(highlight:: The Importance of Building Models for UI and UX Design in Software Services and Systems
Transcript:
Speaker 1
Modeling. Overplaycast is a great video describing interaction as a kind of feedback loop.)
- Time 0:04:21
-

(highlight:: Product Market Fit Is All About Interaction With Users and Other Stakeholders
Summary:
With the rise of computers and networks, the idea of finishing something has changed in the information revolution.
Software products are constantly evolving, so designers are no longer finished with their work. In Silicon Valley, there is a belief that waiting to ship a product until it feels finished is a disaster.
Achieving product-market fit involves interacting with customers over time and embracing change.
Designers are actively involved in conversations with customers and stakeholders.
Transcript:
Speaker 1
Talked about this quite nicely but with the rise of computers and networks and the information revolution the the idea of finishing something in many ways changes and as you well know As we've talked about many times a software product is constantly evolving and so I think that's a starting point is that this this idea that that your that designers are no longer finished With the thing that they're working on and there's there's almost an aphorism or even a law but certainly a belief in in the the lore of Silicon Valley that if you wait to ship a product Until you feel like the software is finished that your that's disaster and that that this idea of achieving product market fit is all about interaction with customers over time which Necessarily assumes that the product is going to change and so that the designer is very much involved in that that kind of conversation with with customers and other stakeholders)
- Time 0:16:20
-

(highlight:: The Worlds Problems Are Inherently Complex and Largely Defined By One's Own Point of View
Summary:
The world's issues and designers are not isolated, static, or clear; they are systemic, connected in networks of cause and effect, ever-changing, and defined by one's perspective.
Design education has focused on teachable problems within a classroom, with a pre-selected point of view.
Transcript:
Speaker 2
You say in the in the chapter and I'm going to read back to you a sentence here or part of the sentence you say most issues facing the world and designers are not isolated not static and not Clear they are systemic connected in networks of cause and effect ever changing and largely defined by one's point of view and what I'm hearing here is that we can talk about the practice Of design but specifically coming back to education you were talking about the way that design education has been framed has been kind of focused on problems that can be taught like Addressing issues that can be taught within the context of a classroom where you come kind of with the point of view already pre-selected somehow)
- Time 0:21:50
-

(highlight:: Defining Wicked v.s. Tames Problems
Summary:
In his 1987 book 'Design Thinking', Peter Roe outlines three levels of problems: simple, complex, and wicked.
Simple problems are similar to riddles or tape problems.
Transcript:
Speaker 1
Time the application of time uh peter roe in his uh 1987 book uh design thinking so before that became a kind of uh uh a kind of catchphrase uh roe describes three levels uh so he describes Simple problems complex problems and wicked problems uh and his slight difference is that a uh a simple problem is of course the same it's a it's a problem which it's the same as uh riddles Uh tape problems uh)
- Time 0:25:44
-

(highlight:: Peter Roe's Three Levels of Problems: Simple, Complex, and Wicked
Summary:
In his book, Design Thinking, Roe describes three levels of problems: simple, complex, and wicked.
A simple problem has a known solution, like a riddle. A complex problem occurs when key stakeholders are working together but haven't defined their goals clearly.
The front-end of solving a complex problem involves reducing it to an actionable solution.
Transcript:
Speaker 1
Peter roe in his uh 1987 book uh design thinking so before that became a kind of uh uh a kind of catchphrase uh roe describes three levels uh so he describes simple problems complex problems And wicked problems uh and his slight difference is that a uh a simple problem is of course the same it's a it's a problem which it's the same as uh riddles uh tape problems uh the the definition Is given uh and you just need to to crank out the solution a complex problem is one that you often face in business where uh everybody the key stakeholders are all more or less working together Um but they still haven't really figured out what they're trying to do they have some general idea uh but it's not clear and not yet actionable and there's a fair amount of effort in this Messy front end to reduce it to uh something where everybody can sign off and say that this is this is what we uh what we agree on)
- Time 0:25:48
-

(highlight:: Management is about setting up the conditions necessary for a team or business to thrive
Summary:
A management professor at Pid explains that managers face a series of ever-changing problems.
Managing a business is not about solving a single problem, but creating conditions for the business to thrive. Similarly, a child is not a problem to be solved, but the parent's role is to create an environment in which the child can thrive.
The same applies to managers and designers in their respective domains.
Transcript:
Speaker 1
Management uh professor at Pid uh talks about uh messes uh he says that uh that managers don't face a problem so much as a series of connected ever changing uh problems which are kind of A mess um and this this idea of of having to deal with the business in a continuously changing world uh brings us back to this idea of problem solving and you know do managers in a business Have to solve problems well sometimes sure but managing a business is not problem solving per se you there's not some problem which would solve will guarantee the business um you've Heard me before uh say uh this is the relation of parents to children that uh a chill a child is not a problem to be solved a child may have a problem from time to time uh but uh the parents relation To the child the manager's relation to the business and I would say the designer's relationship to the work uh is to create conditions in which the business can thrive to create conditions In which the child can thrive to create conditions in which the product service ecology could thrive)
- Time 0:27:28
- leadership, complexity, management, 1todo evernote,

(highlight:: Solution Spaces: Thinking About Solutions as Points in N-Dimensional Space
Summary:
The idea of the solution space is like a geometric space with various dimensions.
Simon believed that each solution is a point in this space. For example, when designing shoes, the space includes factors like gender, size, color, and type.
Variation in the space comes from introducing new materials or technologies.
Expanding the space leads to innovative solutions, like adding a bladder to a tennis shoe or weaving in 3D.
It's about thinking outside the existing solutions and creating something new.
Transcript:
Speaker 1
Raised this this idea of the solution space sometimes people call it the problem space uh sometimes folks call it an opportunity space uh the word space is curious it uh I believe that There's evidence from Simon that he bent it literally as a kind of geometric space with divisions and that he saw any particular instance a so-called solution as a point in a multi-dimensional Cartesian space where you could create you know an xy graph or an xyz graph or a four or five-dimensional graph and say well all right uh what are the divisions of scissors for example To pick one duck entirely at random you know the length of the blade the is there a spring uh the material the color uh you know another example we use is to talk about shoes and sort of the The famous department store in San Francisco and the east the west coast Nordstroms which has this huge shoe department and you know there's there's gender and size and color and type And this gives you a sort of uh you know ontology or taxonomy the in a database schema of which any particular pair of shoes is a point but in designing a pair of shoes that there's a kind Of question are you are you working within the existing solution space in which case you're making a variation about a type what is the variation on that type or have you found some way To enlarge the solution space by introducing a new material or a new technology you know suppose we added a bladder to the to the tennis shoe and you can suddenly pump up the pressure of The tennis shoe well that that that changes the solution space uh you know suppose you could weave things in 3d uh well that changes the solution space of of of tennis shoes or a new business
Speaker 2
Model)
- Time 0:33:47
-
- [note::"The Solution Space" - An one-dimensional array representing a given set of solutions where each dimension represents a quality/characteristic of each solution.]

(highlight:: Understanding the History of Design Methods
Transcript:
Speaker 1
Yeah well you're kind of several levels here i think first of all that you understood this and uh help me come to a better understanding of it uh i want to say that uh i went to to school my First design classes uh were at the University of Colorado's School of Environmental Design which had uh all these expats from Berkeley's School of Environmental Design uh which Was uh named Environmental Design coming from the folks at OLE and so this is a log history of kind of design methods which eventually becomes design thinking or rebranded as design Thinking today but my very first design class was uh scientific they under like that scientific problem solving design so i've spent much of my career getting over this trauma from My from my youth and it is part of my recovery uh to to see a reframing of well you could consider)
- Time 0:44:59
-

(highlight:: The Importance of Building Models for UI and UX Design in Software Services and Systems
Transcript:
Speaker 1
Modeling. Overplaycast is a great video describing interaction as a kind of feedback loop.)
- Time 0:04:21
-

(highlight:: Product Market Fit Is All About Interaction With Users and Other Stakeholders
Summary:
With the rise of computers and networks, the idea of finishing something has changed in the information revolution.
Software products are constantly evolving, so designers are no longer finished with their work. In Silicon Valley, there is a belief that waiting to ship a product until it feels finished is a disaster.
Achieving product-market fit involves interacting with customers over time and embracing change.
Designers are actively involved in conversations with customers and stakeholders.
Transcript:
Speaker 1
Talked about this quite nicely but with the rise of computers and networks and the information revolution the the idea of finishing something in many ways changes and as you well know As we've talked about many times a software product is constantly evolving and so I think that's a starting point is that this this idea that that your that designers are no longer finished With the thing that they're working on and there's there's almost an aphorism or even a law but certainly a belief in in the the lore of Silicon Valley that if you wait to ship a product Until you feel like the software is finished that your that's disaster and that that this idea of achieving product market fit is all about interaction with customers over time which Necessarily assumes that the product is going to change and so that the designer is very much involved in that that kind of conversation with with customers and other stakeholders)
- Time 0:16:20
-

(highlight:: The Worlds Problems Are Inherently Complex and Largely Defined By One's Own Point of View
Summary:
The world's issues and designers are not isolated, static, or clear; they are systemic, connected in networks of cause and effect, ever-changing, and defined by one's perspective.
Design education has focused on teachable problems within a classroom, with a pre-selected point of view.
Transcript:
Speaker 2
You say in the in the chapter and I'm going to read back to you a sentence here or part of the sentence you say most issues facing the world and designers are not isolated not static and not Clear they are systemic connected in networks of cause and effect ever changing and largely defined by one's point of view and what I'm hearing here is that we can talk about the practice Of design but specifically coming back to education you were talking about the way that design education has been framed has been kind of focused on problems that can be taught like Addressing issues that can be taught within the context of a classroom where you come kind of with the point of view already pre-selected somehow)
- Time 0:21:50
-

(highlight:: Defining Wicked v.s. Tames Problems
Summary:
In his 1987 book 'Design Thinking', Peter Roe outlines three levels of problems: simple, complex, and wicked.
Simple problems are similar to riddles or tape problems.
Transcript:
Speaker 1
Time the application of time uh peter roe in his uh 1987 book uh design thinking so before that became a kind of uh uh a kind of catchphrase uh roe describes three levels uh so he describes Simple problems complex problems and wicked problems uh and his slight difference is that a uh a simple problem is of course the same it's a it's a problem which it's the same as uh riddles Uh tape problems uh)
- Time 0:25:44
-

(highlight:: Peter Roe's Three Levels of Problems: Simple, Complex, and Wicked
Summary:
In his book, Design Thinking, Roe describes three levels of problems: simple, complex, and wicked.
A simple problem has a known solution, like a riddle. A complex problem occurs when key stakeholders are working together but haven't defined their goals clearly.
The front-end of solving a complex problem involves reducing it to an actionable solution.
Transcript:
Speaker 1
Peter roe in his uh 1987 book uh design thinking so before that became a kind of uh uh a kind of catchphrase uh roe describes three levels uh so he describes simple problems complex problems And wicked problems uh and his slight difference is that a uh a simple problem is of course the same it's a it's a problem which it's the same as uh riddles uh tape problems uh the the definition Is given uh and you just need to to crank out the solution a complex problem is one that you often face in business where uh everybody the key stakeholders are all more or less working together Um but they still haven't really figured out what they're trying to do they have some general idea uh but it's not clear and not yet actionable and there's a fair amount of effort in this Messy front end to reduce it to uh something where everybody can sign off and say that this is this is what we uh what we agree on)
- Time 0:25:48
-

(highlight:: Management is about setting up the conditions necessary for a team or business to thrive
Summary:
A management professor at Pid explains that managers face a series of ever-changing problems.
Managing a business is not about solving a single problem, but creating conditions for the business to thrive. Similarly, a child is not a problem to be solved, but the parent's role is to create an environment in which the child can thrive.
The same applies to managers and designers in their respective domains.
Transcript:
Speaker 1
Management uh professor at Pid uh talks about uh messes uh he says that uh that managers don't face a problem so much as a series of connected ever changing uh problems which are kind of A mess um and this this idea of of having to deal with the business in a continuously changing world uh brings us back to this idea of problem solving and you know do managers in a business Have to solve problems well sometimes sure but managing a business is not problem solving per se you there's not some problem which would solve will guarantee the business um you've Heard me before uh say uh this is the relation of parents to children that uh a chill a child is not a problem to be solved a child may have a problem from time to time uh but uh the parents relation To the child the manager's relation to the business and I would say the designer's relationship to the work uh is to create conditions in which the business can thrive to create conditions In which the child can thrive to create conditions in which the product service ecology could thrive)
- Time 0:27:28
- leadership, complexity, management, 1todo evernote,

(highlight:: Solution Spaces: Thinking About Solutions as Points in N-Dimensional Space
Summary:
The idea of the solution space is like a geometric space with various dimensions.
Simon believed that each solution is a point in this space. For example, when designing shoes, the space includes factors like gender, size, color, and type.
Variation in the space comes from introducing new materials or technologies.
Expanding the space leads to innovative solutions, like adding a bladder to a tennis shoe or weaving in 3D.
It's about thinking outside the existing solutions and creating something new.
Transcript:
Speaker 1
Raised this this idea of the solution space sometimes people call it the problem space uh sometimes folks call it an opportunity space uh the word space is curious it uh I believe that There's evidence from Simon that he bent it literally as a kind of geometric space with divisions and that he saw any particular instance a so-called solution as a point in a multi-dimensional Cartesian space where you could create you know an xy graph or an xyz graph or a four or five-dimensional graph and say well all right uh what are the divisions of scissors for example To pick one duck entirely at random you know the length of the blade the is there a spring uh the material the color uh you know another example we use is to talk about shoes and sort of the The famous department store in San Francisco and the east the west coast Nordstroms which has this huge shoe department and you know there's there's gender and size and color and type And this gives you a sort of uh you know ontology or taxonomy the in a database schema of which any particular pair of shoes is a point but in designing a pair of shoes that there's a kind Of question are you are you working within the existing solution space in which case you're making a variation about a type what is the variation on that type or have you found some way To enlarge the solution space by introducing a new material or a new technology you know suppose we added a bladder to the to the tennis shoe and you can suddenly pump up the pressure of The tennis shoe well that that that changes the solution space uh you know suppose you could weave things in 3d uh well that changes the solution space of of of tennis shoes or a new business
Speaker 2
Model)
- Time 0:33:47
-
- [note::"The Solution Space" - An one-dimensional array representing a given set of solutions where each dimension represents a quality/characteristic of each solution.]

(highlight:: Understanding the History of Design Methods
Transcript:
Speaker 1
Yeah well you're kind of several levels here i think first of all that you understood this and uh help me come to a better understanding of it uh i want to say that uh i went to to school my First design classes uh were at the University of Colorado's School of Environmental Design which had uh all these expats from Berkeley's School of Environmental Design uh which Was uh named Environmental Design coming from the folks at OLE and so this is a log history of kind of design methods which eventually becomes design thinking or rebranded as design Thinking today but my very first design class was uh scientific they under like that scientific problem solving design so i've spent much of my career getting over this trauma from My from my youth and it is part of my recovery uh to to see a reframing of well you could consider)
- Time 0:44:59
-