From Cargo Cults to Creative Systems

859a039e66a4508596c0b5200860fb99?s=47 Emily Campbell
October 01, 2019

From Cargo Cults to Creative Systems

Many designers are comfortable managing complicated sets of information, but less are comfortable with complexity, and the ambiguity that often surrounds it. Instead, we often turn to buzzwordy-processes without addressing the underlying behaviors and relationships that actually hold the keys to change. In this talk, I introduce the vocabulary and dynamics of systems, and address how need to consider them if we‘re going to be successful shepherding actual transformation.

859a039e66a4508596c0b5200860fb99?s=128

Emily Campbell

October 01, 2019
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Transcript

  1. From cargo cults
 to creative systems @elou Designing to transform

  2. Hello!

  3. None
  4. to elevate
 the impact
 of design

  5. to elevate
 the impact
 of design

  6. None
  7. Impact of design 5% 12% 21% 21% 41% Level 1

    Level 2 Level 3 Level 4 Level 5 Adoption of design
  8. None
  9. Agile Design Thinking Design Thinking Agile

  10. Agile Design Thinking Scrum Sprints

  11. “We deserve a seat at the table!”

  12. “Designers are cowboys who do whatever they want”

  13. None
  14. The fate of design does not lie entirely within the

    framework of design culture — Dick Buchanan
  15. The fate of design lies within the framework of culture

    as a whole — Dick Buchanan
  16. The impact of design involves more than just designers!


  17. Separate Peripheral Central Integrated “Design in the Organization”, Junginger (2009)

  18. Silo Relationship System Organism Adapted from “Design in the Organization”,

    Junginger (2009)
  19. Adapted from “Design in the Organization”, Junginger (2009) Skills Profession

    Methods Culture
  20. “Wicked Problems in Design Thinking”, Buchanan (1992) Communication Objects Experiences

    Systems 1 2 3 4
  21. Adapted from “Wicked Problems in Design Thinking”, Buchanan (1992) Design

    as outputs
  22. Adapted from “Wicked Problems in Design Thinking”, Buchanan (1992) Design

    as outcomes
  23. Communication Objects Experiences Systems 1 2 3 4 “Wicked Problems

    in Design Thinking”, Buchanan (1992)
  24. Adapted from “Wicked Problems in Design Thinking”, Buchanan (1992)

  25. None
  26. System / Culture Experience Products/
 services Visual

  27. System / Culture Experience Products/
 services Visual Leverage Complexity

  28. System / Culture Experience Products/
 services Visual Leverage

  29. Leverage Mentals Models Underlying structures Patterns/ Trends Events “Leverage points

    in a system”
  30. None
  31. None
  32. None
  33. To get a different outcome

  34. redesign the system To get a different outcome

  35. Re-think how we design

  36. Re-think how we work

  37. Re-think who we work with

  38. Transformation design requires • Comfort with complexity • Co-creating inclusive

    solutions • Fiercely human centered
  39. Transformation design requires • Emergence • Inclusion • Human-centered

  40. @elou Emergent Emergence

  41. None
  42. None
  43. Systems behavior reflects the sum of its parts

  44. Systems structures reflect in their products

  45. “to give people the power to build community and bring

    the world closer together” We intend
  46. None
  47. accelerant or deterrent Design acts as an

  48. Code? Should designers

  49. Design is social programming

  50. Design methods to help people see the system? How might

    we use
  51. Design methods to help people change the system? How might

    we use
  52. intent

  53. 
 design is the rendering of
 intent 


  54. 
 design is the rendering of
 intentional 
 Applied impact

  55. 
 design is the rendering of
 intentional 
 Transformational systems

  56. @elou Emergent Inclusive

  57. System / Culture Experience Products/
 services Stuff Leverage Certainty

  58. Inclusion Designers Empathy

  59. the empathic position is one in which we know that

    we are not the other — Edith Stein
  60. Who’s missing?!

  61. None
  62. Give up control Gain community

  63. Advocates Amplifiers Allies

  64. Designer as facilitator

  65. Designer as interpreter

  66. When non- designers are more informed about design methodology,

  67. the resistance to a design-driven approach is significantly reduced.

  68. @elou Emergent Human- Centered

  69. Design is human

  70. Design is human Systems are not

  71. Systems are reflections of human behavior

  72. To increase the value of design…

  73. …increase how many find value through design

  74. How many uses can you think of for a paper

    clip?
  75. 5 years Age 10 years 15 years 30 years 30%

    12% 2% 98% Genius level George Lands, Breakpoint and Beyond
  76. “The Messy Middle” (Belsky)

  77. None
  78. 0 # of executives at companies that disregarded employee mindsets

    who reported a successful transformation “Beyond Performance” (Wiley)
  79. 4x Rate that companies that considered mind-sets were more likely

    to rate change programs “successful” “Beyond Performance” (Wiley)
  80. None
  81. Culture is emergent

  82. None
  83. None
  84. Talk to people!!!

  85. Transformation design
 • Emergent • Inclusive • Human-centered

  86. Transformation
 is not easy

  87. Transformation
 is not a buzzword

  88. Transformation
 is not just for designers

  89. Transformation
 is design


  90. Thank you emmiecampbell.com
 @elou Emily Campbell