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Summary
As a first approximation, many designers describe what they do as "problem-solving." This frame arose in the context of the industrial revolution, in early days of professional design. "Problem-solving" casts designers as objective experts, delivering the right answer. However, reality is messy; many answers might suffice — or none. "Problems" are not separate and clearly bounded; rather, they are deeply intertwined. As the information revolution increases scale and shifts the focus of designing to complex adaptive systems, problem-solving increasingly misses the mark; design needs a new frame.
Key Insights
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Design has been predominantly viewed as problem-solving for decades but may need to evolve past this view.
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The concept of 'wicked problems' illustrates the complexity and nuance in design tasks.
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Modern design is influenced more by systems thinking rather than static solutions suitable for manufacturing.
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Hugh argues that designers should create conditions for systems to thrive rather than simply providing solutions.
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Technological advancements, especially AI and data-driven approaches, require designers to adapt their methodologies.
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The idea of digital twins is a radical shift in understanding operations and systems in design.
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Organizations should focus on a culture of ongoing engagement and data awareness rather than fixed objectives.
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Designers must embrace complexity and collaborations, moving away from being solitary decision-makers.
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The role of designers is evolving from direct controllers of design to facilitators of adaptive systems.
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Ongoing learning, adaptability, and shared user goals are becoming crucial elements in design expectations.
Notable Quotes
"Designers often describe what we do as problem-solving, and that's fine."
"This idea of design as problem-solving goes all the way back to Lazitzki."
"The world we live in today is very different from that of the 19th century view of design as preparing things to be manufactured."
"We may want to think about a new metaphor for design that better reflects the ongoing process of creation."
"Raising a child or teaching a student is not a problem to be solved; it’s an ongoing process."
"Wicked problems suggest that there’s a complexity to design that cannot always be encapsulated within a neat solution."
"Organizations need to become data-informed and open to capturing the value of data."
"Designers have to operate not just in fast layers but also engage with the slower layers of systems."
"Our values in design are changing from seeking perfection to embracing 'good enough' for the moment."
"Creating conditions for these systems to grow and learn is a much more valuable role for designers."
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