The Pattern Problem
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These are the slides from my talk at Google Firestarters on 5th September 2017 in London. It's about two tools in particular we use at Smithery (www.smithery.com) to break the patterns that we find can emerge and strangle how people approach their work. The content is a compressed version of some of the material from the Innovation & Future Thinking course I led at IED in Barcelona this summer.
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The Pattern Problem
- 1. The Pattern Problem Google Firestarters, September 2017 John V Willshire / @willsh
- 2. SMITHERY
- 3. Strategic Design bridges disciplines and departments, roles and responsibilities. It is concerned with the factors around a thing, not just the thing itself.
- 4. 2011
- 8. IED Innovation & Future Thinking Barcelona, 17th-29th July 2017 summer course
- 9. let's start with thisâŠ
- 11. If you stare long enough, you see how it works http://www.vernissage.tv
- 12. If you stare long enough, you see how it works
- 14. What are the underlying mechanics?
- 15. Mechanics: What happens to things when things happen to them?
- 18. Letâs go back to September 2011âŠ
- 19. What can planning learn from design thinking? â â
- 20. âCompanies were comfortable and welcoming to Design Thinking because it was packaged as a process.â Bruce Nussbaum, âDesign Thinking is a Failed Experimentâ, 2011
- 21. We donât need another process
- 22. BACK TO THE PRESENTâŠ
- 24. Double Diamond, British Design Council
- 25. time
- 26. Linear processes are built for comfort
- 27. The âroadmapâ is complicit dishonesty
- 31. manoeuvrability > speed ?
- 33. OBSERVE DECIDE ACTORIENT outside world implicit guidance & control REPEAT
- 34. OBSERVE DECIDE ACTORIENT outside world implicit guidance & control New information about changing environment Form a hypothesis Test it⊠REPEAT
- 35. OBSERVE DECIDE ACTORIENT outside world implicit guidance & control How do you orient yourself?
- 36. Orient To align yourself with relation to surroundings, circumstances, and facts
- 37. New information Analysis & synthesis Previous experience Cultural traditions SOURCE: JOHN BOYD
- 38. New information Analysis & synthesis Previous experience Cultural traditions SOURCE: JOHN BOYD PRESENT} PATTERNS}
- 39. The pattern problem An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 40. We canât get caught waiting for things to happen again
- 41. So how do you break patterns?
- 43. Bruce Lee âThe highest technique is to have no techniqueâ
- 44. Jeet Kune Do
- 45. Bruce Lee âit is just a name used, a boat to get one across, and once across it is to be discarded and not to be carried on one's backâ
- 48. Charlie Munger âEighty or ninety important models will carry about 90% of the freight in making you a worldlyâwise person.â
- 49. Loops help (re)make our models in response to reality
- 51. If loops are the behaviour, layers are the environment
- 52. but this yearâŠ
- 56. Stewart Brand âThe quick processes provide originality and challenge, while the slow provide continuity and restraintâ
- 61. THE GEARBOX
- 62. THE GEARBOX
- 63. SLOWFAST PEOPLE
- 64. SLOWFAST PEOPLE FRIENDS FAMILY KIDS TEAM FUNDRAISERS PARTIES PARENT HELPERS COMMUNITY PROGRAMMES LOCAL TEAMS HERITAGE OFFICIAL LEAGUES GRASSROOTS MATCH OFFICIALS GOVERNING BODIES TOURNAMENT INTERNATIONAL TEAMS EUROPEAN COMPETITION SUPPORTERS CLUBS TELEVISION COVERAGE
- 65. SLOWFAST SPACE
- 66. SLOWFAST SPACE GRAFFITI CHALKING FLYPOSTING STREET ART STICKERS ADVERTISING PUBLIC NOTICE BOARDS SHOP SIGNS STREET SIGNS COUNCIL NOTICES TRAFFIC DIVERSIONS FOUNTAINS MOSAICS PUBLIC AMENITIES MURALS SCULPTURES STREET FURNITURE
- 68. - Stewart Brand âAll durable, dynamic systems have this sort of structure; itâs what makes them dynamic and robustâ
- 71. What happens when a gear jumps?
- 72. small, nimble groups of people vs. slow, regulated, built-up space
- 74. instant changes in the space vs. large groups of people with shared understanding
- 75. âa baby-step to virtual realityâ New York Times
- 76. I PROMISE YOU, THIS IS RESEARCH
- 80. @willsh What is âhereâ? pic: Aiko Graywolfe
- 82. Is the Pokémon really here?
- 83. If it isnât over hereâŠ
- 85. It must be here
- 86. Pokemon Go âmobâ, July 20th, San Francisco Photo: NYT TEMPORARY SPATIAL SHOCKS
- 87. @willsh
- 89. âIt makes it harder to live hereâ
- 90. virtual layer
- 93. Gamers Pokémon Public parks Fashion fans Ltd editions Shopping malls Patients NHS Doctors Surgeries Self-driving cars Cheap fuel Village petrol station Violent mobs Suppression Polling stations
- 94. All environments now change faster than our processes can allow for⊠dynam ic and robust âŠwe canât aïŹord to get stuck in patterns
- 95. How do we design tools that break patterns? An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 96. âThe blacksmith makes his own toolsâ Daniel Dennett
- 97. THE OBLIQUISCOPE
- 99. THE OBLIQUISCOPE Donât look at what youâre looking at
- 100. WHO WHAT Culture, Individuals, Groups What are they part of? How do they communicate? What beliefs do they share? Matter, Space, Objects What is it made of? How is it accessed? What does it depend on?
- 101. SLO W ER FASTER WHO WHAT Culture, Individuals, Groups What are they part of? How do they communicate? What beliefs do they share? Matter, Space, Objects What is it made of? How is it accessed? What does it depend on? What happens in ïŹve years time? What have the last 24 hours been like? In the long run, how is this sustainable? Step by step, how does this work?
- 102. SLO W ER FASTER WHO WHAT Sketch the momentary interaction⊠Write the 5th anniversary press release⊠Map the supply chain⊠Evaluate long-term sustainability⊠Analyse population trends by location⊠Sort through user complaints⊠Empathy mapping⊠Prototype new supporting serviceâŠ
- 103. SLO W ER FASTER WHO WHAT âŠusing LEGO bricks âŠfor a news organisation that doesnât exist yet âŠusing metaphorical territorial features âŠas if you are a UN working group âŠas if this is a long dead civilisation at the turning point âŠas a card game âŠusing LEGO miniïŹgs âŠas if you are a parasitic start-up
- 107. The fox is the master of adaptability
- 110. ćç
- 111. SLOWFAST PEOPLE SLOWFAST SPACE If loops are the behaviour, layers are the environmentâŠ
- 113. people space MATERIALISM: âall things, including mental things and consciousness, are results of material interactions.â IDEALISM: âreality as we know it is fundamentally mental, mentally constructed, or otherwise immaterialâ actions, interactions, conversations⊠objects, environments, systemsâŠ
- 114. people space MATERIALISM: âall things, including mental things and consciousness, are results of material interactions.â IDEALISM: âreality as we know it is fundamentally mental, mentally constructed, or otherwise immaterialâ actions, interactions, conversations⊠objects, environments, systems⊠Sometimes itâs this. Sometimes itâs this.
- 116. p s
- 117. Team
- 118. Team Qualitative
- 121. Sketch
- 122. Sketch ScaïŹold
- 125. p s
- 126. p s Improve? Share?
- 127. p s
- 128. Time is an output, not an input⊠p s
- 129. If loops are the behaviour, layers are the environment
- 131. p s 1. OBSERVE 2. ORIENT 3. DECIDE 4. ACT 2 3 4 1
- 135. P S
- 138. The best way to learn is to play
- 139. Describe Five Pivotal Moments
- 140. p s
- 141. (FIVE MORE SLIDES TILL BEER) SO, TO CONCLUDEâŠ
- 142. Make your own tools to break the pattern problem⊠An example becomes a lesson A lesson becomes a method A method becomes a practice A practice becomes a doctrine A doctrine becomes death
- 143. Tools which naturally reinvent themselves WHO WHAT WHO WHAT WHO WHAT
- 145. Bruce Lee âSet patterns, incapable of adaptability, of pliability, oïŹer only a better cage. Truth is outside of all patternsâ
- 146. Thank you John V Willshire john@smithery.com @willsh smithery.com artefactshop.com