From my presentation at the Internet Summit 2011 in Raleigh, NC. Focused on leveraging skills as a 'designer as website maker' to 'designer as catalyst.' Illustrating four areas where catalysts can approach adaptive challenges (wicked problems) and urging a move from user-centric design towards community-centric design.

1. hello
@matthewmunoz
I’m Matthew Muñoz,
Internet Summit 2011
Raleigh Convention Center
Nov 15, 2011
co-founder and
chief design officer
of New Kind &
president of
AIGA Raleigh

2. web
design as
a strategic
tool

3. web
design as
a strategic
tool

5. A:
highly usable,
well-designed,
content-rich
websites

7. Q:
What if we
had a better
website?

8. Q:
What if there’s
a bigger
question to
ask?

9. Charles Eames Ray E
ames
Source: Eames Exhibition

10. What are the boundaries
of design?

11. What are the boundaries
of design?
What are the boundaries
of problems?

12. How do we make our
company more innovative?

13. How do we make our
company more innovative?
How do we
nurture a culture
of creativity?

14. How do we make our
company more innovative?
How do we
nurture a culture
of creativity?
How can we build a reputation
when one Twitter voice can
destroy it?

15. How do we make our
company more innovative?
How do we
nurture a culture
of creativity? What if we had a
better website?
How can we build a reputation
when one Twitter voice can
destroy it?

16. Technical problems v. adaptive challenges
kind of challenge problem solution locus of work
definition
technical clear clear authority
adaptive requires requires stakeholders
learning learning
Adapted from: Practices of Adaptive Leadership

17. Technical problems v. adaptive challenges
kind of challenge problem solution locus of work
definition
technical clear clear authority
adaptive requires requires stakeholders
learning learning
Adapted from: Practices of Adaptive Leadership

18. adaptive challenges
How do we make our
company more innovative?
How do we
nurture a culture
of creativity? What if we had a
better website?
How can we build a reputation
when one Twitter voice can
destroy it?

19. designer as
website maker

20. designer as
catalyst
designer as
website maker

21. *
designer as
website maker

22. adaptive challenges
How do we make our
company more innovative?
*
How do we
nurture a culture
of creativity? *
designer as
website maker
* *
How can we build a reputation
when one Twitter voice can
destroy it?

23. *
designer as catalyst

24. *
designer as catalyst
clarify
complicated
things

25. *
designer as catalyst
clarify align
complicated self with
things shared
interest

26. *
designer as catalyst
clarify align inspire
complicated self with action
things shared through
interest openness

27. *
designer as catalyst
clarify align inspire form
complicated self with action with
things shared through intent
interest openness

28. clarify complicated things

29. when there’s a lack of
meaning
Source: Confused baby

30. attention is scarce

31. Source: YouTube: From the movie 'Up'

33. Source: Banner Blindness: Old and New Findings
Cliffhanger-Effect (Zeigarnik-Effect)
Source: Best of Smashing Magazine” Anniversaryuncertainty. We tend to find answers to
Human beings can’t stand eBook
unanswered questions we are interested in as soon as possible. Cliffhanger-

34. H. R. 3962
111TH CONGRESS
1ST SESSION
To provide affordable, quality health care for all Americans and reduce
the growth in health care spending, and for other purposes.
IN THE HOUSE OF REPRESENTATIVES
OCTOBER 29, 2009
Mr. DINGELL (for himself, Mr. RANGEL, Mr. WAXMAN, Mr. GEORGE MILLER
of California, Mr. STARK, Mr. PALLONE, and Mr. ANDREWS) introduced
the following bill; which was referred to the Committee on Energy and Dan Roam
Commerce, and in addition to the Committees on Education and Labor,
Ways and Means, Oversight and Government Reform, the Budget, Rules,
Natural Resources, and the Judiciary, for a period to be subsequently de-
termined by the Speaker, in each case for consideration of such provisions
as fall within the jurisdiction of the committee concerned
A BILL
To provide affordable, quality health care for all Americans
and reduce the growth in health care spending, and
for other purposes.
1 Be it enacted by the Senate and House of Representa- Source: H.R. 3962
2 tives of the United States of America in Congress assembled,

42. short term thinking
v.
long term thinking
long term is difficult to understand — vs
short term

43. abstract concepts
like democracy, safety,
accessibility —
what do they mean?

44. Source:
Dan Roam
Healthcare
Napkins

48. designing a visual story
catalyst : clarifying complexity

50. authentic athletic performance

51. Source: Nike Run interface

52. Source: Nike Run interface

53. designing a product and
service system
catalyst : clarifying abstract ideas
Source: Nike Run interface

54. an inconvenient truth
Source: Al Gore documentary

55. Source: Movie screen capture

56. Source: Al Gore hydraulic lift

57. designing a visual argument
catalyst : clarifying complexity & the long term
Source: Al Gore hydraulic lift

59. Ostrich scenario Icarus scenario
Mont Fleur scenarios
Lame Duck scenario Flight of the Flamingoes
scenario

60. Ostrich scenario Icarus scenario
designing a process for
creating options
Mont Fleur scenarios
catalyst : clarifying abstraction, long term
Lame Duck scenario Flight of the Flamingoes
scenario

61. adaptive challenges
require clarification
How do we make our
company more innovative? and meaning
*
How do we
nurture a culture
of creativity? *
What if we had a
better website?
* *
How can we build a reputation
when one Twitter voice can
destroy it?

62. principles

63. Pictures are worth
1,000 words.

64. Pictures are worth
1,000 words.
Metaphors are worth
1,000 pictures.
Dan Pink

65. principle #1
use metaphors

66. what if?

67. Scenario building
Building glob al scenarios is
a complex task; the questions
of relevance are hard to define.
Reflecting this, glob al scenario projects
at Shell involve many people and
require a number of iterations. For
smaller, more focused projects, the
same a ppro ach is followed but using
less time and fewer resources, and with
less emphasis on exploring different
are as of rese arch.
Areas of research Themes Scenarios
rio outli rio outli
na n na n
ce ce
e
e
S
S
Branches
What
matters? Questions of relevance
Scenario-
Core team Orientation Core team building
48 research Interviews workhop research workshop Focal question
Source: Scenarios: An Explorer’s Guide

68. principle #2
use scenarios,
things feel less risky

72. group (1) group (2) group (3)
Source: Kerry Patterson et. al. Influencer: The Power to Change Anything, 2008

77. Why do stories persuade?
... stories help individuals transport
themselves away from the role of a listener
who is rigorously applying rules of logic,
analysis, and criticism and
into the story itself.
Source: Kerry Patterson et. al. Influencer: The Power to Change Anything, 2008

78. principle #4
tell stories

79. clarify complicated things
to create meaning

80. align self with shared interest

81. when there’s a lack of
motivation
> Source: Couch potato

83. Source: Occupy Wall St

84. Source: TOMS

85. Source: YouTube: TOMS One for One eyewear

86. designing a better
business model
catalyst : aligning self with shared interest

89. designing a better
business model
catalyst : aligning self with shared interest

91. Source: YouTube: Starbucks Create Jobs for USA fund

92. designing a funding stream
catalyst : aligning self with shared interest

93. adaptive challenges
require alignment
How do we make our
company more innovative? and motivation
*
How do we
nurture a culture
of creativity? *
What if we had a
better website?
* *
How can we build a reputation
when one Twitter voice can
destroy it?

94. principle complicated things

97. first why
second why
third why
fourth why
fifth why (root interest)

98. principle #5
ask why at least 5 times

99. align self with shared interest
to ensure motivation

100. inspire action with openness

101. when there’s a lack of
contributions
Source: The world on one man’s shoulders

102. more resources are
necessary
long term is difficult to understand — vs
short term

103. more perspectives
would help
long term is difficult to understand — vs
short term

104. more ideas are needed
long term is difficult to understand — vs
short term

106. designing a platform for
contributing information
catalyst : inspiring contributions and perspectives

108. designing a platform for
contributing ideas and
resources
catalyst : inspiring contributions and ideas,
removing roadblocks

110. designing a platform for
contributing resources
catalyst : inspiring contributions and ideas

111. adaptive challenges
require contributions
How do we make our
company more innovative? and action
*
How do we
nurture a culture
of creativity? *
What if we had a
better website?
* *
How can we build a reputation
when one Twitter voice can
destroy it?

112. principles complicated
things

113. principle #6
create an architecture
of participation

114. principle #7
every project is a chance
to find common ground

115. inspire action with openness
to spark contributions

116. form with intent

117. when there’s a lack of
useful answers
Source: We need more party animals

118. organizations don’t know
which way to go
long term is difficult to understand — vs
short term

119. they’re being assaulted
by global competitors
long term is difficult to understand — vs
short term

120. conditions change
so quickly
long term is difficult to understand — vs
short term

121. collaboration is necessary
long term is difficult to understand — vs
short term

122. a brief history

123. the first internet revolution — access
people find choice
INFORMATION

124. the second internet revolution — create
people find a voice
INFORMATION
INFORMATION INFORMATION
INFORMATION

125. today’s internet revolution — connect
people find each other

126. user-centric
design

127. community-centric
design
user-centric
design

128. User-centric v. community-centric design
user- community-centric
centric
who are the users/ individual users, community members,
community contributor networks, groups,
collaborators
users/community specific tasks and social exchange,
goals task completion co-creation, creativity
in collaboration
users/community efficiency, satisfaction, community interaction,
needs experience, searching co-experience, privacy,
social belonging
Adapted from: Innovation in Online Communities: Towards Community-Centric Design

129. User-centric v. community-centric design
designing an approach user-
centric
community-centric
who are the users/ individual users, community members,
community contributor networks, groups,
collaborators
users/community specific tasks and social exchange,
goals task completion co-creation, creativity
in collaboration
users/community efficiency, satisfaction, community interaction,
needs experience, searching co-experience, privacy,
social belonging
catalyst : forming with intent
Adapted from: Innovation in Online Communities: Towards Community-Centric Design

130. adaptive challenges
require forming
How do we make our
company more innovative? answers with intent
*
How do we
nurture a culture
of creativity? *
What if we had a
better website?
* *
How can we build a reputation
when one Twitter voice can
destroy it?

131. principles complicated
things

132. principle #8
break a project into sprints
and workshops

133. principle #9
imperfection breeds
participation

134. principle #10
release early, release often

135. principle #11
design with, and for

136. principle #12
design the system

137. principle #13
everyone is a designer
p
m
t
Source: Everyone is a designer

138. form with intent
to find answers

139. designer as
catalyst
designer as
website maker

140. designer as
website maker

141. designer as
catalyst
designer as
website maker

142. catalysts focus on
creating
meaning

143. catalysts focus on
creating + ensuring
meaning motivation

144. catalysts focus on
creating + ensuring + sparking
meaning motivation contributions

145. catalysts focus on
creating + ensuring + sparking =
meaning motivation contributions
finding answers

146. principle #14
build your reputation as a
problem solver and
opportunity finder

147. you’ll see your
sphere of applicability
increase

148. you’ll see your
sphere of applicability
increase

149. adaptive challenges
How do we make our
company more innovative?
*
How do we
nurture a culture
of creativity? *
What if we had a
better website?
* *
How can we build a reputation
when one Twitter voice can
destroy it?

150. we need a web designer
v.
we need meaning
we need motivation
we need contributions
we need answers

151. we need a
catalyst
Source: Catalyst signal