A little about how I'm currently defining my design practice.
My design practice is a point of emphasis for me. I believe that designers have a responsibility to themselves and to the field to constantly evolve their perspective and ways of approaching problems. A stagnant practice not only becomes outdated quickly, but it also fails to acknowledge design's strength: bringing in new ways of thinking from various disciplines to better frame and approach a problem.
With that said, these are some mindsets I use to guide my work, though they change as I continue to learn more!
Prototyping brings people into the work.
Prototyping is key to advancing ambitious, multi-stakeholder work. Making allows us to not only test our assumptions & to see what is and isn't working, but it also allows for stakeholders to build what’s been designed. People carry forward what they create.
Over designing only benefits the designer.
Having worked under Maura Shea for 2 years, I’ve seen the harm that over designing a visual, map, or interaction can have. The power of systems change work is in bringing people into the work, and empowering them with new tools and ways of thinking. Designing for THEM is the key – not designing for the aesthetic.
Human-centered design means centering those you’re doing the work with, as well!
As xxx beautifully said, ‘systems move at the speed of TRUST.’ I bring this mindset to my work – valuing authenticity and connection in all of my relationships. Taking the time to check in on people's state before any work is a key rule I've set for myself. True change comes from the people in the systems, so creating the space for relationship on teams & with stakeholders brings about more meaningful work.
Supporting change means supporting coordination.
The biggest barrier to systems change isn't strategy but rather the fragmentation. I've found that designing the spaces, tools, and activities that support coordination go the furthest in supporting change.
Glass half-full, not glass half-empty
Every person has unique skills and assets, but it’s how we invite them in that leads to their activation. Rather than diagnosing what's broken, my design methodology starts with what's already here: what you're good at & what you have capacity for. This asset-based view reframes the problem, allowing people to acknowledge where they're positioned to do the best work & allows others to step in. That honesty is where coordination becomes possible.
Structure supports — not hinders — creativity
Design's exploratory way of problem-solving doesn't always make the way forward clear. I've seen firsthand what happens when a team hits that moment of "okay, so what do we do now?" I aim to create the guardrails: clear enough to move, open enough to discover.
Prototyping is key to advancing ambitious, multi-stakeholder work. Making allows us to not only test our assumptions & to see what is and isn't working, but it also allows for stakeholders to build what’s been designed. People carry forward what they create.
Over designing only benefits the designer.
Having worked under Maura Shea for 2 years, I’ve seen the harm that over designing a visual, map, or interaction can have. The power of systems change work is in bringing people into the work, and empowering them with new tools and ways of thinking. Designing for THEM is the key – not designing for the aesthetic.
Human-centered design means centering those you’re doing the work with, as well!
As xxx beautifully said, ‘systems move at the speed of TRUST.’ I bring this mindset to my work – valuing authenticity and connection in all of my relationships. Taking the time to check in on people's state before any work is a key rule I've set for myself. True change comes from the people in the systems, so creating the space for relationship on teams & with stakeholders brings about more meaningful work.
Supporting change means supporting coordination.
The biggest barrier to systems change isn't strategy but rather the fragmentation. I've found that designing the spaces, tools, and activities that support coordination go the furthest in supporting change.
Glass half-full, not glass half-empty
Every person has unique skills and assets, but it’s how we invite them in that leads to their activation. Rather than diagnosing what's broken, my design methodology starts with what's already here: what you're good at & what you have capacity for. This asset-based view reframes the problem, allowing people to acknowledge where they're positioned to do the best work & allows others to step in. That honesty is where coordination becomes possible.
Structure supports — not hinders — creativity
Design's exploratory way of problem-solving doesn't always make the way forward clear. I've seen firsthand what happens when a team hits that moment of "okay, so what do we do now?" I aim to create the guardrails: clear enough to move, open enough to discover.