We live in the age of big data. It’s a fast-moving, ever-growing ocean of information that can easily overwhelm those who are leading research projects. How do you gain access to the highest quality of data? And once you have it, what will you do with it?
In the first two articles, we discussed that the dominance of digital screens in our work and private lives is already “here and now” as opposed to being for the “future workplace”. We also explained that most screen-enhanced workspaces can be considered unique because the function of those spaces is truly in the eyes of the beholder, or in this case, the worker.
In this article, we want to share the strategy we take when designing workplace design surveys. Specifically, why we ask the questions that we do and the insights we’re able to capture by taking an indirect questioning approach.
Together with our research partner Work Design Magazine, we conducted a survey to learn more about what screens tell us about how people really work. Between May 14th–31st 2019, 368 of you participated in our research. Here is part one of the results!
Ask the leadership team of any organization and they will tell you that making difficult decisions is part of the job. One word they often love and hate is “strategy”. My co-founder, Jian, wrote a blog about how the paralysis by analysis can kill strategy and how to avoid that. Jian referenced an oft quoted phrase that resonated with readers and myself personally. That was: “culture eats strategy for lunch”.
There is a lot of data at our disposal these days. Lots of it. Along with all this data often comes feelings of “I am not getting what I need” or “it’s a lot of wasted time and effort”.