Visual Connexion - VIEW CONFERENCE 2017 MASTERCLASS

de•sign [dəzajn]
Simone Favarin
Senior Digital Designer – Experience Architect - Researcher
Author of Visual Connexion methodology - Co-Founder of tNotice, inPoste S.p.A.
it.linkedin.com/in/phate
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Original Photo - Cherasco, CN (Italy)

1 Design Thinking
2 Mind Design
3 Visual Connexion
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Objectives
Demonstrating the effects of priming,
how people can be susceptible to such suggestions
and how to solve it with Design, our brain process
and connective intelligentsia.
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de•sign [dəzajn]
Design is a way of thinking, of determining people’s true,
underlying needs, and then delivering products
and services that help them.
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Design thinking
is a user-centered approach
to problem solving
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#1 People-centered
Empathy is key. It’s not about you.
You need the ability to understand
and share the feelings of others.
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#2 Integrative Thinking
You need the ability to look at
all the different aspects of a problem
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#3 Failure is Key
Failure is a (necessary) part of the process
in order to succeed.
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#4 Iterative
The more you are able to loop through
“understand > create > learn”
the higher chance you have
for good results.
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“The Process of Design Squiggle” by Damien Newman, Central Office of Design
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There is not one single process
or toolkit that serves every single case.
There is a wide variety of processes and tools
that people customize to serve their needs.
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Human-centered designers always start from the place of not
knowing the answer to the problem they’re looking to solve.
By embracing that ambiguity, and by trusting that
the human-centered design process will guide us toward
an innovative answer, we actually give ourselves permission
to be fantastically creative.
Source: http://www.designkit.org/mindsets/5/ D/17

Psychology is the science of behavior and mind,
embracing all aspects of conscious and unconscious
experience as well as thought.
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During the 1960s, a new perspective known
as cognitive psychology began to take hold.
This area of psychology focuses on mental
processes such as memory, thinking, problem
solving, language and decision-making.
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The sociocultural perspective
maintains that behavior and mental processes
are shaped not only by prior learning
experiences or intra-psychic forces,
but also by the social or cultural context.
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Dialectic Progression of Ideas: Hegel
Thesis Antithesisflaws/alt idea
Synthesis:
best of both
New Thesis flaws/alt idea D/17

Experiments
Psychobiological studies
Self report
Case studies
Naturalistic Observation
Computer Simulations
Cognitive Methods
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Data can only be fully explained with theories,
and theories are insufficient without data
– thus creating the cycle of science.

Cognitive processes interact with each other
and with non-cognitive processes
- Emotions may affect decisions
- Perception contributes to memory decisions
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Matrix for Managing Complex Change
Vision Skills Incentives Resources Action Plan
= Change
= Confusion
= Anxiety
= Resistance
= Frustration
= False Starts
Adapted from Knoster, T., Villa R., & Thousand, J. (2000). A framework for thinking about systems change. In R. villa & J. Thousand (Eds.),
Restructuring for caring and effective education: Piecing the puzzle together (pp. 93-128). Baltimore: Paul H. Brookes Publishing Co. D/17

According to Lewin (1948), a group can be defined
as a totality based on interdependence.
The common destiny, the goal, is both an expression
and a product of this interdependence.
Each group is characterized by peculiar, pliable dynamics.
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How to make the most of these group dynamics?
How to identify and reach the common goal?
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Three key concepts
understand the link between social processes
and cognitive processes
take note of bias of behavior and stereotypes,
to which no human being is immune
reflect the rules of construction
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People love to think their intuitions are correct
or they are otherwise able to logically
analyze every situation
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Thinking, Fast and Slow
by Daniel Kahneman

We jump to conclusions to save time
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Thinking, Fast and Slow
by Daniel Kahneman

Benefits of recognizing Biases
- Better design
- More efficient workplaces/home/life
- Low level of anxiety and more happiness
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Confirmation bias:
defined by Skinner (psychologist - 1953)
as "cognitive dissonance", this bias involves
the behavior that leads us to refer to those
who are not only in agreement with us
but feed and reinforce our convictions.
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Group bias:
when we are part of a group, the behavior
trend is to believe that it is rich in success
because of its own internal qualities,
other than the low-value features
of other surrounding groups.
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Gabler's Fallacy Bias:
describes the tendency to interpret
the present based on what happened
in the past. It therefore triggers a vicious
circle that, if in the negative form,
can help lower the self-esteem
and quality of the group.
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Error Bias by Similarity or Contrast:
in a group, a leader who has a strong self esteem
will tend to involve individuals who are imitating
him for behaviors and features; on the contrary,
a leader with low self-esteem will reward those
who will overcome their shortcomings.
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Bias of the status quo:
when the change scares, this bias
entails fossilizing on decisions and positions
taken in the past, with the consequence
of instilling the conviction that a different
approach can only worsen
the current situation.
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Negative bias:
this is a dangerous distortion because
it puts the negative and negative events
in the foreground underestimating
the positive ones that could act
as leverage to solve the group's issues.
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we create our own aquariums
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In other words, we can say that the cognitive
and social processes that influence us
are distortions, prejudicial interpretations, stereotypes.
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Goal hampered Goal approached or reached
Attachment system fear and anger comfort
sadness joy
desolation Safety
emotional detachment affiliation love trust
Caring System anxious solicitude protective tenderness
compassion joy
guilt parental love
Sexual System modesty erotic desire
fear erotic pleasure
jealousy erotic love
Competitive System fear (by judgment) anger (by challenge)
shame triumph, power
humiliation pride
sadness, envy feeling of superiority
Cooperative System guilt, remorse anger (by challenge)
insulation mutual loyalty, joy (by sharing)
distrust confidence
resentment friendship love
AIMIT Manual Motivational Systems in clinical dialogue,
(Liotti G., Monticelli F.) - Milano : Raffaello Cortina, 2008
ITICCUMIL0758528
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Perception
Thanks to the co-analysis, we disengage
from our own perception and interpretation
of reality and rely on a specially designed
software for the actual big picture
of the situation.
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Visualize
The Visual Connexion Method puts in field
a participatory and proactive analysis.
Status and hierarchies are suspended
- as well as internal conflicts - depending
on the good performance of the group,
and a specific work method is provided,
a step-by-step process to follow.
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Resolution
Applying an additive and non-disjunctive
logic, it utilizes a communication network,
a structure, circular and non-vertical, which
is just the most effective to complete complex
tasks. The problem is solved, the group can
proceed with the definition of project timing
and all related details.
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SIMONE FAVARIN | VISUAL CONNEXION
You

YouA B

You Truth

You Reality
perceived
Truth
Bias
Cognitive Structure
Beliefs

General
Environment

Hierarchy

Truth

Who What Why
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Cycle Time (40 minutes each)

Benefits of Visual Connexion
- Better design
- Less errors of analysis
- More efficient problem solving
- Low level of anxiety and more happiness
- More intercreative solutions
- More energy perceived
- More perceived confidence
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METHOD REFERENCE
AIMIT Manual Motivational Systems in clinical dialogue, (Liotti G., Monticelli F.)
Milano : Raffaello Cortina, 2008 ITICCUMIL0758528
The role of brain emotional systems in addictions: a neuro-evolutionary perspective and new
‘self-report’ animal model
Jaak Panksepp, Brian Knutson & Jeff Burgdorf - Submitted 1 November 2000; initial review
completed 22 February 2001; final version accepted 6 August 2001
The Archaeology of Mind: Neuroevolutionary Origins of Human Emotions
(Norton Series on Interpersonal Neurobiology) Hardcover – September 17, 2012 - by Jaak
Panksepp (Author), Lucy Biven (Author)
Thinking Fast & Slow
(Farrar, Straus and Giroux; 1 edizione (25 ottobre 2011) by Daniel Kahneman
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Visual Connexion - VIEW CONFERENCE 2017 MASTERCLASS

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