Design strategy to foster the collaborative experience between cross generations in the workplace MA Final Project Proposal
Maitreyee Muley | MA Candidacy Review | DMGT 565 | Fall 2019 | Savannah College of Art and Design
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Table of contents: 01
What is Design Management?
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Subject of study
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Problem statement
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Opportunity statement
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Target audience
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Purpose of study
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Scope of study
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Research methodology
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Umbrella question
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Research matrices
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Map of research space
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Research activities
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Project Timeline (Gantt chart)
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Bibliography
Design thinking and innovations
Effective storytelling
My definition for Design Management
Collaboration
Design Management
Design management is a creative problem solving process that aligns collaborative practices by creating value for both the users and the businesses. It utilizes design thinking based on user-centered research, visualization and collaborative team work to address challenges and develop innovative solutions.
Design Strategy
Organizational strategy
Business
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Subject of study To explore and research how design thinking methods could be leveraged to improve collaboration across generations to foster a better workplace culture and enable their working experience to be seamless.
Design thinking methods Design thinking is a problem solving process that puts users first and centered. Design thinking provides various methods to put users first throughout the design and development process. (2017 Digital intent, “The Design Thinking Process”)
Cross-generational employees Due to shifting workforce demographics” – Compared to 2010 workforces, “Age, gender and ethnicity” will challenge employers as five generations cooperate together in the workplace, and bringing them together. (Meister, J. and Willyerd, K. 2010 The 2020 Workplace How Innovative Companies Attract, Develop, and Keep Tomorrow's Employees Today). Workplace culture Since 2012, the definiton for a workplace culture is the shared values, belief systems, attitudes and the set of assumptions that people in a workplace share. This is shaped by individual upbringing, social and cultural context. In a workplace, however, the leadership and the strategic organizational directions and management influence the workplace culture to a huge extent.
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Problem statement The current dynamics of workplace demographics is taking a huge shift in the workplace culture. In the recent past, the demographic shifts and data analytics are spurring change in the workplace. The study shows that Gen Z workers are expected to comprise 36 percent of the workforce by 2020 and baby boomers will work longer putting off retirement. Gen Zers’ independence ties into their competitiveness, but they generally like to work alone. Many of them prefer to have office space to themselves, rather than an open, collaborative workspace. The workplace entrance of Generation Z will only increase the complexity of managing and working across generations, especially considering that more than 75 percent of workers identify "managing multi-generational teams" and "different work expectations across generations" as challenges. Employers will face a huge challenge: to recruit, develop and motivate employees of all ages and backgrounds amid breakneck change. Soon, five generations of employees will work together at once, from aging Traditionalists and Baby Boomers to “Generation 2020” – people born after 1997. By 2020, offices will be mobile to serve employees and team members stationed around the globe. The best employees will demand innovative, imaginative contracts. Employers who are unable or unwilling to supply such new paradigm agreements will come up short – and suffer accordingly – as they try to recruit top talent (Willyerd, 2010). For the first time in history, there will be four generations working together in the same workforce, often in the same workplace. Traditionalists, Baby Boomers, Gen X, Gen Y and now Gen Z. The challenge is to respect each group’s values and understand their work styles.
92%
US population growth is attributed to ethnic groups: The old minority is the new majority.
25%
US workforce will have 55 or older age employees, a dramatic increase over the past.
33%
Gen Z wants to work on their own and judged on their own merits rather than those of their teams. They want a physical space rather than a collaborative space.
41%
Multi-generational workforce increased the risk of conflicts in the workplace.
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For my own growth and development: This study will help me configure a new career path as a design researcher and strategist by converging my expertise in spatial design and leveraging the power of human centered design thinking toolkit in various design organizations. This study provides a new meaning and direction to the way designers configure current projects. It takes the spatial design beyond the realm of functional aesthetics and integrate it with human needs and company’s business goals. This study will help and create new avenues for designers to integrate this new trend of human centered approach in practice which will ultimately benefit their own company and their business goals. Also, my internship experience for summer as a workplace strategy intern will help me explore more about this study and give me primary access to the user groups.
Opportunity statement There is an opportunity to recognize the challenges and issues faced between cross-generational employees in global workplace culture and integrating the values and beliefs of an individual into a cohesive workplace ecosystem with meaningful inter-relationships and the nature of working by create a design strategy to foster collaboration and engagement.
For the discipline of Design Management: According to Design Management Institutes's definition: “On a deeper level, design management seeks to link design, innovation, technology, management and customers to provide competitive advantage across the triple bottom line: economic, social/cultural, and environmental factors.” This project will not only benefit a specific group of people, but it will also involve multiple factors like social, environmental, technology and educational factors. (Design Management Institute, 2019) For the world at large: Due to the shifting trends at workplaces, the cross culture and generation collaboration is the next thing in demand. The challenge would be managing these different generations in respect to each group’s values and understand their work styles. This could be achieved by leveraging design management methods to facilitate the change which involve employees by letting them know the importance of collaboration in the teams. This is necessary as a person spends more than half of the time in their workplace and with some planning and the mindset that we can learn something from the employees of every age, workplace harmony can be achieved. The first step in achieving this goal would be to have everyone get along and understand where each generation is coming from, their values, beliefs, their culture and their geographical context.
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Target audience The target audience for this project are:
Primary audience
Cross generational employees: The primary target audience of this project include all generation employees from Baby Boomers (Age 55-70), Gen X (Age 38-54), Millennials or Gen Y (Age 22-37), Gen Z (Age 04-22). The primary target would be the Baby Boomers, Gen X and the Gen Y who work intensively in the workplace and experience different values and beliefs.
Management: The secondary target audience of this project includes the Managers, CEO’s and the human resources department of the organization as well. These people define the organization’s culture and set some values for it.
Secondary audience Tertiary audience
Organizational design specialists: The tertiary target audience of this project will be the strategists, interior designers, social workers, brand developers, key partners, and design consultants.
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Purpose of study
The focus of this study is to create a new framework and a design strategy in order to integrate collaborative experience between different generational employees working in a workplace culture. This study will build upon, existing workplace strategy frameworks formulated by design companies will be utilized. Design companies like Gensler, Steelcase, MMoser associates, HOK, Perkins+Wills, DEGW have been developing workplace strategies at an organizational level and taking them beyond the references of aesthetics and form.
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Context:
Content:
There have been several case studies and some market offerings towards defining the problems between different generations in a workplace and their problems in the collaboration for an efficient workplace culture focusing on engagement, productivity and wellbeing.
By utilizing design management methods and strategies, this study aims to understand the nature of working of different generations in the workplace culture and how it co-relates to the productivity and engagement in the organization. Once the data is collected it will be analyzed and synthesized into key insights for further developing an offering which allows for an improvement in the relationship between different generation employees working together in global workplaces.
Scope of study
Subject:
Location and Time:
The subject of this study include employees of different demographics in global workplaces and their CEO’s and managers, also the human resources as well.
Savannah, GA and San Francisco, CA USA. Spring 2019 Summer 2019 Fall 2019
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This project is framed as a qualitative contextual case study. According to Sharan B. Merriam (Introduction to Qualitative Research, 2008 p.8), “Contextual research involves a researcher going out into the users environment to observe and understand, first-hand how an existing or potential product or system is influenced by the wider context of users lives. This immersion not only allows unexpected needs, opportunities or challenges to be uncovered, but also offers a means of re-evelauting assumptions about what users needs actually are.” The context could be informed by secondary data and by primary research findings. Primary research is an important tool for this study due to its socio-cultural aspect. The aim is to understand the cross generational interactions taking place within a workplace and its relevance in terms of collaboration within organizational culture.
Research methodology
In-depth Interviews with subject experts will be utilized to shortlist the global companies in the early stages of the project. Interview scripts and observation sheets will be developed to collect data from users. The following pages show the research matrix that was developed to define the research buckets to aid the research process. Design Management methods, Generational difference, Collaboration and workplace culture are identified. As a design ethonographer, I will set a research methods, data collection methods, analysis and synthesis methods to identify the problems, patterns, and themes of the subject of study under investigation. These would be extracted from the books such as 101 Design Methods, Universal Design methods and other methods that are currently being used in the industry. Further to which a market strategy will be created for the proposed offering.
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How Might We..
How might we use design management methods to improve collaboration across generations to foster a better workplace culture?
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How might we describe design management methods?
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How might we describe the breakdown of generations in the current workplaces?
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How might we describe workplace culture?
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Research matrices
The research matrices are a breakdown of the umbrella question into sub and sub-sub questions. It allows us as user researchers to breakdown the questions we want to ďŹ nd answers for through the length of this project.
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Umbrella question: How might we use design management methods to improve collaboration across generations to foster a better workplace culture?
1. How might we describe design management methods?
What do I need to know?
Why do I need to know?
What kind of data will answer this questions?
1a. How might we describe design management?
Description of design management as field for academic study and professional practice. Need to know the research methods.
To understand the value that design management can create for this study. Also, to understand the field of study and to provide context for this study.
Qualitative data about design management.
1b. How might we describe design management methods that can be utilized in this study?
An overview of the several design management methods and research tools and why, how and where can they be used.
To know which methods are useful for this study and for an effective application in the context of this project.
Qualitative data about design management tools and their application.
The results that the research and design management can potentially produce.
To be able to prove and explain the audience/user the benefits of design management.
Qualitative data about design management tools and their application.
1c. What are results and impacts of using design management methods?
Where this data can be found?
Secondary research: SCAD library, DMI website, Scholarly articles, books Primary research: Interviews, faculty
Secondary research: SCAD library, DMI website, Scholarly articles, books Primary research: Interviews, faculty
Secondary research: SCAD library, DMI website, Scholarly articles, books Primary research: Interviews, faculty
What type of research Who can I and data collection contact for access? methods are needed?
When do I need to get a hold of this data?
What will I learn from this data?
Research methods: Literature reviews, in-depth interviews, observations, Data collection, Note taking, Audio recordings, Cultural probe
Professors, Subject-matter experts, SCAD alumni
To get a deeper understand of DMGT methods and how to articulate them
Research methods: Literature reviews, in-depth interviews, observations, Data collection, Note taking, Audio recordings, Cultural probe
Professors, Subject-matter experts, SCAD alumni
Applying and determining which methods might be useful for this study.
Research methods: Literature reviews, in-depth interviews, observations, Data collection, Note taking, Audio recordings, Cultural probe
Professors, Subject-matter experts, SCAD alumni
Spring 2019 Summer 2019 Fall 2019
I will understand the relevance of design management methods to my area of study. Analysis from the application of design management methods.
01 What might I be missing?
Perspectives might differ and new studies might not be covered
All the methods might not be known.
Impacts are difficult to measure and results are unknown until one reaches the final phase in the process.
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Umbrella question: How might we use design management methods to improve collaboration across generations to foster a better workplace culture?
2. How might we describe the breakdown of generations in the current workplaces?
What do I need to know?
Why do I need to know?
What kind of data will answer this questions?
Where this data can be found?
2a. How might we describe the breakdown of different generations working together in the workplaces?
The definition of different generations and understanding of the terms like Baby Boomers, Gen X and Gen Y
To know the varied perspectives of employees and identify their core needs to enhance their collaboration in the workplace
Qualitative data about the meaning of cross-generations working process and better understanding of Baby Boomers, Gen X and Gen Y
Secondary research: SCAD library, DMI website, Scholarly articles, books
2b. How might we describe the current nature of working for the different generations in the workplace?
The meaning of working and how to work would be different for every individual working in the workplace
To understand the nature of working for every employee and their values and beliefs related to the working practices
Qualitative data about the individual employee’s working process through case studies and in-depth interviews
Secondary research: SCAD library, DMI website, Scholarly articles, books
The measure of improving collaboration and how it effects can be understood
To be able to interpret the change and impact that might occur through this study
Qualitative data about the individual feeling of what they mean about collboration and the importance to them
Secondary research: SCAD library, DMI website, Scholarly articles, books, facilitative workshop
2c. How might we describe a collaborative environment for these different generations in order to work together?
Primary research: Interviews, faculty
Primary research: Interviews, faculty
Primary research: Interviews, faculty
What type of research and data collection methods are needed?
Who can I contact for access?
Research methods: Literature reviews, in-depth interviews, observations, Data collection, Note taking, Audio recordings, Cultural probe
What will I learn from this data?
What might I be missing?
Employees at workplaces, Managers, Executives, Human resources
Deeper understanding into the core of this study so as to find better opportunities
Inability to understand the subject deeply due to lack of experience and expertise
Research methods: Literature reviews, in-depth interviews, observations, Data collection, Note taking, Audio recordings, Cultural probe
Subject matter experts such as professionals from different backgrounds, Social workers
The requirements of individuals to fulfill their expectations to collaborate effectively in the workplace
Every individual’s problems could be subjective and sometimes hard to interpret and articulae in words
Secondary research: SCAD library, DMI website, Scholarly articles, books
Employees at workplaces, Managers, Executives, Human resources
The impact of the solution produced through this study and the measurement of success
Change is difficult to measure and it might take time to judge the effects of improvements on collaboration within different generations in the workplace
Primary research: Interviews, faculty
When do I need to get a hold of this data?
Spring 2019 Summer 2019 Fall 2019
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Umbrella question: How might we use design management methods to improve collaboration across generations to foster a better workplace culture?
3. How might we describe workplace culture?
3a. How might we describe global workplace culture?
3b. How might we describe the organizational culture related to engagement, productivity, values etc.?
3c. What is the relation between workplace culture and the employees work there?
What do I need to know?
Why do I need to know?
What constitutes a To understand the global workplace? extent of this study Defining the number of employees to specify the target audience
What kind of data will answer this questions?
Where this data can be found?
What type of research and data collection methods are needed?
Who can I contact for access?
Qualitative data about defining a global workplace
Secondary research: Case studies, surveys and data particularly about the global workplaces
Research methods: Literature reviews, scanning popular media
Secondary research: Case studies, surveys
Research methods: Literature reviews, scanning popular media, trends matrix
Quantitative data regarding the number of employees
Understanding of the workplace’s organizational culture in global workplaces and how might it vary from other types of organizations
To understand the context of this study and what all is considered as part of global workplace culture
Qualitative data about global workplace culture based on specific case studies
The elements of a workplace culture and how it might affect the engagement with other employees
To gain in-depth understanding of the relation and the complexity of the situation
Qualitative data about various types of workplace cultures and how they affect the relation between them
Primary research: In-depth interviews
Secondary research: Case studies, Literature reviews Primary research: In-depth interviews, subject matter experts
When do I need to get a hold of this data?
What will I learn from this data?
What might I be missing?
Subject matter experts, professionals from the industry
The definition of a global workplace and the features defines it
Finding trusted sources for this information could be tricky
Subject matter experts, Professionals in the industry, Human resources
The common elements of global workplace culture and what all is considered when communicating an organizational cultural values
Subjectivity of the global workplace culture as it might vary according to the beliefs and values of various organizations, People might say something but not practice it
Reveal the hidden connections of the workplace culture from different generations and their effect on each other
The data might be very situational and subjective, People don’t always say what they do
Data collection: Note-taking
Data collection: Note-taking, audio recordings
Research methods: Literature reviews, Popular media scan, Trends matrix, Participant interviews Data collection: Note-taking
Employees at workplaces, Managers, Executives, Human resources, Subject matter experts, Interior designers and design strategists
Spring 2019 Summer 2019 Fall 2019
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Martin, B. & Hanington, B. (2012). Universal Methods of Design Kumar, V. (2013;2012;). 101 Design Methods Muratovski, G. (2016). Research for Designers Lockwood, T. (2010). Design Thinking DMI (n.d.). Merriam, S. (2009). Qualitative Research: A Guide to Design and Implementation
Maps of research space The ecosystem map shows different parameters to be developed and evolved in different stages. In this visualization the research intent, emerging topics and their interactions are important.
Design management
These relationships are synthesized in this ecosystem map. The referred secondary research publication resources are listed in each overlapping area.
Simons, A. (2009) Changing workplace demographics. 5 CPA Prac. Mgmt. F. 15 Kapoor, C., & Solomon, N. (2011) Understanding and managing generational differences in the workplace, Worldwide Hospitality and Tourism Themes Glass, A., (2007) Understanding generational differences for competitive success, Industrial and Commercial Training Myerson, J. & Bichard, J. (2010) New Demographics New Workspace: Office Design for the Changing Workforce Berson, S. (2015) Managing millennials: bridging this generation gap takes time, talking. ABA Journal Sackmann, S. & Phillips, M. (2004)Contextual Influences on Culture Research: Shifting Assumptions for New Workplace Realities
Foster collaborative experience Cross generational employees
Workplace culture
Lee, S. J. & Shah-Hosseini, S. (2013). How does an international company ensure that its culture remains intact while also be flexible enough to cater to local behaviors? Smith, D. (2017, December 18) How to Define and Build a Great Organizational Culture in 2018 Epley, N. & Kumar, A. (2019). How to design an ethical organization? Lockwood, T. & Walton, T. (2008). Building Design Strategy – Using Design To Achieve Key Business Objectives
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Research activities Research would begin with secondary research and primary research about the subject. Data collection methods like trends matrix, era matrix, buzz reports, ethnographic interviews, observations, cultural probe, affinity diagramming etc. will be used to generate data. DATA COLLECTION
DATA PROCESSING
After the data is collected, the next step for the study would be to convert the audio, video and textural data into the data points. The data points would later be clustered using methods like affinity diagramming, empathy mapping, journey mapping etc. This would help make sense of the data, find the gaps and uncover new connections.
RESEARCH ACTIVITIES
DATA ANALYSIS The processed data will then be analyzed and key insights will be framed. This stage requires the researcher to think critically and generate frameworks such as empathy maps, persona's, ERAF maps, semantic profiles etc. to gain a clearer perspective.
DATA SYNTHESIS This stage will allow the researcher to identify user pain points and probable opportunity areas. There is also a possibility for reframing the problem and continuing to make sense of the insights. Design criteria will be created which will further help in concept ideation and creating a framework.
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Project time-line
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05
Know context
Explore concepts
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Frame insights
Discover
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01
Realize offerings
Sense intent
Deliver
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03
Frame solutions
Know people
Define
Develop
Fall quarter timeline Week 1
Week 2
Week 3-4
Week 5 Mid terms
Week 6-7
Week 8-9 Mid terms
Week 10
Process Book 16
Bibliography Simons, A. (2009). Changing workplace demographics. 5 CPA Prac. Mgmt. F. 15 Retrieved from https://heinonline.org/HOL/LandingPage?handle=hein.journals/cpamanf5&div=43&id=&page=&t=1556779554 This journal explains the changing workplace demographics and the opportunity that lies between all the different age groups i.e. traditionalists, baby boomers, Gen X and Gen Millennial. This source is been categorized in 4 different types of generations and their nature of working in the workplaces. To understand where each generation is coming from and how workplace harmony can be achieved.
Kapoor, C., & Solomon, N. (2011). Understanding and managing generational differences in the workplace, Worldwide Hospitality and Tourism Themes, Vol. 3 Issue: 4 pp.308-318 Retrieved from https://doi.org/10.1108/17554211111162435 This literature review talks about the modern workplace and its demographics. It consists of 4 different types of generations for the first time in history. Each generation has been heavily influenced by the events of their time, which creates the new challenges for the other employees to work together.
Glass, A., (2007). Understanding generational differences for competitive success, Industrial and Commercial Training, Vol. 39 Issue: 2, pp. 98-103 Retrieved from https://doi.org/10.1108/00197850710732424 This article helps deeper understanding of the differences that can divide generations and explore the benefits and necessity of creating and leveraging a multigenerational workforce. The different backgrounds and life experiences result in five areas of potential workplace strife surrounding their differing expectations, distinct work ethics, and deep seated attitudes. Opposing perspectives and diverse motivators.
Intent, D. (2017, July 25). The Design Thinking Process – Digital Intent – Medium. Retrieved from https:// medium.com/@digintent/design-thinking-processca3caaff29c1 This article shows a general understanding of what is Design thinking and also talked about the design thinking methodology in details. It provides the basic design process and explains tools and methods that could be used in the process.This article helps me better understand and define design thinking. It also inspired me of how design thinking methods can be used in my project.
Meister, J. and Willyerd, K. (2010). The 2020 Workplace How Innovative Companies Attract, Develop, and Keep Tomorrow's Employees Today This book will huide me to the innovative strategies that the best companies are using to create a workplace that the best talent chooses—both today and in 2020. My research would aim to offer a design strategy to plan a winning battle for the workplace employees to collaborate.
DMI (n.d.). What is design management? Retrieved from https://www.dmi.org/page/What_is_Design_Manag On this page, the Design Management Institute claims their understanding of what is design management and the scope of design management.It gives a clear definition of what is design management and helps me to think of how design management methods could be applied in my project.
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Merriam, S. (2009). Qualitative Research: A Guide to Design and Implementation The book is designed to help the researcher for small-scale social research and which will help me find different methods to research about my project.
Muratovski, G. (2016). Research for Designers The book Research for Designers is an essential toolkit for a design education and a must-have for every design student who is getting ready to tackle their own research and since my study is based on the same path I will utilize this book to the fullest.
Kumar, V. (2013). 101 design methods: A structured approach for driving innovation in your organization. Hoboken (NJ): J. Wiley. The book detailed introduces the process of design and all methods that can be used in each phase. This is the most important handbook for design research. Most of the research method I chose for my project are from this book. And when execute the research, this book will be the most important guidance.
Martin, B. & Hanington, B. (2012). Universal Methods of Design: 100 Ways to Research Complex Problems, Develop Innovative Ideas, and Design Effective Solutions The book Universal Methods of Design is an immensely useful survey of research and design methods used by today's top practitioners, and will serve as a crucial reference for my study of this project.
Lockwood, T. (2010). Design Thinking: Integrating Innovation, Customer Experience, and Brand Value It confirms that design, as a process and as an output, has greater opportunity to add value to the bottom line than any other business function. The book explores fundamentals and methods of design thinking supported with unique point-of-views, techniques, and hands-on case studies from a team of international thought leaders.
Lockwood, T. & Walton, T. (2008). Building Design Strategy – Using Design To Achieve Key Business Objectives The book Building Design Strategy offers a compendium of fresh thinking about the power of design in business, where the lines blur. It’s about how and why, a fresh perspective, and reminds us strategy is not about the corporate organization chart. It’s open to smart thinking from everyone, designers included which will help me articulate the design strategies for my project.
Lee, S. J. & Shah-Hosseini, S. (2013). How does an international company ensure that its culture remains intact while also be flexible enough to cater to local behaviors? Retrieved from https://digitalcommons.ilr.cornell.edu/cgi/viewcontent.cgi?article=1022&context=student This article focuses on specifically the workplace culture and its relation with the employees working there. Every organization some or the other time becomes global, so it needs to ensure that its culture remains in its international offices while also being flexible enough to cater to local customs/behaviors? Additionally, what concrete actions can expat leaders take to cultivate the organizational culture abroad? This article will help me understanding the concept of the workplace culture.
Smith, D. (2017, December 18). How to Define and Build a Great Organizational Culture in 2018 Retrieved from https://medium.com/the-mission/how-to-define-and-build-a-great-organizational-culture-in-2018-f8b972e433b6 This article gives an overview of how a company’s culture is its identity. It is how the company views itself and how the company wishes to be viewed by the outside world… but, building the culture you want is not quite as easy as you may think and this is how it will help me for my study.
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Myerson, J. & Bichard, J. (2010). New Demographics New Workspace: Office Design for the Changing Workforce The book explains very important things about office culture and how offices shape the lives of millions of people. How we plan, design and equip them says a great deal about the culture of organizations, the mentality of managers and the motivations of staff. But getting the right balance between management efficiency and individual wellbeing is as elusive as ever. New Demographics New Workspace looks for answers in some new places.
Berson, S. (2015). Managing millennials: bridging this generation gap takes time, talking. ABA Journal Retrieved from http://www.abajournal.com/magazine/article/managing_millennials This article talks about the generation gaps between employees in the workplace and what are the way you can bridge that gap. This article would help me articulate my research and understand what are the values and beliefs of the employees of different generations.
Sackmann, S. & Phillips, M. (2004). Contextual Influences on Culture Research: Shifting Assumptions for New Workplace Realities Retrieved from https://journals.sagepub.com/doi/10.1177/1470595804047820 This article argues that different contexts in politics, economics, and society have shaped existing conceptions of culture in the field of international cross cultural management research, such as cross-national comparison (CNC) and intercultural interaction. This has led to different assumptions about culture that have, in turn, influenced research methodologies and research questions. An examination of recent changes that have impacted on work realities, and hence the research context, leads us to conclude that the assumptions underlying the dominant CNC perspective, as well as a fundamental construct in the intercultural interaction perspective, no longer fit most work contexts. We describe the multiple cultures perspective as an alternative research paradigm for investigating culture, since its underlying assumptions are shaped by the new work realities. Finally, we explore some key issues and challenges for researchers in the field that influence the way research is currently conducted and will be conducted in the future.
Epley, N. & Kumar, A. (2019). How to design an ethical organization? Retrieved from https://hbr.org/2019/05/how-to-design-an-ethical-organization This article talks about interventions to encourage ethical behavior which are often based on misperceptions of how transgressions occur, and thus are not as effective as they could be. Human behavior, values and nature of working is different for every individual and so its important for an workplace to design an ethical organization.
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Thank you :)