DOCSLIB.ORG

Larc 482T/582T the Design Charrette Today

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Larc 482T/582T the Design Charrette Today UBC School of Architecture and Landscape Architecture ! LARC 482T/582T THE DESIGN CHARRETTE TODAY 1. Introductions & course Introduction 2. Lecture: Introduction to the Design Charrette ! 3. Lecture: Moura Quayle: Strategic design/ Design thinKing 4. Two Assignments: SKype Discussion with Patrick Condon Theme Research Form groups 5. To studio IMPORTANT Saturday June 10- all day Macmillan and Landscape Annex closed Electricity shutdown COURSE INTRODUCTION Class Blog blogs.ubc.ca> ENDS 482T/LARC 582T Design Charrette ! Syllabus and Schedule COURSE WITHIN A COURSE CONTENT KNOWLEDGE DESIGN CHARRETTES Thematic knowledge Theory and practice of about whole systems the design charrette thinking, the project and the site UBC SOUTH CAMPUS DESIGN CHARRETTE THE DESIGN CHARRETTE- AN INTRODUCTION 1. Definitions ! 2. Brief history ! 3. Types of charrettes ! 4. Typical methods cdesignc.ticketleap.com_PhiladelphiaSchools THE DESIGN CHARRETTE WHAT IS A DESIGN CHARRETTE? ! “a design charre^e is a _me-limited, mul_-party design event organized to generate a collaboravely produced plan....” Patrick Condon in Condon, Design CharreDes for Sustainable CommuniEes, 2008, Page 1. ! “an accelerated, collabora_ve, design-based process that harnesses the talents and energies of all interested staKeholders to create and support a feasible plan.” NaEonal CharreDe InsEtute, charreDeinsEtute.org/about ORIGINS TERMINOLOGY Ecole des Beaux Arts origins… “At the end of the nineteenth century the Architectural Faculty of the Ecole des Beaux- Arts issued problems that were so difficult few students could successfully complete them in the _me allowed. As the deadline approached, a pushcart (or charre^e in French) was wheeled past students’ worK- spaces in order to collect their final drawings for jury cri_ques while students fran_cally put finishing touches on their worK. To miss ‘the charre^e’ meant an automa_c grade of zero.” Charette, L'Ecole des Beaux (Roggema 2014 p. 15) Artes, etching, author and date unknown. CONTEMPORARY DEFINITION (+ 165 years) Patrick Condon: “a design charre^e is a _me-limited, mul_-party design event organized to generate a collabora_vely produced plan....” Condon, Design CharreDes for Sustainable CommuniEes, 2008, Page 1. THE DESIGN CHARRETTE- Essentials ESSENTIAL CHARACTERISTICS ! • collabora_ve • employ design/ design thinKing • forward thinKing, solu_ons oriented, synthe_c • _me-limited • engage diverse staKeholders • flat governance THE DESIGN CHARRETTE- Benefits BENEFITS ! • engages diverse voices • crea_ve & synthe_c • experien_al/tacle • peer learning • investment + buy-in • tacit Knowledge crea_on WHY? do we need design charrettes? WICKED PROBLEMS ! Design problems are “wicked”— • never enough information/ too complex for one individual • incomplete, contradictory, and changing requirements that are often difficult to understand— always trade-offs • complex interdependencies— the effort to solve one aspect of a wicked problem may reveal or create other problems • the problem continues to evolve • “inauthenticity” —the designer is often not the user ! From Paterson: Defining Design WHY? do we need design charrettes? TOO COMPLEX FOR ANY INDIVIDUAL Knowledge areas in typical urban design problems: land use building design development economics local ecosystems urban economics policy energy systems water systems transporta_on planning foreign aid systems infrastructure engineering http://oxfamblogs.org legal contexts ….and more WHY? do we need design charrettes? MANDATED PUBLIC ENGAGEMENT ! Municipali_es must engage their public— by law by policy by poli_cs WHY? do we need design charrettes? VANCOUVER’s Engaged City ! Objecves: Building Knowledge Building Trust Building Capacity Building Power 2014 ORIGINS Lennertz & Lutzenhiser The Charre^e HandbooK, Pages 16, 17 20th CENTURY EARLY ADOPTERS- William Riddick Riddick’s Charrette Processes: ! “an acvity that brings residents and people of exper_se together under the pressure of limited _me for the study of specific community problems.” Riddick, Charre^e Processes, page 1 ! Target: Inner city neighbourhoods Book published 1971 20th CENTURY EARLY ADOPTERS- William Riddick 1960’s and 1970’s Riddick’s Charrette Processes: ! Four ingredients: 1. A problem to be worK on 2. Interested & willing ci_zens 3. Professional experts 4. Commitment from power structure to implement recommenda_ons ! *Design and designing not integrated 20th CENTURY EARLY ADOPTERS- AIA R/UDAT AIA R/UDAT ! 1967 to today Principles: interdisciplinary solu>ons objec>vity public par>cipa>on ! local resources + exper_se (of a mul_-disciplinary team) ! 4 day charre^e process Contemporary screen shot of AIA R/UDAT website 20th CENTURY EARLY ADOPTERS- AIA R/UDAT ! EARLY EXAMPLE: Last Place in the Downtown Plan, Portland, Oregon 1983 ! A predecessor to the Pearl District Plan ORIGINS- 20th CENTURY EARLY ADOPTERS Charre^es employed in- 1960’s Public par_cipa_on in house by architects/ & planning movement designers 1970’s William Riddick AIA R/UDAT 1967 Charre^e process in 1971 Design Assistance Teams neighbourhood planning LATE 20th CENTURY- DUANY AND PLATER-ZYBERK 1987 to present ! • adapted R/UDAT the process • concurrent with Neo-Tradi_onal Development (Neo-Tradi_onal Development evolved to New Urbanism) • DPZ Charre^e process widely adopted along with New Urbanism and Smart Growth DUANY AND PLATER-ZYBERK DPZ CHARRETTE INNOVATIONS • interdisciplinary team of designers • charre^tes conducted on site • seven days • design team leads the process • consult experts and staKeholders throughout charre^e Andres Duany and Elizabeth Plater-Zyberk The Kentlands Charrette 1988 DUANY AND PLATER-ZYBERK DPZ CHARRETTE INNOVATIONS • designers worked “en charreQe" for mul_ple days to develop a design soluon • a formal mid-point review • design unveiled in a public event at the conclusion DPZ Partner, Galina Tachieva, delivers a closing presentation 21st CENTURY- NATIONAL CHARRETTE INSTITUTE Bill Lennertz- worKed with DPZ -late 1980’s - 1991 ! 1992- Lennertz and Coyle Associates— adapted process for west coast USA ! 2001 Na_onal Charre^e Ins_tute • lead instructor of the NCI Charre^e System ! co-authored: The CharreQe Handbook 2006 & 2014 with Aarin Lutzenhiser NATIONAL CHARRETTE INSTITUTE What makes the NCI charrette unique?! Participants work in a series of short feedback loops! public review! concepts! alternatives! refinement! plan! public review! public review! NCI Charre^e Process (from an NCI presenta_on) NATIONAL CHARRETTE INSTITUTE Charrette Work Cycles! public meeting ! public meeting open house public meeting! vision! review! review! confirmation! alternative preferred plan ! concepts! plan! development! NCI Charre^e Process (from an NCI presenta_on) LATE 20th, early 21st CENTURY- PATRICK CONDON 1990’s — PATRICK CONDON James Taylor Chair Design Centre for Sustainability ! Website: 18 Design Charre^es over 20 years ! authored: Design CharreQes for Sustainable Communi>es, 2008. PATRICK CONDON CONDON CHARRETTE INNOVATIONS • explicit link with sustainability • visioning v implementa>on charre^es • engaging professionals, stakeholders, officials, public in designing • jazz not classical http://sensitiveinfill.blogspot.ca/ PATRICK CONDON CONDON’S 9 RULES 1. Design with everyone 2. Start with a blanK sheet 3. Build from a policy base 4. Provide just enough informa_on 5. TalK> doodle> draw 6. Charre^es are jazz not classical 7. Lead without leading 8. Move in, move out, move across 9. The drawing is a contract ROB ROGGEMA- EUROPEAN CONTEXT- 2014 CHARACTERISTICS OF THE CHARRETTE • tacit Knowledge • crea_ve chaos • crea_vity is fun, engaging • flat governance • designers are facilitators not prima donnas • small groups & plenary sessions ROB ROGGEMA- EUROPEAN CONTEXT- 2014 ROGGEMA- 4 BASIC RULES (edited from Condon’s 9) ! 1. Design with everyone 2. Start with a blanK sheet 3. Provide just enough informa_on 4. The drawing is a contract Roggema: Collabora_ve team from his booK p. 62 DESIGN CHARRETTE METHODS- 3 PHASES BACKGROUND PHASE 1 background research & planning Research & planning design brief ! THE CHARRETTE 2 _meframes 4 to 7 days typically The oen on site Charre^e diverse stakeholders designers do the drawing and representa_on ! 3 AFTER THE CHARRETTE The Plan report or plan document ! Primary references: Condon and NCI NCI 7 DAY CHARRETTE SCHEDULE Charrette Work Cycles! public meeting ! public meeting open house public meeting! vision! review! review! confirmation! alternative preferred plan ! concepts! plan! development! NCI Charre^e Process (from an NCI presenta_on) NCI 7 DAY CHARRETTE SCHEDULE PATRICK CONDON- 4 DAY CHARRETTE DAY 1 DAY 2 DAY 3 DAY 4 Core team Opening event meeting Core team working Core team- am Small goups final design designing session Site visit Public- Mid- course Reporting in correction (plenary) lunch Plenary design Core team session Small groups Small groups meeting designing designing pm Small group Presentation design preparations Core team Core team meeting/ meeting/ Reporting in working working Final public (plenary) presentation METHODS 4.5 DAY AGENDA 4 ½-Day Charrette Schedule: Meadowvale, HDR/LCA+Sargent Town Planning Source: Lennertz, The Charrette Handbook, page 170 TYPICAL ROLES DESIGN TEAM Design lead Facilitators Designers- mul_ple disciplines Support staff ! STAKEHOLDERS Elected officials Developers designers working Neighbourhood leaders Neighbours (to the site) ! EXPERTS Topic area experts Consultants (i.e. economic experts) Government staff ! PUBLIC Interested public officials and experts reviewing TOOLS “ANALOG”
Load more

Recommended publications
  • Design for the Triple Top Line: New Tools for Sustainable Commerce
    www.corporate-env-strategy.com Tools for Sustainable Design Design for the Triple Top Line: New Tools for Sustainable Commerce William McDonough and Michael Braungart* The triple bottom line has been, and remains, a useful tool for integrating sustainability into the business agenda. Balancing traditional economic goals with social and environmental concerns, it has created a new measure of corporate performance. A business strategy focused solely on the bottom line, however, can obscure opportunities to pursue innovation and create value in the design process. New tools for sustainable design can refocus product development from a process aimed at limiting end of pipe liabilities to one geared to creating safe, quality products right from the start. This new design perspective creates triple top line growth: products that enhance the well being of nature and culture while generating economic value. Design for the triple top line follows the laws of nature to give industry the tools to develop systems that safely generate prosperity. In these new human systems, materials become food for the soil or flow back to industry forever. Value and quality are embodied in products, processes and facilities so ecologically intelligently designed, they leave footprints to delight in rather than lament. When the principles of ecologically intelligent design are widely applied both nature and commerce can thrive and grow. ᮊ 2002 Published by Elsevier Science Inc. William McDonough is an architect, industrial Tel.: q49-40-8797-620; fax: q49-40-8797-6226; designer, and educator. He is the founding prin- E-mail: [email protected]. cipal of William McDonough&Partners, Architec- ture and Community Design.
    [Show full text]
  • ID 577 Using the Design Thinking Into Product Development Process
    Proceedings of the International Conference on Industrial Engineering and Operations Management Pilsen, Czech Republic, July 23-26, 2019 Using The Design Thinking into Product Development Process: A Case Study in Bio-pharmaceutical Firm Evo Sampetua Hariandja Department of Management Faculty of Economics and Business Universitas Pelita Harapan Tangerang 15811, INDONESIA [email protected] Nurafni Rubiyanti School of Communication and Business Telkom University Bandung 40257, INDONESIA [email protected] Rintan Saragih Department of Management Faculty of Economics Universitas Methodist Indonesia Medan 20152, Indonesia [email protected] Abstract (12 font) This study aims to apply the design thinking concept into the new product development process in Indonesia pharmaceutical company. The design thinking framework consist of two phases: identify and solve. The identify phase consist of discover and define, and solve phase consist of create and evaluate. Through the two phases of this, the new product development process in pharmaceutical company will be modified using the design thinking. This method in this study using the combination between survey and interview from the key persons in the company. The informants are deputy director in business development, R&D, product development and product planning. The managerial implication and discussion will be discussed in this study. Keywords Design thinking, Indonesia, product development process, pharmaceutical company Biographies Evo Sampetua Hariandja is assistant professor at the Department of Management Faculty of Economics and Business Universitas Pelita Harapan. He earned BE in Industrial Engineering from Institute of Technology Bandung, Master of Management in Finance and Marketing from Kwik Kian Gie Business School, Indonesia and Doctor of Science in Management from Institute of Technology Bandung.
    [Show full text]
  • Teaching Creative Thinking to Design Students As Future-Proofing 1
    Teaching creative thinking to design students as future-proofing 1 TEACHING CREATIVE THINKING TO DESIGN STUDENTS AS FUTURE- PROOFING Donald J A Welch Design Department, Griffith University Queensland College of Art, South Bank campus, Brisbane, Australia. [email protected] ABSTRACT: In place of inevitable social chaos and planetary degradation, meta-design offers a new framework for the future of humanity. Meta-design expands the concept of design, and the designer, and implicates society as a whole in the process of producing a designed future. An essential ingredient in discovering new ways to deal with existing and as yet unknown aspects of our present predicament is creativity. This paper considers how design students may be encouraged to develop their creativity through appropriate training and to widen individual understanding not only of what they are personally capable of achieving but also of their position in society. How the brain creates new patterns of thinking through ideational code switching and contextual focus is considered in relation to appropriate methods of engendering creative conceptualisation. It concludes by briefly sketching how design education might respond in terms of curriculum development to what is an increasingly urgent predicament of unsustainablity Keywords: Design Education, Creativity, Meta-design INTRODUCTION Within the context of an increasingly dysfunctional economic system, this paper considers the position of the design profession as an adjunct to business and how meta-design points the way towards a remodeling of this relationship, and even changing the global framework in which design operates. Education is a key factor since it has the capacity to develop new understandings and fresh ideas by nurturing creativity, yet education is complicit in delineating acceptable limits to creativity, boundaries that are set by dominant political and commercial interests.
    [Show full text]
  • Theoretically Comparing Design Thinking to Design Methods for Large- Scale Infrastructure Systems
    The Fifth International Conference on Design Creativity (ICDC2018) Bath, UK, January 31st – February 2nd 2018 THEORETICALLY COMPARING DESIGN THINKING TO DESIGN METHODS FOR LARGE- SCALE INFRASTRUCTURE SYSTEMS M.A. Guerra1 and T. Shealy1 1Civil Engineering, Virginia Tech, Blacksburg, USA Abstract: Design of new and re-design of existing infrastructure systems will require creative ways of thinking in order to meet increasingly high demand for services. Both the theory and practice of design thinking helps to exploit opposing ideas for creativity, and also provides an approach to balance stakeholder needs, technical feasibility, and resource constraints. This study compares the intent and function of five current design strategies for infrastructure with the theory and practice of design thinking. The evidence suggests the function and purpose of the later phases of design thinking, prototyping and testing, are missing from current design strategies for infrastructure. This is a critical oversight in design because designers gain much needed information about the performance of the system amid user behaviour. Those who design infrastructure need to explore new ways to incorporate feedback mechanisms gained from prototyping and testing. The use of physical prototypes for infrastructure may not be feasible due to scale and complexity. Future research should explore the use of prototyping and testing, in particular, how virtual prototypes could substitute the experience of real world installments and how this influences design cognition among designers and stakeholders. Keywords: Design thinking, design of infrastructure systems 1. Introduction Infrastructure systems account for the vast majority of energy use and associated carbon emissions in the United States (US EPA, 2014).
    [Show full text]
  • Design Thinking Methods and Techniques in Design Education
    INTERNATIONAL CONFERENCE ON ENGINEERING AND PRODUCT DESIGN EDUCATION 7 & 8 SEPTEMBER 2017, OSLO AND AKERSHUS UNIVERSITY COLLEGE OF APPLIED SCIENCES, NORWAY DESIGN THINKING METHODS AND TECHNIQUES IN DESIGN EDUCATION Ana Paula KLOECKNER1, Cláudia de Souza LIBÂNIO1,2 and José Luis Duarte RIBEIRO1 1PPGEP/UFRGS, Brazil 2UFCSPA, Brazil ABSTRACT Design Thinking is a human-centred innovation process, with an emphasis on deep understanding of consumers, holistically, integratively, creatively, and awe-inspiring. Design Thinking methods and techniques represents how the theory will be operationalized by following the process steps. These methods and techniques can assist in the project management, especially in the initial phase of inspiration and ideation. Another strategy that can collaborate in project management is agile management, mainly in the execution phase of a project. Agile management prioritizes individuals, interactions between them, customers, appropriate software to operate, and prompt response to changes. Thus, this study aims to propose a model to integrate design thinking and project management methods and techniques and to analyze students’ projects and interactions to verify the applicability of these in ergonomic project management. For the development of the method, it was used the design science methodology, in four main steps called: Research Clarification, Descriptive Study I, Prescriptive Study, and Descriptive Study II. From the use of tools and techniques of design thinking in a project management exercise for students of two classes, it was revealed that the tools used facilitated the project development, helping from the search and organization of information until the deadline established for the delivery of the project. Keywords: Design Thinking, Design Education, Project Management.
    [Show full text]
  • Shifts in Modernist Architects' Design Thinking
    arts Article Function and Form: Shifts in Modernist Architects’ Design Thinking Atli Magnus Seelow Department of Architecture, Chalmers University of Technology, Sven Hultins Gata 6, 41296 Gothenburg, Sweden; [email protected]; Tel.: +46-72-968-88-85 Academic Editor: Marco Sosa Received: 22 August 2016; Accepted: 3 November 2016; Published: 9 January 2017 Abstract: Since the so-called “type-debate” at the 1914 Werkbund Exhibition in Cologne—on individual versus standardized types—the discussion about turning Function into Form has been an important topic in Architectural Theory. The aim of this article is to trace the historic shifts in the relationship between Function and Form: First, how Functional Thinking was turned into an Art Form; this orginates in the Werkbund concept of artistic refinement of industrial production. Second, how Functional Analysis was applied to design and production processes, focused on certain aspects, such as economic management or floor plan design. Third, how Architectural Function was used as a social or political argument; this is of particular interest during the interwar years. A comparison of theses different aspects of the relationship between Function and Form reveals that it has undergone fundamental shifts—from Art to Science and Politics—that are tied to historic developments. It is interesting to note that this happens in a short period of time in the first half of the 20th Century. Looking at these historic shifts not only sheds new light on the creative process in Modern Architecture, this may also serve as a stepstone towards a new rethinking of Function and Form. Keywords: Modern Architecture; functionalism; form; art; science; politics 1.
    [Show full text]
  • Design Thinking and Fast-Fashion
    Louisanne Folligné Design Thinking and Fast-Fashion Metropolia University of Applied Sciences BBA Degree Degree Program in European Business Administration Bachelor’s Thesis 29/04/2020 Abstract Author Louisanne Folligné Title Design Thinking and Fast-Fashion Number of Pages 55 pages + 6 appendices Date 26th April 2020 Degree Bachelor of Business Administration Degree Programme Degree Program in European Business Administration Instructor/Tutor Senior Mickaël Keaney This study is mainly theoretical and aims to see how Design Thinking can be improved when it is needed as a solution to the ecological challenges of the Fast-Fashion Industry. The interest of this study is to allow readers to better understand this revolutionary method stated earlier by the economist Herbert A. Simon in "The Science of Artificial" (1969) who was the first to consider Design Thinking as "a new way of thinking". In his book he refers to Design Thinking as "a way of solving problems that combines engineering and creativity". This method requires the ability to find a better balance between exploring and exploiting the innovation process. It aims to solve problems and create new products while changing the culture of the company. This study will place Design Thinking as a future solution for the Fast-Fashion Industry, which is experiencing major environmental problems and subject to many accusations from environmental parties and associations such as Greenpeace, WWF... The damage of mass consumption, manufacturing processes, factories relocations in Asia are becoming increasingly noticeable and governments, faced to the threat of natural disasters, are putting pressure on the Fast-Fashion Industry to move towards a more eco-responsible activity.
    [Show full text]
  • Design Thinker Profile: Creating and Validating a Scale for Measuring
    Antioch University AURA - Antioch University Repository and Archive Student & Alumni Scholarship, including Dissertations & Theses Dissertations & Theses 2017 Design Thinker Profile: Creating and Validating a Scale for Measuring Design Thinking Capabilities Dani Chesson Antioch University - PhD Program in Leadership and Change Follow this and additional works at: http://aura.antioch.edu/etds Part of the Art and Design Commons, Business Administration, Management, and Operations Commons, Industrial and Organizational Psychology Commons, Leadership Studies Commons, Management Sciences and Quantitative Methods Commons, and the Organizational Behavior and Theory Commons Recommended Citation Chesson, Dani, "Design Thinker Profile: Creating and Validating a Scale for Measuring Design Thinking Capabilities" (2017). Dissertations & Theses. 388. http://aura.antioch.edu/etds/388 This Dissertation is brought to you for free and open access by the Student & Alumni Scholarship, including Dissertations & Theses at AURA - Antioch University Repository and Archive. It has been accepted for inclusion in Dissertations & Theses by an authorized administrator of AURA - Antioch University Repository and Archive. For more information, please contact [email protected], [email protected]. THE DESIGN THINKER PROFILE: CREATING AND VALIDATING A SCALE FOR MEASURING DESIGN THINKING CAPABILITIES DANI CHESSON A DISSERTATION Submitted to the Ph.D. in Leadership and Change Program of Antioch University in partial fulfillment of the requirements for the degree of Doctor of Philosophy October, 2017 This is to certify that the Dissertation entitled: THE DESIGN THINKER PROFILE: CREATING AND VALIDATING A SCALE FOR MEASURING DESIGN THINKING CAPABILITIES prepared by Dani Chesson is approved in partial fulfillment of the requirements for the degree of Doctor of Philosophy in Leadership and Change.
    [Show full text]
  • Changing Cultures of Design Identifying Roles in a Co-Creative Landscape
    Changing Cultures of Design Identifying roles in a co-creative landscape Marie Elvik Hagen Department of Product Design Norwegian University of Science and Technology ABSTRACT The landscape of design is expanding and designers today are moving from expert practice to work with users as partners on increasingly complex issues. This article draws up the lines of the emerging co-creative design practice, and discusses the changing roles of the designer, the user as a partner, and design practice itself. Methods and tools will not be considered, as the roles will be discussed in terms of their relations. The co-design approach breaks down hierarchies and seeks equal participation. Research suggests that the designer needs to be responsive or switch tactics in order to take part in a co-creative environment. A case study exploring co-creative roles complements the theory, and finds that the designer role needs to be flexible even when having equal agency as partners and other stakeholders. Sometimes it is necessary to lead and facilitate as long as it is a collaborative decision. Bringing users in as partners in the process changes the design culture, and this article suggests that Metadesign can be the holistic framework that the design community need in order to understand how the different design practices are connected. KEYWORDS: Co-design, Co-creativity, Roles in the Design Process, Participatory Design, Metadesign, Cultures of participation, Design Agenda 1. INTRODUCTION This article seeks to examine how the role of the designer, the role of the user and the role The landscape of design is changing.
    [Show full text]
  • Joequackenbushresume.Pdf
    Joseph A. Quackenbush [email protected] www.josephquackenbush.com Curriculum Vitae Education M.F.A. Graphic Design, Rhode Island School of Design, Providence, RI, 1996 Radcliffe Publishing Course, Harvard University, Cambridge, MA, 1986 B.A. English, Oakland University, Rochester, MI, 1983 Current Positions at Massachusetts College of Art and Design Professor, Graphic Design Department Chairperson, Graphic Design Department Coordinator of MFA program in Design (Dynamic Media Institute) Director of the Creative Continuum and Creative Edge design and business programs Teaching Experience Massachusetts College of Art and Design Undergraduate Classes Sophomore Studios / Visual Systems Component Graphic Design One Typography One Typography Two Typography Three Information Architecture One Information Architecture Two Graphic Design Four Portfolio Degree Project Design Research Designing Stories (elective) Graduate Classes in The Dynamic Media Institute Seminar: Contemporary Issues in Dynamic Media Seminar: Historical Issues in Dynamic Media Seminar: Thesis Document I Seminar: Thesis Document II Rhode Island School of Design Undergraduate Classes BGD Studio I, Spring 2001 BGD Studio II, Fall 1997 – 2004 Graphic Design Elective, Spring 1996 Strategic Design, Spring 1998 Strategic Design, Spring 1999 Typography II, Spring 2002 –2004 Visual Poetry, Fall 1996 Visual Communication, Fall 2000 Joseph A. Quackenbush [email protected] www.josephquackenbush.com Graduate Classes Thesis Programming,. Wintersession 1998 – 2004 Thesis Seminar,
    [Show full text]
  • Transformation Towards Industrial Sustainability
    KES Transactions on Sustainable Design and Manufacturing I Sustainable Design and Manufacturing 2014 : pp.769-783 : Paper sdm14-024 Case study of an organisation trying to re-imagine its place in the supply chain: transformation towards industrial sustainability Lloyd Fernando 1, Steve Evans 2 1 University Of Cambridge, IFM, Centre for Industrial Sustainability, CB3 0FY, UK [email protected] 2 University Of Cambridge, IFM, Centre for Industrial Sustainability, CB3 0FY, UK [email protected] Abstract: Purpose: The paper identifies existing sustainability frameworks that help companies in decision-making, strategy and new thinking. The paper presents a case study to analyse the applicability of the different frameworks for planning for transformation towards industrial sustainability. The most popular frameworks such as cradle to cradle and the natural step are explored as an alternative design and production concept to the strategy of eco- efficiency. Design/methodology/approach: The paper reports the results of exploratory case studies observed through document analysis and interviews. Findings: The transformation to industrial sustainable system necessitates a fundamental redesign of products and the production system of industrial material flows within which they circulate. Cradle-to-Cradle design defines a broad framework for creating eco-effective industrial systems, but for businesses to put this framework into practice they need both the right technologies and the right strategies, which implies a need to collaborate with different actors & stakeholders across the system. Originality/value: It was found that the framework of cradle-to-cradle design can help inspire new thinking and improve shared understanding through structured discussions with other actors in the system.
    [Show full text]
  • Design Thinking and Applied Ideation
    Design Thinking and Applied Ideation . Thinking about problems . Brainstorming and ideation . Improv and collaboration our h y etc Sk m ble . Practice brainstorms pro . Scenarios and storytelling . Presentation and wrap Gayle Curtis E110 – 14 January 2010 Thinking about problems Investigate Contextualize Brainstorm Cluster Explain Evaluate Observe Substantiate Explore: Analyze Diagram Try out on Record Diagram Alternatives Prioritize Mockup stakeholders Analyze Explain Possibilities Eliminate Express Test with Understand Articulate Choices Elevate Build users Discover Define Ideate Evaluate Prototype Test Iterate Problems Solutions Reframe Redefine Reprioritize Redirect Replan 2 Ideation and inspiration Genius is one percent inspiration and ninety-nine percent perspiration. Thomas Edison, inventor Inspiration is for amateurs. The rest of us just show up and get to work. Chuck Close, artist 3 Brainstorming Defined by Alex Osborn in 1939 “Storming a problem in a commando fashion” . “Your Creative Power,” 1949 . “Applied Imagination,” 1953 Took on a life of its own . BBDO - Alex Osborn . MIT Creative Engineering Lab - John Arnold . Stanford Design Division - Bob McKim . IDEO . d.school at Stanford and Potsdam Sources: _; Verner Reed/Time & Life Pictures/Getty Images; Gayle Curtis 4 The Osborn Rules for Brainstorming 5 Osborn Rule #1 DEFER JUDGEMENT Say Yes! Source: Doré 6 Fifty phrases that kill creativity . Our place is different . Now's not the right time. It can't be done. We tried that before. It isn't in the budget. It's too much trouble to change. It costs too much. Can't teach an old dog new tricks. It won't pay for itself. That's not my job. Good thought, but impractical.
    [Show full text]