Limitations in Person Centered Therapy

Limitations in Person Centered Therapy Group counseling Baldev Singh The person-centered counselor must always remember that the client is a guest  within his or her own world of experiences. This first sentence encapsulates  the essence of person centered counseling. The person centered therapy can be used in individual and also in group counseling.The therapy gives strength to client or groups to understand themselves and also gives them the opportunity to solve their own problems and see changes for themselves being valuable and worthy humans. Rogers, C.R. (1959) The aim behind all person centered therapy is that under certain conditions the clients will be helped to find and to exercise more of his or her own personal power with regard to understanding and evaluating his actions in the past and present and in  making decisions for the future. Furthermore, it is expected that this gain  will help client to be more confident to more forward to be exercised by the client in his  future life. If these conditions for his worth are particularly oppressive, inconsistent or ambiguous the roots will be laid for difficulty in adulthood as the clients attempt valiantly but in vain to live up to the conditions. Sometimes the difficulty which the person experiences in adulthood is only indirectly related to the conditions of worth but more to do with the way the young person adjusted his or her living to exist within the constraints of the conditions.The therapy techniques is to focus on client advancement towards self independence and overcoming a ny new presenting issues.These two factors: the conditions of worth and the ways in which the person has adjusted to the conditions of worth are the main ways in which ‘maladjustment’ is understood within the person-centered approach. Bohart, A. (1990) The way a person-centered counselor works will varied considerably according to the extent to which the client’s locus of evaluation is externalised or internalized.The aim of person-centered working is to help the clients to internalise his or her locus of evaluation. Helping another person to internalise his or her locus of evaluation is not achieved by exercising power over them but by creating a relationship in which the clients may take  responsibility for themself. Carl Rogers, the founder of the approach, was in enunciating and evaluating the relationship conditions in which that client empowerment might be optimised. For constructive personality change to occur, it is necessary that these conditions exist and continue over a period of time in which is, the two persons are in psychological contact’ (Rogers,CR 1957: 96).During the session the counselor will identified whether the clients is in a state of incongruence, being vulnerable or anxious. Immediately the counselor should established concrete in congruent or integrated in the relationship building.During the counseling the therapist will experience unconditional  positive regard for the client and showing empathic understanding to the client’s actual root cause that have been the underlaying cause experience to the client’s achievement and unhappiness.The counselor’s empathic understanding and unconditional positive regard is important to build trust and that counselor is actually listening and concern about their problems solving..Currently the most accessible account of these conditions is presented in Kirschenbaum and Henderson (1989: 221) Benefits of the group counseling. In the group therapy the members are expose and learning how one is perceived by others members problem.When in the session the client can experience a sense of belonging and acceptance with others in the group.The members can discovered that he is not the only finding solution to solve his problem but others members are also experiencing difficulties and are searching solution on how to resolve their issues too. Members can get some ideas from others when listening to their suggestion and this can enhance the client’s ability to resolve their problem and the root cause of their life difficulties.In group therapy members can express their ideas and rendered assistance to others members in the group therapy session.The group therapy session gives and built members positive encouragement when seeing the positive successes of others.Group therapy is cost effective for those having financial issue. Bohart, A. (1990) Benefits of the individual counseling. Individual counseling is beneficial for clients having disorders and also for those having serious rough time in their life journey.The counseling session is personalized and the environment is comfortable.The individual can focus on their difficulties and feel secure to exposed their problems to the therapist.In this situation their information are kept confidential by the therapist and they are governed by code of ethics.Even though in individual therapy the cost is more but it is worthy because client can take their time to reveal their difficulties and built up rapport,gain support with counselor working together.The individual acvtively participate and brainstorming with counselor to detect any blindspot to their problem.The environment is quiet and plenty of room to concentrate and the freedom for the client to express their feeling and ideas. In individual counseling the counselor can actively listen, understand and the counselor can list out some recommendations strategies to solve client problems. Bohart, A. (1990) Compare, contrast and reasoning In group counseling sessions the clients will sometime cover up their actual emotion. They will feel frightened and may also feel uncomfortable with the surroundings of others group members. Some client do not feel secure about talking their deep secret with others and rather not telling the truth about their problems. The group therapy is not suitable some individual who are very sensitive about their personal life issues. If this is the problems and the counselor will have a difficult time in resolving their problem.In group therapy the clients do not get one to one attention, there is no privacy and your problems is known to everybody in the group to talk about unlike in individual therapy  client privacy is protected. Coffeng, T. (1996) In individual counseling session you are seated in a comfortable environment with your counselor and there is no one else to listen to their private life problems. The individual will feel secure about talking their deep secret issues in their life and their information is protected by counselor and governed by code of ethics. In individual counseling sessions the counselor will have more time to concentrate with a client rather then in the group session. In individual counseling ,the counselor can have more time to interract and working together with the client. It also gives the client enough time to concentrate rather then in the group therapy with a lot of distortion and the concentration will not be there for some individuals.In individual counseling session the concentration will be better some client who wants privacy on how to resolve their distorted big picture and also solution on how the client can overcome to resolve their problems. Coffeng, T. (1996) Criticisms The limitations in person centered therapy is the based on therapist values and attitues and not skills. Next is the limitated understanding on client’s nonverbal indications and the therapy emphasize too much on the therapist being empathy, understanding and helping the client reflect themselves. The person centered therapy is a historical approach and not all clients actually knows what to achieve. The other limitations are the misunderstanding on the basic concepts and practical applications .The other limitations are some clients are not motivated just by caring and listening for any reform to begin with. (Bozarth, J. and Temaner Brodley, B. 1986) The group therapy. There are limitations on group therapy. They are not suitable if client is suffering from severe depression, mental illness and suicidal risk.Clients with these condition may not benefit from group counseling session. The group therapy members tend to be noisy, talkativeness and irritability which often becomes too difficult for the therapist to control the situation.There some limitations on the selection for the client suitability before they are allow for group therapy session. The others limitation are the clients problem must be mainly in the same relationship with other people and if not they are to find another group therapy offering the same problem and this is really time consuming and also not suitable with clients who needs urgent counseling for their problem solving. Bozarth, J. (1984) The individual therapy There are limitation on individual therapy.The individual therapy may also unable to help any client who are involve in court cases and infact they should consult a lawyer instead.The individual therapy is suitable for clients depends upon certain situation and needs.The limitation is caused by client personal fear,individual differences,problematic behaviours,anxiety or emotional disturbance and the counselor may refer clients to psycharist for consultation and treatment.Not all client is suitable for individual therapy and the counselor needs to be alert and observance to check on clients limitation for the therapy. Bozarth, J. (1984) To my conclusion the counselor play a important role model in providing the best and must be commited and the ability to remain authentic and truthful with what is really practical to daily human development. Boy, A.V. (1989)

Heroism Redifined: Lord of the Rings

Heroism redefined Lord of the Rings J. R. R. Tolkien Tolkien’s Lord of the Rings trilogy, offers the reader a truly compelling picture of the world of Middle-earth. The author, in great detail, depicts a complex reality which abounds in a whole variety of creatures, cultures, languages and histories. If we take a closer look on Tolkien’s masterpiece we will easily notice a complexity of themes, motifs, symbols which add to the semantic richness of the text. It is necessary to mention that Tolkien was considerably influenced by the literary tradition.Fascinated by literary genres such as a heroic epic, a chivalric romance or a fairy tale Tolkien skillfully weaved many characteristic conventions of these genres in Lord of the Rings. Among many other features drawn from the literary tradition the theme of heroism occupies a prominent position in Tolkien’s trilogy. On the one hand Tolkien follows a well known model of a courageous epic hero, but on the other hand he operates with the theme in an innovative way.Apart from a careful depiction of a well known image of noble heroism typical of great figures of historical significance such as Aragorn, the novel surprisingly offers a completely new image of heroism which is represented by small hobbits. Providing at the same time two parallel faces of the concept, Tolkien significantly changes and challenges the traditional meaning of heroism and, as a consequence, significantly enriches the literary tradition. A significant part of the trilogy is devoted to the deeds of great Men such as Aragorn.Drawing extensively on the tradition of heroic epic and chivalric romance Tolkien presents a powerful image of a knightly hero full of noble virtues. Aragorn is a â€Å"born hero† – a true heir to the throne of Gondor, â€Å"born to achieve great deeds in his time† (Zimmer Bradley 83). He is a courageous man of action, endowed with physical strength, who combats evil, brings order and re stores peace. Respected and admired by other characters, Aragorn is a hero of indomitable spirit who never commits mistakes and always serves as an epitome of bravery and virtue.Although Aragorn is one of the most prominent characters in the trilogy, the most important mission, to destroy the malevolent Ring, falls upon a completely different figure. The future of the whole Middle-earth does not depend on noble Elves or brave Men or even strong Dwarves but lies in the hands of the seemingly weak and insignificant hobbits (Gulisano 131). Tolkien’s surprising choice falls upon small and rather funny creatures which, in fact, do not really have any particular achievements. Though small and weak, it is Frodo and his faithful servant Sam who are burdened with an extremely difficult task.Contrary to all expectations Frodo is chosen to carry the ring: â€Å"You may be nobody in particular in yourself, yet for some inexplicable reasons, through no choice of your own, the Ring has co me into your keeping, so that it is on you and not on Gandalf or Aragorn that the task falls of destroying it† (LotR, I, 284) At first the small hobbit is full of doubts. He is neither a great wizard like Gandalf to plan the strategy of war against Sauron, nor Aragorn, an outstanding warrior who is destined to be the leader of the army of Gondor. Yet, the Ring has clearly chosen the hobbit.Unlike other significant figures of the trilogy Frodo has â€Å"heroism thrust upon him† (Zimmer Bradley 84). In contrast with Aragorn, Frodo is not born to gain glory, yet through experience and ability to endure hardships he finally rises to heroism. Though hesitantly, Frodo humbly accepts the task: â€Å"’I will take the Ring,’ he said, ‘though I do not know the way. †(LotR, I, 284) Even though Frodo would rather â€Å"stay at home than risk my life on the very slight chance of winning glory† (LotR, I, 284) eventually he resigns from his own comfor t and safety and full of hope takes up a dangerous journey to save the world of Middle-earth.During the journey he often trembles, regrets his lot and wonders why he was burdened with such an enormous load, still he manages to remain faithful to the mission till the very end. Deciding to carry the Ring Frodo starts to follow a path full of sacrifices and pain. As the Ring bearer he is forced to put up a constant resistance to his own ambitions and desire for power (Bramlett 70). Frodo undeniably becomes a hero of the story. Though he actually fails at the very last moment of his mission – he yields to the temptation and wants to posses the Ring for his own- the quest is still completed and Frodo returns covered in glory.However, as Frodo rather reluctantly accepts the heavy burden of the unusual quest there is another character who follows the same path on his own free will and without complain. Sam, Frodo’s devoted servant, becomes an unrecognized hero of the story, w ho bravely accompanies and supports Frodo till the very last stage of their journey. He is the one who cares even less for glory and heroic deeds. His only wish is to protect his master and follow Frodo even if it means death. (Zimmer Bradley 84) Throughout the story Sam undergoes perhaps the most significant development.He starts out as a minor character. Even Sam describes himself as a â€Å"luggage in a boat†. He is a rather comic and childish character hardly adequate for such a grand enterprise (Purtill 89). Although at first he displays a sort of a limited perception, which is not unusual for a hobbit – he can be very practical at times – â€Å"his mind was slow but shrewd† (LotR, II, 625). In the course of the novel Sam gradually takes more and more responsibility and acquires such importance that without him the quest would be unfulfilled.Sam seems to be a typical hobbit servant, yet Tolkien endows him with certain features which differentiate him from the traditional literary servants. This peculiar hobbit is endowed with a sort of curiosity which is quite unique for a hobbit. He is fascinated with Elves and dreams about an opportunity to meet them one day. He is much more open to the new ideas and experiences than a typical hobbit (Purtill 90-91). What is more, Sam is also aware of his own limitations. He usually depends on the opinion of others, as he is not able to decide on grand matters: â€Å" I hope that the master will think it out carefully.He’s as wise as any, but he’s soft-hearted, that’s what he is. It’s beyond any Gamgee to guess what he’ll do next† (LotR, II, 625). Moreover, Sam is also endowed with a significantly greater independence than a typical servant (Purtill 90-91). When Frodo decides to abandon Shire alone, without any support of his friends, Sam reveals Frodo’s plan to Pippin and Merry in order to protect his master. On another occasion he disobeys Ar agorn and secretly follows Frodo on the further journey without informing the rest of the fellowship. When his master comes at stakeSam is able to do absolutely anything. Above all else, Sam characterizes an enormous devotion, selflessness and love for Frodo. His care for his master is truly incomparable: â€Å"It is hardly possible to separate you form him [Frodo], even when he is summoned to a secret council and you are not† (LotR, I, 284). Throughout the story signs of Sam’s love for Frodo can be frequently encountered: â€Å"Sam came in. He ran to Frodo and took his left hand, awkwardly and shyly. He stroked it gently and then he blushed and turned hastily away. † (LotR, I, 237) His love for Frodo is immense.He is totally selfless and ready for sacrifices for his master. His devotion is best portrayed in the last stage of the quest, when the fellowship is broken and the two hobbits continue their dark journey to Mordor all by themselves. As Frodo, due to the malevolent power of the Ring, gradually becomes both physically and mentally weaker, Sam becomes an actual guide and protector. He deals with the practical aspects of the journey and combats various obstacles throughout the way. Gradually Sam becomes less comic and much more doughty.Along with their approaching the gates of Mordor Sam is significantly gaining importance and becoming a truly mature character. When the two hobbits are just one step form completing their mission of destroying the Ring everything is almost ruined due to Gollum’s betrayal. Sam and Frodo are attacked by a giant spider Shelob. Frodo is wounded in the combat and Sam is convinced that his beloved master is dead. Though terrified and totally miserable he does not turn back. He feels an obligation to continue the quest. As soon as he realizes that his master is still alive he rushes to rescue Frodo.As for the time being he carries the Ring, and just like Frodo and others he is subject to the great temp tation. On this stage of the journey ominous power of the Ring is the most dangerous and the temptation is respectively stronger. The Ring plants in Sam visions of himself as a great warrior: Samwise the Strong. Hero of the Age, striding with flaming sword across the darkened land, and armies flocking to his call as he marched to overthrow of Barad-dur. And then all the clouds rolled away and the white sun shone, and at his command the vale of Gorgoroth became a garden of tress and brought forth fruit.He had only to put on the Ring and claim it for his own and all this could be. In that hour of trial it was the love of his master that helped most to hold him firm; but also deep down in him lived still unconquered plain hobbit-sense: he knew in the core of his heart he was not large enough to bear such a burden, even if such visions were not a mere cheat to betray him. The one small garden of a free gardener was all his need and due, not a garden swollen to a realm; his own lands to use, not the lands of others to command. And anyway, all those notions are only a trick,† he said to himself. (LotR, III, 880-881) Sam is saved by his great love for his master and his extraordinary common sense combined with modesty and humility. Deep down he realizes that the vision of himself as a great warrior is ridiculous. The illusion, in fact, does not even constitute a dream that he aspires to. Sam is aware that he is not meant to be a grand hero. He knows perfectly well that his true vocation is to be a humble servant and this is exactly what makes him happy.The great trial Sam is subject to requires from the little hobbit a great deal of common wisdom and strength. Sam who at first seems to be a rather weak and at times an irritating character demonstrates strength which can be compared to the one of Galadriel or Gandalf. He is not only able to resist the temptation, but also to return the Ring to Frodo without hesitation. Sam displays enormous grandeur. At this poi nt he presents more heroism than for instance one of Tolkien’s classic heroes Bromir for whom temptation turned out too great to resist.As one of the critics rightly suggests: â€Å"He [Sam] exhibits concrete wisdom rather than abstract reasoning, finds relationship more important than objects, is supportive, nurturing, and self-sacrificing. † (Purtill 95) Tolkien seems to suggest that these are the features that account for true heroism. Thanks to Sam the quest can be completed. He supports Frodo emotionally till the very end and even literally carries him to the Mount Doom when the latter is physically unable to reach the destination.At the last stage of their journey Frodo is so debilitated by the power of the Ring that he is practically unable to think clearly. All his powers are focused on resisting the temptation of putting the Ring on the finger. Form now on the success of the mission depends on Sam. At this point, the development of Sam is clearly visible. He r ealizes that the mission has to be completed, that they must do everything in their power to end the task. He knows that they have reached a point from which there is no return.Though, he is convinced that there is no hope for them and they are doomed to death, he still manages to follow once entrusted mission. Sam becomes an undeniable hero of the story. Though he does not acquire a sort of glory that Pippin and Merry achieve on a battlefield, still he does acquire the necessary virtue and wisdom to eventually become the leader and the ruler of the hobbits – the Mayor of the Shire. Lord of the Rings, among many other beautiful and complex images, provides one of the most extraordinary and memorable depictions of heroism.Greatly influenced by the literary tradition, Tolkien both follows and modifies the concept of heroism and consequently provides the reader with two faces of this traditional notion. Tolkien emphasizes a number of features characteristic for a heroic epic and a chivalric romance. Features such as courage, fortitude, nobleness and honour can be found in several prominent figures in the novel. One of the most distinct examples, personifying all these virtues, is to be found in Aragorn. He is a classic hero, descendant of the line of kings, great warrior, the one who restores peace and brings back justice.Aragorn is the rightful heir to the throne who bravely struggles with the forces of evil and at the end triumphantly comes back to his kingdom and marries Arwena – Elf princess. Aragorn embodies all features typical of a truly heroic character in the traditional sense of the concept. However, the author does not only provide the reader with a well known model of heroism based on strength and courage. The novel presents a new surprising aspect of this concept and at the same time establishes a modern, innovative definition of the notion.In the course of the novel the reader is exposed to a very peculiar juxtaposition of characters. Next to such heroic figures as Aragorn Tolkien places queer, little, funny hobbits. It is Frodo and his devoted servant Sam who become true heroes of the story. If it had not been for their simplicity, ordinariness, lack of violence and ability to self-sacrifice the whole Middle-earth would be seized by the forces of evil. Frodo and Sam represent ordinary, insignificant figures who through their selflessness, loyalty and love for friends are brought to the heroic glory.Realization of their own limitations, common sense and modesty prevents them form mistakes that other characters are prone to commit. Hobbits represent the kind of courage exhibited by an ordinary person, who rises to heroism in the face of challenge (Purtill 77). Their courage is moral as well as physical. On their quest they have to face both mental torments, such as resisting the power of the ring and fear of enemies, and physical hardships, like lack of food and water, exhaustion due to the strenuous journey and w ounds they receive during combats.Tolkien presents the reader a new definition of heroism which is based on love and humility and can be achieved not exclusively by the chosen, great figures but by everybody. Heroism that Tolkien offers in Lord of the Rings is within everybody’s reach, no matter how small and weak and ordinary they would be (Gulisano 132). Juxtaposing the two kinds of heroism Tolkien stresses the fact that both can harmoniously coexist and are complementary: â€Å"without the high and noble the simple and vulgar is utterly mean; and without the simple and ordinary the noble and heroic is meaningless† (Tolkien in: Purtill 60).

Space meets knowledge The impact of workplace design On knowledge sharing ?

Abstract An examination of the role the physical workplace plays in creating opportunities and barriers that influence knowledge management has become a matter of substantial debate. Design of good workplaces for knowledge sharing is considered a major challenge for any organisation. This study provides an insight into the impact of the design and use of the physical workplace on knowledge sharing. Evidence presented in this study substantiates the position that the physical presence of an employee has the potential to impact performance and knowledge management. This assessment will be of use to researchers seeking to further examine the area of knowledge management. Introduction Knowledge management, described as the intentional management of information has become increasingly important to organisations (Nonaka and Takeuchi, 1995; Alavi, 1997; Garvin, 1997; Wiig, 1997; Davenport and Prusak, 1998; Ruggles, 1998; Hansen, 1999; Zack, 1999a). In large part this has been fuelled by the exponential growth of the knowledge economy and the increasing number of knowledge workers who have become as essential for many firms competitiveness and survival (Tallman and Chacar 2010). For many emerging organisations face to face contact is essential in the dissemination of knowledge within that infrastructure (Ibid). The process of internal knowledge management is a dynamic element that must be maintained in order to produce results. Literature Review Knowledge is defined as a dynamic human or social process that allows a justification of personal belief as regards the truth (Nonaka 2011). Interaction between people, employees and consumers is one of the primary methods of communicating innovative and inspirational progress. Modern studies in the field of knowledge management have begun to shift focus from the importance of the physical workplace to those engaged in knowledge work (Becker 2004). The recognition of inherent value in the employee base adds incentive to capitalize on the low cost innovative opportunities that knowledge sharing creates (Tallman et al 2010). With critical insight established through the direct contact of the employees, the means of communication becomes a critical concern (Dakir 2012). International companies are recognizing this same value of face to face interaction as the social interaction between management sections, benefits production and development levels world-wide (Noorderhaven and Harzing 2009). In their discussion of social capital, Cohen and Prusak (2001) emphasise the importance of the physical workplace for the exchanging of knowledge, specifically the distribution of ideas amongst individuals in a situation where they could not assume that others knew what they were required to know. Becker (2004) hypothesises that the choices an organisation makes about how space is allocated and designed directly and indirectly shapes the infrastructure of knowledge networks – the dense and richly veined social systems that help people learn faster and engage more deeply in the work of the organisation. This corresponds with the Dakir (2012) argument that technology is no substitute for live interaction among the members of the organization. Davenport et al (2002) undertook a study among 41 firms that were implementing initiatives to advance the performance of high-end knowledge workers who were regarded as critical to the company’s aims. They focused upon determining th e elements that affected the knowledge work performance. Surprisingly, the issue that was most frequently dealt with by these firms involved the physical workplace – â€Å"the other common ones were information technology and management† (Davenport 2005, p. 166). Davenport (2005) emphasises that the recognition of the importance of knowledge work has grown in recent years, but that our understanding of the physical conditions in which knowledge can flourish has failed to keep pace. The inclusion of emerging communication technology has been argued to provide a better opportunity for employee interaction (Rhoads 2010). This same element of improved long distance communication is credited with diminishing the valued impromptu inspiration that many firms rely on during day to day operations (Denstadli, Gripsrud, Hjortahol and Julsrud 2013). According to Davenport et al (2002) workplace design should be seen as a key determinant of knowledge-worker performance, while we largely remain in the dark about how to align ‘space’ to the demands of knowledge work. Davenport (2005) emphasises the point that â€Å"there is a good deal said about the topic, but not much known about it† (p. 165). Most of the decisions concerning the clima te in which work takes place have been created without consideration for performance factors. This fact continues to diminish opportunities for in-house knowledge sharing and effective dissemination of intelligence (Denstadli et al 2013). Becker (2004) points out that the cultivation of knowledge networks underpins the continuing debate about office design, and the relative virtue of open versus closed space. Duffy (2000) confirms these views when he admits that early twenty-first-century architects â€Å"currently know as little about how workplaces shapes business performance as early nineteenth-century physicians knew how diseases were transmitted before the science of epidemiology was established† (p. 371). This makes every emerging decision regarding effective knowledge sharing critical to the development of any organisation. Deprez and Tissen (2009) illustrate the strength of the knowledge sharing process using Google’s approach: â€Å"one company that is fully aware of its ‘spatial’ capabilities†. The spatial arrangements at Google’s offices can serve as a useful example of how design can have a bearing on improving the exchange of knowledge in ways that also add value to the company. The Zurich ‘Google engineering’ office is the company’s newest and largest research and development facility besides Mountain View, California. In this facility, Deprez and Tissen (2009) report: â€Å"Google has created workspaces where people literally ‘slide into space’ (i.e. the restaurant). It’s really true: Google Is different. It’s in the design; it’s in the air and in the spirit of the ‘place’. It’s almost organizing without management. A workplace becomes a ‘workspace’, mobilizing the collectiv e Google minds and link them to their fellow ‘Zooglers’ inside the Zurich office and to access all the outside/external knowledge to be captured by the All Mighty Google organisation† (2009, p. 37). What works for one organisation may not work for another and this appears to be the case in particular when it comes to Google (Deprez et al 2009). Yet, some valuable lessons in how the workplace can be used to good effect can be gained from Google’s operations. For this precise reason, research was carried out at Google Zurich to provide both theoretical and managerial insights into the impact of the design and use of the physical workplace on knowledge sharing (Ibid). Studies comparing the performance of virtual and co-located teams found that virtual teams tend to be more task oriented and exchange less social information than co located ones (Walther & Burgoon 1992; Chidambaram 1996). The researchers suggest this would slow the development of relationships and strong relational links have been shown to enhance creativity and motivation. Other studies conclude that face-to-face team meetings are usually more effective and satisfying than virtual ones, but nevertheless virtual teams can be as effective if given sufficient time to develop strong group relationships (Chidambaram 1996). This research implies the importance of facilitating social interaction in the workplace, and between team members (virtual and co-located) when the team is initially forming. Hua (2010) proposes that repeated encounters, even without conversation, help to promote the awareness of co-workers and to foster office relationships. McGrath (1990) recommends that in the abs ence of the ability to have an initial face-to-face meeting other avenues for building strong relationships are advised to ensure the cohesiveness and effectiveness of the team’s interaction. So although interaction alone is not a sufficient condition for successful collaboration, it does indirectly support collaboration. Nova (2005) points out that physical proximity allow the use of non verbal communication including: different paralinguistic and non-verbal signs, precise timing of cues, coordination of turn-taking or the repair of misunderstandings. Psychologists note that deictic references are used in face-to-face meetings on a regular basis, which refers to pointing, looking, touching or gesturing to indicate a nearby object mentioned in conversation (Ibid). Newlands et al (2002) analysed interactions of two groups performing a joint task in either face-to-face or a video conference system. They found that deictic hand gesture occurred five times more frequently in the face-to-face condition the virtual interaction. More recent research has found that extroverts gesticulate for longer and more often in meetings than introverts (Jonnson 2006). Barbour and Koneya (1976) famously claimed that 55 per cent of communication is non-verbal communication, 38 per cent is done by tone of voice, and only 7 per cent is related to the words and content. Clearly non-verbal communication is a key component of interaction and virtual interaction systems need to replicate this basic need, especially in the early stages of team forming or when the team consists of a high proportion of extroverts. The physical co-location of teams also facilitates collaboration (Ibid). A seminal piece of research carried out by Allen (1977) demonstrated that the probability of two people communicating in an organisation is inversely proportional to the distance separating them, and it is close to zero after 30 metres of physical separation. Furthermore, proximity helps maintain task and group awareness, because when co-located it is easier to gather and update information about the task performed by team members (Dakir 2012). A recent survey of workers at highly collaborative companies found that most â€Å"collaborative events† are short (with 34% lasting fewer than 15 minutes) and the majority take place at the desk (Green 2012). It is likely that these impromptu interactions relate to sharing information (perhaps on the PC) or answering queries rather than lengthy intense discussion and development of joint ideas. Interactions at desks may facilitate tacit knowledge sharing by overhearing relevant conversations between team members, but such interactions can also be considered a distraction if not relevant (Denstadli et al 2013). Methodology There are two acknowledged methodological approaches: quantitative and qualitative (Creswell 2005). The quantitative method involves identifying variables in a research question which are then utilized in order to collate numerical data (Ibid). The qualitative research is open to interpretation allowing personal answers to be incorporated into the study (Creswell 2005). The researcher considered both options in order to complete the necessary goals.Types of DataThere are two forms of data: primary, or newly generated data, or secondary, previous data generated within existing studies (Creswell 2005). This study required the acquisition of primary data creating the need for relevant instruments. A survey with 5 open-ended questions has been created and subsequently conducted with centred on 548 employees working at Google Zurich. This was done in order to explore the perceptions of Google employees with regard to the environment in which they work with a focus on factors that affect knowledge sharing in the work environment.Methods of Data CollectionThe qualitative data analysis employed a Content Analysis technique to reveal participant perceptions of their work environment. The survey questions were designed to explore employee perceptions regarding the following dimensions: 1) Activities that allow for increased exchange of knowledge; 2) Advantages of frequent interaction with colleagues; 3) Individuals or groups dependent on the frequent interaction with co-workers orgroup members; 4) Factors that facilitate interaction within the workplace 5) Factors that inhibit interaction with others in the workplace. Survey participants responded to five open-ended questions and rated their answers using a five-point Likert scale where 5 was ‘most important’. Using a Content Analysis approach (Creswell 2005; Leedy and Ormrod 2005; Neuendorf 2002), the interview responses were analysed. Content Analysis is a qualitative data reduction method that generates categories from key words and phrases in the interview text; it is an evidence-based process in which data gathered through an exploratory approach is systematically analysed to produce predictive or inferential intent (Creswell 2005). Content Analysis was used to identify themes or common concepts in participants’ perceptions regarding the culturally and environmentally distinctive factors that affect interaction in the workplace (Neuendorf, 2002). This process permitted the investigator to quantify and analyse data so that inferences could be drawn. The Content Analysis of survey interview text was categorically coded to reflect various levels of analysis, including key components, words, sentences, or themes (Neuendorf 2002). These themes or key components were then examined using relational analysis to determine whether there were any relationships between the responses of the subjects. The analysis was conducted with Nvivo8 ® software which enables sorting, categorising, and frequency counts of invariant constituents (relevant responses). Content Analysis was used to critically evaluate the survey responses of the study participants, providing in-depth information regarding the factors related to workplace interaction. Sample Respondent Characteristics The invited population consisted of 675 individuals and a total of 548 individuals participated in the survey resulting in a response rate of 81 per cent. Of these 548 completed surveys, 35 responses were discarded because the respondents only partially completed the survey. The final sample consisted of 513 respondents. The key characteristics of these respondents are summarized in Table 4-1.Table 4-1 Sample Respondent Characteristics FactorDescriptionFrequency EducationHigh School Bachelor Degree Certificate Degree Master Degree PhD Degree Other:15 118 19 231 121 9 Tenure< 2 years 2-5 years > 5 years153 331 29 Time Building Use< 1 year 1 year 2 years > 2 years140 102 271 0 Time Desk Use< 3 months 3-6 months 7-12 months > 12 months143 159 126 85 Age< 20 years 21-30 years 31-40 years 41-50 years > 50 years0 216 255 35 7 GenderMale Female428 85 MobiltyZurich Office Other Google Office Home Office Travelling Other88.9% 3.9% 3.9% 2.7% 0.5% PositionEngineering Sales and Marketing GandA Other:428 12 14 59 NationalityGermany Switzerland United States France Poland United Kingdom Romania Hungary Netherlands Sweden Spain Australia Russian Federation < 10 respondents73 62 35 33 28 27 24 23 17 16 14 13 12 136 Survey Findings In order to provide an audit trail of participant responses to the thematic categories that emerged from the data analysis, discussion of the findings precedes the tables of data, within a framework consisting of the five survey questions. An overall summary is provided at the conclusion of the discussion of findings. During the analysis of data, common invariant constituents (relevant responses) were categorically coded and associated frequencies were documented. Frequency data included overall frequency of occurrence as well as frequencies based on rating level (5 = most important to 1 = least important). Invariant constituents with a frequency of less than 10 were not included in the tables. Study conclusions were developed through an examination of the high frequency and highly rated invariant constituents in conjunction with the revealed thematic categories.Question 1: Main Activities that Allow Exchange of KnowledgeTable 4-2 provides high frequency invariant constituents (relev ant responses) by survey participants demonstrating themes within the data for Question 1. Thematically, the analysis revealed the following primary perceptions of participants in terms of main activities that allow knowledge exchange: (a) meetings of all types; (b) whiteboard area discussions; (c) video conferencing; (d) email, and (e) code reviews. These elements demonstrated a high frequency of importance ratings, and a moderate percentage of respondents rated these elements as ‘most important’ (rating 5). Other themes revealed through the analysis included the importance of writing and reading documentation, Instant Messaging (IM) text chat, Internet Relay Chat (IRC), and extracurricular/social activities. All other invariant constituents with a frequency of greater than 10 are shown in Table 4-2.Table 4-2 Data Analysis Results for Question 1: Main Activities Allowing for Exchange of Knowledge Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Informal discussion/face to face mtgs/stand ups35114977603332 Formal planned meetings/conference room mtgs2184061563823 Email207747432216 Lunches/Dinners64910151812 Whiteboard area discussions/brainstorming5822131094 Video Conferencing (VC)5841620144 Code Reviews515162046 Writing/Reading Documentation476813164 IM/Text Chat/IRC4610161073 â€Å"Extracurricular Activities† (e.g., pool, socializing, Friday office drinks, etc.)4522151016 Writing/Reading docs specifically wiki pages/sites34210697 Chat (unspecified in person vs. text)3387873 Techtalks2745675 Training/presentations23133106 Mailing lists21102522 Shared docs/doc collaboration1703554 Read/write design docs specifically1202505 Telephone/phone conversations1203243Question 2: Main Advantages of Frequent Interaction with ColleaguesTable 4-3 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 2. Thematically, t he analysis revealed the following elements representing the primary perceptions of participants in terms of the main advantages to frequent interaction with colleagues: (a) knowledge and information exchange and transfer; (b) staying current on projects and processes; (c) social interaction; (d) learning from others; (e) faster problem resolution; (f) efficient collaboration; and (g) continuous and early feedback. The following themes received a high frequency of importance ratings and a large percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively) included: knowledge sharing, staying in touch and up to date, learning from others, faster resolution/problem solving, better collaboration, and feedback. Although socialising was revealed to be a strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are provided in Table 4-3.Table 4-3 Data Analysis Results for Question 2: Ma in Advantages of Frequent Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Knowledge sharing/exchange of information/Knowledge transfer149753919124 Staying in touch/up to date/ more info on projects and processes11358281782 Socializing/social interaction7451035186 Learning/learning from others/learning new things/increased knowledge base7217281485 Understand problems/needs – faster resolution and quicker problem solving7025241146 Better/more efficient collaboration67428953 Feedback/continuous feedback/early feedback661729893 New and better ideas/flow of ideas/creativity/ brainstorming6525151474 Teamwork/being part of a team/teambuilding5110121892 Get work done/efficiency/speed462613241 Fun4421115115 Better understanding of what others are doing and how/workloads4415171002 Everyone on same page/shared vision/focus on goals of team32109652 Better personal contact and easy interaction27561123 Avoid misunderstanding/work duplication27810441 Helping others/getting help (when stuck)26391031 Good/happy atmosphere/work environment2412858 Networki ng2219624 Motivate each other/inspiration2151582 Other/new perspectives/viewpoints18210312 Improving quality of work/performance1615910 Work synchronization1628141 Productivity1231431 Knowing latest news/innovations1203216 Better communication1011521Question 3: Individuals or Groups that are Dependent on Frequent InteractionTable 4-4 provides high frequency invariant constituents (relevant responses) given by survey participants demonstrating themes within the data for Question 3. Thematically, the analysis revealed the following elements representing the primary perceptions of participants in terms of individuals or groups that are dependent on frequent interaction of the participant: (a) my team/project teammates/peers; and (b) managers. The first theme demonstrated a high frequency of importance ratings with a moderate percentage of ‘most important’ and ‘important’ ratings (rating 5 and 4, respectively). Although the theme of managers was revealed to be a relatively strong overall theme, it also demonstrated lower importance ratings. Other themes revealed through the analysis are shown in Table 4-4.Table 4-4 Data Analysis Results for Question 3: Individual/groups dependent on frequent interaction of participant Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 My team/project teammates/peers12887191435 Managers/PMs484241163 Users/customers/clients357121042 All reports/related teams34717442 Engineering teams (various)28188200 Recruiting team/staffing1753630 Geo Teams1576200 Operations teams1423522 All of them1191010 HQ1133122 Other engineers using my project/peer developers of my tool1015310Question 4: Factors Facilitating Easy InteractionTable 4-5 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 4. Thematically, the analysis revealed the following elements representing the primary perceptions of participants about factors that facilitate easy interaction: (a) common, proximal, and open workspace areas; (b) common functional areas; (c) sufficient and available meeting facilities; (d) excellent communication tools; and (e) video conference facilities. The theme of open and common workspace areas/shared office space demonstr ated a high frequency of importance ratings with a very large percentage of ‘most important’ ratings (rating 5). Other revealed themes, particularly the second listed theme, demonstrated relatively high overall frequency, but these themes did not demonstrate the strength of importance that the first theme did. Other themes and invariant constituents revealed through the analysis are shown in Table 4-5.Table 4-5 Data Analysis Results for Question 4: Factors Facilitating Easy Interaction Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Open and Common workspace areas/shared office space/desk locations/sitting together175103342594 Common shared Areas (e.g., Kitchen, play/game rooms, lounges, library, etc.)173406642178 Enough facilities for meetings/availability of meeting and conference areas90192730122 Great communication tools (email, VC, chats, dist. Lists, online docs, wireless, VPN, mobile†¦)80113014187 Video Conference meeting rooms/facilities78192518124 Onsite lunch/dinner/common dining area (free food and eating together)5071511134 Whiteboard areas for informal meetings431018771 Corporate culture/open culture/ open communication culture431811932 Email421113954 Casual and social environment/open atmosphere36195921 People: easy going, friendly, smart, knowledgeable, willing to help35149336 Social Events2836577 Company calendar/planned ops for meeting/ scheduled meetings1937621 Geographic co-location/same time zone1374200 Travel/trips to other offices1212135 Chat (non-specific t ext or in person)1124302 IM/internet chat1051112 MOMA/social networking/wiki pages/company docs1010342Question 5: Factors Inhibiting Interaction with OthersTable 4-6 provides high frequency invariant constituents (relevant responses) by survey participants demonstrating themes within the data for Question 5. Thematically, the analysis revealed a single strong element and several elements with less relevance as inhibiting factors. The physical geographic differences – specifically the time zone differences – were noted by a majority of participants as the most important element that inhibited interaction with others. Study participants perceived their overscheduled and busy work lives, noise levels in their workspaces, and shared work environments to be contributing inhibitory factors with regard to interaction with others. These elements also demonstrated high frequencies of importance ratings with a moderate percentage of ‘most important’ ratings (rating 5). Other themes revealed through the analysis are shown in Table 4-6.Table 4-6 Data Analysis Results for Question 5: Factors Inhibiting Interaction with Others Invariant ConstituentOverall number (Frequency)By Rating 5=Most important n=51354321 Physical Geographic distance/ timezone differences16411536931 Very busy/Overscheduled people/ overbooked calendars/ too many meetings4517161020 Crowded/noisy environment/ noise in shared space33196440 Defective VCs/ VC suboptimal/ VC equipment not working2597720 No meeting rooms available2286620 Too few VC rooms in some locations / lack of available VC rooms1949501 Open Space: no privacy, interruptions/ disruptions1958321 Information overload/ too much email1562610 Large office building/building size and layout/ too many people, difficult to find people15114000 Team split between multiple sites or large distance between team members in same bldg1545420 Need more whiteboards/lack of informal areas with whiteboards1135210 Language barrier: lack of correct English/not knowing colloquial lang. or nuances1151311 Lack of time/deadlines1152121 Different working hours within same time zone1053200 Discussion Both the literature and the survey have illuminated interesting facets of the work environment and the need for personal communication. The analysis of the 513 participants’ responses to five open-ended questions from the employee perception survey revealed patterns of facilitating and inhibiting factors in their work environment. Nonaka (2011) clearly illustrates this point with the argument that the communal environment promotes a standard of communication not found in the technological alternatives. Further, the shift away from the organization to the person orientation provides a fundamental benefit to every employee (Becker 2004). With a rising recognition of individual value, the organisation is building employee trust. Participants in this study preferred frequent, informal opportunities for the exchange of knowledge. The opportunity for growth was centred on the capacity to exchange concepts in a free and easy manner (Nonaka 2011). The evidence presented in this study demonstrates that these opportunities were more valued by team members with high knowledge exchange needs. This is line with the increased depth of knowledge and ability to meet technical needs through employee communication (Tallman et al 2010). A combination of professional advice can benefit the entire production and development process. In this study, transactions among participants were often brief, and were perceived to require limited space – often just stand-up space – with noise-regulating options not found in open-office environments. Dakir (2012) demonstrates the environment has the potential to add to or detract from employee communication, making this factor a critical consideration. Spontaneous and opportunistic knowledge-sharing transactions were valued, and technology provided a platform for this type of knowledge exchange to occur. This evidence from the survey corresponds with the literature illustrating that increased communication and sharing in the workplace enhances the entire operation, as well as providing new and fresh opportunities and innovations (Tallman et al 2010). The research at Google provides further support for the view of some leading companies who strongly believe that having workers in the same place is crucial to their success (Noorderhaven et al 2009). Yahoo’s CEO Marissa Mayer communicated via a memo to employees that June 2013, any existing work-from-home arrangements will no longer apply. Initial studies theorized that the work at home system would provide a better platform for workers, even on a local level (Dakir 2012). Many points of the memo cited in this Yahoo example, parallel the literature presented in this study. Her memo stated (Moyer 2013): â€Å"To become the absolute best place to work, communication and collaboration will be important, so we need to be working side-by-side.† This is clearly in line with the Coehen and Prusak (2001) assertion that the physical workplace is a critical element of the dynamic business. â€Å"That is why it is critical that we are all present in our offices. Some of the be st decisions and insights come from hallway and cafeteria discussions, meeting new people, and impromptu team meetings.† This element of the her reasoning is nearly identical to the argument presented by Dakir (2012), that a successful company do so, in part, by promoting communication and teamwork in the office, the technical alternatives are not enough. â€Å"Speed and quality are often sacrificed when we work from home. We need to be one Yahoo!, and that starts with physically being together†¦.Being a Yahoo isn’t just about your day-to-day job, it is about the interactions and experiences that are only possible in our offices† (Moyer 2013). This section is directly in line with emerging studies citing the vital nature of the interaction and face to face employee contact (Heerwagen et al. 2004). This study has clearly demonstrated that Mayer is not alone in her thinking; Steve Jobs operated in a similar fashion as well (Davenport et al 2002). Despite being a denizen of the digital world, or maybe because he knew all too well its isolating potential, Jobs was a strong believer in face-to-face meetings. â€Å"There’s a temptation in our networked age to think that ideas can be developed by email and iChat,† he said. â€Å"That’s crazy. Creativity comes from spontaneous meetings, from random discussions. You run into someone, you ask what they’re doing, you say ‘Wow,’ and soon you’re cooking up all sorts of ideas† (Isaacson, 2011, p. 431). This assertion by Jobs closely resembles the argument presented in the Rhoads (2010) study that found a clear correlation between the communication capacity and opportunity for successful innovation and progress. Following this philosophy led Jobs to have the Pixar building designed to pr omote encounters and unplanned collaborations.Mayer’s former colleague at Google agrees (Ibid). Speaking at an event in Sydney February 2013, Google CFO Patrick Pichette said that teleworking is not encouraged at Google. This reflects the consensus that is emerging that time in the office is not only valuable but necessary to sustained competition in the industry (Denstadli et al 2013). Pichette believes that working from home could isolate employees from other staff. Companies like Apple, Yahoo! and Google are holding on to (or have started embracing) the belief that having workers in the same place is crucial to their success (Dakir 2012). This appears to be based on the view that physical proximity can lead to casual exchanges, which in turn can lead to breakthroughs for products. Heerwagen et al (2004) illustrates that it is evident that â€Å"knowledge work is a highly cognitive and social activity†. Non-verbal communication is complex and involves many unconscious mechanisms e.g. gesture, body language, posture, facial expression, eye contact, pheromones, proxemics, chronemics, haptics, and paralanguage (Denstadli et al 2013). So, although virtual interaction can be valuable it is not a replacement for face-to-face interaction, particularly for initial meetings of individuals or teams. Furthermore, the increase in remote working has indicated that face-to-face interaction is important for motivation, team-building, mentoring, a sense of belonging and loyalty, arguably more so than in place-centred workgroups (Deprez and Tissen 2009). Conclusion The role of knowledge management in the workplace has become an increasingly valuable segment of a company’s resources. This study examined the practice of working remotely versus employee interaction in the work place providing many illuminating developments. Despite the early optimism that emerging technology was going to provide the end all to employee work habits have proven less than fully realized. The evidence in this study has continuously illustrated an environment that requires the innovative, face to face interaction in order to maintain a competitive edge in the industry. Further, the very environment that promotes this free exchange of ideals is not adequately substituted by technology. In short, the evidence provided in this study has clearly demonstrated the advantage that the in house employee has over the remote worker. The impromptu encounters between employees are very often the elements needed for progress. What is clear is that in order for a business to capitalize on their full range of available resources virtually requires, face to face personal interaction in order to fully realize the firms full potential. In the end, it will be the combination of leadership, teamwork and innovation that provides business with the best environment, not necessarily how much technology is available. References Dalkir, K. 2005. Knowledge management in theory and practice. Amsterdam: Elsevier/Butterworth Heinemann. Denstadli, J., Gripsrud, M., Hjorthol, R. and Julsrud, T. 2013. Videoconferencing and business air travel: Do new technologies produce new interaction patterns?. Transportation Research Part C: Emerging Technologies, 29 pp. 1–13. Nonaka, I. and Takeuchi, H. 2011. The wise leader. Harvard Business Review, 89 (5), pp. 58–67. Noorderhaven, N. and Harzing, A. 2009. Knowledge-sharing and social interaction within MNEs.Journal of International Business Studies, 40 (5), pp. 719–741. Rhoads, M. 2010. Face-to-Face and Computer-Mediated Communication: What Does Theory Tell Us and What Have We Learned so Far?. Journal of Planning Literature, 25 (2), pp. 111–122. Tallman, S. and Chacar, A. 2011. Knowledge Accumulation and Dissemination in MNEs: A Practice-Based Framework. Journal of Management Studies, 48 (2), pp. 278–304.

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