c o l l a b o r a t i o n
r e p o r t woodfordia design studio sorrel atkinson n8326401
The purpose of collaboration utilised during for the
this report is to address the methods that were used and the process of designing a cabin Woodford Folf Festival.
The brief was for a cabin design in which performers or visitors to the Woodford Folk Festival grounds can stay, in a comforting, relaxing atmosphere. The cabin had to embrace the ideals behind the Woodforde spirit and lore, and adapt to the surrounding environment. Each design team were compiled of a mix of design disciplines; Architecture, Industrial, Interior and Landscape Design. The four different disciplines came together in order to create this. This document outlines how each of the design fields, and the team members themselves, contributed to the final design outcome in terms of their individual knowledge and their collaboration methods.
Collaboration Collaborating means individuals coming together in a group or team in order to work together to create achieve a final goal or outcome. When completing work in a collaboration environment, discussion is had, ideas are shared, points are proven, and points are disproven. There are different stages when talking about collaboration, which makes collaboration successful. The beginning, middle and end. The beginning: -planning, analysing Individuals must be willing and able to adjourn together to work towards an initial vision. If an individual is not, this can negatively effective the collaborating efforts that others may put forward. Someone like this only contributes to the project and does not help the collaboration effort. In the beginning, it is also evident that different roles and ideals are brought forward from each member. Plans are made, systems for communication are developed and roles are established. The middle: -designing and building At this stage, ideas are being processed and advanced while others are being rejected. Individuals show their best skills and correspond with others which enhance their natural skill. A clear vision is stated, and tasks are set. Each member has to uphold their individual tasks in order to achieve the desired outcome. One person can be left to do the work. Tasks have to be divided up to the most qualified person who can also handle the responsibility. The end: -deploying This is where final decisions are made. Ideas from individuals have been laid out; these ideas are then collaborated with other ideas. Modifications are made and
In order to have a good, well rounded collaboration method, the individuals have to show respect to their co-works, maturity and a drive and passion to achieve the final goal. Members have to communicate well to each other, flexible with their own ideals, show maturity, stick to time restraints but all while having fun and an enjoyable experience. In terms of collaborative design, design and learning are social process, in which social interactions that arise among participants promote learning (Brezillon, 2002) It is difficult for someone to develop and finalise a design without the contribution or input of one or many. The giving and taking of ideas helps an individual expand on their ideas or even harden their original i d e a s .
Team m e n t a l i t y When talking about individuals who are collaborating towards a common goal, they can be either be defined as a working group or a team. Working Group: Individuals who gather to interact primarily to share information or perspectives and to make decisions to help each individual performance. There is no call for mutual accountability. (JMcManus, 2006) Team: People who gather together with complementary skills. They are committed to a common purpose, goal and working approach for which they hold themselves mutually accountable. (McManus, 2006) In terms of Gumnut Studios, a team mentality was upheld. In order to have a successful team, one has to look at the qualities that each team member exuberates. If the team is well-balanced, and has a well skilled set of individuals, the outcome that the team present will be highly effective. A team works together to drive their passion and skills towards a common goal.
A way of creating a team that works better together is to relate each member to Beldin’s Team Role Model. Dr. Meredith Beldin believes that there are two distinctive roles that team members play. The functional role: represents the functions that one has been hired to do. In terms of relating this to the Woodfordia project, disciplines were allocated to work with other disciplines as each have different skills and functions they can implement. The second role is, The team role: represents the personal attributes of an individual, which is formed by his personality and learned behaviour. Again, relating this back to the Woodfordia project, this describes the different skills each team member has, not just relating to their discipline but their life skills. Beldin belives that to achieve the best balance within a team, there should be a leader, someone to stimulate ideas, someone who maintains clarity and someone who makes things happen. As well as Beldin’s Roles, when talking about teams and collaborating, De Bono’s Thinking Hats Theory can also be discussed in order to understanding another layer of collaborating team dynamics. This theory is helps people be more productive, focused and mindfully involved. Each role is identified with a coloured symbolic “thinking hat.” By mentally wearing these “hats”, individuals can easily focus or redirect thoughts, the conversation or the meeting. (De bono, 2009)
g u m n u t s t u d i o s I am a team member of Gumnut Studios. We were composed of two Architects, an Industrial Designer, an Interior Designer and a Landscape Architect. We each had our own skills that we brought forth throughout the design process, as well as our understanding and knowledge into the background of our disciplines. During the process, each team member exhibited different qualities that contributed to the working dynamics of the team. The team came together to talk about each of our individual skills in terms of Beldin’s Roles. On top of that we also looked into De Bono’s Hats. Outlined is a brief description on the each team members.
ANGUS SHAW: Angus was the industrial designer of the group. He displayed great skills that were gladly utilised in Gumnut Studios. He has a high attention to detail, conveyed constructive criticism and was dedicated to his beliefs. When discussing Beldin’s Roles, the team reasoned that Angus was the Completer Finisher. He takes great care in ensuring the small details of the design were taken care of; details which others may overlook.
SARAH VIZE: Sarah was a motivational member of Gumnuts. She was very practical and brought to the table many ideas and different design opportunities that could be deployed and developed further. Sarah was crowned the Monitor in terms of Beldin’s Roles. She analysed each situation and proposed alternative options when she noticed something which was astray. She was strategic and judged accurately. According to De Bono’s Hats, Sarah was defined as the Black Hat. She saw the difficulties, weakness and dangers and acted accordingly with logic r e a s o n .
ELLY TITE: Elly was a very calming member of the team. She had good knowledge about not just her discipline, but others as well. She presented her ideas very well through the use of drawings and sketches. She was and is very organised when it came down to finalising the design. The Belbin Role that Elly was given was that of the Team Worker. Elly is co-operative, mild, perceptive and diplomatic. She listened, built and averted friction within the group. Elly always has an optimistic viewpoint that helps to see all the benefits of the decision, and the value in it, which makes her a perfect candidate for De Bono’s yellow hat. . MATT CARLETON: No one completed set tasks Gumnut Studios established at each team meeting as well as Matt did. He always showed up with the most work completed and in high detail. He is very dedicated to his work and gets the job d o n e . ¬ In terms of Beldin’s Roles, the team deduced that Matt was the Implementer. Matt turned the ideas into practical actions. He was disciplined, efficient and dutiful. His positive qualities were that he is very hard working and self-disciplined. The team gave the Blue thinking hat to Matt. This is the process hat. Matt thought ahead about what needed to be done, informed the group and from then organised certain s i t u a t i o n s .
Gumnut had a balance
Studios perfect of
leading, doing, thinking and socialising. We did not intend for this to happen, but we were lucky it did.
”..the essential purpose of group practise is to link and focus on the creative and critical facul ties of every member of the team, not just about one or two facets of the problem but upon every aspect at every stage..” – Middleton (1967,91)
the disciplines
The dynamics of Gumnut Studio changed and progress as the project changed and progressed. At the beginning of the project, during the initial research stage the team were still new to each other. We did not voice many of our own individual opinions and just went with what was happening. The group managed to present something to the criteria although not as well as what could have been done. This is because we weren’t familiar with each other yet. We didn’t know the skills that each team member possessed, and how we could efficiently utilise these skills. The second project the second project saw personalities within the group begin show, as well as the skills each team member had. We started voicing our own opinions on the project yet not wanting to tread on too many toes. We were becoming more comfortable around each other. The final stage of the design process saw us all becoming comfortable around each other. We did not mind voicing our own opinions over others’, but in the end we utilised these ideas to put forward a final decision. As result of this, Gumnut Studios produced a project we were all proud of.
The main ideals that the Industrial Designer brought to Gumnut Studios was their understanding on functionality and usability, while not forgetting the needs for the user. They considered the adaptability of spaces, and the adaptability of objects. This helped the group understand the spaces better and the comfort for the user. The Industrial Designer gave us a start, and the team pushed the ideas further together until we resolved any issues that could be seen. The Interior Designer played a big part in the designing process. They helped visualise the end result of the design. They did this by showing the group how a person would be situated in a certain space, and how this would affect their senses. They helped developed how a user of the cabin would move from one situation to another and the transitions they make partake in. The Landscape Architect had a great emphasis on creating functional outdoor spaces. They helped place an attachment to the site through design interventions thought out the cabin and its surrounds. This greatly helped the other disciplines as the Landscaper showed how an outside space can be shaped, moulded and designed in order for our central idea governing the cabin to be shown. The Architects focused on creating functional spaces that enhanced the user’s wellbeing. They had emphasis on designing a cabin with an economical and sustainable aspect in mind. This was done with the choice of materials and construction methods. The other members of Gumnut Studios benefited from this as they saw clearly how the cabin was to be constructed and how the spaces actively involved the user.
The dynamics of Gumnut Studio changed and progress as the project changed and progressed. At the beginning of the project, during the initial research stage the team were still new to each other. We did not voice many of our own individual opinions and just went with what was happening. The group managed to present something to the criteria although not as well as what could have been done. This is because we weren’t familiar with each other yet. We didn’t know the skills that each team member possessed, and how we could efficiently utilise these skills. The second project saw personalities within the group begin show, as well as the skills each team member had. We started voicing our own opinions on the project yet not wanting to tread on too many toes. We were becoming more comfortable around each other. The final stage of the design process saw us all becoming comfortable around each other. We did not mind voicing our own opinions over others’, but in the end we utilised these ideas to put forward a final decision. As result of this, Gumnut Studios produced a project we were all proud of.
team dynamics
Gumnut Studios saw many successes, as well as a few difficulties. The successes could easily be seen while the difficulties were few and far between. Although, in the end, all difficulties were resolved by the team in a collaboration effort. The success the team had were how well we worked together as a group. We all showed respect to each other, while communicating our ideas, thoughts and feelings. We built upon everyone’s individual ideas, while collaborating constantly to discuss ideas and process. An example of these processes we all would discuss an issue, delve on the design issue individually, and return back together. We would then explain our ideas, discuss them, and vote on which direction should be taken. We then developed the idea further as a group and finalised the design as a team. Some difficulties that developed along the way were trivial. It was usually a matter of some members liking a designing a certain method over another, while the others were focused an alternative methods. But this was easily resolved by talking out each idea, examining the advantages and disadvantages and trial and error. Another issue was becoming stuck in the design phase for a while and not venturing out into the final design phase. We had too many design ideas and were trying to implement them with no success. This was resolved by stripping back the ideas and keeping it simple. We developed a clear direction we wanted to go in and moved forward from there.
my r o l e I was one of the Architects for Gumnut Studios. I believe that I implemented knowledge not just from what I’ve learnt at university, but my knowledge and skills I have learnt during my life, into the design of the Woodfordia cabin. I was issued the Beldin Role of the Shaper. I was usually focused on the task at hand and had a keen drive for keeping the group on track and on topic. I helped other team members overcome issues and complications that arose in our design during multiple stages. I, along with the groups other Architect, brought forth ideas from sustainability, construction and structural methods, as well as designing the space in terms of enjoyment and delight. The group also gave me the Green De Bono Hat. This hat is explained in terms of creativity and innovation. I saw possibilities, alternatives, solutions and new ideas that could be explored during the design process. An issue that may have arose that I had too many ideas and could narrow my thinking down to one path. In terms of collaboration, I brought ideas to the table as well as discussions. These ideas included the creation of functional spaces, and sustainability. The team discussed these ideas further and developed them by talking about materials and construction methods.
Each team member of Gumnut Studios brought to the group their knowledge and skills from their individual discipline. These skills immensely helped with the development of the project. I am proud of what Gumnut Studios produced in our final presentation. It could not have been done without the collaboration efforts of each of the Themembers. differences that utilised could be their easilyskills seen when team Everyone efcomparing the disciplines were knowledge fectively during this project, to the their own beneprocess that members had over their fitand (bythought creating, enhancing, and developing others. obviously a other resultindividuals of the skills) as This well was as benefitting ways of thinking, designing and teachingthem thatto (developing others skills and introducing team member has been taught in their neweach skills.) respective disciplinary classes. Some could was not We clearly tackled see the what problems thatworking arose, right, createdsome solucouldn’t. Fordriven example couldWithtions and were to the the Architect final design. out a structural element that discipline, would outpoint the collaboration efforts of each the Industrial developed a thework, finalordesign would not Designer be what it was. new are way of a product could that be used or need designed. There course areas still to be worked on and developed in terms of collaboratThesuch similarities that ideas, could easily be seenthe ing, as finalising but overall, were the love and passion had collaboration efforts of the each team member could easily be about design We were all driven by the seen during our itself. presentations. constant designing and developing of ideas while also fascinated about learning new techniques not just covering their discipline but others as well.
project o u t c o m e
final statement
Design is not a closed mind thinking procedure. You develope your ideas and thinking processes with the help of others. It may be examining what other designers have done before you, or working with co-workers or friends to develop and push your ideas further. For me, I work better and more productively in a collaborative environment. This class has broadened my learning techniques and designing skills. I’ve learnt about ways of collaborating, the dos, and the don’ts. I’ve established an understanding on how to construct, or develop a team I am a part of. Teams that fail to work as a collaborative unit, rarely accomplish g o a l s . Attitudes and behaviours throw off the effectiveness of a group, and in turn, this affects the morale of the group, which results in impacting the satisfaction of the vision. In a team where there are undefined roles, lack of responsibility and lack of structure for the task at hand, contribute to the ineffective teamwork. (McQuerrey, 2013)
thanks to... I would like to thank my team, Gumnut Studios for this semster and for being a pleasant group to work with. I would also liek to thank the lectures and tutors.
References for the report: Brezillon, P (2002). Individual and Team Contexts in a Design Process. Retrived from http://blackboard.qut.edu.au/courses/1/DEB601_13se2/content / _ 4 9 7 5 0 5 6 _ 1 / 1 0 . 1 . 1 . 1 0 3 . 2 5 2 3 . p d f McManus, J (2006). Leadership: Project and Human Capital Management. Publisher: Butterworth-Heinemann De Bono, E (2009). Six Thinking Hats. Publisher: Penguin G r o u p McQuerrey L (2013). Examples of Poor Teamwork. Retrieved f r o m : http://everydaylife.globalpost.com/examples-poor-teamwork-1 2 8 6 0 . h t m l