At
the beginning of 1990's the development in the field of virtual reality became
much stormier and the term Virtual Reality itself became extremely popular. We
can hear about Virtual Reality nearly in all sort of media, people use this
term very often and they misuse it in many cases too. The reason is that this
new, promising and fascinating technology captures greater interest of people
than e.g., computer graphics. The consequence of this state is that nowadays
the border between 3 dimensional computer graphics and Virtual Reality becomes fuzzy (Mazuryk, Gervautz 1996).
As a start-up growing at hyper speed, Oculus VR recognized it was at risk of losing its inherent cultural traits: a closely knit team of equal intellectuals, where constant chatter and close proximity kept ideas flowing and colliding constantly, sometimes literally sticking to walls, as new prototypes spilled continuously out of 3D printers. And all of this happened while a telepresence robot digitally connected one Oculus engineer working in Dallas to team members in California. Their existing space was not working for them. Furnished with rigid, linear benching, conversations were constrained, conducted standing up, or leaning over others. Product Lead Joe Chen was frustrated that it didn’t really foster the right kind of interaction; “accidental collaborations” that happen spontaneously were too infrequent. There weren’t enough spots for quiet conversations, either. He wanted to enhance the connectivity and impromptu discussions that are inherent to the company’s success. They also...
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