(vs synthetic, dialectic)
-
See
notes on design thinking
and
notes on performance management
-
Per Norman (2013, p. 43), when it comes to improving products, services, processes, etc., design methods can be used for
-
incremental change,
when a designer focuses on how to better bridge the gulfs of execution and evaluation;
-
radical change,
when a designer uses root cause analysis to ask why the user is using the product
Per Vassallo (2017):
Systems thinking operates on systems; systems are parts that are interconnected, leading to
emergent
behavior. This means a system must be studied as a whole; it is dangerous to study parts in isolation. And when the system is analyzed as a whole, it may reveal
leverage points
where interventions (which may be small) can trigger large or simply
persistent
changes in system states (i.e., design). Despite Vassallo's phrasing, this is
not
the same idea as incremental change or iteration, nor is it the same as the idea that a small change can have a large cumulative impact given a large user population.
"The vocabulary of formal systems thinking is one of
causal loops, unintended consequences, emergence, and system dynamics.
Practicing systems theorists employ tools such as
systemigrams, archetypes, stock and flow diagrams, interpretive structural modeling, and systemic root cause analysis ... the Iceberg Model and ... leverage points.
Per Vassallo (2017):
Values
(our aspirations and vision) inform our
mental models,
which "give birth to"
systemic structures
("how the components of the system are organized") that are visible as
patterns
of
events;
any one of these levels can be points of intervention.
See Stewart, 2009.
Beneteau, E. (2017). Lecture for LIS 570. University of Washington.
Brown, T., & Wyatt, J. (2010). Design thinking for social innovation.
Development Outreach,
12(1), 29-31.
Jones, G. R. & George, J. M. (2015).
Contemporary management (9th ed.).
Colombus, OH: McGraw-Hill Education.
Keller, J. M. (1983). Motivational design of instruction. In C. M. Reigeluth (Ed.),
Instructional-design theories and models: An overview of their current status.
Hillsdale, NJ: Lawrence Erlbaum Associates.
Norman, D. (2013).
The design of everyday things
(revised and expanded edition). New York City, NY: Basic Books.
Sharda, R., Delen, D., & Turban, E. (2014).
Business intelligence: A managerial perspective on analytics
(3rd ed.). New York City, NY: Pearson.
Vassallo, S. (2017, May 1). Design thinking needs to think bigger. Co.Design. Retrieved from
https://www.fastcodesign.com/90112320/design-thinking-needs-to-think-bigger
Wright, A. (2007).
Glut: Mastering information through the ages.
Ithaca, NY: Cornell University Press.