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1. Research Lab Redesign
Discover how a team approach to
redesign their space provided them
with more productive benefits…

2. THE STORY

3. • A diagram of their process here?

4. In 2009, Dr. Stephen Ekker, Cons-Researcher and
Supervisor of the Bio Chem/Mol Biol Lab in
Rochester had the opportunity to redesign his
research lab. Ekker recognized the vast potential
that might be tapped through a thoughtful
reconsideration of the space.

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To get started, Ekker & his team established a
core set of design principles. The design
principles helped cement the clarity of goals
surrounding the redesign and help to build a
shared vision among the relevant stakeholders.

6. Ekker established his design principles by
understanding and using these innovation tools.
associating from his and the team’s previous lab experiences
questioning the ways things have always been done
experimenting with many ideas..

7. Resulting design principles
• Effective placement of people. People should be organized for interaction. There should be
a balance and an adaptability between bipedaling and data analysis.
• Shared needs. Layout should be prioritized around shared needs, shared experience and
collaboration, not based on individual hierarchy, position or role.
• Livable for people. This included considerations of access to natural light, having a place
away from the noise of others, etc. This principle indicates that livability will not be
sacrificed for mere functionality.
• Open space. This principle parallels effective placement and shared needs. It indicates a
desire for interpersonal and interfunctional dynamic.
• Adaptable space and equipment. With the pace of technological change being so fast, and
getting faster, there is a premium on adaptability of the space and equipment.

8. INNOVATION TOOLS USED BY EKKER

9. Observation
Wanted to replace the
Ekker observed that the the corner room space was not turned into a
personal office but instead into a communal space. chemical fume
• how much time they were using what space? evacuation hoods with
• how much space was it taking up that could be used for other adjustable arm
things?
hoods, known as a
Noticed energy inefficient chemical fume evacuation hoods in the lab. snorkel. Mayo was
• The current hoods ran 24/7. unwilling to accept was
• This was unnecessary as fume evacuation was not needed 24/7. unable to get the
• Not only were they energy hogs, they were also space hogs. snorkel. A meta-
• Did research by Connecting (networking) with the Dept. of Health in
St. Paul, infrastructure in place
that has needs and it
constrains the ability of
sub-systems to act.

10. Questioning
• What if I didn’t make my personal office a priority?
• What if I didn’t have to have the corner office?
• What if the corner space, one which is valued because
of light, view, and relative location in the lab, were a
shared / communal space?
• Who is the user now?
• What are their needs?

11. Experimenting
Ekker Ran experiments to see what people prefer
and observed their behaviors in the space The disadvantage
The results of the experiment was that they like was that the office
sitting in the veranda even though not private office was farther away
and just put on head phones to block out extra from the lab
noise
One experiment ran was to cluster all of the offices
in the backspace and the intent was to increase
random interaction among colleagues. Advantage it
increased
interactions

12. THEMES OR CONCLUSIONS

13. As a result of his efforts, the offices were waay
more effictive.

14. Baby steps
• Sometimes small steps are better than no
steps
– “A few little changes will get us to 10%. A few
more changes will get us to 20%. It’s all about
taking little steps and buying some time so that
we can work on making some of the bigger
changes.”

15. Planning
• Having clearly stated and articulated goals –
principles
• Planning out the big picture and the small
experiments
• Having a method and using tools –
observing, questioning, experimenting

16. People
Effectiveness of a cross-discipline environment -
embedded a programmer into their lab working
with biologist. Allowed for expansion of
projects, easy access allows for the development
of ideas.

17. Networking
• Identifying and including the key stakeholders
• Including the people who will help you push
things forward as well as knowing when to
reach out to those who could become
potential barriers to get them on board
sooner