MEREDITH Strategy & Design

We design great places and spaces that enhance the experience of  work. 
Our purpose is to help companies and organizations of every scale
more effectively achieve their goals
and capture value from what they and their people do.

Jim at meredithstrategyanddesign dot com

(248) 238-8480

An autoupdating workspace?

A couple of influences this week evoked once again my great interest in how to conceive of a workplace that is continuously updated and enriched by the actions and adaptations of its users. There were, of course, the many reflections on the culture that Steve Jobs developed at Apple. I found interest in a video we’ve referenced before with this specific observation about the Apple design culture – Every time you present the user with a non-essential decision to make, you have failed as a designer.

It is easy to appreciate the meaning of this in the experience of Apple’s products, and in its retail environments. In architecture in other places, it conjures up Mies van der Rohe, Tadao Ando, Louis Kahn, and others. The work of each is beautiful in its sparseness, in its precision, in its critical attributes, in its reduction. It is also easy to imagine how these environments would be seen as disappointments to those who were not their direct commissioners.

The notion that google's Chrome was developed as a blank platform with an “autoupdater” that progressively enriched the platform is a great inspirational concept, too. An app gets progressively more valuable as the experience of thousands or millions informs its designers, providing the insights for its progressive development and enrichment.

Buildings learn, it seems, but rarely cumulatively. And in between the experience of the users of a building and its learning potential is an authoritarian structure charged with control and armed with the limiting tools of standards. Its role is unidirectional by intention, but even when embracing an interest in more progressive approaches it is under-resourced to effectively and accurately receive and respond to information coming from the direction of the occupier/user. The user is, of course, also under-resourced, without tools or opportunities to experiment or implement what they perceive to be better approaches to environments that might help them do their jobs better.

Designers are unintentional disappointments, as well. That is, the desire for recognition from peers, and for appreciation from users, frequently generates fully-loaded designs perceived as rich environments for their purpose but stripping the user of opportunity for authorship.

Is it possible, in then, to develop a workplace infrastructure in which the initial commission can be the minimally awesome product, and in which the users have resources and authority to make progressive adaptations based on a commitment to purpose and a goal of performance and the insights from ongoing experience?

What do you think?

Jim Meredith