Recipes for Systemic Change - Helsinki Design Lab

SubsectionAppendix329Pin-upA meeting where work that isstill in progress is pinned upSiloRefers to the division of laborinto functional groups thatStrategic intentIf vision specifies why actionshould be taken, intent narrowsVisionThe best vision statementsanswer the simple questionon the wall so that a project often have little or no horizontalin on what exactly should “why?” By describing anconnection between each team may have a group discussionbe done. Strategic intent opportunity and offering aabout it. Pin-ups often other—like the silo structures specifies a course of action in general direction of change,happen on a daily basis during that store various sorts of dry terms of methods and desired strong vision makes the statusintense design phases.—p 109-110goods. This works wonderfully outcomes. While it mightwhen problems can be cleanly include some key details, forquo fungible.—p 23-24, 113Place, the importance of—p 121-125, 132Planssubdivided, and less so wheninterdependencies exist.—p 16, 21-22, 30, 31Sketchingthe most part these remainfuzzy and adaptable to futureevolutions of the context.Nevertheless, strategic intentacts as a shared touchpointSee also: intent, planVisualisationLiterally “making visible”, theThe description of a detailed The quick and dirty exploration that helps a team to make strategic implications of visualisationcourse of action that includes of an idea, often using visual individual decisions that aligncome when used as anroles, responsibilities,timelines, and other practicaldetails. The best plans reflecttechniques. Sketches allow the towards a common vision.relationships between part and —p 23-24whole to be explored whenanalytical tool, not merely toillustrate fully formed thoughtsex post facto. This includesvision percolated through details are still fuzzy.See also: vision, plansketching, data visualisation,strategic intent and are subject —p 20, 37-39, 46, 109, 114-115to continual reality checks.Studioand mapping.—p 47-48—p 23-24, 26, 28, 35, 40, 48 StewardshipMay refer to a team of peopleSee also: vision, intentPre-factualGood strategies rarely remainunchanged when pressed intoaction. Stewardship is a roleof ongoing involvement over(p 101-105), a design processas described in this book (p87-89), or a physical place (p121-125).See 24, 30, 40, 44-45, 64, 73,76, 83, 96, 112, 115, 116 forexamples—p 21the duration of an initiative toWelfare systemassist with corrective feedback, Synthesis—p 62, 74-83, 273-323Prototyping—p 16, 139troubleshooting, and coursecorrection.The act of combining multipleelements to create one thing. Wicked problems—p 22, 23, 26, 40, 47-48 In contrast to cutting and pasting—p 20, 32Recruiting—p 101-105Return on investment—p 24, 73ScaleStrategic designTraditional definitions ofdesign often focus on creatinga solution for a specific need—be it a product, a building, ora service. Strategic design isthings together, synthesisresults in more than the sumof its parts.—p 6Third culture kids—p 25—p 19, 21, 27, 31, 35, 38-39, 67, the adaptation of principles72-73, 93, 94-95, 114-115 from traditional design to "big Time managementpicture" systemic challenges —p 107-111Service design—p 24, 28-29, 82like health care, education, andclimate change. It is the use of Uncertainty, Comfort withdesign method and mindset —p 19, 25, 47, 57, 137to redefine how problems areapproached, identify opportunitiesfor action, and helpdeliver more complete andresilient solutions.—p 19-41Protip: why bother with page numbers? For quicker searching,download a free copy of this book and use the 'find' command.http://helsinkidesignlab.org/instudio/