Tag: NextD Geographies

22
Jun

NextD Workshops Registration Open!

New York City: July 26–29, 2011 (9am-6pm)

Register on nextd.eventbrite.com.

WorkshopONE: Exploring cross-disciplinary innovation now!
WorkshopTWO: Understanding cross-disciplinary innovation now!
WorkshopTHREE: Leading cross-disciplinary innovation now!

ARE YOU READY?
Are you ready to cut through all the baloney and hype around design thinking, integrative thinking, creative intelligence, and innovation? If you are ready to move beyond all the marketplace theorizing and get to work, NextD WorkshopONE is for you.

Open to professionals from all backgrounds, NextD Academy has offered WorkshopONE / Exploring Cross-Disciplinary Innovation, once every summer since 2002.

Sponsored by and taught by hybrid cocreation experts at Humantific’s StrategyLab WorkshopONE is focused on teaching fundamental skills needed to work in all cross disciplinary contexts. Humantific has many years of experience working in the trenches with organizational leaders to harness collective brain power, drive change and build sustainable innovation capacity. If you are faced in your workplace with the challenge of getting diverse disciplines to work creatively together on complex fuzzy challenges this workshop is for you. You will be introduced to a hybrid way of working applicable to all challenge types not just product or service creation.

This summer we have added the opportunity for deeper innovation leadership skill-building with WorkshopTWO and WorkshopTHREE.

If you are called upon in your work to help others frame fuzzy complex challenges and opportunities this advanced skill-building program is for you.

We find that many NextD Academy attendees are midcareer professionals who are encountering opportunities to lead hybrid teams in their work but lack concrete cross-disciplinary innovation skills. Don’t let that window close on you without success. NextD Academy workshops provide the skills to get you ready to help others regardless of challenge type and regardless of their starting points. With these advanced skills you are able to add tremendous value to any meeting, any strategy creation, any complex challenge situation.

You can register for NextD WorkshopONE or the complete 4 day program.
GET YOURSELF READY!

DESCRIPTION
WorkshopONE: Exploring Cross-Disciplinary Innovation
1 day workshop
WorkshopONE is both a mind awakening experience as well as a learning/skills development workshop. Exploring the language of innovation involves learning individual and group innovation skills at a tabletop level (i.e., the tools and behaviors). Participants experience the art and science of creative problem solving, and learn about their own individual styles. The skills learned in WorkshopONE are general innovation process skills.

WorkshopTWO: Understanding Cross-Disciplinary Innovation
1.5 day workshop
Designed to deepen your understanding of cross-disciplinary innovation and the toolbox introduced in WorkshopONE. Participants significantly advance their co-creation, creative problem solving process mastery in a positive, supportive environment. Master meeting roles and learn how to lead through process mastery rather than through content knowledge. Emphasis is on challenge framing mastery on the front end of complex multidimensional fuzzy situations.

WorkshopTHREE: Leading Cross-Disciplinary Innovation
1.5 day workshop
Designed to advance leadership skills in cross-disciplinary innovation WorkshopTHREE helps you put to practice all the learnings from WorkshopONE and TWO in a positive, supportive environment. Participants advance their skills regarding the facilitation of cross-functional teams and small groups. Includes practice of challenge mapping on real issues.

DURATION
WorkshopONE: One day
Full Program (WorkshopONE,TWO,THREE): 4 days

CLASS SIZE
To maximize learning of complex skills NextD Academy class size is typically small, most often less than 25 people.

PREREQUISITES
Positive energy and an open mind are the only prerequisites required for NextD WorkshopONE.
Completion of WorkshopONE is prerequisite for attendance of WorkshopTWO and WorkshopTHREE

 

LEARNING EXPERIENCE
All NextD workshops are designed as experiential learning journeys rather than lecture format. With the help of experienced instructors you work your way through a series of self realizations and concrete cocreation skill building.

WHY ATTEND?
It’s no secret that 21st century Social Innovation, Organizational Transformation, Innovation Acceleration all require high level mastery of cross disciplinary cocreation skills including upstream challenge framing visualization.
If you would like to learn how to work upstream from defined briefs where challenges and opportunities are unpacked and framed, this accelerated skill-building is for you.

WHAT YOU WILL GET
– Cocreation skill, skill, skill!
– Chance to learn form Humantific’s cocreation professionals
– Deeper understanding of integrative thinking, creative intelligence, cross-disciplinary innovation
– WorkshopONE, TWO & THREE Workbook
– Results of your Innovation Profile
– Innovation Toolkit pocket card
– NextD Academy Completion Certificate
– NextD “Defuzz the Future” t-shirt

FEEDBACK FROM PREVIOUS PARTICIPANTS
– “My expectations were greatly exceeded.”
– “NextD is the best articulation that I’ve seen of the future opportunity and challenges for the design professions.”
– “Had a lot of fun while learning many new skills”
– “Great experience…You have done an amazing job, and I’ve found it very inspiring.”
– “Real life examples”
– “Knowledgeable skillful delivery.”
– “I’d like to see my whole division sitting in this room and experiencing what it is to understand each other’s problem solving styles and the creative problem solving process”
– “A comprehensive approach to articulating the future role of design.”
– “I appreciate having one big conceptual bucket to help me think through all this stuff that I have been figuring out on my own.’
– “WorkshopONE provides valuable tools for tempered radicalism within a corporate culture.”
– “I learned new ways of doing and explaining what I do that I can use today.”
– “I appreciated the content, but also the opportunity to get a clearer sense of the context..”
– “WorkshopONE is a process for discovering your own process… brilliant!”
– “I appreciated meeting others working on Design 3.0, 4.0 and understanding their sense of where they are in the world.”
– “WorkshopONE solidifies concepts that I’ve explored and gives me tools to implement them.”
– “Served as both a catalyst to re-think my design approach, and as an opportunity to reinforce design principles that I hold dear.”
– “I feel a renewed excitement.”
– “WorkshopONE is essential for all teams of any discipline.”

INSTRUCTORS



Elizabeth Pastor & Janet Getto
Elizabeth and Janet are the driving forces behind Humantific’s StrategyLab.

Internationally recognized for deep knowledge of hybrid thinking and cross disciplinary cocreation Humantific works with organizational leaders in many industries.

Elizabeth is Co-Founder of Humantific. Her work involves the art, science, design and business of constructing human-centered SenseMaking systems. For more than ten years her practice and research work has been focused on the bridge between SenseMaking and ChangeMaking in organizations. Her graduate degree in design is from Art Center College of Design in California. Prior to creating Humantific Elizabeth Co-Founded Scient’s Innovation Acceleration Labs with GK VanPatter.

Janet is Director of Humantific StrategyLab. As a master of Strategic Co-Creation Facilitation she has over 20 years of successful experience helping organizational leaders drive change, solve problems that are important to them and find emerging opportunities for growth. She holds a Master of Science Degree in Industrial Relations and is relied upon as an innovation process master, facilitator, trainer and coach for executives, and teams in many industries.

Moving beyond talk to action Janet and Elizabeth have years of hands-on experience working with leadership teams on complex strategic challenges as well as innovation capacity building. They are also experienced teachers.

Working together, Janet and Elizabeth will be drawing from experience rather than academic books to teach real world cross-disciplinary cocreation skills.

See a few of many, many Humantific events here:
– New Visions, New Leaders
– Humantific at the BBC
– Markets for Giving Workshop
– CoCreating Strategy
– Complexity Navigation Program
– Integrative Thinking Research
– Summer Session 2009 Wraps
– Future Envisioning
– Humantific at DD4D in Paris
– Visual SenseMaking for Leaders
– Sustainabilitys FlipSide
– WorkshopONE Summer Session 2007
– The Rise of Visual SenseMaking

CHANGES
We reserve the right to make changes at any time within one week’s notice to location, starting time, and presenters. We reserve the right to cancel a workshop in the event of an unforeseen circumstance. In the event of a cancellation, we will refund the registration fee only.

CANCELLATION POLICY
Cancellations can be made up until 14 days before the scheduled event date and will incur a $50.00 cancellation fee. Refunds or credits will not be issued for cancellations made within 10 days of the scheduled event date. Substitutions will be accepted any time prior to the commencement of the event. Refunds or credits will not be issued for no-shows or for those who begin a course but do not complete it. If the event is cancelled all attendees will be notified via email and a refund issued. Registered participants that do not show and do not cancel will be required to pay the total course fee.

QUESTIONS?
Feel free to contact us for any questions at vmiosuro (at) humantific (dot) com

NOT ABLE TO ATTEND AT THIS TIME?
If you would like to attend this workshop but have a schedule conflict let us know and we will keep you in the loop regarding future sessions in the United States and Europe. Send email to: engage (at) humantific (dot) com

WANT TO BRING YOUR ENTIRE TEAM?
Conducting NextD Workshops is only one of many work streams at Humantific. We are doing workshop based cross-disciplinary innovation skill-building on an ongoing basis with organizations in numerous countries. If you would like to consider bringing Humantific in to your organization to help with your innovation skill-building, innovation strategy creation, strategic thinking for leaders, feel free to let us know. Send email to: engage (at) humantific (dot) com

 

 

12
May

NextDesign Leadership Network

As part of spring cleaning, NextDesign Leadership Institute has converted the Transforming Transformation discussion list on LinkedIn since 2007, to NextDesign Leadership Network. The focus of the open discussion list will remain on NextD’s original root subject: next design leadership.

You can join the conversations here:

http://tinyurl.com/6xypmu6

05
May

Thoughts on AIGA’s One Day For Design

Since a lot of what we do here at Humantific is upstream strategy cocreation with organizations as part of changemaking initiatives, we were somewhat puzzled to see how AIGA (formerly American Institute of Graphic Arts), a professional graphic design association seeking to reposition itself, undertook a one day Twitter event on April 13th entitled “One Day For Design” (1D4D). The session was promoted with intriguing prompters including “What if you had one day to alter the future of design”.

From a cocreation perspective we could not help but notice that the 1D4D event seemed to contain a veritable smorgasbord of large scale, highly complex, some might say conflicting framing messages. This entanglement seemed to be combined with additional mixed messages around what the dialogue type was intended to be. How the complexity of the subject to be addressed and the intended dialogue type connected to the technology platform chosen was of equal mystery.

Among the complex simultaneous topics posed by AIGA for the 1D4D session on Twitter were: “The meaning of design, The future of design, The meaning of professional design associations, and The future of professional design associations.”

We noticed that 1D4D participants had wildly differing perspectives on session purpose and dialogue expectations. Some participants thought the purpose was to engage in “online global debate” focused on “the future of design.”

Others perceived intentions included:

“roundtable discussion”…“with every designer on Twitter.”

“dialogue between designers and the general public.”

“24-hour brainstorming on the future of design”

“allow creative folks to discuss current issues in design”

“get the pulse of the industry”

“a global conversation” “to alter the future of design.”

“[AIGA] expect[s] to better understand our role”

“explore ways [for AIGA] to better serve the needs of the design community.”

“bring designers and design followers together with leading minds in our profession”

“engage designers in a global conversation”

“exchange ideas, challenge viewpoints and push boundaries”

“an online, real-time think-tank”

“bring together a global community of designers and design enthusiasts.”

“evolve ideas, make connections and initiate change.”

Somehow others got the impression that “the ultimate goal” of 1D4D was:

“understanding how design could shape the future of the world”.

We love experiments but OMG what a confusing framing mix! There are at least half a dozen different dialogue mode types in that mix and more than a dozen different focus paths. That’s a lot of fuzzy complexity to hoist onto participants.

Maybe these designer types are from another planet and can digest multiple streams of giant-size fuzzy complexity while leaping tall buildings! It seemed more likely that 1D4D participants were going to be humans from planet earth. We could not help but wonder if anyone thought about the framing of this session from a human-centered perspective. Without that orientation the confusion of event dynamics can be as complicated as the subjects to be addressed. That cognitive double whammy tends to undermine and deplete participant energy.

All organizations face a continuously changing world and AIGA would be no exception. This could have been important strategic thinking work involving complex present and emerging future states, fuzzy challenges and opportunities. Apart from the romancing of social network technology, since when is Twitter geared up for such complex work?

Some of this framing implied outcomes other than casual chit-chat. Was it possible that 1D4D organizers did not understand the difference between a conversation, a debate, a roundtable, open dialogue and outcome oriented dialogue? Was it possible that 1D4D organizers did not understand the default dynamics of 100% emergence? We wondered what happened to the much-vaunted AIGA design process. It seemed to be completely absent.

We noticed that 1D4D participants were asked to imagine the future of something that AIGA leaders have presented no framing for in the present. How does that work? Was this event about the present and future of graphic design or something else?

We will gladly leave the post-session parsing of words used in the One Day for Design event to the analysis by others. We will happily leave commentary on how to improve the collaborative functionality of Twitter to our interaction oriented colleagues. With all due respect we leave AIGA members to sort out their own challenges as a still graphic design oriented professional association, struggling to reposition itself and expand into the broader strategic design community.

Our only concern is that it seems likely as a result of the AIGA Twitter event that considerable misunderstanding around what strategic design is and does, now seems to have been generated in the broader community outside of design. If the “meaning of design” was in fact tweaked by AIGA’s One Day for Design, it was not in a way that was particularly constructive, not in a way that relates to the many challenges and opportunities facing design. An unfortunate message seems to have been sent by 1D4D: that the design community of communities thinks change making cocreation and meaning making can be accomplished with sloganeering and soundbites. We assume that this meaning making was not AIGA’s intended message.

With all due respect to AIGA and its no doubt noble intentions:

Please don’t assume that AIGA represents the entire design community. It does not.

Please don’t assume that AIGA´s One Day for Design event on Twitter had anything to do with the present or future states of best design practice, methods, modes or consciousness outside of graphic design.

Please don’t assume that 1D4D has anything to do with how strategies are being cocreated today by organizational leaders interested in meaningful change making.

What was most interesting to us about One Day for Design was seen, not in the event itself, but rather in its aftermath. In the wave of post-event commentaries could be seen a thread of cocreation awareness connected to the not often talked about subject of emergence. It is becoming clear that there is rapidly rising awareness in several communities of practice including design, that fuzzy 100% emergent events are very time consuming for participants and typically problematic along what has already become a well-worn path (a subject onto itself).

Picture ahead: Multiply that 1D4D experience by 5 or 10 or 100 and at some point along the way, for some sooner, for others later, most will no doubt be ready for something, anything other than 100% emergence. That romance is rapidly dwindling. This is probably not so good news for those selling 100% emergence as a new collaboration holy grail.

As the number of professionals in various fields reach that realization it seems inevitable that much in the current mix will change. It is that rising awareness that will change not only how we work, but what we expect of our technologies, our organizations, our leaders and ultimately of ourselves.

Whether all of us like it or not, at the end of the day 1D4D represented one of many small defining moments in the slippery decline of 100% emergent events. Unless you have a lot of time on your hands, unless you want to repeat those outcomes, it is already time to rethink the think and move on. In that moving on many design opportunities can be found.

07
Feb

Architecture / What’s Next?

We enjoyed reading the most recent issue of Architect magazine (“The Magazine of the American Institute of Architects”) entitled What’s Next?: Architecture in an age of Transformation. We recognized that many of the challenges raised in the feature article have existed in the architecture industry for many years. Since this edition of Architect magazine strives to be about organizational and industry “transformation”, we wanted to point out that there might be some process confusion embedded in “What’s Next”.

Recognizing that “What’s Next” is full of good intentions, lets not get what the magazine is successfully doing confused with the questions it raises. From a transformation methods perspective we would like to point out that the challenge of: How might a provocative magazine issue be created ? is quite different from: How might you reinvent your practice ? and How might you reinvent your industry ?. The well-meaning contributors appear to know more about the former and less about the later.

While the methodology of provocations is a useful approach to magazine article making, it is not robust enough, precise enough or scalable enough for use in addressing the latter transformation challenges. In other words, provocation is the right tool for creating entertaining magazines and the wrong method for organizational transformation. Transforming organizations and industries requires a different set of cocreation methods and skills.

Popular in academic circles, the provocations approach intermixes facts, challenges and possible solutions. In the “What’s Next” edition one can see them intertwined throughout.

While there has been no consensus (outside the magazines advisory team) on what the facts are or what the challenges are in the architecture industry, a partial picture is never-the-less created. Even with the best of intentions, the picture represented by the five central provocations in the “What’s Next” edition may or may not reflect what the key challenge areas actually are in practice and in industry.

While we were struck by the numerous insightful provocations in Bruce Mau’s “You Can Do Better” contribution to the edition it would be safe to say that the days are gone when simply complaining about complaining is enough to drive meaningful change. In the context of organizational transformation the act of “provoking” is recognized as the relatively easy lift.

Provocations tend to generate heat rather than clarity. The provocations approach typically yields more provocations, a lot of coffee chat conversations and not much forward change motion. If driving to coffee chat is your goal then provocation might be a methodology worth considering.

In the online feedback over at Architect magazines web site, one can see what happens when the wrong problems have been defined, solutions to problems that don’t exist proposed and little buy-in has occurred.

Since transformation is the subject of the edition the overall picture being created by using provocations as an approach tends to reinforce the misperception that getting to the future in organizational contexts is argument and provocation based. It seems likely that readers come away with the misperception that this is what organizational and or industry transformation looks like and feels like. In our experience transformation need not look and feel like a magazine hit-job.

The reality is organizational transformation is messy and often complex. It is quite common that the challenges present even in small organizations vastly supersede five problem areas. To undertake this kind of work one has to get ready for navigating upstream from the terrain of tidy framed briefs where many fuzzy complex challenges exist in parallel.

Perhaps ironically this is the operational terrain that Mr. Mau seemed to be referring to in his “You Can Do Better” commentary to the “What’s Next” readers: get prepared for a place where architects are willing and able to engage, not in building creation challenges alone, but rather in addressing challenges requiring no preconceived outcomes. Mr. Mau insightfully invites readers to rethink the DNA of architecture skill not the DNA of building creation. Unfortunately what is missing from “What’s Next” is the acknowledgement that getting to that terrain and operating there clearly involves more transformation skills than provocation.

While there is nothing particularly new in Mr. Mau’s message of reorientation and reskilling, the difficult and probably more meaningful truth is that much of the graduate architecture education community including high profile institutions like Harvard Graduate Design School have for more than ten years consistently missed the globalization driven message to prepare their students for working upstream from briefs. Many graduate design schools have been tone deaf to the need for this form of strategic change. In other disciplines that message was heard years ago loud and clear. As a result when it comes to leading cross-disciplinary cocreation upstream from briefs the realm of architecture is now playing catch-up. Today, much of the most current upstream cross-disciplinary cocreation knowledge exists outside of the architecture profession.

Perhaps unintentionally the “What’s Next” magazine edition brings one unasked and unanswered key question into clear view, and that is: How will the professional association of AIA provide relevant value to its members going forward in this time of great change? If we can acknowledge that the days are already gone when it is enough for a professional association to sponsor a magazine provoking “dialogue” as its contribution to industry transformation, what then is AIA’s plan for helping its membership make sense of and navigate the realities of what’s next?

With the spirit of constructing change making in mind we would like to table a capabilities challenge to American Institute of Architects as an association. Beyond provocative conversation stimulation you might want to consider creating a change making institute capacity inside AIA that in some form is capable of offering meaningful transformation help to its membership. If there is serious appetite for such an ecosystem Humantific would be happy to help AIA create such an initiative.

Perhaps this time next year will bring more to AIA membership than yet another “What’s Next” provocation.

Further Reading:

Join the NextDesign Leadership Network on LinkedIn

Into the Immeasurable: Understanding the New Umbau School of Architecture

GK VanPatter in conversation with William Tate. NextD Journal 2005

Human-Centered Innovation: Understanding the IIT Institute of Design
GK VanPatter in conversation with Patrick Whitney. NextD Journal 2004

07
Feb

NextD Archive Launches

NextDesign Leadership Institute founded by GK VanPatter and Elizabeth Pastor has launched its Archive online. More than 30 NextD Journal conversations are being posted.

See the conversations that informed the creation of numerous NextD sensemaking frameworks 2002-20010 including NextDesign EcoSystem / Design 1,2,3,4.

Some of the gems:

Human-Centered Innovation: Understanding the IIT Institute of Design
GK VanPatter in conversation with Patrick Whitney

Design As Glue: Understanding Stanford d School
GK VanPatter in conversation with David Kelley

New Design Research: Leading or Following?
GK VanPatter in conversation with Ken Friedman PhD

GK Van Patter on Design Futures
NextDesign EcoSystem / Design 1, 2, 3, 4

You can follow NextD Journal on Twitter:
www.twitter.com/NextD

30
Aug

Why “UnConferences” Disappoint

After attending many formally and informally structured events framed as “design thinking” sessions branded as conferences, workshops, meetings and unconferences we have observed several dialogue patterns that are relatively consistent.

Many informal design thinking unconference-like events seem to reflect the fact that much of the newly forming “design thinking community” is relatively new to cross-disciplinary cocreation and thus assumptions from old ways of working are being imported into a new era. The emphasis seen often is on event brand building rather than event substance. The focus seems to be on creatively selling old skills under a new banner rather than actually changing or admitting that new skills might be needed for a new way of working.

At such events the often conflicting universes of Design 1.0, 2.0, 3.0, 4.0 can be seen in action. When you say “design thinking” which design are you referring to? At such events one can see that some present want “design thinking” to simply be a reflection of old Design 1.0 skills relying primarily on intuitive process now being creatively reframed as “emergence”. Alot of coffee-time chit-chat occurs while often the goals and challenges pre-identified are not insignificant. This misalignment between meeting goals and the processes and tools in use is one of 40 dynamics seen at such events as described below.

40 Reasons Why “UnConferences” Disappoint

1.    Vastly different, unarticulated, unaligned expectations among participants.

2.    Lack of awareness that many types of dialogue exist.

3.    Lack of acknowledgement regarding what the default dialogue mode is.

4.    Disconnect between (serious significant) expected outcomes and (tea party-like) processes.

5.    Lack of acknowledgement that the scale of challenges facing us has changed.

6.    Lack of acknowledgement that few adults in the mix presently have been educated at high levels in cross-disciplinary work skills.

7.    Lack of awareness that content knowledge is not process knowledge.

8.    Deeply engrained academic value system based on argument dialogue dynamics.

9.    Lack of appropriate content knowledge among participants.

10. Lack of adaptable process knowledge among participants.

11. Lack of adaptable process mastery among session organizers and leaders.

12. Lack of common change making language.

13. Acting out of bad behaviors learned in previous eras.

14. Dialogue filled with tribal acronyms.

15. Habitual reliance and overemphasis on judgment/convergent thinking.

16. Lack of ownership of challenges among participants.

17. Lack of trust among participants.

18. Competitive marketplace forces (includes schools).

19. Assumptions that participants are all using the same cognitive processes.

20. Over-reliance on words, no visual sensemaking present.

21. Fear of looking dumb among participant colleagues.

22. Over emphasis on portfolio presentation of preconceived solutions.

23. Little upstream navigation awareness present.

24. Lack of awareness that sustainability is a type of challenge (content) not an innovation (problem solving) process.

25. Lack of awareness regarding the messiness of human cognition.

26. Inattention to the cognitive aspects of the physical work-space.

27. Blank slate phenomenon, no acceleration research materials present.

28. Assumption that technology equals innovation.

29. Assumption that with technology present no process or process skills are needed.

30. Importation of conflict oriented online interaction dynamics.

31. Assumption that observing (lurking) is constructive participation.

32. Over reliance on feel-good ego-based (emergent) chat dialogue rather than on outcomes.

33. Resistance to learning by adult participants.

34. Lack of acknowledgement that new learning is needed.

35. Lets wait until they fail and then return to the default mode approach.

36. Lack of appropriately scaled and designed integrative thinking tools.

37. Challenge overload and fatigue among participants.

38. Constant churn, session activity overload.

39. Assumption that simply putting diverse minds in proximity to each other creates innovation.

40. Assumption that broadcast mode equals cocreation mode.

Even in these kinds of conditions event organizers can often be seen expecting participants to magically produce meaningful outcomes in compresssed time frames with giant sized challenges framed. Humans are amazingly adapatable creatures but lets get real. While coffee-time chit-chat is an important form of dialogue, assuming that it will lead to complexity navigation, opportunity finding, problem solving and or meaningful solutions is a giant leap of logic that does not reflect what is already known. If the real objective is to provide a feel-good coffee-time chit-chat social experience then why not just say so? At the end of the day unconferences tend look alot like the unproductive meetings occurring everyday in many organizations. No big news there.

Not knowing and or agreeing to what is already known about cross-disciplinary cocreation and integrative thinking remains a staple of the hotly competitive “design thinking” marketplace. There are alot of repeating starting point initiatives going on out there that conveniently ignore what is already known. For the most part “design thinking unconferences” remain far behind best practice cocreation.  Are you looking forward to the era of beyond unconferences as much as we are?

30
Mar

Inspired by Skill-to-Scale

We were delighted to see Noah Raford being inspired by Peter Jones being inspired by NextDesign Geographies…:-)

Created by GK VanPatter and Elizabeth Pastor, NextD Geographies has been presented at numerous conferences around the world. It is a community-focused sensemaking framework that helps others make sense of the design thinking landscape.

One of its central ideas, not always popular in the design community, is Skill-to-Scale. The implications are that different design skills are needed for different levels of complexity. For example, what goes on in Design 1 is radically different from the tools and methods of Design 3. As design-oriented professionals become more involved in changemaking in the context of organizations and societies, rather than just product or service creation (Design 2), these differences become more clear. Not everyone is happy about that kind of clarity.

GK VanPatter: “As a field of knowledge, design is an amorphous time warp that exists across several time zones or paradigms simultaneously…The NextD Geographies Framework of D1, D2, D3, D4 is, in essence, a complexity scale. It is a post-discipline view that is process, not content, focused.”

For more, see The Rise of Visual SenseMaking: GK VanPatter interviewed by Peter Jones PhD.

NextD ideas and their ramifications continue to inspire and influence many design thinking initiatives.

Related:

NextDesign Geographies: Understanding Design Futures That Have Already Arrived!

ReReThinking Design Thinking

Design is Changing / Are You?

NextD Reality Check

NextD Archive can be found here:

Feel free to join the conversation on  NextDesign Leadership Network