle Williams, Nurture vice president andgeneral manager: “We started Nurture oversix years ago to apply design research andthinking against problems in clinical healthcareenvironments. In our early research, we werestruck by the extreme work conditions thathealthcare workers were exposed to in helpingpatients and their families. We strive to betterunderstand the problems in these encountersand develop solutions to make a difference inthe healthcare experience.“Healthcare work conditions are certainlymore extreme in places like Haiti and Namibia,and that’s why we wanted to participatewith Containers 2 Clinics. We believe thatbetter healthcare environments should makea difference in locations where access is achallenge. It’s a purpose that Nurture wants tobe part of.”The first C2C clinic outfitted with Nurtureproducts set sail from Charleston, SouthCarolina, on Feb. 7 and arrived in Namibia inmid-March to be trucked to location. The clinicwas up and running in May.In addition to deploying essentially ready-to-goclinics to places with inadequate facilities,C2C collaborates with local organizations andgovernments to provide clinical, laboratory,pharmacy and health education services.By helping with training and technicalassistance before, during and after installation,C2C ensures strong local investment andinvolvement — vital for a clinic to succeedlong-term.“If any organization isn’t asking thesustainability questions, then it’s not askingthe right questions. It has to be about buildingcapabilities,” says Berry. “C2C isn’t justabout providing a clinic in a box. It’s aboutstrengthening the whole system, so thatmonth after month, year after year, morepeople receive better care. Ultimately,we view our efforts as successful whenwe can step away.”°“If any organization isn’t asking thesustainability questions, then it’s notasking the right questions…”
  • 71. | Issue 64 | 143Toward the end of the school year, first-year students at a Midwest medical schoolreceived an email from a second-year student offering for sale a valuable study tool:completed notecards for each of the second-year textbooks. “Why create your ownnotecards when you can buy detailed notecards that are already completed andprofessionally printed?” he suggested.using our headsand our handsto give informationphysical formThe offer was intriguing. The student hadsuccessfully completed the courses, he’dcreated a thorough set of notecards gearedto the text and content of the next year’sclasses, and purchasing them would savestudents a lot of time and effort. Yet fewtook him up on his offer. Why?Most likely because of what first-yearmedical students have studied about howthe brain works. The brain is divided intoseveral regions, each of which processesdifferent kinds of information: visual,auditory, emotional, verbal, etc. Theseregions communicate with each other (forexample, you watch a movie and have anemotional response and use the languageregion of your brain to share it verbally) buteach region has to process things first.142 | Issue 64 |
  • 72. 144 | Issue 64 | | Issue 64 | 145a TV tray and made of e3 ceramicsteel™ andvinyl to withstand the abuse of active students,Verb whiteboards are designed for use byindividuals and small groups.Unlike wall-mounted and other largewhiteboards, Verb whiteboards are portableand personal. Students can keep Verbwhiteboards at their desk, so they’re handyfor taking notes, capturing a fleeting thought,doing math calculations, etc. They also helpsmall groups collaborate and build informationtogether and share with the class.Verb whiteboards have cut-out handholds sothey’re easy to carry, hook on the side of theVerb student table, or hang from a Verb displayeasel or rail hook on the wall. Place one inthe student table center storage dock and itprovides privacy during tests or quiet study.We often think of digital tools as inherentlyallowing more interactivity than analog tools,but when students write with markers ona whiteboard, they evoke the physical andcognitive processes that help them recallimportant information, or cognitive mapping.“It’s difficult for students to share contentin many traditional classrooms,” says SeanCorcorran, general manager, SteelcaseEducation Solutions. “Whiteboards fixed to thewall don’t encourage engagement; in fact, theylimit it. The whole point of active learning is forstudents to engage with content and with eachother, so we designed the Verb classroomcollection to make it easier for students torecord, share and evaluate information.”“Evidence-based research indicates that whenstudents begin to teach others they begin toown their own knowledge. As an interactivelearning system, Verb enables students to beimmersed in that process,” adds Lennie Scott-Webber, PH.D., Steelcase Education Solutionsdirector of education environments.Most teachers don’t study the brain like medstudents, but they know that a physicallyengaged student is a more successful one.While engagement can be aided by technology— interactive lessons and streaming videocan be powerful tools — there’s nothing likepersonally engaging with information andothers, using our heads and our hands to giveinformation physical form. Sometimes it justtakes a bit of rethinking and redesign to give ananalog tool a whole new life.°Ó Product shown is Verb, a new classroom collectionby Steelcase Education Solutions.So, sitting in a lecture, the regions of the brainthat handle listening and language are engagedand the brain stores information in memory.Unfortunately, it isn’t very discriminating abouthow it does this. In fact, important informationand trivia are handled exactly the same way(which helps explain why you can rememberthe words to the 30-year-old song “SafetyDance,” but can’t remember where you putyour car keys 30 seconds ago).When we take notes during a lecture, however,something amazing happens. As we write, wecreate spatial relationships between the piecesof information we’re recording. The regionof the brain that handles spatial informationis engaged and, by linking it with the verbalinformation the brain filters wheat from chaff.Research bears this out. In a study of a lectureclass, students who took notes rememberedno more content than the students who didn’ttake notes; the act of taking notes did notincrease the amount of what they remembered.But the students who took notes rememberedmore key facts, those who merely listenedremembered more or less random contentfrom the lecture.Other studies have shown that the physical actof writing does the trick. Keyboarding notesinto a computer doesn’t have the same effect– it is more mindless. When we physicallywrite things down, we put some thought intoevaluating and ordering the information thatwe receive. It’s this organizing process andthe physicality of note taking, more so thanthe notes themselves, that help fix ideasmore firmly in our minds and later on helps usrecall things. This act of doing is particularlyimportant for the kinesthetic learner – theone who must engage in moving in order tosupport the learning process.Note taking isn’t the only way to help the brainrecall important stuff. Other kinds of writing,such as scrawling ideas on a whiteboard orpencilling a reminder on a calendar, createa link between the spatial and verbal partsof our brains and strengthen how importantinformation is stored in our brains.These insights inspired a new tool for theclassroom: a personal-sized whiteboard forstudents and instructors, part of the Verb™ lineof furniture and tools from Steelcase EducationSolutions. Double-sided, roughly the size ofWhen students write withmarkers on a whiteboard,they evoke the physicaland cognitive processesthat help them recallimportant informationor cognitive mapping.
  • 73. Workers can spend as many as 45 minutes every day searching for a space to work.RoomWizard scheduling system can help them find their space, which optimizes yourworkplace. Workers can see when a space is available and reserve it on the spot.There’s no more guesswork, hassles, or unnecessary downtime — for your people oryour valuable real your SPACE.oPTIMIZE ThE workPLACE.
  • 74. 148 | Issue 64 | | Issue 64 | 149Steelcaseeducationsolutionseducation realm, my education researchbackground combined with WorkspaceFutures’ (Steelcase Inc.’s research team)research in education means we now have acombined knowledge base of almost 25 years.EBD is important for the design of educationfacilities. To support knowledge sharing, SEShas developed an Evidence-based Designcurriculum program for education design. Eachcontinuing education unit (CEU) addressesmultiple knowledge/research issues relativeto designing for educational places from Kthrough corporate. Approximately 10 coursesare being developed for the basic certificationlevel and a pre-requisite to move to the nextlevel of knowledge. Education market leadersare skilled to deliver these free CEUs.We didn’t just develop knowledge to share, butbecause we are an insight-led organization.That means that each and every productthat we develop for active learning uses bothsecondary and our primary user-centeredresearch data. How many times have youheard of a chair using EBD to inform theprocess? You can trust that everything wedo to develop solutions for active learningenvironments has that level of rigor. As adesigner myself, I think that fact is huge. Letme give you an example.You may be familiar with the Node®chair.Secondary research was conducted tofirst understand the issues. Then, we spentover two years in the field observing userbehaviors to see first-hand classroomissues from all different types of institutions’perspectives. That data was converted intoinsights and knowledge. We shared someof that information in our presentations, butof course not all. The product is developedas a prototype and then beta tested – moredata. We work from that new informationand continue to refine, test and then launcha product we believe meets the major needswe uncovered in our research. That is notall. Human factor concerns using secondaryand primary research is incorporated. Wetest more. We learn more. We conductpost-occupancy evaluation studies to learneven more. We continue to evolve this portfoliofor this product as we test, listen, review evenmore data and then produce more solutions.Now you’ll have to ask yourself, “When is achair not just a chair?” Or any other solution wemay generate.We live the insights-driven philosophy. It’s partof our DNA. We care deeply about developingmultiple solutions for the active learningeducational environment to provide our clients’choices. In that process we will continue toshare our knowledge where appropriate toadvance the body of knowledge relative to thisimportant market place. In a world of speed,of trying to design appropriate solutions,designers and education administratorsare challenged to “get it right,” or at least asclose to right as possible. Using EBD helpsthat effort.Evidence-based Design is the right approachat the right time, guiding design solutions(e.g., CEUs, products and applications) foreducation.°1Everblue, Retrieved April 18, 12 from: on planning and designing learning spaces from Lennie Scott-Webber, Ph.D.,Director of Education Environments for Steelcase Education SolutionsA new learning curveSteelcaseeducationsolutionsAny number of initiatives get started from agrassroots movement, and then it seems thedesign community embraces ones we seehave the most potential for a large, meaningfulimpact on the built environment. Certainly, onesuch example is sustainability. Just a few shortyears ago it was one of those “hairy” ideas.Who could envision designing processes thatwould include a cradle-to-cradle concept?Having a LEED AP (Leadership in Energyand Environmental Design – AccreditedProfessional) designer was only a dream.LEED is “a benchmark for design, construction,and operation of high-performance greenbuildings1.” Today, every design firm thatservices commercial accounts must havemultiple designers with this certification asa LEED certified building design is now amainstream expectation.Another such grassroots initiative emergingwith what I believe to be the same potentialstrength and impact across multiple builtenvironment types is Evidence-based Design.What is it? Evidence-based Design, or EBD,uses secondary (someone else’s) researchand/or primary (one’s own) research tounderstand the phenomenon under study,learn from the evidence generated in theresearch and then incorporate that knowledgebenefiting a design solution. The overall resultis those designers working with researchevidence have the ability to deliver solutionsthat not only fit their client’s needs, but also aremore confident the solutions also reflect thecurrent level of knowledge on the subject. Thehealthcare industry is the group embracing andfostering EBD initiatives. Healthcare providersare strong, research-driven organizations thatunderstand the value of research and robustdata. An Evidence-based Design Certificationprogram is now in place for those designerswho practice in this field. So, just like a LEEDcertification is available for green buildingdesign, an EBD certification in healthcare isnow available. Why is this trend important?It’s important to understand from severalperspectives: 1) certification means a deepersubject-matter knowledge is attained by thosewho complete the studies, 2) EBD means morerigor has been embedded in the developmentof design solutions as designers use thisevidence to guide design efforts,3) the end user and solution benefits from thisresearch rigor, and 4) EBD will be embracedacross multiple markets because it is the rightapproach at the right time.Steelcase has a long history of being an“insights-led” corporation (research-led orEBD-led). As a researcher and designer hereat Steelcase and with Steelcase EducationSolutions, that is important to me. In theHow Evidence-basedDesign Can HelpImprove LearningEnvironmentsAbout the author,Lennie Scott-Webber, Ph.D.I’ve owned and operated design firmsin the U.S. and Canada, taught at threeuniversities and held administrativepositions as well, all the while research-ing educational environments. Overthe years I’ve seen the insides of moreclassrooms than I can count. Manyof them are an insult to students andteachers alike.My passion, and my job, is helpingpeople understand the behaviors thatcome from different environments, andcreating classrooms that truly supportnew ways of teaching and learning.Email your ideas and questionsto
  • 75. 152 | Issue 64 | | Issue 64 | 15325 10118 817 2~ KEY: CAMERA ANGLES AUGMENTCOLLABORATION BLUE: All near-side participants are visibleto far-side participants. PINK: Far-side participants can see contentcaptured on the marker board.This collaboration destination leveragesfurniture with integrated technology and markerboards to help teams share ideas seamlesslyand quickly – locally or over distance. Sightlines have been thoughtfully established toensure far-end participants have visibilityto near-end participants and their near-endmarker board content.The wall solution hosts technology and cabling,while providing shelving for reference materials,hospitality or unpacked personal items.An adjacent setting offers the samecollaboration technologies and marker boardcapability found in the initial setting, in a spacedesigned for a smaller group the large lightdelivers a sense of shelter and helps to definethe space. Mobile storage on the floor letsworkers unpack and work out of their bagsduring the meeting.Products shown: media:scape®table,media:scape®mini, Flexframe™ withmedia:scape®, Answer®panel, RoomWizard®scheduling system, and cobi®seating.designappsDesign APPSInnovative application ideas designed for generative collaboration.A collaboration setting that supports the sharing of digitaland analog content among both local and distributed teammembers, allowing them to create, analyze and transforminformation in a highly interactive and democratic way.
  • 76. 154 | Issue 64 | | Issue 64 | 155atomsbits| FLORENCE WOULD BE IMPRESSEDNurture®by Steelcase earned a fourth prestigious Nightingale Award atthe annual Healthcare Design Conference for its new Empath recliner.Empath is a crucial step forward in the patient care process — onedeveloped entirely from real-world insights which included more than2,000 hours of observation, photography and video research into whatoccurs between patient and caregiver as it relates to the recliner.Nurture’s Director of Product Design, Alan Rheault said, “by puttingourselves in their shoes and being empathetic to the realities ofboth patients and caregivers, Empath creates a safer, higher qualityhealthcare experience for both. It is truly a complete healthcaresolution.”The Nightingale Awards honor new healthcare products and areawarded based on the product’s contribution to the quality ofhealthcare, functionality, quality, aesthetics, environmental sustainabilityand pricing.~ TURNSTONE JOINSAS A PARTNER TOSTARTUP AMERICAturnstone, a Steelcase brand, has joinedStartup America as one of only 50 partnershipscontributing to more than $1.2 billion inproducts and services offered to growing U.S.companies. The Startup America Partnershipis bringing together an alliance of majorcorporations, funders, service providers,mentors and advisors working to dramaticallyincrease the prevalence and success ofhigh-growth enterprises in the U.S.“turnstone is proud to partner with StartupAmerica and we believe our partnership willhelp business owners be more successful,”said Kevin Kuske, turnstone general manager.“Great spaces are part of great companiesand need to work as hard as the companiesthemselves.” turnstone has committed toprovide more than $1 Million in potentialsavings to companies.~ HIGHLY ADMIREDSteelcase Inc. has been recognized as one ofFORTUNE magazine’s 2012 “Most AdmiredCompanies”. Steelcase is ranked sixth overallin the Home Equipment, Furnishings industrysector, and is joined by notable and globalbrands such as Whirlpool, Tupperware Brandsand Electrolux.“Steelcase is humbled to be among FORTUNEmagazine’s ‘Most Admired Companies’ and tojoin such a well-respected group of industryleaders in the sector,” said James P. Hackett,president and CEO of Steelcase Inc.FORTUNE’s rankings are published each yearand reflect the observations and opinionsof executives who rate their peers andcompetitors on nine different aspects.~ putting scrap to good useIn Strasbourg, France, Steelcase has donatedscrap fabric to make pencil cases in supportof CISV (Children’s International SummerVillages), an international association in supportof peace.The program was started by Executive MBAstudents studying sustainable developmentat the Management School of Strasbourg.The handmade pencil cases are created byunemployed women as part of Libre Objet,a Strasbourg-based association that helpspeople experiencing social and professionalchallenges find employment.CISV buys the pencil cases and resells themat their annual meeting where more than 300participants from 50 countries attend eachyear. Sustainability, Education and Peace istheir theme this year.atomsbitsatoms + bits| Creating bettermeeting experiencesMarriott Hotels Resorts, Steelcase and IDEOhave announced they are collaborating todesign, create and test innovative conceptsand solutions for the future of work andmeetings in hotels.“We are designing hotels for a new generationthat is used to working how, where and oftentimes whenever they want,” said Paul Cahill,senior vice president, Brand Management,Marriott Hotels Resorts. Together, withSteelcase and IDEO, we are excited tocollaborate on the Future of Work, a workinginnovation lab designed to create solutionsthat innovate, elevate and evolve the hotelwork experience.”Ten prototypes that create new technology,space and service experiences were previewedat Marriott’s Manager Conferencein Los Angeles this March.“With business executives working remotelymore frequently, work has to go where theygo,” said Mark Greiner, chief experience officer,Steelcase. “By bringing choice and control to ahosted-meeting environment, we are deliveringan unparalleled proposition for today andtomorrow’s global worker.”| CELEBRATING AROUNDTHE WORLDAround the world Steelcase employeesare celebrating the company’s centennialanniversary. From Kuala Lumpur to GrandRapids, Michigan, to Reynosa, Mexico, HongKong and Madrid, Spain (just to name a few),employees are being encouraged to find theirown creative ways to mark this big milestone.
  • 77. The magazine of workplace research, insightS and