The Impact of

Mixed Reality and

Emotional

Recognition on Work

Source: Robot Heart 2011

Drivers of change

GlobalizationNo boundaries

The Millennial WorkforceNew attitudes, expectations & ways of working

TechnologiesProcessing power, cloud

computing, collaborative technologies, big data;

IOT, VR/AR

MobilityWork anytime,

anywhere & on any device

New BehaviorsShaped by Social Media & the web

• Why MR & Why now?• Rise of powerful

technology and techniques, such as image processing and computer vision

• Need for rapid information overlap between systems

• Proven scope of AR/VR/MR in education and healthcare sector1

Defining VR, AR and MR

VIRTUAL REALITY (VR) immersive multimedia or computer generated reality that fully envelops user allowing them to interact in that world

AUGMENTED REALITY (AR) overlay of unanchoredcontent on the real world

MIXED REALITY (MR) overlay of virtual content that is both anchored and interacts with the real world. A mixture of AR and VR.

Source: Google 2014

Source: Johnson, Eric, “What are the differences among virtual, augmented and mixed reality?” July 2016 http://www.recode.net/2015/7/27/11615046/whats-the-difference-between-virtual-augmented-and-mixed-reality

Source: Microsoft 2016

The Rise of AR/VR/MRAugmented/Virtual Reality Revenue Forecast 2020

Augmented/Virtual Reality Revenue Share 2020F

Source: Augmented/Virtual Reality revenue forecast revised to hit $120 billion by 2020http://www.digi-capital.com/news/2016/01/augmentedvirtual-reality-revenue-forecast-revised-to-hit-120-billion-by-2020/#.WEf9UPmLTIV

Emotional Recognition

Real-time Feedback of subject:

Source: Dir. Eran May-raz. Independent (Student). Columbia, 2012. Film.

• Emotional state

• Engagement

• Lie detection

Social Acceptance

Social Rejection

Elite Democratised

Minority ReportElysium

1984 Matrix

Source: Wikimedia.org

Scenarios: MR in 2027

Impact on work – Positives/Opportunities

• Performance• Increased emotional intelligence trust & empathy2

• Better cross-cultural communication efficiency3

• Customer engagement• Transparent customer emotions improved products/services4

• Transparent employee satisfaction customer satisfaction5

• Authentic leadership • Reduction in crime and dishonesty6

• Faster adoption of change7

Impact on work – Negatives/Threats

• Tear social cohesion• Inability to make white lies8

• Greater division between socioeconomic strata

• Honest emotions may be punished

• Performance• Surveillance Negative morale, reduced productivity9

• Greater potential for collusion

• Exploitation of customers/workers

• Privacy concerns & hacking

• Government Overregulation

• Market-based Offering

• Facilitate Opportunities• Performance - encourage empathy through ER sensitivity training10

• Engagement - Incentivize participation and demonstrate benefits

• Authentic Leadership – CEO should establish culture of honesty6

• Avoid Threats• Social cohesion & morale – establish industry ethics/regulations body

• Collusion – Introduce neutral third party ”ER” auditing

• Barriers - Track barriers such as Privacy and Regulation

• Exploitation - Prioritize moral, authentic leadership6

• Hacking – Lobby for severe penalties, emphasize security11

Strategy to secure positive outcomes

Sources

• 1Bichlmeier, Christoph, “The CAMDASS Project – AR Mission to Space,” Medical Augmented Reality, December 2011, http://medicalaugmentedreality.com/2011/12/the-camdass-project-ar-mission-to-space/

• 2Gentry, Werber, and Sadri, “Empathy in the Workplace,” Center for Creative Leadership, April 2007, http://www.ccl.org/wp-content/uploads/2015/04/EmpathyInTheWorkplace.pdf

• 3Chuang, Szu-Fang, “Essential Skills for Leadership Effectiveness in Diverse Workplace Development,” Online Journal for Workforce Education and Development, Vol 6 Issue 1, 2013, http://opensiuc.lib.siu.edu/cgi/viewcontent.cgi?article=1133&context=ojwed

• 4Magids, Zorfas, and Leemon “The New Science of Customer Emotions,” Harvard Business Review, November 2015, https://hbr.org/2015/11/the-new-science-of-customer-emotions

• 5Kruse, Kevin, “Employee Engagement: The Wonderdrug of Customer Satisfaction,” Forbes, Jan 2014, "http://www.forbes.com/sites/kevinkruse/2014/01/07/employee-engagement-the-wonder-drug-for-customer-satisfaction/#3a66c0d52981

• 6Jeffrey Sonnenfeld and Paul Lawrence, “Why Do Companies Succumb to Price Fixing?” Harvard Business Review, July 1978, https://hbr.org/1978/07/why-do-companies-succumb-to-price-fixing

• 7Schaeppi, Inken. “Authentic Leadership as a critical driver during large change transformations,” Pro Zurich Change Management Forum, November 2015 http://www.pro-global.com/uploads/files/Pro_Zurich_Change-Management_Forum_November_2015_Article.pdf

• 8Iñiguez, Govezensky, Dunbar, et al, “Effects of Deception in Social Networks,” Proceedings of the Royal Society, Biological Sciences, July 2014, http://rspb.royalsocietypublishing.org/content/281/1790/20141195

• 9Katz, Lee Michael, “Monitoring Employee Productivity: Proceed with Caution,”Society for Human Resource Management Magazine, June 2015, https://www.shrm.org/hr-today/news/hr-magazine/pages/0615-employee-monitoring.aspx

• 10Kofman, Ava,”Can virtual reality training for US police help stop officer-involved shootings?” The Guardian, July 2016, https://www.theguardian.com/us-news/2016/jul/11/police-virtual-reality-training-stop-shootings

• 11Oh, Sangkyo and Lee, Kyungho, “The Need for Specific Penalties for Hacking in CriminalLaw,” The Scientific World Journal Vol. 2014, Published June 2014 https://www.hindawi.com/journals/tswj/2014/736738/