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called user-forum. This opens up a channel
of communications between operators and
users, and the flow of information goes both
ways. An example of the much needed space
for negotiation which this opens up, and how
it’s used to mitigate the situation by allowing
for a leveling of expectations, is how the
aforementioned lighting issues was treated.
Acknowledging concerns of users regarding
unwanted blackouts, the rather ambitious 7
minute auto-off setting was lifted and extended
to 45 minutes for as long as the problem was
being worked out. As one staffer said:
“It’s very important for us that it becomes what
we expected, but not at the expense of the
working conditions of our employees.” (i3)
and “Then we can’t just look at the energy
calculations in that particular phase, because
it’s more important that people can actually
work.” (i4)
The important role of these mediators in this
setting can hardly be overstated, and the
success of the project must at least in part be
owed to these people. As a matter of fact, one
of them even worked on this “full time”, even
though it was just part of the job description.
Expectations are important, and often
problems arise simply because the
expectations are sprawling within your user
group. When certain aspects of building
use are different than what one’s used to,
antipathies can arise. This obviously calls
for improving those conditions which are
unappreciated, but a balance can also be
struck by seeking an understanding on part
of the users, enrolling them as it were, in
the overall project goals. But, as already
mentioned, in the case of PH Kjørbo there
are also a few gives for every take. Holistic
thinking isn’t preserved only for the planning
phases, it enters into the experience phase of
the building as well:
“When it comes to the noise issue, I would
like to say that there is another thing about
noise. Because one issue is the noise made
Powerhouse Kjørbo, example from the Interior. Photo: Chris Aadland
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Powerhouse Kjørbo, interiørbilde. Foto: Chris Aadland