This document summarizes a conference presentation on designing workplaces to enhance collaboration in academic medical centers. It discusses how knowledge workers in these environments generate new ideas through both planned and spontaneous interactions. The presentation explores different dimensions of interaction and how physical workplace strategies like proximity and visibility can encourage both conservative sharing of knowledge as well as more generative collaboration. Examples are given of design features that support informal meetings and serendipitous connections between colleagues in medical centers.
The document summarizes news from the clinical research industry, including:
1) MDS Pharma announcing plans to split its early-stage CRO division and sell it to Ricerca Biosciences and a private investment firm.
2) United BioSource Corporation opening its first office in Asia-Pacific, located in Tokyo, Japan.
3) Industry briefs on partnerships between CROs, new client contracts, financial results, and technology company performance.
The document discusses findings from observations of critical care units at a hospital. Key findings include:
- Medical staff spent most of their time at the patient bedside or gathering information at the nurses' station. Nurses spent most of their time on patient care or documentation tasks at the bedside.
- Ideal room designs were proposed with equipment and supplies organized around the patient bed to minimize staff walking distances and improve ergonomics.
- Future trends may include larger, flexible critical care rooms designed around patient needs and staff workflows.
1. The study examined the influence of view duration and content on nurse stress and arousal levels. It found that arousal levels significantly decreased over the course of a shift while acute stress levels significantly increased, supporting the hypotheses.
2. Exposure to an external view, particularly a nature view, was associated with higher arousal levels and lower acute stress levels at the end of the shift. Those without a view or with a non-nature view saw greater deterioration in arousal and acute stress.
3. View duration and content had a small but statistically significant influence on arousal and acute stress levels, after controlling for other stressors. A nature view was most beneficial in maintaining arousal levels over the course of a shift.
Research based practice: Field Research + Parametric Analysis in Medical Planning and Design
The document discusses how field research and parametric analysis were used together in the design process of a medical-surgical unit renovation. Field research involved observing nurse activities and spatial utilization. Parametric analysis modeled walking distances, visibility, and other metrics. This informed the design by identifying issues like wasted walking and limited visibility. It also helped set targets for the future design like decentralized nursing stations and point-of-use supplies to decrease nurse travel time and improve outcomes. Post-occupancy the research approach helped evaluate if design goals were achieved.
This document summarizes a study comparing medical gas booms to traditional headwalls in ICU patient rooms. Clinicians participated in simulations of various patient care scenarios using both systems. Physicians and respiratory therapists generally preferred booms for flexibility and ergonomics. Nurses preferred booms to reduce clutter and improve access to the patient's head. Family access and visibility were not significantly impacted by either system in most situations. The document outlines factors to consider when deciding between booms or headwalls, such as anticipated acuity level and procedures. Further research is suggested to enhance understanding of impacts on patient safety and day-to-day care delivery.
This document discusses research on defining the design characteristics of a successful adaptable inpatient unit. The research studied six hospitals to understand what flexibility means to different stakeholders and how physical design influences flexibility. Key findings include that flexibility was found to mean adaptability, convertability, and expandability. Design characteristics like proximity of support spaces, lines of sight, and adjustable core spaces promoted flexibility by accommodating operational changes.
This document discusses the importance of perception in resolving human factors and change management issues during design projects. It provides an overview of a project to design a new patient care tower at Akron Children's Hospital that used an integrated project delivery approach involving clinical staff. The project employed various tools and techniques to manage staff perceptions and expectations during the design process, including value stream mapping, mockups, and pulse surveys. The presentation emphasizes that perception is reality, and change starts with addressing initial perceptions. It also discusses how involving staff voices, managing expectations, and closing gaps between perception and reality are key to leading successful transitions during change.
This document discusses using design projects as laboratories for research. It outlines three initiatives - technology, sustainability, and human and organizational behavior. For each initiative, it provides examples of research projects, including one that used computational fluid dynamics to study airflow in exam rooms and another that examined the impact of view duration and content on nurse stress. It advocates conducting field research and simulations on a project to study human behavior, energy performance, and other factors. The goal is to integrate research findings into design to improve individual, organizational and environmental wellbeing while overcoming resistance factors like billability and time.
The document summarizes news from the clinical research industry, including:
1) MDS Pharma announcing plans to split its early-stage CRO division and sell it to Ricerca Biosciences and a private investment firm.
2) United BioSource Corporation opening its first office in Asia-Pacific, located in Tokyo, Japan.
3) Industry briefs on partnerships between CROs, new client contracts, financial results, and technology company performance.
The document discusses findings from observations of critical care units at a hospital. Key findings include:
- Medical staff spent most of their time at the patient bedside or gathering information at the nurses' station. Nurses spent most of their time on patient care or documentation tasks at the bedside.
- Ideal room designs were proposed with equipment and supplies organized around the patient bed to minimize staff walking distances and improve ergonomics.
- Future trends may include larger, flexible critical care rooms designed around patient needs and staff workflows.
1. The study examined the influence of view duration and content on nurse stress and arousal levels. It found that arousal levels significantly decreased over the course of a shift while acute stress levels significantly increased, supporting the hypotheses.
2. Exposure to an external view, particularly a nature view, was associated with higher arousal levels and lower acute stress levels at the end of the shift. Those without a view or with a non-nature view saw greater deterioration in arousal and acute stress.
3. View duration and content had a small but statistically significant influence on arousal and acute stress levels, after controlling for other stressors. A nature view was most beneficial in maintaining arousal levels over the course of a shift.
Research based practice: Field Research + Parametric Analysis in Medical Planning and Design
The document discusses how field research and parametric analysis were used together in the design process of a medical-surgical unit renovation. Field research involved observing nurse activities and spatial utilization. Parametric analysis modeled walking distances, visibility, and other metrics. This informed the design by identifying issues like wasted walking and limited visibility. It also helped set targets for the future design like decentralized nursing stations and point-of-use supplies to decrease nurse travel time and improve outcomes. Post-occupancy the research approach helped evaluate if design goals were achieved.
This document summarizes a study comparing medical gas booms to traditional headwalls in ICU patient rooms. Clinicians participated in simulations of various patient care scenarios using both systems. Physicians and respiratory therapists generally preferred booms for flexibility and ergonomics. Nurses preferred booms to reduce clutter and improve access to the patient's head. Family access and visibility were not significantly impacted by either system in most situations. The document outlines factors to consider when deciding between booms or headwalls, such as anticipated acuity level and procedures. Further research is suggested to enhance understanding of impacts on patient safety and day-to-day care delivery.
This document discusses research on defining the design characteristics of a successful adaptable inpatient unit. The research studied six hospitals to understand what flexibility means to different stakeholders and how physical design influences flexibility. Key findings include that flexibility was found to mean adaptability, convertability, and expandability. Design characteristics like proximity of support spaces, lines of sight, and adjustable core spaces promoted flexibility by accommodating operational changes.
This document discusses the importance of perception in resolving human factors and change management issues during design projects. It provides an overview of a project to design a new patient care tower at Akron Children's Hospital that used an integrated project delivery approach involving clinical staff. The project employed various tools and techniques to manage staff perceptions and expectations during the design process, including value stream mapping, mockups, and pulse surveys. The presentation emphasizes that perception is reality, and change starts with addressing initial perceptions. It also discusses how involving staff voices, managing expectations, and closing gaps between perception and reality are key to leading successful transitions during change.
This document discusses using design projects as laboratories for research. It outlines three initiatives - technology, sustainability, and human and organizational behavior. For each initiative, it provides examples of research projects, including one that used computational fluid dynamics to study airflow in exam rooms and another that examined the impact of view duration and content on nurse stress. It advocates conducting field research and simulations on a project to study human behavior, energy performance, and other factors. The goal is to integrate research findings into design to improve individual, organizational and environmental wellbeing while overcoming resistance factors like billability and time.
PDC_2011_Building Smart Without Compromising EfficiencyUpali Nanda
The document discusses how larger inpatient bed units can be designed to efficiently use nursing time through optimized flow and reduced walking distances. Two case studies, Summerlin Hospital and Texoma Medical Center, incorporated racetrack unit designs that reduced travel distances and times spent walking compared to national benchmarks. Post-occupancy data found the units' time distributions across tasks and activities, as well as walking distances, were similar to other top performing hospitals, demonstrating how larger bed counts can be achieved without compromising efficiency.
This document discusses using parametric modeling to optimize nurse walking distances and enhance workflow in hospital unit design. It presents a theoretical framework for how walking distance as a driver can impact environmental quality, human outcomes like time in patient care, and organizational outcomes. A case study compares centralized and decentralized nurse stations in a 36-bed unit, finding decentralized reduced distances by up to 36%. Future research opportunities include building parametric tools to automatically generate and evaluate design alternatives based on user-defined criteria.
This document summarizes a presentation on how emergency department design impacts safety and efficiency. It discusses 14 domains of physical design that were studied, including entry/public waiting, patient intake, configuration, care-giver work areas, and physician work areas. Certain design elements like visibility, queuing, and security provisions in the entry area significantly affect both safety and efficiency. The study's findings can help hospitals optimize their emergency department design.
This document summarizes a study examining the impact of decentralizing nursing units at MD Anderson Cancer Center. Data was collected before and after the transition to new units with decentralized nurse stations, medication rooms, and supplies. Findings included an increase in time spent walking and documenting for nurses, though collaboration was mixed with some improvements but staff also feeling more isolated at times. Overall, the study found that simply changing the physical design did not automatically achieve the desired outcomes and that operational processes and culture change are also needed to fully realize benefits from decentralization.
VALUES OF BIOMEDICAL TECHNICIAN AND ENGINEER IN HOSPITALMaurice Gasana
I have prepared this presentation to demonstrate how biomedical technician and engineer play a big role to make services or healthcare system in hospital running.
Hope it will be helpful and interested for you!
I hope to see your feedback and comment!
Thank you!
Channel Care Survey And Installation Case StudyKaraTarantino
Vericom provides digital signage solutions for healthcare facilities. They emphasize the importance of thorough on-site surveys, careful installations, and continued support.
The on-site survey involves assessing locations for monitors, content needs, and technical requirements. Installations are done carefully according to healthcare standards. Continued remote monitoring and 24/7 support ensures the system runs optimally.
This document discusses micro planning aspects for hospital projects. It addresses factors like minimizing distances traveled by patients and staff within the hospital, compact building designs, adequate parking, landscaping, proper relationships between departments, centralized locations for stores, CSSD, kitchen, and laundry, safe placement of gas lines, accommodation for staff, workshops, and HVAC needs. The presentation covers key spatial and functional considerations for efficient and effective hospital design and project management at the micro level.
This document discusses medical equipment planning and management. It outlines the key steps in the medical equipment planning cycle including planning, assessment, acquisition, and disposition. Effective planning is important to determine equipment needs, prioritize replacements, and contain costs. The document also discusses considerations for clinical effectiveness, cost of ownership, strategic direction, and user perceptions when planning equipment. Maintaining an up-to-date inventory is important for planning. The full lifecycle from installation to decommissioning is also addressed.
Engineering services are vital to a hospital's operations as they ensure efficient patient care delivery. A quality assurance program for engineering services focuses on outcomes, processes, and infrastructure. It aims to prevent issues with utilities like power, communication systems, and equipment that could negatively impact patient care and satisfaction. A properly staffed and equipped engineering department is essential for hospitals to maintain infrastructure and implement maintenance programs effectively.
The document provides an overview of the engineering services required for a hospital. It discusses the various civil, electrical, biomedical, and other support services needed. The engineering services can be broadly classified into civil services, electrical services, biomedical services, and other miscellaneous services. It emphasizes the importance of preventive maintenance to ensure the smooth functioning of the hospital. It also outlines the organization of the engineering department and responsibilities of staff to effectively manage the various engineering services.
The document discusses equipment maintenance, providing details on why it is important, its objectives and scope. It describes the key components of an effective maintenance program, including planning, management, implementation and performance monitoring. Planning involves inventorying equipment, determining necessary resources and selecting appropriate maintenance methods. Management covers financial, personnel and operational aspects. Implementation focuses on inspections, preventive maintenance, corrective maintenance and addressing environmental and safety factors. Performance is monitored through key metrics to identify opportunities for improvement. The overall goal is to keep medical equipment reliable, safe and available through all stages from procurement to disposal.
This document discusses hazard identification and risk assessment. It defines hazards as anything with potential to cause harm. A risk assessment considers likelihood and severity of hazards to determine necessary precautions. Common hazards include chemical, biological, physical, ergonomic and electrical. Hazard engineering identifies and controls hazards using specialist skills. A control program protects workers from substance exposure through monitoring and procedures. Controls include elimination, engineering, administrative controls and personal protective equipment. Effective controls assess risks, identify hazards, monitor exposure, review controls and prevent/minimize hazards.
1. The document discusses the classification and design considerations of hospitals, including classifications by level of care, size, medical specialists, and ownership.
2. It outlines the main divisions of hospitals including administration, outpatient, diagnostic services, therapeutic services, internal medical treatment, inpatient, and general services.
3. For each division and department, it describes the parts, location considerations, and provides area guidelines based on hospital size and international standards.
This document discusses the role of scientists in disaster risk reduction and climate change adaptation. It addresses how scientists can experience fragmentation of knowledge due to increased specialization and interdisciplinarity. While interdisciplinary research is a powerful tool, it can be complex to implement. The document also discusses gaps, barriers and bridges related to different phases of the disaster cycle and different types of hazards. Barriers include issues with data availability and quality, a lack of shared risk culture, and failure to consider local knowledge. Bridges include new technologies improving early warning systems and increased collaboration between scientists and other stakeholders.
www.hbr.org June 2008 60 TheSecretstoSuccessfulStra.docxodiliagilby
www.hbr.org June 2008
60 The Secrets to Successful Strategy
Execution
Gary L. Neilson, Karla L. Martin, and Elizabeth Powers
72 The Next Revolution in Productivity
Ric Merrifield, Jack Calhoun, and Dennis Stevens
84 Design Thinking
Tim Brown
96 The Contradictions That Drive Toyota’s
Success
Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu
106 The Multiunit Enterprise
David A. Garvin and Lynne C. Levesque
22 Forethought
41 hBr Case study
Why Are We Losing All Our Good People?
Edward E. Lawler III
53 First Person
Business Basics at the Base of the Pyramid
Vikram Akula
123 Managing yourseLF
How the Best of the Best Get Better
and Better
Graham Jones
129 Big PiCture
Patent Sharks
Joachim Henkel and Markus Reitzig
138 exeCutive suMMaries
144 PaneL disCussion
…page 60
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Paradox at toyota…page 96 clarity at ideo…page 84
how to
deLiver
on a great
PLan
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a
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v
a
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d
b
u
s
in
e
s
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84 Harvard Business Review | June 2008 | hbr.org
A
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Design
A
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A
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homas EDison created the electric light-
bulb and then wrapped an entire indus-
try around it. The lightbulb is most often
thought of as his signature invention, but
Edison understood that the bulb was little more
than a parlor trick without a system of electric power
generation and transmission to make it truly useful.
so he created that, too.
Thus Edison’s genius lay in his ability to conceive
of a fully developed marketplace, not simply a dis-
crete device. he was able to envision how people
would want to use what he made, and he engineered
toward that insight. he wasn’t always prescient (he
Thinking like a designer
can transform the way
you develop products,
services, processes – and
even strategy.
by Tim Brown
Thinking
hbr.org | June 2008 | Harvard Business Review 85
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Design Thinking
86 Harvard Business Review | June 2008 | hbr.org
originally believed the phonograph would be used mainly
as a business machine for recording and replaying dictation),
but he invariably gave great consideration to users’ needs and
preferences.
Edison’s approach was an early example of what is now
called “design thinking” – a methodology that imbues the
full spectrum of innovation activities with a human-centered
design ethos. By this I mean that innovation is powered by a
thorough understanding, through direct observation, of what
people want and need in their lives and what they like or dis-
like about the way particular products are made, packaged,
marketed, sold, and supported.
Many people believe that ...
RES724 v6Observation GuideRES724 v6Page 2 of 2Analysisanitramcroberts
RES/724 v6
Observation Guide
RES/724 v6
Page 2 of 2
Analysis and Interpretation WorksheetPart I: Analysis and Interpretation
Interview Data:
1. Select an appropriate analytic procedure to code your interview data.
https://www.sagepub.com/sites/default/files/upm-binaries/24614_01_Saldana_Ch_01.pdf
2. Code your data using a qualitative data analysis program or by hand in a separate document. This process must identify: (1) codes and themes, (2) sub-codes, (3) categories, and (4) subcategories.
a. Discuss your approach to coding the interview data. What procedure(s) did you select? Justify your response.
Click or tap here to enter text.
3. Examine the results of your analytic procedure(s).
a. Identify 2 or 3 initial assertions based on your interpretation of the interview data. Discuss how you arrived at each assertion.
Click or tap here to enter text.
b. Synthesize your initial assertions into a key assertion about the central phenomenon in your mock study.
Click or tap here to enter text.Observation Data:
1. Review the Observation Guide you completed in Week 6, paying attention to your field notes and detailed narrative passages.
2. Compose 2 or 3 analytic memos triggered by your field notes.
a. Memo 1:
Click or tap here to enter text.
b. Memo 2:
Click or tap here to enter text.
c. Memo 3:
Click or tap here to enter text.
3. Compose a meta-memo that synthesizes the primary elements from your analytic memos into a new whole.
Click or tap here to enter text.
4. Examine the results of your analytic procedure(s).
a. Identify 2 or 3 initial assertions based on your interpretation of the observation data. Discuss how you arrived at each assertion.
Click or tap here to enter text.
b. Synthesize your initial assertions into a key assertion about the central phenomenon in your mock study.
Click or tap here to enter text.Part II: Reflection
Write a 700- to 1,050-word reflective essay about your experience applying qualitative research methods and the knowledge you have gained from this course. Include your essay in the space below.
The strength of qualitative research method gained from this course is the ability to provide complex textual descriptions of how people experience a given research issue. It provides information about the “human” side of an issue that is, the often-contradictory behaviors, beliefs, opinions, emotions, and relationships of individuals. It seeks to understand a given research problem or topic from the perspectives of the local population it involves. Qualitative research is especially effective in obtaining culturally specific information about the values, opinions, behaviors, and social contexts of populations. In the qualitative methods are also effective in identifying intangible factors, such as social norms, socioeconomic status, gender roles, ethnicity, and religion, whose role in the research.
Although findings from qualitative data can often be extended to people with characteristics similar to th ...
Woolworths Ltd CEO Grant O'Brien addressed the QUT Business Leaders' Forum, saying that innovation, research, and customer-oriented transformation are key to surviving in the rapidly changing retail landscape. He noted that Woolworths' $1 million investment to fund the Woolworths Chair of Retail Innovation at QUT would help the sector better recognize customer needs. Professor Jan Recker, the inaugural Chair of Retail Innovation, argues that evidence and innovation pave the way to the future. He advocates for evidence-based decision making over relying on status or intuition. Evidence-based organizations can capitalize on internal and external evidence to increase innovation success rates.
Cell Phones And Driving Essay. research paper on texting while drivingLatoya White
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The document discusses openmhealth, a project to develop open source tools and standards for mobile health data collection and analysis. It outlines an architecture using Data Processing Units (DPUs) and Data Visualization Units (DVUs) as modular components. A key goal is to "flip the direction of research inference" by empowering individuals with tools to evaluate medical interventions for themselves using n-of-1 study designs. The organizers invite developers and health innovators to get involved in building out and applying the openmhealth architecture.
The document discusses the nature of business and management research. It defines research as the systematic process of collecting and analyzing information to increase understanding of a phenomenon. Business research specifically aims to generate information to solve business problems or make decisions. There are different types of research including basic/applied, qualitative/quantitative, and exploratory/descriptive/explanatory research. Basic research expands knowledge without a specific application, while applied research seeks practical solutions to real problems. The goal of all research is to extend knowledge, discover new information, build theory, and analyze relationships to improve professional practices.
PDC_2011_Building Smart Without Compromising EfficiencyUpali Nanda
The document discusses how larger inpatient bed units can be designed to efficiently use nursing time through optimized flow and reduced walking distances. Two case studies, Summerlin Hospital and Texoma Medical Center, incorporated racetrack unit designs that reduced travel distances and times spent walking compared to national benchmarks. Post-occupancy data found the units' time distributions across tasks and activities, as well as walking distances, were similar to other top performing hospitals, demonstrating how larger bed counts can be achieved without compromising efficiency.
This document discusses using parametric modeling to optimize nurse walking distances and enhance workflow in hospital unit design. It presents a theoretical framework for how walking distance as a driver can impact environmental quality, human outcomes like time in patient care, and organizational outcomes. A case study compares centralized and decentralized nurse stations in a 36-bed unit, finding decentralized reduced distances by up to 36%. Future research opportunities include building parametric tools to automatically generate and evaluate design alternatives based on user-defined criteria.
This document summarizes a presentation on how emergency department design impacts safety and efficiency. It discusses 14 domains of physical design that were studied, including entry/public waiting, patient intake, configuration, care-giver work areas, and physician work areas. Certain design elements like visibility, queuing, and security provisions in the entry area significantly affect both safety and efficiency. The study's findings can help hospitals optimize their emergency department design.
This document summarizes a study examining the impact of decentralizing nursing units at MD Anderson Cancer Center. Data was collected before and after the transition to new units with decentralized nurse stations, medication rooms, and supplies. Findings included an increase in time spent walking and documenting for nurses, though collaboration was mixed with some improvements but staff also feeling more isolated at times. Overall, the study found that simply changing the physical design did not automatically achieve the desired outcomes and that operational processes and culture change are also needed to fully realize benefits from decentralization.
VALUES OF BIOMEDICAL TECHNICIAN AND ENGINEER IN HOSPITALMaurice Gasana
I have prepared this presentation to demonstrate how biomedical technician and engineer play a big role to make services or healthcare system in hospital running.
Hope it will be helpful and interested for you!
I hope to see your feedback and comment!
Thank you!
Channel Care Survey And Installation Case StudyKaraTarantino
Vericom provides digital signage solutions for healthcare facilities. They emphasize the importance of thorough on-site surveys, careful installations, and continued support.
The on-site survey involves assessing locations for monitors, content needs, and technical requirements. Installations are done carefully according to healthcare standards. Continued remote monitoring and 24/7 support ensures the system runs optimally.
This document discusses micro planning aspects for hospital projects. It addresses factors like minimizing distances traveled by patients and staff within the hospital, compact building designs, adequate parking, landscaping, proper relationships between departments, centralized locations for stores, CSSD, kitchen, and laundry, safe placement of gas lines, accommodation for staff, workshops, and HVAC needs. The presentation covers key spatial and functional considerations for efficient and effective hospital design and project management at the micro level.
This document discusses medical equipment planning and management. It outlines the key steps in the medical equipment planning cycle including planning, assessment, acquisition, and disposition. Effective planning is important to determine equipment needs, prioritize replacements, and contain costs. The document also discusses considerations for clinical effectiveness, cost of ownership, strategic direction, and user perceptions when planning equipment. Maintaining an up-to-date inventory is important for planning. The full lifecycle from installation to decommissioning is also addressed.
Engineering services are vital to a hospital's operations as they ensure efficient patient care delivery. A quality assurance program for engineering services focuses on outcomes, processes, and infrastructure. It aims to prevent issues with utilities like power, communication systems, and equipment that could negatively impact patient care and satisfaction. A properly staffed and equipped engineering department is essential for hospitals to maintain infrastructure and implement maintenance programs effectively.
The document provides an overview of the engineering services required for a hospital. It discusses the various civil, electrical, biomedical, and other support services needed. The engineering services can be broadly classified into civil services, electrical services, biomedical services, and other miscellaneous services. It emphasizes the importance of preventive maintenance to ensure the smooth functioning of the hospital. It also outlines the organization of the engineering department and responsibilities of staff to effectively manage the various engineering services.
The document discusses equipment maintenance, providing details on why it is important, its objectives and scope. It describes the key components of an effective maintenance program, including planning, management, implementation and performance monitoring. Planning involves inventorying equipment, determining necessary resources and selecting appropriate maintenance methods. Management covers financial, personnel and operational aspects. Implementation focuses on inspections, preventive maintenance, corrective maintenance and addressing environmental and safety factors. Performance is monitored through key metrics to identify opportunities for improvement. The overall goal is to keep medical equipment reliable, safe and available through all stages from procurement to disposal.
This document discusses hazard identification and risk assessment. It defines hazards as anything with potential to cause harm. A risk assessment considers likelihood and severity of hazards to determine necessary precautions. Common hazards include chemical, biological, physical, ergonomic and electrical. Hazard engineering identifies and controls hazards using specialist skills. A control program protects workers from substance exposure through monitoring and procedures. Controls include elimination, engineering, administrative controls and personal protective equipment. Effective controls assess risks, identify hazards, monitor exposure, review controls and prevent/minimize hazards.
1. The document discusses the classification and design considerations of hospitals, including classifications by level of care, size, medical specialists, and ownership.
2. It outlines the main divisions of hospitals including administration, outpatient, diagnostic services, therapeutic services, internal medical treatment, inpatient, and general services.
3. For each division and department, it describes the parts, location considerations, and provides area guidelines based on hospital size and international standards.
This document discusses the role of scientists in disaster risk reduction and climate change adaptation. It addresses how scientists can experience fragmentation of knowledge due to increased specialization and interdisciplinarity. While interdisciplinary research is a powerful tool, it can be complex to implement. The document also discusses gaps, barriers and bridges related to different phases of the disaster cycle and different types of hazards. Barriers include issues with data availability and quality, a lack of shared risk culture, and failure to consider local knowledge. Bridges include new technologies improving early warning systems and increased collaboration between scientists and other stakeholders.
www.hbr.org June 2008 60 TheSecretstoSuccessfulStra.docxodiliagilby
www.hbr.org June 2008
60 The Secrets to Successful Strategy
Execution
Gary L. Neilson, Karla L. Martin, and Elizabeth Powers
72 The Next Revolution in Productivity
Ric Merrifield, Jack Calhoun, and Dennis Stevens
84 Design Thinking
Tim Brown
96 The Contradictions That Drive Toyota’s
Success
Hirotaka Takeuchi, Emi Osono, and Norihiko Shimizu
106 The Multiunit Enterprise
David A. Garvin and Lynne C. Levesque
22 Forethought
41 hBr Case study
Why Are We Losing All Our Good People?
Edward E. Lawler III
53 First Person
Business Basics at the Base of the Pyramid
Vikram Akula
123 Managing yourseLF
How the Best of the Best Get Better
and Better
Graham Jones
129 Big PiCture
Patent Sharks
Joachim Henkel and Markus Reitzig
138 exeCutive suMMaries
144 PaneL disCussion
…page 60
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io
n
| v
o
l
u
m
e
8
6
, n
u
m
b
e
r
6
|
Paradox at toyota…page 96 clarity at ideo…page 84
how to
deLiver
on a great
PLan
h
a
r
v
a
r
d
b
u
s
in
e
s
s
r
e
v
ie
w
u
s
$
16
.9
5
C
a
n
$
19
.9
5
84 Harvard Business Review | June 2008 | hbr.org
A
rt
C
re
d
it
A
rt
C
re
d
it
Design
A
rt
C
re
d
it
A
rt
C
re
d
it
homas EDison created the electric light-
bulb and then wrapped an entire indus-
try around it. The lightbulb is most often
thought of as his signature invention, but
Edison understood that the bulb was little more
than a parlor trick without a system of electric power
generation and transmission to make it truly useful.
so he created that, too.
Thus Edison’s genius lay in his ability to conceive
of a fully developed marketplace, not simply a dis-
crete device. he was able to envision how people
would want to use what he made, and he engineered
toward that insight. he wasn’t always prescient (he
Thinking like a designer
can transform the way
you develop products,
services, processes – and
even strategy.
by Tim Brown
Thinking
hbr.org | June 2008 | Harvard Business Review 85
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Design Thinking
86 Harvard Business Review | June 2008 | hbr.org
originally believed the phonograph would be used mainly
as a business machine for recording and replaying dictation),
but he invariably gave great consideration to users’ needs and
preferences.
Edison’s approach was an early example of what is now
called “design thinking” – a methodology that imbues the
full spectrum of innovation activities with a human-centered
design ethos. By this I mean that innovation is powered by a
thorough understanding, through direct observation, of what
people want and need in their lives and what they like or dis-
like about the way particular products are made, packaged,
marketed, sold, and supported.
Many people believe that ...
RES724 v6Observation GuideRES724 v6Page 2 of 2Analysisanitramcroberts
RES/724 v6
Observation Guide
RES/724 v6
Page 2 of 2
Analysis and Interpretation WorksheetPart I: Analysis and Interpretation
Interview Data:
1. Select an appropriate analytic procedure to code your interview data.
https://www.sagepub.com/sites/default/files/upm-binaries/24614_01_Saldana_Ch_01.pdf
2. Code your data using a qualitative data analysis program or by hand in a separate document. This process must identify: (1) codes and themes, (2) sub-codes, (3) categories, and (4) subcategories.
a. Discuss your approach to coding the interview data. What procedure(s) did you select? Justify your response.
Click or tap here to enter text.
3. Examine the results of your analytic procedure(s).
a. Identify 2 or 3 initial assertions based on your interpretation of the interview data. Discuss how you arrived at each assertion.
Click or tap here to enter text.
b. Synthesize your initial assertions into a key assertion about the central phenomenon in your mock study.
Click or tap here to enter text.Observation Data:
1. Review the Observation Guide you completed in Week 6, paying attention to your field notes and detailed narrative passages.
2. Compose 2 or 3 analytic memos triggered by your field notes.
a. Memo 1:
Click or tap here to enter text.
b. Memo 2:
Click or tap here to enter text.
c. Memo 3:
Click or tap here to enter text.
3. Compose a meta-memo that synthesizes the primary elements from your analytic memos into a new whole.
Click or tap here to enter text.
4. Examine the results of your analytic procedure(s).
a. Identify 2 or 3 initial assertions based on your interpretation of the observation data. Discuss how you arrived at each assertion.
Click or tap here to enter text.
b. Synthesize your initial assertions into a key assertion about the central phenomenon in your mock study.
Click or tap here to enter text.Part II: Reflection
Write a 700- to 1,050-word reflective essay about your experience applying qualitative research methods and the knowledge you have gained from this course. Include your essay in the space below.
The strength of qualitative research method gained from this course is the ability to provide complex textual descriptions of how people experience a given research issue. It provides information about the “human” side of an issue that is, the often-contradictory behaviors, beliefs, opinions, emotions, and relationships of individuals. It seeks to understand a given research problem or topic from the perspectives of the local population it involves. Qualitative research is especially effective in obtaining culturally specific information about the values, opinions, behaviors, and social contexts of populations. In the qualitative methods are also effective in identifying intangible factors, such as social norms, socioeconomic status, gender roles, ethnicity, and religion, whose role in the research.
Although findings from qualitative data can often be extended to people with characteristics similar to th ...
Woolworths Ltd CEO Grant O'Brien addressed the QUT Business Leaders' Forum, saying that innovation, research, and customer-oriented transformation are key to surviving in the rapidly changing retail landscape. He noted that Woolworths' $1 million investment to fund the Woolworths Chair of Retail Innovation at QUT would help the sector better recognize customer needs. Professor Jan Recker, the inaugural Chair of Retail Innovation, argues that evidence and innovation pave the way to the future. He advocates for evidence-based decision making over relying on status or intuition. Evidence-based organizations can capitalize on internal and external evidence to increase innovation success rates.
Cell Phones And Driving Essay. research paper on texting while drivingLatoya White
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The document discusses openmhealth, a project to develop open source tools and standards for mobile health data collection and analysis. It outlines an architecture using Data Processing Units (DPUs) and Data Visualization Units (DVUs) as modular components. A key goal is to "flip the direction of research inference" by empowering individuals with tools to evaluate medical interventions for themselves using n-of-1 study designs. The organizers invite developers and health innovators to get involved in building out and applying the openmhealth architecture.
The document discusses the nature of business and management research. It defines research as the systematic process of collecting and analyzing information to increase understanding of a phenomenon. Business research specifically aims to generate information to solve business problems or make decisions. There are different types of research including basic/applied, qualitative/quantitative, and exploratory/descriptive/explanatory research. Basic research expands knowledge without a specific application, while applied research seeks practical solutions to real problems. The goal of all research is to extend knowledge, discover new information, build theory, and analyze relationships to improve professional practices.
The article discusses how data and new technologies are enabling innovation like never before. It outlines several key points:
1) The amount of digital data from various sources is massively increasing, including data from IT systems, research databases, patent filings, and new sources like social media and the Internet of Things.
2) Collaboration platforms and crowd-sourcing tools can help organizations assess, prioritize, fund, and realize innovation opportunities by pulling insights from various participants.
3) A wide range of data sources must be harnessed for insights, including repositories, exchanges, unstructured data, social media, sensor data, and more. Both looking back longitudinally and forward visioning with rapid prototyping
Achieving Expert-Level Annotation Quality with CrowdTruth: The Case of Medical Relation Extraction. Anca Dumitrache, Lora Aroyo and Chris Welty. ==> http://ceur-ws.org/Vol-1428/
Computational research is changing the nature of science work. Wet lab utilization is decreasing while dry, computational work is increasing. This has implications for research space needs and design. Traditional lab spaces may no longer be optimized for computational teams and data-driven science. New models are needed that provide environments supporting productivity, health, creativity and talent attraction through principles of human performance and neuroscience.
This presentation was delivered at APE2014 in Berlin. It covers some of the projects that scrazzl is involved in and why they are important for the growth our our business at CompareNetworks.
Mba2216 business research week 3 research methodology 0613Stephen Ong
The document discusses research methodology and key concepts in developing theories. It defines theory as a formal explanation of how things relate that allows for predictions. The goals of theory are to gain understanding of relationships between phenomena and enable prediction based on that understanding. The document also defines important research terms like concepts, constructs, propositions, variables, and hypotheses that are used to build theories through reviewing literature and logical deduction.
How Researchers Can Get Science Done Faster Using an R&D Services MarketplaceSC CTSI at USC and CHLA
Date: Feb 6, 2019
Topic: How Researchers Can Get Science Done Faster Using an R&D Services Marketplace
Speaker: Dr. Zev Wisotsky is a Senior Scientist and R&D Specialist at Science Exchange, where he assists researchers in connecting with the right R&D providers for their experiments and alerts his clients to newly available technologies. Dr. Wisotsky earned his PhD in neuroscience investigating taste detection using fruit fly and mosquito models at UC Riverside. He then completed postdoctoral research at Stanford studying the role of brain regions involved in fear memory and addiction through optogenetic silencing of different brain circuits.
Overview: Science Exchange is an open marketplace for scientific research that breaks down barriers to collaboration and innovation. The platform makes it easy for researchers to access more than 6,000 services from a network of over 2,500 qualified research providers. In this webinar, you will learn how researchers can use Science Exchange to access new technologies, get competitive quotes for specific projects, and order from any service provider under a single, pre-established contract. The presentation will also include examples of successful projects and collaborations, initiated on the Science Exchange platform, that have accelerated breakthrough
Presentation for the PNI Institute on the development of continuous applications of storysharing, sensemaking and change management with examples in Healthcare and Public Transport.
Service design: innovation for the employed "A better A&E in hospitals"ESF Vlaanderen
Here is a potential persona of a perpetrator based on the characteristics provided:
Type of perpetrator: Socially isolated, frustrated
Gender: Male
Name: Mark
Age: 45
Life situation: Unemployed, lives alone after divorce 5 years ago. Struggles with alcoholism.
Cause of injury: Fell at home while intoxicated, cut his arm.
Type of injury or treatment: Deep cut to forearm requiring stitches
Add other info: Frequent visitor to A&E due to alcoholism and resulting injuries. Suffers from depression.
How did he get to A&E: Taxi, alone.
This persona aims to understand the mindset and needs of a potential
Harnessing Edge Informatics to Accelerate Collaboration in BioPharma (Bio-IT ...Tom Plasterer
As scientists in the life sciences we are trained to pursue singular goals around a publication or a validated target or a drug submission. Our failure rates are exceedingly high especially as we move closer to patients in the attempt to collect sufficient clinical evidence to demonstrate the value of novel therapeutics. This wastes resources as well as time for patients depending upon us for the next breakthrough.
Edge Informatics is an approach to ameliorate these failures. Using both technical and social solutions together knowledge can be shared and leveraged across the drug development process. This is accomplished by making data assets discoverable, accessible, self-described, reusable and annotatable. The Open PHACTS project pioneered this approach and has provided a number of the technical and social solutions to enable Edge Informatics. A number of pre-competitive consortia and some content providers have also embraced this approach, facilitating networks of collaborators within and outside a given organization. When taken together more accurate, timely and inclusive decision-making is fostered.
Opportunity by association 2014 – Career strategies for international graduatesQolEdge
This document discusses strategies for international graduates to find career opportunities through innovative teaming and networking. It emphasizes that employers value teamwork, communication skills, and industry focus over narrow specialization. International graduates are encouraged to leverage peer support clusters to mitigate challenges like information shelf-life and access networks for opportunities. Forming these clusters can help with acculturation and accessing the synergies of teaming to identify potential career paths.
1. The document summarizes a study on wayfinding in hospitals that sought to understand what environmental cues people use to navigate.
2. Interviews and tracking of patients, visitors, and employees at a large hospital campus found that people primarily rely on maps, signs, and developing familiarity with landmarks.
3. Other design elements like architectural features, artworks, and furniture arrangements can also serve as landmarks to help orient people and develop familiarity with an unfamiliar environment.
The document discusses a study examining the association between view duration and content on staff stress and alertness levels. The study was conducted at a children's hospital and measured the chronic stress, acute stress, and alertness of 32 medical personnel over 12-hour shifts. Results showed no statistically significant difference in chronic stress levels before and after shifts. However, alertness levels were significantly lower after shifts, indicating that view may influence staff stress and alertness.
The document summarizes a study that assessed how different room configurations in adult medical-surgical units impact patient care activities. Participants ranked 23 criteria and evaluated 6 room layouts. Non-designers and designers had some differences in criteria rankings. Layouts B and F received the highest suitability scores while layouts with inboard toilets received negative ratings. The findings could help programming and design but questions remain about reliability and validity. Performance-based evaluation frameworks may improve traditional decision-making.
The document summarizes key findings from a study examining the impacts of patient room handedness on nursing care delivery. The study involved observing 20 left-handed and 20 right-handed nurses performing common nursing tasks like taking vitals and suctioning in different room configurations. The study found:
- There were predictable patterns of behavior among both left-handed and right-handed nurses within each group.
- There were statistically significant differences between left-handed and right-handed nurse behaviors.
- For the vitals task, the location of the IV and overhead table determined what side nurses positioned themselves on relative to the patient. For suctioning, nurse handedness and equipment locations influenced positioning.
1) The study examined the effects of positive distractions on the attention, behavior, and activities of pediatric patients waiting in dental and cardiac clinics.
2) It found that multi-sensory distractions like ambient art with sound were most effective at focusing patients' attention, and resulted in patients being calmer with less movement.
3) The type of distraction that worked best varied between the two clinics, suggesting that factors like a patient's illness or disability can influence their response to different distractions. Overall, positive distractions helped improve the waiting experience for pediatric patients.
BIM Forum_2010_Beyond a Reasonable DoubtUpali Nanda
1) Evidence-based design (EBD) emerged in healthcare to improve safety and outcomes using research-informed design decisions.
2) Studies found EBD strategies like decentralized nursing units reduced patient falls by 75% and transfers by 90%.
3) Other research linked factors like patient visibility and private rooms to lower mortality and infection risk.
4) For BIM to be truly evidence-based, it needs an empirical evidence base from built project performance and linkage to organizational goals, not just cost savings.
HCD_2010_Inflexibility in Flexible DesignUpali Nanda
The document summarizes research into nine domains of design decision-making that impact operational flexibility in acute care medical-surgical units: peer lines-of-sight, patient visibility, multiple division/zoning options, proximity of support, resilience to move services, inter-unit movements, service expansion options, adjustable support core, and expandable support core. The research identified several factors that can impede designing for optimal operational flexibility, including systemic, cultural, human, financial, and physical factors. Examples of impediments discussed include unanticipated consequences of information technology, lack of standardized communication platforms, and assumptions about IT implementation timelines not being realized.
Decentralizing nursing units at MD Anderson Cancer Center was intended to improve efficiency, teamwork, and the patient and caregiver experience. A study collected data before and after decentralizing three nursing units to evaluate the impact. Key findings included a decrease in time spent on documentation and at the centralized nurse station, and an increase in time spent at decentralized medication and supply areas and on the unit. Walking distance for nurses also increased with the decentralized design. The consistency of these changes across the three units provides evidence that decentralization can impact how nurses spend their time and perform tasks.
This document discusses how design often focuses on vision while neglecting other senses like smell, sound, and touch. It provides an overview of each sense and how they differ in range, directionality, and distance. The historical hierarchy of the senses placed sight and hearing above smell, taste, and touch. New research suggests smell allows for richer emotions and memory associations than previously thought. The document calls for greater consideration of all the senses in design to improve sensory experiences and coherence. It provides examples of how senses interact crossmodally and the potential for designing spaces that concur, correspond, and cohere across the sensory modalities.
The document provides information about a session on neuroarchitecture and aging. It begins with welcome and CE information. It then describes how the aging brain undergoes changes that impact sensory perception and cognitive function. As people age, their senses of hearing, vision, smell, taste and touch decline. The session will discuss research on the aging brain and senses, and explore design strategies that can address sensory changes and support brain health for older adults. These include addressing visual challenges through lighting, color contrast and glare reduction, as well as fall prevention through clear wayfinding and safe circulation.
This document discusses how field research and parametric analysis were used to inform the design of a new patient tower for ProMedica Toledo Hospital. Researchers conducted observations and activity analysis of a current med-surg unit to understand issues like wasted walking, limited visibility, and unused space. A parametric model was developed to simulate different design configurations and sequences of staff activities. Key findings included that multi-tasking did not reduce time and point-of-use supplies could improve efficiency. The research helped define targets for the future state design focused on decentralization, proximity of supplies, and improved care coordination.
The document discusses the importance of change management and stakeholder engagement throughout the design and transition process for new healthcare facilities. It provides examples from Akron Children's Hospital's expansion projects including a new emergency department (ED) and neonatal intensive care unit (NICU). Surveys of ED and NICU staff before and after the moves assessed levels of involvement in the projects, knowledge of the new spaces and processes, and perceptions of preparedness and ability to adapt. Results showed that greater involvement in facility design increased later perceptions of preparedness and adaptation for both groups. However, the new NICU design more significantly impacted workflows, so involvement was more important for feeling prepared ahead of time. The findings emphasize tailoring change engagement strategies to
The document discusses lessons learned from a study on applying lean thinking and integrated project delivery (IPD) to healthcare construction projects. It found that full-scale mockups were the most effective lean strategy. It also found that learning was an important implicit benefit not tracked. While IPD led to benefits like collaboration, some challenges included perceived imbalance of influence and optimal use of lean strategies. To fully evaluate the costs and benefits of lean-IPD approaches, factors like time costs for additional participation and documentation need to be accounted for.
Storytelling For The Web: Integrate Storytelling in your Design ProcessChiara Aliotta
In this slides I explain how I have used storytelling techniques to elevate websites and brands and create memorable user experiences. You can discover practical tips as I showcase the elements of good storytelling and its applied to some examples of diverse brands/projects..
ARENA - Young adults in the workplace (Knight Moves).pdfKnight Moves
Presentations of Bavo Raeymaekers (Project lead youth unemployment at the City of Antwerp), Suzan Martens (Service designer at Knight Moves) and Adriaan De Keersmaeker (Community manager at Talk to C)
during the 'Arena • Young adults in the workplace' conference hosted by Knight Moves.
PDF SubmissionDigital Marketing Institute in NoidaPoojaSaini954651
https://www.safalta.com/online-digital-marketing/advance-digital-marketing-training-in-noidaTop Digital Marketing Institute in Noida: Boost Your Career Fast
[3:29 am, 30/05/2024] +91 83818 43552: Safalta Digital Marketing Institute in Noida also provides advanced classes for individuals seeking to develop their expertise and skills in this field. These classes, led by industry experts with vast experience, focus on specific aspects of digital marketing such as advanced SEO strategies, sophisticated content creation techniques, and data-driven analytics.
Architectural and constructions management experience since 2003 including 18 years located in UAE.
Coordinate and oversee all technical activities relating to architectural and construction projects,
including directing the design team, reviewing drafts and computer models, and approving design
changes.
Organize and typically develop, and review building plans, ensuring that a project meets all safety and
environmental standards.
Prepare feasibility studies, construction contracts, and tender documents with specifications and
tender analyses.
Consulting with clients, work on formulating equipment and labor cost estimates, ensuring a project
meets environmental, safety, structural, zoning, and aesthetic standards.
Monitoring the progress of a project to assess whether or not it is in compliance with building plans
and project deadlines.
Attention to detail, exceptional time management, and strong problem-solving and communication
skills are required for this role.
Connect Conference 2022: Passive House - Economic and Environmental Solution...TE Studio
Passive House: The Economic and Environmental Solution for Sustainable Real Estate. Lecture by Tim Eian of TE Studio Passive House Design in November 2022 in Minneapolis.
- The Built Environment
- Let's imagine the perfect building
- The Passive House standard
- Why Passive House targets
- Clean Energy Plans?!
- How does Passive House compare and fit in?
- The business case for Passive House real estate
- Tools to quantify the value of Passive House
- What can I do?
- Resources
Visual Style and Aesthetics: Basics of Visual Design
Visual Design for Enterprise Applications
Range of Visual Styles.
Mobile Interfaces:
Challenges and Opportunities of Mobile Design
Approach to Mobile Design
Patterns
Fonts play a crucial role in both User Interface (UI) and User Experience (UX) design. They affect readability, accessibility, aesthetics, and overall user perception.
Maximize Your Content with Beautiful Assets : Content & Asset for Landing Page pmgdscunsri
Figma is a cloud-based design tool widely used by designers for prototyping, UI/UX design, and real-time collaboration. With features such as precision pen tools, grid system, and reusable components, Figma makes it easy for teams to work together on design projects. Its flexibility and accessibility make Figma a top choice in the digital age.
Technoblade The Legacy of a Minecraft Legend.Techno Merch
Technoblade, born Alex on June 1, 1999, was a legendary Minecraft YouTuber known for his sharp wit and exceptional PvP skills. Starting his channel in 2013, he gained nearly 11 million subscribers. His private battle with metastatic sarcoma ended in June 2022, but his enduring legacy continues to inspire millions.
1. TRADELINE: ACADEMIC MEDICAL CENTER CONFERENCETRADELINE: ACADEMIC MEDICAL CENTER CONFERENCE
SAN DIEGO, DECEMBER 3, 2007SAN DIEGO, DECEMBER 3, 2007
Mapping our UnderstandingMapping our UnderstandingMapping our UnderstandingMapping our Understanding
of Collaboration inof Collaboration in
KnowledgeKnowledge Worker EnvironmentsWorker EnvironmentsKnowledgeKnowledge--Worker EnvironmentsWorker Environments
to Academic Medical Centersto Academic Medical Centers
Dr. Debajyoti Pati, PhD AIIADr. Debajyoti Pati, PhD AIIA
HKS Inc.HKS Inc. -- Dallas, TexasDallas, Texas
Dr Arthur St Andre MD FCCMDr Arthur St Andre MD FCCMDr. Arthur St. Andre, MD FCCMDr. Arthur St. Andre, MD FCCM
Washington Hospital CenterWashington Hospital Center -- Washington, DCWashington, DC
Tom Harvey, AIA MPH FACHATom Harvey, AIA MPH FACHA
HKS Inc.HKS Inc. -- Dallas, TexasDallas, Texas
WASHINGTON HOSPITAL CENTER
2. ObjectivesObjectives
Review workplace strategies adopted to enhanceReview workplace strategies adopted to enhancep g pp g p
collaborationcollaboration
Understand the unique requirements of academicUnderstand the unique requirements of academic
medical centersmedical centers
Explore architectural design strategies to enhanceExplore architectural design strategies to enhance
collaboration in academic medical centerscollaboration in academic medical centers
WASHINGTON HOSPITAL CENTER
2
3. Three Pillars Of Academic Medical CentersThree Pillars Of Academic Medical Centers
KNOWLEDGE & IDEA: generationKNOWLEDGE & IDEA: generation
New procedures, new pedagogic techniques, new management stylesNew procedures, new pedagogic techniques, new management styles
Patents, copyrights, publicationsPatents, copyrights, publications
WORKFLOW DESIGN: innovationWORKFLOW DESIGN: innovation
Optimize procedures (clinical, pedagogic, managerial)Optimize procedures (clinical, pedagogic, managerial)
Innovations documented best practicesInnovations documented best practicesInnovations, documented best practicesInnovations, documented best practices
OPERATION: EffectivenessOPERATION: Effectiveness
P i d ffP i d ffPatient outcomes, student outcomes, staff outcomesPatient outcomes, student outcomes, staff outcomes
WASHINGTON HOSPITAL CENTER
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5. Knowledge Workers Workplace DesignKnowledge Workers Workplace Design
Who are kno ledge orkersWho are kno ledge orkersWho are knowledge workers:Who are knowledge workers:
People who work with informationPeople who work with information
People who develop knowledgePeople who develop knowledge
People who use knowledgePeople who use knowledge
Examples:Examples:
Scientists, engineers, IT professionals, researchersScientists, engineers, IT professionals, researchers, g , p ,, g , p ,
WASHINGTON HOSPITAL CENTER
5
6. Tracing The Path Of Workplace DesignTracing The Path Of Workplace Design
Trends in knowledge worker work environment over theTrends in knowledge worker work environment over the
past decades:past decades:
Customer responsiveness, efficiency, agilityCustomer responsiveness, efficiency, agility
Less hierarchical unitsLess hierarchical units
More autonomy in decisionMore autonomy in decision--makingmaking
Team contributionsTeam contributions
Inter and IntraInter and Intra--workgroup communicationworkgroup communicationg pg p
WASHINGTON HOSPITAL CENTER
6
7. Driving ForceDriving Force
Tom Peters and Robert H WatermanTom Peters and Robert H Waterman JrJr (1982) , “In(1982) , “In
Search of Excellence”:Search of Excellence”:Search of Excellence :Search of Excellence :
…many of the best ideas produced by knowledge worker teams found…many of the best ideas produced by knowledge worker teams found
their germination in unscheduled ‘serendipitous’ encounters withtheir germination in unscheduled ‘serendipitous’ encounters with
workers outside the team.workers outside the team.
Workshop on Research Facilities of the Future, NewWorkshop on Research Facilities of the Future, New
York Academy of Sciences (1993):York Academy of Sciences (1993):York Academy of Sciences (1993):York Academy of Sciences (1993):
Emphasized need for “fostering interdisciplinary communication...andEmphasized need for “fostering interdisciplinary communication...and
alleviating the sense of isolation that has long been the lot of thealleviating the sense of isolation that has long been the lot of the
researcher” (researcher” (KreegerKreeger 1994)1994)researcher (researcher (KreegerKreeger, 1994)., 1994).
WASHINGTON HOSPITAL CENTER
7
8. Driving ForceDriving Force
In research and development laboratoriesIn research and development laboratories
i ti t h i l f i l h bi ti t h i l f i l h bcommunication among technical professionals has beencommunication among technical professionals has been
shown to be a significant determinant of technicalshown to be a significant determinant of technical
performance and the productivity of project teamsperformance and the productivity of project teams
WASHINGTON HOSPITAL CENTER
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11. ConservativeConservative vsvs GenerativeGenerative
Knowledge ConservativeKnowledge Conservative Knowledge GenerativeKnowledge Generative
IntraIntra--group::Spontaneous::Formalgroup::Spontaneous::Formal
IntraIntra--group::Spontaneous::Informalgroup::Spontaneous::Informal
IntraIntra group::Scheduled:: Formalgroup::Scheduled:: Formal
IntraIntra--group::Spontaneous::Formalgroup::Spontaneous::Formal
IntraIntra--group::Spontaneous::Informalgroup::Spontaneous::Informal
IntraIntra gro p Sched led Formalgro p Sched led FormalIntraIntra--group::Scheduled:: Formalgroup::Scheduled:: Formal
IntraIntra--group::Scheduled:: Informalgroup::Scheduled:: Informal
InterInter--group::Spontaneous:: Formalgroup::Spontaneous:: Formal
InterInter group::Spontaneous::group::Spontaneous::
IntraIntra--group::Scheduled:: Formalgroup::Scheduled:: Formal
IntraIntra--group::Scheduled:: Informalgroup::Scheduled:: Informal
InterInter--group::Spontaneous:: Formalgroup::Spontaneous:: Formal
I tI t S t I f lS t I f lInterInter--group::Spontaneous::group::Spontaneous::
InformalInformal
InterInter--group::Scheduled:: Formalgroup::Scheduled:: Formal
InterInter--group::Scheduled:: Informalgroup::Scheduled:: Informal
InterInter--group::Spontaneous:: Informalgroup::Spontaneous:: Informal
InterInter--group::Scheduled:: Formalgroup::Scheduled:: Formal
InterInter--group::Scheduled:: Informalgroup::Scheduled:: Informal
InterInter--group::Scheduled:: Informalgroup::Scheduled:: Informal
Effectiveness Innovation
WASHINGTON HOSPITAL CENTER
Effectiveness Innovation
11
12. Impact of Physical StructureImpact of Physical Structure
Two dimensions of physical structure have beenTwo dimensions of physical structure have beenTwo dimensions of physical structure have beenTwo dimensions of physical structure have been
investigated with respect to interaction activityinvestigated with respect to interaction activity
(1) distance/proximity between potential communication partners and(1) distance/proximity between potential communication partners and(1) distance/proximity between potential communication partners and(1) distance/proximity between potential communication partners and
(2) degree of enclosure provided by physical barriers(2) degree of enclosure provided by physical barriers
WASHINGTON HOSPITAL CENTER
12
13. Knowledge Workplace StrategiesKnowledge Workplace Strategies
Conservative/CollaborativeConservative/Collaborative GenerativeGenerative
StrategiesStrategies
Visibility/ enclosureVisibility/ enclosure
StrategiesStrategies
Global configuration of spacesGlobal configuration of spaces
Accessibility/ proximityAccessibility/ proximity
Themes/FocusThemes/Focus
Work stationsWork stations
and circulationand circulation
Themes/FocusThemes/Focus
Neighborhoods and MainNeighborhoods and MainWork stationsWork stations
Meeting roomsMeeting rooms
Communal spacesCommunal spaces
gg
StreetsStreets
Corridors more thanCorridors more than
circulation spacescirculation spaces
Circulation ‘collection points’Circulation ‘collection points’
Support spacesSupport spaces
WASHINGTON HOSPITAL CENTER
13
14. Owens Corning World Headquarters,Owens Corning World Headquarters,
Toledo OhioToledo OhioToledo, OhioToledo, Ohio
Individual workspaces open and highly collaborative. Private enclavesIndividual workspaces open and highly collaborative. Private enclaves
available for use by any employee.available for use by any employee.
Corridors intentionally widened to encourage interactionCorridors intentionally widened to encourage interactionCorridors intentionally widened to encourage interaction.Corridors intentionally widened to encourage interaction.
Eighty teaming rooms located throughout the facility; furnished withEighty teaming rooms located throughout the facility; furnished with
presentation equipment, computer logpresentation equipment, computer log--in, and teleconferencing capabilities.in, and teleconferencing capabilities.
Survey result from more than 400 Owens Corning employees 90 days afterSurvey result from more than 400 Owens Corning employees 90 days afterSurvey result from more than 400 Owens Corning employees 90 days afterSurvey result from more than 400 Owens Corning employees 90 days after
occupancy:occupancy:
88% report a high level of teaming with departmental co88% report a high level of teaming with departmental co--workersworkers
66% report a high level of teaming across departmental boundaries66% report a high level of teaming across departmental boundaries66% report a high level of teaming across departmental boundaries66% report a high level of teaming across departmental boundaries
Source: The Integrated Workplace, USGSA, 1999
Photo Courtesy of Owen Corning
WASHINGTON HOSPITAL CENTER
Photo Courtesy of Owen Corning
14
15. Social Security Administration Headquarters,Social Security Administration Headquarters,
Woodlawn MarylandWoodlawn MarylandWoodlawn, MarylandWoodlawn, Maryland
One “break out” area for 8 people at every 15One “break out” area for 8 people at every 15--2020
k t ti di / ti d tt d th h t thk t ti di / ti d tt d th h t thworkstations; vending/eating areas dotted throughout theworkstations; vending/eating areas dotted throughout the
plan for informal gathering; large and small conferenceplan for informal gathering; large and small conference
roomsrooms
Atria to bring more light into existing large floor plates.Atria to bring more light into existing large floor plates.
Some of the atria woven into pedestrian malls andSome of the atria woven into pedestrian malls andpp
pathwayspathways
Closed offices limited only to directors and deputyClosed offices limited only to directors and deputyy p yy p y
commissionerscommissioners
Source: The Integrated
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Workplace, USGSA, 1999 15
16. UGA Biological Sciences ComplexUGA Biological Sciences Complex
“… having informal break“… having informal break--out spaces “woven into theout spaces “woven into the
l k fl th th t k d t th d fl k fl th th t k d t th d fnormal work flow rather than tacked onto the ends ofnormal work flow rather than tacked onto the ends of
corridors in outcorridors in out--ofof--thethe--way places.”way places.”
h b kh b k “ f ll l d“ f ll l d…the break…the break--out spaces were “carefully placedout spaces were “carefully placed
conference areas to facilitate both scheduled and casualconference areas to facilitate both scheduled and casual
discussions.”discussions.”
Source: Wineman and
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Serrato, 1997 16
17. Scottish Enterprise, UKScottish Enterprise, UK
bookable hot desks and hot offices, touchdown facilities,bookable hot desks and hot offices, touchdown facilities,
t d b tht d b thstudy boothsstudy booths
flexible project spacesflexible project spaces
‘oasis’ social/service centers‘oasis’ social/service centersoasis social/service centersoasis social/service centers
an innovation theatre (for team brainstorming)an innovation theatre (for team brainstorming)
range of informal meet spaces, including a large caférange of informal meet spaces, including a large caférange of informal meet spaces, including a large caférange of informal meet spaces, including a large café
facilityfacility
traditional meeting and conference roomstraditional meeting and conference rooms
no dedicated officesno dedicated offices
So rce Working itho t
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17
Source: Working without
walls. Allen et al (2004)
18. Office of Government Commerce, UKOffice of Government Commerce, UK
Bright and colorful breakout areas for:Bright and colorful breakout areas for:
Greeting visitorsGreeting visitors
Meeting informallyMeeting informally
Taking a breakTaking a breakgg
Located at entrance of each floorLocated at entrance of each floor
Small tables, soft seats, refreshmentsSmall tables, soft seats, refreshments
Source: Working without walls.
Allen et al (2004)
Adjacent to mobile staff touchAdjacent to mobile staff touch--down pointsdown points
Helps OGC staff from different offices meet, exchange ideas,Helps OGC staff from different offices meet, exchange ideas,
identify opportunities for collaborationidentify opportunities for collaboration
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18
19. Furniture As CatalystsFurniture As Catalysts
Casual meeting areas.
Courtesy of Herman
Lobby seating
providing
impromptu
workspace.
Miller Inc.
p
Photo by
Hoachlander-
Davis
Photography
courtesy of High-tech conference Ease of reconfiguration incourtesy of
GSA Public
Buildings
Service
Marketing
High-tech conference
space with flexible
furniture arrangements
and state-of-the-art
technology.
Ease of reconfiguration in
team environments.
Courtesy of Steelcase
North America.
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Division. Courtesy of Steelcase
North America.
19
20. Two Excellent SourcesTwo Excellent Sources
USGSA (1999).USGSA (1999). The Integrated Workplace: AThe Integrated Workplace: A
C h i A h t D l i W kC h i A h t D l i W kComprehensive Approach to Developing Workspace.Comprehensive Approach to Developing Workspace.
http://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMhttp://www.gsa.gov/gsa/cm_attachments/GSA_DOCUM
ENT/integrated workplace rpt pdf R2OD26 0Z5RDZENT/integrated workplace rpt pdf R2OD26 0Z5RDZ--g _ p _ p _p _ _g _ p _ p _p _ _
i34Ki34K--pR.pdfpR.pdf
Allen, T., Bell, A., Graham, R., Hardy, B.,Allen, T., Bell, A., Graham, R., Hardy, B., SwafferSwaffer, F., F.
(2004).(2004). Working without walls: An insight into theWorking without walls: An insight into the
transforming government workplace.transforming government workplace. www.degw.comwww.degw.comg g pg g p gg
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20
21. Unique Dynamics in
Academic Medical Centers
Unique Dynamics in
Academic Medical CentersAcademic Medical CentersAcademic Medical Centers
KNOWLEDGEKNOWLEDGE
Generation
Resource AvailabilityResource Availability
ContinuousContinuous
Collaboration &Collaboration &
InteractionInteraction
WORK FLOWWORK FLOW
Innovations
OPERATIONSOPERATIONS
Efficacy
InteractionInteraction
y
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21
22. Operational ChangeOperational Change -- Motivating FactorsMotivating Factors
Scientific EvidenceScientific Evidence
T h l i I tiT h l i I ti CT MRI PETCT MRI PETTechnologic InnovationTechnologic Innovation –– CT, MRI, PETCT, MRI, PET
Knowledge ExpertiseKnowledge Expertise –– seasoned clinicianseasoned clinician
Process ExpertiseProcess Expertise –– e.g. IHIe.g. IHI
Regulatory RequirementsRegulatory Requirements –– The JointThe Joint
Risk ManagementRisk Management
Fiscal ImperativesFiscal Imperatives
Fear of CatastropheFear of Catastrophe –– e.g. avian flu, anthraxe.g. avian flu, anthrax
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22
23. Themes in Knowledge GenerationThemes in Knowledge Generation
and Utilization Workplacesand Utilization Workplacesand Utilization Workplacesand Utilization Workplaces
Knowledge generation subKnowledge generation sub--specialization can detractspecialization can detractKnowledge generation subKnowledge generation sub specialization can detractspecialization can detract
from cross discipline creativityfrom cross discipline creativity
Workflow DesignWorkflow Design OperationsOperationsWorkflow DesignWorkflow Design OperationsOperations
Translation hurdlesTranslation hurdles –– ‘Knowledge generation’ and‘Knowledge generation’ and
i t t t h t th kill di t t t h t th kill drequirements stretch our systems, the skills andrequirements stretch our systems, the skills and
experience of practitioners and resourcesexperience of practitioners and resources
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23
24. Operational StrugglesOperational Struggles
Passing care from one provider to anotherPassing care from one provider to another –– the batonthe baton
Comparative Standardized Clinical/
Resource Use Index
Team effectivenessTeam effectiveness –– Fulfilling expectations and sharingFulfilling expectations and sharing
information across servicesinformation across services
Delegation broader array of cliniciansDelegation broader array of clinicians3
4
1010
g yg y
Documentation overloadDocumentation overload
Input timeInput time
Display chaosDisplay chaos
2
ceUseIndex
3
4 5
6
7
8
9
A
B
CD
E F
GHI
J3
4 5
6
7
8
9
A
B
CD
E F
GHI
J
Display chaosDisplay chaos
Management of devices, process applications (e.g.Management of devices, process applications (e.g.
CPOE), data applications (e.g. EMRs), policy/proceduralCPOE), data applications (e.g. EMRs), policy/procedural
and process documentsand process documents
0
1
Resourc
55
and process documentsand process documents
Communication among clinical and technical personnelCommunication among clinical and technical personnel
(within institute and with industry)(within institute and with industry)
-1
-2 -1 0 1
Clinical Performance Index
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ICU Unit XXXXXXX
24
25. More Silos than Meet the EyeMore Silos than Meet the Eye
Clinical servicesClinical services
Direct providersDirect providers -- physicians, nurses, therapists, physician assistants,physicians, nurses, therapists, physician assistants,
nurse practitioners, social workers, pharmacists, nutritionists, physicalnurse practitioners, social workers, pharmacists, nutritionists, physical
therapytherapy
Clinical servicesClinical services –– radiology, laboratoryradiology, laboratory
Administrative servicesAdministrative services –– leadership, administrativeleadership, administrative
management, quality services, clerical, biomedicalmanagement, quality services, clerical, biomedical
engineering IT DES transport facilitiesengineering IT DES transport facilitiesengineering, IT, DES, transport, facilitiesengineering, IT, DES, transport, facilities
Corporate managementCorporate management
PatientsPatients -- CommunityCommunityPatientsPatients -- CommunityCommunity
IndustryIndustry
Regulatory AuthoritiesRegulatory Authorities
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Regulatory AuthoritiesRegulatory Authorities 25
26. Process Hurdles Idea and Workflow DesignProcess Hurdles Idea and Workflow Design
Geographic dispersionGeographic dispersion –– multi institution systemsmulti institution systemsg p pg p p yy
CentralizationCentralization –– Decentralization tensionDecentralization tension
Meeting overloadMeeting overload –– effectivenesseffectiveness
Email overloadEmail overload
Minimal cross silo face to face timeMinimal cross silo face to face time
Time dispersionTime dispersion -- cross shiftcross shift
Industry interactionsIndustry interactions
‘Adolescent’ systems‘Adolescent’ systemsAdolescent systemsAdolescent systems
Highly configurable devices and systemsHighly configurable devices and systems
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26
27. VisualVisual (Inter/Intranet)(Inter/Intranet) andand
AudioAudio (Telecom)(Telecom) SolutionsSolutionsAudioAudio (Telecom)(Telecom) SolutionsSolutions
SimulationSimulation –– physical and virtualphysical and virtualp yp y
Improve procedural performance and using devicesImprove procedural performance and using devices
Evaluation and management of patientsEvaluation and management of patients
ReplayReplay TiVoTiVoReplayReplay –– TiVoTiVo
Chat roomsChat rooms
Search toolsSearch tools RemoDocRemoDoc™™Search toolsSearch tools
TelecomTelecom –– voice activation, teleconferencingvoice activation, teleconferencing
Surveillance toolsSurveillance tools -- eICUeICU
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27
28. Informal InterchangeInformal Interchange –– Design ImplicationsDesign Implications
Clinical arenasClinical arenas –– formal and informal ‘meeting’ spacesformal and informal ‘meeting’ spacesg pg p
Cross discipline clusteringCross discipline clustering –– Offices, Conference roomsOffices, Conference rooms
‘Water cooler’ exchange‘Water cooler’ exchange –– ‘Libraries’, Lounge areas,‘Libraries’, Lounge areas,
ElevatorsElevators
‘Enhanced’ informal meeting areas‘Enhanced’ informal meeting areas –– Cafeterias,Cafeterias,
HallwaysHallwaysHallwaysHallways
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28
29. How Can Physical Design Contribute?How Can Physical Design Contribute?
KNOWLEDGEKNOWLEDGE
Generation
ContinuousContinuous
Collaboration &Collaboration &
I t tiI t ti
WORK FLOWWORK FLOW
Innovations
OPERATIONSOPERATIONS
Efficacy
InteractionInteraction
y
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29
30. Key Characteristics to TargetKey Characteristics to Target
Foster collaborative opportunitiesFoster collaborative opportunities
Students / trainees and facultyStudents / trainees and faculty
Physicians and other and care giversPhysicians and other and care givers
Care givers and researchersCare givers and researchers
Care givers and familyCare givers and family
Complex,Complex, segragatedsegragated contextcontext
Patient Care (patient care and supportPatient Care (patient care and support
EDUCATION PATIENT CARE
Patient Care (patient care and supportPatient Care (patient care and support
areas)areas)
TeachingTeaching
ResearchResearch
RESEARCH
Connections / Linkages betweenConnections / Linkages between
NeighborhoodsNeighborhoods
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30
33. Spontaneous / Informal CollaborationSpontaneous / Informal Collaboration
LobbiesLobbies
(entries / elevators)
“Great Spaces”“Great Spaces”
(atria / gardens)(e t es / e e ato s)
Spontaneous
collaboration
pointsp
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33
34. Formal / Scheduled CollaborationFormal / Scheduled Collaboration
Classroom/Lecture HallClassroom/Lecture Hall Conference RoomConference Room
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34
35. Formal / Scheduled CollaborationFormal / Scheduled Collaboration
Simulation LabsSimulation LabsProcedure SpacesProcedure Spaces
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35
37. Workflow EnhancersWorkflow Enhancers
Clinical Care /Clinical Care /
P d SP d S
Multidisciplinary OfficeMultidisciplinary Office
Cl tCl tProcedure SpacesProcedure Spaces ClustersClusters
O.R.
Medicine
`
Surgery
I.R.G.I. Collaborative Cluster
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37
38. Operations EnhancersOperations Enhancers
Lean Design PrinciplesLean Design Principles
Sink Fridge
Minimal travel distancesMinimal travel distances
Aggregated work spacesAggregated work spaces
Spontaneous collaborationSpontaneous collaborationSpontaneous collaborationSpontaneous collaboration
opportunitiesopportunities
Stove
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38
39. Simulation as a ToolSimulation as a Tool
Trains, then builds individual accuracy and precisionTrains, then builds individual accuracy and precision
F ilit t t i t tiF ilit t t i t tiFacilitates team interactionFacilitates team interaction
Fosters innovation in group settingsFosters innovation in group settings
Reaction from multiple perspectives toReaction from multiple perspectives toeact o o u t p e pe spect es toeact o o u t p e pe spect es to
diverse situationsdiverse situations
Team collaboration through interdisciplinaryTeam collaboration through interdisciplinary
responsesresponses
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39
40. Workflow EnhancersWorkflow Enhancers
Digital Results ReportingDigital Results Reporting Ubiquitous Data AccessUbiquitous Data Access
Data Sources Patient
Room
Exam
Room
Proc
Room
IT Sim
L b
Respite
Zone
IT
LabZone
Collaborative
Correlated Analysis
Kiosk
Portal
Collaborative
Resource
Center
Instant
Consult
Center
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40
44. A Vision for the FutureA Vision for the Future
Nodes of Learning and CollaborationNodes of Learning and Collaboration
Casual, but highly sophisticated resource centersCasual, but highly sophisticated resource centers
Instant access to data for reference and discussionInstant access to data for reference and discussion
Progress reports on subProgress reports on sub--specialization research and discoveryspecialization research and discovery
Electronic notepads for interdisciplinary brainstormingElectronic notepads for interdisciplinary brainstorming
Emerging clinical pathways to better outcomesEmerging clinical pathways to better outcomes
Clinical “Kitchen of the Mind”
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44
45. Review of Design GoalsReview of Design Goals
1.1. Integrate the physical environmentIntegrate the physical environment
of academic medical centers,of academic medical centers,
d fi d b i h di i i itid fi d b i h di i i itidefined by rich, diverse inquisitivedefined by rich, diverse inquisitive
thinkingthinking
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45
46. Review of Design GoalsReview of Design Goals
2.2. Accommodate spontaneousAccommodate spontaneous
collaboration with convenient,collaboration with convenient,
i iti t iti f li iti t iti f linviting opportunities for casualinviting opportunities for casual
interactioninteraction
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46
47. Review of Design GoalsReview of Design Goals
3.3. Support collaborative learning inSupport collaborative learning in
the moment with convergence ofthe moment with convergence of
ltidi i li k dltidi i li k dmultidisciplinary work areas andmultidisciplinary work areas and
generous alternative conveninggenerous alternative convening
spacesspaces
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47
48. Review of Design GoalsReview of Design Goals
4.4. Inform and excite collaborativeInform and excite collaborative
thinking with convenientlythinking with conveniently
ibl i f ti t f llibl i f ti t f llaccessible information centers fullyaccessible information centers fully
linked to all data resourceslinked to all data resources
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48
49. Selected BibliographySelected Bibliography
USGSA (1999).USGSA (1999). The Integrated Workplace: A Comprehensive Approach to DevelopingThe Integrated Workplace: A Comprehensive Approach to Developing
WorkspaceWorkspace..
http://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMENT/integrated_workplace_rpt_pdf_R2Ohttp://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMENT/integrated_workplace_rpt_pdf_R2O
D26_0Z5RDZD26_0Z5RDZ--i34Ki34K--pR.pdfpR.pdf
Allen, T., Bell, A., Graham, R., Hardy, B.,Allen, T., Bell, A., Graham, R., Hardy, B., SwafferSwaffer, F. (2004)., F. (2004). Working without walls: An insightWorking without walls: An insight
i t th t f i t k li t th t f i t k l ddinto the transforming government workplaceinto the transforming government workplace. www.degw.com. www.degw.com
SerratoSerrato, M.,, M., WinemanWineman, J. D. (1997)., J. D. (1997). Enhancing communication in labEnhancing communication in lab--based organizationsbased organizations..
Proceedings of the Space Syntax Symposium University College London, London, volume 1, ppProceedings of the Space Syntax Symposium University College London, London, volume 1, pp
15 115 1 15 815 815.115.1 -- 15.815.8
Serrato,MSerrato,M.,., WinemanWineman, J. D. (1999)., J. D. (1999). Spatial and communication patterns in research andSpatial and communication patterns in research and
developmentdevelopment. Proceedings of the Space Syntax Symposium University of Brasilia, Brasilia,. Proceedings of the Space Syntax Symposium University of Brasilia, Brasilia,
volume 1 pp 11 1volume 1 pp 11 1 -- 11 811 8volume 1, pp 11.1volume 1, pp 11.1 11.811.8
Rashid, M.,Rashid, M., KampschroerKampschroer, K.,, K., WinemanWineman, J.,, J., ZimringZimring, C. (2006)., C. (2006). Spatial Layout and FaceSpatial Layout and Face--toto--faceface
Interaction in OfficesInteraction in Offices–– A Study of the Mechanisms of Spatial Effects on FaceA Study of the Mechanisms of Spatial Effects on Face--toto--faceface
InteractionInteraction. Environment and Planning B: Planning and Design, Vol. 33, pp. 825. Environment and Planning B: Planning and Design, Vol. 33, pp. 825––844844
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g g g , , ppg g g , , pp
49
50. Selected BibliographySelected Bibliography
Rashid, M., Zimring, C., Wineman, J., Flaningam, T., Nubani, L., Hammash, R. (2005).Rashid, M., Zimring, C., Wineman, J., Flaningam, T., Nubani, L., Hammash, R. (2005). TheThe
Effects of Spatial Behaviors and Layout Attributes on Individuals' Perception ofEffects of Spatial Behaviors and Layout Attributes on Individuals' Perception of
Psychosocial Constructs in OfficesPsychosocial Constructs in Offices. Proceedings of the Fifth International Space Syntax. Proceedings of the Fifth International Space Syntax
Conference, Delft, NetherlandsConference, Delft, Netherlands
Rashid,M., Zimring, C., Wineman, J. (2006).Rashid,M., Zimring, C., Wineman, J. (2006). Modular versus Landscaped Office: AModular versus Landscaped Office: A
C i f S B h i d E i t l P tiC i f S B h i d E i t l P ti P t d t thP t d t thComparison of Space, Behavior and Environmental PerceptionComparison of Space, Behavior and Environmental Perception. Paper presented at the. Paper presented at the
Environmental Design Research Association (EDRA) 37 Conference, Atlanta, GA, May 03Environmental Design Research Association (EDRA) 37 Conference, Atlanta, GA, May 03--0707
Penn, A., Desyllas, J., Vaughan, L. (1999).Penn, A., Desyllas, J., Vaughan, L. (1999). The space of innovation: interaction andThe space of innovation: interaction and
communication in the work environmentcommunication in the work environment Environment and Planning B: Planning & DesignEnvironment and Planning B: Planning & Designcommunication in the work environmentcommunication in the work environment. Environment and Planning B: Planning & Design,. Environment and Planning B: Planning & Design,
vol.26, no. 2, pp 193vol.26, no. 2, pp 193--218218
Oldham, G. R., Rotchford, N. L. (1983).Oldham, G. R., Rotchford, N. L. (1983). Relationship between office characteristics andRelationship between office characteristics and
employee reactions: a study of the physical environmentemployee reactions: a study of the physical environment Administrative Science QuarterlyAdministrative Science Quarterlyemployee reactions: a study of the physical environmentemployee reactions: a study of the physical environment. Administrative Science Quarterly,. Administrative Science Quarterly,
vol. 28, pp 542vol. 28, pp 542 -- 556556
Rashid, M., Zimring, C. (2003).Rashid, M., Zimring, C. (2003). Organizational Constructs and the Structure of Space: AOrganizational Constructs and the Structure of Space: A
Comparative Study of Office LayoutsComparative Study of Office Layouts. Proceedings of the Fourth International Space Syntax. Proceedings of the Fourth International Space Syntax
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p y yp y y g p yg p y
Conference, University College London.Conference, University College London. 50
51. Selected BibliographySelected Bibliography
Rashid, M.,Rashid, M., ZimringZimring, C. (2005)., C. (2005). Psychosocial Constructs and Office Settings: A Review of thePsychosocial Constructs and Office Settings: A Review of the
Empirical LiteratureEmpirical Literature. Proceedings of the Environmental Design Research Association (EDRA) 36. Proceedings of the Environmental Design Research Association (EDRA) 36p ca te atu ep ca te atu e oceed gs o e o e a es g esea c ssoc a o ( ) 36oceed gs o e o e a es g esea c ssoc a o ( ) 36
Conference, Vancouver, CanadaConference, Vancouver, Canada
SundstromSundstrom, E., Altman, L. (1989)., E., Altman, L. (1989). Physical environments and workPhysical environments and work--group effectivenessgroup effectiveness..
Research in Organizational Behavior , vol.11, pp 175Research in Organizational Behavior , vol.11, pp 175 -- 209209
Campbell, D. E., Campbell, T. A., (1988).Campbell, D. E., Campbell, T. A., (1988). A new look at informal communication: the role ofA new look at informal communication: the role of
the physical environmentthe physical environment. Environment and Behavior, vol. 2, pp 211. Environment and Behavior, vol. 2, pp 211 -- 226226
Hatch, M. J. (1987).Hatch, M. J. (1987). Physical barriers, task characteristics, and interaction activity inPhysical barriers, task characteristics, and interaction activity in
research and development firmsresearch and development firms. Administrative Science Quarterly, vol. 32, 387. Administrative Science Quarterly, vol. 32, 387 -- 399399
Rashid, M., Craig, D.,Rashid, M., Craig, D., ZimringZimring, C.,, C., ThitisawatThitisawat, M. (2006)., M. (2006). Sedentary and Fleeting Activities andSedentary and Fleeting Activities andgg gg ( )( ) y gy g
Their Spatial Correlates in OfficesTheir Spatial Correlates in Offices. Proceedings of the 37th Annual Conference of the. Proceedings of the 37th Annual Conference of the
Environmental Design Research Association (EDRA), Atlanta, GAEnvironmental Design Research Association (EDRA), Atlanta, GA
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