TRADELINE_2007_Academic Medical Center Conference

TRADELINE: ACADEMIC MEDICAL CENTER CONFERENCE TRADELINE: ACADEMIC MEDICAL CENTER CONFERENCE SAN DIEGO, DECEMBER 3, 2007SAN DIEGO, DECEMBER 3, 2007

Mapping our Understanding Mapping our Understanding Mapping our Understanding Mapping our Understanding of Collaboration in of Collaboration in KnowledgeKnowledge Worker Environments Worker Environments KnowledgeKnowledge--Worker Environments Worker Environments to Academic Medical Centersto Academic Medical Centers

Dr. Debajyoti Pati, PhD AIIADr. Debajyoti Pati, PhD AIIAHKS Inc. HKS Inc. -- Dallas, TexasDallas, Texas

Dr Arthur St Andre MD FCCMDr Arthur St Andre MD FCCMDr. Arthur St. Andre, MD FCCMDr. Arthur St. Andre, MD FCCMWashington Hospital Center Washington Hospital Center -- Washington, DCWashington, DC

Tom Harvey, AIA MPH FACHA Tom Harvey, AIA MPH FACHA HKS Inc. HKS Inc. -- Dallas, TexasDallas, Texas

WASHINGTON HOSPITAL CENTER

ObjectivesObjectives

Review workplace strategies adopted to enhance Review workplace strategies adopted to enhance p g pp g pcollaborationcollaboration

Understand the unique requirements of academic Understand the unique requirements of academic medical centersmedical centers

Explore architectural design strategies to enhance Explore architectural design strategies to enhance collaboration in academic medical centerscollaboration in academic medical centers


2

Three Pillars Of Academic Medical CentersThree Pillars Of Academic Medical Centers

KNOWLEDGE & IDEA: generationKNOWLEDGE & IDEA: generationNew procedures, new pedagogic techniques, new management stylesNew procedures, new pedagogic techniques, new management stylesPatents, copyrights, publicationsPatents, copyrights, publications

WORKFLOW DESIGN: innovationWORKFLOW DESIGN: innovationOptimize procedures (clinical, pedagogic, managerial)Optimize procedures (clinical, pedagogic, managerial)Innovations documented best practicesInnovations documented best practicesInnovations, documented best practicesInnovations, documented best practices

OPERATION: EffectivenessOPERATION: EffectivenessP i d ffP i d ffPatient outcomes, student outcomes, staff outcomesPatient outcomes, student outcomes, staff outcomes


3

The ConnectorsThe Connectors

KNOWLEDGEKNOWLEDGEGeneration

ContinuousContinuousCollaboration &Collaboration &

InteractionInteraction

WORK FLOWWORK FLOWInnovations

OPERATIONSOPERATIONSEfficacy



4

Knowledge Workers Workplace DesignKnowledge Workers Workplace Design

Who are kno ledge orkersWho are kno ledge orkersWho are knowledge workers:Who are knowledge workers:People who work with informationPeople who work with informationPeople who develop knowledgePeople who develop knowledgePeople who use knowledgePeople who use knowledge

Examples:Examples:Scientists, engineers, IT professionals, researchersScientists, engineers, IT professionals, researchers, g , p ,, g , p ,


5

Tracing The Path Of Workplace DesignTracing The Path Of Workplace Design

Trends in knowledge worker work environment over the Trends in knowledge worker work environment over the past decades:past decades:

Customer responsiveness, efficiency, agilityCustomer responsiveness, efficiency, agilityLess hierarchical unitsLess hierarchical unitsMore autonomy in decisionMore autonomy in decision--makingmakingTeam contributionsTeam contributionsInter and IntraInter and Intra--workgroup communicationworkgroup communicationg pg p


6

Driving ForceDriving Force

Tom Peters and Robert H Waterman Tom Peters and Robert H Waterman JrJr (1982) , “In (1982) , “In Search of Excellence”:Search of Excellence”:Search of Excellence :Search of Excellence :

…many of the best ideas produced by knowledge worker teams found …many of the best ideas produced by knowledge worker teams found their germination in unscheduled ‘serendipitous’ encounters with their germination in unscheduled ‘serendipitous’ encounters with workers outside the team.workers outside the team.

Workshop on Research Facilities of the Future, New Workshop on Research Facilities of the Future, New York Academy of Sciences (1993):York Academy of Sciences (1993):York Academy of Sciences (1993):York Academy of Sciences (1993):

Emphasized need for “fostering interdisciplinary communication...and Emphasized need for “fostering interdisciplinary communication...and alleviating the sense of isolation that has long been the lot of the alleviating the sense of isolation that has long been the lot of the researcher” (researcher” (KreegerKreeger 1994)1994)researcher (researcher (KreegerKreeger, 1994)., 1994).


7

Driving ForceDriving Force

In research and development laboratories In research and development laboratories i ti t h i l f i l h bi ti t h i l f i l h bcommunication among technical professionals has been communication among technical professionals has been

shown to be a significant determinant of technical shown to be a significant determinant of technical performance and the productivity of project teamsperformance and the productivity of project teams


8

Interaction::CommunicationInteraction::Communication

Collaboration

COMMUNICATION/INTERACTION

EFFECTIVENESS/INTERACTION

Out of Box Thinking

INNOVATION

Out of Box Thinking


9

Interaction DimensionsInteraction Dimensions

Three DimensionsThree Dimensions TypologiesTypologiesThree DimensionsThree DimensionsPeoplePeople

IntraIntra--workgroup workgroup vsvs InterInter--

TypologiesTypologiesIntraIntra--group :: Spontaneous :: Formalgroup :: Spontaneous :: FormalIntraIntra--group :: Spontaneous :: Informalgroup :: Spontaneous :: InformalIntraIntra group :: Scheduled :: Formalgroup :: Scheduled :: Formalworkgroupworkgroup

TimeTimeSpontaneous Spontaneous vsvs ScheduledScheduled

IntraIntra--group :: Scheduled :: Formalgroup :: Scheduled :: FormalIntraIntra--group :: Scheduled :: Informalgroup :: Scheduled :: InformalInterInter--group :: Spontaneous :: Formalgroup :: Spontaneous :: FormalInterInter--group :: Spontaneous :: Informalgroup :: Spontaneous :: Informalpp

CommunicationCommunicationFormal Formal vsvs InformalInformal

g p pg p pInterInter--group :: Scheduled :: Formalgroup :: Scheduled :: FormalInterInter--group :: Scheduled :: Informalgroup :: Scheduled :: Informal


10

Conservative Conservative vsvs GenerativeGenerative

Knowledge ConservativeKnowledge Conservative Knowledge GenerativeKnowledge Generative

IntraIntra--group::Spontaneous::Formalgroup::Spontaneous::FormalIntraIntra--group::Spontaneous::Informalgroup::Spontaneous::InformalIntraIntra group::Scheduled:: Formalgroup::Scheduled:: Formal

IntraIntra--group::Spontaneous::Formalgroup::Spontaneous::FormalIntraIntra--group::Spontaneous::Informalgroup::Spontaneous::InformalIntraIntra gro p Sched led Formalgro p Sched led FormalIntraIntra--group::Scheduled:: Formalgroup::Scheduled:: Formal

IntraIntra--group::Scheduled:: Informalgroup::Scheduled:: InformalInterInter--group::Spontaneous:: Formalgroup::Spontaneous:: FormalInterInter group::Spontaneous::group::Spontaneous::

IntraIntra--group::Scheduled:: Formalgroup::Scheduled:: FormalIntraIntra--group::Scheduled:: Informalgroup::Scheduled:: InformalInterInter--group::Spontaneous:: Formalgroup::Spontaneous:: FormalI tI t S t I f lS t I f lInterInter--group::Spontaneous:: group::Spontaneous::

InformalInformalInterInter--group::Scheduled:: Formalgroup::Scheduled:: FormalInterInter--group::Scheduled:: Informalgroup::Scheduled:: Informal

InterInter--group::Spontaneous:: Informalgroup::Spontaneous:: InformalInterInter--group::Scheduled:: Formalgroup::Scheduled:: FormalInterInter--group::Scheduled:: Informalgroup::Scheduled:: Informal

InterInter--group::Scheduled:: Informalgroup::Scheduled:: Informal

Effectiveness Innovation


Effectiveness Innovation11

Impact of Physical StructureImpact of Physical Structure

Two dimensions of physical structure have beenTwo dimensions of physical structure have beenTwo dimensions of physical structure have been Two dimensions of physical structure have been investigated with respect to interaction activityinvestigated with respect to interaction activity

(1) distance/proximity between potential communication partners and(1) distance/proximity between potential communication partners and(1) distance/proximity between potential communication partners and (1) distance/proximity between potential communication partners and (2) degree of enclosure provided by physical barriers(2) degree of enclosure provided by physical barriers


12

Knowledge Workplace StrategiesKnowledge Workplace Strategies

Conservative/CollaborativeConservative/Collaborative GenerativeGenerative

StrategiesStrategiesVisibility/ enclosureVisibility/ enclosure

StrategiesStrategiesGlobal configuration of spaces Global configuration of spaces

Accessibility/ proximityAccessibility/ proximity

Themes/FocusThemes/FocusWork stationsWork stations

and circulationand circulation

Themes/FocusThemes/FocusNeighborhoods and Main Neighborhoods and Main Work stationsWork stations

Meeting roomsMeeting roomsCommunal spacesCommunal spaces

ggStreetsStreetsCorridors more than Corridors more than circulation spacescirculation spacesCirculation ‘collection points’Circulation ‘collection points’Support spacesSupport spaces


13

Owens Corning World Headquarters, Owens Corning World Headquarters, Toledo OhioToledo OhioToledo, OhioToledo, Ohio

Individual workspaces open and highly collaborative. Private enclaves Individual workspaces open and highly collaborative. Private enclaves available for use by any employee.available for use by any employee.Corridors intentionally widened to encourage interactionCorridors intentionally widened to encourage interactionCorridors intentionally widened to encourage interaction.Corridors intentionally widened to encourage interaction.Eighty teaming rooms located throughout the facility; furnished with Eighty teaming rooms located throughout the facility; furnished with presentation equipment, computer logpresentation equipment, computer log--in, and teleconferencing capabilities. in, and teleconferencing capabilities. Survey result from more than 400 Owens Corning employees 90 days afterSurvey result from more than 400 Owens Corning employees 90 days afterSurvey result from more than 400 Owens Corning employees 90 days after Survey result from more than 400 Owens Corning employees 90 days after occupancy:occupancy:

88% report a high level of teaming with departmental co88% report a high level of teaming with departmental co--workers workers 66% report a high level of teaming across departmental boundaries66% report a high level of teaming across departmental boundaries66% report a high level of teaming across departmental boundaries66% report a high level of teaming across departmental boundaries

Source: The Integrated Workplace, USGSA, 1999Photo Courtesy of Owen Corning


Photo Courtesy of Owen Corning 14

Social Security Administration Headquarters, Social Security Administration Headquarters, Woodlawn MarylandWoodlawn MarylandWoodlawn, MarylandWoodlawn, Maryland

One “break out” area for 8 people at every 15One “break out” area for 8 people at every 15--20 20 k t ti di / ti d tt d th h t thk t ti di / ti d tt d th h t thworkstations; vending/eating areas dotted throughout the workstations; vending/eating areas dotted throughout the

plan for informal gathering; large and small conference plan for informal gathering; large and small conference roomsrooms

Atria to bring more light into existing large floor plates. Atria to bring more light into existing large floor plates. Some of the atria woven into pedestrian malls and Some of the atria woven into pedestrian malls and pppathwayspathways

Closed offices limited only to directors and deputy Closed offices limited only to directors and deputy y p yy p ycommissionerscommissioners

Source: The Integrated


Workplace, USGSA, 1999 15

UGA Biological Sciences ComplexUGA Biological Sciences Complex

“… having informal break“… having informal break--out spaces “woven into the out spaces “woven into the l k fl th th t k d t th d fl k fl th th t k d t th d fnormal work flow rather than tacked onto the ends of normal work flow rather than tacked onto the ends of

corridors in outcorridors in out--ofof--thethe--way places.” way places.”

h b kh b k “ f ll l d“ f ll l d…the break…the break--out spaces were “carefully placed out spaces were “carefully placed conference areas to facilitate both scheduled and casual conference areas to facilitate both scheduled and casual discussions.”discussions.”

Source: Wineman and


Serrato, 1997 16

Scottish Enterprise, UKScottish Enterprise, UK

bookable hot desks and hot offices, touchdown facilities, bookable hot desks and hot offices, touchdown facilities, t d b tht d b thstudy boothsstudy booths

flexible project spacesflexible project spaces‘oasis’ social/service centers‘oasis’ social/service centersoasis social/service centersoasis social/service centersan innovation theatre (for team brainstorming)an innovation theatre (for team brainstorming)range of informal meet spaces, including a large caférange of informal meet spaces, including a large caférange of informal meet spaces, including a large café range of informal meet spaces, including a large café facilityfacilitytraditional meeting and conference rooms traditional meeting and conference rooms no dedicated offices no dedicated offices

So rce Working itho t


17Source: Working without walls. Allen et al (2004)

Office of Government Commerce, UKOffice of Government Commerce, UK

Bright and colorful breakout areas for:Bright and colorful breakout areas for:Greeting visitorsGreeting visitorsMeeting informallyMeeting informallyTaking a breakTaking a breakgg

Located at entrance of each floorLocated at entrance of each floorSmall tables, soft seats, refreshmentsSmall tables, soft seats, refreshments Source: Working without walls.

Allen et al (2004)

Adjacent to mobile staff touchAdjacent to mobile staff touch--down pointsdown pointsHelps OGC staff from different offices meet, exchange ideas, Helps OGC staff from different offices meet, exchange ideas, identify opportunities for collaborationidentify opportunities for collaboration


18

Furniture As CatalystsFurniture As Catalysts

Casual meeting areas.Courtesy of Herman

Lobby seating providing impromptu workspace.

Miller Inc.p

Photo by Hoachlander-DavisPhotography courtesy of High-tech conference Ease of reconfiguration incourtesy of GSA PublicBuildings Service Marketing

High-tech conference space with flexible furniture arrangements and state-of-the-art technology.

Ease of reconfiguration in team environments.Courtesy of Steelcase North America.


Division. Courtesy of Steelcase North America.

19

Two Excellent SourcesTwo Excellent Sources

USGSA (1999). USGSA (1999). The Integrated Workplace: A The Integrated Workplace: A C h i A h t D l i W kC h i A h t D l i W kComprehensive Approach to Developing Workspace. Comprehensive Approach to Developing Workspace. http://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMhttp://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMENT/integrated workplace rpt pdf R2OD26 0Z5RDZENT/integrated workplace rpt pdf R2OD26 0Z5RDZ--g _ p _ p _p _ _g _ p _ p _p _ _i34Ki34K--pR.pdfpR.pdf

Allen, T., Bell, A., Graham, R., Hardy, B., Allen, T., Bell, A., Graham, R., Hardy, B., SwafferSwaffer, F. , F. (2004). (2004). Working without walls: An insight into the Working without walls: An insight into the transforming government workplace. transforming government workplace. www.degw.comwww.degw.comg g pg g p gg


20

Unique Dynamics in Academic Medical Centers Unique Dynamics in Academic Medical Centers Academic Medical Centers Academic Medical Centers


Resource AvailabilityResource Availability






y


21

Operational Change Operational Change -- Motivating FactorsMotivating Factors

Scientific EvidenceScientific Evidence

T h l i I tiT h l i I ti CT MRI PETCT MRI PETTechnologic Innovation Technologic Innovation –– CT, MRI, PET CT, MRI, PET

Knowledge Expertise Knowledge Expertise –– seasoned clinicianseasoned clinician

Process Expertise Process Expertise –– e.g. IHIe.g. IHI

Regulatory Requirements Regulatory Requirements –– The JointThe Joint

Risk ManagementRisk Management

Fiscal ImperativesFiscal Imperatives

Fear of Catastrophe Fear of Catastrophe –– e.g. avian flu, anthraxe.g. avian flu, anthrax


22

Themes in Knowledge Generation Themes in Knowledge Generation and Utilization Workplacesand Utilization Workplacesand Utilization Workplacesand Utilization Workplaces

Knowledge generation subKnowledge generation sub--specialization can detractspecialization can detractKnowledge generation subKnowledge generation sub specialization can detract specialization can detract from cross discipline creativityfrom cross discipline creativity

Workflow DesignWorkflow Design OperationsOperationsWorkflow Design Workflow Design OperationsOperations

Translation hurdles Translation hurdles –– ‘Knowledge generation’ and ‘Knowledge generation’ and i t t t h t th kill di t t t h t th kill drequirements stretch our systems, the skills and requirements stretch our systems, the skills and

experience of practitioners and resourcesexperience of practitioners and resources


23

Operational StrugglesOperational Struggles

Passing care from one provider to another Passing care from one provider to another –– the batonthe batonComparative Standardized Clinical/

Resource Use Index

Team effectiveness Team effectiveness –– Fulfilling expectations and sharing Fulfilling expectations and sharing information across servicesinformation across servicesDelegation broader array of clinicians Delegation broader array of clinicians 3

4

1010

g yg yDocumentation overloadDocumentation overload

Input timeInput timeDisplay chaosDisplay chaos

2

ce U

se In

dex 3

4 56

7 8 9A BCD

E FGHI

J3

4 56

7 8 9A BCD

E FGHI

J

Display chaosDisplay chaosManagement of devices, process applications (e.g. Management of devices, process applications (e.g. CPOE), data applications (e.g. EMRs), policy/procedural CPOE), data applications (e.g. EMRs), policy/procedural and process documentsand process documents

0

1

Res

ourc 55

and process documentsand process documentsCommunication among clinical and technical personnel Communication among clinical and technical personnel (within institute and with industry)(within institute and with industry)

-1 -2 -1 0 1

Clinical Performance Index


ICU Unit XXXXXXX24

More Silos than Meet the EyeMore Silos than Meet the Eye

Clinical servicesClinical servicesDirect providers Direct providers -- physicians, nurses, therapists, physician assistants, physicians, nurses, therapists, physician assistants, nurse practitioners, social workers, pharmacists, nutritionists, physical nurse practitioners, social workers, pharmacists, nutritionists, physical therapytherapyClinical services Clinical services –– radiology, laboratoryradiology, laboratory

Administrative services Administrative services –– leadership, administrative leadership, administrative management, quality services, clerical, biomedical management, quality services, clerical, biomedical engineering IT DES transport facilitiesengineering IT DES transport facilitiesengineering, IT, DES, transport, facilitiesengineering, IT, DES, transport, facilitiesCorporate managementCorporate managementPatientsPatients -- CommunityCommunityPatients Patients -- CommunityCommunityIndustryIndustryRegulatory AuthoritiesRegulatory Authorities


Regulatory AuthoritiesRegulatory Authorities25

Process Hurdles Idea and Workflow DesignProcess Hurdles Idea and Workflow Design

Geographic dispersion Geographic dispersion –– multi institution systemsmulti institution systemsg p pg p p yyCentralization Centralization –– Decentralization tensionDecentralization tensionMeeting overload Meeting overload –– effectivenesseffectivenessEmail overloadEmail overloadMinimal cross silo face to face time Minimal cross silo face to face time Time dispersion Time dispersion -- cross shiftcross shiftIndustry interactionsIndustry interactions

‘Adolescent’ systems‘Adolescent’ systemsAdolescent systemsAdolescent systemsHighly configurable devices and systemsHighly configurable devices and systems


26

Visual Visual (Inter/Intranet) (Inter/Intranet) and and Audio Audio (Telecom) (Telecom) SolutionsSolutionsAudio Audio (Telecom) (Telecom) SolutionsSolutions

Simulation Simulation –– physical and virtualphysical and virtualp yp yImprove procedural performance and using devices Improve procedural performance and using devices Evaluation and management of patientsEvaluation and management of patients

ReplayReplay TiVoTiVoReplay Replay –– TiVoTiVoChat roomsChat roomsSearch toolsSearch tools RemoDocRemoDoc™™Search toolsSearch toolsTelecom Telecom –– voice activation, teleconferencingvoice activation, teleconferencingSurveillance tools Surveillance tools -- eICUeICU


27

Informal Interchange Informal Interchange –– Design ImplicationsDesign Implications

Clinical arenas Clinical arenas –– formal and informal ‘meeting’ spacesformal and informal ‘meeting’ spacesg pg pCross discipline clustering Cross discipline clustering –– Offices, Conference roomsOffices, Conference rooms‘Water cooler’ exchange ‘Water cooler’ exchange –– ‘Libraries’, Lounge areas, ‘Libraries’, Lounge areas, ElevatorsElevators‘Enhanced’ informal meeting areas ‘Enhanced’ informal meeting areas –– Cafeterias, Cafeterias, HallwaysHallwaysHallwaysHallways


28

How Can Physical Design Contribute?How Can Physical Design Contribute?



I t tiI t ti




y


29

Key Characteristics to TargetKey Characteristics to Target

Foster collaborative opportunities Foster collaborative opportunities Students / trainees and facultyStudents / trainees and facultyPhysicians and other and care giversPhysicians and other and care giversCare givers and researchersCare givers and researchersCare givers and familyCare givers and family

Complex, Complex, segragatedsegragated contextcontextPatient Care (patient care and supportPatient Care (patient care and support

EDUCATION PATIENT CARE

Patient Care (patient care and support Patient Care (patient care and support areas)areas)TeachingTeachingResearchResearch

RESEARCH

Connections / Linkages between Connections / Linkages between NeighborhoodsNeighborhoods


30

NeighborhoodsNeighborhoods

EDUCATION PATIENT CARE

RESEARCH


31

Spontaneous / Informal CollaborationSpontaneous / Informal Collaboration

Corridors / HallwaysCorridors / Hallways Intersections / “Nodes”Intersections / “Nodes”

Spontaneouscollaboration

points


32

Spontaneous / Informal CollaborationSpontaneous / Informal Collaboration

Lobbies Lobbies (entries / elevators)

“Great Spaces” “Great Spaces” (atria / gardens)(e t es / e e ato s)

Spontaneouscollaboration

pointsp


33

Formal / Scheduled CollaborationFormal / Scheduled Collaboration

Classroom/Lecture HallClassroom/Lecture Hall Conference RoomConference Room


34

Formal / Scheduled CollaborationFormal / Scheduled Collaboration

Simulation LabsSimulation LabsProcedure SpacesProcedure Spaces


35

Workflow EnhancersWorkflow Enhancers

“Physical” “Physical” Clinical PathwaysClinical Pathways

Optimal Proximities Optimal Proximities by Designby Design

Dept A

1 1

Dept A

2 2Dept B

3 3

4 4


36


Clinical Care / Clinical Care / P d SP d S

Multidisciplinary Office Multidisciplinary Office Cl tCl tProcedure SpacesProcedure Spaces ClustersClusters

O.R. Medicine

`Surgery

I.R.G.I. Collaborative Cluster


37

Operations EnhancersOperations Enhancers

Lean Design PrinciplesLean Design PrinciplesSink Fridge

Minimal travel distancesMinimal travel distancesAggregated work spacesAggregated work spacesSpontaneous collaborationSpontaneous collaborationSpontaneous collaboration Spontaneous collaboration opportunitiesopportunities

Stove


38

Simulation as a ToolSimulation as a Tool

Trains, then builds individual accuracy and precisionTrains, then builds individual accuracy and precisionF ilit t t i t tiF ilit t t i t tiFacilitates team interactionFacilitates team interactionFosters innovation in group settings Fosters innovation in group settings

Reaction from multiple perspectives to Reaction from multiple perspectives to eact o o u t p e pe spect es toeact o o u t p e pe spect es todiverse situations diverse situations Team collaboration through interdisciplinary Team collaboration through interdisciplinary responses responses


39


Digital Results ReportingDigital Results Reporting Ubiquitous Data AccessUbiquitous Data AccessData Sources Patient

RoomExamRoom

ProcRoom

IT SimL b

RespiteZone IT

LabZone

Collaborative

Correlated AnalysisKioskPortal

CollaborativeResource

Center

InstantConsultCenter


40


Kiosk PortalKiosk Portal


41


Instant Instant C lt C tC lt C tConsult CentersConsult Centers


42


Collaborative Collaborative R C tR C tResource CentersResource Centers


43

A Vision for the FutureA Vision for the Future

Nodes of Learning and CollaborationNodes of Learning and CollaborationCasual, but highly sophisticated resource centersCasual, but highly sophisticated resource centersInstant access to data for reference and discussionInstant access to data for reference and discussionProgress reports on subProgress reports on sub--specialization research and discoveryspecialization research and discoveryElectronic notepads for interdisciplinary brainstorming Electronic notepads for interdisciplinary brainstorming Emerging clinical pathways to better outcomesEmerging clinical pathways to better outcomes

Clinical “Kitchen of the Mind”


44

Review of Design GoalsReview of Design Goals1.1. Integrate the physical environment Integrate the physical environment

of academic medical centers, of academic medical centers, d fi d b i h di i i itid fi d b i h di i i itidefined by rich, diverse inquisitive defined by rich, diverse inquisitive thinkingthinking


45

Review of Design GoalsReview of Design Goals2. 2. Accommodate spontaneous Accommodate spontaneous

collaboration with convenient, collaboration with convenient, i iti t iti f li iti t iti f linviting opportunities for casual inviting opportunities for casual interactioninteraction


46

Review of Design GoalsReview of Design Goals3. 3. Support collaborative learning in Support collaborative learning in

the moment with convergence of the moment with convergence of ltidi i li k dltidi i li k dmultidisciplinary work areas and multidisciplinary work areas and

generous alternative convening generous alternative convening spacesspaces


47

Review of Design GoalsReview of Design Goals4.4. Inform and excite collaborative Inform and excite collaborative

thinking with conveniently thinking with conveniently ibl i f ti t f llibl i f ti t f llaccessible information centers fully accessible information centers fully

linked to all data resourceslinked to all data resources


48

Selected BibliographySelected Bibliography

USGSA (1999). USGSA (1999). The Integrated Workplace: A Comprehensive Approach to Developing The Integrated Workplace: A Comprehensive Approach to Developing WorkspaceWorkspace. . http://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMENT/integrated_workplace_rpt_pdf_R2Ohttp://www.gsa.gov/gsa/cm_attachments/GSA_DOCUMENT/integrated_workplace_rpt_pdf_R2OD26_0Z5RDZD26_0Z5RDZ--i34Ki34K--pR.pdfpR.pdf

Allen, T., Bell, A., Graham, R., Hardy, B., Allen, T., Bell, A., Graham, R., Hardy, B., SwafferSwaffer, F. (2004). , F. (2004). Working without walls: An insight Working without walls: An insight i t th t f i t k li t th t f i t k l ddinto the transforming government workplaceinto the transforming government workplace. www.degw.com. www.degw.com

SerratoSerrato, M., , M., WinemanWineman, J. D. (1997). , J. D. (1997). Enhancing communication in labEnhancing communication in lab--based organizationsbased organizations. . Proceedings of the Space Syntax Symposium University College London, London, volume 1, pp Proceedings of the Space Syntax Symposium University College London, London, volume 1, pp 15 115 1 15 815 815.1 15.1 -- 15.815.8

Serrato,MSerrato,M., ., WinemanWineman, J. D. (1999). , J. D. (1999). Spatial and communication patterns in research and Spatial and communication patterns in research and developmentdevelopment. Proceedings of the Space Syntax Symposium University of Brasilia, Brasilia, . Proceedings of the Space Syntax Symposium University of Brasilia, Brasilia, volume 1 pp 11 1volume 1 pp 11 1 -- 11 811 8volume 1, pp 11.1 volume 1, pp 11.1 11.811.8

Rashid, M., Rashid, M., KampschroerKampschroer, K., , K., WinemanWineman, J., , J., ZimringZimring, C. (2006). , C. (2006). Spatial Layout and FaceSpatial Layout and Face--toto--face face Interaction in OfficesInteraction in Offices–– A Study of the Mechanisms of Spatial Effects on FaceA Study of the Mechanisms of Spatial Effects on Face--toto--face face InteractionInteraction. Environment and Planning B: Planning and Design, Vol. 33, pp. 825. Environment and Planning B: Planning and Design, Vol. 33, pp. 825––844844


g g g , , ppg g g , , pp49


Rashid, M., Zimring, C., Wineman, J., Flaningam, T., Nubani, L., Hammash, R. (2005). Rashid, M., Zimring, C., Wineman, J., Flaningam, T., Nubani, L., Hammash, R. (2005). The The Effects of Spatial Behaviors and Layout Attributes on Individuals' Perception of Effects of Spatial Behaviors and Layout Attributes on Individuals' Perception of Psychosocial Constructs in OfficesPsychosocial Constructs in Offices. Proceedings of the Fifth International Space Syntax . Proceedings of the Fifth International Space Syntax Conference, Delft, NetherlandsConference, Delft, Netherlands

Rashid,M., Zimring, C., Wineman, J. (2006). Rashid,M., Zimring, C., Wineman, J. (2006). Modular versus Landscaped Office: A Modular versus Landscaped Office: A C i f S B h i d E i t l P tiC i f S B h i d E i t l P ti P t d t thP t d t thComparison of Space, Behavior and Environmental PerceptionComparison of Space, Behavior and Environmental Perception. Paper presented at the . Paper presented at the Environmental Design Research Association (EDRA) 37 Conference, Atlanta, GA, May 03Environmental Design Research Association (EDRA) 37 Conference, Atlanta, GA, May 03--0707

Penn, A., Desyllas, J., Vaughan, L. (1999). Penn, A., Desyllas, J., Vaughan, L. (1999). The space of innovation: interaction and The space of innovation: interaction and communication in the work environmentcommunication in the work environment Environment and Planning B: Planning & DesignEnvironment and Planning B: Planning & Designcommunication in the work environmentcommunication in the work environment. Environment and Planning B: Planning & Design, . Environment and Planning B: Planning & Design, vol.26, no. 2, pp 193vol.26, no. 2, pp 193--218218

Oldham, G. R., Rotchford, N. L. (1983). Oldham, G. R., Rotchford, N. L. (1983). Relationship between office characteristics and Relationship between office characteristics and employee reactions: a study of the physical environmentemployee reactions: a study of the physical environment Administrative Science QuarterlyAdministrative Science Quarterlyemployee reactions: a study of the physical environmentemployee reactions: a study of the physical environment. Administrative Science Quarterly, . Administrative Science Quarterly, vol. 28, pp 542 vol. 28, pp 542 -- 556556

Rashid, M., Zimring, C. (2003). Rashid, M., Zimring, C. (2003). Organizational Constructs and the Structure of Space: A Organizational Constructs and the Structure of Space: A Comparative Study of Office LayoutsComparative Study of Office Layouts. Proceedings of the Fourth International Space Syntax . Proceedings of the Fourth International Space Syntax


p y yp y y g p yg p yConference, University College London.Conference, University College London. 50


Rashid, M., Rashid, M., ZimringZimring, C. (2005). , C. (2005). Psychosocial Constructs and Office Settings: A Review of the Psychosocial Constructs and Office Settings: A Review of the Empirical LiteratureEmpirical Literature. Proceedings of the Environmental Design Research Association (EDRA) 36 . Proceedings of the Environmental Design Research Association (EDRA) 36 p ca te atu ep ca te atu e oceed gs o e o e a es g esea c ssoc a o ( ) 36oceed gs o e o e a es g esea c ssoc a o ( ) 36Conference, Vancouver, CanadaConference, Vancouver, Canada

SundstromSundstrom, E., Altman, L. (1989). , E., Altman, L. (1989). Physical environments and workPhysical environments and work--group effectivenessgroup effectiveness. . Research in Organizational Behavior , vol.11, pp 175 Research in Organizational Behavior , vol.11, pp 175 -- 209209

Campbell, D. E., Campbell, T. A., (1988). Campbell, D. E., Campbell, T. A., (1988). A new look at informal communication: the role of A new look at informal communication: the role of the physical environmentthe physical environment. Environment and Behavior, vol. 2, pp 211 . Environment and Behavior, vol. 2, pp 211 -- 226226

Hatch, M. J. (1987). Hatch, M. J. (1987). Physical barriers, task characteristics, and interaction activity in Physical barriers, task characteristics, and interaction activity in research and development firmsresearch and development firms. Administrative Science Quarterly, vol. 32, 387 . Administrative Science Quarterly, vol. 32, 387 -- 399399

Rashid, M., Craig, D., Rashid, M., Craig, D., ZimringZimring, C., , C., ThitisawatThitisawat, M. (2006). , M. (2006). Sedentary and Fleeting Activities and Sedentary and Fleeting Activities and gg gg ( )( ) y gy gTheir Spatial Correlates in OfficesTheir Spatial Correlates in Offices. Proceedings of the 37th Annual Conference of the . Proceedings of the 37th Annual Conference of the Environmental Design Research Association (EDRA), Atlanta, GAEnvironmental Design Research Association (EDRA), Atlanta, GA


51

TRADELINE_2007_Academic Medical Center Conference

Design

Transcript of TRADELINE_2007_Academic Medical Center Conference