Dear all
Thank you for all the contributions you are all making to the Design Thinking Survey and the discussion thread. However would it be possible to move the NextD conversation on to a new thread as the survey is currently still open and recruiting participants. I fear the continue discussion on NextD could prevent interested individuals accessing the survey and bias their responses.
I would be happy to discuss some of the findings from the Survey when the timing is suitable.
Once again thank you for all your interest and contribution to the survey.
Best wishes
Arthur
-----Original Message-----
From: PhD-Design - This list is for discussion of PhD studies and related research in Design [mailto:[log in to unmask]] On Behalf Of Jerry Diethelm
Sent: 22 July 2013 17:48
To: [log in to unmask]
Subject: Re: Design Thinking Survey 2013 - participants needed
GK, Ken et al,
Thanks for your posts. They leave me hungry for a brief and concise description of what is being considered D1, 2, 3, 4etc... And what key aspects of design thinking they have in common, since that is what I take to be design thinking, and what criteria are being used in making such distinctions.
Appreciatively,
Jerry
On 7/22/13 7:27 AM, "GK VanPatter" <[log in to unmask]> wrote:
> Hi Stephen: Happy to engage with you here.
> Since we have not previously spoken it might be helpful if I share a
> little backdrop before I get to your questions:
> You might know that our NextD sensemaking work has always been practice based.
> What we have always been most interested in and focused on are the
> implications of change for practice as well as the cascade effects on
> graduate and post-graduate design education. This later part not as an
> abstract exercise but rather in the sense that it is likely that
> future practices will entertain the possibility of finding future
> talent from the emerging design education candidates pool.
> As per my previous comments regarding design thinking in historical
> literature, collectively much more is known about the practice of
> Design 1 and
> 2 than about Design 3 and 4. This means that for those operating in
> Design 3 and 4 [whether they go to market that way or not] there are
> few certainties, a lot of hybrid experimentation and much is in
> motion. Unlike D1 and D2, D3 and
> D4 are relatively new paths through the forest. It is in practice
> every day that those paths are being forged, case studies lived, and
> new literature being written. From the practice perspective we
> consider Design 3 and 4 to be zones of high experimentation at this
> moment and for some that has been true since at least 2002.
> It is true that various lenses have been created over numerous decades
> to help insiders and outsiders better appreciate design. Some of those
> lenses have perhaps been more understandable than others. It is true
> that complexity ladder lenses have been created in several disciplines not just in design.
> Unlike some earlier lenses that were, with good intentions created to
> help make sense of design, the NextD Complexity Ladder framework that
> we use does not presume that a person calling himself or herself a
> designer inherently possesses magical power to think across and
> operate across all operational scales. Being practice based we do not
> subscribe to the previously and in some quarters still popular notion
> of magical thinking which we view not only as academic oriented,
> marketing oriented, but just plain impractical. Magic thinking models
> lack change drivers and so from our perspective they are not a good fit for the realities of design at this time.
> We use the NextD framework to point out that different skills are
> involved at different scales of design thinking in practice. This has
> come to be known as skill-to-scale. Unlike previous magic thinking
> advocacy models, skill-to-scale has enormous change implications for design practice and design education.
> This has proven to be the good news and the bad news. Our lack of
> subscribing to magical thinking tends to create some tension dynamics
> in some design community quarters.
> The inherent pointing out of need for change that is embedded in the
> NextD Complexity Ladder has resonated in many practice circles and
> quite frankly probably hindered its adoption in design education
> circles. Even today we encounter many design educators who see no need
> for the rate and scale of change implied by skill-to-scale.
> As per my previous comments, one result is a growing chasm between
> where leading practices are already operating and the operational
> terrain focus of institutional design education. A cascading result of
> that result is the increasing frequency of design practices to create
> their own design thinking academies that are more reflective of the
> rate of change happening in the global marketplace.
> It is against this messy backdrop that I will gladly attempt to
> address your questions briefly here.
> Regarding your questions:
> You asked: ³At what point do the figures of history that are involved
> in organizational design (i.e Ackoff, Drucker, Sloan, Taylor et al)
> and social design (i.e. Gallup, Freud, Bernays, Lippman, Goebbels,
> Goring, Hitler, Stalin, Mao, Kim et al) enter your Design 3 and Design
> 4 matrix levels of Design?² The short answer to that entertaining
> question would be from the get-go. Not only are all the historical
> figures present for better or for worse, but many other folks from
> other disciplines are as well. They might be using different
> terminologies but in terms of how change happens and who wants that
> workŠthe answer is many. Design 3 and 4 are not wide-open fields. In
> the marketplace they are heavily occupied and often heavily defended.
> It is not a fantasyland waiting for magic thinkers. You have to have
> real stuff. Life centered or human-centered design thinking at the
> scale of organizations and societies does inevitably raise numerous
> intriguing methods and values integration questions. These are among
> numerous issues being wrestled with everyday in the Design 3 and 4 arenas.
> It is no secret that several graduate business schools have identified
> Design
> 3 (organizational change via what they are pitching as design
> thinking) as lucrative territory that they would like their faculties
> and graduates to dominate. Considering in which activity zones of
> design thinking the fees are shrinking or rising that is not
> surprising. As far as we can tell there is still no graduate or
> post-graduate design school focused in Design 3. There are certainly
> many graduate design schools doing the cross-over dance,
> optimistically advocating that their students crossover into the zones
> of Design 3 and 4 equipped with their Design 1 and 2 skills to tackle
> often massive challenges (jury is still out on that dance) but the
> actual, recognition of and teaching of Design 3 skills in design
> institution settings remains elusive. In the face of rapidly moving
> globalization that omission remains rather remarkable. With perhaps
> one or two exceptions right now the only design academies capable of challenging the graduate business academies in the context of Design 3 are operating from practice based platforms.
> You asked: ³In your view, where does the line between professional
> design influence/ability on progress and grand social strategy/design
> lie?³ I am not sure exactly what you mean here. From a practice
> perspective we do not see any grand. What we see is need for
> professionals who can help orchestrate, facilitate and participate in
> a lot of cocreation in organizations and in societies. You might call that human-centered cocreation.
> You might not. We see need for human-centered cocreation ecologies and
> cultures recognizing that they will not occur naturally and or by
> default. As one moves up the complexity scale towards the zones of
> Design 3 and 4 it is inherently less about telling and more about
> cocreating. For many trained in Design 1 and 2 this involves a
> fundamental language mode shift. Most forms of Design 1 and 2 operate
> in what we call Mixed Language Mode. As you scale much more Split
> Language Mode mastery is needed. Design 3 & 4 are less about designers
> as heroes. One moves from the sage on the stage to the guide on the
> side. For some this is unimaginable to process. What we are often
> designing is a human centered place where all can participate. In the
> pursuit of inclusion by all we are reconfiguring all the old
> privileging modes that were inherent in many old power models. This
> was one reason why we have for years been advocating that senior
> design education leaders step up and stand up to the Roger
> Martin/Rotman models, in that they contain rewrapped old power
> privileging. Unfortunately most Design 1 and 2 oriented design
> educators have already laid under that bus, probably without really
> understanding what just drove over them. The old notion that
> convergence (decision-making) should be privileged over divergence on
> route to innovation has never worked and does not work today
> regardless of how it might be creatively repackaged. Being willing and
> capable of creatively, constructively taking on old school power
> privileging is a significant aspect of Design 3 and 4 leadership. For the most part such leadership from professional design association leaders and design education leaders is missing in action. There is little doubt that there is a huge need for a new generation of courageous design thinking leadership.
> You asked: ³Where do firms like Booz Allen, Mckinsey, Hill and
> Knowlton, Edelman et al fit into the Design 3 and Design 4 levels of
> your matrix?² We know some of these players well. We have had numerous
> conversations with Booz Allen Hamilton. They have been in our New York
> City office several times for discussions and we have open channel of
> communication with them. Without giving away any confidences I can say
> that most of the large management consultancies have for some time
> been actively building design thinking practices and thus they are in
> pursuit of design thinking knowledge applicable to the scales that
> they are already operating in ie: Design 3 and 4. They are not just
> building they are already out their practicing and selling design
> thinking at significant scale. I do see that the folks leading those
> initiatives inside the big consultancies often have not been educated
> in design schools. This approach being taken by the giant consulting
> firms has weaknesses as well as strengths. It is not something that we
> would do. There is no question that the big boys want the lucrative
> part of the design thinking business, ie they want Design 3 and 4Šas
> well as any lucrative aspects of Design 2. They are quite happy to leave the non-lucrative parts, the parts with declining fees to the traditional design community.
> You asked: ³What of Google, Microsoft, Apple, Sprint, AT&T?² We
> included a review of the Google Ventures Sprint process - 4 steps for
> combining the hacker way with design thinking - in our recently
> completed Innovation Methods Mapping book. That process reflects
> rather primitive knowledge being completely over hyped in the media
> due to the halo effect of the google brand. Methodology wise there is
> not much going on there and connecting method to culture seems to be
> beyond their present Google awareness. As far as we can tell much of
> what goes on inside the firms that you have referenced here is focused
> at the scale of Design 2, product, service and in particular for the
> technology/media oriented companies experience design. What we do see
> rising is a wave of interest from internal experience design groups in
> learning skills that will allow them to be more strategically useful
> to their various organizations. Some are seeking to get more involved
> in envisioning, real-time upstream framing and cocreation. In this
> regard Humantific works with several internal experience groups as
> clients. This wave maps to the movement from Design 2 to Design 3 being driven in part by globalization.
>
> Have a good week.
>
> Related:
>
> Innovation Methods Mapping Preview
> http://www.humantific.com/innovation-methods-mapping-preview/
>
> When [Old Design Thinking] Love is Not Enough
> http://www.humantific.com/innovation-methods-mapping-preview/
>
> NextD Geographies
> Understanding Design Thinking 1,2,3,4
> http://issuu.com/nextd/docs/nextdfutures2011_v02
>
>
> ...
>
> GK VanPatter
> Co-Founder
>
> Humantific
> SenseMaking for ChangeMaking
>
> NEW YORK / MADRID
>
> 6 West 18th Street, 9th Floor
> New York City, NY 10011
>
> http://www.humantific.com
>
> NEWSLETTER:
> Subscribe to Humantific Quarterly
>
> Follow Humantific on twitter: http://twitter.com/humantific
>
> ...
>
>
>
>
> On Jul 20, 2013, at 10:09 AM, Steve Allard wrote:
>
>> GK...
>>
>> I enjoy reading your social media contributions and connected publications.
>>
>> At what point do the figures of history that are involved in
>> organizational design (i.e Ackoff, Drucker, Sloan, Taylor et al) and social design (i.e.
>> Gallup, Freud, Bernays, Lippman, Goebbels, Goring, Hitler, Stalin,
>> Mao, Kim et al) enter your Design 3 and Design 4 matrix levels of Design?
>>
>> In your view, where does the line between professional design
>> influence/ability on progress and grand social strategy/design lie?
>> Where do firms like Booz Allen, Mckinsey, Hill and Knowlton, Edelman
>> et al fit into the Design 3 and Design 4 levels of your matrix? What
>> of Google, Microsoft, Apple, Sprint, AT&T?
>>
>> Cheers,
>>
>>
>>
>> Form follows culture...
>>
>> Stephen B Allard
>>
>> Bourgogne Allard Design Inc.
>> Seoul National University of Science and Technology Myongji College
>> of Design
>>
>>
>
>
>
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--
Jerry Diethelm
Architect - Landscape Architect
Planning & Urban Design Consultant
Prof. Emeritus of Landscape Architecture
and Community Service € University of Oregon
2652 Agate St., Eugene, OR 97403
€ e-mail: [log in to unmask]
€ web: http://pages.uoregon.edu/diethelm/
€ 541-686-0585 home/work 541-346-1441 UO
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