Design Discovery Framework

SOLUTION
SET #1
DEVELOPMENT
SET #1
SOLUTION
SET #2
PHYSICAL
IMPLICATION
SET #1
SOLUTION
SET #1
DEVELOPMENT
SET #2

FRAMEWORK FILTER

FRAMEWORK FILTER

FRAMEWORK FILTER
SOLUTION
SET #2
CONCEPTUAL
DISCOVERY
FRAMEWORK
CONTENT
SOLUTION
SET #1
DEVELOPMENT
SET #1
SOLUTION
SET #2
PHYSICAL
IMPLICATION
SET #2
SOLUTION
SET #1
DEVELOPMENT
SET #2

INSPIRING DESIGN BY DISCOVERY SOLUTION
SET #2

Shahana Dattagupta
NBBJ . Healthcare Academy . January 15 2008
INSPIRING DESIGN BY DISCOVERY HEALTHCARE ACADEMY . JAN 15 . 2008

OUTLINE

1. DEFINING DISCOVERY

2. RESEARCH & DISCOVERY : GENERATING NEW KNOWLEDGE

3. WHY DISCOVERY : LEARNINGS AND OPPORTUNITIES


1. DEFINING DISCOVERY

DISCOVERY IS THE ACT OF ARRIVING AT MEANINGFUL AND FOUNDATIONAL CONTENT FOR DESIGN
THROUGH A CREATIVE INVESTIGATION OF HUMAN-ENVIRONMENT RELATIONSHIPS

INFORMATION KNOWLEDGE IDEAS

ENGAGING IN DISCOVERY REQUIRES
commitment to truth
ability to be vulnerable
dispensing with biases and ego

MEANINGFUL DISCOVERY EMBODIES
serendipity and structure
passionate curiosity and meticulous rigor
suspension of judgment and exercise of judgment


2. RESEARCH & DISCOVERY : GENERATING NEW KNOWLEDGE

THE MYTH OF LEFT BRAIN VS. RIGHT BRAIN

WHY REAL RESEARCH IS A CREATIVE PROCESS

RESEARCH STRATEGIES AND METHODS

RESEARCH ANALYSIS AND SYNTHESIS : THE GENESIS OF IDEAS


2. RESEARCH & DISCOVERY: GENERATING NEW KNOWLEDGE

THE MYTH OF LEFT BRAIN VS. RIGHT BRAIN

Recent research shows the logical-creative split is
simplistic and inaccurate

Difference between hemispheres lies in style of work-
ing: left side focuses on detail and right side on big
picture regardless of activity, whether writing, painting
or engineering

Example: when writing, the left side focuses on string-
ing words in a sentence with grammatical accuracy,
while the right side is concerned with allusions, meta-
phors or emotional aspects




Research = Re + Search !!!

Goal of any research is to generate NEW knowledge

Research is systematic study to discover new facts, knowledge or ways of seeing things

Research requires intuition, foresight, imagination, innovation and conceptualization

Research is meaningless without import: it requires creativity, intuitive leaps and dexterity with
abstractions, whether hypothesizing or synthesizing the import of information

Therefore, great research, like great design, engages both hemispheres of the brain!




RESEARCH PROCESS DESIGN PROCESS

Preparation for Literature Review Study of historic, contemporary examples,
Research media

Information gathering: limit Collection of preliminary field data Experimentation with visual ideas and mate-
variables, define problem rials

Information correlated; problem defined; Design problem identified through visual
Identification of problem
educated guesses made; hypotheses stated; analysis and recognition
and hypothesis
research design

Research plan carried out; results analyzed, Work created in series, with each work sug-
Exposition of facts and
plan modified based on results; experiments gesting problems to explore in subsequent
interpretation
replicated work

Presentation of results and Publication of findings Exhibition of work or production of design
findings

EXPANDING & DISTILLING



RESEARCH STRATEGIES AND METHODS

STRATEGIES
Understanding what there is to know
Research Design: designing how to ﬁnd out
Quantitative vs. Qualitative approaches

METHODS
Validity and Reliability
Types of information : Explicit, Tacit, Latent
Methods to obtain information : Ask, Observe, Engage
Protocols and Tools


RESEARCH STRATEGIES AND METHODS : STRATEGIES : Understanding what there is to know

KNOW THERE
IS TO KNOW
Facts
Circumstances
Operating Forces
Trends
Projections
TIME Expectations
EVERYTHING THERE IS TO KNOW FUTURE STATE
CURRENT STATE

Aspirations
Hopes
Dreams
AWARENESS
DON’T KNOW
THERE IS TO
KNOW


RESEARCH STRATEGIES AND METHODS : STRATEGIES : Research Design

KNOW THERE
IS TO KNOW
Time and resources?
What is there to know?
Desired outcome?
Sources of content?
Facts Units of analysis?
Circumstances Approach? Method?
Operating Forces
Trends
Projections
TIME Expectations
CURRENT STATE

Aspirations
Hopes
CHANGE Dreams
POTENTIAL
Replenishing curiosity
Active listening / seeing
AWARENESS

Elimination of bias
Triangulation
DON’T KNOW
THERE IS TO

Accuracy in recording
KNOW


RESEARCH STRATEGIES AND METHODS : STRATEGIES : Quantitative and Qualitative Approaches

KNOW THERE
IS TO KNOW
QUANTITATIVE APPROACH
Breadth of coverage
Numerous sources of information
Known, factual information
Establishes benchmarks
Facts Checks against wrong path
Circumstances
Operating Forces
Trends
Projections
TIME Expectations
CURRENT STATE

Aspirations
Hopes
Dreams
QUALITATIVE APPROACH
Depth of coverage
AWARENESS

Focused sources of information
Open-ended, unknown information
DON’T KNOW
THERE IS TO

Establishes conceptual framework
Enables meaningful path
KNOW


RESEARCH STRATEGIES AND METHODS : METHODS : Validity and Reliability

VALIDITY = Congruence of Method / Tool with concepts and content being researched

RELIABILITY = Ability of Method / Tool to be used repeatedly to achieve consistent results


RESEARCH STRATEGIES AND METHODS : METHODS : Types of Information

Explicit

Tacit

Latent


RESEARCH STRATEGIES AND METHODS : METHODS : Methods to obtain information

ASK

Explicit

OBSERVE
Tacit

Latent
ENGAGE


RESEARCH STRATEGIES AND METHODS : METHODS : Protocols and Tools

ASK
Survey
Interview
Focus Group

Explicit

OBSERVE
Tacit

Participant Observation
Informed Observation
Latent
ENGAGE
Creative assignments
Facilitated Workshops
Visioning sessions



ASK
Survey
Interview
Focus Group

Questionnaires Explicit
Structured formats
Open-ended formats

OBSERVE
Tacit
Participant Observation
Informed Observation

Latent
ENGAGE Observation Guide
Photography
Video Ethnography
Creative assignments
Facilitated Workshops
Visioning sessions
Scenario Making

Semantic Scales
Metaphor Elicitation
Cognitive/Context Maps
Collages, Models
Personas, Activities, Stories



Project: Boeing Business Jets : semantic scales



Project: Boeing Business Jets: collage



Project: Boeing Business Jets: cognitive maps



Project: Boeing Future Factory : models



Project: Hong Kong Jockey Club : cognitive map with personas



Project: Hong Kong Jockey Club : scenario making with personas and activites


What do you SAY What do you DO? What do you plan
about it? for the FUTURE?
Observations and
uncovering of tacit needs
Statements of explicit needs
- Interviews
What does your - Visioning Sessions
Your vision Your offer (product or Vision realignment?
service) New offers?
company do? - Workshops
Competitive position
- Surveys
- Observations
Why? Mission statement Values Values and/or goals
Motivations realignment?
Personal goals

Who works here Head counts Social networks New head counts
Organizational charts • who communicates Ideal adjacencies
and how are you
Job descriptions with whom Reorganization?
organized?
Functional groupings • who learns from Remote employees?
Current adjacencies whom? New alliances?
Informal alliances Lifestyles changes

How does the Policies Workflow Process
Rules Information flow improvements?
work get done?
Incentives and Unspoken expectations Policy changes?
recognition Product paths
Assignments Inputs and outputs
Responsibilities
Offices hours

Where does the Workplaces Informal meeting Changes in worker
Conference rooms spaces mobility
work get done?
Support areas Outside the office Changes in worker
While traveling/at home flexibility?

What tools, Technology Information on New technology,
Tools technology, furniture, furniture, tools, and
furniture and
Furniture tools and equipment equipment?
equipment are
Equipment
used?
Credit: Liz Sanders



RESEARCH ANALYSIS AND SYNTHESIS : THE GENESIS OF IDEAS

ANALYSIS
Reviewing Research Design, intent and nature of data
Quantitative approach: Statistical analysis
Qualitative approach: Content analysis

SYNTHESIS
Clustering and Collapsing
Uncovering signiﬁcance and meaning
Translating to design implications: conceptual framework
Elaborating and testing ideas


RESEARCH ANALYSIS AND SYNTHESIS : ANALYSIS : Quantitative vs. Qualitative Approaches

KNOW THERE
IS TO KNOW
QUANTITATIVE APPROACH
Breadth of coverage
Numerous sources of information
Known, factual information
Establishes benchmarks
Facts Checks against wrong path
Circumstances
Operating Forces
Trends
Projections
TIME Expectations
CURRENT STATE

Aspirations
Hopes
Dreams
QUALITATIVE APPROACH
Depth of coverage
AWARENESS

Focused sources of information
Open-ended, unknown information
DON’T KNOW
THERE IS TO

Establishes conceptual framework
Enables meaningful path
KNOW


RESEARCH ANALYSIS AND SYNTHESIS : ANALYSIS : Statistical Analysis


                       ��

��
��
C O N SE R V A T I V E RISK-TAKING ��
��
��

��
STRUCTURED FLEXIBLE ��
��

��
��
INDIVIDUALISTIC COLLABORATIVE ��

��
�

R E S P O N S I B I L I T Y - B ASED INITIATIVE-BASED
��
��
��

��
P E R F O R M A N C E - B ASED VALUE-BASED
��
��
��

��
C E NT R A L I Z E D AUTONOMOUS ��
��

LOCAL GLOBAL

�

Project: Boeing Business Jets


RESEARCH ANALYSIS AND SYNTHESIS : ANALYSIS : Content Analysis

Project: Davis Wright Tremaine Law Ofﬁces


RESEARCH ANALYSIS AND SYNTHESIS : SYNTHESIS : Clustering and Collapsing

INNOVATION
1. The introduction of something new.
2. A new idea, method or device.

+ PATTERN - PATTERN
• Matters most to Boeing • Blurring of hierarchy
success
• Promote social
• Drive towards adhocracy innovation

• Empowerment to • New - moving forward
innovate at individual
level • Root guard

• OK to learn from failure • Fear of change

• Evolved, improved, new • Walter Cronkite
vision on long-term leaps
• Paradox between

� Results?...I have gotten lots of results! I haven’t failed,
I’ve found 10,000 ways something won’t work. I am not
discouraged, because every wrong attempt discarded is
often a step forward.

Project: Boeing Future Factory


RESEARCH ANALYSIS AND SYNTHESIS : SYNTHESIS : Uncovering Signiﬁcance and Meaning




CONNECTEDNESS
1. Joined or linked together.
•people link the •formation •connectivity
system •team •serendipity

+ PATTERN - PATTERN
• People link the hierarchy
system - Dress code
- Neutral areas
• Go to the production
• Shared and equal
• Chosen isolation experience

• Increase • Unify through
accountability amenities
•connected to •connection
•trust
source to life
•reliability
• Access to product • Connection to
customer
• Blur lines of
� Individual commitment to a group effort - that
is what makes a team work, a company work, a
society work, a civilization work.
-Vince Lombardi

•layers •logic •connection to
•differentiation •context making




PRIDE AND IDENTITY
1. The quality or state of being proud.
•different •wholeness •one family
2. The collective aspect of the set of
groups integrates
+ PATTERN - PATTERN
• One family Northwest

• Increase “clan” • Celebrate “town”
culture Everyone knows
everyone
• Common entry
• Tie back to brand
• Shared and equal
experience • Compete with Airbus
•sense of •pride in •pride in work
reward creation •achievement
• “Red barn” - legacy, • Best place to work
history
• Alienation
• Celebrate the
� What is it that continues to provide a sense of
identiﬁcation with an individual city in the midst
of this increasingly formless urban landscape?
What community of interest and feeling is there
between those who live in these places? And

•iconic •saving the day
•leave one
•legacy •schedule
imprint




MAINSTREAM
hodox responsible dedicated conscientious safe provi
practical
ort

ding care-tak
A FAMILY EXPERIENCE
instream

ma ers stable commitmed social and communal values traditional

business food
carnival

social business_dinners fast food_HK food
Project: Hong Kong Jockey Club


RESEARCH ANALYSIS AND SYNTHESIS : SYNTHESIS : Translating to Design Implications

PATTERN = A repeatedly reported human need / environmental concern
Example: “reduce acoustic overload”

THEME = A category of human needs, under which various similar patterns are clustered
Example: “ Sensory Needs”

DESIGN PRINCIPLE = A broad design directive or guideline derived from multiple human need themes and site conditions
Example: “Introduce a Connection to Nature”

PHYSICAL IMPLICATION = A possible physical translation of a design principle
Example: “Daylight”

ARCHITECTURAL CONCEPT / SOLUTION = The actual manifestation of the physical implications
Example: “Roof Monitors”



BRAND

DESIGN

SUSTAINABILITY

PROCESS

MARKETING



BRAND
COMMITMENT TO BEING A LEARNING FIRM
Deep interest in client’s enterprise
Continual evolution of work
Integration of multi-disciplines

LEADERSHIP IN CHANGE DESIGN
Assessing change potential / state of ﬂux
Shaping transformation
Empathy with client’s enterprise goals

INCLUSIVE AND COMPREHENSIVE BODY OF WORK
Unrestricted by scale or typology
Disassociation with stylism / mannerism
Check arrogance



DESIGN
CHANGE DESIGN
Understanding transformation potential
Earning trust : becoming a conﬁdante, not expert
With trust comes power

THE IMPETUS FOR CONTENT
The Big Idea: Conceptual frameworks and freedom in expression of materiality and aesthetic
Shifting perspective - experiential archetypes
Generative program - program as creative device

DESIGN COMMUNICATION
Evolving the right language
Narrative: Telling it not as we did it, but as it is meaningful to them

APPROACH
3i
The approach: Investigative, Interdisciplinary, Integrated design
Continuous learning: Design Solution or Design Experiment?


DESIGN: CHANGE DESIGN : Understanding transformation potential, earning trust and power



DESIGN: THE IMPETUS FOR CONTENT : Shifting perspective - experiential archetypes

Project: IRIS [Gates Foundation]


DESIGN: THE IMPETUS FOR CONTENT : Shifting perspective - experiential archetypes

Project: Boeing Business Jets


DESIGN: THE IMPETUS FOR CONTENT : Generative program



DESIGN: DESIGN COMMUNICATION : Evolving the right language and narrative

Project: Boeing Move-to-the-Lake


DESIGN: DESIGN COMMUNICATION : Evolving the right language and narrative Vertical Connection
• Quick access between floors
• Immediate access from
circulation zone to floor

“Projection”: Pre-function
Conference Room
• Collaboration zone inside
Canyon
• Immersive experience
• Connection with product

Glass Enclosure Wall
• Maximum transparency
• Constant visual access to
product from building
• Visual access into building
from floor

“Projection”: Small Conference Room
• 1-2 person conversations
• Individual “heads-down” work
• Immersive experience

“Insertion”: Large Conference Room
• Canyon experience brought
into building
• Open balcony allows direct views of
product, conversations for problem
solving

Circulation Zone
• Colored canyon wall acts as
backdrop to people movement
• Zone of informal encounters

Roof Monitor Acoustic Panel Restroom Bridge Colored Metal Screens
• Bring daylight into Canyon • Helps to mitigate reflected • Connect mechanics directly to • Displays graphic information about
• Wash enclosure wall with light, giving sound within bay mezzanine production process
access to daylight at office perimeter • Marks elevator cores for • Supports workforce on floor • Holds technology screens
• Shared and equal experience clear identification • Screens parts storage
• Connection to nature



DESIGN: APPROACH: The 3i approach: Investigative, Interdisciplinary, Integrated design

Evaluation
Research

BASIC ENVIRONMENT-BEHAVIOR KNOWLEDGE

Programming Programming
Use + Research Research
Adaptation

Design +
Next Project
Design
Review
And so on...

Construction

“DESIGN SOLUTION” = PROBLEM IS SOLVED = LIMITED LEARNING
“DESIGN EXPERIMENT” = PROBLEM IS REFRAMED = CONTINUOUS LEARNING



SUSTAINABILITY: THE NOTION OF SOCIAL SUSTAINABILITY
Sustainability in design is not about materiality alone

The best of “green” projects are unsustainable if they are not suitable for human use and adaptation for
appropriate lengths of time without need for renovation, redesign or abandonment.

Social sustainability may be best described as the approach that considers and includes all those fac-
tors related to human organizational, social, psychological and behavioral as well as community issues
that affect the life and adaptability (sustainability) of the project .

Example: In the context of urban development, social sustainability has been deﬁned as “development
(and/or growth) that is compatible with the harmonious evolution of civil society, fostering an environ-
ment conducive to the compatible cohabitation of culturally and socially diverse groups while at the
same time encouraging social integration, with improvements in the quality of life for all segments of the
population.”



PROCESS
COLLABORATION
Deepens collaboration for integrated design
Deepens collaboration with client

OBJECTIVITY AND STREAMLINING
Alignment of design team to concept
Forks in the road: choosing the right directions

DELIVERING VALUE
When the dollars pinch: evaluative frameworks


PROCESS : COLLABORATION : Integrated Design, Client



PROCESS : OBJECTIVITY & STREAMLINING : Choosing the right directions SOLUTION
SET #1
DEVELOPMENT
SET #1
SOLUTION
PHYSICAL
PHYSICAL SET #2
PHYSICAL
IMPLICATION
IMPLICATION
IMPLICATION
SET #3
SET #5
SET #1
SOLUTION
SET #1
DEVELOPMENT
SET #2
SOLUTION
SET #2
CONCEPTUAL
DISCOVERY
FRAMEWORK
CONTENT
SOLUTION
SET #1
DEVELOPMENT
SET #1
SOLUTION
SET #2
PHYSICAL
IMPLICATION
PHYSICAL PHYSICAL SET #2
IMPLICATION IMPLICATION SOLUTION
SET #6 SET #4 SET #1
DEVELOPMENT
SET #2
SOLUTION
SET #2


PROCESS : OBJECTIVITY & STREAMLINING : Choosing the right directions SOLUTION
SET #1
DEVELOPMENT
SET #1
SOLUTION
SET #2
PHYSICAL
IMPLICATION
SET #1
SOLUTION
SET #1
DEVELOPMENT
SET #2

FRAMEWORK FILTER

FRAMEWORK FILTER

FRAMEWORK FILTER
SOLUTION
SET #2
CONCEPTUAL
DISCOVERY
FRAMEWORK
CONTENT
SOLUTION
SET #1
DEVELOPMENT
SET #1
SOLUTION
SET #2
PHYSICAL
IMPLICATION
SET #2
SOLUTION
SET #1
DEVELOPMENT
SET #2
SOLUTION
SET #2


PROCESS: DELIVERING VALUE : Evaluative Frameworks
REALIZE AN REFLECT THE
EXPERIENTIAL MACRO (ORGANIC)
PROVIDE A EMBODY THE LINK THE INTRODUCE A
CONNECTION AND MICRO
SHARED AND SPIRIT OF INDIVIDUAL TO CONNECTION
TO THE PRODUCT (STRUCTURED)
EQUAL EXPERIENCE BOEING THE WHOLE TO NATURE

CANYON CONCEPT ELEMENTS
Y
YO
CIRCULATION ZONE
A
AT 17
ENCLOSURE WALL and COLORED CANYON WALL
W Y
YO W

CONNECTIVE ELEMENTS 18
STAIRS / ELEVATORS ON CANYON WALL
T
TA VAT
VA
A Y
YO W

IMMERSIVE ELEMENTS 18
PROJECTED and INSERTED COLLABORATION AREAS
A
AT

GROUND FLOOR SCREENS 15
WITH TECHNOLOGY DISPLAYS
AYS
AY
Y

RESTROOM BRIDGES 6
FROM FACTORY FLOOR TO MEZZANINE
F

FLOOR ELEMENTS - SUPPORT 15
SHIPSIDE SUPPORT and COLLABORATION AREAS
A
AT

FLOOR ELEMENTS - AMENITIES
13
BREAK and LOCKER AREAS ON FLOOR

INFORMATIONAL FLOOR GRAPHICS
A
AT 15
CONTEXTUAL COMPLETION of CANYON FLOOR
Y
YO

COMPLETE CANYON CONCEPT 21 $$$$

NATURAL LIGHT - ROOF MONITORS 21 $$$$$

ENVIRONMENTAL GRAPHICS - WAYFINDING 14 $

NEW ENTRIES 13 $$

VERTICAL GARDEN 12 $$

SKY BRIDGE 9 $$$$




MARKETING

THE BUSINESS OF DESIGN
Broadens the business of design
Adapts and responds to market cycles

COMPETITION
Differentiates / competes with competition


MARKETING: THE BUSINESS OF DESIGN
INTERNAL EXTERNAL
MARKET
STATUS OF WORK
RAPIDLY CHANGING NATURE
HEAVY MARKETING MODE
OF WORKPLACE
DEDICATED MARKET LEAD
DEMAND FOR RESPONSE TO
BROADER SPECTRUM
LAUNCHING NEW MARKETS-
OF WORKPLACE NEEDS
LAW OFFICE, BIO-TECH
e.g. Microsoft Virtual Office
S-33
PRACTICE

NBBJ - BEST COMPETITION
DESIGN FIRM...
USUAL SUSPECTS
AHEAD OF NBBJ -
3i APPROACH:
DEGW, GENSLER, PERKINS &
INVESTIGATIVE
WILL, HOK, EVEN CALLISON!!!
INTERDISCIPLINARY
INTEGRATED
FURNITURE COMPANIES W/
R&D EDGE HAVE UNDUE
BBBS: EVOLVING SOCIAL
CONTROL OF DESIGN
SCIENCE METHODS

Project: Leading Change 03-04



Project: Workplace Practice development [studio discussion]

MARKETING: THE BUSINESS OF DESIGN BOEING FUTURE FACTORY

BBJ

TYPICAL PROJECT


DAVIS WRIGHT TREMAINE



IRIS

Project: S33 Workplace Practice development [studio discussion]

Design Discovery Framework

Recommandé

Recommandé

Contenu connexe

Dernier

Dernier (20)

En vedette

En vedette (20)

Design Discovery Framework