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New research documents positive impact of biophilic design on human performance in both simulated and real environments 
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New research documents positive impact of biophilic design on human performance in both simulated and real environments 

Defending his dissertation, Harvard PhD candidate Yin Jie uses VR, eye-tracking, and biometric sensors to measure the impact of biophilic design on human performance.

Source: anfarch.org

Yie Jie conducted three experiments (one with 28 participants, one with 30, and another with one hundred) in an attempt to quantify the impact of physiological and cognitive responses to different indoor biophilic designs. His results showed:

  • Both real and virtual reality biophilic experiences showed similar responses including reduced blood pressure, skin conductivity, and better short term memory. 
  • Compared to the base case environment with no biophilia, indoor biophilic environments in both open and enclosed office spaces resulted in lower levels of physical stress and higher creativity scores.
  • Participants in virtual biophilic environments recovered from stress more quickly than those in virtual non-biophilic ones.

 


Health impacts depend on what kind of workaholic you are 
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Health impacts depend on what kind of workaholic you are 

It’s about how you approach work, not how long you spend there.

Source: hbr.org

Work-a-holics possess over work and even if they don't work long hours, they are still more likely to develop cardiovascular disease or diabetes than non-work-a-holics. By contrast, the research cited in this HBR article suggests that while those who work long hours not because they are possessed, but because they love what they do, are generally not at greater risk for serious health problems. The difference appears to be the ability to let it go and refresh. It the chronic rumination that is most toxic.


June WE:binar – Moving the Needle on Workplace Outcomes Using Evidence-Based Practice
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June WE:binar – Moving the Needle on Workplace Outcomes Using Evidence-Based Practice

06/20/2019 @ 11:00 AM - 12:00 PM - Despite escalating investments in workplace programs, human capital challenges have become perennial. For the last decade, talent scarcity has remained among the top five CEO concerns and employee engagement scores have barely improved. By leveraging an evidence-based approach and leaning on 150 years of science, workplace strategists have the opportunity to drive measurable outcomes for people and business."

Source: we.ifma.org

This webinar will reveal an innovative approach that allows workplace strategists to make informed decisions and move the needle on what matters.

The speaker is Dr. Shreya Sarkar-Barney, founder and CEO of Human Capital Growth (HCG), an evidence-based talent management firm. Combining science and analytics, HCG helps organizations such as Microsoft, Merck, General Mills, and Ecolab achieve better leader and talent outcomes. 


What can CRE learn from cruise ships or Mickey Mouse?
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What can CRE learn from cruise ships or Mickey Mouse?

Carnival and Disney are leveraging technology to delight their customers.

Source: www.zdnet.com

A simple wristband makes it possible for the Magic Kingdom to grant you access to rides, pay for food and other goodies, unlock your hotel room, enjoy a personal hello from Goofy or a birthday song from Mickey, and deliver pictures you didn't even know you posed for (HBR).

The (optional) medallion Carnival gives you is your key to not just your rooms, but get drinks and food delivered to wherever you happen to be, the ability to find and track your onboard friends, and of course, easily lose some money in the casino. It helps the cruise line account for people in an emergency, track their workers, schedule maid service when you leave your room, and much more.

Privacy issues abound, but what can we in workplace design learn from these and other consumer pioneers?

 


HBR advice on breaking down silos and cross-functional teams
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HBR advice on breaking down silos and cross-functional teams

"The value of horizontal teamwork is widely recognized. Employees who can reach outside their silos to find colleagues with complementary expertise learn more, sell more, and gain skills faster."

Source: hbr.org

The article points to a variety of research on the importance of cross-functional teams and acknowledges how difficult creating those connections can be. It suggests 4 strategies for success:

1) Develop and use cultural brokers, people inside the organization who have experience in multiple sectors and functions and can bridge the gap and solidify connections

2) Teach people to ask (the right) questions and challenge conceived notions about one another

3) Get people to see the world through one another's eyes

4) Broaden your employees' vision by creating opportunities for them to widen their horizons both internally and externally 


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