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Thematic Research in the Frame Creation Process
Jos van Leeuwen, Dick Rijken, Iefke Bloothoofd, Eefje Cobussen, Bram Reurings, Rob Ruts
The Hague University of Applied SciencesThe Hague, The Netherlands
Designers and public managers share the notion that the world is complex.
Engage stakeholders early in the process.
Explore the problem space, create empathyand insights into human experiences.
Public governance should be looking for public values - to do so we need to be more reflective, understand the world more qualitatively, exploratorily.
Christian Bason in his keynote
Wicked Problems
without clear boundaries
many aspects and dependencies
changing over time
involving many parties
open
complex
dynamic
networked
Reasoning Patterns in Problem Solving
What How Result
Science - logic reasoning
+ leads to
(thing) (working principle) (observed)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
What How ???+ leads to
(thing) (working principle) (observed)
Science - deduction
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
What ??? Result+ leads to
(thing) (working principle) (observed)
Science - induction
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
What How Result
Science - logic reasoning
+ leads to
(thing) (working principle) (observed)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
What How Value
Design - productive reasoning
+ leads to
(thing) (working principle) (aspired)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
??? How Value+ leads to
(thing) (working principle) (aspired)
Design - abduction (1)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
??? ??? Value+ leads to
(thing) (working principle) (aspired)
Design - abduction (2)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
What How Value+ leads to
(thing) (working principle) (aspired)
Design reasoning (or: design thinking)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Reasoning Patterns in Problem Solving
??? ??? ???+ leads to
(thing) (working principle) (aspired)
Design reasoning (or: design thinking)
Based on: Dorst, K (2011) “The core of ‘design thinking’ and its application,” Design Studies 32(6), 521–532. doi:10.1016/j.destud.2011.07.006
Thematic Research• identify themes
• investigate themes
• find inspiration for new frames
individual
group
individual
group
immerse in themesdiscuss themes
reflect on themesvisualise themes
• • • •
Investigate Themes
• In situ researchperspective of stakeholders
• Personal experiencesperspective of the researcher
• Science & Philosophy facts and meaning
• Art & culture representation and expression
Focus on the bigger issues
Research them from various angles
Get to the essence
Relate to humanity & human experiences
Research Perspectives
The integral approach to neighbourhood improvement combines budgets from multiple departments.
This makes it more efficient – but also harder to account for.
How can we change the way this integral approach is accounted for?
Defining Themes• Structure (what is it about?)• Responses (how do people react to it?)• Context (what is going on around it?)• Dynamics (how does it work?)
Accountability reframed• First values, then sharing
Both parties involved in accountability need to first acknowledge and share each other’s values, before goals, approaches, and results can be shared meaningfully.
• Professional improvisationProfessional activities do not need to be routine or fully planned in advance. It is important to recognise the value of improvisation and experimentation, to consider activities as such, and to trust the professional to do it the best possible way.
Accountability reframed• Illustrate vs. participate
Two ways of sharing results: by communicating step by step how results were obtained; or by inviting participation in the actual process.
• Professional friendshipNurture informal relationships between professionals, across hierarchies, cultivating trust on higher levels.
Lessons learned• Make a team of stakeholders and design thinkers
• Initiate the team - explain the importance of stepping out of the problem area
• Investigate themes from various perspectives - also use various methods
• It’s okay to cherish your own, personal experiences, but don’t let them dominate - always mix with other sources
• Alternate research with team dialogues
• Take sufficient time for team dialogues - present research outcomes, discuss the meaning of themes and individual interpretations
• Never forget: we are looking for inspiration, not the truth!
Please read the paper for details… p. 352
Current work• Gaining experiences with teaching the method to
students in various programmes
• Thematic research checklist - a practical tool for education
• How to choose research methods, match them with what we want to learn about a theme?
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