Design New Solution: Focus Design and management

Speaker: Richard Buchanan

Translator: UCD translation GROUP, JINGLE

Background

COINS2010: The second annual Collaborative-innovation-networks conference, co-organised by Savannah College of Art and Design, MIT, Wayne State College of Engineering. Annual Meeting Website http://www.coins2010.com

Richar-buchanan: Former professor of Carnegie Mellon School of Design, current teaching Weatherhea School of management.

Coins closing keynote address: Focus on design and management (excerpt)

I have made many keynote speeches in my career, but it is a challenge that I have never done two meetings at the same time keynote.

When I was invited to coins, at first I didn't know why I was invited, and then I found out--this is Melissa's advice, I should be here--and I also found coins and ethos. The combination of these two meetings is a great challenge. I've had a lot of discussion about software and engineering, but I think it's not just from a geek perspective, but I'm not a designer in another way, but I've been involved in a lot of solutions to design problems in my career. So I thought about how to combine these things. I found that what I had never tried was to explain why I had come to the management college, which was very relevant to the two meetings. So I start by telling my personal story, and maybe this little story resonates with you and the theme of this meeting.

I am a professor of design management and information systems at Weatherhead School of Management. This is a very general statement, in a business environment. Wait, we are not business school, we are the school of management, this is different. Very different, please listen to me explain, let me tell you how I get here.

about visual design, industrial design, interactive design, service design

My career started with the visual communication design of the Chicago Institute of Architecture, Industrial. Then I went to Carnegie Mellon (CMU) to combine these two areas, because CMU has a very high level of visual communication and industrial design, where we explore new areas Consortium design--the third design field that is very practical for our time. CMU construction, perhaps not the first, but is the first consortium design professional. I am very proud of it. It must be understood that consortium from the attention of the information and communication, this belongs to the category of graphic design, or more precisely some communication design. Bill explains one way of consortium design: to combine the information communication information in the design with the whole body experience of industrial design understanding. He's right, in addition consortium design requires other forms of participation, and the difference is that these forms of design have changed: Previously, the attention of the graphic in the timetables called Information design, It suddenly magnifies, information is connected to our "flow", is the media of people communication, more than all other restrictions. and whole body experience in the middle of the role is very complex. My experience in CMU and many other places is that most of the attention is paid to the flatland based on the computer screen. They think that human-computer communication is through interfaces, pay attention to the word interfaces, you can only two things facing each other when you can use interface, and to let them facing each other, it must be things. But if this is the case, suppose that people are not just things, but others, that we are complex and rich and worthy of another respect, which is why we turn interfaces into pure human consortium. We say transaction of arranges, we say human interactions of arranges. We come out of the flatland, and the computer interface works only when it is supported by interaction. So consortium design is learning how to connect people with people through the media.。 For example, we are now interacting through this microphone, this light, this space, and we are interacting through the media around us, which is what I think is important to whole body experience.

We walked out of the flatland, and of course there were a lot of people doing this, but the whole design problem was in another place. The consortium we do in CMU and elsewhere is not just interacting with computers, although there is a special hcii in CMU to do this, but most consortium are not about computer interaction. Human-Computer interaction is only a small part of our lives, and it is not accidental that you begin to realize that we may be designing people to interact in various situations and help people connect. Consider how we get together and build relationships. When you start thinking about it, there's another area, one of which is our latest call to service design. In fact, we had our first service design meeting in America three or four years ago. Service design has been brought to the world, and not long ago I contacted a project in the Far East, is the Japanese-led, very thoughtful, very good project.

About collective consortium and design Management

However, service design is just part of the layout of the consortium we are trying to expand, and the more I practice consortium, the more I find that I'm not just focusing on individual consortium, I am more and more interested in collective consortium. How we interact in groups, communities, organizations. So I recently set up a course in CMU called Design Management and organizational change. The idea is that we have students who have designed an excellent project for Pittsburgh, and they went to the city Hall to demonstrate their project, and the government consultants and the mayor praised the project and invited the students to dinner. The mayor quietly said to a student: "This is a good project, but it will never be achieved." The students were amazed at why they had done a good project but couldn't. When the students came back, they told the story. We realize that we need to do more to help students prepare to interact in the organization. So there was a lesson I had previously said, perhaps a better MBA than in many business schools. When I read the list to other business school colleagues, they were shocked that the designer could read it and understand it. I promise you! This is very important to me. When I study collective consortium, study how to help students integrate into the organization and do more and more related projects, I realize that there are other challenges here that design needs to face. For example, there is a project to help Australia redesign the tax system; taxes, which are a big project, are still in progress. Another is about the postal service, which is a typical interaction case. As I approached these projects and contacted the business school and the School of Management, I realized that we had a big challenge, perhaps the next hot spot we were going to get into. For me, I've been at the Weatherhead Management College for five years, and maybe it's the right time, so I've dabbled in some design and sustainability areas, and we're teaching MBA students to understand and practice design. Listen carefully to the difference here because it contains two goals. On the one hand, to the operators of the Organization, let them understand what communication design, Industrial, understanding of product designs, at least to identify with these values, this is a lot of operational aspects of the improvement is beneficial. But this is a bit too traditional, and I go to those areas where design and sustainability are not the main thing, and I go there to teach a new student. In fact, 20% of recent MBA students have a design background, and our goal is 30%-35%. My PhD student has a background in service design.。 The key is: using design thinking to change the way the organization behaves, oh, this is a bold enough idea! This is a big challenge, so I've been studying visual communication designers, industrial designers, interaction designers, their knowledge structure, what kind of ideas and methods. What they understand can be applied to this new situation.

Design a new solution

Now design, business, management these concepts together is a hot spot. How to integrate these together is a problem. I am not keen on surface bonding, the tooling of design, or the application of design for wrong purposes. I think the design has a value beyond the usual perception. I'm looking for a bridge, because the word design is not a good enough bridge. Sorry, although it is a good word for us, we know its potential and richness, but frankly speaking, not everyone understands that they have heard the word and interpreted it incorrectly. So I think, what words explain, convey more effective? What are the concepts of managers and organizers that reflect our understanding of design? There must be something in common. Finally, it does appear in my mind and is an interesting word. It contains a lot of meanings, different interpretations and explanations, and I tell you, you will misunderstand. The word is entrepreneurship. The theme of this speech is the aggregation of design entrepreneurship,design and management. I want to explain what entrepreneurship is, give it a definition, and you tell me if it fits your understanding of design. Entrepreneurship is invent a new idea, and develop it into innovation, then brings the benefit to a from, and arranges Serviced by the From, innovation and disposition. Our traditional concept of design, discovering ideas, sharable out product complications. Design entrepreneurship That's my explanation for the word. Sometimes it is thought that entrepreneurship refers to the creation of small businesses, not so, it refers to the beginning of new idea and possibility in any organization, sometimes new enterprise, sometimes in existing organization. Believe me, there are many organizations that want to make new attempts, not just for profit.

The mainstream of design

The paradox here is that you have to understand that most students at management colleges and business schools are not all that smart, they're good, but they probably don't know more than you. Interestingly, the mainstream of modern design, one is UB, they strive to create a good product. Engineers also thinks they made the product. Not really, they did part of the product. Because their products are not enough to provide direct use to people. UB solves the logic and usefulness of the product, while usability and desireablity are not the issues of engineer concern. So it's a problem to engineer to make the whole product. So generally we will combine psychologists, ethnographists, designers and engineers.

From 20th century to 21st century, the first major design mainstream was UB, and the second mainstream was the management itself, starting with the 20th century, to explore the theory of management and organization and try to design a more rational form of organization. I read a lot of literature, you know, when you enter a dangerous unknown field, you have to work hard to understand it, so I read a lot, I constantly found from the design thinking. There are many different explanations for design in management, but the same is: make the organization better.

The third mainstream is the familiar design Arts, including the graphic design, the Visual communication design, the Industrial design, Product Development, Consortium design, Service design, System design. These are called design Arts, and I tie them up because there are many branches that are specialized.

Frankly speaking, many organizations now are engineer-led, such as HP. But now there are some organizations that combine design and design thinking, and I've studied them very carefully, so I'm here to reiterate that entrepreneurship is a word that further expresses the meaning of design. So if you want to make a difference in this world, one way is to understand how organizations work, how to create organizations, and change organizations. For all the organizations in the world, the word "enemy" means organizational failure. The greatest invention of the 20th century was "organization," sorry, not a plane car, not a computer. Without the existence of an organization, many ideas will not have that much influence. When I was in the design with my MBA students, I taught this: I explain what is contextual study, how to write brief, you have a preliminary idea, how to evaluate it, develop it, prototype. But when I speak to others, I say: I am exploring the art of dialectics. We work together, cooperate, so need dialectical art. Guess where we do this kind of exploration? At the school of Management. In the late 20th century, a new field of study: Sgt Group dynamic. At your MIT, there are other places to study how we relate, how to talk, how to cooperate. "Dialectic" is one of the words used, but at the very same time, how do we get together and communicate with people who have very different ideas and achieve goals by finding common ground? And designers have great potential as an activator, so that people of different concepts and backgrounds sit together and communicate. Different people before the communication can be said to be mezzanine Problem, mezzanine Problem means: The value of the nature of the controversial issue, not accidental controversy, not sometimes controversial, but in essence there is irreconcilable contradictions, So the result may be an open truth that adapts to different values. Designers deal with such problems through dialectical means.

Conclusion

Finally, I want to end my speech, we are puzzled about the purpose of design, why should we design it? When should not be designed? How do we know what the ultimate purpose of the design is? For me, for human dignity, what can we do to preserve our dignity? Treat people as people, not things, users, or anything else. And I think that the dignity of finding the right place in the world is not offside. I now have a lot of work, the whole city to make a decision of things, are full of difficulties. One is a three-group experience project for clinical patients and families, we work with global organizations, work with local community colleges, and we work with the Museum of Modern Art, so there are for-profit organizations, non-profit organizations, and even government organizations. So my interest in the organization is not just a commercial organization, it is also the direction of Weatherhead: Do not pay attention to whether it is a profitable organization, we just solve the problem. And Weatherhead is very concerned about how non-profit organizations work. In the business circle, there seems to be a problem with the concept. People are puzzled as to why they should build organizations and do business. Some people say it is to create profits. What I'm saying is that it's a big battle to beat this idea. Even in our weatherhead, there are a lot of students who think that doing business is for profit, I think this is the view of the past 20 years, the mainstream thought so. In fact, there is a view in the literature on management and organization that the purpose of the organization is to provide products and services to people to meet their needs and interests. Money？ Whether to make money is the way to measure the organization and the way to get capital. Some organizations mistakenly understand that making money is the end point, no, making money is the way. So here we are, dialectically exploring the design of safeguarding human dignity.

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