Designer in the Machine
summary
Argues that designers change organizations by treating culture as a user problem and using the same tactics as product work: plant ideas, paint future scenarios, run discovery research (example: enrollment research with food-stamp applicants), map risks and course-correct quickly, and use artifacts so others can repeat decisions. Calls out four change stages precontemplation, contemplation, preparation, action, promotes collaborative methods like paired design, and scales work with pattern libraries and style guides so design spreads rather than stalls.
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chapters (8)
- 0:00Intro
- 3:17Marketing
- 4:27Uniter
- 6:56Objection
- 12:02Change
- 15:25PreContemplation
- 16:20contemplation
- 17:13preparation
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