This is a very nice piece on enjoying the “how” and “why” in the process of answering a challenging question rather than rushing to the “what,” the answer.
The process of answering a question should be a voyage of discovery, a journey during which you learn something, and one where you enjoy yourself in the process.
The essay made me think about the invisible processes in business, and also how the places of businesses are not designed around the how and why. If the design and planning of workspaces made clearer the purposes of the enterprise, and if the processes people and teams used to get to the what were more transparent and observable, would an organization learn more, create more valuable knowledge, and achieve more?
Somewhat related to the above is this review in the Ottawa Business Journal of a recent book on the “innovator’s DNA.” The review reflects on the power of “the five whys” while also noting the five distinguishing characteristics of successful innovators.
associating, observing, questioning, experimenting and networking
We’d found our way this week, in the midst of our own annual strategic planning, to a discussion about the uniqueness of the places and spaces where innovation seems most successful. As I carry the images of those spaces, I’m making a resolution to shape our design mission – our client’s “program” or “design brief” for their corporate workspace – into a form that links workspace concepts to these 5 attributes.
That is, since most of our clients are engaged in a search for how to generate and support a more entrepreneurial culture, I intend to test a change of the lexicon of workplace design from conventional descriptors of corporate organization and function (“accounting”) and conventional workplace form (“conference room”) to new terms reflecting these innovation behavior attributes.
I expect that radical transformations in design processes and concepts will emerge.
I expect I’ll come back to the list for further exploration and comment, since I stopped almost immediately at the first subject, augmented reality.
In a recent project, we found transformative approaches to design through our slogan of “augment, amplify, activate.” A client had a new workspace designed by others, but then found it experientially flat. It satisfied the organizations, functions and facility metrics of the enterprise, but did nothing to change their culture and performance, which was the purpose of the project in the first place. Our slogan was a motivator to the occupiers and the designers to explore conceptual modifications to support behavioral change and development.
This sense of “augmentation” seems like a rich territory for exploration in design. A while back I had speculated on “the autoupdating workspace.” And more recently, a colleague raised a question about augmented reality which made me think in entirely different terms about the “productivity” of both the principal artifact of our service, digital “drawings,” and the activities that take place in the spaces and places we design. I’ve become increasingly interested in how to build layers on top of our digital design information and capture digital information from the physical spaces we design.
Related to the above, I’ve just finished reading Race Against the Machine, and am now both tremendously excited as well as terribly frightened.
The motivation for me is to begin to imagine the role of the workspace in assuring the race with the machine. Finding a strengthening signal in the requests we are getting from clients, there is an accelerating realization that space supports enterprise sustainability, but this is increasingly tied to the changes in the way we work together because of the extraordinary acceleration of technology.
We are now attracted to, and attractive to, clients whose enterprise is shaped around technologies that, yes, automate creativity. These enterprises are now, or soon will be, seeking spatial solutions well beyond the most advanced corporate real estate solutions.
And, of course, this.
I am not sure about this, but can’t stop thinking about it. That is, is Facebook a relevant a valuable data source for workspace design? It seems so logical to “crowdsource” criteria and concepts for a satisfying and uniquely productive work environment…how do we best do it?