Internationally renowned jeweller Jane Gowans and I would like you to join us in conversation about how craft adds value – and how to add value to your own creative practice – at an afternoon symposium in St Andrews, Fife on 1 March 2014
The symposium is a special event to accompany the exhibition Added Value – a British Crafts Council touring exhibition, presented by Fife Contemporary Art & Craft at St Andrews Gateway. The exhibition questions the value of high quality contemporary craft within the contexts of branding and luxury. Invited to conceive a symposium, Jane’s vision was a creative response to the exhibition which complements its core theme. Craft in Conversation will discuss the ways in which craft can enhance industry, community and wellbeing alongside collective and individual creative practices.
Jane invited me to chair the event and work with her in developing a programme that is both inspiring and engaging. We have pulled together a programme that we believe will give you some vital insights into the value of craft, and some vital tools in adding value to your own practice. The afternoon is divided into three parts:
We begin the symposium with three expert speakers who each present perspectives of how craft adds value in different ways.
- Adding Value to Creative Wellbeing Dr Frances Stevenson – Head of Textile Design at Duncan of Jordanstone College of Art & Design - will present key findings from a 5 year research project on craft’s contribution to creative wellbeing.
- Adding Value to Community Jill Skulina - Dundee based maker and artist - will draw on her extensive and diverse experience of using art, craft and creative practices in a community context.
- Adding Value to Industry Fi Scott – creator of Make Works – last year undertook a 3 month tour of 116 makers and manufacturers in Scotland and has unique insights to share on the future of craft in 21st century Scotland.
Following these presentations you have the opportunity to join three 20 minute conversations with individuals behind some significant new initiatives in Scottish craft and creative practice. These include:
- Richard Clifford - Director at MAKlab, Scotland’s Digital Fabrication Studio in Glasgow
- Sarah Stewart – Designer at Scottish Linen, a new contemporary brand based on a traditional Fife manufacturer.
- Lisa Cresswell – Design researcher in the Design in Action team, University of Dundee.
Adding value to your practice
The final part of the afternoon provides a framework to develop a personal strategy that adds value to your creative practice.
- Lauren Currie is Director and co-founder of Snook, Scotland’s leading service design consultancy. Lauren has run workshops all over the world, including an acclaimed session at Craft Scotland’s inaugural conference.
Jane and I are confident that the event will be provocative and inspiring – but above all positive and constructive. And did I tell you it’s free?
For the event to work as we hope, participant numbers are limited, so if you are interested please register at the Eventbrite page.
Last week Robin Bell, a jeweller in the Vanilla Ink collective in Dundee wrote a provocative well argued post about the declining skills of jewellery graduates in the UK. After some discussion, I joined the fray. You can read the whole discussion here. This is not an academic discussion, so no links or references; if you want those I’m happy to provide. I confess: I was angry at first because I had been inaccurately represented, but writing this post was useful in developing a balanced view on the critical issue of where – not just jewellery – but design education is going.
I welcome the opportunity that Robin has given us to discuss a critical issue: what is the role and responsibility of an Art School in the early 21st century? Does it exist primarily to equip students with vocational skills, or does it have another role to play in our culture and economy?
Some contributions here have, perhaps necessarily, been anecdotal and personalised. Views were attributed to me, for example, which simply run counter to everything I have ever believed or expressed, but no matter. Anecdote and personalisation get discussions nowhere. I am interested in debating where art schools are going, and to do that we need to understand fully where they’ve come from and where they are now. If we don’t attempt to grapple with the economic imperatives and cultural politics of the Art School, then we cannot propose viable alternatives.
I am not writing this from a defensive position, so let me be clear from the start: Robin’s assessment is largely correct. I think it’s important for us to understand why this is the case, then to discuss how things can be different.
I believe in public education as the most vital resource we have. That is why I work in it. Some things we do for very good reasons. Some things we don’t do as well as we could for other reasons. I apologise for this being a long post, but a bit of disentangling is necessary.
Design Schools are one of those wonderful British Victorian inventions, proposed in Parliament in 1832 just before the abolition of slavery. Progressive ideas were clearly on a roll back then. Britain may have been the workshop of the world, but it was a workshop producing rubbish designs. Design Schools were established to provide the very specific skills needed by our new economy, and in every city they were tailored to the needs of local industry. In Stoke, the art school provided the model makers and pattern designers needed by the potters, in Birmingham it met the needs of the jewellery trade, in Sheffield it was metalwork and cutlery design, in Leeds it was weaving, knitwear and printed textiles. Art & Design Schools had a vital and highly focused function: to provide vocational skills training.
In the twentieth century, this role necessarily began to change. The rise of youth culture from the 50s meant that Art Schools became more of a creative environment for people who “didn’t fit” conventional education. They didn’t want vocational design skills or even become visual artists. So they set up The Beatles and The Clash instead. From our Art Schools arose a new culture.
When Art Schools dropped the old National Diploma in favour of honours degrees, then their role began a significant and profound change. Degrees are not about acquiring a vocational skills based training. Their function is to enable students to acquire and develop the skills of critical thinking and to apply this to knowledge within a given discipline. That is the very specific purpose. Now the discipline itself can be the location for professional and vocational practices, but expertise in those practices is not acquired through studying the degree. For example, you would be ill advised (in all senses of the term) to seek professional medical help from a medical student. I used to hang out with a fair few of them, and frankly they would be pretty low down on my list of people to turn to. Similarly an individual completing their law degree would not be the first person I would consult about a thorny contractual dispute. The degree does not equip them with professional expertise, only disciplinary knowledge and broader intellectual skills that can be applied and refined within a professional context. That is what degrees do.
The next big shift came in the late 80s and early 90s when we moved from an elite to a mass higher education system. Up to this time higher education was enjoyed only by the privileged few. And what a privilege it was! Those of us to enjoy it were actually paid by the government to be a student. Many art and design courses enjoyed student numbers in single figures, in some cases with staff numbers almost matching.
In 1981 there were 4,900 students on fine art degree courses in the UK. Twenty years later there were 14,000. From 2003 to 2010 the total number of art and design students rose by around a quarter to 173,825.
According to the Design Council, 185,000 people work in design in the UK. You don’t have to be a statistician to figure out that if around 25,000 students are graduating in design every year, and only 185,000 people in total work professionally as designers, then most of those 25,000 people will not work professionally as designers. Yes? Or did I miss a meeting? So this means that for the majority of our graduates an education based on vocational skills would be a profound waste of their time and money, which is why over the last two decades we have shifted the curriculum away (to some extent) from a skills focus.
Now, let’s consider something else. Let us for a moment assume that all those thousands of jewellery students graduating every year did so with fully rounded and comprehensive professional skills. Impossible of course, but let’s just assume it happened. What would the result be?
Almost certainly the result would be the total annihilation of craft based jewellery businesses in the UK. It’s a supply and demand thing. The data I’ve seen over a number of years indicates that as student numbers rise, in the absence of any barriers to entry within the craft economy, so incomes fall. We have seen precisely the same thing in the design consultancy sector. If you flooded the market with professionally trained jewellers then the competition would be so intense that prices would fall, and viability for anyone would be unsustainable.
But of course that won’t happen because of another development that we need to consider. All this growth in student numbers is what people wanted: they voted for it. It’s what I want. I see no value in a return to an elite system of higher education. None whatsoever. But they voted for something else too, in election after election from 1979: low taxes. The UK (including Scotland) votes time after time for a low tax economy. Now, what happens if you expand student numbers AND reduce taxes?
Well first you have to get money from elsewhere. Overseas students help to subsidise UK higher education. So thanks China for that. But only to a limited extent. So from the 80s began the slow inexorable privatisation of higher education. If taxpayers won’t fund it, then the students have to. That is why our students are in so much debt.
Allied to this we need to economise, change our methods and teach differently. Some of the methods we used in the past were frankly appalling and needed a total overhaul. Yes, years back students were at times assessed totally subjectively. That cannot happen now, nor should it ever again. The “sitting with Nelly” model of teaching may have worked when students just marginally outnumbered staff, but as a method it is no longer fit for purpose.
The module that two of my colleagues delivered recently to second year jewellery, textiles and interiors students getting them to design new services around mental health issues is exactly what we should be doing. At the core of the module was students’ material-based design thinking but applied in a different context. We want them to think as jewellers, but to apply that unique way of thinking to health care. So we have and we can continue to apply creative education to new highly relevant challenges and opportunities.
But the thing I have banged on about relentlessly for twenty years (and thanks to Crafts magazine for recently reprinting the piece I wrote for them on this back in the 90s) is the unique value of craft thinking, and the need to nurture and support this. Place it in new contexts, sure, but continue to champion its value as a source of knowledge, insight and value about our intimate relationship with the material world. This is the bit of our education that involves shiny and non-shiny objects.
It is also the bit of our education that is far less easy to do with less money. I enjoyed being the external examiner for the Jewellery Masters at Stockholm’s Konstfack. Great facilities, well resourced, good staffing, excellent quality of work. Also all the students, including those from overseas, paid no fees. Scandinavian countries consistently come out top in all global league tables on education and child care. They are high tax economies. If we want affordable, high quality, adaptable and convivial state provided higher education then tax payers have to pay for it. There is no alternative to that. But if they’re not prepared to, then we have to deliver it differently.
I have no idea what Art Schools will be like in 2025. All I know is that they will be totally different to how they are today.
I understand that London’s Condé Nast College of Fashion & Design will be awarding degrees in a year or so. They are one of a number of new private colleges and universities taking advantage of the new privatised climate in higher education. So, will Dundee have its own DC Thomson College of Graphic Arts? I would suggest there is a good probability of a private college in Dundee that will provide professionally focused degrees in creative disciplines, linked to a network of mentors and intern providers, and their graduates will be highly employable. Fees will be higher than English Universities but lower than in the US, so probably around £15,000 per year.
But let us imagine another model. Let’s carry on with the state provided Art School and acknowledge both its limitations (in terms of teaching professional expertise) and its strengths (research-focus and transferable skills). Professionally focused creative education is based primarily at a postgraduate level (as it generally has been in all disciplines) but this is delivered in a for more distributed way. Scotland’s University of Craft & Design is a virtual entity for the whole country. It stitches together craft and design businesses (who provide technical access to students), online delivery, community education providers and some existing University centres. You could, for example, be based in Vanilla Ink and do your jewellery masters, attending online courses from GSA, the odd seminar at DJCAD, and getting professional mentoring from people at Fleet Collective. This way the collective expertise of the creative economy is harnessed, valued and paid for!
We ALL have a stake in the future of creative education. It is being reformed and reshaped in front of our eyes. It is incumbent on all of us to provide positive, constructive ideas of the forms it could take in the years ahead. Let us acknowledge that Art Schools cannot do everything, and perhaps even should do less. Let us instead think of a new type of inclusive creative education embedded in communities and linked to positive ideas for changing the world around us. As Nelson Mandela said: “Education is the most powerful weapon which you can use to change the world.”
On Monday 11 November I deliver a lecture to Master of Design for Services and MSc Design Ethnography students entitled Design Leadership: Time for New Perspectives for the Strategic Design Thinking module. This post provides students with further resources to explore themes raised in the lecture.
Two books are critical. The first is The Handbook of Design Management, edited by Rachel Cooper, Sabine Junginger, Thomas Lockwood. This provides some excellent well researched perspectives from corporate design management. The emphasis here is in examining those factors that determine design’s leadership role in the corporate environment. The second book is Design Transitions by Joyce Yee, Emma Jefferies and Lauren Tan. This book looks at contemporary design practices, with a particular emphasis on service/social design, and current design thinking, based on profiles of companies and interviews with specialists. One of its many unique aspects is the truly global span that it achieves in terms of its research and analysis. It is also written in an accessible style while embracing a range of issues and developments. Design Transitions is an essential read for all students and practitioners of design. There is a website for the book, and an older site set up to document the process of researching and writing it, and which has a few of the interviews and profiles in the book on it (including mine).
Aside from chapters in these two volumes I also refer to the following:
- Richard Farson: Leadership is the key issue, the full text is available here.
- Alan Topalian is one of the founding fathers of Design Management, and has written widely about leadership, including a key chapter in The Handbook of design Management. One of his earlier papers for the Design Management Institute is Promoting Design Leadership through Skills Development Programs.
- Kevin McCullough: The Many Faces of Design Leadership. His ’10 types of design leader’ is an interesting and vivid starting point to explore the qualities of design leadership.
- Joanna Montgomery: Pretty Face and Thick Skin: Flourishing in a Male World published by Huffington Post. How do young women get treated seriously as leaders in the technology sector? A vital contribution by a DJCAD graduate.
- Design 20?0 The Future of the UK Design Industry – An investigation into the threats and opportunities for the UK design industry over the next 10 to 15 years by Rachel Cooper, Martyn Evans & Alex Williams. This is an excellent research report on possible futures for the consultancy sector.
Since this lecture is the opening talk in a module entitled Strategic Design Thinking, then one has to bite the bullet and define what design thinking is. I haven’t much to add on this issue to what I’ve already posted here, when assembling my ideas for a talk at EURIB in Rotterdam during 2012. This emphasised the importance of Nigel Cross to any discussion on this theme, and ended with the following:
While design thinking can be applied by managers, communities, users and others to think creatively through problems in a variety of states of ‘wickedness’ this does not remove the need for critically engaged, reflexive professional designers. Indeed it creates a far greater demand for them to act as facilitators, leaders and enablers. They bring the specialist knowledge and ‘feeling’ that is rooted in the aesthetics and craft of design, without which design is ethically unmoored, and creatively soulless.
The ‘twitter poll’ I refer to in the lecture is described more fully in an earlier post. In part this post was focussing on the shortcomings of the design management literature in adequately exploring design leadership as a properly inclusive concept. Towards the end I write this:
Design leadership is fundamentally about empowerment, it is about vision, driving change through design in the wider world, and is about the primacy of values. We find it in the corporate world, and we find it in the community. Design leadership helps us to create iPhones, and it helps us to create and sustain knitting groups. We see design leadership in start ups and in schools where teachers empower their pupils to learn and to gain self-respect through design and technology. Design leadership is about focussed determination. And it is about empathy, emotional intelligence, honesty and the primacy of others. Not ego. Design leadership is practiced by women and men, of indeterminate ethnicity, of all social classes. It is exemplified by amateurs, activists and professionals. So to define such a concept through a partial and selective perspective evident in some current design management thinking is at best flawed.
I still stand by this. However, after posting that I had some very encouraging feedback, which led me to write a further post – less critical and more positive in its outlook: the craft of design leadership. It concludes: “Tomorrow’s design leader is a resourceful social expert, who crafts change co-operatively.”
Nile is an experience and service design company based in Edinburgh. Our Master of Design for Services students produced this short film for them. As Nile says: “this video was created for everyone in the (Service Design) community to share and use. It details some great work from service design companies working in the UK and abroad, and aims to help to communicate the value of a service design approach to business audiences.”
Understanding this value is a key objective of this year’s Service Design Global Conference that is taking place in Cardiff during 18-20 November. Organised by the Service Design Network, the conference is exploring the issue of transformation: “understanding how service design connects with all areas of an organisation service design can support transformation on a much larger scale and achieve greater impact”.
Alongside a great programme of speakers, there is a workshop programme that includes a RIP+MIX session facilitated by Hazel White and myself of Open Change and University of Dundee. Our workshop was the first to sell out, but you can find further details on RIP+MIX from our website.
Scotland has a poor record when it comes to business start ups. Our entrepreneurial culture lags behind most other industrial countries, and compares far less favourably with the rest of the UK. But since 2011 something has begun to change. Our start-up rate has improved, pushing us closer to the average for northern Europe. According to research reported on in The Global Entrepreneurship Monitor, published in June 2013, “the country now has a higher start-up rate than the ‘Arc of Prosperity’ smaller countries of northern Europe, which had been seen as a target for Scotland to emulate.”
Amongst young people – and graduates in particular – there has been a dramatic improvement. Indeed, most of the new start-up activity can be accounted for by graduates. Significantly, 10% of new start-ups are launched by people from outside the UK – further emphasising the long-standing value of immigrant communities to enterprise in the UK.
All this is indeed positive news, but there remain problems and trends that need to be understood and dealt with urgently. For a country contemplating political independence, Scotland must make considerably more progress in entrepreneurial terms. If it fails to do so, then while its government would belong to the Scots, its economic destiny would be determined by those well outside of its borders.
Scottish start-ups: a youth movement
The role of Scotland’s graduates in accounting for most new start-up activity is encouraging. Clearly, given labour market conditions, many graduates are realising that in recessionary Britain then you make a job, not take a job. In other words, starting up in business isn’t simply an option. It may be the only option. But it’s not a particularly difficult option. In our world of Kickstarter, social media, flexible production systems, Amazon, Etsy and the like, then it has never been easier to finance, promote, produce and distribute. A recent article in the Harvard Business Review - Economies of Unscale: Why Business Has Never Been Easier for the Little Guy – makes this very case: “in a world with economies of unscale, we are empowered to take advantage of an extensive array of new, amazing services to build sustainable companies.”
The only downside in this is that, as the Global Entrepreneurship Monitor observes, once the goal of self-employment has been successfully achieved, there is often little aspiration to grow the business or employ other people. Today’s enterprise culture is more about pursuing the values of personal and professional autonomy than wealth creation and growth. It is a distinctly un-Tory approach to enterprise.
The other problem is that institutionally and politically, Scotland has not seen the development of an enterprise-friendly economy and culture as a particular priority. So, while start-ups may emerge in Scotland, to thrive they increasingly have to head south. Professor Jonathan Levie of the Hunter Centre for Entrepreneurship at the University of Strathclyde has data showing that as many as 40,000 early-stage Scottish entrepreneurs have moved to England. While Scotland’s start-up rate lags behind the rest of the UK, allowing so many of its emergent entrepreneurs to move to England, suggests a wholesale policy vacuum in Scotland’s business support infrastructure.
This vacuum is gradually being filled as Scotland’s Universities have begun to recognise that their emphasis on employability must be complemented by a focus on enterprise. This has led to new incubators and other welcome initiatives to support the enterprise of their graduates. Universities Scotland, the umbrella organisation representing the sector, recently published a report suggesting we look west for inspiration. It highlights Massachusetts Institute of Technology (MIT), whose enterprising alumni have created 25,800 companies employing 3.3 million people and turning over $3 trillion. MIT’s success is as much about entrepreneurship as it is about world-class research, and despite ambitious words, the former remains a weakness in Scotland’s educational culture. As one recent commentary observed, the real issue is much more fundamental than knowledge transfer mechanisms: “How can Scotland’s education system be made more entrepreneurial? The issue most commonly identified is the way that schools, colleges and universities approach failure.”
It is indeed. Most of our educational culture only recognises and encourages success. It is risk averse.
Learn from Scotland’s makers
If Scotland really wants to accelerate entrepreneurialism then the solution is clear – look to its thriving craft economy, and learn its lessons. Scotland’s makers are doing it for themselves; they are fearlessly crafting a new economy. And most of them are doing this because they have been educated in a culture that encourages risk and does not penalise failure: the culture of Scottish art schools.
Across Scotland there are some excellent examples of enterprising design, craft and other creative practices: an entrepreneurial strength upon which Scotland’s future must be built. They may be small-scale, and emergent, they may operate on tight margins and face challenges of growth – but they are giving form to a new entrepreneurial spirit, providing inspiration to those following them, and breathing a new cultural vitality into our towns and cities. They are demonstrating that there’s more to visiting Scotland than seeing the landscape and visiting the Edinburgh Festival; there is a sparky, proud and uniquely creative culture that now infuses our once down at heel urban spaces.
Dundee is not just a microcosm of this but, I would argue, is at the heart of a new Scotland in the making.
Every year the Professional Jeweller magazine reveals their Top 100 world jewellers – these are the people changing the face of jewellery, creating its look, defining its spirit. And this year two of the Top 100 were from Dundee, both relatively recent graduates of DJCAD. Jane Gowans has developed an enviable world reputation as jeweller to the stars, providing the jewellery of choice for Emile Sande and others. Harvey Nichols provided Jane with her own pop-up shop at their flagship store, demonstrating how craft-based makers can supply successfully to retailers who operate on the world stage. She has every intention of retaining her studio and home in Tayside while she increasingly supplies to a world market.
Kate Pickering is the second Dundee based Top 100 jeweller, not that she’s best known for her jewellery. Kate has created the Vanilla Ink jewellery incubator that each year supports and mentors 10 recent graduates to establish their businesses. This is a unique enterprise that has attracted not just attention from around the world, but now has jewellers applying to work at Vanilla Ink from throughout the UK and overseas. Kate has made Dundee a highly attractive location to establish your jewellery business. The whole ethos she has encouraged is refreshingly ambitious and exploits to the full the new business support tools of our time. The Inkers couldn’t afford the £6K to hire a stand at their industry’s top Earl’s Court trade fair. But as one of Scotland’s first Kickstarter campaigns, they raised the funds in two months and succeeded in building a local support network that will help propel the next batch of Inkers into their chosen career.
Vanilla Ink isn’t just an incubator: it’s a social network in itself, digitally connected, and innovative. It is a designed business. Universities take note: if you want to establish a ground breaking incubator, forget MIT, just go visit Kate Pickering and she’ll show you how it’s done. And spend what you save on the plane fare on some stunning jewellery.
Working in the same building as Vanilla Ink is the woman who won Young Designer of the Year at the 2012 Scottish Fashion Awards. Hayley Scanlan was recently selected to be the sole UK designer to feature in Topshop’s flagship Oxford Street store. With clients who include Jessie J, Hayley has shown how Dundee is also reinventing itself as the place that the stars come for couture. Who would have predicted that, eh?
But there’s part of Hayley’s story that makes her more than an inspiration for just aspiring fashion designers. As the single mum of two young twins, she has responsibilities that the old models of entrepreneurship like Alan Sugar and Richard Branson simply didn’t have. As she told The Scotsman “You just do it,” she says, shrugging. “I want to do the best I can and no one else will do it; it has to be me. It’s hard sometimes, but I just get on with it. I’m happy, even though I’m on my own. They go to a child minder who is absolutely brilliant; I totally trust her. I do miss them sometimes, but everyone has to work.”
Cities need communities, and today more than ever they need creative communities. Such communities provide collective inspiration, they help each other’s Kickstarter campaigns, they celebrate each other’s successes. And – most critically – they help people through the failures, the set backs and the disappointments. Business start ups are not created and sustained and mentored by the market. No, it is the community that does all that. Gillian Easson should know. She and her partner and collaborator Lyall Bruce have been behind some of the key initiatives that have helped forge a real sense of a creative community in the city.
The Creative Dundee network, the Pecha Kucha nights, the mid week meets, these and other initiatives have helped give form and reality to Dundee’s creative community. From my perspective, they provide art and design students with positive reasons to stay in the city. Because Dundee is a place where you make things. Like a creative community for a new city. Gillian was a key member of the NESTA team based in Dundee. But she’s now given that up and gone freelance. She has taken a risk. That’s what folk do in Dundee.
Dundee’s entrepreneurship is different. It’s not just about making a viable business – it’s critically about making vibrant go-ahead cities that enterprising people want to live in. It is not about making money. It’s about creating autonomous meaningful work, new ways of living and supportive communities that sustain this.
Oh and something else about all the examples I’ve given.
They are all women.
Historically, Dundee was built on the social initiative and enterprise of women. It would appear that 21st century Dundee is following in this proud and unique tradition.
In our DJCAD Level 2 module Change by Design, we are asking all students to read the book Change by Design by Tim Brown. It’s an excellent book and well worth reading. If getting hold of it proves tricky, then make use of all the online resources below:
- Design Thinking blog
- Design Thinking article in Harvard Business Review
- From design to design thinking – video of a talk by Tim Brown focusing on healthcare
- TED talk by Tim Brown in which he urges designers to think big
- Tim Brown on CBS News on the future of design thinking
For more critical views of design thinking, take a look at my previous blog post on design thinking.
On 25 June 2013 I was invited to take part in a panel to discuss design and public services at the Scottish Parliament organised by the Design in Action project. Other members of the panel included Lauren Currie of Snook and Jocelyn Bailey of Policy Connect. My short speech for the event is below. All photography by Alina Achiricioaei.
Professionals who work in the public sector face a critical challenge: how can we develop new ways of thinking to transform public services? And this isn’t just a question for public sector professionals. It’s a question for those who receive these services – for individuals and communities often know far more about what’s needed than the professionals do. And it’s a question for the voluntary sector which increasingly provides these services. Frankly, it’s a question for us all.
As a society we have to do more with less. And do it better. But it would be a mistake to see our current financial hard times and the sole, or even the main driver of change. The whole point of public services is to improve the quality of life for the people: to reduce dependency, to increase resilience and independence and, over time, to reduce the inequalities that perpetuate poverty, ill health and unemployment.
So, do they work?
Between 1999 and 2010 spending on public services in Scotland grew by an unprecedented 5% each year. But inequalities over that period either increased or stayed the same. Figures released today from the Child Poverty Action Group in Scotland reveal that more than one in every four children in my home city of Dundee are living in poverty, while one in five children across Scotland are living in poverty.
Something wasn’t working in public services even before the financial crisis.
Hugely committed and highly capable public sector professionals have been trying to deliver services that in too many cases are simply unfit for purpose. This is the context described thoroughly by Restarting Britain 2 and of course our own Christie Commission reports. Both advance the idea that what we need is design.
Service design is a new approach that applies the kind of creative thinking companies like Apple have used to develop their products, to the creation of services in commerce and – most crucially for us – in the public sector. Design puts people first: it is about both understanding their needs, and involving them creatively. It is solution oriented. It is a creative approach to problem solving. It is about low risk prototyping not high risk piloting. We try things out, quickly, learn what doesn’t work, apply what does. It is visual and engaging. It is physical. People understand it. And it is something that in the UK we are outstanding at. It is one of our national strengths. British designers are in demand all over the world. So it makes sense to use design’s full power to address these critical challenges.
But in what ways can design improve public services?
In Dundee there’s a brilliant new third sector project – Skill Share. It provides opportunities for people to share, learn and teach skills. It addresses issues of community development, of adult learning, of sustainable futures. And set up by one of our fantastically talented design graduates. It is a well designed, highly cost effective way of sharing passions and skills, bringing people together and encouraging volunteering.
I’m sharing the platform with another one of our graduates who set up Snook precisely to embed design thinking into policy making and public services. In the audience, my colleagues from Taylor Haig are actively using design to enable innovation in the voluntary sector. In Cornwall design has been used to raise citizen engagement with local government policy making. In Lambeth design has led to some major and highly effective changes in mental health services. In Sunderland, services for the unemployed have become far more joined up through design. We CAN transform the public services we provide and the experience of enjoying them through design.
And let me be clear – public services should be enjoyed. Not tolerated. We provide them not to create dependence, or confusion, or frustration. We don’t consume them. We enjoy them as a mark of the civilised values that we hold dear: that define us. We should enjoy our education, it should fill us with fulfilment, inspiration and a sense of wonder. We should enjoy our healthcare, it should improve the quality of our life and reduce our worries. We should enjoy the support given when we are out of work. It should help us focus on our strengths, help us find new direction and put us back in control of our lives.
So what stands in the way of us using design to transform public services?
First, there are key deficiencies in the political process that prevents long term reform and leads to disjointed incrementalism. Tackling this requires that Scotland develops and adopts a national design strategy.
Secondly, the public sector needs to significantly raise its design capabilities and literacy. Scotland already has some of the world’s best postgraduate service design provision both at the University of Dundee and Glasgow School of Art. It has amazing companies like Snook. So we need an alliance of these partners to collaborate more and provide the high level education and training that the public sector needs. Our new MSc in Leadership and Innovation at the University of Dundee shows what can be achieved when collaboration links our expertise in both design and the public sector. The first professional masters course in the world that provides design-led innovation for public sector professionals is a collaboration between our art school and school of education and social work.
Third we need to develop some key national priorities, focus our creative resources on them, and develop effective evaluation tools to quantify their impact. Design led transformation in public services must be evidence based.
So – strategy, education & training and evaluated national priority projects could represent a way of accelerating change.
Let me finish by referring to the Christie Commission report. Calling for the redesign of Scotland’s public services it said that “form must follow function. We must build communities around people and communities.” In the two years since the report’s publication we have already achieved much. But we have a way to go. Scotland has a history of a committed and passionate public service ethos. We have hugely capable professionals at all levels in our public sector. And we have a history of design-led innovation and design education that is the envy of the world. It is about time that we brought these remarkable national strengths together. To transform services.
And, more importantly, to transform lives.
Those working in the public sector face a key challenge: how do we develop new ways of thinking and leading to transform public services? Our new programme is designed to equip you to meet this challenge.
This is the first postgraduate course in the world that integrates design thinking and leadership specifically meeting the needs of public sector professionals. It is a three year part-time programme largely delivered by distance learning but offering intense one and two day masterclasses at the University. Developed and delivered jointly by the University of Dundee’s School of Education, Social Work & Continuing Education and Duncan of Jordanstone College of Art & Design, this programme represents a unique synthesis of disciplines, thinking and learning.
The course team is led by Jon Bolton, and includes Hazel White, Linda Walker, Sharon Jackson, Carey Normand, Gordon Scobbie and myself. This diverse team brings together an exciting mix of specialist knowledge and ideas to help students meet the challenge of change.
Whether we are delivering public services from the public, private or voluntary sector, we are under pressure to ‘do more with less’. At the same time citizens are demanding new ways of interacting with those services. But this is only possible if we apply radical new thinking to find innovative solutions to these increasingly complex problems.
Professionals of the future need to approach their work with far greater creativity and with more confidence. they will influence and lead with high level abilities; they should be able to collaborate effectively and confidently within complex environments.
This is a pioneering programme that fuses the skills of creative thinking with expertise in advanced professional learning and development. Drawing on the unique knowledge and skills offered by the University of Dundee, the programme enables students to explore transformative ways of thinking about power, resources, partnerships, risks and outcomes, rather than off-the-shelf models of service provision or a single magic solution, and investigate how design can be applied strategically to services.
In developing it we have been informed by the aspirations and ideas of many public sector practitioners, and by over 20 years experience of providing research-driven postgraduate professional education to the sector. your insights and our experience combine to create a programme that will support and inform a new generation of public service change makers.
We have consulted widely to ensure that the programme meets the exacting needs of professionals like you. We are well experienced in providing flexible, distance learning tools to support your study that maintain and support an active community of learners.
This flexible, part-time programme makes considerable use of distance learning methods – but also provides opportunities for highly engaging workshop and masterclass learning. Throughout the programme we apply our considerable experience of working with students to help them apply their learning into work contexts.
We believe that this pioneering partnership offers a key to the leadership of appropriate, informed and radical transformations in public services.
How to Apply
We welcome applicants who have current or recent appropriate professional experience in public services for a minimum period of two years. Applicants with other experience will be considered on a case-by-case basis. For general admission to the programme you should normally have obtained an honours degree or other qualification recognised by us as equivalent. English language Requirement: IEltS of 6.0 (or equivalent), if your first language is not English.
Further information contact ESWCE-Apply@dundee.ac.uk
What public service problems need redesign not cost-cutting? What do you do when you can’t rely on past learning to determine future action? How can we turn government into a learning organization? These were the central questions addressed by the Design Commission in their recent publication, Restarting Britain 2. The report explores the potential contribution of design to the creation of cost-effective public services for the 21st century. Part-polemic, part- manual, the report is the culmination of a nine month inquiry, and the Commission’s response to a substantially increased appetite for more information on the subject of design in public services.
On 25th June I will be part of a panel discussion held at the Scottish Parliament to explore the ideas further. The speakers are:
- Baroness Kingsmill, House of Lords, Co-chair of the Design Commission’s ‘Restarting Britain 2’ report
- Prof. Mike Press, DJCAD, University of Dundee, Programme Director, Design and Craft
- Lauren Currie, Snook, Co-founder and Director of Networks
Hosted by Jenny Marra MSP & Richard Lyle MSP, the event will be held in Committee Room 2, Scottish Parliament 25th June 2013, 6.00pm (Registration from 5.00pm).
If you are interested in attending please register through eventbrite by Friday 14th June: http://designandpublicservices.eventbrite.co.uk
Transframers is a tool to support the design research process. It helps you to understand your changing role as a design researcher. It is applicable from research students to large research teams. It helps you position yourself and your practice.
This tool was the outcome of a two day DFG Roundtable on Design Research held in March 2013 at the Design Research Lab, University of Arts, Berlin. The organisers invited a combination of German and international design researchers to meet and explore four key themes that lie at the heart of design research.
I was part of team that included Cameron Tonkinwise, Rachel Cooper, Chris Rust, Klaus Krippendorff, Michael Hohl, Sabine Foraita, Tom Bieling, and others. We explored the relationship between design and other academic disciplines. Early on in our discussions we considered it important to focus on an ‘end product’ – a concrete outcome that we could adapt and explore further. In that sense we tried to incorporate the best elements of design jams into this academic discourse. One of the issues that emerged was that of the variety of roles that the design researcher (or indeed the design practioner) can take on during the research process. We wanted to develop a tool that helps define these roles, provide alternatives and act as a diagnostic.
Transframers was proposed as a highly rough prototype. In the spirit of prototypes we invite you to explore it and use it, and help us refine it. We are laying out the basic idea and some suggestion on how it can be used.
So, how did we get to this? Well, we comprised a group of around 12 people (the composition of which slightly shifted over the two days) looking at the theme of translation. Our interest was how design research worked at the interface with other disciplines. Rachel Cooper and I joined the group after it had already met for an hour or so. To begin with we explored and tried to define the principles of knowledge translation. These were:
- Find and work with the best
- Respect their knowledge
- Become informed (informed by their knowledge, but you will never be an expert in it)
- Understand where knowledge comes from and goes to
- Understand the system you’re working in (systems thinking)
- Find the way to work at the nexus
- Value the unique value of the design approach
- Reframe questions
- Champion the design lens
As for the value of the design approach we saw it as this:
- An insatiable sense of curiosity
- An ability to use prototyping as a means of framing problems and defining questions
- Analysis and synthesising
- Being opportunistic (finding the design opportunity)
The initial ‘napkin’ version of this is below.
At various points in the two days we would report back to the larger group of people. Below Cameron Tonkinwise is presenting our work. Clive Dilnot from Parsons in NYC looks on.
Discussions over dinner and outside the formal sessions fired us up to accelerate our process of discussion and link it to REAL research, rather than discuss in the abstract. The Berlin PhD students shared their work with us and provided a great focus for exploring how design researchers applied the principles we had defined the previous day. We also began to define some personas (as we initially described them) of how researchers behave in a research context. This evolved into a set of roles. The idea is that the role taken on by a researcher (whether a PhD student or a project director at the head of a large team) constantly shifts. It is important to be aware of how these shifts occur as this reframes our relationships with others and determines how we see the subject of our research.
We decided to move towards creating a real tool, a concrete outcome of the two days that we and others could go off and use and adapt further. The tool is about translation, but it is also about framing questions, and framing our own practices in research (and creative practice), hence transframers. I took on the task of creating a website in the final hour of our discussion, leading up to a public presentation of all the deliberations coming out of the two day event. That accounts for its very rough character.
We presented Transframers to an audience of 150 or so people as a drama, with Cameron as the sagely professor and Rachel and I as two very difficult and problematic PhD students. And we are all rather hoping that evidence of this never finds its way onto YouTube.
We had 48 hours to change the world. Seventy people in Dundee divided into seven project teams, working to a design brief set by the Global Service Jam. And from Kampala to Kathmandu, Beirut to Bogota, Los Angeles to Loughborough, Stockholm to Sydney, there were 2952 people in 122 cities jamming through the weekend to produce 500 projects. It was a remarkable experience that engaged and excited everyone involved.
The Dundee Jam was the 8th best attended in the world, with only two attendees fewer than the UK’s largest jam in London. This was a significant achievement, indicating the interest and passion in service design that has been developed in Dundee. It is also a consequence of having a highly committed and effective organising team.
I’m not sure we changed the world, but we changed something about ourselves, and that is what I will try to explore in this reflection on the Global Service Jam Dundee. The value of the Jam lies not in the outcomes, interesting and inventive though they are, but much more about the experience created and how it challenges and changes our preferred ways of working. And I say this as one of the organisers rather than a participant, but even in that capacity it changed me.
1. It’s about learning
Adam St John Lawrence makes the point that “It’s about learning by doing – and this does not only mean learning skills. I might learn more about how I work, who I work best with, who I might be friends with.” And it is. A jam is an intense learning activity. What you learn from it depends on how open and flexible you are prepared to be, and how far beyond your comfort zone you are prepared to step.
Some jams appeared to shoehorn in keynote speakers, reading lists and expose participants to a range of design tools and methods. We chose not to do this. The five talks we had at various points were each around 10 minutes long, and the methods and tools were very loosely defined. So the emphasis is on inspiration and encouragement, and participants learning from each other.
2. Leave status outside
We are all learners and teachers, and what we have to offer each other is equally valued. Despite doing this within a University, we succeeded largely to reject hierarchy and encourage team working that embraced diverse experience. We had highly experienced public sector professionals working alongside undergraduate design students – and learning from each other. We had marketing executives sharing ideas equally with sociology postgraduates. That ethos was also in the organising group, and is essential for the process to work. Indeed it was personally liberating and refreshing to work in equal partnership with my own students. I rather think that this is how Design Schools were meant to be.
Partnership underpins the whole idea. While Duncan of Jordanstone College of Art and Design, University of Dundee supported the venture by providing facilities and technical support, they fully agreed for the Jam to have its own autonomous identity. The Master of Design for Services course supported us with materials and expertise. We were also hugely fortunate in having Taylor Haig as our main sponsor. Their financial support was crucial for success, but the company’s senior partners also attended the Jam, became honorary Jam Doctors, and helped sustain energy and enthusiasm throughout. Partnership and commitment infused all aspects of the jam.
3. Doing not talking
This is the Jam Mantra. Mind you, from the noise generated you wouldn’t really have known. But having spent considerable time in a past life trying to change the world politically through the time-worn method of sitting around tables or in meeting halls talking and getting nowhere, this was a highly productive contrast. Being practice-centred brings to the process all the advantages of practice-centredness generally, as in research. It also enabled teams to play with ideas, propositions and approaches in a flexible, responsive way. The physical crafting of problems and strategies, and in particular its use as a storytelling device to engage the public and the jam community, demonstrates a further characteristic of the jam….
4. Jamming is connecting
Farrah Berrou was the blogger for the Beirut Service Jam. In her blog she wrote “Highlight of the Event: Skype call with fellow Jammers in Dundee, Scotland”. To be honest, it was our highlight too (although I really regret not actually talking to them myself). During the course of the Jam we skyped with Los Angeles, New York, Stockholm, Mumbai, Auburn Alabama and Melbourne. To begin with we did this from a large TV in the studio. This was fine and helped largely to enable some good conversations between organisers, but it set limits on engaging our participants. So the ever resourceful Ross Crawford (holding the laptop in the photo on the left above) became our SkypeMeister, carrying a laptop around the studio to introduce jammers across the world to each other. Above on the right we see Ross on the laptop in Beirut. This transformed the sense of internationalism in the jam. In future we should probably build on this further. All of our international Skype buddies brought a great sense of global connectedness to the occasion, but when we hooked up with Beirut, it was particularly magic.
Stuff gets noticed. Stuff gets seen and engaged with, and so this helped the key objective of getting close to users by exploring ideas with them. Some teams rose to the challenge of connecting with people most effectively.
5. Jamming could be more inclusive
48 hours to change the world is a great opportunity. If you can take it. For single parents, seniors, people who have no choice but to work at times at the weekend, it is an opportunity denied to them. So, what do we do about that?
At the start of the jam we made the point to participants that creativity and inventiveness is a direct product of diversity – the more diverse the community, the more perspectives and cultures they bring, the more experiences they can draw on, the more creative and relevant the ideas they will generate. We brought together 56 people, some from very different backgrounds working in very different areas. But most were in their 20s, worked in creative disciplines and had the benefits of University education. Providing mini jams within the two days, or spin off satellite jams or other initiatives to broaden participation most be a priority next time.
In short, it was a wonderful liberating and creative experience.
Can’t wait till next time.
Back in November when I was in Rotterdam running a Masterclass in Design Thinking for the European Institute for Brand Management (EURIB) I was interviewed by Pascal Kuipers, a Dutch business media journalist. I now find that the interview is the cover story for Tijdschrift voor Marketing – a leading marketing magazine in The Netherlands.
Of course, the five page feature is all in Dutch, but I have translated a small part of the interview. This magazine is not available online, although you can order a subscription. So here is an extremely bad translation which does no justice to the excellent journalism of Pascal.
Professor Mike Press: “We need a beautiful world to live in”
As a design professor, when Mike Press travels to give workshops on ‘Design Thinking’, he takes a large suitcase and a backpack. In the backpack are personal items. In the suitcase are craft materials that his students use to represent their ideas. Objects and images, not language, is the Esperanto of the international design community, he says.
Prototyping is an essential part of the creative design thinking process. “Actually, design thinking not a good name,” says Press. “It’s not about thinking but doing – making to think. Because it is about stimulating your creativity.” Therefore Press takes a mobile hobby shop to the locations where he gives workshops. Similarly in Rotterdam, where he is giving a Masterclass for the European Institute for Brand Management (EURIB). To managers of businesses, educational institutions and the public sector he is giving a brief introduction about design thinking, then getting participants to get to busy prototyping.
“Design thinking is not a solution but a method of creatively exploring the problems facing businesses and institutions to do,” says Press. Too often when we discuss such things, your fixed beliefs and assumptions are not challenged. In 99 percent of conversations we defend our position, and are not open to something new. Many managers simply express their fixed views with powerpoint presentations. This kills creativity stone dead.”
Want to read more? Then simply place a regular order for Tijdschrift voor Marketing with your newsagent. A fascinating journalist and real honour for my ideas to be featured in this way.
My Masterclass on Design Thinking for EURIB in Rotterdam in November 2012 is an opportunity to pull together some recent literature on this issue and provide a perspective on a concept that has sparked some spirited debate. A fresh new variable? A useful myth? Or opportunistic hype? My conclusion is that it’s a sign of the times, and has been useful as a focus for some new practices and methods. But for it to work we still need designers. They are experts in the aesthetics and craft of design, but define the value of these in new ways. Socially critical, reflexive makers of change reconnect design with its soul.
Design Thinking is a fashionable term in both design and management circles, reflecting the rise of interest in methods and strategies that embed creativity and innovation within management across public and private sectors. However, it is a concept that must be approached with some caution. As Lucy Kimbell has rightly argued in her paper Rethinking Design Thinking, the concept is undertheorised and understudied.
Tim Brown, CEO and President of IDEO, is perhaps most closely associated with the term. Writing in the Harvard Business Review in 2008, he presents Design Thinking to the business community with an evangelical zeal: “I believe that design thinking has much to offer a business world in which most management ideas and best practices are freely available to be copied and exploited. Leaders now look to innovation as a principal source of differentiation and competitive advantage; they would do well to incorporate design thinking into all phases of the process.”
Writing in 2010 for the Stanford Social Innovation Review, Brown extends his case beyond that of commercial innovation, providing a claim that it can contribute to social innovation. The Brown/IDEO model of Design Thinking is presented in terms of “three overlapping spaces” rather than orderly steps: inspiration, ideation and implementation. This is elaborated further in his 2009 book Change by Design. In a review of the volume, Robert Blinn says “Business books tend to be written in a peculiar dialect somewhere between anecdote and allegory, and Change by Design is no exception.” Indeed one way of interpreting Design Thinking is that it is a strategy for companies such as IDEO to be taken more seriously by the business community and by government. Much that is written on the subject by its key advocates is framed in business-speak. And the evidence would suggest that the message is getting through to both business and government, helping to diversify and strengthen the markets of the design industry.
In October 2012, a piece in the Wall Street Journal entitled Design Firms Go Beyond Gadgets as Portfolios Expand began thus:
“Bay Area design firms behind iconic technology products like the mouse and the Macintosh computer are broadening their portfolios. Health-care companies, nonprofits and industrial giants are among those tapping these and other designers to conceive not just gadgets but new software, business strategies and even school systems. The expansion has happened gradually but is accelerating as firms seek to connect with design-savvy customers.”
This piece included reference to Tim Brown, IDEO and their more recent ‘social’ design projects that apply their notion of design thinking to development, education and other contexts.
For serious students and practitioners of design it is important to differentiate between two quite different uses of the term design thinking:
- A way of analysing and interpreting the distinctive styles of thinking and approaches to problem solving within design, that has been subject of study and discussion by researchers since the 1960s.
- A business-oriented conception of design that seeks to enhance the value of design professionals and their distinctive expertise.
Design as a way of thinking has origins in Herbert A. Simon’s The Sciences of the Artificial, published in 1969 in which he called for a science of design: “a body of intellectually tough, analytic, partly formalizable, partly empirical, teachable doctrine about the design process”. This developed through Peter Rowe’s book on Design Thinking in 1987 and Richard Buchanan “Wicked Problems in Design Thinking” who argued for design thinking to be regarded as “a new liberal art of technological culture”. Buchanan has been particularly influential in the development of design and design thinking, and highlighted its value to tackling wicked problems – those which are ill-defined and complex in their nature.
British design theorist Nigel Cross has contributed perhaps most to an analytical and robust understanding of design thinking, in part through his recent book Design Thinking which pulls together various research approaches in seeking to understand what is distinctive about design. A succinct definition by Cross can be found in a recent interview with him:
“The psychologists and educationists who have gone about classifying different types of reasoning have tended to define constructive or concrete thinking as a sort of lower level of reasoning than abstract or symbolic thinking. This is a mistake. Design thinking is about making constructive responses to practical problems, issues and situations. This type of thinking means being practical, and involves creating solutions and resolving problem areas. Constructive thinking is also about being imaginative, and imagining how something might be, not just how it is. This is what makes design thinking quite a high level and difficult form of reasoning: it must move from abstract requirements to concrete proposals.”
Elsewhere, Cross has differentiated between scientific thinking, which is rooted in analysis, and design thinking, which is based on synthesis. When asked what design thinking can teach business, Cross presented two key ideas. The first is imagination with responsibility stressing the idea that design is not profit driven and is primarily an activity that is mindful of the impact on society and the environment. The second idea is constructive discontent. As he explains:
“Designers usually start their creative process with a feeling of discontent with the way things are. Many people feel such discontent, but designers will draw upon that reaction and try to make something constructive out of it, to focus on the object of discontent and make it better, rather than just criticizing it. This is a healthy habit that might also be cultivated by successful managers.”
When we turn to the business-oriented conceptions of design thinking, then this careful, nuanced and values-driven narrative is eclipsed by a very different vocabulary and agenda. Bruce Nussbaum was one of the champions of the corporate Design Thinking mantra, writing here in Business Week:
“Design and design thinking—or innovation if you like–are the fresh, new variables that can bring advantage and fat profit margins to global corporations. In today’s global marketplace, being able to understand the consumer, prototype possible new products, services and experiences, quickly filter the good, the bad and the ugly and deliver them to people who want them—well, that is an attractive management methodology. Beats the heck out of squeezing yet one more penny out of your Chinese supply-chain, doesn’t it?”
At the Rotman School of Management, Roger Martin embedded design thinking within the MBA curriculum, recognising this potential value of design thinking in being applied strategically. In his book The Design of Business, Martin argues that “design thinking needs to move upstream, closer to the executive suites where strategic decisions are made”. In the UK Lucy Kimbell delivered design thinking as part of an MBA curriculum at Oxford’s Said Business School, and she has written about others who have pushed at the boundaries of business education in similar ways.
A number of the ‘old hands’ in design recognised that there was nothing particularly new about design thinking. As Donald Norman has written, it is “what creative people in all disciplines have always done”. So what if it is couched in business-speak and framed as the latest new thing? The key advantage of the concept is that is provides a new timely case for investment in design and, as Norman suggests is ‘A Useful Myth’:
“It positions design in a unique way, forcing companies to view design differently than before. The emphasis on “thinking” makes the point that design is more than a pretty face: it has substance and structure. Design methods can be applied to any problem: organizational structure, factory floors, supply-chain management, business models, and customer interaction.”
The most significant critiques of design thinking focus on two problems: its under-researched nature, and its divorce from aesthetic practices and knowledge. Regarding the first issues, Lucy Kimbell draws our attention to the diverse cultures of practice that we find in design, evolving over time, and involving a variety of actors in various social contexts. She argues for more of a social science perspective in order to both understand this rich landscape of practice, and to help designers address the need to reflexivity which is largely missing from their self-definition:
“By focusing on situated, embodied material practices, rather than a generalized “design thinking”, we may shift the conversation away from questions of individual cognition or organizational innovation. Instead, design becomes a set of routines that emerge in context. Such explorations help clarify designers’ material practices. They also force us to decide if design is a special way of engaging with and acting on the world, unique to designers, or shared by others such as managers too.”
Cameron Tonkinwise begins his critique by asking what is lost when the thinking is pulled out of design to create a consultancy commodity that can be easily understood, ‘demystified’ and marketed. He is quick with his answer: “aesthetics, by which I mean, anything to do with form-giving, the pleasing appearance and feel of a design.” This is, he argues, very problematic:
“This risks concealing the way in which designing is the designing in, with and of styles; styles that make possible existing and new forms of social practices. Designing is a current economic force when it is most explicitly designing via practical styles, as evidenced by brand-driven and persona-based design. Concealing the practice-oriented nature of styles in design in turn risks restricting design to only those styles to which design education unreflectively seeks to naturalize us.”
Both Kimbell and Tonkinwise, with different emphases, highlight the depoliticised nature of design which design thinking appears to promote. Indeed, this is also the position taken by Nigel Cross, albeit in a less critical way, with his reference to imagination with responsibility.
We can read ‘design thinking’ in a number of ways:
- Its emergence over the last decade reflects design’s evolution from the physical to the strategic. IDEO manifests past of this shift, but we can also see much evidence in the emergent field of service design, the application of design to healthcare delivery and other public services.
- It is a useful shorthand term for those methods and processes that enable codesign and collaborative practices. There is not one single ‘true way’ for thinking through design, but a variety of approaches and practices that are evident in different contexts.
- As a contested territory, it has required practitioners and researchers to reconnect with valuable perspectives and theories which have shaped our views of design over several decades.
- While design thinking can be applied by managers, communities, users and others to think creatively through problems in a variety of states of ‘wickedness’ this does not remove the need for critically engaged, reflexive professional designers. Indeed it creates a far greater demand for them to act as facilitators, leaders and enablers. They bring the specialist knowledge and ‘feeling’ that is rooted in the aesthetics and craft of design, without which design is ethically unmoored, and creatively soulless.
My lecture to First Year students at Duncan of Jordanstone College of Art & Design (DJCAD) on 12 October emphasised how the achievement of relevance is a fundamental aim to their four years of study. Find what is relevant to you and to the world around you; use this to guide your creative strategies and developing technical skills. The lecture wove together the themes of relevance, creativity and craft – and at the end of this post are resources to help you explore these themes in more detail.
But why listen to me about how you should be thinking about your next four years at Art School? I asked five remarkably talented individuals to give you their advice, all of whom studied at DJCAD. One graduated two years ago, while another graduated in 1993. Between them they embrace a range of creative disciplines. All of them are inspiring people, who needed no encouragement to share with you their advice on how to get the best from Art School.
James Donald is one of Scotland’s most successful weavers, selling his work all over the world – particularly in the United States. Based in Edinburgh he allies his creative practice to being joint-owner of the successful Concrete Wardrobe retail outlet. Here is a message from James to you:
Johanna Basford is a remarkably versatile illustrator who studied printed textiles at DJCAD. Apart from designing the catalogue for the 2010 Edinburgh Fringe Festival, she has acquired an enviable client roster across many different industries from Channel 4 to Absolut Vodka. Her blog post 50 things I wish I’d known in art school is required reading. But below is her personal message to new DJCAD students:
Lauren Currie is co-founder of Snook – a social innovation and service design company based in Glasgow. Studying both Product Design and the Master of Design course at DJCAD, Lauren’s career has begun with a remarkable start, and she is now running a company that has the Chinese Government among their clients.
Joanna Montgomery graduated in 2010 in Interactive Media Design, is Director of Little Riot whose Pillow Talk product has proved a viral sensation on YouTube, as we saw in the lecture. In exchange for her valuable advice, Joanna asks that you vote for Little Riot in a national competition, to make Pillow Talk a reality. I am sure you will support Joanna in this competition. It will take you a minute!
Kate Pickering studied Jewellery & Metal Design and the Master of Design at DJCAD. Since graduating she has established Vanilla Ink, a highly acclaimed initiative to bridge the gap for jewellery students into industry. Kate won funding from the NESTA Starter For Six scheme to launch her initiative. An accomplished teacher in jewellery and design, this is her advice to you:
Why not follow these designers on Twitter? This will help you keep up-to-date with their activities and give you more insights into their professional practices. All of them use Twitter as a key part of their professional practice. Click on their names to access their twitter stream: James Donald, Johanna Basford, Lauren Currie, Joanna Montgomery, Kate Pickering. You’ll also find me on Twitter. Once you have set up a Twitter account, then you can follow them.
Achieving relevance referred to a number of artists, designers and events that you may wish to explore further.
- Brian Eno’s oblique strategies are a proven method of introducing new elements of chance into the creative process. They are available as a box of cards, an app, and as a website.
- Tracey Emin was referred to in terms of her approach to craft and printmaking, views that were expressed in an interview with her in 2010 in The Independent.
- The late Richard Hamilton exemplifies the artist/designer who transcends boundaries, and maintained a highly political and critical approach to his practice.
Every year I give a lecture to my postgraduate design students about writing: how and why we write, and in particular how to write well. This latter quality is not one that I myself possess, so I refer them to people who I believe exemplify the art of writing. My rather select list comprises Susan Sontag, Peter Dormer, Malcolm McCullough and Eric Hobsbawm. I learned this afternoon that Eric Hobsbawm has died at the age of 95.
It is certainly not for me to write his obituary, for that has been done today by others. Indeed the obituary of this seemingly obscure British Marxist historian can be found in the pages of newspapers in just about every country on earth tonight. That is a reflection of the impact of his writing, of the power of his storytelling. For Eric Hobsbawm was a masterful storyteller, who made history come alive and make sense. But as a Marxist, his concern was as much about the future as it was about the past, and his genius was in crafting the vision and the narrative to help us understand just where we were in time and space, and where we might go in the future.
Scattered over my home, on various bookshelves are books by him that stand as markers in my life. Way up high in the study is a small Penguin volume Industry and Empire that has my 16 year old signature on the first page. It guided me through my A level years. On the bookshelves up the stairs is his collection of essays The Forward March of Labour Halted which shaped my ideas as a postgraduate student, and which (as Tony Blair admits himself) provided the intellectual impetus for New Labour. But please let us not blame Eric for that. In the living room is a collection of his key works – Age of Capital, Age of Revolution, Age of Empire, Age of Extremes – which are vital contributions of this time lord. And alongside is his autobiography, one of the last presents from my late father, which is his personal history of the 20th century.
I loved Eric Hobsbawm as a writer because of the effortless way that he shaped his vision and ideas into words that told a story. As a Jew born in the First World War, brought up in Vienna and Berlin and living through everything that followed, then his experience of the twentieth century shapes his unique insights of history both before and after. But more than that, it was his problematic and contradictory relationship with the Communist Party that I found most inspiring. I was a member of the Party when Eric Hobsbawm was the focus for those of us in the Eurocommunist faction, providing a real sense of political vision. He helped many of us through all those contradictory feelings.
Tonight it feels like a light has gone out. It was always there: a pole star of wisdom and insight against which you could judge your position and navigate yourself into new territories. But we will find our own way forward because of the inspiration and insights he leaves us with. Great writers do not just leave us with their words, but with the actions that those words inspire. Thank you, Eric Hobsbawm.
Today marked the start of my postgraduate module on design research for our new Masters students at Dundee. We have around 40 students from around the world (from Bahrain to Beijing, Romania to Rio, US to UK, etc) covering our three courses in Design for Services, Product Design and Design Ethnography. So far a great bunch of individuals who seemed not to mind about being lectured at for eight hours.
The way we teach at Dundee is to compress the taught delivery into one week blocks, followed by three week projects supported by tutorials. That makes the initial week somewhat intense. In addition to my own sessions, today we had short but inspiring and informative lectures from Catriona Macaulay, Hazel White and Jonathan Baldwin. The lectures comprise a vital element in the module in terms of setting the direction, providing the inspiration and energy and giving the personal insights based on our own experiences.
However, even without the lectures there’s a great deal that you can gain from the module – even if you’re not attending it. In common with most of our postgraduate design modules at Dundee, we make the content and supporting materials all available online. From the link on this post you can get access to the materials we provide our postgraduate students with. Explore the module website and follow up the further reading and links we provide.
Following the Olympic and Paralympic Games, a number of us starting discussing a new sensation we were experiencing – national pride. For those of a certain generation who are broadly speaking on The Left, national identity and patriotism have been problems over the years. And so my friend Catherine Annabel set up a blog to discuss these questions, and invited me to contribute.
Our Island Stories begins with this call from Catherine:
So, do we treat Danny Boyle’s vision of the Isles of Wonder as a requiem for what we value about our country, or a celebration? Or even, perhaps, a warning and a call to action? Do we allow our ‘normal state of being’ to be reinstalled in the British psyche, without protest, without attempting to hold on to what we briefly experienced? As Billy [Bragg] asks in his blog, ‘Has the euphoria of the past two weeks has caused a seismic shift in the meta-narrative of Britishness? … Can a new spirit of engaged and transformational patriotism emerge from this experience? One that seeks to build a fairer, more inclusive tomorrow, rather than constantly rehashing a narrow vision of the past?’
My contribution is far less any form of profound reflection on these questions – more an explanation of how I ended up having a highly vexed relationship with the idea of Britishness. Flagging up the issues focuses on my experiences during two days in 1977. If strong language and descriptions of violent acts offend or disturb you, then please do not read it.
Applying design thinking to complex social issues, such as those explored by our Masters students at Dundee, requires a critical, well informed understanding of the underlying issues, a grasp of the broad theoretical approaches and an awareness of where to find current research on relevant themes. This blog post is intended to develop over time into a useful resource on the research that is available. It may evolve into a wiki – but let’s see. To begin with I have grouped useful sources of research below.
Just to make clear – this is NOT a research guide to the skills, methods and perspectives of service design. This can be found elsewhere. The priority here is to equip students (and practitioners) with the contextual knowledge and understanding of social changes and challenges, together with some of the institutional/political issues involved in designing for public services and communities. As it currently stands it is far from comprehensive – and I welcome any comments to improve the scope of this listing. Also note that it is designed primarily for postgraduate students of design in Scotland – which accounts for an overwhelming UK bias, although I think that there is some value here for those outside the UK.
The role of design in public services
Design has a considerable role to play in the development of public services. At the start of your project it is worth familiarising yourself with some recent commentaries which are linked below. These help place your specific project into a broader context. As you will see, this new interest in design’s potential is in large part driven by the need to improve efficiencies in the delivery of services, and is also linked to policy frameworks such as the Big Society. Bear in mind that the Big Society is a highly contentious concept, and you should be familiar with some of the debates around it.
Role of social design in public services - Guardian article
Public services by Design - Design Council initiative
Public services by design - Guardian article
Innovation by design in public services - series of articles and excellent overview.
Public services by design: using design principles to improve local areas - Guardian article
What does it mean to design public services? - Guardian
Blog from the London School of Economics on design in public services.
Social by social - New technologies are changing the way we engage communities, run companies, deliver public services, participate in government and campaign for change – very useful resource.
It is essential that designers approach socially located projects with humility, respect and an admission of their own strengths and weaknesses. Designers have expertise in creative methods, visualisation and problem solving. These strengths can play a vital role in empowering communities, helping stakeholders to solve problems and develop their own creative thinking. However, without an understanding of the deeper context and dynamics of community development, healthcare or social change, then their work can be uninformed, misdirected or even dangerously naive. The inherent danger is of giving people a false sense of expectation.
We do not expect you to be experts in social science, but we do expect you to acquire an essential social literacy that is appropriate to your project domain. This will help you to understand and appreciate the perspectives of those other specialist professionals you will be working with, and the complexity of issues such as healthcare or poverty. A sense of history is also vital.
We recommend making use of the open access learning materials from The Open University as an essential prerequisite of undertaking your project.
Especially for students from outside Scotland and the UK, a basic understanding of social change in British communities is vital. The stories behind our streets looks at social change in cities such as Sheffield, Glasgow, Manchester and Cardiff. There is an archive of articles and learning materials on social policy that is worth browsing for your specific interests.
Understanding Scotland – An introduction to the history of Scotland including aspects of social change and social problems.
Poverty in Scotland - Contributions from leading academics, voluntary sector campaigners and practitioners, highlight the distinctive features of Scotland’s experience of poverty and the extent to which devolved and reserved policies have contributed to progress in tackling it.
The meaning of crime – Explores the attitudes to crime and how it is socially defined.
Problem populations, problem places – The entanglements of welfare, crime and society. It encourages you to think through these entanglements through a focus on ‘problem populations and problem places’.
The limits to primary care – Access to community services.
Introducing public health - Introduces some key elements of public health and health promotion, using a video case study of Coventry. It focuses on the major determinants of health and ill health and the scope of public health work.
Understanding and engaging deprived communities - UK Home Office Report
In addition to the specific recommended materials above, we encourage you to browse the learning materials on social science for areas of more specific relevance to your project.
“A think tank (or policy institute) is an organization that conducts research and engages in advocacy in areas such as social policy, political strategy, economics, military, and technology issues.” Most of them are non-profit and non-governmental, although there are exceptions to this. They tend to have a political orientation, which you need to appreciate in order to understand the objectives that their research seeks to pursue. A full list of UK think tanks can be found here.
These organisations are a vital source of research on the issues you are dealing with. They are in most cases seeking to explore innovation in public service delivery, conduct high level robust research and – most importantly – make their work freely available. But it is vital that you understand the political and/or policy perspectives that they are seeking to pursue.
Alongside some of the Think Tanks listed below I have given some examples of recent publications as an indication of the type of research they publish.
Adam Smith Institute
A right of centre think tank (in the interests of balance!). Social and community issues is not a priority, but they have produced publications on health service reform that argues for a pro-market approach.
Centre for Economic and Social Inclusion
Claims to be “the UK’s leading not-for-profit company dedicated to tackling disadvantage and promoting social inclusion in the labour market.” They have published research on employment, social inclusion, poverty, welfare and welfare reform and other issues. All research available online.
Established in the early 1990s to address a perceived crisis in politics, it developed into a largely pro New Labour think tank, but has since returned to a less aligned organisation. It has undertaken some vital research in crime, citizenship, education, social mobility and capability building. All publications are online. Also includes the highly relevant Journey to the Interface project.
“Drawing on over 50 interviews with service innovators from the public, private and voluntary sectors The Journey to the Interface makes the case for a fresh approach to public service reform – an approach that is less about competition and contestability, and more about closing the gap between what people want and need, and what service organisations do.
The pamphlet argues that service design can offer policy makers and practitioners a vision for the transformation of public services, as well as a route to get there. It outlines an agenda for action which spells out how service design approaches can be applied systemically.”
Institute for Public Policy Research
Claims to be “the UK’s leading progressive thinktank. We produce rigorous research and innovative policy ideas for a fair, democratic and sustainable world.” Politically influential and broadly left of centre. Very useful publications which are largely all available online. You can also search by current research projects, which include work on communities.
Joseph Rowntree Foundation
They conduct and commission research into poverty, housing, inequality, education, healthcare and other social issues. A respected, long established think tank that has respect across the political spectrum and has a comprehensive achive of online research reports and other publications.
“Involving service users in shaping local services, a study by Age Concern London, brought commissioners and service users together to discuss how service users can be involved in shaping local services.
The project reflected on what’s happening at the moment and how user involvement in commissioning could work in practice.”
This is a well established and highly respected organisation that researches and campaigns on health and social care. All publications online and a good search system.
The New Economics Foundation
“An independent think-and-do tank that inspires and demonstrates real economic well-being. We aim to improve quality of life by promoting innovative solutions that challenge mainstream thinking on economic, environment and social issues.” Publications cover a range of issues, including social policy and well being.
“Creating Stronger and More Inclusive Communities provides some lessons for positive action in the context of austerity.
This report is about innovations which unlock communities’ strengths and recognising that people with support needs can also be assets to their communities. It outlines seven principles for empowerment and inclusion for an age of austerity.”
“An independent charity with a mission to help people and organisations bring great ideas to life.” A considerable amount of highly relevant research available, including the co-production catalogue, examples of collaborative public services in action, with a particular focus on health and social care.
“The co-production catalogue brings together some inspiring examples of collaborative public services in action, with a particular focus on health and social care.
The purpose of the catalogue is to enable practitioners to reflect on their own practice and the extent to which that represents co-production; and to enable them to learn about co-production practice. It combines a range of case studies, resources and other information on co-production in health settings as well as in other sectors, in the UK and internationally.”
The Nuffield Trust
Undertakes research on healthcare with an extensive archive of research reports.
The RSA (Royal Society for the encouragement of Arts, Manufactures and Commerce)
“An enlightenment organisation committed to finding innovative practical solutions to today’s social challenges.” A long standing commitment to applying design to social issues, and a range of publications and research reports available.
Social Market Foundation
“Cross-party think tank, developing innovative ideas across a broad range of economic and social policy.” Publications available on a range of issues including housing and communities, poverty, education, health and social care.
The Young Foundation
“Brings together insights, innovation and entrepreneurship to meet social needs. We have a track record of over 50 years’ success with ventures such as the Open University, Which?, the School for Social Entrepreneurs and Healthline (the precursor of NHS Direct).” Valuable range of publications that include social design.
“The Open Book of Social Innovation is about the many ways in which people are creating new and more effective answers to the biggest challenges of our times: how to cut our carbon footprint; how to keep people healthy; how to end poverty. It describes the methods and tools for innovation being used across the world and across the different sectors – the public and private sectors, civil society and the household – and in the overlapping fields of the social economy, social entrepreneurship and social enterprise. It draws on inputs from hundreds of organisations around the world to document the many methods currently being used.”
The Work Foundation
“Research focuses on innovation and economic change, the role of cities, labour market disadvantage, health and wellbeing at work and how organisational change can promote good work.” Excellent archive of research reports.
Having downloaded reports on relevant aspects of healthcare, social policy, crime prevention or whatever area of literature is most relevant, you need to archive this most appropriately and make sense of it in a way to inform your work. I recommend either Devonthink or Papers as excellent Mac applications for developing a digital library.
Duncan of Jordanstone College of Art and Design is appointing Gerald Scarfe as an Honorary Professor for Design and Craft,
and he will be giving a free public talk in May 2012.In 2008 he was awarded an honorary degree by us, and I was fortunate to give the laureation address. Below is an edited version of what I said.
Please note: this week’s talk by Gerald Scarfe has been cancelled due to unforeseen circumstances. We will reschedule later in the year.
During the height of the troubles in Northern Ireland Gerald Scarfe – perhaps a little inadvisably – drove into the Bogside, and sat in the passenger seat to do some drawings. After 20 minutes a car pulled up quickly in front of him and four men leapt out, driving him away at gunpoint. He was let go, but not before one of the IRA men studied his sketchbook carefully and said to him “ah, but you’re a brave drawer”.
Gerald Scarfe is a brave artist in all respects. He is perhaps best known as a political cartoonist – indeed as the political cartoonist who redefined the medium from the 1960s. For the past forty years he has worked for The Sunday Times, bringing his unique style and insight – a venomous visual ferocity – to a wide audience and international acclaim. In 2007 he was voted Cartoonist of the Year in the British Press Awards.
Great art is brave. It takes risks, it reinvents, and it connects with the world around it.
Working as a reportage cartoonist in Vietnam, in Calcutta and in Northern Ireland enabled him to take the idea of the cartoon into a new domain, redefining the cartoonist as a reporter.
For Gerald Scarfe, his relationship with his audience is a vital one, and his long-standing work on the Sunday Times has enabled him to take the readership with him on a journey of the visual interpretation of events and the people who make them.
The other thing about great art, is that it is never satisfied with one medium or one audience.
For many people of my generation, particularly those outside the UK, Scarfe is not known as a political cartoonist, but as the artist who took the music of Pink Floyd into a startling and disturbing visual dimension.
His collaboration with Pink Floyd centres on The Wall – an album that sold 30 million copies worldwide, making it one of the best-selling albums of all-time.
As well as the record sleeve design, Scarfe was responsible for the sets, graphics, videos and animations of the 1980 world tour of The Wall – the tour that was to wholly redefine the rock performance as a multimedia event. Two years later he was the film designer and animator for the Alan Parker directed movie of The Wall.
So in two decades Scarfe’s work had moved from the rarified readership of Punch to a live global audience, making him one of the most influential designers, illustrators and artists of his time – certainly influencing a whole generation of visual artists and animators.
Scarfe’s work can be considered in terms of the lineage of British caricaturists that stretch back to Gilray, Rowlandson and Hogarth. But his creative career has taken the unique art of caricature into new directions and new media.
A film maker for BBC and Channel 4, a theatrical set and costume designer for numerous productions, a designer for opera and dance, a designer for a set of Royal Mail postage stamps, a production designer for the Disney film Hercules, creator of a unique project with the National Portrait Gallery – Scarfe’s work just over the last decade reveals his insatiable appetite for new creative challenge and risk taking.
Gerald Scarfe has said this: “I don’t think cartoons in any way alter anything that happens in the world.”
With the greatest of respect I have to disagree. As a teenager in the late 60s and early 70s trying to make sense of a world defined by Vietnam, Biafra and pub bombings, I found his cartoons in the paper that fell onto our doormat every Sunday hugely provoking and engaging. They influenced how I thought, and I am sure how many others thought too. Gerald Scarfe’s cartoons remind us why it is right to be angry about events in our world and why it is vital to be passionate about truth and justice.
Gerald Scarfe is an artist who has had an unequalled impact on our visual culture. He has significantly extended the art of caricature, he redefined the role of the political cartoonist, he married the visual arts to music and performance, and he used all media at his disposal to fully engage his art with his audience – with us. And he has done all this with a profound sense of responsibility and artistic honesty.
My post yesterday on design leadership attracted considerable positive interest, which was encouraging. However, I was aware that my developing ideas on design leadership required a more robust theoretical foundation. My friend and colleague Karen Yair suggested Richard Sennett. Great idea; I had not made the connection. Rather than rewrite the previous post, I now present this as a coda.
Antonio Stradivari was the Steve Jobs of his age: a hectoring obsessive, who ruled his Cremona violin workshop with a ruthless vision of perfectionism. The craftsmen he employed were chained to their work benches. No, they really were. When not crafting the finest violins and cellos the world has ever seen, the apprentices would sleep on bags of straw under their bench. It is a model of design leadership that many have emulated since.
But you do wonder why they bother. When the 93 year old Stradivari died in 1737, the quality of his workshop’s musical instruments died with him. Despite the best efforts of his sons and master craftsmen to maintain the preeminent quality and reputation of the Stradivari name, the instruments they turned out were not a patch on those that had preceded them. Great efforts were made to analyse the pattern of the original instruments, the materials, even the precise formulation of the varnish, in a vain attempt to create a design template that could replicate his original genius. But these efforts fell flat, in every sense of the word.
According to Richard Sennett – Professor of Sociology at the London School of Economics - in his book The Craftsman, the dramatic collapse in quality can be attributed to Stradivari’s very style of leadership. Antonio Stradivari, Sennett argues, was an antisocial expert. Antisocial expertise is driven by a competitive zeal which occludes the notion of co-operation, holding up world class excellence as the one goal, and based on a strict sense of hierarchy. The antisocial expert lacks essential skills required to ensure that the good work they do can live on after them; their unique expertise is held within the firewall of their own tacit knowledge. As Sennett explains:
“There is an inherent inequality of knowledge and skill between expert and nonexpert. Antisocial expertise emphasizes the sheer fact of invidious comparison. One obvious consequence of emphasizing inequality is the humiliation and resentment this expert can arouse in others; a more subtle consequence is to make the expert himself or herself feel embattled” (p. 249). It is of course precisely this form of expertise that the UK’s Research Excellence Framework is seeking to encourage.
Sennett contrasts this with sociable expertise, making the case that “A well-crafted institution will favor the sociable expert; the isolated expert sends a warning signal that the organization is in trouble” (p. 246). Sociable expertise is the very essence of craftsmanship – a concept elaborated and explored so expertly by Sennett. The social expert relies on good work and transparent practices for the basis of their authority. Driven by a desire to improve one’s own work, “the sociable experts tend to be good at explaining and giving advice to their customers. The sociable expert, that is, is comfortable with mentoring, the modern echo of medieval in loco parentis” (p. 248). According to Stephan Lorenz “The craftsmanship view means giving greater appreciation to the good work of the many compared to the promise of excellence by but a few, which, in a democratic sense, is ultimately also more conducive to the public interest.”
Sennett’s sociable craftsman “conducts a dialogue between concrete practices and thinking” and is in many senses crafting knowledge transfer. Karen Yair in Crafting Capital has described this ‘craft thinking’ which “enables innovation by working with – rather than against – the restrictions of a given situation. In this analysis, craft thinking applies both to engineering and to team working: Sennett describes the craftsperson as a ‘sociable expert’, able to facilitate innovation by stretching the competencies of others within reasonable parameters.”
This is precisely the model of design leadership relevant for our age – an age of open design, ever-evolving collaborative partnerships between creative microbusinesses, social design, user-centredness, knowledge transfer, empowerment and inclusivity. Let me pull out three key arguments in favour of this as a far more useful and usable model of design leadership than the others on offer.
Co-designing with consumers
First, the rise of open design and innovation, linked to technologies that provide ‘consumers’ with potential to become creative ‘prosumers’ requires that designers need to shift to encouraging more creative and designerly self-reliance in others. I have written about this in my chapter for the Handbook of Design Management and say “the design manager is therefore critically the manager of the interfaces with the wider community of co-designers”. Charles Leadbeater, in Production by the Masses, argues that professionals (designers, for example) “should educate us towards self-help and self-reliance as much as possible. Modern society trains us to be workers and consumers. Postindustrial institutions should train us for self-management and self-assessment” (p. 186). The design leader thus uses her or his social expertise to empower us as self-reliant prosumers.
Designing public services
Second, the design of new forms of public services demands a wholly new form of design practice, the success of which relies critically on the social expert model. In recent insightful research into the future of the UK design consultancy industry, Rachel Cooper, Martyn Evans and Alex Williams set out a number of likely future business models for design. One they entitle SIG (Special Interest Group) Niche Network and describe it thus: “‘Facebook’ social network approach: essentially a C2B2C model. The structure involves co-design/participation between design communities and special interest groups regional hubs. Designer’s role is as facilitator and mediator. Fees would be based on scale of contribution and would be reliant on ‘long tail’ economics, outsourcing production and distribution. High public sector engagement such as the re-design of services. Other clients would include subgroups, empowered communities, and local authorities.”
This would appear to describe much of the work undertaken by Taylor Haig, Snook, The Young Foundation and others. I am not wholly convinced that SIG (Special Interest Group) Niche Network trips off the tongue quite as well as my preferred Designers for Social Innovation, or even Social Designers but I will let history be the judge here. The design leader as social expert is clearly essential for such work.
Construction of social problems
Third, and intimately linked to the above argument, design provides the potential for people not just to co-design services, but to construct social problems. As such it offers potential to enable new forms of participatory democracy (an idea I will explore in a future post). I posted on this previously, but it seems appropriate to reiterate it here: The danger of service design for public services is that it becomes incorporated within the institutional paradigm that it has the potential to challenge, and thus becomes just another technocratic tool of the public sector. Simon Blyth and Lucy Kimbell have provided a vital analysis that comes out of service design practice, but which suggests a significant shift of emphasis:
“Rather than claiming to solve social problems, we want to argue for the relevance and value of Design in actively, critically and reflexively contributing to their construction… We want to invite designers to make this more clearly part of their practice. We think there are things about Design that make it particularly good at doing this, although the positioning of design-as- problem-solving tends to have ignored them.” Blyth and Kimbell argue that there are five things that make Design particularly good at helping construct social problems:
- The first thing Design does well is rendering issues as something that other people can experience.
- The second thing Design expertise does well is creating artefacts around which people can gather to interpret and discuss the characteristics of a social issue.
- A third thing that is central to design expertise is staging an open-ended enquiry that actively avoids being closed down quickly in the form of a particular solution.
- A fourth aspect of Design is its role in making trouble and being open to the potentially disruptive side of creativity.
- A final part of contemporary Design expertise is opening up the conventions about who and what can be included in a design project.
Again, this help us in defining the challenges and practices of a design leader as social expert working in this field.
Resourceful social expertise
These three zones of new design practice – co-creative prosumption, design for public services, and the construction of social problems – will be critical for our future and design wholly new models of design leadership. He may have crafted damned fine fiddles, but I have my severe doubts that Antonio Stradivari would have been particularly good at facilitating workshops for co-designing new long-term care services for those with dementia. I may be wrong; he may have had more than one string to his bow.
But these zones in some cases lay far beyond the familiar and comfortable territories of design. That some designers have succeeded, in some cases spectacularly well, in rising to the challenges, suggests that we need to identify the essential characteristics of leadership that can ensure success. My ‘feeling’ for this (in the absence of any actual data) is that in addition to some of those qualities identified in the previous post on design leadership, a critical requirement is resourcefulness. Emily Campbell makes the following points with regard to resourcefulness and design: “Resourcefulness is ingenuity: the ability to think on your feet; the ability to adapt one solution to another problem; the ability to make something out of little or nothing. But resourcefulness is also the confidence that comes with knowledge: having a skill or a range of skills at your disposal; knowing enough to make a wise choice; having analogous experience; having connections to draw on and knowing how to collaborate.This knowledge feeds the ingenuity, and vice versa.”
Tomorrow’s design leader is a resourceful social expert, who crafts change co-operatively.
I posted about this before, but the video of the evening had yet to be available. I was one of the PKN presenters at Dundee’s second Pecha Kucha Night on 28th February 2012, hosted by Creative Dundee. The theme of my talk is education.
I have a problem with design management. I have never really been able to put my finger on it in a decisive way. But today I came closer.
Next week I will be lecturing in Rotterdam to postgraduate students on the excellent EURIB Masters course on design management. My theme is design leadership. This is an established field of inquiry and practice, but has been defined largely by the corporate concerns of management. I have less interest in this than the broader and more challenging question of design leadership in social design, the community and in the new ‘indie capitalist’ start-up culture.
However, there is a literature out there that explores definitions, interpretations and challenges of leadership in design – much of it based on extensive research – which I have been picking the bones out of.
The definitions that exist in the design management literature simply do not fit the new world of practice that many designers find themselves in today. So I decided to crowdsource some definitions. I tweeted: Tell me in a tweet: how do you define #designleadership?
What was sent to me in just a few hours were some great insights and interpretations, few if any fitting the conventional idea of design leadership. This is hardly surprising since design leadership is part of only very few individuals’ daily discourse. But it has certainly opened up some interesting themes to explore in Rotterdam and to write about more fully over the summer. I have clustered the responses fairly broadly. Some obviously fit under a number of clusters, but here we go.
These definitions focus on critical competencies in getting projects done well. Design leaders, it is perhaps inferred, are excellent, pragmatic and efficient managers and practitioners.
@Doubleyouvee – someone who allows me 2 explore the boundaries of a brief but tells me to reel my neck in at the right time.
@First_Angle – design leadership is the ability to take control of a project & clearly portray the end result the client needs without issue
@Clearmapping – Compassion for those who pull off the all-nighters to deliver on time! *Usually day-in, day-out! : )
@FahdMSA – Design leadership is providing your creative ones with an open space in the right direction.
@cjarnold – #designleadership… the concerted act of framing, facilitating, and delivering on the promise of pragmatic creativity.
Given the textbook definitions – which focus exclusively on the strategic role of design leadership – I had expected to see a few more of these. I have included the @wearesnook response here as it accords with one view of strategic leadership which focuses on the ‘designerly approach to solving problems’.
@jsheau – Leadership thru design thinking/approaches applied strategically.
@martyn_evans – Very simply… ‘the strategic deployment of design management’.
@wearesnook – leaders who think like designers
In different ways, these definitions nail it really effectively: connecting, pathfinding and asking why.
@vanillainkUK – #designleadership is about connecting the dots
@DivaDesign – Design leaders are the Sherpas on the mountain of communication
@StuartUnited – By asking why all the time while dressed in black.
Vision, values and determination
Seeing a vision, holding on to values in the face of adversity and removing ego as you lead are the issues here. Putting others first, such as users, seems to be linked to this idea of leading with less ego.
@FDalmau – #designleadership is the capacity of transferring what only your eyes can see to the rest of humanity.
@craftfair – Sticking to your values under economic pressure.
@rbsquarebanana – Leading by example, without an egotistical bent.
@fwalasdair - putting the user / customer at the core of the organisation
Change in the world (not just business)
These two definitions focus on leading change, and in one case specifically regarding social change.
@alamaffan – be an agent of change.
@CharlotteGorse – #designleadership is helping to activate social change for the better, connecting likeminds in a common purpose
In the definitive Handbook of Design Management (in which I am one of many contributors) empowerment is not even in the index. This term comes from psychology and philosophy, and has a close association with feminism.
@EmmaWalkerCEO – Creating space to empower new opportunity and vision.
@jaycousins – #designleadership is empowering people to take the lead, so they can improve the world for themselves and others.
@joannasaurusrex – #designleadership is female!
To be honest, my twitter experiment had given me more inspiration and ideas to mull over than three days of poring over all the literature and research. So why is this?
My contributor @joannasaurusrex has a vital insight. I asked her why female, and she replied: “because women are more emotive – and both good design and good leadership should have a mixture of structure and feeling”.
Much of the literature in design management and design leadership is based on studies of men. Actually, a very specific type of man – a white male designer who works for a large corporation. I have nothing against these people at all. Some of them indeed are my best friends. It is just that basing an entire academic and professional discipline around a really rather small section of humanity is somewhat questionable.
In an influential and highly well argued paper, The Soul of Design Leadership, a number of examples are used to define the essence of design leadership. And they are: Philippe Picaud, former design director of Decathlon; Thorsten Bjørn, senior creative director for LEGO; Chris Bangle, former design director of BMW Group; Chris Hacker, former design director of Aveda; Chuck Jones, former design director of Whirlpool; Stefano Marzano, CDO of Philips Electronics; Steve Jobs and Jonathan Ive of Apple. Can you see a pattern here?
Or how about this, another paper on this same theme that lists Jonathan Ive, Bill Moggridge, Chris Bangle, Terence Conran, Tim Brown, Philippe Starck, Patrick Whitney, John Thackara and a few others. I guess you get my drift.
It is not as if we are short of women who work in corporate design or who are highly influential in design: design leaders such as Vivienne Westwood, curators and journalists such as Helen Walters and Alice Rawsthorn, designer/researchers like Helen Storey. But they do not feature as exemplars in the corporate-focussed literature.
A new vision of leadership
We can link this issue to the general crisis of leadership that is now evident in our culture. I have written about this in the context of politics elsewhere in this blog. There is a general failure of leadership in the political, corporate and civic worlds. I would suggest that this failure can be directly attributed to redundant values that are rooted in conventional power relationships, such as patriarchy.
Thankfully there are alternative values evident in the new generation of leaders, and it is these that need to be embraced, nurtured and – dare I say – empowered. UpRising is a leadership programme and a venture launched and developed by the Young Foundation to support and train a new generation of public leaders, aiming to open pathways to leadership for talented young adults. In a survey of UpRisers, people were asked to identify the three most important values/attributes for a leader to have. The UpRisers chose putting community first (44%), emotional intelligence (43%), and commitment and determination (38%). To quote from the UpRiser report:
“When asked what is lacking in leadership, the general public cited honesty (55%), integrity (46%), and emotional intelligence (40%). UpRisers however chose emotional intelligence, honesty, and putting community first as their three top choices. These results indicate that people do know what they are looking for: a new model of leadership that is absent from current British power structures.”
My theory is that there is a wholly new set of values, qualities and practices emerging from a new generation of leaders (in design and elsewhere) and these are evident from my highly unscientific twitter survey. So, let me pull this together and suggest a provisional conclusion.
Design leadership is fundamentally about empowerment, it is about vision, driving change through design in the wider world, and is about the primacy of values. We find it in the corporate world, and we find it in the community. Design leadership helps us to create iPhones, and it helps us to create and sustain knitting groups. We see design leadership in start ups and in schools where teachers empower their pupils to learn and to gain self-respect through design and technology. Design leadership is about focussed determination. And it is about empathy, emotional intelligence, honesty and the primacy of others. Not ego.
Design leadership is practiced by women and men, of indeterminate ethnicity, of all social classes. It is exemplified by amateurs, activists and professionals. So to define such a concept through a partial and selective perspective evident in some current design management thinking is at best flawed.
Does this matter? Well, on one level no, not at all. One of my respondents who I consider to be a remarkable and visionary design leader tweeted in reply to my thanks for taking part to say “You’re welcome, never heard the term till today to be honest.” If anything, that is a far more pressing problem to address: the failure of this research and literature to connect with its professional constituency. But perhaps it is time to initiate a discussion about design leadership with this new generation of leaders.
@jaycousins @EmmaWalkerCEO @wearesnook @joannasaurusrex @vanillainkUK who contributed, are exemplary design leaders. I’m sure the others are too – I just don’t actually know them! So thanks to them all.
Design leaders empower others to creatively connect the dots. And yes, sometimes they wear black.
The previous post argued that politics has failed the people: its institutional forms are defective and the culture of political discourse is both anachronistic and, to be honest, frankly offensive. As a consequence voter apathy is at record levels, and political debate now centres on meat-filled baked pastry products originating from the Cornish peninsula. D:Ream are simply wrong on this: things can only get much worse. So let us consider how design can begin to map a way out of this political slough of despond.
According to Jennie Winhall: “Design is political. It’s about values, power and preferences, about ideologies and consequences.” And it always has been. As I have argued elsewhere ”Designers are value driven. They look at the world, usually just one small part of it, and consider how it could be more efficient, more sustainable, more engaging, more desirable, more competitive, or simply more beautiful. How can that one small part of the world better reflect the values that we consider to be most relevant? Design makes a statement of what we want the world to be like. And in doing so, it is a political activity. Values are political, values express preferences about what problems are worth solving, and in whose interests they are solved. Values determine the degree to which design liberates or empowers the individual and those communities that make up the wider society.”
Unfortunately, the evidence of our own eyes would suggest that the values and politics pursued through most design practice meets the needs of vested corporate and other institutional interests, valuing the world only in terms of the commodities that feed unfettered consumerism. But according to Winhall: “The good news is that there’s a growing breed of designers who are political with a small p. They’re not campaigning, but problem solving; they’re not “master-designers,” but democratic in approach. They’re using their skills as designers to illustrate, create and demonstrate opportunities for social change. But the reason for their emergence is that the politics of design itself has changed.” She cites the redesign of public services as evidence for this, in that conventional policy makers, who are used to top-down decision making, are simply ill-equipped to address the needs of an age in which the user is central, and should be empowered to enable change.
Former Design Council Chairman, Lord Bichard, clearly agrees, and believes there are three key ways in which design can make public services better.
- It can redesign the way we deliver our services allowing us to “build or reshape our services around citizens, around clients, around customers.”
- It can help the development of better policy “ensuring that ideas are tested before having scarce resources invested in them on a national basis.”
- “Design can help us in the public services to be more innovative. We need to be conscious that today’s problems are just not going to be addressed by yesterday’s ideas and yesterday’s solutions…we need a whole new approach to policy over the 10 years.”
There are two areas of design practice that display the qualities and potential of a progressive political design practice: (i) service design in the public sector and (ii) design activism. The qualities in evidence are: user/citizen focussed, participatory and/or co-design in approach, valuing the primacy of local and practical knowledge, entrepreneurial in spirit and ethos, integrating design thinking and design craft, committed to open design principles, progressive in the social values that underlie practice. I will briefly consider each in turn.
Service design in the public sector is well documented in terms of how design is contributing to a democratised public sector through its distinctive methods and approaches. As The Guardian reported: “Design methods fuse time spent in the field and research techniques borrowed from anthropology with an understanding of how people use objects. They are democratic in spirit: designers use workshops that help people contribute their ideas freely. They are just as happy dealing with the currency of experience and emotions as they are analysing trends. And if public service reform is about anything, it has to be about people.”
Companies such as Engine and Scotland’s own excellent Snook are active in this field. Indeed Snook is working with the Scottish Government to see how design, innovation and creativity can be more firmly embedded within the processes of government. Our own Master of Design for Services course works very closely with public healthcare providers, local government and others to explore service design’s potential as a transformative process in public services, such as the current Totally Dundee project led by Taylor Haig which pulls together a team of recent MDes graduates.
The danger of service design for public services is that it becomes incorporated within the institutional paradigm that it has the potential to challenge, and thus becomes just another technocratic tool of the public sector. Simon Blyth and Lucy Kimbell have provided a vital analysis that comes out of service design practice, but which suggests a significant shift of emphasis:
“Rather than claiming to solve social problems, we want to argue for the relevance and value of Design in actively, critically and reflexively contributing to their construction… We want to invite designers to make this more clearly part of their practice. We think there are things about Design that make it particularly good at doing this, although the positioning of design-as- problem-solving tends to have ignored them.” Blyth and Kimbell argue that there are five things that make Design particularly good at helping construct social problems:
- The first thing Design does well is rendering issues as something that other people can experience.
- The second thing Design expertise does well is creating artefacts around which people can gather to interpret and discuss the characteristics of a social issue.
- A third thing that is central to design expertise is staging an open-ended enquiry that actively avoids being closed down quickly in the form of a particular solution.
- A fourth aspect of Design is its role in making trouble and being open to the potentially disruptive side of creativity.
- A final part of contemporary Design expertise is opening up the conventions about who and what can be included in a design project.
Their paper deserves close reading, especially their three specific suggestions about how Design needs to change in order to responsibly rise to the challenges of working on social problems that are often deep-seated and involve conflicting values:
- Firstly, individuals need to be aware what they bring to problem-definition and problem- solving on a project level, and how this amplifies, reproduces or challenges existing ideas about collective problems.
- Secondly, designers working on social problems should set up the possibilities for double-loop learning and reflective conversations.
- Thirdly, designers need to question whether the consultancy model, which continues to be a dominant way that the industry operates, is the right one for working in domains such as public service.
Service design in the public sector contains a variety of practices, but out of theme we can see emerging a political form of reflexive practice in which values are explicit and explored, and social activism becomes a more central element of practice,
Design activism is a very broad field which I have no intention of mapping here. Thankfully Anne Chick and Paul Micklethwaite have done that job admirably well in their book Also, Nicholas O’Donnell-Hoare, Karen Yair and I have documented many examples of design activism through our Change Makers project.
However, one specific aspect of design activism demands attention here, and that is the Open Design movement. Open Design Now is an excellent book that is partly available to access free online. Regretably the part that isn’t available includes Bert Mulder’s chapter on Open Design for Government, in which he argues that open design’s most significant contribution to government could be in terms of citizen involvement.
I have written elsewhere about open design and the maker movement’s possible contribution to a new economy and a new politics. Here I want to finish on Marleen Stikker’s introduction to the Open Design Now book. She centres her analysis on two ways of thinking and interacting with the world:
“Possibilitarians think in new possibilities, and get all excited when things get messy and life becomes disorderly. In disruption, possibilitarians see new opportunities, even if they do not know where they might lead. They believe, with Denis Gabor, that ‘the future cannot be predicted, but futures can be invented’. Realitarians are operating within a given framework, according to the rules that are given, following to the powers there are. They accept the conditions and the institutions as given, and are fearful of disruption.”
As she continues to argue:
“Possibilitarians engage in open design as a process, trusting their own abilities to guide that process. And as possibilitarians, they pursue strategies to be inclusive, to involve others, to build bridges between opposite positions: North-South, old-young, traditional-experimental. Possibilitarians represent a sharing culture which is at the core of open design. As such, they trust others to make their own contributions and to build upon what has been shared. Trust, responsibility and reciprocity are important ingredients in an open, sharing culture.”
Not all designers are possibilitarians, but it seems to me that those who are hold the key for defining a new politics. Design is the art of the possible. So was politics, once. Alas, no longer. The change we need to see in our political culture will not come from the realitarians who dominate that culture. Designers therefore have a challenge and an opportunity: to demonstrate their value as transformative change makers.
In a third post I will set out some steps we can take to do this. I will also engage with Tony Fry’s latest book Design as Politics which sets out a highly radical path for the design community.
When Cornish Pasties become the dominant political news story, then either it is a remarkably slow news day or there is something critically wrong with the state of politics. With yet another UK fatality in Afghanistan, and an imminent petrol tanker drivers’ strike, lack of news would not appear to be the problem. But militarism and industrial relations have long ceased to be the stuff of political debate. In our liberal democracy where all political parties jostle for position in the centre ground, ideological differences take on a much more subtle and seemingly bizarre form. So Ed Miliband and Ed Balls – the supposed intellectual heavyweights of the Labour Party – brandish sausage rolls to make their point. Meanwhile in Parliament, the Chancellor of the Exchequer was floored by a question that was not about his failure to manage the economy, but was about when he last bought a pasty at Greggs. When a Greggs pasty is the political hot potato of the day, then we really are in a pickle. Food for thought, eh?
In the last general election, 35% of registered electors failed to vote at all. According to the Electoral Commission, up to 6 million people do not even register to vote, so if we factor them in, then around 43% of eligible voters either don’t register, or stay at home on polling day. Thus, we have a Prime Minister representing a party that secured 19% of the eligible vote in the last general election. None of this is news, as rising voter apathy is well recognised across the political spectrum. But what is equally disturbing is apathy on the part of the political parties themselves to address an issue which, if neglected long enough, will simply destroy the democratic system.
Like just about everyone I know, I vote with a very heavy heart. The party I vote for has no vision, no creative imagination and no ability to engage people about issues that matter to them. My party of choice has abandoned most of its values and has enacted some policies and practices that I actively abhor. But they’re better than the other lot. Not much of a reason to vote though, is it? None of the parties address the long-term issues that our collective future depends on, preferring to focus on short term gains that are politically expedient. Consequently issues such as the ageing population, energy and transport policy, and the whole sustainability agenda are parked to one side. The pasty takes precedence.
There are two issues here. First is the tendency under liberal democracies for a coalescing around the centre ground, thereby removing ideology from politics and any sense of long term vision. As a consequence we choose not political alternatives based on a notion of a world we would like to live in, but technocratic alternatives based on how efficiently we think the world could be run. We vote on the basis of which party we think has the more competent leaders to make the decisions required to steer an advanced capitalist economy. Of course, we are not really qualified to choose on the basis of actual competence, so it boils down to which bloke looks the part. And right now it is all blokes.
Second, the conventions, cultures and methods of politics are wholly anachronistic and simply have no appeal or resonance with the majority of people as the British Social Attitudes Survey suggests (I think the bloke thing is a clue as to the reason for this). The world has moved on. Politics has not. I used to listen religiously to Any Questions on Radio 4. Two weeks ago after it had been on for five minutes, we switched it off. I do not want shouty people who seem incapable of listening or acknowledging other points of view in my house, thank you very much. It’s bad enough when you have to vote for them. I’m with Martin Amis on this one, who argues that British politics is full of ”not very nice people – touchy, vain, power-hungry male politicians obsessed by maintaining face”. And that’s just the good ones.
Politics has failed the people. The irony here is that it has been politicians who have driven change everywhere else. We had to get more competitive and weed out the lame ducks. So the mines and shipyards were shut. We had to reform the public sector, so throughout education, healthcare and policing we have seen radical reforms and restructuring. We have all changed. We have all adapted. Meanwhile the political system remains largely as it was in the 19th century. No change there. There is a language and culture of conflict, secrecy and duplicity that has now become so profoundly unappealing and irrelevant to the way that the world works, that radical change in politics is no longer an option but a necessity for its very survival. Apathy becomes tempered when we are offered what appears to be authenticity and real choice in politics. George Galloway and the SNP are at least authentic. But do we really desire a politics based on sectionalism or nationhood?
It is time to design politics better.
In the second part of this post I will look at the inherently political role of design, initiatives by designers to creatively engage communities in rethinking their future, and some recent arguments suggesting that design itself could constitute a new politics.