space:history
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space:history [2011/08/23 02:23] jkuroda |
space:history [2015/11/13 05:56] (current) pattrsn Added paper on study of NSF centers |
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| The RAD Lab is remodeled space on south end of the 4th floor of Soda Hall. Remodeling began after the end of classes in May 2006 with move-in happening in October 2006. We have room for 56 people and the area covered 4100 assignable square feet before the remodeling. The total cost was under $500,000, including everything: demolition, reconstruction, painting, furniture, white boards, screens, projectors, ... | The RAD Lab is remodeled space on south end of the 4th floor of Soda Hall. Remodeling began after the end of classes in May 2006 with move-in happening in October 2006. We have room for 56 people and the area covered 4100 assignable square feet before the remodeling. The total cost was under $500,000, including everything: demolition, reconstruction, painting, furniture, white boards, screens, projectors, ... | ||
| - | * View the INSERT MAP HERE | ||
| * See [[http://www.cs.berkeley.edu/~sequin/BUILDINGS/SODA_4F_2006|pictures of the demolition, reconstruction, refurbrishing, moving in, and opening ceremony]] | * See [[http://www.cs.berkeley.edu/~sequin/BUILDINGS/SODA_4F_2006|pictures of the demolition, reconstruction, refurbrishing, moving in, and opening ceremony]] | ||
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| As in the RAD Lab survey, they highlight the importance of easy access to others, and reference other work on the importance of having people nearby and within sight to encourage interactions. | As in the RAD Lab survey, they highlight the importance of easy access to others, and reference other work on the importance of having people nearby and within sight to encourage interactions. | ||
| - | //One of the main drivers of success was the fact that the team members were at hand, ready to have a spontaneous meeting, advise on a problem, teach/learn something new, etc. We know from earlier work that the gains from being at hand drops off significantly when people are first out of sight, and then most severely when they are more than 30 meters apart."//1] | + | //One of the main drivers of success was the fact that the team members were at hand, ready to have a spontaneous meeting, advise on a problem, teach/learn something new, etc. We know from earlier work that the gains from being at hand drops off significantly when people are first out of sight, and then most severely when they are more than 30 meters apart."//[1] |
| They also saw the value of whiteboards, as in the RAD Lab survey, | They also saw the value of whiteboards, as in the RAD Lab survey, | ||
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| and most strongly affected by the space: | and most strongly affected by the space: | ||
| - | //communication for inspiration is the type most affected by the type of physical space. Most communication of this type occurs during //chance encountours// which create the possibility for inspiration and creativity--the sources of innovation. It is very obvious that the ways physical space is configured it can strongly promote or impede the occurrence of chance encounters."// [p. 86] | + | //communication for inspiration is the type most affected by the type of physical space. Most communication of this type occurs during //chance encontours// which create the possibility for inspiration and creativity--the sources of innovation. It is very obvious that the ways physical space is configured it can strongly promote or impede the occurrence of chance encounters."// [p. 86] |
| What space encourages chance encounters? Being close | What space encourages chance encounters? Being close | ||
| - | //First, it seems obvious that an organization ... needs to ensure that the distances amoung [staff] are minimized. ... to minimize distances, it seems a square single story building is most desirable. We say single story because evidence indicates that vertical separation always has a more severe effect..."// [p. 71] | + | //First, it seems obvious that an organization ... needs to ensure that the distances among [staff] are minimized. ... to minimize distances, it seems a square single story building is most desirable. We say single story because evidence indicates that vertical separation always has a more severe effect..."// [p. 71] |
| and being able to see people | and being able to see people | ||
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| ==== Why Don't Distributed Centers Work Well? ==== | ==== Why Don't Distributed Centers Work Well? ==== | ||
| - | This same book [2] provides data that supports skepticism of the effectiveness of geographically distributed centers. Allen's premise is that face-to-face communication in general and specifically communication for inspiration are necessary for innovation. | + | After examining 62 NSF-funded centers in computer science, one group of social science researchers found that multiple disciplines increase chances of research success, while research done in multiple institutions---especially when covering a large expanse---decreases them: |
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| + | //The multi-university projects we studied were less successful, on average, than projects located at a single university. ... Projects with many disciplines involved excelled when they were carried out within one university.// [6] | ||
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| + | Allen's book [2] provides data that supports skepticism of the effectiveness of geographically distributed centers. Allen's premise is that face-to-face communication in general and specifically communication for inspiration are necessary for innovation. | ||
| First, there is by definition almost no opportunity for face-to-face encounters when people are scattered about the country. It will be a long time before telepresense can match the important feedback from looking into people's eyes and reading body language. | First, there is by definition almost no opportunity for face-to-face encounters when people are scattered about the country. It will be a long time before telepresense can match the important feedback from looking into people's eyes and reading body language. | ||
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| - ** Single project, integrated location - probability of regular communication 0.95** The center is located in the same wing of a building at a single location, and everyone in the center is working on a common project. (In Table 3-1, its same wing of the building, same department, same project) | - ** Single project, integrated location - probability of regular communication 0.95** The center is located in the same wing of a building at a single location, and everyone in the center is working on a common project. (In Table 3-1, its same wing of the building, same department, same project) | ||
| - | - ** Single project, distributed locations - probability 0.23** This is a genuinely intergrated project with common goals located at multiple sites. (Same project, different departments, multiple sites) | + | - ** Single project, distributed locations - probability of regular communication 0.23** This is a genuinely intergrated project with common goals located at multiple sites. (Same project, different departments, multiple sites) |
| - | - ** Multiple affiliated projects, distributed locations - probability 0.002** This is a loose federation of related projects at multiple sites, who band together--just speaking theoretically--to present the appearance of a coherent common front for a funding opportunity. (Multiple projects, different departments, multiple sites) | + | - ** Multiple affiliated projects, distributed locations - probability of regular communication 0.002** This is a loose federation of related projects at multiple sites, who band together---just speaking theoretically---to present the appearance of a coherent common front for a funding opportunity. (Multiple projects, different departments, multiple sites) |
| ===== Summary of Research on Impact of Space on Productivity/Innovation ===== | ===== Summary of Research on Impact of Space on Productivity/Innovation ===== | ||
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| [5] Zajonc, R.B., Heingartner, A. & Herman, E.M. (1969). Social enhancement and impairment of | [5] Zajonc, R.B., Heingartner, A. & Herman, E.M. (1969). Social enhancement and impairment of | ||
| performance in the cockroach. //Journal of Personality and Social Psychology,// 13, 83-92. | performance in the cockroach. //Journal of Personality and Social Psychology,// 13, 83-92. | ||
| + | |||
| + | [6] Cummings, J. and Kiesler, S. (2005). Collaborative research across disciplinary and organizational boundaries. | ||
| + | //Social Studies of Science// 35, 5 , 703–722. | ||
space/history.1314091427.txt.gz · Last modified: 2011/08/23 02:23 by jkuroda
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