From an interesting article of Jonah Lehrer on The New Yorker
Digital space is also a social space so we have to use the proximity variables to design platforms and communities with collaborative objectives.
A few years ago, Isaac Kohane, a researcher at Harvard Medical School, published a study that looked at scientific research conducted by groups in an attempt to determine the effect that physical proximity had on the quality of the research. He analyzed more than thirty-five thousand peer-reviewed papers, mapping the precise location of co-authors. Then he assessed the quality of the research by counting the number of subsequent citations. The task, Kohane says, took a “small army of undergraduates” eighteen months to complete. Once the data was amassed, the correlation became clear: when coauthors were closer together, their papers tended to be of significantly higher quality. The best research was consistently produced when scientists were working within ten metres of each other; the least cited papers tended to emerge from collaborators who were a kilometre or more apart. “If you want people to work together effectively, these findings reinforce the need to create architectures that support frequent, physical, spontaneous interactions,” Kohane says. “Even in the era of big science, when researchers spend so much time on the Internet, it’s still so important to create intimate space.
Design the physical space, the rooms where we work all days it’s an important factor for complete project of User Experience Design in Social Business.
A new generation of laboratory architecture has tried to make chance encounters more likely to take place, and the trend has spread in the business world, too. One fanatical believer in the power of space to enhance the work of groups was Steve Jobs. Walter Isaacson’s recent biography of Jobs records that when Jobs was planning Pixar’s headquarters, in 1999, he had the building arranged around a central atrium, so that Pixar’s diverse staff of artists, writers, and computer scientists would run into each other more often. “We used to joke that the building was Steve’s movie,” Ed Catmull, the president of both Disney Animation and Pixar Animation, says. “He really oversaw everything.”
Jobs soon realized that it wasn’t enough simply to create an airy atrium; he needed to force people to go there. He began with the mailboxes, which he shifted to the lobby. Then he moved the meeting rooms to the center of the building, followed by the cafeteria, the coffee bar, and the gift shop. Finally, he decided that the atrium should contain the only set of bathrooms in the entire building. (He was later forced to compromise and install a second pair of bathrooms.) “At first, I thought this was the most ridiculous idea,” Darla Anderson, a producer on several Pixar films, told me. “I didn’t want to have to walk all the way to the atrium every time I needed to do something. That’s just a waste of time. But Steve said, ‘Everybody has to run into each other’. He really believed that the best meetings happened by accident, in the hallway or parking lot. And you know what? He was right. I get more done having a cup of coffee and striking up a conversation or walking to the bathroom and running into unexpected people than I do sitting at my desk.” Brad Bird, the director of “The Incredibles” and “Ratatouille,” says that Jobs “made it impossible for you not to run into the rest of the company.”