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The Pattern Problem
The document discusses the concept of 'pattern problems' in design thinking and strategic design, emphasizing the need for flexibility and adaptation in processes. It highlights the importance of observing and orienting oneself to dynamic environments to break existing patterns and challenges the notion of fixed methods. The narrative encourages creating adaptive tools and methodologies to foster innovation and respond effectively to changing circumstances.
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The Pattern Problem
- 1. The Pattern Problem GoogleFirestarters, September 2017 John V Willshire / @willsh
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- 3. Strategic Design bridges disciplines anddepartments, roles and responsibilities. It is concerned with the factors around a thing, not just the thing itself.
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- 8. IED Innovation &Future Thinking Barcelona, 17th-29th July 2017 summer course
- 9. let's start withthis…
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- 11. If you starelong enough, you see how it works http://www.vernissage.tv
- 12. If you starelong enough, you see how it works
- 14. What are theunderlying mechanics?
- 15. Mechanics: What happens tothings when things happen to them?
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- 18. Let’s go backto September 2011…
- 19. What can planning learnfrom design thinking? “ ”
- 20. “Companies were comfortable andwelcoming to Design Thinking because it was packaged as a process.” Bruce Nussbaum, “Design Thinking is a Failed Experiment”, 2011
- 21. We don’t need anotherprocess
- 22. BACK TO THEPRESENT…
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- 26. Linear processes arebuilt for comfort
- 27. The ‘roadmap’ iscomplicit dishonesty
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- 33. OBSERVE DECIDE ACTORIENT outsideworld implicit guidance & control REPEAT
- 34. OBSERVE DECIDE ACTORIENT outsideworld implicit guidance & control New information about changing environment Form a hypothesis Test it… REPEAT
- 35. OBSERVE DECIDE ACTORIENT outsideworld implicit guidance & control How do you orient yourself?
- 36. Orient To align yourself withrelation to surroundings, circumstances, and facts
- 37. New information Analysis &synthesis Previous experience Cultural traditions SOURCE: JOHN BOYD
- 38. New information Analysis &synthesis Previous experience Cultural traditions SOURCE: JOHN BOYD PRESENT} PATTERNS}
- 39. The pattern problem Anexample becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 40. We can’t getcaught waiting for things to happen again
- 41. So how doyou break patterns?
- 43. Bruce Lee “The highesttechnique is to have no technique”
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- 45. Bruce Lee “it isjust a name used, a boat to get one across, and once across it is to be discarded and not to be carried on one's back”
- 48. Charlie Munger “Eighty orninety important models will carry about 90% of the freight in making you a worldly‑wise person.”
- 49. Loops help (re)makeour models in response to reality
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- 51. If loops arethe behaviour, layers are the environment
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- 56. Stewart Brand “The quickprocesses provide originality and challenge, while the slow provide continuity and restraint”
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- 64. SLOWFAST PEOPLE FRIENDS FAMILY KIDS TEAM FUNDRAISERS PARTIES PARENTHELPERS COMMUNITY PROGRAMMES LOCAL TEAMS HERITAGE OFFICIAL LEAGUES GRASSROOTS MATCH OFFICIALS GOVERNING BODIES TOURNAMENT INTERNATIONAL TEAMS EUROPEAN COMPETITION SUPPORTERS CLUBS TELEVISION COVERAGE
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- 66. SLOWFAST SPACE GRAFFITI CHALKING FLYPOSTING STREET ART STICKERS ADVERTISING PUBLICNOTICE BOARDS SHOP SIGNS STREET SIGNS COUNCIL NOTICES TRAFFIC DIVERSIONS FOUNTAINS MOSAICS PUBLIC AMENITIES MURALS SCULPTURES STREET FURNITURE
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- 68. - Stewart Brand “Alldurable, dynamic systems have this sort of structure; it’s what makes them dynamic and robust”
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- 71. What happens whena gear jumps?
- 72. small, nimble groups ofpeople vs. slow, regulated, built-up space
- 74. instant changes in thespace vs. large groups of people with shared understanding
- 75. “a baby-step to virtualreality” New York Times
- 76. I PROMISE YOU, THISIS RESEARCH
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- 80. @willsh What is “here”? pic: AikoGraywolfe
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- 83. If it isn’t overhere…
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- 86. Pokemon Go ‘mob’,July 20th, San Francisco Photo: NYT TEMPORARY SPATIAL SHOCKS
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- 89. “It makes it harderto live here”
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- 93. Gamers Pokémon Publicparks Fashion fans Ltd editions Shopping malls Patients NHS Doctors Surgeries Self-driving cars Cheap fuel Village petrol station Violent mobs Suppression Polling stations
- 94. All environments now changefaster than our processes can allow for… dynam ic and robust …we can’t afford to get stuck in patterns
- 95. How do wedesign tools that break patterns? An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 96. “The blacksmith makes his owntools” Daniel Dennett
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- 99. THE OBLIQUISCOPE Don’t lookat what you’re looking at
- 100. WHO WHAT Culture, Individuals, Groups Whatare they part of? How do they communicate? What beliefs do they share? Matter, Space, Objects What is it made of? How is it accessed? What does it depend on?
- 101. SLO W ER FASTER WHO WHAT Culture, Individuals, Groups Whatare they part of? How do they communicate? What beliefs do they share? Matter, Space, Objects What is it made of? How is it accessed? What does it depend on? What happens in five years time? What have the last 24 hours been like? In the long run, how is this sustainable? Step by step, how does this work?
- 102. SLO W ER FASTER WHO WHAT Sketch the momentary interaction… Write the5th anniversary press release… Map the supply chain… Evaluate long-term sustainability… Analyse population trends by location… Sort through user complaints… Empathy mapping… Prototype new supporting service…
- 103. SLO W ER FASTER WHO WHAT …using LEGO bricks …for a news organisationthat doesn’t exist yet …using metaphorical territorial features …as if you are a UN working group …as if this is a long dead civilisation at the turning point …as a card game …using LEGO minifigs …as if you are a parasitic start-up
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- 107. The fox is themaster of adaptability
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- 111. SLOWFAST PEOPLE SLOWFAST SPACE If loops arethe behaviour, layers are the environment…
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- 113. people space MATERIALISM: “all things, including mentalthings and consciousness, are results of material interactions.” IDEALISM: “reality as we know it is fundamentally mental, mentally constructed, or otherwise immaterial” actions, interactions, conversations… objects, environments, systems…
- 114. people space MATERIALISM: “all things, including mentalthings and consciousness, are results of material interactions.” IDEALISM: “reality as we know it is fundamentally mental, mentally constructed, or otherwise immaterial” actions, interactions, conversations… objects, environments, systems… Sometimes it’s this. Sometimes it’s this.
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- 128. Time is an output,not an input… p s
- 129. If loops arethe behaviour, layers are the environment
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- 131. p s 1. OBSERVE 2. ORIENT 3.DECIDE 4. ACT 2 3 4 1
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- 138. The best way tolearn is to play
- 139. Describe Five PivotalMoments
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- 141. (FIVE MORE SLIDESTILL BEER) SO, TO CONCLUDE…
- 142. Make your owntools to break the pattern problem… An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 143. Tools which naturally reinventthemselves WHO WHAT WHO WHAT WHO WHAT
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- 145. Bruce Lee “Set patterns,incapable of adaptability, of pliability, offer only a better cage. Truth is outside of all patterns”
- 146. Thank you John VWillshire john@smithery.com @willsh smithery.com artefactshop.com