D презентация

Содержание

1. D
6. B E T W I
17. L I M I N
18. …the quality of ambiguity or disorientation
19. During a ritual's liminal stage, participants
20. Arnold van Gennep: Rites de Passage.
21. Preliminal rites …or rites of separation
22. Ambiguity and disorientation Dissolution
23. INDIVIDUAL GROUP SOCIETY
24. L I M I N
28. L I M I N
34. D E S I G
35. PRE- LIMINAL LIMINAL POST-LIMINAL
36. PRE- LIMINAL LIMINAL POST-LIMINAL DE- CONSTRUCTION SYNTHESIS RE- CONSTRUCTION
37. An experience of ambiguity and disorientation
44. THE INFORMATION ARCHITECTURE OF MEANING MAKING
45. L I M I N
48. Most easily seen in diverse, heterogeneous societies.
50. L I M I N
54. D I G I T A L F I R S T *
56. Why now? Where businesses, organisations,
57. Where digital first emerged within IT
61. In most enterprises, almost everything sits
62. Is the transformation businesses require just
63. A N D I A
64. Is there another way to look
65. Is there another way to look
66. Enough already with the management consultants and process re-engineering!
67. http://sdlogic.net/
68. The eight fundamental principles of service-dominant logic
69. FP1: The application of specialised skills
70. What requires interrogation is the knowledge
71. How do we interrogate knowledge at the institutional level?
72. I A
73. Nathan Shedroff’s ‘Continuum of understanding’
74. Nathan Shedroff’s ‘Continuum of understanding’
75. Nathan Shedroff’s ‘Continuum of understanding’
76. Implications for how we think of
78. W R A P U P
79. Liminal space is a creative space
80. Liminal space is a creative space
81. Liminal space is a creative space
82. Liminal space is a creative space
83. Liminal space is a creative space
84. T H A

B E T W I X T A N D B E T W E E N

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…the quality of ambiguity or disorientation that occurs in the middle

stage of rituals, when participants no longer hold their pre-ritual status but have not yet begun the transition to the status they will hold when the ritual is complete.

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During a ritual's liminal stage, participants "stand at the threshold” between

their previous way of structuring their identity, time, or community, and a new way, which the ritual establishes.

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Arnold van Gennep: Rites de Passage. 1909
Victor Turner: Betwixt and Between:

The Liminal Period in Rites of Passage. 1967

Слайд 21Preliminal rites

…or rites of separation
Arnold van Gennep: Rites de Passage. 1909
Liminal

rites

…or transition rites

Postliminal rites

…or rites of incorporation

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Ambiguity and disorientation

Dissolution of identity & new perspectives

Through (social) withdrawal comes

scrutinity

Of central values and axioms within which culture occurs
The normal limits to thought, self-understanding, and behavior are undone.

The structure of society is temporarily suspended

Turner: Betwixt and Between: The Liminal Period in Rites of Passage. 1967

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INDIVIDUAL
GROUP
SOCIETY

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L
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PRE-
LIMINAL
LIMINAL
POST-LIMINAL

Слайд 36PRE-
LIMINAL
LIMINAL
POST-LIMINAL

DE-
CONSTRUCTION
SYNTHESIS
RE-
CONSTRUCTION

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An experience of ambiguity and disorientation
Multi-disciplinary teams working as equals
Suspended norms
Acquiring

new perspectives
Questioning central values, beliefs and axioms

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THE INFORMATION ARCHITECTURE OF MEANING MAKING
http://www.springer.com/computer/hci/book/978-3-319-06491-8

NAVIGATING INDETERMINACY THROUGH THE APPLICATION OF

USER JOURNEYS
http://www.fennhobbs.com/papers/navigating_indeterminacy_%20through_the_application_of_user_journeys.pdf

THE INFORMATION ARCHITECTURE OF TRANSDISCIPLINARY DESIGN PRACTICE: RETHINKING NATHAN SHEDROFF’S CONTINUUM OF UNDERSTANDING
http://www.fennhobbs.com/papers/the_information_architecture_of_transdisciplinary_design_practice.pdf

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Most easily seen in diverse, heterogeneous societies.

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*

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Why now?

Where businesses, organisations, governments…now stand is at the epoch level

of liminality. Not momentary or period.

We are in the midst's of the information age and yet many enterprises still operate with industrial structures and mind-sets.

Even businesses that have no tangible product to sell (like banks) have industrial age operating models.

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Where digital first emerged within IT and then extended into marketing,

it is now settling into the space of business.

And you don’t need to be ecommerce enabled to do business online. The growing expectation, from both staff and customers, is that business is online and digital in all respects.

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In most enterprises, almost everything sits on a digital backbone

Information will

flow via digital channels whether we like it or not

Is the challenge to put anything –first or to join the dots?

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Is the transformation businesses require just the operational integration of digital

channels or something more?

A digital mind-set implies the institutionalisation of UX which has far reaching consequences. What are they?

When we talk about UX are we not actually talking about design?

How human-centered are the transformation activities of companies in reality?

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Is there another way to look at the shift required to

both keep up and embrace the opportunities of digital?

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Is there another way to look at the shift required to

both keep up and embrace the opportunities of digital?

Should we not be exploring with organisations what it means to transform into the information age at a more fundamental level?

…to find flow in this epoche-level liminality?

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Enough already with the management consultants and process re-engineering!

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http://sdlogic.net/

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The eight fundamental principles of service-dominant logic

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FP1: The application of specialised skills and knowledge is the fundamental

unit of exchange

FP2: Indirect exchange masks the fundamental unit of exchange

FP3: Goods are distribution mechanisms for service provision

FP4: Knowledge is the fundamental force of competitive advantage

FP5: All economies are service economies

FP6: The customer is always a co-producer

FP7: The enterprise can only make value propositions

FP8: A service–centered view is customer-oriented and relational

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What requires interrogation is the knowledge embedded in the organisation, its

products and and how it continues to morph through the co-production of value with users and a shifting marketplace and world.

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How do we interrogate knowledge at the institutional level?

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I
A

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Nathan Shedroff’s ‘Continuum of understanding’

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Nathan Shedroff’s ‘Continuum of understanding’

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Nathan Shedroff’s ‘Continuum of understanding’

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Implications for how we think of IA

A channel-agnostic view is required
Internal

and externally facing domains need to be (conceptually) integrated
Organisation, marketplace and interlocking systems are the space of investigation
Develop value-propositions based on acquired knowledge

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