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Places people want to be

Kerrytown

Kerrytown in Ann Arbor is a place people want to be. What can planners and developers learn from this example?

Architects tend to talk vaguely about design quality and excellence. Then they’re disappointed when bland places get built that nobody cares about.

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We need to be more specific when discussing all the the intended functions of a space. “Function” includes technical specifications and program requirements, but it also includes building for a purpose. The ultimate purpose of most building projects is to attract people: shoppers, diners, employees and others who will deliver ROI (return on investment) to the owners.

Boring, generic places risk becoming financial failures.

Developers and even the most cold-blooded business investor can avoid unnecessary risk by asking one simple question when making design decisions: “Are we building a place where people want to be?”

The answer to this basic question requires awareness of the kinds of places people don’t want to be, as well as analyzing places they barely tolerate out of necessity. These five factors influence bottom line attraction or avoidance:

  1. Human scale (not overwhelming, or making people feel insignificant)
  2. Distinctive character (unique identity that people can relate to emotionally)
  3. Flexible seating and overflowing activities (an organic sense of abundance)
  4. Nature and the human touch (such as art, texture and living things)
  5. Elements of surprise, whimsy, quirkiness that indicate people care (vs.”mean”)

These five elements add up to a wise business decision. When architects say, “business investors don’t appreciate good design” they are really saying “decision makers don’t recognize elements that contribute to places people want to be.” It’s not enough for designers to talk about excellence and quality.

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In front of Union Station in Toronto is a place people want to be.

Risk or Reward copy

Med Sci U of T
Is this a place people want to be?

-Sharon VanderKaay

Green Garage grows new “jobs for life”

_a Detroit_2Green Garage_Detroit_Green Garage_comp 2In the middle of Detroit there’s a place that makes you think about the true nature of work today. Specifically, how should society address job creation and greater opportunities for all?

The Green Garage offers some practical and sustainable responses to the economic and political turmoil we face in our overdue and perilous transition beyond industrial era “jobs for life.”

Those so-called “lifetime” jobs were often monotonous, confining and exhausting. People were left with scarce energy and creativity for working beyond retirement age. Whether displaced as a result of trade agreements or advanced robotics, layoffs and plant closures threatened workers throughout their careers. Employment insurance was supposed to take care of gaps, but this whole approach to work was economically and personally unsustainable.

In contrast to the current rise of revitalizing “green jobs,” Diego Rivera depicted robotic, lifeless “grey jobs” in this fresco panel:

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Detail from Detroit Industry Murals by Diego Rivera at the Detroit Institute of Arts, 1932-33 

When Green Garage founders Peggy and Tom Brennan talk about “a more sustainable way to work” they think in terms of a full spectrum of eco-friendly and economically-healthy contributors. Every aspect of their physical working space serves to advance triple-bottom-line green practices. In addition, a wealth of sustainable approaches to lifelong employability are emerging from this former Model T showroom.

Employment today depends heavily on three factors: first, our reputation as active collaborators; second, our capacity to make healthy human connections; and third, our appetite for continuous learning. The Green Garage provides a physical and mental environment that grows these three ingredients of sustainable work in the 21st century.

The Brennans see the advantages of a natural approach to working through ideas for each fledgling business, rather than the more common, accelerated mechanical, capital risk-heavy start-up model.

Detroit July 2016 (186)
Jane Jacobs’ writing on grassroots change was a major influence when launching this venture.

Green Garage participants are brought together by shared values. For example, Detroit Food Academy works with local educators, chefs, and business owners to inspire Detroiters ages 13-24 to develop entrepreneurial ventures rooted in food. These ventures include guiding artisan food projects from early stages of development to market. “Students learn by transforming their ideas into reality. Through this process, they grow as holistic leaders who are healthy, connected…” which they explain has the power to improve the local food system. These experiences “open doors, create connections, and spark confidence” which ultimately leads to more resilient workers.

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Detroit Food Academy co-founder Noam Kimelman talks with international visitors eager to learn about DFA’s approach to engaging youth in job creation and discovery.

Detroit Food Academy also stands in marked contrast to the economic monoculture which thrived spectacularly in Detroit for only a few decades. Relying on a single industry led to dependent and vulnerable workforce. Instead, DFA’s green job enterprises are diverse and committed to long term well-being.

As I described in a previous post, we can learn a lot about the new nature of work from such leading examples.

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Edible greens and flowers grown on the Green Garage roof are consumed by patrons of such local businesses as Motor City Brewing Works.

Detroit_Green Garage_1-Sharon VanderKaay

Planning for possibilities

Chiat day_Gehry_Los Angeles_2

Designers like to talk about “solving design problems” but is that their most valuable activity? And is it really best to “define the problem” as a first step?

Problem-solving is an activity that drains people’s energy. This is not news. In the late 1960s, Ronald Lippitt at the University of Michigan found that when groups begin a major planning exercise by focusing on problems, they get depressed.

By contrast, Lippitt also found that when groups begin by developing a specific and persuasive definition of their future, they had more energy and motivation to work through problems along the way.

Problem solving tends to be about filling gaps and fixing deficiencies. Fixing large scale problems can feel overwhelming, maybe even impossible. The best planning process begins with vivid aspirational statements, rather than setting out to solve a problem.

We can compare Abraham Maslow, who was a leader in the positive psychology movement (along with Martin Seligman) to Aaron Antonovsky, who studied positive health (which he termed salutogenesis) rather than sickness, and Ronald Lippitt (originally with Kurt Lewin) who led a “preferred future” approach to planning (v. problem solving).

For all three of these pioneers, the idea of focusing on positive concepts rather than pathology is not merely about “positive thinking.” Pure positive thinking is vulnerable to ignoring blind spots while oversimplifying challenges, which can lead to bad decisions.

Instead, we can plan for greater possibilities using rigorous values-based criteria to guide our decisions. Planning for possibilities begins by identifying assets rather than deficiencies, and goes on to define a purpose, as well as values and aspirations. This planning approach leads to better decisions than the most creative problem solving model.

-Sharon VanderKaay

photo: Binocular’s Building, Frank Gehry’s design for Chiat/Day in Venice, California, 1985-91.

Ups and downs of design thinking

_ups+downs_Queen West_

Every designer I know is puzzled by the term design thinking. It doesn’t really describe how they think. For starters, rarely do design thinking business models mention the natural stops and starts, the emotional ups and downs, the messiness and the rejection that brings inner turmoil. Then there’s the belief that, for many designers, empathy is more than a step in a business process; instead it’s a way of being. Also, designers must cope with  the fact that innovators are too often perceived as a threat.

Another of the “multiple issues” as Wikipedia would say regarding this term is that there are plenty of card-carrying designers who have little interest in human-centric design and who tend toward linear thinking. Not all designers are capable of innovation, but plenty of engineers, scientists, writers and other non-designers engage in purposeful creative thinking.

And yet, other than over-simplifying a complex concept and ignoring emotional realities, design thinking has done much to fuel the conversation about how innovation happens. Everyone has the potential to think more creatively to achieve a values-driven purpose. But in order for DT to get beyond the perception of one more management fad, it is crucial to prepare people for the realities of coping with ups and downs.

As a long-practicing designer, it still cheers me up to remind myself that ups and downs are to be expected when doing pioneering, or even routine non-routine work.             You Are Here

* Detail from Sanko Trading Co. mural, Queen St. West and Claremont St. painted by Ken Galloway, Timothy Fukakusa, Mitsuo Kimura, Takashi Iwasaki, Darcy Obokata, and Shogo Okada in the winter of 2013-2014.

-Sharon VanderKaay

Forget herding cats—try catnip

cat cafe_herding_pastels

Creative people naturally resist being herded, or following the herd. So why try harder to do something that is unnatural? Why get stuck “herding cats”?

The fundamental management question today should be, “Am I working with nature, or against nature?” Attracting works better than imposing. Why not use catnip as the natural approach to moving those “cats” where you want them to go?

What is catnip for humans? One way to get things done is to work toward a shared purpose and values. Values and purpose are attractive. Forget the herding.

Ethical design thinking

For example, most “design thinking” process models (aimed at developing products and services using empathy to uncover latent needs) define a creative problem-solving activity. This sounds very 21st century, but where in the process do we account for ethical values? How do we even know if we have defined the right problem? And is problem-solving really a motivating activity?

Are we missing something here?

Most design thinking diagrams could easily herd us toward producing the next electric knife, margarita-maker machine or mediocre building. In other words, are we pursuing market growth for growth’s sake while designing future landfill?values based design thinking

What if we attracted people to our shared purpose and values as the foundation for design thinking? What if we were guided toward doing the right thing with all-natural catnip (ethics) rather than being herded toward imposed business goals?

-Sharon VanderKaay

Thinking about design thinking

design seeing_1

Can anyone expect to understand “design thinking” in a 2-day course? Well, yes, if you are talking about an event, rather than a habitual way of seeing the world and its possibilities. And what about the global consequences of design thinking events? Not all stuff we didn’t know we need is good for the planet. Where’s the concern for values in the value proposition that typically comes out of design thinking events?

Design seeing, thinking and doing

Designers draw on a whole lifetime of observation, imagination, exploration, navigation and concern for regeneration. This way of seeing allows them to leap forward with a “what if?” approach to self-limiting “if only__” beliefs.    stuck“If only___” says we’re stuck. We can’t move until, or unless, something that is out of our control happens. This can be an excuse for inaction. But sometimes people are overwhelmed by complexity. Design seeing allows fresh answers to emerge.seeing possibilities 3Narrow-seeing industrial era thinking worked when the consequences of decisions were hidden. Pollution, bad management-labor relations, smoking, building ugly junk—the fallout from such practices is self-evident today. Design seeing exposes consequences as well as possibilities.

-Sharon VanderKaay

Let’s retire the gear metaphor

gears v humanIt’s easy to see why so many slide presentations feature images of interlocking gears to evoke maximum team efficiency. Gears convey a seductive sense of control; they appear reassuringly neat and predictable. These mechanical parts are perfect for representing machine age detachment; the opposite of “design thinking.”

But gear metaphors also communicate an anti-innovation world view. Knowledge (in contrast to information) gains value when humans develop what they know through reflection and interaction. The reality of this process is far from neat, predictable and mechanical.

Developing the wealth of knowledge that leads to innovation requires relationships built on trust. Gears do not evoke trust or thoughtful reflection. So let’s not misrepresent living, human activities such as collaboration with graphics that glorify interchangeable metal parts.

These slides expand on my contrast between mechanical and natural systems:

 

 

 

“Thinking partner” model

black box_smRoss Dawson coined the term “black-box consulting” to describe low value consultant-client transactions in his book, Developing Knowledge-Based Client Relationships.

When I first read Dawson’s contrast between isolation and co-creation consulting models over a decade ago, his views struck me as the way of the future for anyone who is in the business of offering advice—including doctors, designers, real estate agents and tech consultants.

Now I am even more convinced of how important it is for clients and consultants to wrestle with questions and options together.

Black-box consulting happens when neither client nor consultant emerges from the assignment any wiser. Essentially, the client receives an outcome without meaningful participation in the process. Dawson says that this opaque model turns the service into a commodity because there is no shared knowledge-creating experience which leads to better decisions. Moreover, the black-box yields no learning, no ah-ha moments, no growth and no transformation.

Which also means that black-box engagements prevent any chance to think through fresh possibilities together. Black-box relationships are about minimal interaction, avoidance of risk and low personal commitment–the opposite of what’s required for innovation.

So clients and consultants do themselves a disservice when they rely on third-party selection processes and impersonal working relationships, which limit their ability to create value together.

We need thinking partners to wrestle through complex challenges. Dawson’s book presents a framework for clearly seeing why transactional advice-dispensing models lead to competition driven by price rather than value, as well as doing things the same old way.

– Sharon VanderKaay

Well connected

Goldring_AC_expectations contrast

These two university athletic facilities demonstrate vastly difference attitudes toward connecting with the street and campus. The University of Toronto Athletic Centre (left) is an unwelcoming fortress with no indication that healthy activities might take place within. By contrast, the recently opened Goldring Centre for High Performance Sport, designed by Patkau Architects and MacLennan Jaunkalns Miller Architects (right), is visually connected with the street and conveys a message of energy, health and accessibility.

Buildings that don’t connect with the street come in all shapes and sizes, but they tend to have the same dismal effect.

disconnected buildings copy

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