Time moves at the speed we perceive it and that affects how we design for how we experience it. IfRead more
Design sprints are created for technical systems, not human ones. We need better research and attention to human-centred principles if we are to achieve the aims of rapid innovation in a responsible manner.Read more
Thinking in ‘seasons’ allows us to see systems at play that are disguised in the every day. To every thingRead more
In changing times its important to recognize both the words change and time if we want to understand systems. OnRead more
Thoughts of changing our world won’t yield much without examining our mental models. That means designing for how we think,Read more
Organizational transformation efforts from culture change to developmental evaluation all depend on one ingredient that is rarely discussed: time. HowRead more
A read through a typical management or personal improvement feed will reveal near infinite recommendations for steps you can takeRead more
The costs of books, materials, tuition, or conference fees often distort the perception of how much learning costs, creating larger distortionsRead more
Most simply, ‘present shock’ is the human response to living in a world that’s always on real time and simultaneous.Read more
These approaches combine inward reflection — reflective practice — with an openness to the data that comes in around them without imposing an order on it a priori. The orientation is to the data and the lessons that come from it rather than its directionality or imposing values on what the data might mean at the start. It means slowing down, contemplating things, and acting on reflection not reacting based on protocol. This is a fundamental shift for many of our activities, but may be the most necessary thing we can focus on if we are to have any hope of understanding, dealing with, and adapting to complexity.
All the methods and tools at our disposal will not help if we cannot change our mindset and orientation — even in the temporary — to this reality when looking at complexity in our work.