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“…there are signs within the design community to advance service design. One of the issues motivating current research is the idea that service designers create multiple contacts, or touchpoints, between service organizations and their clients, including material artifacts, environments, interpersonal encounters, and more. The identification of touchpoints as an object of service design is a clear step away from the imposition of the goods-centered paradigms of the past.”
The Object of Service Design
Fernando Secomandi, Dirk Snelders
via Swedish Morphological Society
“If you work in an organisation that deals with long-term social, commercial or organisational policy planning, then you’ve got wicked problems. You may not call them by this name, but you know what they are. They are those complex, ever changing societal and organisational planning problems that you haven’t been able to treat with much success, because they won’t keep still. They’re messy, devious, and reactive, i.e. they fight back when you try to deal them.”
Introduction
In 1973, Horst Rittel and Melvin Webber, both urban planners at the University of Berkley in California, wrote an article forPolicy Sciences with the astounding title “Dilemmas in a General Theory of Planning”. In this landmark article, the authors observed that there is a whole realm of social planning problems that cannot be successfully treated with traditional linear, analytical (systems-engineering-like) approaches. They called these wicked problems, in contrast to tame problems.
(A year later, in his book “Redesigning the Future”, Russell Ackoff (1974) essentially put forward the same concept — although in less detail — which he called a “social mess” or “unstructured reality”.)
Image from What is “Design thinking for wicked problems?”
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“It is the mark of an educated mind to be able to entertain a thought without accepting it.” — Aristotle
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