University College London/ETHNO-ISS (NASA)
Since March 2020, many employees around the world have been forced to work from home due to the COVID-19 global pandemic. Astronauts aboard the International Space Station (ISS) have experience in working in isolation and confinement. This paper focuses on a comparison of astronauts on the ISS and Earth-bound architects and interior designers restricted to working from home (i.e. their sofas) due to the pandemic. Isolation at work emerges as a complex phenomenon characterized by the measured and perceived distances between physical, social, and temporal spaces. By examining the scale-making activities of NASA and HKS, analogs provide a possible means for studying and predicting the complex dimensions of isolation. The work ecosystem is a useful tool in conceptualizing and operationalizing the employee experience to design the future of work and workspaces.
Article citation: 2020 EPIC Proceedings pp 338–355, ISSN 1559-8918, https://www.epicpeople.org/epic
Agile methodologies have taken hold as a model to be followed in software industry. Among them, Scrum is one of the most used frameworks and has a high level of acceptance among a large range of organizations. The underlying premise of Scrum is that by implementing an iterative and incremental process of development, an organization can become more efficient in coping with unpredictability, thus, increasing the chances of delivering business value. In this paper we use the context of SIDIA, an R&D center based in Manaus (Brazil), to look at how Scrum is practiced, by following Post-its notes, which are commonly used in agile landscapes.
Following previous work on the idea of thinking through things (instead of thinking about things) as an analytic method to account for the ethnographic experience (Henare, 2006), the purpose here is to draw out the capacity of these objects to re-conceive the workplace. We argue that somehow the extensive use of post-its in this specific context...
MICHAEL C. LIN
Cast Study—In 2014, Kaiser Permanente began implementing a next-generation medical office model that reimagines the outpatient care experience, combining new architecture, workflow, and technology to create a more convenient experience for patients and a connected, efficient experience for staff and care teams. As the first next-gen facilities were being built, challenges emerged as teams across a variety of disciplines attempted to translate the model's vision into reality. Teams were making design and operational decisions in parallel, without the ability to see how their decisions impacted the overall user experience.
To resolve these challenges, our innovation team at Kaiser Permanente used a hybrid make-and-observe method of prototyping and ethnography. Employing a co-creation mindset (Bødker and Grønbaek 1991), we engaged staff and patients to help us bring the future state of these next-gen clinics to life in a minimally viable way....
Case Study—Hitachi America's R&D, comprised of five technical laboratories, opened the Center for Social Innovation in January, 2016. When the new office project emerged, the R&D group used the opportunity to reflect on and strengthen collaborative practices, organizational culture, and our customer engagement approach. We conducted an internal ethnographic study to investigate how space was used in our previous office, and based on our findings designed a new office space to facilitate collaboration and innovation for our group....