IDENTIFYING DESIGN FACTORS IN

KNOWLEDGE WORK SPACES

Prof. Matti VartiainenAalto University School of Science,

Department of Industrial Engineering and Management, vmWork Research Unit

http://vmwork.hut.fi

New ways of working contexts

+

Mobile and multi-locational work

SiteB

SiteA

SiteC

Siten

SiteDSuppliers

SubcontractorsExternal customers

Project BProject A

Portfolio managers

Virtual and distributedwork

Digital work

Knowledge work in context

KNOWLEDGE WORK

(a) creation, distribution or application of knowledge (intangible resources) as task contents (Davenport, 2002; Harrison, Wheeler & Whitehead, 2004; Jones & Chung, 2006),

(b) by highly skilled and/or trained workers (Drucker, 1995; Pyöriä, Melin & Blom, 2005) who have autonomy in their work (Mäki, 2008; Pepitone, 2002; Scott, 2005)

(c) who use tools (e.g. ICT) and theoretical concepts (Pyöriä et al., 2005)

(d) in order to produce complex, intangible and tangible results (Drucker, 1995; Lönnqvist, 2007)

(e) to provide a competitive advantage or some other benefit contributing towards the goals of the organization (Harrison et al., 2004).

KNOWLEDGE WORK SYSTEM IN ITS

ENVIRONMENT I

Workspaces

Work process‘performance’

Task, e.g.productdesign

Outcomes, e.g.• products• team productivity• quality of work• well-being• job satisfaction

Subject Object

Tools

KNOWLEDGE WORK PRODUCTIVITY (KWP)

KW is non routine, complex and situation specific

It seldom has one single correct result or correct way of doing it,

and it is difficult to quantify

KW is intangible and hard to measure with traditional

productivity measurements, i.e. outcome or output from

production process per unit of time or per unit of input.

Increase in individual productivity may not always be seen in the

organizational outcome

In order to assess the collective productivity and performance the

team is a proper level at which to analyze knowledge work

productivity and performance

Input/output productivity formula and measurement alone may

not be applicable in KW; therefore a wider perspective is needed

KWP = Task factors (what) x Contextual factors (where) x Team processes (how)

WORKPLACES OF KNOWLEDGE

WORKERS

Many knowledge workers work in multiple workplaces in addition to the their main office, e.g., at a customer site, at home, hotels, travelling etc.

Physical workplaces are typically divided as individual workplaces and collaborative places.

Each workplace can be seen as an integration of imbedded spaces consisting of

Physical space like an office or a customer site where a knowledge worker works;

Virtual space in which people meet and collaborate with help of ICT e.g., email, teleconferencing, video conferencing;

Social space in which people meet formally and informally, e.g., meetings, coffee room, hall ways

Workspaces have different kind of hindrances and enablersthat have impact on the way work is performed

A context consists of spaces

Mostly strangers

PartnersStrangers: security

Peers: social support, feedback, disruptions

Family: emotional support

Social spaces

- G&O and HRM issues

Laptop, internet,

wlan

Intra- and extranet, Internet

Mobile devices,

wlan

Intranet, communication and collaboration

systems

PC, phone, Internet, broadband, wlan

Virtual spaces

- Connections

- Devices

- Services

- Purposes

- Functionality

Physical spaces

- Settings

- Arenas

- Environments

- Tasks

Home ’Other

workplaces’,

e.g. clients’

and suppliers’

places

Moving

places,

i.e. trains,

airplanes,

ships

Main workplace(s),’Office’

’Third

workplaces’,

e.g. hotel,

cafe, congress

venue

Mental spaces

- Cognitions and emotions, self-regulation

Tranquility,

well-being

Shared goals and values, ’stress’, identification

Change and solitude

Trust Interruptions

SOCIAL INTERACTION IN PHYSICAL AND

VIRTUAL SPACES

Event-oriented approach

Morgeson, F.P., Mitchell, T.R. & Liu, D. 2015 Event System Theory: an event-oriented

Approach to the organizational sciences. AMR, 40, 5, 515-537.

Example of Impact of Events on Entities

work process

1

2

3

4

Change in a person’s work

Change in the needs of global customers

Change in personnel structure

Change in business-idea

Missing knowledge on customers

Missing and changing knowledge on product

Missing competencies and expertise

Error, question, additional work

temporary external worker

From a mass product to taylorized

Other cheaper technological solution

(From Tiina Kalliomäki-

Levanto 2008)

Changes on different levels influence

on work processes

Trials to adapt

Identifying disruptions

physical space

virtual space

social space

Mental

space

physical space

virtual space

social space

Mental

space

physical space

virtual space

social space

Mental

space

physical space

virtual space

social space

Mental

space

physical space

virtual space

social space

Mental

space

Home

Main office

A customer’splace

A car

A restaurant

Daily working events in multiplelocations

IDENTIFYING SIGNIFICANT EVENTS- Novel- Disruptive- Critical (reflecting event’s strenght)

Individual work performancesTask, e.g.

design

Incompatible physical space

Unusable and unattainable virtual space

Disruptive and interruptive social space

OUTCOMES

Creativity

- e.g. new ideas

generation and

Implementation

Innovativeness

- e.g. % of new

product revenue

- new product

profitability

- innovative

climate

Productivity

- e.g. planned vs.

actual results

Well-being

- stressed vs flow

KNOWLEDGE WORK PROCESS IN ITS

ENVIRONMENT

Koroma, J., Hyrkkänen, U. & Vartiainen, M. (2014) Looking for People, Places and Connections:

Hindrances when Working in Multiple Locations - A Review". New Technology,

Work and Employment 29, 2, 139-159.

Mobile workers in changing contexts

Emotional-

motivational

regulation

Cognitive regulation

- Intellectual

- Conceptual-

perceptual

- Sensorimotor

PREPARATION

Activity – actions -

operations

Thinking, e.g.

reasoning, knowledge

building

Verbal, e.g. speaking,

conceptualising

Physical, e.g.

producing, moving

Self-evaluation

Internal speech,

e.g. reflecting,

inventing, finding

and repairing

mistakes

External feedback from activity environment

Comments

Showing, demonstrations

Physical limit

Orientation

Sub-goals

Decision-making

Codified

knowledgePersonified

knowledge

DialogueInformation

seeking

Mental

regulation

of actions

under

pressure

Process of group/team knowledge work towards group productivity

ORGANIZATIONAL CONTEXT

Structure, culture, identity, strategy policies, reward system management

,

Enablers

:

OUTCOMES

- Productivity

- Effectiveness

- Efficiency

- Innovativeness

and creativity

- Job satisfaction

- High quality interaction

- Well - being

ORGANIZATIONAL structure, culture, identity,

strategy, policies, change management

GROUP/TEAM aspects: composition (skills,

experience, heterogeneity), structure

(leadership, shared norms, goal and role clarity,

power), Support, roles, relationship

Enablers

Disablers

PIndividual mental

processes

Enablers

:

OUTCOMES

Productivity

Effectiveness

Efficiency

Innovativeness & Creativity

Job satisfaction

High quality interaction

Well-Being

PHYSICAL, VIRTUAL AND

SOCIAL SPACES

GROUP/TEAM

Structure & composition: size, diversity, team

members’ skills, knowledge

Team process: interpersonal, planning and

action processes

Enablers

Hindrances

::

TIME SPEND BY TEAM IN

Modes

Solo

Technology mediated

Face-to-face

Tasks

Routine

Creative

Coordination

Bosch-Sijtsema, P., Ruohomäki, V. & Vartiainen, M. (2008a) “Knowledge work productivity in

distributed teams: a review on elements affecting productivity of knowledge work”. Research Report of

Helsinki University of Technology, Espoo, Finland.

Interpersonal exchange processes

• Communication, i.e. exchanging signals and symbols and using

communication tools. Communication has a special status in that

it is basic to the other task and group-oriented processes.

Task-oriented processes

• Information sharing and learning, i.e. exchanging (sharing) and

developing information, views and knowledge.

• Co-ordination, i.e. adjusting the work of the group members; this

includes leadership.

• Co-operation, i.e. working together, co-decision making, co-

editing, etc.

Group-oriented processes

• Social interaction, i.e. group maintenance activities, developing

trust and cohesion, conflict handling, reflection.

Intra-group processes to be supported

(Andriessen, 2003, pp. 7–8)

A case study:Observations on mobile employees’ workdays

21

Questions to be answered

For what purpose (task), how (mode of communication

and collaboration) and where (place) andwith whom (network) they act and communicate?

How physical, virtual and mental/social spaces

support or should support employeesand teams

in their work.

Knowledge for understanding, how to best support mobile and distributed

work.

In order to create

22

Unit of analysis:Mobile Team’s Communication and

Collaboration

MO core group

Extended group

Internal clientsPartners

For what purpose (task), how (mode of communication and collaboration) and where (place) and with whom (network) they act and communicate? How physical, virtual and mental/social

spaces support or should support the team in its work?

23

Approach and Methods

STUDYING DISTRIBUTED WORK IN WORK SPACES AND PLACES

Data collection

(a) Self-observation diary during seven days

(b) Interviews

(c) Workshop for validation

Reporting

I Working and communicating during a week and a day

II Contents of work: working in solitude, cognitive requirements, contents of asynchronous communication

III Collaboration with others and synchronous communication: types and purposes of meetings

IV Physical places in use: main workplaces, multilocational work, ‘worst’ and ‘best’ places and aesthetics, ideal working

environment

V ICT tools in use

24

00:0

0-0

0:5

9

01:0

0-0

1:5

9

02:0

0-0

2:5

9

03:0

0-0

3:5

9

04:0

0-0

4:5

9

05:0

0-0

5:5

9

06:0

0-0

6:5

9

07:0

0-0

7:5

9

08:0

0-0

8:5

9

09:0

0-0

9:5

9

10:0

0-1

0:5

9

11:0

0-1

1:5

9

12:0

0-1

2:5

9

13:0

0-1

3:5

9

14:0

0-1

4:5

9

15:0

0-1

5:5

9

16:0

0-1

6:5

9

17:0

0-1

7:5

9

18:0

0-1

8:5

9

19:0

0-1

9:5

9

20:0

0-2

0:5

9

21:0

0-2

1:5

9

22:0

0-2

2:5

9

23:0

0-2

3:5

9

Received mail

Sent mails

Trashed

Dialed calls

Received calls

Alone

F-t-F

Telco/chat

SMS Inbox

SMS sent

O'clock time

Received mail Sent mails Trashed Dialed calls Received calls Alone F-t-F Telco/chat SMS Inbox SMS sent

I (a) A working day is blurred

25

I (b) A working day is a continuum of changing workspaces

Working in solitude Working face-to-faceWorking virtually

Asynchronity

Synchronity

A

L

O

N

E

W

I

T

H

M

A

N

Y20:15

13:30

11:4510:35

08:35

office

08:55

12:55

10:10

07:35

home

15:0714:10

08:20

bus16:15

17:30

21:37

26

II CONTENTS OF WORK: COGNITIVE

REQUIREMENTS OF SOLO WORK

Required level of

cognitive regulation

When working alone my work consists of …. %

Doing routine tasks e.g. reserving tickets, organizing and booking meeting

rooms, registration of working hours, doing travel bills, room

reservations, reading news mails

18

Working based on familiar

rules and guidelines

e.g. working on e-mails (answering simple questions),

standard answers to customers like “for what we are

working”, classifying mails, continuing others’ work

14

Applying rules and

guidelines in many familiar

contexts

e.g. customising based on a basic set of offerings 15

Combining familiar rules and

guidelines in new contexts

e.g. identifying the mobility needs among internal

customers, complex customising

31

Creating new plans and

solutions

e.g. usually done in groups by brainstorming, considering

new technologies that could be utilised, forecasting future,

doing drafts 0.1, documents to be worked on with others

22

ALL together 100

27

III FROM SOLO WORK TO COLLABORATION:

COMMUNICATION CHAINS

KK

KK

LJ

JR

12:15

KK

D

14:56

14:50

16:50

16:51

16:5416:53

16:52

16:49

16:58

17:00

17:01

23:23

23:55

17:05

An example of a simple SMS message chain from D to

KK, LJ and JR

- Combined multimedia chains are used for analysing information and creating new knowledge

- May consist of 30-40 persons, may last from some minutes to several months

- Not well-managed

28

III SYNCHRONOUS COMMUNICATION AND

COLLABORATION WITH OTHERS: TYPES AND PURPOSES OF

MEETINGS

Calls: much less than e-mails, a bit more than SMS

Online chat: quite popular, used for quick checking

Small and large teleconferences supported by online chat and shared documents were used for exchanging information and opinions

Face-to-face meetings with teleparticipants were organised quite often, not functioning well

Small official and ad hoc face-to-face (2 persons) meetings were very popular and successful used for all purposes

Larger (2-4 persons) meetings are best for problem solving and generating ideas

Large (5-10) used for exchanging information, one-way sharing

Really large (more than 10) used for distributing information often participants started to work in solitude!

Larger (3-5) ad hoc f-t-f meetings were problematic

The most satisfactory meeting: a meeting with success and progress

The most unsatisfactory meetings: no progress, waste of time

29

PUR-POSE

Calls (n=146)

Chat o-to-o (n=12)

2-4 (n=3)

5-10 (n=5)

f-t-f + telep.

(n=4)

f-t-f

o-t-o

(n=25)

2-4

(n=16)

5-10

(n=8)

Large

10

(n=2)

Ad hoc

f-t-f

(n=24)

2-5

(n=7)

Getting to know s-body

+2 +2 0 0 +2 +7 +6 +6 +1 +1 +1

Exchag-ing opinion

+8 +4 +2 +5 +3 +11 +9 +11 +2 +8 +4

Persua-tion +2 +3 0 -2 +3 +9 +8 +4 0 0 -1

Bar-gaining 0 +2 +1 +1 +3 +6 +4 +2 -2 0 -1

Exchag-ing info

+8 +4 +7 +10 +6 +10 +9 +8 +8 +12 +4

Resol-ving disagr.

+1 +2 0 0 -1 +6 4 +2 -2 0 -1

Prob-lem solving

+7 +6 -1 -2 -1 +7 10+ +4 -2 +8 +3

Gene-rating ideas

+2 +3 -2 0 -3 +7 +9 +3 -3 +5 +5

Face-to-face

PresenceYes

No

No

Online withother(s)

Yes: several

Mediated/ virtual

Yes

Socialabsence

Dual presence

Virtual presence

Multi-presence

Online+ Asynchronous/Delayed

Types of communication and collaboration events

Socialpresence

Physicalplace

31

IV USE OF PHYSICAL SPACES: (A)

WORKING IN MANY WORKPLACES

Home

33 %

Main workplace

37 %

Other company workplaces (other

offices)

18 %

Other workplaces (ext-company)

1 %

Third places (seminars, hotels,

city …)

5 %

Vehicles

6 %

32

IN

MANY

PLACES

IV Use of physical spaces: (b) changing places

33

ESCAPE FROM OFFICE: EXTERNAL AND

INTERNAL INTERRUPTIONS IN WORK

(retrieved from Gonzalez & Mark, 2005, 118).

34

V ICT TOOLS IN USE

Media in use Indispensable Ideas to improve

- Basically the same standard tools.

- Phone (calls, sms, smash, push, e-mail, chat, intranet, internet, contacts, calendar), laptop (e-mails, power point, sametime chat, teleconference, online presence, Trackview, Lotus Notes-based Teamroom for documents, intra- and internet, mindmap, hour reporting, MsOffice), paper documents, PostIt, Locus magazine, Irma for showing slides with phone.

- Most team members have a home office connection.

- It depends on what you are doing. For making things to happen, chat is the number one. Although other person is in a meeting, by using chat you can manage things. Chat is unnoticeable. Nobody waits for long answers, just quick ones. Instead of putting things into mailbox, it is good.

- If PC is taken off, everything becomes paralyzed.

- E-mail is the best and worst media: quick, multifaceted, mobile access but used too much.

- E-mails are used too many. Instead all the material could be put to Teamroom and the e-mail would just include links.

-There are too many meetings.

- Because e-mails are used so much, other tools are suffering.

- Needs for videoconference if it would be properly arranged. It is a hindrance to get opposite side to a right place.

- Centralized calendar is a problem, because you cannot know where the others are, and traveling may take some time.

- Virtual meetings tools should be more flexible.

- Communication tools are not problems as such; people just do not know how to communicate.

Research assignment: a day in a life of a knowledge worker

PURPOSE OF THE STUDY

This method is used to collect data from the

physical, virtual and social working

environments of a knowledge worker during

his/her working day. In addition, feelings and

moods of a subject is collected. The study is done

as collaboration between a subject and a

researcher. The purpose is to find out, what kinds

of positive and negative factors there are in work

and working context from the viewpoint of work

fluency. The data is collected by pre-interviews,

self-observations and/or shadowing of a subject,

and complemented with retrospective interviews.

I PRE-INTERVIEW

The purpose of the meeting and interview is to

get to know the subject and his/her work (e.g.,

what (s)he is doing) and working environment

(e.g. what kind of organization). Write up main

points and if possible record the session. Also ask

documents if available telling about the

organization and work.

In this meeting, you should tell him/her about

the research and its background and also AGREE

about the next steps!

II ACTUAL DATA COLLECTION

Each subject writes down (a) point of time, (b) event/task (what (s)he is doing and (c) his/her observations relating to different spaces (see FORM FOR SELF-OBSERVATIONS).

The form is filled from morning till evening. The focus is on work events and places where they are done.

Point of time, events/tasks and places

Typically there are several places to work, and a person is doing many tasks during a day. The basic idea is to identify those hindrances that make working difficult and also those features (enablers) that help or facilitate working making it fluent. Usually there are from 3 to 10 events/task/places to be used during a working day.

Make an observation and a note always when working place and/or event (task) clearly changes.

FORM FOR SELF-OBSERVATIONS FOR A

SUBJECT (COPY AS MANY AS NEEDED)

Point in time:

1. Place and task/event:PHYSICAL SPACE VIRTUAL SPACE SOCIAL SPACE MENTAL SPACE

Point in time:

2. Place and task/event:

Point in time:

3. Place and task/event:

Point in time:

4. Place and task/event:

Point in time:

5. Place and task/event:

III INTERVIEW

A researcher interviews a knowledge worker, for

example next day or day after it.

In the interview, the form (FORM FOR SELF-

OBSERVATIONS) filled by the subject and

Knowledge WorkSpace picture are used.

A researcher makes notes and record the

interview for later transcription.

Knowledge work

and tasks

3. What did you do in this place?

(your task)

4. How complex was your task? (1-5)

23. Did you accomplish your task?

(1-5)

24. How well did you succeed in your task?

(1-5)

Physical space

1. Where are you just now? (photo)

2. Please, name the place:____ (audio, text)

5. What were positive aspects of the place?

(audio, text)

6. What were negative aspects of the place? (audio,

text)

7. How functional was the place for your task (1-5)

Virtual space

8. What ICT tools did you use? (audio, text)

9. Which were the most functional tools?

10. What problems did you have in using tools?

(audio, text)

11. How functional were the tools for your task?

(1-5)

Mental space

16. How did you feel the event in all? (text, audio)

17. How well did you perform? (1-5)

18. Was you absorbed in what you was doing (1-5)

19. Did you feel stress? (1-5

20. Did you feel energetic? (1-5)

21. Did you feel enthusiastic? (1-5)

22. Did you feel creative? (1-5)

Social space

12. With whom did you interact?

(photo, audio, text)

13. What were positive aspects of

interaction? (audio, text)

14. What were negative aspects of

Interaction? (audio, text)

15. How successful was your

interaction? (1-5)

Knowledge WorkSpace

Scale 1-5:

1 = not at all

2 = little

3 = to some extent

4 = much

5 = very much/well

OBSERVATION SUMMARY FORM

FOR A RESEACHER

1. Place and task/event (questions 3, 4, 23, 24):

Eg. home

PHYSICAL SPACE (questions 1, 2, 5, 6, 7)

+ =

- =

VIRTUAL SPACE (questions 8-11)

+ =

- =

SOCIAL SPACE (questions 12-15)

+ =

- =

MENTAL SPACE (questions16-22)

+ =

- =

2. Place and task/event:

Fyysinen tila

+ =

- =

etc etc etc

3. Place and task/event:

Fyysinen tila

+ =

- =

4. Place and task/event

etc

5. Place and task/event

IV DATA ANALYSIS AND SUMMARY

After data collection period, the researcher

compiles all the data and summarizes the main

observations to the OBSERVATION SUMMARY

FORM FOR A RESEARCHER

AN EXAMPLE OF A FILLED

ORSERVATION SUMMARY FORM

1. Place and

task/event

(questions 3, 4, 23,

24):

PHYSICAL SPACE

(questions 1, 2, 5, 6,

7)

+ =

- =

VIRTUAL SPACE

(questions 8-11)

+ =

- =

SOCIAL SPACE

(questions 12-15)

+ =

- =

MENTAL SPACE

(questions16-22)

+ =

- =

2. Place and

task/event: at home,

skype meeting

+ = peaceful

- = no

+ = laptop ok

- = voice problems in

skype

+ = progress in

research plan

- = not mutual

understanding

+ = good feeling about

progress, rest

- = children coming from

school and “shouting”

3. Place and

task/event: at a

customer, listening

lectures and

sending emails

+ = usual

auditorium

- = a bit cool

+ = wlan working well

- = microphone failures

+ = easy to sit and

lesson

- = one-way

communication

+ = peaceful

- = bored

4. Place and

task/event

etc

5. Place and

task/event

V FINAL REPORT

The research and its findings are documented as a final assignment report. Its length is from 8-10 pages in addition to appendixes. See reporting below:

Contents

1. Introduction (including research questions)

2. Theoretical background

3. Research design and methods

4. Findings

4.1 Facilitating issues

4.2 Hindrances

5. Discussion and conclusions

- Main observations

- Develoment and design proposals

References

Appendixes

PHYSICAL PLACES

1

2

3

4

5

Wor

kroo

m a

t TKK

Wor

kroo

m a

t TKK

Wor

kroo

m a

t TKK

Mee

ting

room

314

1 at

TKK

Wor

kroo

m a

t TKK

Wor

kroo

m a

t hom

e

Finpr

o lobb

y

Finpr

o au

dito

rium

Micro

soft

offic

e

Wor

kroo

m a

t hom

e

Tram

7b

Sem

inar

room

at D

epar

tmen

t of P

sych

olog

y

Wor

kroo

m a

t TKK

Kar

los

Artto's ro

om a

t TKK

Wor

kroo

m a

t hom

e

Wor

kroo

m a

t hom

e

Mee

ting

room

310

4 at

TKK

Wor

kroo

m a

t hom

e

Train fr

om P

asila

to T

urku

Turku

am

k m

eetin

g ro

om

Train fr

om T

urku

to P

asila

Wor

kroo

m a

t hom

e

Tram

7b

Mav

i mee

ting

room

Wor

kroo

m a

t TKK

Mee

ting

room

310

3 at

TKK

Wor

kroo

m a

t TKK

Wor

kroo

m a

t hom

e

How complex was your task?

PLACE, STRESS AND CREATIVITY

1

2

3

4

5

Wor

kroo

m a

t TKK

Wor

kroo

m a

t TKK

Wor

kroo

m a

t TKK

Mee

ting

room

314

1 at

TKK

Wor

kroo

m a

t TKK

Wor

kroo

m a

t hom

e

Finpr

o lobb

y

Finpr

o au

dito

rium

Micro

soft

offic

e

Wor

kroo

m a

t hom

e

Tram

7b

Sem

inar

room

at D

epar

tmen

t of P

sych

olog

y

Wor

kroo

m a

t TKK

Kar

los

Artto's ro

om a

t TKK

Wor

kroo

m a

t hom

e

Wor

kroo

m a

t hom

e

Mee

ting

room

310

4 at

TKK

Wor

kroo

m a

t hom

e

Train fr

om P

asila

to T

urku

Turku

am

k m

eetin

g ro

om

Train fr

om T

urku

to P

asila

Wor

kroo

m a

t hom

e

Tram

7b

Mav

i mee

ting

room

Wor

kroo

m a

t TKK

Mee

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Organizations and Networks 8, March 2007, 28-52. Vartiainen, M., Hakonen, M., Koivisto, S., Mannonen, P., Nieminen, M.P., Ruohomäki V. & Vartola, A. (2007) Distributed and mobile work – places, people

and technology. Helsinki: Gaudeamus.Vartiainen, M. (2008) Facilitating Mobile and Virtual Work. In: Wangel, C. (Ed.) 21st Century Management, A Reference Handbook, Vol. II, pp. 348-360.

Thousand Oaks, CA: Sage.Vartiainen, M. & Andriessen, J.H.Erik (2008) Virtual team-working and collaboration technologies. In: Chmiel, N. (Ed.) An introduction to work and

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