Spatial solutions supporting information exchange and knowledge creation

Spatial solutions supporting information exchange and

knowledge creation Sanna Peltoniemi1, Jenni Poutanen1, Aino Ahtinen2, Henna Salonius3

1 School of Architecture, Tampere University of Technology 2 Human-centered Technology, Tampere University of Technology

3 Novi Research Center, Tampere University of Technology

•  Background •  Theoretical

framework •  Methodology

Intro

•  Different types of knowledge workers and their mobility

•  Layout analysis

Results •  The role of team

rooms •  Activity-based

layout •  Further research

Conclusions

Introduction

“Often we cannot say what it is that we know”

(Schön 1983, p.49)

information exchange

transfer of tacit knowledge

architectural practice!

layout of the architectural office

different types of knowledge workers focus

“intuitive” knowledge

ideas and concepts

visual references, which support the verbal communication

mobility

Tacit knowledge is converted into explicit knowledge

Individual tacit knowledge is converted into group tacit

knowledge

1 Socialization

2 Externalization

Separate explicit knowledge is converted into systemic explicit knowledge

3 Combination

Explicit knowledge is transformed back into tacit knowledge

4 Internalization

(Nonaka & Takeuchi 1995)

Supports concentrated work and guided work processes by an

atmosphere, which is task-oriented, and the focus is on tangible

performance

Brings people together

Offers room for privacy and repetitious routine tasks. Supports the role of the individual.

Hosts a relaxed and sometimes even lazy atmosphere. The sharing of knowledge and innovative spirit is essential part of this place.

1 Socialization

2 Externalization 3 Combination

4 Internalization

Ba is a shared space which serves as a platform for knowledge creation.

(Nonaka & Takeuchi 1995; Nenonen 2004)

Research questions

Which different types of office workers can be identified among the participants?

How the mobility of the different types of workers

impact on the information exchange and knowledge creation within the office?

Methodology

Semi-large architecture office.

The office is located in the city center of Tampere and it had moved to the new premises in the spring of 2014.

Semi-structured theme interviews (N=18, F=8, M=10).

During on-site visit observations about the context provided an additional and informal data collection

method.

Results

”Navigator” •  highly mobile including the global network •  variation of job profiles ”Gatherer” •  spend half of their working hours away from the office at different meetings •  do not necessarily require their own office desk •  need different types of working stations •  space for concentration and collaboration

”Connector” •  move around the office building •  spend their working hours at meetings or talking to colleagues •  interact a great deal with different people, but they stay within the office building

”Anchor” •  the lowest mobility •  the office everyday, working at their desks most of the time •  have the essential role in knowledge transfer within an office, because other employees

go to them in order to get information

(Greene and Myerson 2011)

DIFFERENT TYPES OF KNOWLEDGE WORKERS AND THEIR MOBILITY

Frequency of changing location

Loca

tion

Low ContinunousHigh

Fixe

d lo

catio

nM

ultip

le, c

hang

ing

loca

tions

Anchors(8 identified)

Gatherers(3 identified)

Connectors (7 identified)

Navigators(0 identified)

THE CATEGORIZATION OF THE INTERVIEWEES on four types of knowledge workers in relation to previous studies of Greene and Myerson 2011, Schaffers et al. 2006 and Vartiainen et al. 2007.

THE LAYOUT OF THE ARCHITECTURE OFFICE

Team rooms support information exchange and transfer of tacit knowledge between team members in the same room

The team-based layout does not support individual working preferences

♬ ! ♫ ♩♫ !

Team-based working inhibited the information exchange between different teams

Conclusions

Brings people together

1 Socialization

Supports concentrated work and guided work processes by an

atmosphere, which is task-oriented, and the focus is on tangible

performance

2 Externalization

THE ROLE OF THE TEAM ROOMS

TRANSFORMING THE TEAM-BASED LAYOUT TOWARDS ACTIVITY-BASED LAYOUT

TRANSFORMING THE TEAM-BASED LAYOUT TOWARDS ACTIVITY-BASED LAYOUT

Thank you!

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