As a service designer, I’ve been involved in building the way a significant number of programs, products and tools hang together. And, as someone who works relatively often with government, where many agencies, policies, regulation and in the end, people, need to come together to make something happen, I’m usually called upon to deal with complex issues. It often the case that the people I’m dealing when designing services, particularly, just don’t know where to start. It all looks too hard. Over time, I’ve developed a set of questions I use to help me understand what’s happening (versus why it’s happening) as I go through a discovery process. These questions are focussed on activities rather than values, motivation or what someone wants to achieve (the why questions). Those value-based questions are a whole other part (though not separate from this part) of the design process. I’ll post about those in my next piece. These …
When I was on my recent trip to Japan and Korea, I came across an article in the Financial Times describing Australia’s reticence in adopting design thinking in business. The article itself is a high-level summary of research done at MGSM by Dr Lars Groeger and Leanne Sobel. It’s a little chilling when you read things like: “The results demonstrate that businesses in [Australia] are often unaware of how design thinking can help with innovation. The study also revealed that even when businesses are aware of the potential benefits of design thinking, they struggle to recruit appropriately skilled staff in Australia.” I’m not at all surprised by the first sentence, but I’m singularly irritated by the second. Let’s leave aside the matter of Australian business not yet understanding what benefits design thinking can bring, as it’s addressed in the paper, and, well, we could talk about it forever. However, let’s look directly …
It’s one of the fundamental texts on design thinking — a must read — but who should read it?
Too much focus is placed on the technical aspects of getting the people in a business online. We’d argue that the tools are a means to an end. People are what it’s really about.
Another book review. This time, a book that looks inside the creative mind and resonates strongly with the team.
It’s a bit about ourself, but yesterday, The Canberra Times ran a feature on acidlabs’ founder, Stephen Collins, touching on his work, his passions and the creation of TEDxCanberra. If you’d like to get a little deeper inside the mind of one of Canberra’s big ideas people, you should read the article.
In everything we do we need to think differently, to do things the way nobody expects us to, to never accept that the way everyone else does something is the right way, and to do everything with the ultimate aim of producing a social good in some form.
I had the honor of meeting Hans Rosling briefly at TEDxSummit. Now it’s time you listened to him.