ISA11 - Jon Kolko: Design for Impact
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Como designers estão cada vez mais reconhecidos como líderes e os dirigentes de mudança em larga escala, tornou-se evidente que temos superado os contextos tradicionais do nosso trabalho – como mordomos de mudança organizacional em grandes corporações ou como poder de fogo em consultorias. O empreendedorismo fornece um terceiro veículo para o design orientado a mudança, mas os designers não têm tradicionalmente explorado isso como um plano de carreira viável. Nesta palestra, Jon Kolko irá descrever como uma forma particular de empreendedorismo – o empreendedorismo social – configura como uma nova fronteira para designers, e dará exemplos de como umacompania operacionalmente auto-suficiente e orientada ao design pode criar significado e profundo impacto.
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ISA11 - Jon Kolko: Design for Impact
- 1. Photo by Michael Cetaruk Design For Impact Jon Kolko Director, Austin Center for Design
- 3. We’re in the middle of an enormous professional shift. 3 | 11/30/2011
- 4. For years, design was about form giving. 4 | 11/30/2011
- 7. Then, design was at the heart of the “experience” and “innovation” conversation. 7 | 11/30/2011
- 10. Now, it’s at the center of evolving conversations of culture & society. 10 | 11/30/2011
- 11. 11 | 11/30/2011
- 12. 12 | 11/30/2011
- 13. 13 | 11/30/2011
- 14. Why are things changing? What’s our role in this new landscape of design? What are the challenges we’ll face? What are the opportunities to make this into a career? 14 | 11/30/2011
- 15. 1/ Driving Forces of Change
- 16. A World, Cheap & Ubiquitous Out Of Control Technology 16 | 11/30/2011
- 17. A World, Cheap & Ubiquitous Out Of Control Technology 17 | 11/30/2011
- 18. 18 | 11/30/2011
- 19. 19 | 11/30/2011
- 20. 20 | 11/30/2011
- 21. 21 | 11/30/2011 Photograph by Chris Jordan
- 22. 22 | 11/30/2011
- 23. 23 | 11/30/2011
- 24. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 1985 2011 Chernobyl, 1986 Black Monday, 1987 Tienanmen Square, 1989 Gulf War, 1990 Rodney King, 1992 Rwanda, 1995 Columbine, 1999 September 11, 2001 24 | 11/30/2011
- 25. It feels like things are spinning out of control. 25 | 11/30/2011
- 26. (It’s not just you.) Sample size = 200,000 26 | 11/30/2011
- 27. These issues and concerns are at points of coalescence of large-scale systems: economic political religious technological cultural 27 | 11/30/2011
- 28. These issues and concerns are an illustration of the consequences of design. 28 | 11/30/2011
- 30. Consequences: The results of our actions. 30 | 11/30/2011
- 31. A World, Cheap & Ubiquitous Out Of Control Technology 31 | 11/30/2011
- 32. A World, Cheap & Ubiquitous Out Of Control Technology 32 | 11/30/2011
- 33. 33 | 11/30/2011 1982
- 34. 1991, Nikon / Kodak DCS420 2011, Serial CMOS Camera $28,000 $22 34 | 11/30/2011
- 35. 1983, Motorola DynaTAC 8000X 2010, Huawei IDEOS $3995 $100 35 | 11/30/2011
- 36. 2.8-inch (240x320) touch display, 528MHz processor, 3.2-megapixel camera, 16Gig memory with a microSD slot, HSDPA, Wi-Fi (802.11n), GPS, Bluetooth, 3G Mobile Hotspot support for up to 8 devices… 1983, Motorola DynaTAC 8000X 2010, Huawei IDEOS $3995 $100 36 | 11/30/2011
- 37. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 1985 2011 In 25 years, the cost of producing a high-tech product – and launching it to a mass audience – has gone from exorbitantly expensive, to… 37 | 11/30/2011
- 38. 38 | 11/30/2011
- 39. 0 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 1985 2011 $0. 39 | 11/30/2011
- 40. 40 | 11/30/2011
- 41. And, for the first time in history, ever, we now have the luxury of asking, “What problem should we work on?” 41 | 11/30/2011
- 42. Designing for Impact is a process for humanizing technology in the context of a humanitarian or social problem. 42 | 11/30/2011
- 43. It’s about working on problems worth solving. 43 | 11/30/2011
- 45. A Process for Problems Humanizing Technology Worth Solving 45 | 11/30/2011
- 46. A Process for Problems Humanizing Technology Worth Solving 46 | 11/30/2011
- 47. Ethnography Synthesis Prototyping 47 | 11/30/2011
- 48. Ethnography Synthesis Prototyping We usually focus our efforts here. 48 | 11/30/2011
- 49. Ethnography Synthesis Prototyping When you are designing for impact, these are more important! 49 | 11/30/2011
- 50. Ethnography Synthesis Prototyping Ethnography requires leaving the safety of the studio and going out into “real life”. It’s about observing “real people” – and designing with them! 50 | 11/30/2011
- 51. Ethnography Synthesis Prototyping The goal of ethnography is to gain empathy. 51 | 11/30/2011
- 56. Left: Patricia Moore, ~1984 Above: Patricia Moore, ~2000
- 57. What it’s like to be you What it’s like to be someone else 57 | 11/30/2011
- 58. Ethnography Synthesis Prototyping The goal of ethnography is to gain empathy. 58 | 11/30/2011
- 59. Ethnography Synthesis Prototyping Synthesis is the process of making meaning through abductive sensemaking and reframing. 59 | 11/30/2011
- 60. Ethnography Synthesis Prototyping Synthesis is the process of making meaning through abductive sensemaking and reframing. 60 | 11/30/2011
- 61. deductive inductive abductive
- 62. Jon is a Designer. All Designers are Arrogant Bastards. Therefore, Jon is an Arrogant Bastard. deductive inductive abductive The output is guaranteed to be true, if the premise is true.
- 63. All of the designers I’ve ever seen wear Jon is a Designer. black t-shirts. All Designers are Arrogant Bastards. Therefore, the next designer I will see Therefore, Jon is an Arrogant Bastard. will be wearing a black t-shirt. deductive inductive abductive The output is guaranteed to be true, Gives good evidence if the premise is true. that a conclusion is true.
- 64. When a designer works on a project, they often draw diagrams of things. It seems to help them learn about a new topic. I’ve seen grade school students struggle to learn complex topics All of the designers I’ve ever seen wear of math or science. Jon is a Designer. black t-shirts. I can abduct that students might All Designers are Arrogant Bastards. Therefore, the next designer I will see be able to learn better by drawing Therefore, Jon is an Arrogant Bastard. will be wearing a black t-shirt. diagrams in a classroom setting. deductive inductive abductive The output is guaranteed to be true, Gives good evidence The argument from best if the premise is true. that a conclusion is true. explanation, depending on circumstances and experience
- 65. Ethnography Synthesis Prototyping Synthesis is the process of making meaning through abductive sensemaking and reframing. 65 | 11/30/2011
- 66. Ethnography Synthesis Prototyping Synthesis is the process of making meaning through abductive sensemaking and reframing. 66 | 11/30/2011
- 68. David Snowden, Lecturer & Researcher “[Our sensemaking framework] is designed to allow shared understandings to emerge through the multiple discourses of the decision-making group.”
- 69. David Snowden “[Our sensemaking framework] is designed to allow shared understandings to emerge through the multiple discourses of the decision-making group.” Karl Weick, Organizational Theorist “Sensemaking is, importantly, an issue of language, talk, and communication. Situations, organizations, and environments are talked into existence.”
- 70. David Snowden “[Our sensemaking framework] is designed to allow shared understandings to emerge through the multiple discourses of the decision-making group.” Karl Weick “Sensemaking is, importantly, an issue of language, talk, and communication. Situations, organizations, and environments are talked into existence.” Robert Hoffman, Cognitive Psychologist “Sensemaking is a motivated, continuous effort to understand connections (which can be among people, places, and events) in order to anticipate their trajectories and act effectively.”
- 71. Ethnography Synthesis Prototyping Synthesis is the process of making meaning through abductive sensemaking and reframing. 71 | 11/30/2011
- 72. Ethnography Synthesis Prototyping This is a process for humanizing technology. 72 | 11/30/2011
- 73. A Process for Problems Humanizing Technology Worth Solving 73 | 11/30/2011
- 74. Meet Christina Tran and Ryan Hubbard, two of my students. They created Nudge, an online platform that allows care providers to schedule text messages and support their patients between appointments. 74 | 11/30/2011
- 75. 75 | 11/30/2011
- 76. 76 | 11/30/2011
- 77. “Ryan and I realized that most families—even ones experiencing temporary homelessness—have cell phones… We knew case managers wanted to check-in with all of their clients every day, but they just didn't have the time…” Christina Tran 2011 77 | 11/30/2011
- 78. Meet Chap Ambrose and Scott Magee, two of my students. They created Pocket Hotline, a service to help businesses scale support resources without the hassle and expensive of training new employees. 78 | 11/30/2011
- 79. 79 | 11/30/2011
- 80. 80 | 11/30/2011
- 81. “We believe that by connecting people in need to the larger community, culture change can happen. We’re building a platform that directly connects the community to those in need.” Chap Ambrose & Scott Magee 2011 81 | 11/30/2011
- 82. “Ryan and I realized that most “We believe that by connecting people in families—even ones experiencing need to the larger community, culture temporary homelessness—have cell change can happen. We’re building a phones… We knew case managers platform that directly connects the wanted to check-in with all of their community to those in need.” clients every day, but they just didn't Chap Ambrose & Scott Magee have the time.” 2011 Christina Tran 2011 82 | 11/30/2011
- 83. “Ryan and I realized that most “We believe that by connecting people in families—even ones experiencing need to the larger community, culture temporary homelessness—have cell change can happen. We’re building a phones… We knew case managers platform that directly connects the wanted to check-in with all of their community to those in need.” clients every day, but they just didn't Chap Ambrose & Scott Magee have the time.” 2011 Christina Tran 2011 83 | 11/30/2011
- 84. Ryan, Christina, Chap and Scott leveraged insights in order to address symptoms of a wicked problem. 84 | 11/30/2011
- 85. Ryan, Christina, Chap and Scott leveraged insights in order to address symptoms of a wicked problem. 85 | 11/30/2011
- 86. “The abductive suggestion comes to us like a flash. It is an act of insight, although extremely fallible insight... it is the idea of putting together what we had never before dreamed of putting together which flashes the new suggestion before our contemplation.” Charles Peirce 1903
- 87. The insight isn’t “in the data” – it comes from inside of you.
- 88. Ryan, Christina, Chap and Scott leveraged insights in order to address symptoms of a wicked problem. 88 | 11/30/2011
- 89. Well- Ill- Structured Structured Wicked Problems Problems Problems
- 90. Well- Ill- Structured Structured Wicked Problems Problems Problems In a well structured problem, all of these are true: We can test our solution. We can identify problem, goal, and interim states. We can identify solution steps. We can identify domain knowledge. We can solve the problem while obeying the laws of nature. We can solve the problem using only practical levels of effort. Herb Simon, 1973
- 91. 91 | 11/30/2011
- 92. Well- Ill- Structured Structured Wicked Problems Problems Problems In an ill-structured problem, some of these are true: We cannot test our solution, or cannot test it easily. We cannot easily identify problem, goal, or interim states. We cannot identify all of the solution steps. We cannot identify domain knowledge (it may be tacit). We may be constrained by the laws of nature. Solutioning may outweigh practical efforts. Herb Simon, 1973
- 94. Well- Ill- Structured Structured Wicked Problems Problems Problems In a wicked problem, the following are true: Wicked problems have no definitive formulation. Wicked problems have no criteria upon which to determine “solving”. Solutions to wicked problems can only be good or bad. There are no complete list of applicable "moves" for a solution. There are always more than one explanation for a wicked problem. Every wicked problem is a symptom of another problem. No solution of a wicked problem has a definitive, scientific test. Every wicked problem is unique. Horst Rittel, 1973
- 95. Kibera – Nairobi, Kenya Photo by Michael Cetaruk
- 96. Well- Ill- Structured Structured Wicked Problems Problems Problems Problems worth solving.
- 97. Ryan, Christina, Chap and Scott leveraged insights in order to address symptoms of a wicked problem. 97 | 11/30/2011
- 98. A Process for Problems Humanizing Technology Worth Solving 98 | 11/30/2011
- 100. Should I work at a big corporation? Should I work at a hot consultancy? 100 | 11/30/2011
- 101. A World, Cheap & Ubiquitous Out Of Control Technology A Process for Problems Humanizing Technology Worth Solving Extracting yourself from the acceptable career path 101 | 11/30/2011
- 102. Should I work at a big corporation? Should I work at a hot consultancy? What if you started your own company? And what if this used cheap technology to provide a valuable service? 102 | 11/30/2011
- 103. 103 | 11/30/2011
- 104. 104 | 11/30/2011
- 105. 105 | 11/30/2011
- 106. Operating your own company is the only guaranteed way that you will have the control you want to focus on problems worth solving. 106 | 11/30/2011
- 107. But there’s nothing easy about operating your own company. 107 | 11/30/2011
- 108. Design, in the context of your own company, means: Research Plan Creation Storytelling Software Development Focus Setting Design Criteria Think Aloud User Testing Affinity Diagramming Concept Mapping Heuristic Evaluation Screener Development Semantic Zoom Focus Groups Participant Selection Temporal Zoom A/B Testing Discussion Guide Creation Process Flow Diagramming Competitive Analysis Contextual Inquiry Storyboarding Questionnaires Toolkit Creation Reframing Profit & Loss Participatory Research Insight combination Contract Writing Concept Modeling Hand-drawn Wireframing Product Roadmap Work-flow modeling Formal Wireframing Business Plan Generation Translation Prototyping Operations 108 | 11/30/2011
- 109. These are the skills that will allow you to focus on wicked problems. Research Plan Creation Storytelling Software Development Focus Setting Design Criteria Think Aloud User Testing Affinity Diagramming Concept Mapping Heuristic Evaluation Screener Development Semantic Zoom Focus Groups Participant Selection Temporal Zoom A/B Testing Discussion Guide Creation Process Flow Diagramming Competitive Analysis Contextual Inquiry Storyboarding Questionnaires Toolkit Creation Reframing Profit & Loss Participatory Research Insight combination Contract Writing Concept Modeling Hand-drawn Wireframing Product Roadmap Work-flow modeling Formal Wireframing Business Plan Generation Translation Prototyping Operations 109 | 11/30/2011
- 110. And when you take on wicked problems, and run your own company, you are a social entrepreneur. 110 | 11/30/2011
- 111. A World, Cheap & Ubiquitous Out Of Control Technology A Process for Problems Humanizing Technology Worth Solving Social Entrepreneurship 111 | 11/30/2011
- 112. Social Entrepreneurship Spend your life focusing on problems worth solving. 112 | 11/30/2011
- 113. Ethnography Synthesis Prototyping Jon Kolko Director, Austin Center for Design jkolko@ac4d.com