IDp Lab/Co-operative 2010 Assignment 3

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  • Facilitate contacts and social interaction Designs what and how to share Designs how to manage services and common spaces

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  • 1. March 10 th 2010 Shana Agid Eduardo Staszowski Anna Meroni Assignment Three
  • 2. 4 modules each stages has tools, cases, theories and methods for cooperative design and produces original results. 1 observing / understanding 2 co-creating 3 developing 4 prototyping
  • 3. 4 Assignments 1 observing / understanding 2 co-creating 3 developing 4 prototyping ASSIGNMENT 1 Precedents ASSIGNMENT 2 Observing/Understanding ASSIGNMENT 3 Co-creating ASSIGNMENT 4 Developing/Prototyping
  • 4. Assignment 3 Goals and Process
  • 5. Assignment 3 | Co-creating Goals
    • To generate ideas in a collaborative fashion and of a collaborative nature.
    • To actively involve the people who will use the design, not only for their opinions or user-testing, but to generate ideas and point out resources and possibilities that are intrinsic to the knowledge of the local situation and the interests and capacities of the users.
    • To design a scenario
  • 6. Assignment 3 | Co-creating Process
    • Propose a range of interventions or “solutions” based on issues raised in the initial research and organize them into a consistent scenario
    • Identify a few people in the community to present and discuss your scenario
    • Modify the original scenario incorporating the changes proposed by the participants
  • 7. Scenario?… what’s a scenario?? A theoretical base
  • 8.
    • “ Scenarios transform information into perceptions ... It is a creative experience that generates an 'Aha!' ... and leads to strategic insights beyond the mind's previous reach. "
    • Pierre Wack (leader of the Royal Dutch/Shell Group’s elite scenario team )
    Scenario | definitions
  • 9.
    • “ Scenarios are the best available language for the strategic conversation , as it allows both differentiation in views, but also brings people together toward a shared understanding of the situation, making decision and making possible when the time has arrived to take action. ”
    • Kees van der Heijden, (Scenarios, the art of strategic conversation. 2005)
    Scenario | definitions
  • 10.
    • “ Scenarios are not predictions. Rather, they are provocative and plausible stories about diverse ways in which relevant issues outside our organizations might evolve, such as the future political environment, social attitudes, regulation, and the strength of the economy.
    • Because scenarios are hypotheses , not predictions, they are created and used in sets of multiple stories , usually three or four, that capture a range of future possibilities, good and bad, expected and surprising. ”
    • D. Scearce, K. Fulton and the Global Business Network community, 2004
    Scenario | definitions
  • 11.
    • “ Scenario framework : A structure for developing and communicating stories of the future.
    • Scenario implications : Insights that capture the learning from scenarios. After you have developed a set of scenarios, you can try “living” in each one . Ask yourself: What actions would you take if you knew this were the future? The answers to your question are your scenario implications.
    • Scenario narratives : Fully developed stories of the future, that are structured by the scenario framework. “
    • D. Scearce, K. Fulton and the Global Business Network community, 2004
    Scenario | structure
  • 12.
    • “ Scenarios are stories – narratives with beginnings, middles, and ends.
    • Scenario planning is a technique for steering ourselves and our institutions toward better futures – not the best future, not a single utopia, but one of several possible futures suggested by a pluralistic ethic.
    • ... we need to assume responsibility for the degree to which our acts can influence the environment… we are part of the picture
    • James Ogilvy, Global Business Network (Designing better futures, 2002)
    S cenario | definitions
  • 13. Step-By-Step Activities and Outcomes
  • 14. _ Brainstorming _ Affinity Map _ Concepts organization _ Scenario Building _ Poster Design _ Cards _ Directed Interviews _ Peer-to-peer structured evaluation and criticism _ … Process overview: _ which tools ? _ which activities? _ who? _ when? _ where? WHAT HOW eating in delivering shopping meeting ? ? ? ?   meeting delivering shopping  1 _ OPPORTUNITY FINDING 2 _ “WHAT IF” SCENARIO: DRAFT 4 _ “WHAT IF” SCENARIO: FINAL 3 _ STRATEGIC CONVERSATION OUTCOMES ACTIVITIES   meeting delivering eating in shopping   meeting delivering eating in shopping
  • 15. _ Brainstorming _ Affinity Map _ Concepts organization WHAT HOW eating in delivering shopping meeting ? ? ? ? 1 _ OPPORTUNITY FINDING
    • INTERNAL WORK
    • _ reflecting about observation’s findings, considering: problems, resources and wishings
    • _ brainstorming about possible new solutions or improvements of the existent situation. Ideas should be referred to:
    • What can happen in the bodega
    • What can happen nearby the bodega having direct relation to it
    • What can happen in the neighborhood that is innovative and creative, and that might be in relation with the bodega
    • _ creating an affinity map of ideas
    • _ re-conceptualizing them according to the discussion in the group
    ACTIVITIES
  • 16. _ Scenario Building _ Poster Design 2 _ “WHAT IF” SCENARIO: DRAFT WHAT HOW
    • INTERNAL WORK
    • _ organizing ideas in a consistent framework
    • _ building a draft scenario for the bodega of the future. “What if” approach:
    • What about the bodega if implementing these new ideas?
    • What about the community?
    • What about the neighborhood?
    • _ evaluating feasibility issues
    • _ visualizing the scenario as a poster (see template)
    ACTIVITIES   meeting delivering eating in shopping
  • 17. _ Cards _ Directed Interviews _ Peer-to-peer structured evaluation and criticism _ … 3 _ STRATEGIC CONVERSATION WHAT HOW EXTERNAL WORK _ discussing and sharing the scenario with the community of the bodega, involving as much stakeholders as possible _ using and developing the appropriate tools for the strategic conversation (according to the situation) _ organizing feedbacks ACTIVITIES   meeting delivering eating in shopping
  • 18. Process overview: _ which tools ? _ which activities? _ who? _ when? _ where?   meeting delivering shopping  4 _ “WHAT IF” SCENARIO: FINAL OUTCOMES WHAT HOW
    • INTERNAL WORK
    • _ reflecting about community’s feedbacks
    • _ reshaping and adapting the scenario, keeping the same categories of activities:
    • What can happen in the bodega
    • What can happen nearby the bodega having direct relation to it
    • What can happen in the neighborhood that is innovative and creative, and that might be in relation with the bodega
    • _ evaluating feasibility issues
    • _ visualizing the scenario as a poster (see template)
    ACTIVITIES
  • 19. Assignment 3 | Co-creating 2 Outcomes and Deliverables
    • Presentation of the final scenario (POSTER TEMPLATE)
    • Scenarios are stories describing the future use of a system
    • Give a title and a subtitle to your scenario synthesizing the main strategy
    • Show material evidences represented as concepts using images and text
    • Show people performing activities (an event going on) and the interaction between them, and space/artifacts/etc
    • Visualize the desired atmosphere and aesthetics
  • 20. Assignment 3 | Co-creating 2 Outcomes and Deliverables
    • 2. Presentation of Methods and Tools (POWER POINT)
    • Presentation of the methods and tools you have used and/or developed. This presentation shows the “backstage” of your work and should describe it clearly. It can be a slide show, detailed with texts, diagrams and images, explaining the what , how and why of your process .
    • Like in the previous assignments this should be a short presentation, with some kind of soundtrack – music, voice over, recorded sound – that gives a sense of what is going on.
  • 21. Tools
  • 22. Brainstorming
    • Tool for creative generation of ideas, invented by Alex Osborn in 1935 and further developed by several authors (De Bono, 1962).
    • The basic principles of brainstorming are:
    • groups are better than individuals to produce ideas
    • ideas spring one after the other
    • interaction stimulate creativity
    • Two main phases:
    • 1_ DIVERGENT
    • 2_ CONVERGENT
  • 23. Brainstorming
    • 1 _ DIVERGENT
    • conception & proposition of ideas
    • Method:
    • collective presentation and discussione of the problem
    • few time to produce a bunch of ideas (15 – 30 minutes) with the maximum possible freedom and openess
    • collective short presentation of the ideas
    • Rules:
    • be open and think laterally
    • never complain, never critic, never say never
  • 24. Brainstorming
    • 2 _ CONVERGENT
    • Method:
    • sorting & clustering of ideas (Affinity Map)
    • selecting and organizing ideas into a consistent system (Mental Map)
    • definition of the scenario
    • Rules:
    • be selective, critical and concise
  • 25.  
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  • 29. Affinity Map
    • Tool for organizing ideas and data produced in group during brainstorming sessions.
    • It allows designers to summarize and make emerge common points of different ideas about a given context and problem.
    • Large numbers of ideas, briefly described using post-its or similar paper supports, are sorted into groups, according to some common elements, for reviewing and analyzing.
    • It is the first step of a scenario building process
  • 30.  
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  • 36. Concepts organization | Mental map
    • Tool for the graphic representation of the knowledge invented by Tony Buzan around1960.
    • It allows designers to represent in a brief way the structure of a complex idea, and facilitate its formulation, sharing and discussion.
    • It is a diagram.
  • 37. Tony Buzan _ A mental map of himself.
  • 38.  
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  • 42. The New Yorker _ This is a Mental Map sketched by a writer for The New Yorker magazine. It is an adaptation of how the author, in his mind, cartographically perceives the city of New York from a demographic and cultural standpoint. He has geographically carved out segments in all five boroughs (plus New Jersey) and comically labeled them according to the stereotypical resident population of that area. (source: http://tamibeikelboom.blogspot.com)
  • 43. Scenario building
    • WHAT
    • WHY
    • HOW
    • WHO
  • 44. Scenario building | What
    • WHAT
    • Create a scenario framework ( the conceptual structure within which developing and communicating the stories) using as inputs the observations collected in the previous exercise.
    • The scenario framework present the main concept of the scenario (i.e. “the bodega as a meeting place for the community”; “the bodega as a source of fresh food”; “the bodega as a neighborhood kitchen”…), the context of intervention and the ideas that you propose in order to expand, change or improve the offering of the bodega.
    • The scenario should articulate ideas about these three situations:
    • What can happen in the bodega
    • What can happen nearby the bodega having direct relation to it
    • What can happen in the neighborhood that is innovative and creative, and that might be in relation with the bodega
  • 45. Scenario building | Why
    • WHY
    • Make explicit the “reason why” of the ideas you propose:
    • why the scenario proposes certain ideas,
    • why these ideas might be effective in expanding, changing or improving the services offered by the bodega to the community,
    • what are the benefits for the bodega’s owner and for the community
  • 46. Scenario building | How
    • HOW
    • Visualize the scenario by creating a “ scenario panorama ”, using images, key words, texts and providing a title a subtitle, and a description to each situation of the scenario. Visualize it using the “poster template”.
  • 47. Scenario building | Who
    • WHO
    • Describe the stakeholders involved in the scenario (i.e. : “Bodega’s owner + Mr White and Mrs Black (clients) + Local Community garden”)
  • 48. Poster Template
    • Title and subtitle of the scenario
    • The “scenario panorama” image (a “strip”)
    • Captions and texts to explain the solutions (what, why, how, who)
  • 49. Sustainable Everyday: Scenarios of urban life _ Manzini, Jégou
  • 50. Sustainable Everyday: Scenarios of urban life _ Manzini, Jégou
  • 51. TV Dinners _ BBC
  • 52. BBC
  • 53.
    • A Map of the Future
    • “ … We began analyzing the keywords provided by IFTF, at the base of which there are 7 key ideas: they are the guiding strategies for the creation of each new “superstructure”, and like satellites they revolve around our future world. They are:
    • _ Amplified optimism _ Scale extreme _ Adaptive emotion _ Simulation as game _ Evolvability _ Collaboration environment _ Reverse shortage
    • Under these, the verbal level, connecting words and concepts that make up the network of superstructures, divided into 5 macrocategories – policy, infrastructure, environment, economy and society- which in turn can operate in three areas:
    • _ Networks and individuals _Tools and knowledge _ Practices and projects
    • The map is designed to overlap a semantic level (the network of keywords and groups of ideas) to the allegorical plan of the illustration . Each concept presented in the first level has been reconstructed through an illustration in the second one: the result is a collage drawing influences from the imaginary of the fifties. In this way mapping the future becomes an illustrated game where retro-futuristic imagery references are linked with words and concepts that foresee our future.”
  • 54. A Map of the Future : the Italian magazine WIRED asked Densitydesign to draw a map based on the scenarios developed by the Institute for the Future in Palo Alto to help the reader in the net of ideas and hypothesis built by 7000 influencers from all over the world. This is the preparatory sketch.
  • 55. A Map of the Future : Densitydesign for WIRED
  • 56.  
  • 57. Cards
    • Tools used in co-design processes to facilitate sharing and discussion of ideas.
    • Each card normally presents, through an image and a short text, an idea. All together they present the whole set of ideas about a general topic, or different possible options about a specific topic.
    • Cards allows designers to:
    • obtain the opinion of the users
    • develop and customize the ideas with the contribution of the users
    • help users to create their own combination of ideas about a topic
  • 58. From: co-housing project, Italia (author: R. Conditi)
  • 59.
    • From: co-housing project, Italia (author: R. Conditi)
  • 60. Co-housing, Italia : Activity cards – 4 thematic areas (R. Conditi)
  • 61. let’s eat leisure open the co-housing to the external courses and culture children animals building neighbourliness useful and necessary management work mobility hobbies sport well-being green space From: co-housing project, Italia (author: R. Conditi)
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  • 70. Directed Interview
    • Tool to investigate the opinion of a person about a proposition.
    • It is an interview (see the previous exercise) focusing on the specific ideas presented in the scenario.
    • Method:
    • explain the idea and its purposes
    • underline its key points
    • ask the opinion of the user, helping her/him to:
    • _ understand the content
    • _ express her/his agreement or disagreement
    • _ motivate the opinion
    • _ propose developments
  • 71. To Do MEMO
  • 72. To do Checklist
    • Look at the material collected (stories, quotes, observations) in the previous assignment
    • Identify an opportunity area that could address employee’s, owner’s or customers’ needs. Ex: How might we improve...; How might we support.
    • What can be designed? Space, service, product, communication? Ex: What are the best ways to communicate...
    • Brainstorm : propose concepts or solutions to help understand the issue further. Be creative. Ex: Seek inspiration in new places
    • Cluster similar ideas and combine them into an Affinity Map and then a Mental Map .
    • Assemble everything into the Scenario Panorama
    • Identify a few people in the community to present and discuss your scenario.
    • Describe and discuss the scenario with the participants: Cards or Directed Interviews. Ex: Ask a the participants to compare your scenario to the way they currently do things
    • Invite the participant to help improve the idea or give additional critique
    • Modify the original scenario incorporating the changes proposed by the participant
  • 73. Groups
    • 1_ NANCY , KATIE , PAYAL
    • 2_ AMANDA , JORDAN , JENNY , YILING
    • 3_ ELLEN , JOYCE , SOOJIN , ROSTI , SAM
    • 4_ MELIS , JENNIFER , NINA , ALYSSA
    • 5_ ERIC , COLLEEN , SANDRA , TESS
    • 6_ STEVEN , ERICA , KERRIE
    • 7_ CELIA , ISABELLA , ATHINA , MONICA
    • 1 st SEMINAR, 17 Feb > groups 1 + 5
    • 2nd SEMINAR, 31 Mar. > groups 6 + 7 + 4
    • 3 rd SEMINAR, 21 Apr. > groups 2 + 3 + 4
  • 74. Let’s do it.            