POLITECNICO DI MILANO FACOLT DEL DESIGN Product … · Osservazioni preliminari sono state...

1

COLLABORATIVE MEExplorative Study To Create Desirable Collaborative Experience

For Generation Z In The Coming Workplace

A THESIS BYLinJie Li 832336

ACADEMIC TUTOR

Fabrizio M. Pierandrei

POLITECNICO DI MILANO FACOLT DEL DESIGN

Product Service System Design Master Degree

A.Y. 2015/2016

I II

Research guideline 4.1

Insights 4.2

Summary 4.3

Concern About Me 5.1

Arouse The Power Of Sensibility 5.2

Make Communication Sensible And Visible 5.3

CONTENTS

ConclusionBibliography

Webliography List of figures

acknowledgement

GENERATION Z 3

FIELDWORK 4

DESIGN PRINCIPLES 5

Generation Z Definition 3.1

Why Generation Z Is Different 3.2

Generation Z In The Future Work 3.3

Summary 3.4

FIELD RESEARCH

DESIGN GUIDELINE PROPOSAL

environment 3.1.1 parenting style 3.1.2

education system 3.1.3special characteristics 3.1.4

work features 3.2.1

purpose 4.1.1fieldwork research design 4.1.2

main questions 4.1.3screener 4.1.4

interviewee info 4.1.5

me need 4.3.1current collaboration 4.3.2

me collaboration 4.3.3

CONTENTS

0.1Abstract 0.2Introduction0.3Methodology

1 WORK PATTERN

2 COLLABORATION EXPERIENCE

1.1 Work Together 1.1.1 global work together 1.1.2 multi-generation work together 1.1.3 multi-discipline work together

1.2 Work Flexibility

1.3 Talent War 1.3.1 creative worker increasing 1.3.2 entrepreneurship expands 1.3.3 more nano degree and nano job

1.4 New Generation

1.5 Summary

2.1 Collaboration Definition

2.2 Collaboration At Work 2.2.1 collaboration inside team 2.2.2 the rise of team/group 2.2.3 size of teams

2.3 Collaboration At Work Is Prominent 2.3.1 occupation demands collaboration 2.3.2 factors contribute to successful collaborations 2.3.3 better collaboration (case studies)

2.4 Collaborative Experience 2.4.1 improve collaboration through experience

2.5 Summary

LITERATURE RESEARCH

III-IV

VI

VII-X

3-6

27

28

29

30

31-32

33

34

34

35-36

37-42

43-44

45

7-8

9-12

13-14

15-16

17-18

19-20

23-24

25-26

21

22

47-48

49

50

51-52

53

54

55-56

57-58

59-64

65

69

70-71

72

73

74

75-118

119-120

121-122

123-124

125-126

129-134

135-140

141-146

148

149

150

151

152

III IV

ABSTRACT

In quanto generazione nativa di Internet, la Generazione Z, i cui caratteri e la cui mentalità risultano del tutto differenti rispetto alle generazioni precedenti, sarà particolarmente attiva nella forza lavoro del prossimo futuro. Ciò implica che le ricerche sulla Generazione Z nell’ambito della forza lavoro siano significativamente importanti, soprattutto in relazione alla sua collaborazione nel lavoro.

La tesi intende esplorare le possibilità di migliorare la qualità della collaborazione della Generazione Z nel futuro lavoro. Dal momento che la Generazione Z non è attualmente preponderante nella forza lavoro e i lavoratori creativi denotano attitudini simili alla Generazione Z, lo studio pilota, focalizzato su come i lavoratori creativi collaborano nella forza lavoro corrente, è stato condotto per ispirare la progettazione di un sistema prodotto-servizio per l’esperienza collaborativa della Generazione Z.

In primis, lo studio della letteratura sui pattern di lavoro, la Generazione Z e la collaborazione è stato condotto per definire lo scopo e il background di questa tesi. Osservazioni preliminari sono state sviluppate.

In una seconda fase, sono state condotte interviste approfondite di 10 lavoratori creativi, selezionati attraverso criteri relativi alle caratteristiche e attitudini lavorative della Generazione Z. L’analisi qualitativa dei dati è stata effettuata mediante interpretazione, concettualizzazione e sintesi.

Infine, 10 osservazioni chiave riportate nella forma di storie, ispirazioni, modelli e opportunità sono state sviluppate per specificare le modalità di collaborazione della Generazione Z. Combinata con i principi del design, questa nuova ricerca tenta di fornire ispirazioni e guide per costruire una migliore esperienza collaborativa per la Generazione Z.

/ITALIAN

ABSTRACT

As the native generation of Internet, Generation Z whose characters and mindsets are totally different from previous generations will be highly active in the workforce in nearly future. This makes researches on Generation Z in workforce significantly important, especially, their collaboration in work.

This thesis aims at exploring the possibilities of improving collaboration quality for Generation Z in future work. Since Generation Z is not really into the workforce and creative workers contain pretty similar work attitudes with Generation Z, the descriptive pilot study focusing on how creative workers collaborate in the current workforce was conducted to inspire product and service system design for Generation Z collaborative experience.

First, the literature review on work pattern, Generation Z and collaboration was conducted to define the scope of this thesis and introduce the background of this thesis. Preliminary understandings were also delivered.

Secondly, in-depth interview of 10 creative workers were selected by adopting criteria related to Generation Z work features and attitudes was conducted. The qualitative data analysis was carried out by interpretation, conceptualization and synthesis.

Lastly, 10 key insights assembled with stories, inspirations, models and opportunities were delivered to specify Generalization Z’s ways of collaboration. Combined with design principles, this novel research attempted to provide inspirations and guides to build better collaborative experience for Generation Z.

/ENGLISH

V VI

INTRODUCTION

This thesis faces the topic how to create an effective collaborative experience for Generation Z in the coming workplace.

Recent years, rapid advances in cloud computing, artificial intelligence have a significant impact on work, the work of simple duplication is addressed by technical machine or devices. However, there are significant demands of talents with various background and essential abilities to work together in order to improve productivities and innovations.

In this stage, Generation Z is about to enter coming workplace; they acquired academic knowledge, technical skills and cognitive and social skills during school or via the Internet at the early age, so they are supposed to grow as creative workers and top talents. At the same times, their mindsets, characteristics and work features are different from previous generations. This is the reason the thesis studys the needs of Generation Z during collaborative work and attempt to suggest the design guidelines create a better collaborative experience for Generation Z in the future work.

VII VIII

METHODOLOGY

In this thesis, DRM is adopted as following:

In Research Clarification stage, I read A large number of literature, journals and reports from institutes, due to understanding the current work situation and the future direction. As a result, it depicts that collaboration will be the mainstream work form in the future work, the new generation is well-prepared for their career. In the literature research, the creative worker was defined. Also, the creative workers' features are concluded. Generation Z features are listed. And also using creative workers as representative of Generation Z is identified. The definition and condition of collaboration is identified.

In Descriptive Study stage, I went further with literature and combined with case studies analysis to know existing tools and services of collaboration. In addition, I interviewed 10 creative workers which share the same work value and with similar work features with generation Z in order to deeper understand the work situations, their hehaviors and their requirements of the creative workers during collaborative work. As a result, 10 stories and 10 insights of collaboration were extracted after clustering and analyzing the data from interviews. This 10 stories and insights also largely represents and predict the Generation Z’s needs, desires and expectations in collaborative experience in the future.Beside, frameworks were built and concluded depending on insights, which showed a new model of future collaboration.

In Prescriptive Study stage, a few design principles were proposed to create a effective collaborative experience in future work for generation z.

_Methodology Applied In Thesis

METHODOLOGY

The DRM(Design Research Methodology) developed by senior design researcher Blessing and Chakrabarti is adopted as the key framework of methodology in thesis. DRM was built for the lack of common research framework in design research area. And DRM is both efficient and effective in design research. Methods is well-organized in the frame of DRM. The following part will focus on illustration of how the methods is organized in this study.

Four Stages of DRMThere are four stages in DRM. Research Clarification aims at identifying research objectives.Descriptive Study aims at deeply understanding research question and objectives.Prescriptive Study aims at proposing design solutions based on the understanding of Description Study. Descriptive Study aims at evaluating and improving the design solutions of Proscriptive Study.This four stages not exist independently. Actually, the former stage provides support for the following stage. The whole system is iterative and upgrading.

_Methodology Introduction

ResearchClarification

BASIC METHOD RESULTS FOCUS

Literature research

Set research goal

Understandobject

DescriptiveStudy I

PrescriptiveStudy

DescriptiveStudy II

Observation&analysis

Observation&analysis

Assumption&experience

Fig.0.1 DRM framework (Blessing & Chakrabarti,2009, developed by thsis author)

propose Designprinciple

IX X

AT THIS STAGE

METHODOLOGY

DESIGN GUIDELINE PROPOSAL

_Why DRM?

_Process

Why DRM, not Service Design 4 stages, nor Double Diamond Model.This thesis is more exploring on theories, instead of physical design. The output is design principles, which prepare for the collaboration experience design. For thesis writing, DRM are more cohesion to the whole process I did, so that this methodology is used to organizing approaches of methods. However, the method used is similar.

In the Prescriptive Study, divergent and convergent thinking is also the basic thinking model during the research.

LITERATURE RESEARCH FIELD RESEARCH

METHODOLOGY

Fig.0.2 Design process

1 2

LITERATURE RESEARCH

3 4

Drivers

_Technology development

Driven by the acceleration of connectivity and cognitive technology, the nature of work is changing (Deloitte, 2017). The speed development technology is considered to the most important driver for work pattern transformation, which already had a great impact on the current work. Today, high-tech digital devices and services are widely applied in the daily work, which subverted traditional ways of working. For example, personal smart devices and remote communication system enable people to work in moveable and flexible approaches. Long distance appointment can be well-organized through teleconference services. Thanks to cloud technology and rapid spread of Internet-based services, working materials can be directly transferred, and documents can be easily co-edited online in spite of the location and time limitation.

In further, supports from technological tools and services increase the work productivity and meet challenging completion of tasks. Technology likes virtual reality, holographic projection or artificial intelligence gradually grow in sophistication, will be of exceptional significance for future work. Without doubts, the technological development will continually push future work innovations.

WORK PATTERNS

1. WORK PATTERN

Fig. 1.1

5 6

>>> Work occupied most of the time of life.

Recent data from the Bureau of Labor Statistics (2015) shows that the majority of us now spend more time working than we do sleeping, an hour more a day. In fact, today work is officially the single most time-consuming thing in our lives. So it’s naturally important that we enjoy and care about what we do. Because we’re going to spend most of our lives doing it. Therefore, in this thesis I will take work as the main theme, how the future work looks like will be discussed in following chapters.

WORK PATTERNS

_Advanced robotics and autonomous transport

_Artificial intelligence and machine learning

_Advanced materials, biotechnology and

genomics

2018–2020

Fig. 1.2 Timeframe to impact industries, business modelssource: World Economic Forum ©2016

It also should be mentioned and cannot be ignored that young demographics is ready to enter or are entering the job market, they will be the major actors active in the future work. These overwhelmingly young populations received the high-quality education and appropriate training system, lives in the era of rapid information transmission and easy access. They are a cohort of people contain a different value system and behaviors. Inevitably, their arrival will create a shift in the global distribution of talent bringing new opportunities and challenges to the future work.

_Young demographics

WORK PATTERNS

_Rising geopolitical volatility

_Mobile internet and cloud technology

_Advances in computing power and Big Data

_Crowdsourcing, the sharing economy and

peer-to-peer platforms

_Rise of the middle class in emerging

markets

_Young demographics in emerging markets

_Rapid urbanization

_Changing work environments and flexible

working arrangements

_Climate change, natural resource constraints

and the transition to a greener economy

_New energy supplies and technologies

_The Internet of Things

_Advanced manufacturing and 3D printing

_Longevity and ageing societies

_New consumer concerns about ethical

and privacy issues

_Women’s rising aspirations and economic

power

Impact felt already 2015–2017

7 8

Fig. 1.3

Standing on the perspective of organizations, organizations are no more being limited in the national market but spreading out all over the world and enter a huge global market. Organizations have huge market than ever before to promote and sell their services or productions in the whole world and no longer bound by transpiration or communication barriers, take advantage of national differences in the cost and quality of factors production as well. what is more? Top talent can be hired across the different locations, time zones and countries, which leaves organization more choice to select suitable and qualified employees to solve tough problems efficiently. Standing on the perspective of individuals, people have multiple choices to work, no more need to be local. Of course, people can easily travel to the other countries to work there. But now, people have more alternatives. They can live in their own cities without suffering cultural shock or homesick while working for the whole work through the internet.

WORK PATTERNS

1.1 Work Together

_1.1.1 global work together

Globalization was to bring unprecedented prosperity to all. Everyone was supposed to be a winner—those in both the developed and the developing world. (Stiglitz,2007) Globalization refers to the shift toward a more integrated and interdependent world arising from the interchange of world views, products, labor force, and other aspects of culture. For example, factory workers in the United States saw their jobs being threatened by competition from China. Farmers in developing countries saw their jobs being threatened by the highly subsidized corn and other crops from the United States. Workers in Europe saw hard-fought-for job protections being assailed in the name of globalization. (Stiglitz,2007) In particular, globalization has made a full impact on the current work, provided more opportunities for people to involve in international business and work with the others all over around, which brought unprecedented benefits for both organizations and individuals.

WORK PATTERNS

9 10

WORK PATTERNS

Not all generationally mixed workplaces are awash with strife and tension. More than a few organizations are tapping into the positive potential of their generationally diverse workforces. They are harnessing the power in the convergence of various viewpoints, passions, and inspirations. (Zemke&Raines&Filipczak, 2000). Generational differences are based primarily on unarticulated assumptions and unconscious criteria when these people work together and involve into the same projects, they can take advantage of each other, and make the best of the both, particularly the fresh perspectives of the young and the wisdom of experience. Even the youngers have insufficient working experience but they are master of technological stuff, with the help of internet and service, they can efficiently finish the mission. As the head of employee selection research at a large mainframe computer manufacturer said "We spent years and millions learning to hire people just like the people who were already here. We never bothered to ask whether the people who could best fit in today would be able to help us survive tomorrow.” (Zemke,

2000)

_1.1.2 multi-generation work together

As the world’s population grows, the global workforce is getting younger, older, and more urbanized. (Deloitte,2014) Generation Z is preparing and entering the workforce in great numbers. However, baby boomers, although some started to retire in 2008, are refusing to leave their field. Four or even five generations will active in the job market in the future. Different generation will soon be working alongside one another. Employees who grew in the different era, influenced by different major historical events, social trends and cultural phenomena of its time may work in the same team or contribute to the same project. This is a situation that organizations never faced before. It is not only the gap of the age, but also the distinct historical background and growing experience behind. It is interesting to see the what kind of chemical reaction will occur between different generations.

WORK PATTERNS

“Managing a multi-generational workforce is an art in itself. Young workers want to make a quick impact, the middle generation needs to believe in the mission, and older employees don’t like ambivalence.”

----Harvard Business School “Working Knowledge” Newsletter - April 17, 2006

11 12

WORK PATTERNS

E-mail and text message

E-mail and text message

Online--would preferface-to-face

if time permitting

Onlineand mobile(text)

face-to-face solutions will be digitally crowd-sourced

Facetime

Personal computer Tablet/smart phone

Text or social media

Google glass,nano-computing

3D printing

Hand-heldcommunication

devices

Early portfolio Career

Digital Entrepreneurs

CareerMultitakers

Digital immigrants Digital nativesTechnoholics

entirely dependent on IT

Work-life balance

Freedomand flexibility

Securityand stability

Generation X(1961-1980)

Generation Y(1981-1995)

Generation Z(Born after 1995)

currently employed in either part-time jobs or

new apprenticeships35% 29%

End Of Cold WarFall Of Berlin Wall

Reagan/GorbachevThatcherism

Live Aid

9/11 Terrorist AttacksPlaystation

Social MediaInvasion Of Iraq

Reality Tv

Economic DownturnGlobal Warming

Global FocusMobile DevicesEnergy Crisis

SMS

WORK PATTERNS

Baby Boomers(1945-1960)

Job security

Early informationIT adaptors

Organisational—career and defined by

employees

Television

Telephone

Face-to-face,telephone, e-mail

Face-to-face idealy, but increasingly will go online

Characteristics

Formative Experience

Percentage InU.k. Workforce

Aspiration

Attitude TowardTechnology

Attitude Toward Career

Signature Product

Communication Media

Communication Preference

Preference when makingfinancial decisions

33%

Cold WarPost-War Boom

"Swinging Sixties"Apollo Moon Landings

Youth Culture

Fig.1.3 an overview of working generationssource:Barclays Bank

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WORK PATTERNS

“Multidisciplinary teams are the norm now because their diverse viewpoints flush out details and factors that more homogeneous teams would miss. This leads to higher quality work.”

—Linda Camilloan interaction designer

_1.1.3 multi-discipline work

The projects today are comprehensive and all-encompassing than anything we have ever seen. These multifaceted problems are impossible to be addressed by ones ‘effort but require multi-disciplinary solutions and demand multi-discipline people work together. For example, The California Institute for Telecommunications and information Technology (Calit2) brings together researchers from STEM fields of science and engineering with art, design, and multiple other disciplines to tackle large scale societal problems. People with varied but complementary experience, qualifications, and skills work together, creating a cultural divide to have multi-angle considerations, a steady stream of new ideas and reasonable solutions to the problems. Not only playing one’s strength, at the same time, but people are also possibly inspired by the others through interactions. This way of working can maximize outputs and longevity through utilizing this type of culture, contribute to the achievement of the organization's specific objectives.

However, Multi-disciplinary teams are difficult to lead. Because each discipline has its culture and is highly respected in its way, everyone has their insistence. When multi-discipline people work together, this requires a better process to balance each one and build mutual understanding, to better display the advantages of multi-discipline people work together.

WORK PATTERNS

15 16

The rise of project-based jobsThe way of working is more suits both organizations ‘and people’s needs. The rise of project-based jobs, which job is offered depending on the single project. It pushes forward Organizations becoming more spatially and organizationally distributed. Organizations don’t need to hire all full-time employees to gather all the workers in one workplace so that they can reduce the extra overhead by a relocation of work to lower cost locations and hiring freelancers to more targeted to solve problems. Vice versa workers can be hired as full-time employees, or work as freelancers engaging in short-term projects. project-based work support team fluidity soa that team members have more freedom to choose their work according to their interest and time plan; also, can move to a different team once a project is done.

WORK PATTERNS

1.2 Work flexibility

WORK PATTERNS

Work anywhere, anytime, and on any deviceTechnological tools are more than assisting distributed work from communicating, storing, and managing shared data. The extension of those capabilities is access to work materials and interact with colleagues on a 24/7 basis. All one needs are a smartphone or any other a wired device that reaches the Internet. People effortlessly break through the limitation of time and space, working remotely from anywhere, anytime, and on any device. With various choices of working modes increased, workers are no longer trapped in the office or working at the same workplace, are no longer limited to the nine to five work time as well. The role of the office is changing in peoples’ lives. They are no longer simply places to go to do work, but instead are becoming hubs of activity that support collaboration, knowledge sharing, and innovation. (Callison TK L,2016) Whenever they open smart devices or get a connection, they can work. It becomes common that modern works are working “on the go” while sitting in cabs, waiting at airports, or while standing in line somewhere. It’s not uncommon today for many companies to have satellite offices that consist of just one or a few employees who work from coworking spots, home or offices. For instance, Cisco, the multinational networking company that employs around 80,000 people worldwide classifies almost half of their employees as remote workers.

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WORK PATTERNS

Fig. 1.4 Top ten fastest growing and fastest declining attributes in the UK’s workforcesource: O*NET, ONS, Deloitte analysis © 2016

Therapy and counselling

Sociology and anthropology

Medicine and dentistry

Psychology

Philosophy and theology

Biology

Science

History and archaeology

Fine arts

Operations analysis

19%

17%

15%

15%

15%

15%

14%

14%

11%

9%

0Percentage change in attribute importance (2001-30 forecast)

1.3 Talent

About 35% of current jobs in the UK are at high risk of computerization over the following 20 years, according to a study by researchers at Oxford University and Deloitte(2015). It shows that while tasks are being automated, the “essentially human” parts of work are becoming more important. While some will dramatize the negative impacts of AI, cognitive computing, and robotics, these powerful tools will also help create new jobs, boost productivity, and allow workers to focus on the human aspects of work. (Deloitte,2016) It dipicts the demanding of the talents is increasing. Organizations require a supply of workers with matching digital skills, equip with capabilities such as communication, leadership, social and process, problem-solving, and strategic decision making. These kind of talents are more valuable than ever. Distinctly, the work they make rapid acquisition of knowledge and skill across a variety of domains, which can't be replaced by artificial intelligence.

WORK PATTERNS

19 20

WORK PATTERNS

Dream Society's Logic

Creative Man's Logic

The Industrial Logic

The ndustrial Logic

hierarchy corporate values network

stable loyal innovative

a good priceease of use

a good storybranding

the personal touch,choices

relaxation adventure creative activities

communication creation

the storyteller the innovator

the boring the uninventive

automation

the millionaire

the oddball

church religion-organised and traditional

new age-exciting and different

individual belief-personal and unique

material needcomfort and safety

social needdream and value

personal growthchallenges & opportunities

good physical work environment

good social work environment

good creative work environment

Dream Society'sLogic

Creative Man's Logic

Organization

Motivation

Reacreation

Technology

The ideal

The looser

Religion(if any)

The Good Workplace

The Good Employee

Most important produc qualities

Fig. 1.5, Fig. 1.6 a model of society's logicsource: creative man, Copenhagen Institute for Futures Studies, © 2004, 2006

WORK PATTERNS

_1.3.1 Creative worker increasing

Creative Worker, people who work driven by needs for personal growth. (Mogensen, 2004) The individualism and creativity performance is the primary source of their satisfaction of work. They are much more selective about jobs than traditional workers. In their perspective, the ‘Lifelong Work’ or ‘One Work for Whole Life’ is no longer the mainstream values for their work. Instead of choosing jobs based on compensation, creative workers tend to consider how those positions fit with their values, lifestyles, and professional development goals with the advanced technology providing more choices for work. Since considering the personal growth as the major factor to guide career plan, creative workers prefer work more flexible. For example, they hired by companies for a period of time to work on project instead of work for long-term, in order to practice their professional skills and gain a rich work experience ina a relatively short time. It is the reason why freelancing and self-employment are more and more popular among creative people.Besides the working experience issue, those work modes also have more flexibility to manage work and interests with earning a decent pay. According to trends, creative workers are increasing now and will continually grow in the future.

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_1.3.3 more nano degree and nano job

Considerable concerns on personal growth in work are raised, especially, creative workers, as work patterns develop. Instead of the challenge of work, they are more afraid of standing still, which is exactly why they cannot immerse themselves in one job for a long time. To keep the competitive power and achieve self-value, they are seeking ways to leverage their skills and expertise outside of their current employment. Creative workers are more accept lifelong learning, there is a growing need for continuous education and re-education. Generally speaking, they follow a repeatable learning cycle: learning knowledge and consolidating knowledge through applying in work. This pattern emerges not only in work but also in creative worker's life. Some platforms and services appear to meet people's requirement of self-learning. For example, online platforms provide nano degree educations, which is highly required for the creative worker to gain skills and knowledge for work and self-growth.

Economists predict that more and more nano jobs will be provided by companies and freelancer talents sourcing will be more and more popular in the workplace in the future. As a trend, it will continue to accelerate. Through offering the project-oriented job, organizations significantly maximize benefit. For instance, companies hire talent and skilled workers for a short time to close the skill gap and meet fluctuation in demand efficiently. Especially for small organizations, nano job and freelancer provide high-quality specialized assistance in the different stage of a project.

WORK PATTERNS

The Internet Plus industry development in the past two years has subtly testified it that as the world is going to be flatter than ever before, people will gain more accesses and possibilities to start their small and brilliant ideas with less investment of human resources and recourses at the very beginning. Similarly, if people want to entrepreneurship, resources will not become a significant obstacle. Thus the entrepreneurial trend will continue.

With the highly connected internet, both startups and investors can quickly find the people and recourses they need. On the one hand, business incubation programs provide financial, technical and intellectual assistant services, which will mostly support and speed up the growth and success of startups. The the most famous incubation in Silicon Valley, Y Combinator, has successfully assisted startups like Reddit, Dropbox, and Airbnb becomes the leading innovative company in the world. On the other side, startups can easily find the crowdfunding platforms raising monetary contributions from a large number of people, which totally change the traditional manufacturing and retailing models. Kickstarter, the most famous crowdfunding platform, turns ideas into reality by bringing investors and entrepreneurs together. And there also exists platforms using ordering investment approaches to support startups.

_1.3.2 entrepreneurship

WORK PATTERNS

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1.4 New generation

The new and exciting part of the multi- generational workplace is the arrival of Generation Z, Gen Z currently makes up about a quarter of the U.S. population and 20 million of them are entering the workforce in internships and entry-level positions.(Williams,2015) By 2019, Generation Z will make up over 20% of the workforce. (Adecco,2015) By the year 2020, more than 50% human power in the workplace is made up of Generation Y and Generation Z.(Morgan,2014), which is considerable. As the new generation brings entirely new value system, new expectations, and attitudes of work, which is extremely different from previous generations. The intrinsic factor for this new cognition is the shifting paradigm, which is profoundly influenced by growth environment. Generation Z grew up with social and collaborative technology, with the aid of multifunctional smart devices which means they always connect with each other, they are good at self-learning, they have been taught to explore the truth through practice. All these experiences will reflect in their future work. In the book the future work, Jacob Morgan（2014（ summarized seven principles for future workers, which worths were pondering:

- Have a flexible work environment where they can work anytime and anywhere. - Be able to shape and define their career paths instead of having them predefined for them. - Share information internally in an open and transparent way in real time. - Have the opportunity to become leaders without having to be managers. - Collaborate and communicate in new ways. - The shift from being knowledge workers to learning workers. - Learn and teach at-will.

It is a huge challenge that a large quantity of new generation is entering into the work, but also a great opportunity for future work. The characteristics and work features of generation z will be detail introduced in the "generation z" chapter.

WORK PATTERNS

“We live in the moment, but with an eye toward

the future.”

—Gen Z

WORK PATTERNS

25 26

In summary, today easy mechanical works can be simlified by technological devices, or accomplished by artificial intelligence in coming future, as the result the talents are required to participate in more complicated work. These work, in general, involves a number of disciplines, it require a supply of workers with matching skills, and know how to apply these in relevant contexts. Therefore, work in future is likely to be dismantled into several tasks and delivery to the person who can deal with it and with short time but high productivities. Hence, most work today is done in collaboration with others versus individually. Collaboration is predicted as mainstream in the future work, with the help of advanced technology, not only the traditional face-to-face interactions but also remote collaboration.

For workforce, the new generation—generation z, are preparing to enter or entering into the work, the vast majority of generation z put a big spotlight on their personal growth, they bring the challenges and opportunities to the future work.

The topic of collaboration and Generation Z will be continue discussed in the following chapter 2 and chapter 3.

WORK PATTERNS

1.5 Summary

This chapter mainly discusse the work pattern today and how it will change soon. Due to the rapid high-speed development of technology and young demographics enter the labor market, future work is about to change in the way of work remarkably. Through secondary research, the pattern of future work is supposed to follow the forms in the following direction:

Work together: People are becoming more and more used to work together through collaboration, for example, multiple generations or various discipline people are involved in the same team and work together, to work efficiently to achieve the final goal.

Work flexibility: Work flexibility is both required from employees and organizations because it leaves both of them more electives on no matter workplace, work hours or payment.

Talent War: The number of creative workers is increasing; they are the people who consider their personal growth as a matter of great account in the career plan. They expect to improve professionals and gain recognition for both themselves and others.

New generation: new generations who were brought up and educated in a highly different way from the other generations are gradually entering the job market. Inevitably, their new value and characteristics will be reflected in their work behaviors and influence the work pattern of future work.

WORK PATTERNS

27 28

Collaboration is the process of two or more people or organizations working together to realize or achieve something successfully. Collaboration is very similar to, but more closely al igned than cooperation. Most col laboration requires leadership, although the form of leadership can be social within a decentralized and egalitarian group. Teams that work collaboratively can obtain greater resources, recognition, and reward when facing competition for finite resources. This is the definition of collaboration from Wikipedia, and it is evident that collaboration is a win-win solution for both individuals and groups, it means that through collaboration everyone can amplify their power by building on one and another people, at the same time, the common goal can be realized through everyone contribute their effort. It is an efficient way to gather more than two people together maximizing the power of their skills and knowledge to move their individual and shared goals forward.

Today, collaboration is accepted as an efficient process and widely applied in various field like science, medicine, business, education, academic, etc. Collaboration at work as the main topic will be discussed in following parts.

_What is collaboration?

2.1 Collaborationdefinition

COLLABORATIVE EXPERIENCE

2. COLLABORATIVE EXPERIENCE

Fig. 2.1

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The rise of project-based work gradually makes “work in team” become the mainstream way of working. This kind of work approach leaves people possibilities to choose the project they are interest in and the way they prefer. Vice versa, it also benefits to organizations. In current work, it becomes routine that not all team members would be full-time on the team; some would meet daily and work together, but others would be in an advisory or expert, work and collaborate remotely but would be available when needed. Also, even people work in the same team. It is not necessary to remain in the same place, and they are more freedom to choose the environment to work but not be trapped in the same location. It should be pointed out that team-based work is in accordance with the present work trend, it gives workers the freedom to a great extent and makes work done quickly and efficiently. Therefore, it is interesting to discuss

collaboration in terms of the team.

_2.2.1 collaboration inside team


Collaboration is common at work today, discussing issues, checking deadlines, delivering work, these tasks as routines throughout the daily life. “Collaboration at work is both simple and challenging. “said by Bruce Mayhew. If considered from its form, collaboration just is a way to involve more than two people work together. However, communication is challenging when we discuss how to collaborate during work. Several aspects of the factors should be taken into account. For example, work environment should be structured to help people concentrate but also interact; leaders must motivate manage teammates better collaborate to achieve common goal; smart devices should be applied to assist people to communicate with each other to the greatest extent and work in flexible. Therefore, it is meaningful to understand the collaboration at work deeply and to explore how to leverage current situation of collaboration to another level.


2.2 Collaborationat work

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HOW THINGS WERE HOW THINGS ARE

HOW THINGS WORK

A

B

C D E

AB

C D

E

F

G

_shared values and culture_transparent goals and projects_free flow of information and feedback_people rewarded for their skills and abilities not position

Fig. 2.2 A network of team source: Deloitte University Press © 2017

I n b o o k t e a m o f t e a m s , M c C h r y s t a l a n d h i s s t a f f (McChrystal&Collins&Silverman, 2015) discovered the fundamental structural differences separate commands from teams. The former is rooted in reductionist prediction and magnificent at executing planned procedures efficiently. The latter is less efficient but much more adaptable. Based the research, they create a new structure that allowed for dynamism and flexibility within the overall organizational structure. A “team of teams”—an organization within which the relationships between constituent teams resembled those between individuals on a single team: teams that had traditionally resided in separate silos would now have to become fused to one another via trust and purpose. (McChrystal,2015)

The group is quickly and easily established by an individuals or organizations, through a personal social network, or via the internet. For example, through freelancer.com, clients can quickly find workers who meet the requirements and build his temporary team to solve the problem efficiently. Building a team is no longer a thing that need takes a long time to plan, but according to the needs, qualified people can be quickly assembled to establish a team.This new mode of the organization --a “network of teams” with a high degree of empowerment, healthy communication, and rapid information flow—is now sweeping business around the world. (Deloitte, 2016)

_2.2.2 the rise of team/group


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2.3 Collaboration at work is prominent

Most work today is done in collaboration with others versus individually, it threads throughout the entire workdays. It occurs at desks, in hallways, in team spaces, on smartphones, and via the Internet, and it’s often spontaneous and informal versus planned in advance. It seems collaboration at work is wide accepted by both organizations and workers.

People work together increase productivities. When a small team of people is involved in accomplishing the same project, everyone equipped with different capabilities and experience can interact with each other seeing problems in diverse perspectives will get a greater sense of creative input. These ideas approach the project can spur innovative results and raise the quality of the project. When more people work together, tasks are assigned to everyone in the team. It makes everyone has a responsibility to contribute one’s own effort instead of loading too much work for only one people, it to great extend shorten the time to accomplish a project.

Thanks to the digital revolution, people can easily communicate and interact with each other both online and offline, always stay aligned, which allows collaboration not remain through face-to-face interactions but anywhere, anytime when they get the connection. There is no limitation of times and locations; teams can access and edit documents or projects which stored by cloud-based documents; can easily use smart devices to update the information immediately. Collaboration is much easier and low cost than ever before.

_2.3.1 occupation demands collaboration

From 360 Steelcase research, it depicts that creative collaboration requires a wide range of professionals: scientists, engineers, architects, designers, educators, artists and entertainers whose economic function is to create new ideas, new technology or creative content.


Successful collaboration is involving people at once, a team with two people are called dyads. There is only one possible interaction, not sufficient for an individual to create a real collaboration, but if the team involves too many people will increase the difficulty of management and communication, as well as decrease each member’s sense of participation and productivity. Therefore, the dynamics of group size in an important component of collaboration. In general, it is suggested that groups of four or five members tend to work best (Davis, 1993). However, Csernica et al. (2002) indicate that three or four members of a team are more appropriate. Because small teams make fast result delivery, people better engagement and involvement.

_2.2.3 size of teams


Evan Wittenberg, director of the Wharton Graduate Leadership Program, notes that team size is “not necessarily an issue people think about immediately, but it is important.” According to Wittenberg, while the research on optimal team numbers is “not conclusive, it does tend to fall into the 5 to 12 range, though some say 5 to 9 is best, and the number 6 has come up a few times.”

In software development, the practice of scrum/agile methods organizes the teams according to the rule of 7 plus/minus 2.

At Amazon, Jeff Bezos is said to limit team size to the number of people that two pizzas can feed, 5-8.

Research on group learning with students generalizes “ideal” team size to be between 4-6 individulas.

At Google, self-directed teams scale from 2 to 5 individuals.

Michael Schrage in the book No More Teams cites the historical importance of collaboration between two individuals: Picasso/Braque, Watson/Crick, Wozniak/Jobs

Fig. 2.3 team sizesource: Steelcase WorkSpace Futures.

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Communication There needs to be a transparent flow of information among members, and mechanisms for ensuring that all members are kept up-to-date on matters relating to the collaborative and have clear means of voicing concerns and suggestions.

Learning togetherPartnerships involve learning about each other, about the issues or needs that are being addressed, and about how to work together efficiently.

LeadershipThere are many options for leadership. It may be formal or informal. Shared leadership can renew energy and increase commitment.

TechnologyElectronic communication can enhance and support the work.

FlexibilityAs circumstances change, one or more members may not be able to contribute to the extent originally intended, or may not be able to remain involved at all. The remaining members will have to make adjustments accordingly.

The factors of collaboration some are more relate to tangible functions, but some are more intangible. In fact, all of them effort for a successful collaboration.


The Ontario Prevention Clearinghouse (OPC) produced a tip sheet on “Dynamic Partnerships “in 1997, They identified eleven factors that contribute to successful partnerships and collaborations:

PeopleOrganizations do not work together; people do – thus individual characteristics will be a factor in whether the collaborative is successful or not.

VisionCreate a shared vision and common goals that incorporate all of the members’ perspectives and interests, and identifies mutual needs that cannot be met by one organization alone.

TrustTake some time to explore your common ground. “Trust is built through mutual respect for each person’s experience, knowledge, and contribution. “

TimeGetting to know each other in order to develop a solid partnership takes time, as does planning and implementation.

PlanningWorking together effectively requires a great deal of planning in every aspect.

Decision-makingIt is crucial that how decisions are made is agreed upon right at the start of the partnership and adhered to throughout its duration.

_2.3.2 factors contribute to successful collaborations


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Spacious make use of empty restaurants by offering them up to freelancers and others without an office as an alternative to crowded coffee shops.

Spacious

DESIGNERS

ABOUT

NOTES

ORIGIN YEAR OF BIRTH

“”

The rise of freelancer economy, coupled with more flexible working arrangements nowadays, is creating a vast demand for unconventional work spaces. Spacious' founders think hospitality and consistency are important. To that end, they manage the playlist and music volume, set up their own Wi-Fi network, provide unlimited coffee and hire part-time hosts to take care of the members. Smothers, who is also a developer, built a platform that collects revenue and allows for an easy check-in.Unlike the majority of coworking spaces, Spacious is not subleasing a space from the landlord. The startup charges $95 per month for unlimited access to all locations, and gives a profit share to partnering restaurants every month.

Spacious group, a startup Preston Pesek and Chris Smothers US 2016

https://www.spacious.com

flexible, convenientworkspace, co-working, network, remote worksimilar case study: co working space we work, General Assembly...

Case study_

The vision of collaboration at work is very appealing today, here is a large demand for better collaboration in work. To help people better work with others, there have been a lot of services and tools. These services or toolkits make collaborative work easier and more convenient. For example, some services provide workers mobile office spaces to work in a variety of locations. Some online applications or platform allow teammates work remotely but edit files at the same time.

In the following pages, several typical case studies are listed, it depicts a general of the services and toolkits today.

_Better collaboration


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Yammer

Connect with people and teams across your organization. Make better decisions, faster.

DESIGNERS

ABOUT

NOTES


“”

Yammer is a freemium enterprise social networking service used for private communication within organizations.Yammer seamlessly enables connections to people and information from across users' organization, making it easier to move work forward.Use Yammer Groups to stay in the loop with the work going on across team. Engage the whole team to solve problems and identify the best ideas, without the usual back-and-forth.Spend less time crafting perfect emails, and more time doing. Conversations in Yammer make it easy to quickly share information on a topic, have active discussions around it, and agree on next steps.

David O. SacksAdam Pisoni US 2008

efficient, sharingnetwork, multi-player, collaboration,co-workingsimilar case study: zendesk, workplace by facebook

https://www.yammer.com


_Case study

DESIGNERS

ABOUT

NOTES


“”

EtherpadA highly customizable Open Source online editor providing collaborative editing in really real-time.

Etherpad is a web-based collaborative real-time editor, allowing authors to simultaneously edit a text document, and see all of the participants' edits in real-time, with the ability to display each author's text in their own color. There is also a chat box in the sidebar to allow meta communication.

Etherpad Foundation US 2008

web-based, tools, co-editingcollaborative editing, multi-player, remote workingsimilar case study: Dropbox, google docs, shimo

http://etherpad.org

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DESIGNERS

ABOUT

NOTES


“”

Ricoh's communication servicesOffer tailored collaboration solutions to help organization seamlessly facilitate dialogue between employees, partners and customers.

Ricoh’s Communication Services offer consultancy, delivery and support for a comprehensive range of solutions, from interactive whiteboards and collaboration tools to professional digital signage for public-facing environments.Whether you’re looking for real time information sharing, a virtual help desk, professional conferencing facilities or targeted digital signage, Ricoh can design, deliver and support the tools you need to do better business.

Ricoh JP/UK 2015

remote work, communicationfacilities, tailored collaboration solution

https://www.ricoh.co.uk/business-services/all-services/communication-services/index.html

The Go Game


_Case study

DESIGNERS

ABOUT

NOTES


”Outrageously fun real-world adventures that are anything but average & boring team building exercises.

“

The Go Game stages technology-fueled, creative games and activities for team building, marketing programs, sales training and just pure fun.The Go Game encourages players to realize the magic, connectivity and creativity that surrounds them daily… and to see their world as the enriching playground it can be.Games are specially crafted for corporate and private events, and our offerings include: Team Building Games, Convention Games, Training Games, Marketing Games, and of course, Pure Fun Games.

Ian FraserFinnegan Kelly US 2001

training, team building, uniontemporary solution

http://www.thegogame.com

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Today, people can finish their work by collaborating with their colleagues. But the usability is improving by adopting new technology and new forms of collaboration. Remote working, project-based working, co-working space are the best examples of creating chances to work quickly and pushing collaboration work to nest era. But usability won’t be the final expectation of collaboration at work. People expects to receive more emotional feedbacks. Besides, instead of instant action like turning on a light, collaboration is a long-term progress, an ongoing complex effort with challenges and achievements along the way. In the future, enjoyable collaboration experience will play a key role. How to deliver/gain the expected pleasant collaboration experience will be the key issue for both workers and service


MEET NEEDS

EASY

ENJOYABLE“I felt good about that."

“I didn't have to work hard."

“I accomplished my goal."

The Customer Experience Pyramid, Outside in

Fig. 2.4 The Customer Experience Pyramidsource: Forrester Research, Inc. © 2012

2.4 Collaborative experience

The above examples subtly imply that more and more tools and services are designed for people to easily work together even in a remote and short distance. Let alone success or failure of those tools and services, this is positive as the first step making collaboration accessible and eastablishing collaboraiton. But with the collaborative work is becoming more and more frequent and throughout daily life, people will no longer be satisfied with the fulfillment of accessibility of collaboration. Requirements of collaboration will upgrade, which means collaborative experience will shift from collaboration is accessible to collaboration makes me happy. Which means all touchpoints in collaboration, including collaborators, will be upgraded in coming years to deliver the collaborative experience.

_Improve collaboration through experience


It seems upgrading collaboration through rethinking collaborative experience as a key principle should be imperative. It is evident. When people have more choices in work collaboration, with no doubts, they will choose those who are more capable and talented, that environment that can make them feel comfortable and inspired, those tools that are more efficient and smart. People expect better experience during work collaboration, especially when everyone is connected both in the physical and virtual world and unrestrained of traditional limitations. The user experience pyramid implies the evolution path of meeting needs, improving usability, and achieve enjoyment, which is also the key principle of upgrading collaboration experience in work. (Manning&Bodine, 2012)

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The main purpose of th is chapter was to further our understanding of collaboration at work. Collaboration is more and more common in the current workplace.

In this chapter, we mainly discussed the collaboration inside the team. Team and group can be quickly established by organizations and also individual through formal or informal social network or the internet. Work in team provides more benefits for both individuals and agencies. So how to build a success collaboration? Different team size contributes for various type of work; different factors contribute to successful collaborations including people, vision, trust, time, planning, decision-making, communication, learning together, leadership, technology and flexibility.

With the increasing frequency of interact with others at work, the large number of services and toolkit appeared and made collaboration accessible not only face-to-face communication but also remote collaboration. However, with the increasing demands of frequent collaboration, people will no longer be satisfied with the fulfillment of accessibility of collaboration, but start to expect better experience when people work together. It has become a must that collaboration will be ungraded in the future. Taking the model of The Customer Experience Pyramid, collaboration is supposed to shift from collaboration is accessible to collaboration makes me happy. Collaborative experience will be a significant issue to be discussed in the nearly future.


2.5 Summary

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NEW GENERATION

Today generations are defined sociologically rather than biologically. (McCrindle&Wolfinger,2009) Traditionally, generation is defined as ‘the average interval of time between the birth of parents and the birth of their offspring.' But it is no longer the most appropriate way to define the following new generations. Because of the rapid development of technology, information circulation and exchange. Information can be transmitted to every corner of the world. As a result, international relationship is unprecedented close and union. Also, International events are more strongly and fast affect people than ever before. Therefore, today it is more reasonable to defined new gernerations as a group of people who born in the same era, shaped by the same times and influenced by the same social markers – in other words, a cohort united by age and life stage, conditions and technology, events and experiences. We have to accept that human being has more possibilities to bridge the cultural and socioeconomic boundaries and come into being contacted with new ideas and message all over the world, especially new generation—Generation Z.

NEW GENERATION

3. GENERATION Z

Fig. 3.1

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NEW GENERATION

3.2 Why different

Why is everyone talking about generation Z? What is the difference between generation z and the other generations? What makes them special?

The past 20 years have witnessed that how developing technology has dramatically changed and subverted the world of life. However, Generation Z is the one born in this era, which advanced technology made a great impact on the way of their growth. The impact is embodied in ways of parenting style, education, and training system, learning approach, which resulted in the build of their values system, characteristic formation, and behaviors. All of these factors make them special.

The following part depicts the growing conditions of generation z, which tries to dig the deeper reasons that why Generation Z exhibits a striking new characteristic and personalities.

3.1 Generation Z

Generation Z has definitely captured academics’ and consultancy companies’ attention, the characteristics of generation Z - also recognised as “generation me” (Glass, 2007, cited by Bennett et al., 2012), the “internet generation [...] and the first mobile mavens” (Ozkan and Solmaz, 2015). Generation Z labeled with various tags. They are certainly the first generation born in the digital, who are always staying in connection and never know a life without internet. At the same time, Generation z is also recognized as the global citizen because they are more access to the international affair and global trends, their characteristics are influenced and shaped by these factors. It can not be denied taht these young people are more closely linked to each other through the internet. Never worrying about the difference of location, culture or language, they lead a different living with previous generations, and the world in their eyes is more holistic, fast and convenient.

Generation Z, in different literature reference, is considered to be formed by those who were born after 1995 (Williams, 2010, cited by Bolser and Gosciej, 2015; Wood, 2013; Adecco, 2015). But there are authors who consider the year 2000 as the starting point for the development of generation Z (Bennett et al., 2012; Pološki Vokic, 2014; Ozkan and Solmaz, 2015), while others report the year 1992 (Glass, 2007, cited by Bennett et al., 2012) or even the year 1990 as the year of birth of the oldest representatives of this generation (Addor, 2011; Tulgan, 2013; Robert Half, 2015).

NEW GENERATION

>>>>>

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NEW GENERATION

Generation Z lives in a 24/7 non-stop internet world, everything is in fast responses.

Today, different time zones and long distance are never considered as problems in internet world which is not going to stop running. Fast, is the best description of the Internet world, thousands of information is constantly updated, people are receiving new information every day.

Comparing with the previous life, the speed of modern life is much fast than before. This is an era of information explosion. With message spreading abroad, people today are able to receive various information through different channels while bearing ubiquitous advertisings and junk information. On one hand, generation Z has an even greater ability to work on several tasks at the same time than previous generations, while being more productive (Addor, 2011; Adecco, 2015; Ozkan and Solmaz, 2015). This ability is related to their broad access to information and social networks from an early age, generation Z having a great ability to process a great amount of information (Lyon, 2010, cited by Addor, 2011).

On the other hand, Generation z has a short span concentrated attention. Increasing use of digital media also affects generation z can not concentrate for a long time span. Many studies have shown that the attention of this generation is shorter than Generation Y or Generation X. They just have the ability to process or filter out content within a 4-second window. It also can be verified in the real context, the most popular and most frequently used application for Generation Z is Snapchat, an image messaging and multimedia mobile application in which pictures and messages are only available for a short time before they become inaccessible.

_3.2.1 environment

Generation Z lives in a wireless, hyperlinked, user-generated world, leading a mobile lifestyle.

Generation z was born and is living in the era which is the most rapid period of technological development. High-tech devices are more accessible, popular and mobile than ever before. No exaggeration to say, all the people or family in developed or some developing countries have more than one piece of digital devices which change the way of living. Taking smart phone as an example, it offers people much handy functions and services to make life easier, people can easily make a phone call, send or receive messages, surf the internet anytime and anywhere.

Generation Z lives with the phone and lead a mobile lifestyle. for example, they use it to arrange the schedule, listen to the music, reserve tables for dinner and book tickets for Saturday night. But for most old generations it is not an easy thing to master digital stuff. They have to invest time to learn how to use new digital tools which they are not familiar with, also cost them time to adapt to the new way of life.

NEW GENERATION

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NEW GENERATION

Current education system focuses on both inclusive classrooms and differentiated instruction.

Traditional static teaching style is no more suitable for the new generation, as the learning approach today becomes more dynamic and varied. Besides the most basic theoretical knowledge lesson, more and more attentions are paid to students’ all-round development. The youths are motivated and encouraged to participate in diverse activities. For example, in the different semesters, they are possible to choose a few selective lessons they are interests in, which provide them more approaches and possibilities to learn knowledge in various environments and modes. Besides, they are also more involved in teamwork education for cultivating them the abilities to collaborate with peers and being well-prepared for coming challenges. Their ways of thinking and learning are supposed to be built during the collaboration. At the same time, they are also expected to realize how to gather everyone together and better work in the team. By continuous practice, they will be more patient and open-minded to share opinions on the team.

_3.2.3 Education system

Thanks to the technology development, Generation Z can easily access to approaching various disciplines.

Knowledge and information no longer only exists in the physical material form. A huge mountain of digital open resources is available on the internet. Searching needed information through platforms, applications, and service, which totally change the traditional form of knowledge gaining. For instance, quora, brings together people from the different world to answer the same question in the same place. People learn from each other here. Users can ask questions and connect with individuals who contribute unique insights and quality answers. But that's not all, and all the Q&A will remain on the website, if the others have similar questions, they can fast review pages and get inspired. This kind of services creates a way to help the users to collect answers from various aspects for the questions, and to provides a shortcut for the acquisition and accumulation of knowledge. It can be seen that the Generation Z is not only a classroom learner. Whenever there is doubt, they can find answers through multiple methods and multiple channels.

More and more Generation Z are raised by multiple generations.

Generation Z has been raised in large, extended households as retired grandparents, generation x parents and millennial siblings. They immerse in the diversified ways of thinking and share the same values of the elder generations. As a result, they are sharers, have a greater affinity, respect for the elderly, and more open-minded facing all the saturations.

_3.2.2 parenting style

Generation Z grows up in a high involvement parenting style.

The parents of Generation Z are typically Generation X, a cohort rooted in rebellion, anti-trust and a cynical take on the world. They are parents focusing on preparation over praise, being unique vs. being the best and realism over unabashed championing. Generation X parents educate their children to be active citizens and be highly aware of what happened in the surroundings instead of spoiling their kids. So that Generation Z is motivated by their parents to try, to experience failure, and to figure out problems by themselves. More power and rights are given to them by Generation X parents to make their choice. Generation Z is encouraged to be independent and confident at their early age. They are supposed to get ready for the world. And they are.

NEW GENERATION

Fig. 3.3

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NEW GENERATION

_Freedom: want freedom in everything they do, from freedom of choice to freedom of expression.

_Customization: They love to customize, personalize.

_Scrutiny: They are the new scrutinizers.

_Integrity: They look for corporate integrity and openness when deciding what to buy and where to work.

_Collaboration: They wants entertainment and play in their work, education, and social life.

_Entertainment: They are the collaboration and relationship generation.

_Speed: They has a need for speed—and not just in video games.

_Innovation: They are the innovators.

Considering the different experience of today’s youth, especially regard to their media diet, there are eight special characteristics or norms of generation z, summarized by DON TAPSCOTT(2008) in his book group up digital: How the Net Generation is Changing Your World.

The eight key words are: 1) freedom; 2) customization; 3) scrutiny; 4) integrity; 5) collaboration; 6) entertainment; 7) speed; and 8) innovation.

_3.2.4 Special Characteristics

NEW GENERATION

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NEW GENERATION

As Generation Z start to enter the labour market (Addor, 2011) and start to have the financial power to become well desired customers for several markets. The majority of the studies identified in the literature review process (Adecco, 2015; Bolser and Gosciej, 2015; Tulgan, 2013; Robert Half, 2015) mainly focus on the differences between generation Z and generation Y. Although one may consider that these two consequent generations should have similar characteristics, research indicates that generation Z is different than millennials from many points of view (Adecco, 2015; Tulgan, 2013; Bolser and Gosciej, 2015).

Since aboundent studies already make the comparision of the Generation Y and Generation Z.authors (Wood, 2013) admit that generations Z shares a series of characteristics with generation Y, mainly related to their ability to adapt to the global world and to use the newest technologies. However, Robert Half (2015), which recommends itself as “the world’s first and largest specialized staffing firm” draws attention on the fact that generation Z will bring something new in terms of expectations for their prospect professional life.Therefore, in this thesis, Generation Z will be taken as a main target, based on their special characteristics, to explore their work features in future work.

As the talent, the generation z is preparing and entering the workplace. By 2020, more than 80 percent of the workforce will be post-Boomer dominated in numbers, norms, and values by Generations X, Y, and Z. Generation Z will be greater than 20 percent of the North American and European workforce (and a much larger percentage in younger parts of the world, especially South Asia, Sub-Saharan Africa, and South America).

This generation is bringing new approaches to communication, collaboration, knowledge acquisition and problem-solving innovation into work, which will undoubtedly bring new changes to the future work. Many surveys showed that Generation Z pays more attentions to their personal growth and loyal to their career path instead of the company. When considering the development of their professional life, the persons belonging to generation Z tend to value more the importance of “soft skills”, in the detriment of “hard skills” (Adecco, 2015).That is the reason why they want robust work experiences. Through working in excellent companies, they can make acquaintance with experts, work for exciting projects and improve their professionals and skills. At the same time, it also a good way to show off by displaying their career path. Based on their values and characteristics, the work features of generation z will be explored and discuss in the following parts.

3.2 Generation z in the future work

NEW GENERATION

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I Know What You Did Last NightThe scrutiny goes both ways. Generation z is more concerned and eager to protect their privacy than previous generations. Because personal information is increasingly disclosed through the Internet. At work, they think companies should respect their employees’ security as well. The other is that Generation Z wants to work for transparent enterprises that share more information about financial data, business plans, new-product ideas and so on. They think that kind of company is more trustworthy.

Work In A Good CompanyGeneration Z is more aware of their world than ever before, they are truth seekers and have been exposed to a ton of scientific, medical, and other pertinent information that wasn’t available to their parents. Therefore, they already have a strong sense of right and wrong, in their mind, dishonesty and deception are hard to be accepted and tolerate. That is the reason why they prefer working for a company which has integrity, which will make them more loyal and motivated.

NEW GENERATION

_3.3.1 work features

Freedom To WorkInstead of being trapped by fixed work office and hours, Generation Z is much more willing to choose where and when they work, by which supported by mobile devices and services. Comparing with the old generations, most younger workers pay attention to their personal emotional changes; they prefer to choose a different place to work according to their mood. For Generation Z, a different atmosphere of the workplaces contribute to their work performance. Some places make them more concentrated. But when they need more creativity they just go somewhere creative. Also, flexible work schedule can better meet these youngers’ potential needs. For example, they can delivery two or three work at the same time, or find some time to develop their interests.

My Job My LifeGeneration Z has grown up customizing everything. As they are entering into work, they expect to be recognized as an individual rather than as a big group. This means individualized learning and development opportunities, adaptable, project-based role descriptions, monitoring performance with more frequent informal discussions that evaluate particular job contribution within the organization, and improvement of the manager-employee two-way working relationship through open dialogue. (Tapscott, 2008)

NEW GENERATION

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Work Should Be FunFor generation z, work and fun are both rolled into one. They have no clear dividing line between this two. (Tapscott, 2008)It doesn’t mean that they want to play a video game while working but shows that they take care about their feelings and emotion during working. Two out of three of youth believe that “working and having fun can and should be the same thing.” The entertaining way of working makes them more relaxed and creative. As a result, they will be better performance, productivities, and creativity.

Focus on the processMost people, especially old generations, solve a problem by identifying a goal and then pursuing an optimal path towards the target. However, Generation Z is not relying on this traditional way to solve problems. Since they are educated to address questions through exploring and practicing when problems appear. Instead of thinking in terms of an endpoint; they consider the process. At work, Generation Z behaves in a similar way. They address problems like an entrepreneur by forcing in the process. Normally they start with what they already know and then gradually move on. When these youth encounter misunderstandings, they will turn to social network both online and offline involving people for bringing new abilities in. And they will continually generate unpredicted new ideas by building on others collaboratively. In the end, difficulties are supposed to be solved in a way maybe nobody ever thought it before.

NEW GENERATION

Fast Pace Of ProgressGeneration Z pays abundant attentions to learn and grow in work. Having grown up in the digital environment, Generation Z is used to instant response, 24/7. They assume that even in the offline real word everything will respond quickly as well. At work, they call for continual and immediate feedbacks from leaders and colleagues about their work performance and skills. In this situation, they can fast adjust their work and make themselves progress. Conversely, loyalty may weaken if requests for regular feedbacks are not acknowledged in a short time frame. For example, when finishing the task in hand, Generation Z desires to get feedbacks from leaders at the first moment, so that they can be more clear if they are on the right way. The deeper reason behind this is that they want to make progress during work, no matter receiving bad reviews or good comments. Bad reviews can push them to adjust the way to solve the problem in time. Good comments bring them a sense of satisfaction. This also reminds managers that the process of training Generation Z is better to be interactive and subdivided into short segments. Because it can motivate them and makes them satisfied with their career progress through achieving frequent milestones.They especially appreciate teaching leadership style, which means the leader also attach importance to their future development and have the patient to involves teaching and supervising them. Basically, the leadership generation Z expects is helping to improve skills and build lasting personal strength that makes them more successful overall. Teaching leadership summed up in one phase in the workplace would be ‘try this’.

NEW GENERATION

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NEW GENERATION

Baby Boomer Generation X Generation Y Generation Z

Change management

Change = caution

Change = opportunity

Change = improvement

Change = expected

Behavior

Training

Learning style

Communication style

Problemsolving

Decisionmaking

Leadershipstyle

Feedback

Challengethe rules

Changethe rules

Create therules

Customize the rules

Preferred in moderation

Required to keep me

Continuous and expected

Ongoing and essential

Facilitated Independent collaborative Technology-based

collaborative Face-to-face

collaborative EntrepreneurialIndependent

Guarded Hub and spoke

Horizontal

Team informed Team included Team decided Team persuaded

Unilateral Coach Partner Teaching

Once per year, during the annual

reviewWeekly/daily On demand Consistent and

frequent

Fig. 3.2 generations at workSources: •The Changing Workforce: Urgent Challenges and Strategies, 2007, Joe Kristy, associate

partner, Human Capital Management Practice,IBM •Bruce Tulgan, founder, RainmakerThinking

NEW GENERATION

Contribute To CollaborationGeneration z are natural collaborators. In their perspectives, collaboration at work is an efficient way to solving problems. Because people are gathered together. During work together, individuals play their own strength and inspire each other and create unexpected results in order to achieve the common goal. Therefore, young generations actively participate in team work and contribute their efforts. They want to feel that their opinion counts. While they acknowledge their lack of experience, they believe they have relevant insights especially about technology and the Internet, they are able to respond quickly to unfamiliar information and they are good at solving problems by doing. Therefore they want the opportunity to influence decisions and change work processes to make them more efficient. These digital natives are also apt to prefer more traditional forms of face-to-face interactions during collaboration at work. Because face-to-face communication and interaction allow them to receive much more detail information including words and body language from the other collaborators by which they can better understand the content and response timely. At the same time, they don’t need to waste time on waiting for the answer form the others.

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NEW GENERATIONNEW GENERATION

The main purpose of th is chapter was to further our understanding of generation Z, especially their work features.

In summary, Generation Z grew in a hyper-connected, fast developing and information explosion environment, raised by multiple generations and delivered an involvement parenting style, also educated to practice and collaborate and explore. They shaped with unique characteristics with freedom, customization, scrutiny, integrity, collaboration, entertainment, speed and innovation.

In the following years, Generation Z is gradually entering the job market. Their growing experience brings them an own attitude towards work and professional life and unique work features. They consider that personal growth is crucial in their career so that they push themselves to continue learning and making progress. That is the reason why Generation Z is actively willing to involve in group activities and teamwork, during collaboration, they will receive more than their expected.

Their special work features are summarized into table (Fig. 3.2) and make a comparison with the other generations.

3.4 Summary

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FIELDRESEARCH

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_4.1.2 fieldwork research design

Data collection

_In-depth interviewDue to deeply explore creative workers’ perspectives on collaboration at work, this thesis applies in-depth interviews as the main research methods, by conducting intensive individual interviews with 10 respondents. These 10 creative workers were filtered by the screener, although The sample is not particularly complete, they are very representative of creative workers. The purpose of the in-depth interview is to collect detailed information about a person’s thoughts and behaviors and need, in further to explore their ideal collaboration in work.

_screener respondentsInterviewees were mainly screened by three factors: first： their career plan should drive by personal growth or interests, second: mainly work in team (frequent collaboration in work), besides, their work behaviors should cover large portion of the work feature of generation z.

_develop discussion guidelineAccording to the purpose and the theme of collaboration: questions classified into three part: work experience, current collaboration in work, ideal collaboration. The interview guideline presented a model of questions; specific questions were adjusted depending on the reactions of respondents.

_conduct interviewThe approach of interview adopted telephone interview, face-to-face interview. Every interview guided by questions guideline and stimuli, lasted around 90mins, and be recorded.

_4.1.1 purpose

4.1 Reaserch

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After the literature review, it is discovered that creative workers and Generation Z have a lot of similarities in work. During the whole work journey, they attach great importance to personal development, improve professional skills and accumulate work experience through constantly learning and practicing.Due to the target of thesis—Generation Z, they has not active in the workforce yet. Therefore, I get access to the creative workers, try to understand the status of their current collaboration in work and their needs. At the same time, I use the work features of generation z to filter the data from creative workers, to explore the collaboration and needs for Generation Z in future work.

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_4.1.3 Main questions

_Can you introduce yourself and work experience?

_Can you describe your daily work in detail?

_When and where do you need collaborate with others in your work? Can you give me an example?_What’s your role during collaboration?_What kind of toolkits do you use to help your collaboration? _What is your goal of collaboration?

_Please mark your current collaboration, 1-10_why you lose the mark?_What are you satisfied/dissatisfied with your current cooperation? Why?_What is a good collaboration for you? _What is your ideal collaboration?

_Please select the most imprtant factors in your collaboration at work? (select 3-4 and put them in order according the importance.) why?_Try to define the “collaboration" in your work?

_What do you think of your future job? In 10 yearstry to describe in following aspect: work pattern, work place, work content, work capability, work management_What do you think about collaboration in future work? in 10 years

Analyze Data

_data preparationBefore the data analysis, all the records were reviewed, the key information of each interview was transcribed and classified into several groups.

_story extractionBased on the information, the interesting and inspiring stories were extracted, and the main ideas are sorted out.

_synthesisSimilar stories were clustered into the same cluster, and then integrated and generalized into several synthesis stories, which can well restore the real scene of the original one.

_develop insightAll the synthesis stories were being reviewed and the connections were described in a general language, to generate the insights.

_develop service design opportunityuser needs were discovered from each synthesis stories, in individual, group, emotional and environment level. At the same time, HMW (how might we) approach was applied to propose the heuristic questions.

_summaryAll the insights were continued to be divided into three clusters and then summarized the requirements of the future employees and the model of future collaboration.

_develop service design principle/guidelineAccording to the data analysis, 5 design principles are summarized, which followed in the service design of the collaborative experience.

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Peter ChenMalaysia,Beijing, 47

hired, team leaderconsulting

_4.1.5 Interviewees info

David TrabItaly,Milan, 28

freelancersocial media, marketing

Zhan ZhouChina, Beijing, 44

freelancer, start-up

human resource, consulting

Guangming XieChina, Tianjing, 28

co-founder, Start-up

interior design

Zheren PanChina, Hangzhou, 27

hired, start-up

marketing, program

Lei ShiChina, New york, 26

freelancer

engineer, computing

Shu'ai MiaoChina, Hangzhou, 26

freelancer

industrial design, UX

Emanuele VitaliItaly,Milan, 37

co-founder, start-upsocial media

Lucia OrsiniItaly,Milan, 27

freelancer

service design, architecture

Carolina Falcao Duarte

Brazil,Porto Alegre, 27freelancer

industrial design

_4.1.4 screener

1. What is the motivation of your career? Personal growth earn money(stop) interests duty(stop)

2.Do you need to work with others frequently in your work? yes no(stop)

Interviewees were filtered by screener which mainly includes three aspects: the driven of the work, the frequency of collaboration in work, and whether their working behaviors are matching with the work features of generation z. Once the selection does not meet the conditions, then stop screening.

After screening, 10 interviewees met the requirements, and selected as the respondents. They were participated into in-depth interview.

Bravely face challenges

Need frequently feedbacks

Work should be flexible

Need trust

Working by doing

Multi-taskworking

Prefer face-to-face communication

Relay on smart devices

Work should be fun

Team persuaded decision making

Entrepreneurialproblem-solving

Willing to learn

3.Please choose, what kind of behavior has happened in your work? if the options less than seven (stop)

Fig. 4.1 screener

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Shu'ai Miao “I prefer constantly learning new things, If it is repeated to do one thing, I did not grow, even if it is very profitable, I think it is worthless.”

Carolina Falcao Duarte” I want to learn more, I want to be a very professional designer and want to progress.”

Scene 1: Key word: no progress, change jobRespondent worked as an industrial designer in a company for a period, used to design kitchen utensil, a little bit furniture as well. He was working a lot there and was the one who in charge of all the industrial design projects. After 6-month working, he realized that he wasn’t learning anything at all. He wants to move on with his professionals but this company was not able to support him.

Scene 2: Key word: capacities developmentHe took several months to decide to quit the job, then turned to work as a freelancer. He has two project on hand, which selected by the needs of capacity development, for example, one project is kitchen utensils design, which he was familiar with the whole process, while the other one project was relevant to user experience design, he wanted to learn UX and practice skills through practical work.

Scene 3: Key word: satisfaction, job opportunitiesHe felt much satisfied in this situation because he was sure that every day he made a little bit progress. As a result, he received better job opportunities than before with various professional experience.

STORY

QUOTE

#Insight 1

WORK FOR GROWTHWork to achieve personal growth

Fig. 4.2

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HMW accumulate experience in work?

_HOW MIGHT WE QUESTION

#Insight 1

WORK FOR GROWTHWork to achieve personal growth

Individual level: The need for personal growth will affect one’s career plan._ People want to realize their growth in the work and get better job opportunities.

Group level: If organizations want to retain the talent, it is needed to provide opportunities and space for them._ People want to help the company to complete the project, at the same time, expect to achieve the personal

goal.

_Inspiration:

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David Trab” I think the most efficient way is that first I have to study something by myself, of course, really concentrate on something, and then try to use and practice in the other phases, when you practice with others, you make mistakes and they make mistakes, then you can correct them. This interaction is fundamental to move on.”

Carolina Falcao Duarte “The most efficient way to learn using the knowledge I learned, during working if I find there is something wrong or misunderstanding I will go back learning and try again.”

Scene 1: Key word: learn by oneselfLast summer, respondent started to learn to use software. He firstly concentrated on what he wants to learn, he read books, searched online, and watched the tutorial on the youtube.

Scene 2: Key word: Practice and review, learn with othersThen he turned to project and frequently use that software to deal with the project by himself. Whenever he finishes a project, he will write down the problems he met and also marked the misunderstanding part. Sometimes he will go back to review the knowledge and remind of the usage of some button, sometimes, he will discuss with friends who are familiar with this software, to explore the most efficient way to make the job done. Through the process learn, practice, make mistakes and review, he mastered this software in a short time.

Scene 3: Key word: connection between knowledgeHe also compares the strength and weak between different software, and now he chooses suitable software depends on the needs of a project, which significantly shorten the work time.

STORY

QUOTE

#Insight 2

SELF LEARNING EVOLUTIONSelf learning is a circle process

Fig. 4.3

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HMW harness the power of the group to achieve personal growth?


#Insight 2

SELF LEARNING EVOLUTIONSelf learning is a circle process

Individual level: Self-learning is a way to push oneself forward._ People want to learn new knowledge, acquire new skills, and even get better jobs through self-learning.

Group level: Mutual learning is a way to accelerate the knowledge acquisition and widen one's knowledge._ People hope to find a network of people with a network of knowledge.

Emotional level: Progress means from one step closer to the best._ People want to make continuous progress and get constant satisfaction.

Tools: The tool is not only the way to acquire knowledge, but also the channel of applying knowledge._people want use tools to better learning knowledge, at the same time, expect devices can link knowledge up to

better implement the knowledge to practical work.

_Inspiration:

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Zheren Pan” Expects working for company, I also run a startup with my friends making an application. We come together because of common interests.”

Lei Shi “ I have lots things to do, these work are not imposed on me by others, but it is my own interests.”

David Trab” I can not be 100 percent good for 8 hours in the company, I need rest, I can do things better and in a short time, then I have time to do what I am interested in.”

Scene1:Key word: interest, self-motivated workingThe respondent is a product manager hired by a smart devices company. Normally, he has to work from 9 am to 6 pm. Besides work as a hired employee, the respondent also started to run a small start-up making social network application in last year. For this reason, after everyday routine work, he will go back home in haste and do his own thing, which is much attractive for him. He is self-motivated to spend the whole night searching relevant information and working for his small business, and never feel tired.

Scene2:Key word: entrepreneurship, teammates with common interestsThe respondent appreciates Snapchat because it totally creates a new way of communication. He got a lot of inspiration from it, in this case, he came up with the idea of entrepreneurship. Then he told the idea to a few friends who are also interested in social media, at the same time, he posted a massage on an online forum expect to find a senior programmer. In just a few days’ communication, he identified teammates and formed his team.

STORY

QUOTE

#Insight 3

1+0.5 WORK Interests driven mini-startup becomes a new sideline

Fig. 4.4

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HMW use common interests to help Generation Z efficiently develop sideline?


#Insight 3

1+0.5 WORK Interests driven mini-startup becomes a new sideline

Individual level: If people willing to invest time and energy in interests, they can develop it as a sideline._ People expect to manage time for work and interest better. Ensuring the quality of work, at the same time, they want to set aside enough time to do their interests.

Group level: Low communication cost between people with have common interests._ People hope to find the “right people” to work together quickly.

Emotional level: People are self-motivated when they deal with matters of interest._People expect to develop their interest in career and receive a sense of accomplishment.

Tools: Platforms and tools can be used to gather round people who have the similar hobby._ People want to use tools to find and select the people to do something together quickly.

_Inspiration:

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Lucia Orsini “I think drinking coffee together in the morning is interesting we exchange the personal information during that situation, if anybody is not stay in a good mood, we will notice and it helps us to work together.”

Zhan Zhou “collaboration is based on trust. Of course, I will convince my clients by my professionals. also, I am willing to share opinions with them not only about work because that makes us more like friends, both of us feel closer.”

Scene 1: key word: initiative, health care, workThe respondent worked in a company, and he stayed well with them. Every weekday morning, they arrived the studio and sat on the sofa drinking coffee and waiting for the major architecture. They used to make small talk which was about sharing the little things. For example, how was the Friday night party, how were you feel today? The respondent remembered that one day, he got cold and had a running nose so that he felt cold. One of his colleague initiative to shut the window and the other one brought him some medicine during lunch break. They told him that they noticed he has sneezed while drinking coffee. This kind relationship had a long-term impact on their work experience. One day before the deadline, the others already finished their works, but the respondent met trouble with his part of work, he didn’t know how to fix those problems with new software. His teammates seemed to see his uneasiness, stayed in office to help him until midnight.

Scene 2: key word: trust, more opportunitiesThe respondent is processional in his work field; besides, he can always make friends with his clients. Every time he used to work for his client, for sure, he would 100 percent put his power to the work. At the same time, he will treat his client as friends. No matter during a formal or informal meeting, he was willing to listen to the views of the guests, and consider problems standing in their perspective. Gradually the clients trusted in him and felt comfortable to work with him, not only disclose the progress of the work to him but also introduce him more job opportunities.

STORY

QUOTE

#Insight 4

EMPATHY MATTERSEmpathy is an ability to explore more potential

Fig. 4.5

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HMW use empathy space/toolikts to levelage the quality of collaboration in work?


#Insight 4

EMPATHY MATTERSEmpathy is an ability to explore more potential

Individual level: Empathy is ability, controlled by the individual._People are not willing to display empathy for everybody, only for the people they like.

Group level: Empathy can be triggered by formal and informal situations, which can closer relationship between people._ People expect their situations and opinions can be to be quickly understood by the others when they work together.

Emotional level: Empathy makes people feel warm and be accepted.

_People expect to receive the empathy from the others.

_Inspiration:

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Lucia Orsini“ If I just do a 3D model, I don’t need meet, but if I need to create or generate some ideas, it is better to work together.”

Zheren Pan “Designers and engineers have a different mindset when I pass my work to engineers I prefer face-to-face communication.”

Scene 1: key word: online group, instant chattingThe respondent worked for two projects at the same time. With the help of agenda, he could well-organize his time to practical work for both of them. Since he can not meet each team every day, they created a group on WhatsApp, which was used to share information or opinions with the others anytime, anywhere.

Scene 2: key word: teleconference, weekly deliveryAlso every Monday and Thursday, he had to attend a teleconference with two group separately, which enable each member of the team to know what they were going to do, and the current work progress.

Scene 3: key word: face-to-face meetingHowever, the respondent would organize a meeting in advance when they need to prototype. Of course, they need space to prototype, at the meanwhile, they could fast exchange opinions and address misunderstandings. For example, the respondent acted as consumers to experience the whole designed process; other people can quickly find the weak point which should be refined.

STORY

QUOTE

#Insight 5

FULL-COMMUNICATIONThe more information transmission needs the richness of expression

Fig. 4.6

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INTERVIEW

HMW improve the richness of information expression in order to upgrade remote communication?


#Insight 5


Individual level: it is important for people to send right messages._People want to clearly explain their opinions, let the other person understand as quickly as possible.

Group level: There are different types of tasks during teamwork, simple tasks that only need people do the work according to instructions; while complicated tasks require people interact with each other._People hope to receive clear and comprehensive information when they deal with simple tasks, while can quickly exchange opinions when dealing with complicated tasks.

Emotional level: Body movements contain more emotional information than oral expression._People want to understand others' ideas accurately through various expressions.

Tools: Tools support the information transmission through text, photo, voice and other forms._People expect to use tools to send information which can

timely get others attention.

_Inspiration:

INTERVIEW

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1

2

3

Mutual inspirationThe highest level of communication is the mutual inspiration, it happens when two or more people work together and enthusiasm builds up. Based on previous two level, in this stage, people are more active, they can quickly catch the key points from each other, besides, when dealing with difficulties, they continuously generate new ideas and develop them by building on others, in order to fight for the best.

Information efficient exchangeThe second level is about exchange information, and it involves more than two people. No matter face-to-face interaction or remote collaboration, people can quickly capture the point and understand the main idea of the others' opinions.

One way information transmission(clear self-expression)The first level is about conveying massages, it more relate to individuals, everyone pays more attention to one’s own duties and express opinions clearly when passing massages.

#Insight 5


After analyzing interview data, I discovered that high quality communication includes three levels, from basic to high level, one and another:

One way information transmission(clear self-expression)

Information efficient exchange

Mutual inspiration

1

2

3

Fig. 4.7 level of communication

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Zhan zhou”I will try to write the report in a short time to leave a chance to talk with clients and receive feedbacks to modified the final report.”

Carolina Falcao Duarte “If you don’t get the feedback in time when you finish all the job, then might discover that you did something they didn’t want. So you have to find the way to do everything again.”

Scene 1: Key word: update work, remote workRespondent received a work on freelancer.com website, dealing with 3D modeling. Every night he would leave three hours working on that project. Since his client living in another country, they were work in a long distance, so every day after working, he would take a photo and send to his client in order to update what he already was done and let the client know he kept working not wasting time.

Scene 2: Key word: feedbacks, in timeIn the second day morning, the respondent would receive some comments from his client, for example, there were some parameters of architecture need to be adjusted. The respondent would correct in time when he receives feedbacks. Therefore, before the deadline, the respondent just needed to double check with his client some key points without changing too much thing, he only needed to delivery file to his client, as well as always in time.

STORY

QUOTE

#Insight 6

SYNCHRONOUS FEEDBACK frequently and timely feedbacks is required during collaboration

Fig. 4.8

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HMW take the advantage of daily lightweight feedbacks to transparent work progress?


#Insight 6

SYNCHRONOUS FEEDBACK frequently and timely feedbacks is required

during collaboration

Individual level: Timely feedback empowers people to reset goals continuously, and check themselves always on the right way._people want to receive feedbacks as soon as possible.

Group level: An enormous amount of workload can be disassembled and implemented into the daily work, to ensure that the work can be easily accomplished._ People hope to have frequency information exchange in every stage, in order to know if what is being done is in the right direction._People do not want to waste time or stay up late to work overtime frequently.

Tools: The tool can help the exchange of information between people, and make sure the information is clear and logical._People want tools can assist them to extract points from

feedbacks to improve the work efficiency.

_Inspiration:

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Emanuele Vitali” if you want to be a success, you have to find a network of successful people.”

Zheren Pan “work expand my social network, and this kind of network also help me a lot in work.“

Scene 1: Key word: right people, online, solve problemsThe respondent faced a tough problem with programming which he couldn’t address. He realized that he has no friends were expert of these questions, then He started to search for professional programmer online. After few hours browsing websites, he found a senior programmer whose portfolio was amazing. He decided to contact with that guys.After communication, that programmer understood what the problem the respondent had and thought it was an interesting project so that he was willing to contribute was. He patiently helped the respondent address the issues and also recommended several great skilled programmers to him for future work.

Scene 2: Key word: networkGradually, the programmer and the respondent became good friends, they frequently took part in some events and met a lot of new friends. As a result, they had a group contact with programmers, they shared opinions and discussed issues together.

STORY

QUOTE

#Insight 7

NET WORKWork assist to expand social network

Fig. 4.9

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HMW use idle resources to support work?


#Insight 7

NET WORKWork assist to expand

social network

Individual level: More people can serve more approaches and abilities to solve problems._People want to meet more fr iends in discipl ine background.

Group level: Social network can gradually expand, when you met a new friend, you will have a chance to meet a group of friends._ People expect to have abundant contacts.

Tools: Tools can help people to find people with specialized skills online and offline._People want tools can assist them to find the people they

are searching for.

_Inspiration:

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Guangming Xie“ I realized that my passive emotion would pass to the others, which will influence the result of my presentation.”

Zhan zhou “Don't build antagonism in cooperation, which will hinder communication, or stop.”

Scene1:Key word: different opinions, aggressive, loud voiceThe respondent often gives lectures and share work experience to people who have diverse backgrounds. In one class, he expressed his views on an issue（but his student didn’t agree and put forward a contrary opinion. However, he thought the view from that student was one-sided, he got excited and aggressively listed three reasons to convince that student in a loud voice. In the end, he found the student no longer speak during that lesson. Then he attempted to stand in the position of others to think about the problem and patiently guide his student to express themselves, in these way is much better.

Scene2:Key word: comfortable environment, soft musicEvery week, the respondent has to organize a conference with his teammates, sometimes they don’t meet in the conference room but a coffee bar with a comfortable environment. With the help of projector or computer, the report can be projected on the wall. Everyone sat around the table, shared opinions freely and delivered work efficiently, at the meanwhile, they drinking coffee and enjoy the soft background music.

STORY

QUOTE

#Insight 8

EMOTION COLLABORATIONEmotions are contagious

Fig. 4.10

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HMW use emotional voice to improve the quality of collaboration?


#Insight 8

EMOTION COLLABORATIONEmotions are contagious

Individual level: People will be more enjoyable when they work in high spirits._ People hope to find ways to change their mood when they feel not good.

Group level: Antagonistic sentiments will result in conflict. _people hope sometimes their emotions can be understood and tolerated by the others.

Emotional level: Realizing the emotion is the first step to change it._ People want not only to perceive emotions but also aware of the emotional problems.

Environment: Occasionally changing the work environment can bring a different kind of work mood and state to workers._People hope working environment can bring them a good

mood to work.

_Inspiration:

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Guangming Xie” I think everyone has an own lifestyle. I am single, I am freestyle, can work through day and night, but my co-founder can’t, they have a family to take care.”

Carolina Falcao Duarte“ My dog is sick, and I have to take care of her, so I have to give her medicine few times during the day, if I work in the company, I would not be able to do this.”

Scene1 :key word: different lifestyle, different schedualLast year, respondent started his small business with the other three co-founders. Among the partners, the respondent is the youngest one, so he is more freedom to arrange the spare time. For example, he likes to work at night, because he can totally devote his mind to do what he has been doing. Sometimes, in order to carry the work a step forward, he stays up all night to work. Of course, He takes part in leisure activities to release pressure, at the same time, he also won’t be apart for his social network. During this time, he'll pull himself out of his work and enjoy the moment. However, his partners are leading different lifestyle different from him. The other three are all at the particular stage of life; they just got married, they have to leave around every day 6 pm because they have a family to take care.

Scene2:Key word: remote communicationEven so, after leaving office, they have to keep in touch especially when they have projects on the hands. Under different life schedule, they need a run - in period to find a better way to work, and they did it. During the night, the respondent uses WhatsApp to share his views and get to know the others’, expecting a sooner answer than e-mail. But if the others have to send some material back, they will use e-mail, because they can write down the main points one by one and attach something, the files transfer is the bigger size than WhatsApp.

STORY

QUOTE

#Insight 9

INCLUSIVE WORKING STYLEA flexible working style should cater to different lifestyle

Fig. 4.11

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HMW build a flexible way of working in the early stages when people work together?


#Insight 9

INCLUSIVE WORKING STYLEA flexible working style should cater to different lifestyle

Individual level: Life is made up of many activities. Although work occupies a large part of the time, people also need squeeze time for family, entertainment or rest. _Everyone wants to have the initiative to arrange their own lives.

Group level: Everyone has his way of life that have their own choice, even work in the same team. Making sure everyone's schedule is totaly same is hard. _The way of work together should suit for different teammates’ lifestyle. Also, everyone should invest on dynamic equilibrium of time and efforts.

Emotional level: Work stress can be released through other activities. A sense of belonging is required both for face-to-face work and remote work, which makes the teammates unity._Even work remotely, teammates in between want to feel always stay together with each other.

Tools: Too l s a re chosen accord ing to the work needs (communication, material transfer…)_People want to fast select and use the right tools to do work easily.

_Inspiration:

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Peter Chen “My employees invest their time and power work together with me. I have responsibilities to pay attentions to the personal growth of them. I won’t let them down.”

Zhouzhan “As a leader, I prefer guiding rather than mastering.”

Lucia Orsini “You cannot claim you are the leader. But if I think you are the leader, you are the leader.

Scene1:Key word: Management Routings Respondent was a leader in a team. When the team got a new project, he would divide work into parts and arrange tasks to his teammates. During the project, everyday afternoon, they would organize a small meeting. Team members needed to present what they had done and problems they were facing. Respondent could quickly follow the work progress to make sure that everything was under control through the small meeting.

Scene2:Key word: Personal GrowthAlso, the respondent listened patiently to each person’s opinions, watched how they presented reports. He was write down the comments not only about the project, but also the specific skills each employee should improve. When he got more spare time, he would talk to each employee one by one and provided personal suggestions on their work, study, career, etc. For example, the respondent would offer more presenting chances to those who were not good at presentation publicly. And always, he encouraged them and helped them to build the self-confidence of believing them can deal with problems.

Scene3:Key word: Real LeadershipAfter the project was closed, the respondent always won respect and appreciation from his teammates. He was delighted that everyone in the team made tremendous progress.

STORY

QUOTE

#Insight 10

AWARDED LEADERSHIPGood leadership like an elastic, bound up all together also give space

Fig. 4.12

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HMW better managing the growth of members, to build a benign leadership ?


#Insight 10

AWARDED LEADERSHIPGood leadership like an elastic, bound up all together also give 2space

Individual level: Even being led in the team, people still pay attention to their personal development._People want to achieve the personal goal.

Group level: A good leader is more than a leading project, good leadership get teammates involved, motivated and make them willing to work together._People expect to guided by a leader. Also the leadership works without invasion.

Emotional level: Leadership is not only about lead but also be recognized_People want only want to show their respect to the

people who they are recognized.

_Inspiration:

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WHAT IS THE T-SHAPED MANAGEMENT?

The ideal leadership of creative workers and generation z is summarized as a process of T-shaped management. T-shaped management requests leaders act in following way. Leaders are not only a specialist in their own field but also have abilities to involve, motivate their teammates, and recognized by them. To be specific, these kind leaders tend to make task executable involve everyone contribute for the common goal, as well as, they pay attention to individual’s personal growth. Only those people will be recognized as good leaders by creative workers.

Fig. 4.13 T-shape management

After analyzing the interview data, it displays that Leadership is an important factor in collaboration both for creative workers and generation z. They said that they hope work with T-shaped leaders implement T-shaped management.

#Insight 10

AWARDED LEADERSHIPGood leadership like an elastic, bound up all elements together also give breathing space

WHAT IS THE T-SHAPED LEADER?

T-shaped leaders have two kinds of characteristics, hence the use of the letter “T” to describe them. The vertical stroke of the “T” is a depth knowledge and skills in a particular area of specialization which allows them to contribute to the creative process, along with the horizontal stroke of the “T” is the desire and ability to make connections across disciplines. The earliest reference is by David Guest in 1991.Tim Brown, CEO of the IDEO design consultancy defended this approach to résumé assessment as a method to build interdisciplinary work teams for creative processes.

FIELDWORK FIELDWORK

119 120

insight 1

insight 2

insight 3

insight 4

insight 5

insight 6

insight 7

insight 8

insight 9

insight 10

WORK FOR GROWTH_Work to achieve personal growth

SELF LEARNING EVOLUTION_Self learning is a circle process

1+0.5 WORK_Interests driven mini-startup becomes a new sideline

EMPATHY MATTERS_Empathy is an ability to explore more potential

FULL-COMMUNICATION_The more information transmission needs the richness of expression

SYNCHRONOUS FEEDBACK_Frequently and timely feedbacks is required during collaboration

NET WORK_Work assist to expand social network

EMOTION COLLABORATION_Emotions are contagious

INCLUSIVE WORKING STYLE_A flexible working style should cater to different lifestyle

AWARDED LEADERSHIP_Good leadership like an elastic, bound up all together also give space

ME

OTHERS

ME&COLLABORATION

insight1

insight5

insight8

insight9

insight10

insight6

insight7

insight2

insight3

insight4

After the interview and analyzing the data, I summarized 10 insights supported by stories. All these stories are the typical and shared scenarios which are mentioned by respondents during the interview. Then I clustered these 10 insights, which are divided into three clustering: me, others, me&collaboration, and be positioned in the framework.

After clustering the insights, I discovered that creative worker very concerned about their own growth and demands including professional abilities development, interests growth, even their spiritual world while working with others. Because, for these workers, work is a way to continually improve themselves, realize themselves, and to create a sense of satisfaction, no longer a way to feed themselves. How can they better collaborate with others and motivate them to do a good job? It is better standing the perspective on the individual rather than the collective, to consider the ME NEEDS and explore the ME COLLABORATION.

4.4 Summary

Fig. 4.14 insights classification

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SELF&OTHERS

SELF&OTHERS

NEED

DESIRE

IDEAL

_learn new knowledge, acquire new skills_receive clear and comprehensive information_meet people with discipline background

_find a network of people with a network of knowledge_emotions can be understood and tolerated by the others_everyone invest on dynamic equilibrium of time and effort_realize personal growth in the work

_people expect to develop their interest in career _always receive the empathy from the others_feel always stay together with each other

N.

D.

I.

_4.4.1 ME NEEDS

ENVIRONMENT

ENVIRONMENT

TOOLKITS/SERVICES

TOOLKITS/SERVICES

work in a comfortable place_

use the right tools to work efficientlyuse tool to manage work and life_

tools can assist them to extract points from feedbacks_

working environment can bring them a good mood to work_

N.

N.

D.

D.

I.

I.

Fig. 4.15 ME NEEDS

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Although a lot of literature shows that the management of the team should tend to flatten, however, after the interview I found that in reality, it is difficult to be implemented. Among the respondents, some of them are team members, some of them are leaders, they have their own perspectives of current work collaboration. As a leader, Zhou said’ I tried to guide my teammates to express their opinions and train their work skills, at the same time, I had to ensure that the project is under my control, it was not easy for me to manage everything at a draught. As a teammate, Trab gave a different answer, and he said “some leaders value only the result of work, regardless of the reasons why we work in these way, I can not stand, I prefer the one who can really understand me and also respect to me.”

So I summed up the most common way of current collaboration model from the interview. In this model, the relationship between leader and teammates are not in real flat. Leadership is a crucial factor in current collaboration, which manages and guides the whole team and makes it run. In addition, I discovered that leaders afford a lot of responsibility in this kind of collaboration, their abilities of professional skills and team management to a large extent determines how the teammates collaborate in between.

_4.4.2 CURRENT COLLABORATION

LEADERSHIP

In current collaboration, leadership is a crucial factor in current collaboration, which manages and guides the whole team and makes it run.

MEOther teammates

managed byLeadership

InfoExchange

WEAKRelationship

Fig. 4.16 current COLLABORATION model

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Based on the understanding of the work pattern and analyzing interview data, the model of current collaboration is supposed to change in the future work. With the increasing number of creative workers, they will affect the way of the collaboration at work, because they have a stronger sense of planning their careers and they they are more clear what they want from their work. For instance, as I mentioned before, these people are more willing to work with the leaders who are recognized by themselves, by considering their professional abilities also personalities. In other words, mandatory management and too invasive leadership are no longer appropriate for managing creative workers.

What will the collaboration be in the future? I found an interesting insight4 (empathy matter) in the interview. Empathy drives people to consider issues standing in other people's perspective, and more understand with each other. It seems that empathy is an ability that everyone has, if it be stimulated between team members, will make everyone's mutual understanding and reduce misunderstanding, and make the whole team spontaneously unite.

Based on the above arguments, I hypothesize that empathy will be a significant role of collaboration in the future, the whole team will be tightly linked by the sense of empathy among the members, and the entire team works spontaneously. Besides, Leadership the leadership is no longer a strong management to allow players to obey, which still exists in the team but not invasive. In this model, the relationship between leader and teammates achieve the real flat, Affected by empathy, people inside team have abilities to stand in other's point of view to think and to work. for instance, leader won't be the only one to afford all the responsibility, his members are also willing to share him a part of the pressure.

EMPATHY

LEADERSHIP

In the future collaboration, the whole team will be tightly linked by the sense of empathy among the members, and the entire team works spontaneously.

MEOther teammates

InfoExchange

STRONGRelationship

workSpontaneously

leadershipempathy

(no invasion)

Fig. 4.17 future COLLABORATION model

_4.4.3 ME COLLABORATION

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DESIGN PRINCIPLES FOR A DESIRABLE


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DESIGN PRINCIPLEDESIGN PRINCIPLE

CONCERN ABOUT ME

What is CONCERN ABOUT ME? Why CONCERN ABOUT ME?

DESIGN PRINCIPLE 1

Collaboration is a crowded business, which is made up of MEs. It is paradoxical, but auxiliary to each other. Me is the core elements of collaboration. We determine the value of collaboration through ourselves, such as my expectation, my personal growth, my contributions, my balance of life and work, and my interest. We pursue perfect collaboration experience, with the humility of knowing that be Meself and demanding that concern about ME.

_ME awareness of professional skil ls is improving. Especially, Generation Z pays special attentions to career development

_ME is the crucial element of collaboration. For Generation Z, to build better team need to build better ME first.

_Being concerned by teammates is also a power for ME to put MEself forward continuously.

_Everyone expects to be treated respectfully and equally, despite generation differences and gaps. This is the truthness of flat collaboration.

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How to CONCERN ABOUT ME?

CONCERN ABOUT ME

DESIGN PRINCIPLE 1

• promote personal growth

• guide professional kill growth

• encourage self-learning

• encourage sideline

• develop interest / use interest well

• continuously learn from work practices

• recognize small progress and improvement

• assist career plan

• have a voice

• gether / connect the similiar MEs

• work hard, play hard, love hard

• build on existed habits

• accepted by others

limit personal growth •

over occupy personal life •

ignore progresses and efforts •

hinder self-learning •

Inhibit the development of interest •

ignore their voice •

limit performance •

isolate ME •

repeat labor work •

DO: DON'T:

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Conceptual Applications Related Insights

CONCERN ABOUT ME

DESIGN PRINCIPLE 1

0.5 ME

personal management service involving senior mentors

collaborative networking services mapping teamwork journey

freelancing platform based on interest and project

services to guide and assist sudeline

WORK FOR GROWTH_INSIGHT 1

SELF LEARNING EVOLUTION_INSIGHT 2

1+0.5 WORK_INSIGHT 3

INCLUSIVE WORKING STYLE_INSIGHT 9

AWARDED LEADERSHIP_INSIGHT 10

ME 2.0

ME & TEAM

ME & ME

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AROUSE THE POWER OF SENSIBILITY

What is AROUSE THE POWER OF SENSIBILITY? Why AROUSE THE POWER OF SENSIBILITY?

DESIGN PRINCIPLE 2

Sensibility power is the soft skill of daily life, which might not be well adopted in the workplace, such as empathy and emotion. We might empathize those who share similar experiences with us, but not our teammates. We might be conscious of small emotion change of our mate, but not those who we work with, even ourselves. We don't only work with our left brain, but also the right brain, which in charge of sensibility. Once we make the best use of sensibility power, collaboration is just a small case, both technically and mentally.

_Arousing the power of sensibility in workplace empowers us to see problems from different perspectives, increasing the opportunity of a breakthrough idea to emerge.

_Even though the sense has highly empathized in the workforce, but for Generation Z, sensibility is super powerful in leveraging the quality of collaboration.

_Enhancing the positive power of sensibility between teammates contributes to closer relationship with each other and foster an enjoyable collaborative experience.

_Every ME has potential in Sensibility power, which is consciously and unconsciously applied in daily life.

137 138


How to AROUSE THE POWER OF SENSIBILITY?

• improve awareness of emotion and empathy internally

and externally

• encourage the mood adjustment

• create positive environment

• advocate the perspective-taking

• enhance empathy

• share experiences / feelings

• release pressure in time

• magnify positive emotion

• involve stakeholders

• get motivated and self-motivated

• endorse others

• promote open mind

diffuse antagonistic sentiments •

magnify negative emotion •

invase others •

accumulate stress •

close mind •

ignore emotion effect •

trapped ME in dull environment •

avoid compulsory management •

DO: DON'T:


DESIGN PRINCIPLE 2

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EMPATHY MATTERS_INSIGHT 4

EMOTION COLLABORATION_INSIGHT 8



DESIGN PRINCIPLE 2

a toolkit to cultivate and improve sensibility power inside team

a toolkit to cultivate and improve sensibility power inside team

a workplace encourage the power of sensibility and creativity

SENSIBILITY POWER TOOLKIT

SENSIBILITY POWER WORKSHOP

EMOTIONAL WORKPLACE

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MAKE COMMUNICATION SENSIBLE AND VISIBLE

What is MAKE COMMUNICATION SENSIBLE AND VISIBLE?

Why MAKE COMMUNICATION SENSIBLE AND VISIBLE?

DESIGN PRINCIPLE 3

Sensible and visible communication implies adopting various approaches and media to make communication easier and inspiring. Rich expression forms such as text, image, voice, video, expression, gestures, body language and so on transmit information smoothly and correctly keeping us always staying on one page. Not only the result of communication, but also the progress of information exchange. By visualization and transparency, the information transmission between ME and MEs get simplified and the misunderstandings are reduced.

_Sensible and visible communication educes the cost of the communication between teammates, everyone can quickly understand what others thoughts and opinions and stay on one page every moment.

_Making the whole process visible between teammates allows everyone always stay aligned with the problems they are dealing with, empowers people to reset goals continuously, and check themselves always on the right way.

_An enormous amount of workload can be disassembled and implemented into the daily work, to ensure that the work can be easily accomplished.

143 144


• visualize workload / progress

• encourage concrete communication

• devide work into parts

• quantify work progress

• enhance the accuracy of expression

• quickly access to key information

• rich expressions online / offline

• realtime feedbacks

• encourage inspirations

• show logic

single expressions online / offline •

delayed / lagged feedback •

erroneous information transmission •

overload work •

abstract communication •

ignore logic •

DO: DON'T:

How to MAKE COMMUNICATION SENSIBLE AND VISIBLE?


DESIGN PRINCIPLE 3

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FULL-COMMUNICATION_INSIGHT 5

SYNCHRONOUS FEEDBACK_INSIGHT 6



DESIGN PRINCIPLE 3

a collaborative project management platform providing realtime updates and feedbacks

an APP to assist MEs quicks builds commom languages according to each ME's background and perferences in collaboration

ME TO ME

ME'S LANGUAGE

147 148

CONCLUSION

This thesis mainly contributed an inspiring interpretation of how Generation will collaborate with each other in the future workplace. It might not be systematic and rigorous study, but reflective and illuminating.

In the literature review, the definition of collaboration and collaborative experience is well defined. And the main drives of Generation Z, the work features of Generation Z were clearly summarized.

In the field research, 10 insights from personal, team and collaboration perspectives were generalized from 10 creative workers respondents. The need map of collaboration is presented through need, desire and ideal layers. Also, the collaboration model of the current situation and future scenario is depicted. And finally, CONCERN ABOUT ME, AROUSE THE POWER OF SENSIBILITY, and MAKE COMMUNICATION SENSIBLE AND VISIBLE was elaborated as the key guidelines for service design for collaboration.

These being said, with the limited time and energy, this study mainly focus on the descriptive study and part prescriptive study. Research insight, opportunity statement and design principles are the main outcomes, instead of a whole systematic service design. The further study still required to be continued. The Generation Z will shape future workplace soon. And this thesis will definitely provide inspiration for not only service designer, but also organizations, creative workers and Generation Zs.

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WEBLIOGRAPHY BIBLIOGRAPHY

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LIST OF FIGURES ACKNOWLEDGEMENT

Fig.0.1 DRM framework (Blessing & Chakrabarti,2009, developed by thsis author)

Fig.0.2 Design process

Fig. 1.1 Work pattern

Fig. 1.2 Timeframe to impact industries, business models, source: World Economic

Forum ©2016

Fig. 1.3 an overview of working generations, source:Barclays Bank

Fig.1.4 Top ten fastest growing and fastest declining attributes in the UK’s workforce,

source: O*NET, ONS, Deloitte analysis © 2016

Fig. 1.5, Fig. 1.6 a model of society's logicsource: creative man, Copenhagen Institute

for Futures Studies, © 2004, 2006

Fig. 2.1 Collaborative experience

Fig. 2.2 A network of team, source: Deloitte University Press © 2017

Fig. 2.3 team size, source: Steelcase WorkSpace Futures.

Fig. 2.4 The Customer Experience Pyramid, source: Forrester Research, Inc. © 2012

Fig. 3.1 Generation Z

table 3.2 generations at work, Sources: •The Changing Workforce: Urgent Challenges

and Strategies, 2007, Joe Kristy, associate partner, Human Capital Management

Practice,IBM •Bruce Tulgan, founder, RainmakerThinking

Fig. 4.1 screener

Fig. 4.2 work for growth

Fig. 4.3 self learning evolution

Fig. 4.4 1+0.5 work

Fig. 4.5 empathy matters

Fig. 4.6 full-communication

Fig. 4.7 level of communication

Fig. 4.8 synchronous feedback

Fig. 4.9 net work

Fig. 4.10 emotion collaboration

Fig. 4.11 inclusive working style

Fig. 4.12 awarded leadership

Fig. 4.13 T-shape management

Fig. 4.14 insights classification

Fig. 4.15 ME NEEDS

Fig. 4.16 current COLLABORATION model

Fig. 4.17 future COLLABORATION model

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I would like to thank all the people who contributed in some way to the work described in this thesis. I would first like to thank my thesis advisor Fabrizio M. Pierandrei for the continuous support of my study and research, for his motivation, enthusiasm, and immense knowledge. His guidance helped me to continuously explore and make progress.

I would also like to thank all the respondents who were involved in the in-depth research: Emanuele Vitali, Peter Chen, David Trab, Carolina Falcao Duarte, Lucia Orsini, Zhan Zhou, Lei Shi, Zheren Pan, Guangming Xie, Shu’ai Miao. Without their passionate participation and input, the research could not have been successfully conducted.

I would like to thank my dearest friends Sabrina Tarquini for helping me with the translation. Also, thank my best friend and lover Shin for the best love.

Last but not the least, I would like to thank my sweet family for always trust and selfless supported.

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