Successfully reported this slideshow.
Your SlideShare is downloading. ×

Designer As Catalyst

Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
Ad
hello
  @matthewmunoz
  I’m Matthew Muñoz,
                       Internet Summit 2011
                       Raleigh Conv...
web
design as
a strategic
tool
web
design as
a strategic
tool

YouTube videos are no longer supported on SlideShare

View original on YouTube

YouTube videos are no longer supported on SlideShare

View original on YouTube

YouTube videos are no longer supported on SlideShare

View original on YouTube

Loading in …3
×

Check these out next

1 of 154 Ad

Designer As Catalyst

Download to read offline

From my presentation at the Internet Summit 2011 in Raleigh, NC. Focused on leveraging skills as a 'designer as website maker' to 'designer as catalyst.' Illustrating four areas where catalysts can approach adaptive challenges (wicked problems) and urging a move from user-centric design towards community-centric design.

From my presentation at the Internet Summit 2011 in Raleigh, NC. Focused on leveraging skills as a 'designer as website maker' to 'designer as catalyst.' Illustrating four areas where catalysts can approach adaptive challenges (wicked problems) and urging a move from user-centric design towards community-centric design.

Advertisement
Advertisement

More Related Content

Viewers also liked (20)

Similar to Designer As Catalyst (20)

Advertisement

Designer As Catalyst

  1. hello @matthewmunoz I’m Matthew Muñoz, Internet Summit 2011 Raleigh Convention Center Nov 15, 2011 co-founder and chief design officer of New Kind & president of AIGA Raleigh
  2. web design as a strategic tool
  3. web design as a strategic tool
  4. A: highly usable, well-designed, content-rich websites
  5. Q: What if we had a better website?
  6. Q: What if there’s a bigger question to ask?
  7. Charles Eames Ray E ames Source: Eames Exhibition
  8. What are the boundaries of design?
  9. What are the boundaries of design? What are the boundaries of problems?
  10. How do we make our company more innovative?
  11. How do we make our company more innovative? How do we nurture a culture of creativity?
  12. How do we make our company more innovative? How do we nurture a culture of creativity? How can we build a reputation when one Twitter voice can destroy it?
  13. How do we make our company more innovative? How do we nurture a culture of creativity? What if we had a better website? How can we build a reputation when one Twitter voice can destroy it?
  14. Technical problems v. adaptive challenges kind of challenge problem solution locus of work definition technical clear clear authority adaptive requires requires stakeholders learning learning Adapted from: Practices of Adaptive Leadership
  15. Technical problems v. adaptive challenges kind of challenge problem solution locus of work definition technical clear clear authority adaptive requires requires stakeholders learning learning Adapted from: Practices of Adaptive Leadership
  16. adaptive challenges How do we make our company more innovative? How do we nurture a culture of creativity? What if we had a better website? How can we build a reputation when one Twitter voice can destroy it?
  17. designer as website maker
  18. designer as catalyst designer as website maker
  19. * designer as website maker
  20. adaptive challenges How do we make our company more innovative? * How do we nurture a culture of creativity? * designer as website maker * * How can we build a reputation when one Twitter voice can destroy it?
  21. * designer as catalyst
  22. * designer as catalyst clarify complicated things
  23. * designer as catalyst clarify align complicated self with things shared interest
  24. * designer as catalyst clarify align inspire complicated self with action things shared through interest openness
  25. * designer as catalyst clarify align inspire form complicated self with action with things shared through intent interest openness
  26. clarify complicated things
  27. when there’s a lack of meaning Source: Confused baby
  28. attention is scarce
  29. Source: YouTube: From the movie 'Up'
  30. Source: Banner Blindness: Old and New Findings Cliffhanger-Effect (Zeigarnik-Effect) Source: Best of Smashing Magazine” Anniversaryuncertainty. We tend to find answers to Human beings can’t stand eBook unanswered questions we are interested in as soon as possible. Cliffhanger-
  31. H. R. 3962 111TH CONGRESS 1ST SESSION To provide affordable, quality health care for all Americans and reduce the growth in health care spending, and for other purposes. IN THE HOUSE OF REPRESENTATIVES OCTOBER 29, 2009 Mr. DINGELL (for himself, Mr. RANGEL, Mr. WAXMAN, Mr. GEORGE MILLER of California, Mr. STARK, Mr. PALLONE, and Mr. ANDREWS) introduced the following bill; which was referred to the Committee on Energy and Dan Roam Commerce, and in addition to the Committees on Education and Labor, Ways and Means, Oversight and Government Reform, the Budget, Rules, Natural Resources, and the Judiciary, for a period to be subsequently de- termined by the Speaker, in each case for consideration of such provisions as fall within the jurisdiction of the committee concerned A BILL To provide affordable, quality health care for all Americans and reduce the growth in health care spending, and for other purposes. 1 Be it enacted by the Senate and House of Representa- Source: H.R. 3962 2 tives of the United States of America in Congress assembled,
  32. short term thinking v. long term thinking long term is difficult to understand — vs short term
  33. abstract concepts like democracy, safety, accessibility — what do they mean?
  34. Source: Dan Roam Healthcare Napkins
  35. designing a visual story catalyst : clarifying complexity
  36. authentic athletic performance
  37. Source: Nike Run interface
  38. Source: Nike Run interface
  39. designing a product and service system catalyst : clarifying abstract ideas Source: Nike Run interface
  40. an inconvenient truth Source: Al Gore documentary
  41. Source: Movie screen capture
  42. Source: Al Gore hydraulic lift
  43. designing a visual argument catalyst : clarifying complexity & the long term Source: Al Gore hydraulic lift
  44. Ostrich scenario Icarus scenario Mont Fleur scenarios Lame Duck scenario Flight of the Flamingoes scenario
  45. Ostrich scenario Icarus scenario designing a process for creating options Mont Fleur scenarios catalyst : clarifying abstraction, long term Lame Duck scenario Flight of the Flamingoes scenario
  46. adaptive challenges require clarification How do we make our company more innovative? and meaning * How do we nurture a culture of creativity? * What if we had a better website? * * How can we build a reputation when one Twitter voice can destroy it?
  47. principles
  48. Pictures are worth 1,000 words.
  49. Pictures are worth 1,000 words. Metaphors are worth 1,000 pictures. Dan Pink
  50. principle #1 use metaphors
  51. what if?
  52. Scenario building Building glob al scenarios is a complex task; the questions of relevance are hard to define. Reflecting this, glob al scenario projects at Shell involve many people and require a number of iterations. For smaller, more focused projects, the same a ppro ach is followed but using less time and fewer resources, and with less emphasis on exploring different are as of rese arch. Areas of research Themes Scenarios rio outli rio outli na n na n ce ce e e S S Branches What matters? Questions of relevance Scenario- Core team Orientation Core team building 48 research Interviews workhop research workshop Focal question Source: Scenarios: An Explorer’s Guide
  53. principle #2 use scenarios, things feel less risky
  54. group (1) group (2) group (3) Source: Kerry Patterson et. al. Influencer: The Power to Change Anything, 2008
  55. Why do stories persuade? ... stories help individuals transport themselves away from the role of a listener who is rigorously applying rules of logic, analysis, and criticism and into the story itself. Source: Kerry Patterson et. al. Influencer: The Power to Change Anything, 2008
  56. principle #4 tell stories
  57. clarify complicated things to create meaning
  58. align self with shared interest
  59. when there’s a lack of motivation > Source: Couch potato
  60. Source: Occupy Wall St
  61. Source: TOMS
  62. Source: YouTube: TOMS One for One eyewear
  63. designing a better business model catalyst : aligning self with shared interest
  64. designing a better business model catalyst : aligning self with shared interest
  65. Source: YouTube: Starbucks Create Jobs for USA fund
  66. designing a funding stream catalyst : aligning self with shared interest
  67. adaptive challenges require alignment How do we make our company more innovative? and motivation * How do we nurture a culture of creativity? * What if we had a better website? * * How can we build a reputation when one Twitter voice can destroy it?
  68. principle complicated things
  69. first why second why third why fourth why fifth why (root interest)
  70. principle #5 ask why at least 5 times
  71. align self with shared interest to ensure motivation
  72. inspire action with openness
  73. when there’s a lack of contributions Source: The world on one man’s shoulders
  74. more resources are necessary long term is difficult to understand — vs short term
  75. more perspectives would help long term is difficult to understand — vs short term
  76. more ideas are needed long term is difficult to understand — vs short term
  77. designing a platform for contributing information catalyst : inspiring contributions and perspectives
  78. designing a platform for contributing ideas and resources catalyst : inspiring contributions and ideas, removing roadblocks
  79. designing a platform for contributing resources catalyst : inspiring contributions and ideas
  80. adaptive challenges require contributions How do we make our company more innovative? and action * How do we nurture a culture of creativity? * What if we had a better website? * * How can we build a reputation when one Twitter voice can destroy it?
  81. principles complicated things
  82. principle #6 create an architecture of participation
  83. principle #7 every project is a chance to find common ground
  84. inspire action with openness to spark contributions
  85. form with intent
  86. when there’s a lack of useful answers Source: We need more party animals
  87. organizations don’t know which way to go long term is difficult to understand — vs short term
  88. they’re being assaulted by global competitors long term is difficult to understand — vs short term
  89. conditions change so quickly long term is difficult to understand — vs short term
  90. collaboration is necessary long term is difficult to understand — vs short term
  91. a brief history
  92. the first internet revolution — access people find choice INFORMATION
  93. the second internet revolution — create people find a voice INFORMATION INFORMATION INFORMATION INFORMATION
  94. today’s internet revolution — connect people find each other
  95. user-centric design
  96. community-centric design user-centric design
  97. User-centric v. community-centric design user- community-centric centric who are the users/ individual users, community members, community contributor networks, groups, collaborators users/community specific tasks and social exchange, goals task completion co-creation, creativity in collaboration users/community efficiency, satisfaction, community interaction, needs experience, searching co-experience, privacy, social belonging Adapted from: Innovation in Online Communities: Towards Community-Centric Design
  98. User-centric v. community-centric design designing an approach user- centric community-centric who are the users/ individual users, community members, community contributor networks, groups, collaborators users/community specific tasks and social exchange, goals task completion co-creation, creativity in collaboration users/community efficiency, satisfaction, community interaction, needs experience, searching co-experience, privacy, social belonging catalyst : forming with intent Adapted from: Innovation in Online Communities: Towards Community-Centric Design
  99. adaptive challenges require forming How do we make our company more innovative? answers with intent * How do we nurture a culture of creativity? * What if we had a better website? * * How can we build a reputation when one Twitter voice can destroy it?
  100. principles complicated things
  101. principle #8 break a project into sprints and workshops
  102. principle #9 imperfection breeds participation
  103. principle #10 release early, release often
  104. principle #11 design with, and for
  105. principle #12 design the system
  106. principle #13 everyone is a designer p m t Source: Everyone is a designer
  107. form with intent to find answers
  108. designer as catalyst designer as website maker
  109. designer as website maker
  110. designer as catalyst designer as website maker
  111. catalysts focus on creating meaning
  112. catalysts focus on creating + ensuring meaning motivation
  113. catalysts focus on creating + ensuring + sparking meaning motivation contributions
  114. catalysts focus on creating + ensuring + sparking = meaning motivation contributions finding answers
  115. principle #14 build your reputation as a problem solver and opportunity finder
  116. you’ll see your sphere of applicability increase
  117. you’ll see your sphere of applicability increase
  118. adaptive challenges How do we make our company more innovative? * How do we nurture a culture of creativity? * What if we had a better website? * * How can we build a reputation when one Twitter voice can destroy it?
  119. we need a web designer v. we need meaning we need motivation we need contributions we need answers
  120. we need a catalyst Source: Catalyst signal

×