Upgrade to Pro — share decks privately, control downloads, hide ads and more …

Jon Kolko - The Next Step for Design: Social Entrepreneurship

UX London
May 01, 2012

Jon Kolko - The Next Step for Design: Social Entrepreneurship

As designers are increasingly recognised as both thought leaders and the drivers of large-scale change, it's become evident that we've outgrown the traditional contexts of our work - as stewards of organisational change in large corporations, and as hired guns at consultancies.

UX London

May 01, 2012
Tweet

More Decks by UX London

Other Decks in Design

Transcript

  1. The Next Step for Design: Social Entrepreneurship
    Jon Kolko
    Director, Austin Center for Design

    View full-size slide

  2. 1/
    We’ve Arrived!

    View full-size slide

  3. 3 | 4/22/2012
    We’re in the middle of
    an enormous professional shift.

    View full-size slide

  4. 4 | 4/22/2012
    For years,
    design was about form giving.

    View full-size slide

  5. 5 | 4/22/2012

    View full-size slide

  6. 6 | 4/22/2012

    View full-size slide

  7. 7 | 4/22/2012
    During this period,
    design was a big deal – to designers.

    View full-size slide

  8. 8 | 4/22/2012
    Then, design was at the heart of the
    “experience” and “innovation”
    conversations.

    View full-size slide

  9. 9 | 4/22/2012

    View full-size slide

  10. 10 | 4/22/2012
    That gave us a “seat at the table.”

    View full-size slide

  11. 11 | 4/22/2012
    Now, it’s beginning to
    gain recognition as
    a prime mover for the next century.

    View full-size slide

  12. https://www.youtube.com/watch?v=zDZFcDGpL4U

    View full-size slide

  13. 13 | 4/22/2012

    View full-size slide

  14. 14 | 4/22/2012
    “To win the future, we must out-innovate,
    out-educate, and out-build the rest of the world.”
    “To win the future, we must out-innovate,
    out-educate, and out-build the rest of the world.”

    View full-size slide

  15. 15 | 4/22/2012

    View full-size slide

  16. 16 | 4/22/2012
    “The new breed of ‘user experience’ designers – part
    sketch artist, part programmer, with a dash of
    behavioural scientist thrown in – are some of the
    most sought-after employees in technology.”
    “The new breed of ‘user experience’ designers – part
    sketch artist, part programmer, with a dash of
    behavioural scientist thrown in – are some of the
    most sought-after employees in technology.”

    View full-size slide

  17. 2/
    Don’t Look Behind The Curtain.

    View full-size slide

  18. 18 | 4/22/2012

    View full-size slide

  19. 20 | 4/22/2012
    IDSA2011 Best In Show!
    IDSA2011 Best In Show!

    View full-size slide

  20. 21 | 4/22/2012
    “The leading social network for people with wavy,
    curly, and kinky hair…”
    “The leading social network for people with wavy,
    curly, and kinky hair…”

    View full-size slide

  21. 22 | 4/22/2012
    “Kohort allows for hierarchical groups, so groups can
    have as many subgroups as a user would like."
    “Kohort allows for hierarchical groups, so groups can
    have as many subgroups as a user would like."

    View full-size slide

  22. 23 | 4/22/2012
    “Broadcast live from your phone to Facebook.”
    “Broadcast live from your phone to Facebook.”

    View full-size slide

  23. 24 | 4/22/2012
    We’re really good at designing stuff.
    We’re really bad at picking what to design.

    View full-size slide

  24. 25 | 4/22/2012

    View full-size slide

  25. 26 | 4/22/2012

    View full-size slide

  26. 27 | 4/22/2012
    Our “selection” problems
    may not be our fault.

    View full-size slide

  27. 28 | 4/22/2012
    Even if we don’t want to design the
    bathroom finder…

    View full-size slide

  28. 29 | 4/22/2012
    We still run headfirst into
    organizational roadblocks…

    View full-size slide

  29. 30 | 4/22/2012
    we still find ourselves embedded in a
    culture of consensus…

    View full-size slide

  30. 31 | 4/22/2012
    we’re still contained
    by billability, utilization,
    and quarterly dividends.

    View full-size slide

  31. 32 | 4/22/2012
    “It is the customer who
    determines what a
    business is … what the
    business thinks it
    produces is not of first
    importance.”
    Peter Drucker

    View full-size slide

  32. 33 | 4/22/2012
    “Power and machinery,
    money and goods, are
    useful only as they set
    us free to live.”
    Henry Ford

    View full-size slide

  33. 34 | 4/22/2012
    Our organizational structures should exist
    only to enable powerful
    and positive change.

    View full-size slide

  34. 35 | 4/22/2012
    Right now,
    our organizational structures
    are disabling us.

    View full-size slide

  35. 36 | 4/22/2012
    We need to get out of the
    organizational machine
    in order to work on
    problems worth solving.

    View full-size slide

  36. 3/
    A Way Forward

    View full-size slide

  37. 38 | 4/22/2012
    1982

    View full-size slide

  38. 39 | 4/22/2012
    1991, Nikon / Kodak DCS420
    $28,000
    2011, Serial CMOS Camera
    $22

    View full-size slide

  39. 40 | 4/22/2012
    1983, Motorola DynaTAC 8000X
    $3995
    2010, Huawei IDEOS
    $100

    View full-size slide

  40. 41 | 4/22/2012
    1983, Motorola DynaTAC 8000X
    $3995
    2010, Huawei IDEOS
    $100
    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…

    View full-size slide

  41. 42 | 4/22/2012
    In your lifetime,
    the cost of producing a high-tech product
    – and launching it to a mass audience –
    has gone from exorbitantly expensive,
    to…
    24
    23
    22
    21
    20
    19
    18
    17
    16
    15
    14
    13
    12
    11
    10
    9
    8
    7
    6
    5
    4
    3
    2
    1 25
    0
    2011
    1985

    View full-size slide

  42. 43 | 4/22/2012
    $0.
    24
    23
    22
    21
    20
    19
    18
    17
    16
    15
    14
    13
    12
    11
    10
    9
    8
    7
    6
    5
    4
    3
    2
    1 25
    0
    2011
    1985

    View full-size slide

  43. 44 | 4/22/2012

    View full-size slide

  44. 45 | 4/22/2012
    Maybe you don’t need the
    organizational machine after all.

    View full-size slide

  45. 46 | 4/22/2012
    “What about my mortgage?”

    View full-size slide

  46. 47 | 4/22/2012

    View full-size slide

  47. “$2 Billion in Resources to Support
    Job-Creating Startups”
    “$2 Billion in Resources to Support
    Job-Creating Startups”

    View full-size slide

  48. 49 | 4/22/2012
    “Wait..”

    View full-size slide

  49. 50 | 4/22/2012
    “You want me to challenge
    all existing norms by
    quitting my well-paying job,

    View full-size slide

  50. 51 | 4/22/2012
    “You want me to challenge
    all existing norms by
    quitting my well-paying job,
    cutting my salary in half,

    View full-size slide

  51. 52 | 4/22/2012
    “You want me to challenge
    all existing norms by
    quitting my well-paying job,
    cutting my salary in half,
    working long hours,

    View full-size slide

  52. 53 | 4/22/2012
    “You want me to challenge
    all existing norms by
    quitting my well-paying job,
    cutting my salary in half,
    working long hours,
    and trying to take on the institutionalized
    organizations of the global 2000
    by starting my own company?”

    View full-size slide

  53. 54 | 4/22/2012

    View full-size slide

  54. 59 | 4/22/2012

    View full-size slide

  55. 60 | 4/22/2012
    “In seven decades, there appears to be
    little more technological improvement to
    the flagship Honeywell thermostat than
    the replacement of a mechanical display
    with an LCD.”
    Tony Fadell, Nest CEO
    http://www.theverge.com/2012/4/12/2942861/nest-answers-patent-lawsuit-honeywell-troll

    View full-size slide

  56. 61 | 4/22/2012
    A tiny company,
    has a giant company,
    that made 2 billion in profit,
    running scared.

    View full-size slide

  57. 62 | 4/22/2012
    And it’s just a thermostat.

    View full-size slide

  58. 64 | 4/22/2012

    View full-size slide

  59. 65 | 4/22/2012
    They have 12 employees.

    View full-size slide

  60. 66 | 4/22/2012
    Maybe you don’t need the
    organizational machine after all.

    View full-size slide

  61. 67 | 4/22/2012
    But if you are going to challenge all
    existing norms by
    quitting your well-paying job,
    cutting your salary in half,
    working long hours,
    and taking on the institutionalized
    organizations of the global 2000
    by starting your own company,

    View full-size slide

  62. 68 | 4/22/2012
    there’s one additional
    norm to question, too.

    View full-size slide

  63. 69 | 4/22/2012
    We all believe it’s acceptable
    to judge the quality of a design.

    View full-size slide

  64. 70 | 4/22/2012
    What if we start judging the
    content of the design, too?

    View full-size slide

  65. 4/
    Problems Worth Solving

    View full-size slide

  66. 72 | 4/22/2012
    Meet Alex Pappas and Ruby
    Ku, two of my students.
    They conducted months of
    immersive, ethnographic
    research with the homeless
    in Austin.

    View full-size slide

  67. 73 | 4/22/2012

    View full-size slide

  68. 74 | 4/22/2012

    View full-size slide

  69. 75 | 4/22/2012

    View full-size slide

  70. 76 | 4/22/2012
    “We feel that self actualization is
    at the core of what makes us
    human, and we observed
    people’s enhanced self-esteem
    when they share their
    knowledge. For homeless people
    to feel empowered to change
    their situation, we began to look
    at what they could teach.”
    Alex Pappas & Ruby Ku
    2011

    View full-size slide

  71. 77 | 4/22/2012

    View full-size slide

  72. 78 | 4/22/2012
    HourSchool makes money by
    taking a small percentage of
    class fees.
    They drive impact and change by
    empowering everyone to become
    teachers, irrespective of
    socioeconomic background.

    View full-size slide

  73. 79 | 4/22/2012
    Meet Chap Ambrose and Scott
    Magee, two of my students.
    They also conducted months of
    immersive, ethnographic
    research with the homeless in
    Austin.

    View full-size slide

  74. 80 | 4/22/2012

    View full-size slide

  75. 81 | 4/22/2012
    “Organized chaos”

    View full-size slide

  76. 82 | 4/22/2012
    “We believe that by connecting
    people in need to the larger
    community, cultural change can
    happen. We’re building a platform
    that directly connects the community
    to those in need.”
    Chap Ambrose & Scott Magee
    2011

    View full-size slide

  77. 83 | 4/22/2012

    View full-size slide

  78. 84 | 4/22/2012
    Pocket Hotline makes money by
    charging for talk-time minutes on
    each hotline.
    They drive impact and change by
    providing a human voice during an
    emotionally difficult situation.

    View full-size slide

  79. 85 | 4/22/2012
    “We feel that self actualization is at the
    core of what makes us human, and we
    observed people’s enhanced self-
    esteem when they share their
    knowledge. For homeless people to feel
    empowered to change their situation,
    we began to look at what they could
    teach.”
    Alex Pappas & Ruby Ku
    2011
    “We believe that by connecting people in
    need to the larger community, cultural
    change can happen. We’re building a
    platform that directly connects the
    community to those in need.”
    Chap Ambrose & Scott Magee
    2011

    View full-size slide

  80. 86 | 4/22/2012
    “We believe that by connecting people in
    need to the larger community, cultural
    change can happen. We’re building a
    platform that directly connects the
    community to those in need.”
    Chap Ambrose & Scott Magee
    2011
    “We feel that self actualization is at the
    core of what makes us human, and we
    observed people’s enhanced self-
    esteem when they share their
    knowledge. For homeless people to feel
    empowered to change their situation,
    we began to look at what they could
    teach.”
    Alex Pappas & Ruby Ku
    2011

    View full-size slide

  81. 87 | 4/22/2012
    Ruby, Alex, Chap and Scott
    leveraged insights in order to
    address symptoms of a wicked problem.

    View full-size slide

  82. 88 | 4/22/2012
    Ruby, Alex, Chap and Scott
    leveraged insights in order to
    address symptoms of a wicked problem.

    View full-size slide

  83. “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

    View full-size slide

  84. The insight isn’t “in the data” –
    it comes from inside of you.
    That means you need to
    have a point of view.

    View full-size slide

  85. 91 | 4/22/2012
    Ruby, Alex, Chap and Scott
    leveraged insights in order to
    address symptoms of a wicked problem.

    View full-size slide

  86. Well-
    Structured
    Problems
    Ill-
    Structured
    Problems
    Wicked
    Problems

    View full-size slide

  87. Well-
    Structured
    Problems
    Ill-
    Structured
    Problems
    Wicked
    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

    View full-size slide

  88. 94 | 4/22/2012

    View full-size slide

  89. Well-
    Structured
    Problems
    Ill-
    Structured
    Problems
    Wicked
    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

    View full-size slide

  90. Well-
    Structured
    Problems
    Ill-
    Structured
    Problems
    Wicked
    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

    View full-size slide

  91. 98 | 4/22/2012
    Kibera – Nairobi, Kenya
    Photo by Michael Cetaruk

    View full-size slide

  92. Well-
    Structured
    Problems
    Ill-
    Structured
    Problems
    Wicked
    Problems

    View full-size slide

  93. 100 | 4/22/2012
    What if we start judging the
    content of the design, too?

    View full-size slide

  94. 101 | 4/22/2012

    View full-size slide

  95. 102 | 4/22/2012
    These problems are not
    equally worth your time.

    View full-size slide

  96. 5/
    Social Entrepreneurship

    View full-size slide

  97. 104 | 4/22/2012
    Corporate, or consultancy?

    View full-size slide

  98. 105 | 4/22/2012
    Corporate, or consultancy?
    What if you started your own company?

    View full-size slide

  99. 106 | 4/22/2012
    Corporate, or consultancy?
    What if you started your own company?
    And what if you used inexpensive
    technology to provide a service?

    View full-size slide

  100. 107 | 4/22/2012
    Corporate, or consultancy?
    What if you started your own company?
    And what if you used inexpensive
    technology to provide a service?
    And what if you did it in the context of
    social and humanitarian problems?

    View full-size slide

  101. 108 | 4/22/2012
    “That sounds hard. How do I start?”

    View full-size slide

  102. 109 | 4/22/2012
    You already know how.

    View full-size slide

  103. 110 | 4/22/2012
    Ethnography Synthesis Prototyping

    View full-size slide

  104. 111 | 4/22/2012
    Ethnography Synthesis Prototyping
    We usually focus
    our efforts here.

    View full-size slide

  105. 112 | 4/22/2012
    Ethnography Synthesis Prototyping
    When you are engaged with wicked
    problems, these are more
    important.

    View full-size slide

  106. 113 | 4/22/2012
    Ethnography requires leaving the safety of the studio
    and going out into “real life”; it’s about observing
    “real people” – and designing with them!
    Ethnography Synthesis Prototyping

    View full-size slide

  107. 114 | 4/22/2012
    The goal of ethnography is to gain empathy and
    identify an opportunity space.
    Ethnography Synthesis Prototyping

    View full-size slide

  108. Left:
    Patricia Moore, ~1984
    Above:
    Patricia Moore, ~2000

    View full-size slide

  109. 116 | 4/22/2012
    Synthesis is the process of making meaning through
    inference and sensemaking.
    Ethnography Synthesis Prototyping

    View full-size slide

  110. 117 | 4/22/2012
    Synthesis is the process of making meaning through
    inference and sensemaking.
    Ethnography Synthesis Prototyping

    View full-size slide

  111. abductive
    deductive inductive

    View full-size slide

  112. abductive
    deductive inductive
    The output is guaranteed to be true,
    if the premise is true.
    Jon is a Designer.
    All Designers are Arrogant Bastards.
    Therefore, Jon is an Arrogant Bastard.

    View full-size slide

  113. abductive
    deductive inductive
    The output is guaranteed to be true,
    if the premise is true.
    Jon is a Designer.
    All Designers are Arrogant Bastards.
    Therefore, Jon is an Arrogant Bastard.
    Gives good evidence
    that a conclusion is true.
    All of the designers I’ve ever seen wear
    black t-shirts.
    Therefore, the next designer I will see
    will be wearing a black t-shirt.

    View full-size slide

  114. abductive
    deductive inductive
    The output is guaranteed to be true,
    if the premise is true.
    Jon is a Designer.
    All Designers are Arrogant Bastards.
    Therefore, Jon is an Arrogant Bastard.
    Gives good evidence
    that a conclusion is true.
    All of the designers I’ve ever seen wear
    black t-shirts.
    Therefore, the next designer I will see
    will be wearing a black t-shirt.
    The argument from best
    explanation, depending on
    circumstances and experience:
    an inference.
    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
    of math or science.
    I can abduct that students might
    be able to learn better by drawing
    diagrams in a classroom setting.

    View full-size slide

  115. 122 | 4/22/2012
    Synthesis is the process of making meaning through
    inference and sensemaking.
    Ethnography Synthesis Prototyping

    View full-size slide

  116. 123 | 4/22/2012
    Synthesis is the process of making meaning through
    inference and sensemaking.
    Ethnography Synthesis Prototyping

    View full-size slide

  117. “By sensemaking, modern
    researchers seem to mean something
    different from creativity,
    comprehension, curiosity, mental
    modeling, explanation, or situational
    awareness... 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.”
    Robert Hoffman

    View full-size slide

  118. 125 | 4/22/2012
    Synthesis is the process of making meaning through
    abductive sensemaking and reframing.
    Ethnography Synthesis Prototyping

    View full-size slide

  119. 126 | 4/22/2012
    This is a process for humanizing technology.
    Ethnography Synthesis Prototyping

    View full-size slide

  120. 127 | 4/22/2012
    This is a process for humanizing technology.
    Ethnography Synthesis Prototyping
    It’s the process of social
    entrepreneurship.

    View full-size slide

  121. 128 | 4/22/2012
    This is a process for humanizing technology.
    Ethnography Synthesis Prototyping
    You already know how to do it,
    because it’s also the process of design.

    View full-size slide

  122. 129 | 4/22/2012
    This is a process for humanizing technology.
    Ethnography Synthesis Prototyping
    And if you start with meaningful insights
    into social problems, your solution can
    likely be of use to everyone.

    View full-size slide

  123. 130 | 4/22/2012

    View full-size slide

  124. 131 | 4/22/2012

    View full-size slide

  125. 132 | 4/22/2012
    Leave the
    organizational machine behind.

    View full-size slide

  126. 133 | 4/22/2012
    Realize the
    disruptive power of design.

    View full-size slide

  127. 134 | 4/22/2012
    Give yourself permission to start
    your own thing, and tackle
    problems worth solving.

    View full-size slide

  128. Jon Kolko
    Director, Austin Center for Design
    [email protected]
    Download our free book,
    Wicked Problems: Problems Worth Solving,
    at http://www.wickedproblems.com

    View full-size slide