Normann, 2001 Ch. 13 - The Process Criteria of the Crane - OK deck Flashcards
Let us start out easy, what is the difference between reframing and reconfiguration?
Reframing is the mental process. Reconfiguration is the name when it applies to companies.
Explain reframing.
We have to see ourselves, and our environment from different vantage points. We depart from the view that we want to design and create opportunities for “planned emergence”. We must assume that we know something, but not everything.
We create luck! By our non-consciousness actions. We have tacit knowledge - that according to Normann is a under-utilized resource! With this view-point we can assume that serendipity might be somehow controllable.
The example of the pianist shows us that we want a structured non-conscious.
We know that transfer of tacit knowledge is done by socialising, conversation, and participant observation. If we do not recognize its existence, and if we are not skilful in inventing the processes - personal and social/organisational - by which the non-conscious can be developed into a well of riches for our actions we will be all the poorer for it.
What is Skinnerian?
Skinnerian, trial and error - like Skinners famous mice.
What is Popperians?
Popperians ask themselves: “what should i think about” before they ask “what should I do next”?
What is Gregorians?
Gregorians:“how should i think better”, before “what should I think about” and “then what should i do next”?
What two types of learning are there?
Single loop and double loop.
Explain single loop learning.
Single-loop = adaption and correction within a given framework. Negative feedback and correct the action. Trial and error. “What do I do next?”
Explain double-loop learning.
Double-loop learning = feedback and questions. More powerful, we do not only learn in out framework, we push the boundaries of the framework. “What should I think about before i think about what i do next.
Normann talks about “generating diversity versus focusing”, what does he mean by that?
We most open up, take in, and then close in to make decisions. Do not premature closures! If you haven’t opened up in the beginning there is little to close in to.
New design rarely comes about without tension or even pain.
But we need to stay into some framework, assets, competences, customers, etc.
What is upframing and downframing?
Upframing: How do we talk about our company. The discourse. Helicopter view. What could we be?
Downframing: looking at sub-levels, and closing the view.
What is Time-framing/scenarios?
Move the mind into the future so that you are able to change the minds of the present. “What ifs”-questions. Also called the conceptual future.
What is the conceptual past?
Basically the history, or our path-dependency. Quite easy to conceptualize.
When adding the conceptual time-line and the conceptual systematic logic we gets the basic structure of the crane. Describe the model.
