Producing solutions that have value should presuppose expertise as much as it presumes open-mindedness or user-centricity. This model identifies Selectivity as the primary responsibility of applying knowledge throughout the lifecycle of solution production.

1. Solutioning
with Knowlegeable Design

2. Solving the right Problem
• Service Design is famously involved with the “double diamond” model of problem
solving.
• The model emphasizes that the beginning steps of the “process” must attend to
identifying the correct problem to solve, before other commitments are made to
production.
• Each diamond shape represents the divergence or convergence of experiences and ideas
which occurs as a solution is derived from the initial occasions (far left) of problem
solving, to the eventual provision of a particular solution (far right). In one diamond,
exploration broadens (diverges) before explorers narrow things down (converge) to what
is to be solved. Then, in the other diamond, experimental solutions are numerously
(broadly) created before choosing (converging on) the final one delivered for use.

3. Producing a Solution
• In our case, however, the grouping is somewhat different, because the principal objective
that runs throughout our solution production model is selectivity. And our experience is
that development is itself part of the thought process that leads to deciding what
problem to solve. We know this mainly due to art-making, but also due to teaching.
• Selectivity is characterized in four ways including: what we recognize; what we decide;
what evaluation we give; and what we prefer. Any solution to a problem represents the
things that were identified within each of those varieties, and then retained or excluded.
The combination of those included things orchestrates the declared type of value that
the solution is supposed to contain on delivery.
• The general pattern of selectivity across the factors in our solution lifecycle is to
recognize more (concerns), decide fewer (possibilities), evaluate more (methods) and
prefer fewer (examples). Meanwhile, selectivity uses knowledge in a certain way.
• To illustrate that, the following also adopts a double diamond scheme, representing how
knowledge management (KM) and production cultivate a solution of necessary (diamond
#1) and sufficient (diamond #2) value.

4. Inform concepts
Determine scope
Configure versions
Determine value
Overall Production Perspective
narrower
broader
Inclusiveness
©2017MalcolmRyder/ArchestraResearch
time

5. ①
①
②
②
③
③
④
④
Triage findings to identify
the most critical ones
Maximize range of
support methods
Focus on high-impact,
high-benefit uses
Invest in success of easy,
high-volume adoption
Knowledgeable coverage of what is necessary Knowledgeable coverage of what is sufficient
vs. recognition vs. decisions vs. evaluations vs. preferences
©2017 Malcolm Ryder / Archestra Research
SELECTIVITY PERSPECTIVE

6. Inform concepts
Determine scope
Configure versions
Determine value
Define Proposal Define Production
NECESSARY SUFFICIENT
narrower
broader
Inclusiveness
④③②①
①
②
③
④
©2017MalcolmRyder/ArchestraResearch

7. STAGES: (left to right)
• Discover the problem
• Apply development
• Verify relevance
• Support implementation
INPUTS: (into the left)
• Discoverable conditions
• Stakeholder concerns
• Expertise
• Production utilities
KNOWLEDGE MINING (left to
right) for what is:
• Critical vs. recognized
• Viable vs. decided
• Circumstantial vs. evaluated
• Feasible vs. preferred
As seen above, the processing of knowledge as needed for solution building actually narrows what is
included when otherwise experiences are expanding, and it broadens what is included when
otherwise experiences are narrowing. KM’s production focus on the necessary and the sufficient
accounts for its apparent (but intentional) counter-dynamics. Its role is to generate predictable value.
©2017 Malcolm Ryder / Archestra Research

8. Archestra notebooks compile and organize decades of in-the-field empirical findings. The notes offer explanations of why things did
happen or can happen in certain ways or to certain effects. The descriptions are determined mainly from the perspective of
strategy and architecture. They comment on, and navigate between, the motives and potentials that predetermine the decisions
and shapes of activity as discussed in the notes. All notebooks are subject to change.
©2017 Malcolm Ryder / Archestra Research
©2017 Malcolm Ryder / Archestra Research
www.archestra.com
mryder@archestra.com