By: Ricardo Hernandez-Perez BFA Interior Design 2013
I bet you didn’t notice me in the crowd. That tends to happen to Introverts like myself. Unfortunately, in our society, we are not regarded as highly as our counterpart the Extrovert. With the surge of collaboration in our schools and workplaces, us introverts are finding it even harder to be ourselves. Some us even pretend to be extroverts. I wonder if it is possible for introverts and extroverts to cohabit in the workplace without infringing either of our ways of working?
the PROBLEM
Today, solitude is out and collaboration is in. Our current workplaces favor openness and interactivity, an overstimulating environment for us introverts. We need a balance between the introvert-extrovert spectrum in order for creativity and productivity to happen in our workplaces, especially now that research evidence exists supporting the fact that open workplaces are not successful.
the SOLUTION
As Picasso once said “without great solitude, no serious work is possible.� Solitude has long been associated with creativity and transcendence. The Intrinsic-driven Model, developed by the author and displayed below, will address collaboration as a spontaneously driven activity, not forced, and solitary spaces as components of the creative process; thus creating a balance in the introvert-extrovert spectrum.
Individuality Enablers
Spontaneous Encounters
Flexible Work Philosophy
BALANCED FOCUS
the SETTING
The Intrinsic-Driven Model will be implemented in an incubator/coworking campus that provides flexible and customizable work spaces. Beyond acting as a collaborative hub for individuals, the campus will consist of learning facilities that support artistic work and provide workshops for learning. Mentors will range from local firms to academicians. In addition, the campus will provide apartments for traveling guests.
extroversion vs. introversion A CLOSER LOOK AT THE DIFFERENCES AND SIMILARITIES BETWEEN INTROVERTS AND EXTROVERTS.
introversion 1/3 to 1/2 of Americans are introverts.
Introverts are thinkers who prefer the inner world of thought and feeling.
Introverts focus on the meaning of the events swirling around them.
Introverts recharge their batteries and become stimulated by working alone.
Introverts are listeners and enjoy conversations in smaller groups or one-on-one over large events.
Imagine an introvert in an open work environment similar to this...
John Dewey
key FACTS
Critical Thinking Creativity
Wisdom Intelligence
Patience Calmness
Focus Detail-Oriented
People often assume that introversion is related to, or means being shy, means being antisocial in some way. FALSE Introversion has to do with how you respond to stimulation, including social stimulation. This operates at the level of the nervous system, it's not merely a preference. We Introverts really feel at our most alive, at our most energized when we are in quieter, lower key environments. Introverts tend to make good leaders for proactive employees because they are more likely to listen to them and let them run with their ideas.
We tend to think of introversion as being antisocial. It's not that at ll. It's simply a preference to socialize in these quieter ways. It's important to distinguish introversion from shyness. Shyness is more about the fear of social judgment, and the assumption that people tend to be judging you negatively. In practice, some introverts are shy also, but many are not. Or many are shy in some circumstances, but really not in others.
extroversion Extroverts think out loud and on their feet; they prefer talking to listening. They’re comfortable with conflict, but not with solitude.
Extroverts are drawn to the external life of people and activities.
Extroverts recharge their batteries and become stimulated by socializing.
Extroverts tend to tackle assignments quickly. They make fast decisions, and are comfortable multitasking and risk-taking.
key FACTS
Self-Confident Gregarious
Team-workers
Enthusiastic
Outgoing
Friendly
Responsive Prefer Variety
People often assume that introversion is related to, or means being shy, means being antisocial in some way. FALSE Introversion has to do with how you respond to stimulation, including social stimulation. This operates at the level of the nervous system, it's not merely a preference. We Introverts really feel at our most alive, at our most energized when we are in quieter, lower key environments. Introverts tend to make good leaders for proactive employees because they are more likely to listen to them and let them run with their ideas.
We tend to think of introversion as being antisocial. It's not that at ll. It's simply a preference to socialize in these quieter ways. It's important to distinguish introversion from shyness. Shyness is more about the fear of social judgment, and the assumption that people tend to be judging you negatively. In practice, some introverts are shy also, but many are not. Or many are shy in some circumstances, but really not in others.
personality & collaboration EXPLORING THE RELATIONSHIP BETWEEN COLLABORATION AND DIFFERENT PERSONALITY TYPES.
What is the goal of COLLABORATION in the workplace? Today, our offices are adopting the collaborative model of work hoping to increase creativity, effectiveness and the exchange of ideas under the umbrella of an idealistic “community.�
[CHPT. 2] pg. 4
Research by Gensler shows that open office plans only achieved one component of Knowledge Work.
social
learning
focus collaboration
social
learning
focus collaboration
collaboration PROS & CONS
Combine different perspectives
Workplace collaboration encourages creativity
The incidence of Group Think.
Possible ambiguity in roles and responsibility.
Collaboration takes advantage of synergies
The cost of collaboration may be high.
Workplace collaboration brings balance to decision making
Collaboration often leads to longer decision times.
Collaboration may improve delivery times.
Collaboration does not take into account the introvert’s work approach.
What is the collaborative workplace lacking ? “Not only is the focus mode not functioning optimally in most office environments, we found statistical evidence that the effectiveness of collaboration, learning and socializing suffers if the ability to focus is diminished.” - Diane Hoskins, Gensler
“The next step in the evolution of workplace design is to not only recognize, but to embrace the fact that two people who hold the same job may need different spaces to perform.” - Erik Lucken, Gensler
“Employees working in these environments found that their best ideas came not while in that bustling, lively office but more likely when they were in their own neighborhoods hanging out with people not necessarily in their own line of work, or waiting for lunch at the Korean taco truck parked in front of the office.” - Alexa Arena, Forest City
“The uncritical embrace of collaboration above all else can lead, as a social scientist at the SPUR panel remarked, to the reverse of what was intended: group-think, conformity, consensus for the sake of peace-making.” - The Atlantic Cities
focusing on FOCUS
socializing
FOCUS
learning collaboration
The Components of Knowledge Work The Era of the Individual Research shows that focus mode is not functioning optimally in most office environments. Statistical evidence shows that the effectiveness of collaboration, learning and socializing suffers if the ability to focus is diminished. Deeper analysis show that instead of working independently, the work modes are highly interconnected, with focus as the primary component. Focus is...
50 %
more critical than collaboration according to top earning companies.
individuals in the WORKPLACE Introvert Traits
Extrovert Traits
Critical thinking
Form relationships faster
Intelligence
Natural Self-Marketer
Wisdom
Assertive
Creativity
Networkers
What attributes a productive setting for one employee may exhaust another. Current offices favor the extrovert individual and are not positioning introverts to perform at their best. Despite their nature, extroverts still need time to withdraw from the crowd and focus as well. Today’s collaborative offices boast record low-levels of employee engagement, record high in desire to change jobs, record stress and poor health and most tellingly, the ever-increasing percentage of people turning to places other than the office to get work done
96% of Steelcase’s headquarters are designed to be collaborative spaces, even the “resident neighborhoods” feature elements that promote collaboration such as the gathering tables between desks.
Open workstations meant for collaboration create an overstimulating environment for introverts.
“Think Tanks” for private work act as merely a gesture for solitary work judging by their tiny footprint on this large office.
STEELCASE GLOBAL HEADQUARTERS
COWORKING Coworking spaces are shared workspaces that are used by various independent individuals as their place of business. The participants are mostly in selfdetermined situations, and the majority are independent workers, although more than one in four are employees of companies.
About 1/4 of coworkers worked in former offices before switching.
FINDINGS
There is a great possibility that many of the individuals coworking are introverts that did not adjust to the collaborative office model. However, they still seem to value the idea of community. This reassures that collaboration is important to introverts as well. The ability for staff to modify their workspaces becomes critical in the individualization of the workspace. To enhance both collaboration and concentration we need a workplace that provides a spectrum of individual choices of primary workspaces, supported by places to collaborate, socialize and learn.
FOCUS COLLABORATIVE is the new
precedent studies Now that we have explored personality and its relationship to the workplace, we will look at examples of places that have tackled similar scenarios to our problem. These places include: 1. Thinkspace || Redmond, CA 2. Pixar Animation Studios || Emeryville, CA 3. Evelyn Grace Academy || Brixton, South London 4. Icon Innovation Centre || Daventry, England
ThinkSpace || Redmond, CA
ThinkSpace Redmond is exemplary in providing some of the first coworking hubs that provides a breadth of workspaces. Its approach is based on a hybrid model of coworking for those looking for the best of both worlds— the openness of a coworking space with the privacy of an office. Founder Peter Chee tells us, “We basically have a cross between the traditional coworking spaces and executive office suites. We do have open coworking spaces here, but we also have private office space within our entire building, as well.” It’s this flexibility that the established businesses there enjoy. “What we keep hearing from people is that they like the community, but they also like being able to keep some privacy. Something that we've tailored our model to do is create a sense of community, but also give people their privacy to run their businesses.” This case study supports the need for diversity in workplace and serves as a good to support the intrinsic driven model devised by the author.
PIXAR ANIMATION STUDIOS || EMERYVILLE, CA
Direct Natural Light Skylights Main Street Cafe
First Level Floor Plan
The offices are located on the outside perimeter of the building and the each receive plenty of natural light. The areas located near the center of the building receives plenty of natural light from skylights. The main street creates a hub for the staff to gather and interact, the main source of spontaneous collaboration. The offices are designed as neighborhoods within a larger city. Each neighborhood consists of all the essential components: restrooms, group work areas, lounges, and private offices.
Second Level Floor Plan
Boundary Lounge Space Offices Group work/Conference
“Neighborhood� Relationship Diagram
Restrooms
These diagrams explore the use of sunlight and the space planning of the studios as small neighborhoods.
Fitness Center
Restrooms Steve Jobs envisioned the only restrooms to be located on the “main street” with the idea of pushing people that naturally isolate themselves to have conversations, even if that meant while washing their hands.
Mailboxes
Theater
Cafe
Receptionist
Main Street Components Diagram If a building doesn’t encourage [collaboration], you’ll lose a lot of innovation and the magic that’s sparked by serendipity. So we designed the building to make people get out of their offices and mingle in the central atrium with people they might not otherwise see. Steve Jobs
These images show the different areas of spontaneous collaboration throughout the animation
These images show the way employees have personalized their workplaces.
Offices consists of 5-6 units arranged in U-shaped with a central gathering spaces where unplanned collaboration could happen in a smaller, workplacesized concept. The employees are allowed to create whatever front to their office they desire. By allowing this type of customization, creativity is more likely to happen. If having individual offices is not a viable option, this level of privacy can be achieved by using movable partition walls as well. It’s important to consider intention when designing for collisions and unplanned collaboration – rather than using managerial force. Use office spaces to remind employees why they work for the company. This case study supports the inclusion of spontaneous encounters, spaces that enable individuality, and a flexible work philosophy that makes the office a place where employees want to work, instead of have to.
Having tried a much more open, cubicle-based plan at their previous headquarters and noting the difficulty in getting work done, Pixar opted to go with a much more closed environment this time around.
EVELYN GRACE ACADEMY || BRIXTON, SOUTH LONDON
The Concept of Spaces Within Spaces We deliberately moved away from notions that a school needs to be colorful and playful in a childish manner. It relies upon students taking ownership of the spaces - educationally as much as architecturally. Zaha Hadid Architects
Designed for 1200 pupils, the Evelyn Grace Academy maintains the education principle of smaller “schools-within-schools,� with Evelyn and Grace Middle Schools each housing 270 pupils, and Evelyn and Grace Upper Schools housing 330 per school. Each of these four smaller schools are contained within highly functional spaces that give a distinct identity both internally and externally. This precedent study served as a tool in devising a planning strategy on the relationship between the work, support, learning, and residential spaces. By organizing the schools horizontal, vertical circulation is limited once the student are
These diagrams portray the spatial relationships between the schools for programmatic studies.
within their individual schools.
Shared facilities that are suited to community out of hours use are located at the ground level with some academic shared facilities such as the common halls and science labs located between the schools in the central area on the second and third floor to allow for the flexibility of them to be used either solely by a small school or as shared facilities by more than one school, when required.
ICON INNOVATION CENTRE || DAVENTRY, ENGLAND Specializing in green technologies and sustainable construction, The Icon offers a high profile and supportive environment for firms at the forefront of the low carbon economy.
Smaller Offices
Office Spaces Mentoring Offices
Third Level
Second Level
Office Spaces Exhibition Space Auditorium Cafe
Main Level
Light and Circulation Diagram Office Spaces Exhibition Space Support Spaces Natural Light Exhibition Space Circulation Circulation through building
This study focuses on exploring the spatial requirements for campus. The center is composed of 50 units that differ in size available through application. The start-up businesses selected must deal with a sustainable approach for which they will receive mentoring at Icon. In addition, they will gain entry to seminars and speakers visiting the center Similar to Pixar Animation Studios, Icon has an exhibition space that connects the offices with the support spaces. This exhibition space is dubbed “the street� and provides most of the natural for the inner offices. This incubator space emphasizes the importance of gathering people that posses a similar focus and interests which makes the collaboration more effective and productive.
The Intrinsically-Driven MODEL
To culminate my research, I have developed an universal model dubbed the “IntrinsicallyDriven Model� aimed at supporting the components of knowledge work and achieving a balanced level of focus in the workplace.
1. Individuality Enablers
2. Spontaneous Encounters
3. Flexible Work Philosophy
1. Individuality 2. Spontaneity 3. Flexibility Individuality will occur by providing areas that adapt to various personality types. Besides allocating for a level of customization, these areas should consider aspects such as noise level and solitary vs. open spaces.
Collaboration cannot be forced. Therefore, areas that support these types of activities become essential. In a generalized description, spontaneous encounters will support three of the four components of knowledge work: Collaboration, Learning, and Social Activity
A work philosophy that understand individual work styles is imperative, especially in creative companies.
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The transformation of the workplace from a eight hour per day location to a place where you go to exchange ideas allows for a more proactive workforce.
Balanced Focus
[ ] CHPT. 2 pg. 4
building documentation
site MAP
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3103 East Main Street Richmond, VA Intermediate Warehouse Terminal NO. 3
Scope of Work: Roughly 30,000 square feet 3 Levels
area HISTORY
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The view down the James River from Libby Hill has an uncanny similarity to the upriver view from Richmond Hill at RichmondUpon-Thames, England. Richmond’s founder, William Byrd of Westover, recognized the similarity when establishing and naming Richmond in 1733.
View of Rocketts from Libby Hill as it appeared c. 1800 (published 1896) VALENTINE RICHMOND HISTORY CENTER
By 1835 a continuous line of wharves extended from the Great Shiplock all the way down river to Lower Rocketts. Maintained by the City of Richmond and private merchants, these wharves received passengers and cargoes from and sent them across the Chesapeake Bay, the Atlantic, and as far away as South America and California. Incoming cargoes included finished goods, seafood, coffee, and fertilizer, while iron goods, flour, tobacco, and coal were among the port’s exports.
Manchester District Downtown Shockoe Bottom Church Chill Fulton District Rockett’s Landing Richmond Wharves Intermediate Terminal
riverfront REDEVELOPMENT The city of Richmond is in the midst of redeveloping the areas surrounding the James River to enhance its notoriety as the “River City.�This maps depicts the proposed redevelopment of the area surrounding the site. If the plan follows through, the area will become a hub of activity in the city while remaining somewhat remote, perfect location for the proposed campus.
RICHMOND RIVERFRONT PLAN
RENDERING OF AREA OUTSIDE OF TERMINAL BUILDING
RICHMOND RIVERFRONT REDEVELOPMENT PLAN
intermediate terminal HISTORY The Intermediate Terminal Warehouse building is located on piece of land adjacent to the James River. Built in 1937 as a shipping depot, it’s one of Richmond’s earliest reinforced concrete buildings. The warehouse was previously used as a depot for outgoing goods and for many years the majority of cargoes exported through its port were sugar and tobacco. Once the sugar trade came to a halt with the 1960 embargo on trade with Cuba, exporting tobacco from the Terminal Warehouse died out due to quicker means of transportation and new shipping methods. More recently, the warehouse was used to store voting machines. Structurally, the building was once connected by a bridge located on it’s main floor to an adjacent warehouse that was later demolished. After an abandonment period that lasted until the 1980’s, Michael Ripp, whose family owns 18 Arby’s establishments as well as Can Can brasserie in Carytown, purchased the building with plans of transforming it into a restaurant. This renovation will be a pivotal part in the restoration of the entire waterfront extending to Rockett’s Landing.
This photo shows the now demolished warehouse that was once attached to No.3 with a bridge that spanned along it’s second floor. The remaining concrete foundation is used today to host different events.
The Intermediate Terminal enjoys some of the best views of the city and the James River.
existing PLANS UP -
-
STREET LEVEL 3,000 sq.ft.
PRODUCED BY AN AUTODESK STUDENT PRODU RODUCED BY AN AUTODESK STUDENT PRODUCT
10 -
-
PRODUCED BY AN AUTODESK STUDENT PRODUCT -
-
MAIN LEVEL Approx. 15,000 sq.ft
10 2
PRODUCED BY AN AUTODESK STUDENT PRODUCT UP
-
DN
-
-
SECOND LEVEL Approx. 15,000 sq.ft.
20 DN
existing DRAWINGS
16’ H
16’ H 15’ 6 H 20’ H
Stairs Elevator Restrooms Second Level
Street Level 4 Level Stairs Access Loading Docks
Main Level
The Warehouse exists as an open space featuring an elevator shaft that connects both floors of the building along with the street level loading dock. Adjacent to the elevator is a set of stairs that access all floors including the roof. The structure of the building is fairly simple and follows a grid structure, allowing for maximum flexibility within the shell.
Entrance
natural LIGHT Due to the nature of the warehouse, many of it’s windows are not large enough to allow significant amounts of natural light into the building. The neglect the building has undergone has caused the blurred and damaged the glass creating a diffused glow throughout the space. The east side of the warehouse gets the most direct sunlight in the morning up to around 11:00 am. The west side of the building gets more direct sunlight in the afternoon starting at 3:00 pm. When space planning the residency, this information will help dictate which room goes where. For example, the apartments studios should be located on the west side of the building so the participant is not awakened by the morning sun whereas the collaborative/creative spaces would benefit from the energy shed by the morning light. Furthermore, since diffused light is more relaxing than direct light it would be pertinent to accommodate that constraint when determining the location of collaborative vs. hiding
11:30 am 10:45 am
9:15 am
1:30 pm 3:45 pm
12:00 p.m. 5:00 pm
5:00 p.m.
2nd Level Main Level Street Level Wharf St. Natural Light
final document ANNOTATIONS A creek runs under East Main Street and the Wharf Street bridge connecting to the James River.
There an abundance of green space surrounding the terminal.
Space to pull off of Main Street, this used to be the original entrance to the terminal. The facade features three loading docks and one entrance door.
East Main Street runs along the James River.
Wharf Street runs directly through the terminal.
There is plenty of parking space on the lot where the second terminal lived.
BUILDING CODE: EXISTING CONDITIONS CONSTRUCTION TYPE Type -1 Concrete Structure with CMU curtain walls OCCUPANCY CLASSIFICATION F-1 ALLOWABLE AREA Unlimited ALLOWABLE STORIES Unlimited PLUMBING 1 W/C per male and female 1 water fountain FIRE EXITS One more greater than 91’ away from the entrance
the program IN THIS FINAL CHAPTER WE WILL GO OVER THE PROGRAMMATIC SPACES THAT MAKE UP THE WORK.LEARN. CAMPUS.
program SPACES
Kitchen
Unisex Restroom Reception
Cafe
Cafe (12 x 100) = 1,200 sq.ft. (net) 1,500 sq.ft. (gross)
Reception = 500 sq.ft. (net) 650 sq.ft (gross)
Kitchen (200 x 4) = 800 sq.ft. (net) 1,200 sq.ft (gross)
Unisex Restrooms = 120 sq.ft (gross) Mail = 10 l.f.
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Director’s Office Mentor’s Office
Printers/ Fax Filing
Work Area Storage
Director’s Office = 200 sq.ft. (gross)
Printer/Fax = Approx. 6 l.f.
Mentor’s Office = 300 sq.ft. (gross)
Filing System = Approx. 10 l.f.
Work Area = 100 sq.ft. (gross)
Storage =30 sq.ft. (gross)
program SPACES Teaching Lab
Woodshop
Digital Fabrication Shop
Teaching Lab
Woodshop (200x 10) = 2,000 sq.ft. (net) 2,300 sq.ft. (gross)
Library (50 x 25) = 1,250 sq.ft. (net) 1,700 sq.ft. (gross)
Teaching Lab (20 x 25) = 500 sq.ft. (net) 650 sq.ft (gross)
Digital Fabrication Shop (20 x 25) = 400 sq.ft. (net) 500 sq.ft (gross)
Public Lounge/ Auditorium
Public Lounge (200x 10) = 2,000 sq.ft. (net) 2,300 sq.ft. (gross)
Table Saws (2) (4’ x 12”) 4 sq.ft. Band Saws (7) (48”H x 28.5” x 18”D) 10 sq.ft. Milter Saws (2) (24”L x 18.5” W x 15.50” H) 4 sq.ft. Planer (2) (24”L x 22”W x 18.8” D) 4 sq.ft. 12” Jointer (1) (60” W x 42”D) 17.5 sq.ft. Drill Press (2) (29” x 33” x 71”) 7 sq.ft. Scroll Saw (1) (29.5” L x 19.5” W x 12.13” D) 4 sq.ft. Sanders (4-5) (29” x 30”) 6 sq.ft.
Laser Cutter (2) ( 48” x 24”) 8 sq.ft. 3D Printers (2) (42” x 31” x 50”) 9 sq.ft. CNC Router (1) (155” x 71” x 54”) 79 sq.ft. (50” x 100”) Working Area
program SPACES 360 Room Private Enclaves
Conference Rooms
2x
2x Open Workspaces
Individual Workspaces
War Rooms
2x
Lounges
3x
Miscellanous Open Workspaces (100 x 26) = 2,600 sq.ft. (net) 2,800 sq.ft. (gross) Individual Workspaces (120 x 25) = 3,000 sq.ft. (net) 3,200 sq.ft. (gross) Conference Room (2) = 600 sq.ft. (gross) total Private Enclaves (2) = 500 sq.ft. (gross) total 360 Room (20 x 4) = 80 sq.ft. (net) 250 sq.ft. (gross) War Room (2) = 400 sq.ft. (gross) Lounges (3)= 800 sq.ft. (gross) total
Exhibition Space = 3,000 sq.ft. Guestrooms with Restrooms (5) = 220 sq.ft. (net) 1,100 sq.ft. (gross) Guestroom Lounges (2) = 300 sq.ft. total Public Restrooms (2) = 1,500 sq.ft. total
phase ONE Cafe = 1,500 sq.ft. (gross)
Open Workspaces = 2,800 sq.ft. (gross)
Kitchen = 1,200 sq.ft (gross)
Individual Workspaces = 3,200 sq.ft. (gross)
Reception = 650 sq.ft (gross)
Director’s Office = 200 sq.ft. (gross)
Conference Room = 600 sq.ft. (gross) Private Enclaves = 500 sq.ft. (gross) 360 Room = 250 sq.ft. (gross)
Mentor’s Office = 300 sq.ft. (gross)
War Room = 800 sq.ft. (gross)
Work Area = 100 sq.ft. (gross)
Lounges = 600 sq.ft. (gross)
Storage =30 sq.ft. (gross)
Teaching Lab = 650 sq.ft (gross)
Public Restrooms = 1,500 sq.ft. (gross)
Total Building sq.ft.
Unisex Restrooms = 120 sq.ft (gross)
Public Lounge = 2,300 sq.ft. (gross)
= 17,100 sq.ft. (net) = 19,700 sq.ft. (gross) = 33,000 sq.ft. (net)
phase TWO Library = 1,700 sq.ft. (gross) Digital Fabrication Shop = 500 sq.ft (gross) Woodshop = 2,300 sq.ft. (gross) Exhibition Space = 3,000 sq.ft. (gross) Guestrooms with Restrooms = 1,100 sq.ft. (gross) Guestroom Lounges = 300 sq.ft. (gross) Public Restrooms = 1,500 sq.ft. (gross) Total Phase One Phase One + Two Building sq.ft.
= 10,400 sq.ft. (net) = 13,000 sq.ft. (gross) = 19,700, sq.ft. (gross) = 32,700 sq.ft. (gross) = 33,000 sq.ft. (net)
phase one special CONSIDERATIONS a. Self- Serve Counter with refrigerator, microwave, take-out menu display, toaster oven, wine storage, area for users to make their own meals (16 lnft counter) b. Kitchen access, counter access, front faรงade for kitchen (interface) c. Coffee Area d. Storage e. Provide different types of seating (booth, bar, lounge) a. Needs to have street access for shipment b. 20x20 walk-in closet c. Food storage (40 linear feet for dry and canned food storage) d. Linen Storage (40 linear feet) e. Dish Storage (60 ln feet) a. Entry counter wit multi-level surfaces b. 1 receptionist
a. To be adjacent to reception
a. To have credenza, desk, desk chair b. Fit two lounge chairs with coffee table c. Fit two chairs at desk d. Access to natural light a. To have credenza, desk, desk chair b. Fit small table for four c. Fit two chairs at desk d. Access to natural light a. Desk, desk chair, office equipment
f. Kitchen equipment to allow for diverse uses
a. Auditorium to seat about 150 people b. ADA spaces for 5 people according to code c. Divider wall to close off auditorium area from lounge and cafĂŠ d. Adjacent to cafĂŠ e. Lounge to provide different types of seating
f. Wall-mounted Screen g. Pin-up space h. Chalkboard- Whiteboard i. Bookshelves
a. Ajacent to Workshops b.Teaching lab and 24 hour work space with spray booth
a. private environments for people to work in b. access to natural light c. adjacent to lounges d. adjacent to open spaces e. adequate lighting
f. 25 desks and chairs
a. open studio environment b. access to natural light c. adjacent to lounges d. adjacent to private spaces e. adequate lighting
f. 25 desks and chairs
a. adjacent to open and privae studios b. adjacent to lounges c. adequate lighting d. fit a table of six a. Conference table (could be smaller tables w/ ability to combine) b. Projection Surface c. Podium d. Pin-up space e. Moveable cart for technology or coffee transportation a. Diffrent types of seating b. adjacent to work areas
f. Storage cabinets
bibliography
“Advantages and Disadvantages of Collaboration in the Workplace.” Bright Hub. N.p., n.d. Web. 12 Dec. 2012. “Collaborative Workspaces: Not All They’re Cracked Up to Be.” - Design. N.p., n.d. Web. 12 Dec. 2012. Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking. New York: Crown, 2012. Print. “Focus On Focus - WORK - Gensler Blog.” Focus On Focus. N.p., n.d. Web. 12 Dec. 2012. “HBR Blog Network.” Harvard Business Review. N.p., n.d. Web. 12 Dec. 2012. “Redmond Office Space | Thinkspace.” Thinkspace RSS. N.p., n.d. Web. 12 Dec. 2012. “The Introvert’s Corner.” Seven Things Extroverts Should Know About Introverts (and Vice Versa). N.p., n.d. Web. 12 Dec. 2012. “The Unsung Office Hero - WORK - Gensler Blog.” The Unsung Office Hero. N.p., n.d. Web. 12 Dec. 2012. “Zaha Hadid Architects.” Zaha Hadid Architects Evelyn Grace Academy Comments. N.p., n.d. Web. 12 Dec. 2012.
Images www.architecturalrecord.com http://www.arthitectural.com/wp-content/uploads/2010/12/EGA_03_Organisation-Diagrams_Page_3.jpg (1, 40, 43) http://www.arthitectural.com/wp-content/uploads/2010/12/EGA_03_Organisation-Diagrams_Page_3.jpg (60, 62) www.dezeen.com http://ad009cdnb.archdaily.net/wp-content/up (39) https://www.deskwanted.com/coworking/coworking_survey_booklet.pdf (40) Iconography: www.thenounproject.com
project SUMMARY PROBLEM : Can introverts and extroverts to cohabit in the workplace without infringing either of our ways of working? SOLUTION: Solitude has long been associated with creativity and transcendence. The Intrinsic-driven Model, developed by the author and displayed below, will address collaboration as a spontaneously driven activity, not forced, and solitary spaces as components of the creative process; thus creating a balance in the introvert-extrovert spectrum. SETTING: The Intrinsic-Driven Model will be implemented in an incubator/coworking work.learn campus that provides flexible and customizable work spaces. Beyond acting as a collaborative hub for individuals, the campus will consist of learning facilities that support artistic work and provide workshops for learning. Mentors will range from local firms to academicians. In addition, the campus will provide apartments for traveling guests. BUILDING SELECTION: Intermediate Terminal Warehouse No. 3 3103 East Main Street Richmond, VA Building has 33,000 sq.ft. and 3 floors This project will occupy 19,500 sqft. across all floors PROGRAM INFORMATON: Cafe 1,500 sq.ft. Kitchen 1,200 sq.ft. Reception 650 sq.ft. Unisex Restrooms 120 sq.ft. Director’s Office 200 sq.ft. Mentor’s Office 300 sq.ft. Work Area 100 sq.ft. Storage 30 sq.ft. Public Restrooms 1,500 sq.ft. Public Lounge/ Auditorium 2,300 sq.ft. Open Workspaces 2,800 sq.ft. Individual Workspaces 3,200 sq.ft. Conference Room 600 sq.ft. Private Enclaves 500 sq.ft. 360 Room 250 sq.ft. War Room 800 sq.ft. Lounges 600 sq.ft. Teaching Lab 650 sq.ft. Circulation 2,400 sq.ft. TOTAL 19,700 sq.ft.