1. re.design
New thinking in postgraduate scholarship and teaching at
DJCAD: a pilot project
Fraser Bruce, Cat Macaulay, Mike Press, Kate Saunderson, Hazel White
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2. the introduction
Both the MSc Design Ethnography (DE) and the Masters of Design for Services (MDfS) have
established themselves as distinctive and successful design masters programmes; recruiting
international students successfully, building reputations for innovation and excellence both
internally and externally. They have acted as “test beds” for new ways of delivering TPG in
design at DJCAD (in particular through the Hothouse and our 4 week module blocks),
garnering several teaching awards and considerable industry support in the process.
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The two programmes have for several years been closely allied due to the goodwill of the staff
involved. We wish to further capitalise on our collective abilities and mutual respect. We
believe we have the potential to further extend not just our TPG activities but our allied diverse
array of research, consultancy, training and other forms of impact on the global design
industries.
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Our belief is that in so doing we will establish a model with the potential to be more widely
applicable in CASE for the promotion of new, innovative and more agile working at the TPG
level. We believe TPG ought to provide the hub for cognate groupings which also embrace
research, training and consultancy offerings to an increasingly challenging education
marketplace in a similar vein to other groupings in UoD (for example CAHID).
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This document presents a proposal for a two year pilot project to establish and prototype just
such a cognate grouping. We are calling ourselves re.design.
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3. the challenge ahead
Academia globally is reeling from the huge variety of challenges and threats which inevitably
accompanied the recent global economic crisis. In the UK and the USA in particular these
challenges have precipitated a major re-think of how to position universities as providers of
teaching, scholarship and research services to society.
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In particular design schools are responding to a changing student demographic for TPG, with
a rapid growth in the demand for more flexible programmes which can be integrated with work
commitments and a recognition of the value of these programmes as network building
opportunities in the same as MBAs are valued. For example, Carnegie Mellon University
School of Design in the USA has recently launched its Transition Design grouping; a new suite
of modular masters and doctoral degrees that offer multiple pathways to designers and nondesigners alike, including a one year Master of Professional Services in Design. It is interesting
to note that these one year professional masters in the USA are likely to create a significant
challenge to the UK masters particular selling point to US students - its duration. In a similar
vein, the MSc Innovation management at the University of the Arts in London has re-branded
itself around the concept of “Catalysts for Change” creating a vehicle for further extending its
allied activities in the research and consultancy spaces.
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The opportunity is for us to consolidate our capacities and more fully exploit the international
profile we have with some of the leading companies and organisations in this field.
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4. the opportunity emerging
The opportunity is for us to fully exploit the international profile we have with some of the
leading industry players in this field. Our success in establishing these programmes has led to
some extremely positive feedback from industry…
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“We have enjoyed the creative involvement of staff and students from the Masters in Design Services and Ethnography at the University of
Dundee... They have made a real impact on our organisation.”
Maria McGill, Chief Executive Officer, Children's Hospice Association Scotland.
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“I have hired a researcher from the (DE) course into the SAP Labs (Palo Alto) Research team in the past, and keep following the course closely
should more advanced entry level positions need to be filled. The Hot House initiative stands out as showcasing the excellence in talent,
training, and output of the Dundee Design Ethnography Masters.”
Dr Daniela Busse, Principal Design Strategist, Samsung Research America (formerly SAP U.S.A.)
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“Working with Hazel and her (MDfS) team, has enabled us to give our member the confidence and skills necessary to be creative. We believe
that public services will benefit directly from our members having these skills.”
Angela Scott, Head of CIPFA (Chartered Institute of Public Finance Accountants) Regions
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“The Dundee MSc in Design Ethnography is held up globally as an example of excellence and has led to the emergence of several similar
courses around the world. The secret of the success of the Dundee course I believe is the unique mix of individual and team projecting that is
done around real world social and business problems in collaboration with companies large and small.”
Dr David Prendergast, Anthropologist & Principal Investigator, Intel Labs Europe
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“Over the last decade, the University of Dundee has consistently taken a pioneering approach to multi-disciplinary learning and research across
a range of contemporary design disciplines. The increased integration of Ethnography and Service Design mirrors leading industry practice.”
Colin Burns, Head of Future Media, BBC
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“It (DE) is an innovative program. I don’t know any others like it. I wish we had something similar here in Switzerland, but I think you are a
decade ahead of the design schools here. In addition to the obvious educational benefits it brings your students, it raises awareness of the
program in Europe and makes graduates more attractive on the job market."
Dr. Thomas Robinson, Human Centered Design, Swisscom
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5. new thinking at DJCAD
Our innovative teaching methods have been recognised both by the university (with several teaching
awards at College and University level) and by our graduates. The MDfS and the DE programmes have
delivered unique educational offerings targeted at niche but rapidly growing industry territories:
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•
•
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The DE Hothouse: a novel approach to the “dissertation project” wherein students in effect turn
themselves into a consultancy, working with leading companies on a rich portfolio of projects.
Intensive block teaching: provides focused educational experience, makes it easier for part-time
students to study, and provides potential to deliver outside of Dundee.
Industry focused project work: enhances employability, subject relevance, partnership working and
consultancy opportunities.
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“Dr. Catriona Macaulay’s leadership and vision in creating the MSc Design Ethnography at the University of Dundee inspired a new generation
of design researchers adept at moving from observations to business-ready contexts. Early in the course, Catriona paved the way for a more
empathetic, entrepreneurial, and dedicated form of knowledge creation and transfer.”
Han Pham, DE2011 (now working as an ethnographer Intel)
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“I am just more than grateful that I have a masters in something that matters, something that I am passionate about and that makes a meaningful
difference to those lost in services and systems that were not of their own doing.”
Selina Law, MDfS2013
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“Perhaps more than anything else, the Summer Hothouse Project gave me confidence in my ability and judgment coming out of the DE
Program, which I leveraged in job interviews to receive offers from multiple industry-leading companies and continue to draw upon as I refine
and defend my points of view on research methods and best practices.”
Brian Griebel (now working as a market research manager at Capital One Bank U.S.A.)
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“I recently accepted a post as a service designer for TANG Innovation for China. Tang is a Consulting company which focuses on bringing
innovative experiences to Chinese users. I'm helping customers and clients to discover and organise the complicated users needs using different
research methods: desk research, customer journey mapping and blueprints etc. - all methods I learned on the course..”
Yuemeng Zhou, MDfS3013
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6. our alumni are global
Both programmes recruit from a diverse range of countries, with equal or slightly higher
numbers of international students to home/EU and large numbers of home (EU).
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7. from here to there
here / now
• 2 masters programmes recruiting well
internationally
• largely delivered conventionally - i.e.
FT attendance in Dundee
• range of unconnected training and
consultancy services
• range of unaligned research activity
• reputation built around individuals
there / 2 - 5 years
• TPG programmes delivering through a
range of modes (traditional, blended,
distance teaching, distance delivery)
• increased international recruitment
• strategic management of teaching,
research and consultancy activities
• one-stop shop design research and
innovation consultancy
• diversified and increased income
streams
• reputation built around group not
individuals
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8. from here to there
The challenge we face is that currently we are a loosely bound group of
individuals delivering in essence independently 9 * 20 credit (each
programme has 3 unique modules and 3 shared with the other
programme) and 2 * 60 credit modules, two masters programmes and a
broad variety of research, consultancy, training and scholarship activities.
Our ties are “weak” in that individuals are assigned/drive modules,
programmes, research activity, etc. and there is little to no formal
coordination of these activities. We wish to move this loosely structured,
“weak ties” model to a formally structured, “strong ties” model embracing
both our common intellectual ground and our shared commitment to
finding innovative and efficient ways to work more sustainably together.
By moving programme, module, research, training and consultancy from
an individual-led to a group-led level we believe we can build the
capacity necessary to develop the quality and range of our collective
offerings across TPG, UG, research, training and consultancy levels. In so
doing we also minimise the current risk to DJCAD of too closely aligning
significant areas of activity with a single individual. Currently if anything
happens to that individual the offering is compromised, or if the individual
leaves the intellectual capital leaves with them. Our proposal rests on the
development of a new grouping which will take collective ownership of all
group activities.
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9. the next two years
activity
focus
requires
rethink
remodel
innovate
•what we teach
•how we teach
•who we teach
•who we partner
with
• how we work:
- efficiencies
- sustainability
- flexibility
•new:
- income streams
- partnership
models
•strengthen local &
global presence
• programme
reviews
• service design
• research into
potential partner
and student
needs
• autonomy re.
workload
planning
• clear decision
making
processes
• develop new
CPD offerings
• align research &
consultancy
• brand identity &
marketing
• partners group
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10. the proposal deliverables
jan 2014 - sep 2014 sep 2014 - sep 2015 sep 2015 - dec 2015
develop TPG programmes
programmes reviewed and
redesigned
revised programmes
delivered for the first time
explore potential for
additional TPGs
develop new TPG modes
further research market /
competitors
develop distance teaching
and delivery materials
launch of “part-time
distance delivery” modes
develop new UG offerings
development and agreement
of new UG offers
first delivery of new UG offers
explore possibility of new joint
honours UG programme
develop research activity
development of a research
strategy for the group
delivery on strategy
delivery on strategy
develop consultancy and
training
2 DE training courses
developed
1-2 service design courses
developed
re.design consultancy launch
administrative
adjustments
develop of group branding
and marketing
development of group
operating procedures and
business model
develop a 3-year plan and
distribute a 2 year pilot
project review
outreach
formation of the re.design
industry steering group
development of an annual
industry-focussed
conference/meeting
first annual re.design Industry
Conference
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11. next steps
1. Staffing:
• Fraser Bruce to be moved to the Re.Design Group from January 2014
• Mike Press to be moved to Re.Design Group from Summer 2014
2. Initial Role Re-Definition:
• Hazel White to resume MDfS programme director from January 2014
• Cat Macaulay to take on Programme Review for MDE and MDfS (programme
review to be aligned with our rethink work-package)
• Appoint coordinator of Re.Design Training and Consultancy development
• Appoint coordinator of Re.Design Research Strategy
• Appoint coordinator of Re.Design Marketing and PR
• Appoint coordinator of Re.Design TPG Portfolio
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3. Resourcing:
• dedicated marketing and outreach budget to be agreed
• funding for development of distance delivery and CPD training courses required
• review of studio accommodation and resourcing
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12. re.design: rethink, remodel, innovate
As a University we are currently envisioning a Transformation in the way we all work and in the ways
in which we impact society. The re.design group wishes to play an active part in that vision of
Transformation - providing DJCAD and CASE with a test bed for new thinking and innovation in
teaching, research and scholarship. We wish to more strongly tie these activities together in ways
which are agile and flexible enough to respond to an ever shifting global HE context. This proposal
asks DJCAD, CASE and the University to support us in a two year programme of rapid innovation,
that is evaluated and from which wider lessons for our Transformation Project can be learned and
applied.
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13. the re.design team
Fraser Bruce
Catriona Macaulay
Mike Press
Kate Saunderson
Hazel White
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