Chiara C. Rizzarda's Blog, page 28

Enquiry by Design (EbD) Step-by-Step: Day 3

Day 3 is the culmination of the collaborative efforts made during the event. After two days of intense discussions, brainstorming, and design work, Day 3 focuses on finalizing the concepts developed by the participants and presenting them to the wider group. This day is all about refining the ideas into coherent proposals, effectively communicating these solutions, and gathering feedback from stakeholders. By the end of Day 3, participants should have produced a set of well-developed design proposals that reflect the diverse perspectives and technical considerations addressed during the event.

Let’s see how.

1. Preparing for Finalization

The final day begins with a recap session, much like the previous mornings. This brief session helps participants transition from the iterative design work of Day 2 to the refinement and presentation phase of Day 3. The facilitator summarizes the progress made so far, highlights key themes or unresolved questions from the previous day’s preliminary presentations, and provides an overview of the agenda for the day.

This introduction sets the tone for Day 3 by emphasizing the importance of finalizing designs and preparing for the formal presentations. The facilitator might remind participants of the event’s overall objectives, ensuring that everyone remains focused on producing actionable, realistic proposals. Clear communication of the goals for the day helps participants understand what is expected and encourages them to approach the final stretch with energy and focus.

2. Polishing the Proposals

After the introductory session, participants break into their groups to finalize their design proposals. This stage involves refining the concepts they have developed over the past two days, ensuring that the designs are coherent, feasible, and aligned with the project’s objectives. The goal of this session is to polish the ideas, address any remaining challenges, and prepare the proposals for presentation to the wider group.

During this phase, participants should focus on clarifying the details of their designs, ensuring that all elements fit together logically and effectively. This might involve making final adjustments based on feedback received during the preliminary presentations, resolving any outstanding technical issues, or enhancing the visual representation of their ideas.

Eg: a group working on a public space redesign might spend this time refining their layout, ensuring that the proposed changes improve accessibility, enhance user experience, and meet sustainability goals. They might also finalize the visual elements of their proposal, creating clear, compelling renderings or diagrams that effectively communicate their vision.

Facilitators continue to play a supportive role, offering guidance and helping the groups maintain momentum as they work toward finalization. Technical experts remain available for consultation during this phase, helping groups to ensure that their designs are practical and grounded in real-world considerations.

Eg: if a group is proposing changes to transportation infrastructure, they might consult with a transportation planner to confirm that their ideas are feasible within the existing network and regulations.

3. Crafting the Narrative

In addition to refining the design concepts, Day 3 involves preparing for the final presentations. This preparation is just as important as the design work itself, as the effectiveness of the presentation will determine how well the ideas are communicated to the wider group and stakeholders. The presentations need to convey not only the design solutions but also the rationale behind them, demonstrating how the proposals address the challenges and opportunities identified throughout the event.

Participants should focus on crafting a clear and compelling narrative for their presentation. This narrative should explain the key decisions made during the design process, highlight the benefits of the proposed solutions, and address any potential challenges or trade-offs. The presentation should also articulate how the designs align with the broader goals of the project and reflect the input from diverse stakeholders.

Visual aids are critical in this phase. Participants should create high-quality visual materials—such as diagrams, maps, renderings, or models—that effectively illustrate their proposals. These visuals help to make the ideas more tangible and accessible, enabling the audience to better understand the concepts being presented.

Eg: a group presenting a new mixed-use development might create a series of renderings showing how the project integrates housing, retail, and public spaces, along with diagrams that explain how the design promotes walkability and connects to existing transportation networks. They might also prepare a brief that outlines the key benefits of the proposal, such as creating affordable housing or boosting local economic activity.

4. Final Presentations

The final presentations are the centerpiece of Day 3, where each group showcases their work to the wider group, including key stakeholders, facilitators, and, in some cases, external observers such as local government officials or community representatives. These presentations are formal and structured, with each group taking turns to present their design proposals, explain their rationale, and receive feedback from the audience. Each presentation typically includes a combination of verbal explanation, visual aids, and, where appropriate, technical details. Groups should clearly articulate the problem they are addressing, the process they followed to develop their solution, and the specific elements of their design. They should also explain how they incorporated stakeholder input and addressed any challenges or constraints identified during the event.

Eg: a group might present a proposal for a new transit hub, explaining how it improves connectivity between different modes of transportation, enhances accessibility for local residents, and incorporates sustainable design features. They might use a combination of maps, diagrams, and 3D renderings to illustrate how the hub will function and integrate with the surrounding urban fabric.

After each presentation, there is typically a period of open discussion and feedback. This allows the wider group to ask questions, provide input, and suggest potential improvements. Facilitators help guide this discussion, ensuring that it remains constructive and focused on helping the presenters refine their proposals further. This feedback is invaluable, as it provides an opportunity to identify any remaining issues and ensure that the final designs are as strong as possible.

5. Reflecting on the Outcomes

The feedback and discussion session following the presentations is a critical part of the final day. This is where participants, stakeholders, and facilitators come together to reflect on the proposals, share their thoughts, and discuss the potential implications of the designs. The goal of this session is to ensure that the design solutions are robust, well-considered, and ready for further development or implementation.

The feedback should be constructive and forward-looking, focusing on how the designs can be improved or how they might be implemented in the next phase of the project. Facilitators can help ensure that the feedback is balanced, encouraging both praise for the strengths of the proposals and constructive critique on areas that may need further development.

Eg: stakeholders might offer insights on how a particular design aligns with local regulations or suggest additional partnerships that could support the project’s implementation.

This session also serves as a final opportunity for stakeholders to voice any concerns or raise questions about the designs. By addressing these issues in a collaborative environment, participants can refine their proposals even further and ensure that the designs reflect a broad consensus.

6. Transitioning to Implementation

The final wrap-up session at the end of Day 3 is a moment to reflect on the achievements of the event and outline the next steps in the project’s development. This session is crucial for transitioning from the activity to the implementation phase, ensuring that the ideas generated during the event have a clear path forward.

During the conclusion, the project lead or facilitator typically summarizes the key outcomes of the event, highlighting the strengths of the design proposals and the contributions of the participants. They might also outline the process for moving forward, explaining how the proposals will be integrated into the larger project or planning process. This could involve further refinement by technical teams, presentation to decision-makers, or incorporation into policy or development plans. Participants should leave Day 3 with a clear understanding of how their work will be used and what the next steps are. This helps to ensure that the energy and momentum generated during the event are carried forward into the implementation phase, making the most of the collaborative efforts that have taken place.

Finally, the conclusion of Day 3 is an opportunity to celebrate the success of the event. Recognizing the hard work and creativity of the participants fosters a sense of accomplishment and reinforces the collaborative spirit of the EbD activity. This celebration can take many forms, from formal acknowledgments to informal networking opportunities where participants can reflect on the event and build connections that will support the project’s ongoing development.

By celebrating the achievements of the Enquiry-by-Design activity, the organizing team helps to create a positive and lasting impact, encouraging participants to stay engaged with the project as it moves forward.

But how do these projects typically move forward? We’ll see that tomorrow.

The picture in the header comes from “Global Seminar | Games and participatory modelling for urban planning”

Enquiry by Design (EbD) Step-by-Step: Day 2

Day 2 of the Enquiry by Design activity, that we’re seeing step by step, is where the collaborative design and problem-solving process truly begins to take shape. After the foundational work on Day 1—where participants were introduced to the project’s context, heard from key stakeholders, and possibly participated in a site visit—the focus now shifts to generating, refining, and developing design solutions. This day is characterized by intensive group work, creativity, and the practical application of ideas. The goal of Day 2 is to turn the broad concepts and insights from Day 1 into more concrete design proposals that address the challenges and opportunities identified.

Let’s see how.

1. Re-Establishing Focus

The day begins with a brief recap of the key insights and ideas from Day 1. This session helps participants refocus and transition from the exploration and brainstorming phase to the design and problem-solving phase. The facilitator or project lead typically summarizes the themes that emerged during the initial discussions, highlighting the most promising ideas and the areas that require further development. This helps to ensure that participants are aligned on the key issues that the design work will address throughout the day.

Eg: the recap might emphasize certain challenges, such as improving pedestrian connectivity in a downtown area or creating more green spaces in a redevelopment zone. 

In this session, the facilitator also outlines the goals and structure of Day 2. Participants should understand that the focus is now on collaborative design and problem-solving, where they will work in smaller groups to develop more detailed solutions. The facilitator might introduce the specific tasks or activities for the day, such as refining design concepts, integrating stakeholder feedback, and considering technical feasibility.

2. Group Design Workshops

After the introductory session, participants are divided into smaller groups to begin the collaborative design work. These groups are typically organized around specific themes or focus areas identified on Day 1, such as transportation, housing, public spaces, or environmental sustainability. The purpose of working in smaller groups is to encourage in-depth discussions and allow participants to dive deeper into particular aspects of the project. Each group should be diverse, bringing together participants with different perspectives, expertise, and interests.

Eg: a group focused on public spaces might include urban designers, community representatives, local business owners, and environmental experts.

The group design workshops are highly interactive, with participants working together to sketch out ideas, explore different scenarios, and develop preliminary design concepts. Facilitators play a key role in guiding these discussions, helping the groups stay on track, and ensuring that everyone has a chance to contribute. Various participatory tools can be used to facilitate this process, such as:

Mapping exercises: participants work together to annotate maps, identifying key areas for intervention or development.Scenario planning: groups explore different future scenarios and their implications, helping to visualize how different design choices could impact the area.Sketching and modeling: participants use sketching tools or digital design software to create visual representations of their ideas.

These workshops are iterative and collaborative, with participants building on each other’s ideas and continuously refining their proposals. The goal is not to produce finalized designs but to develop strong, feasible concepts that can be further refined and presented on Day 3.

3. Ensuring Feasibility

Throughout Day 2, it’s important to provide groups with continuous access to technical support and input. While creativity and innovation are central to the design process, the proposals must also be grounded in reality and consider factors such as engineering constraints, regulatory requirements, and environmental impacts. Technical experts from the Core Team, such as engineers, transportation planners, or environmental scientists, play a crucial role in ensuring that the design concepts are both visionary and practical. These technical experts are usually available for consultation as needed. Their role is to provide data, answer questions, and help participants navigate the complex technical issues that arise during the design process. This support ensures that the final proposals are not only creative but also implementable.

Eg: a group working on improving transportation infrastructure might consult with a transportation planner to ensure that their proposed changes to road layouts or public transit routes are feasible. Similarly, a group focused on sustainability might seek input from an environmental expert to understand the potential impacts of their designs on local ecosystems or water management.

4. Midday Check-In

Midway through Day 2, it’s helpful to bring all the groups back together for a check-in session aimed at multiple purposes: it allows groups to share their progress, fosters cross-pollination of ideas, and helps to identify any common themes or challenges that have emerged across the different groups.

During the check-in, each group presents a brief update on their work, highlighting their key design concepts, any blockers they’ve encountered, and any questions or issues that require input from the broader group. This sharing of ideas can spark new insights, as participants from different groups offer feedback or suggest alternative approaches. This type of cross-pollination enriches the design process and ensures that the final proposals benefit from a wide range of perspectives.

Eg: a group working on public space design might present a concept for a new park, and participants from another group might suggest incorporating additional elements, such as public art or community gardens, based on their own work on cultural or social aspects of the project.

The midday check-in also provides an opportunity for facilitators to address any issues that have arisen, such as a group needing additional resources or clarification on certain aspects of the project. By bringing everyone together, the check-in session helps to maintain momentum and ensures that the design process remains cohesive.

5. Continued Group Work

After the check-in, participants return to their groups to continue refining their design concepts. This phase of the day is focused on taking the initial ideas generated earlier and developing them into more detailed and coherent proposals. Groups should work on fleshing out their designs, considering how different elements fit together, and addressing any feedback or challenges that arose during the check-in.

At this stage, it’s important for groups to start thinking about how their proposals will be presented to the broader group on Day 3. This might involve creating visual aids, such as drawings, maps, or digital renderings that effectively communicate their ideas. Groups should also begin to articulate the rationale behind their designs, explaining how their proposals address the challenges and opportunities identified on Day 1 and how they align with the project’s overall objectives.

Facilitators continue to play a supportive role during this phase, offering guidance, helping groups stay on track, and ensuring that the work remains collaborative and inclusive. The emphasis is on refining the ideas into proposals that are ready for presentation and discussion on the final day.

6. Sharing Draft Designs

Toward the end of Day 2, each group presents their draft designs and receives feedback from the wider group. This preliminary presentation session allows participants to share their progress and gather input from other stakeholders, which can then be used to refine their proposals further overnight or during the morning of Day 3.

The presentations should focus on the key design concepts, the rationale behind the choices made, and any unresolved issues or questions that the group is grappling with. After each presentation, there should be time for open discussion and feedback, allowing other participants to ask questions, offer suggestions, or raise concerns.

Eg: a group might present a proposal for a new mixed-use development, explaining how it addresses the need for affordable housing while also promoting local businesses. Other participants might provide feedback on how the design could be improved to better integrate with existing infrastructure or suggest additional amenities that could enhance the area’s appeal.

This preliminary presentation session is an essential step in the iterative design process. It ensures that the proposals are informed by a wide range of perspectives and that any potential issues are identified and addressed before the final presentations on Day 3.

7. Setting the Stage for Finalization

Day 2 concludes with a wrap-up session, where the core team and facilitators summarize the day’s work and provide guidance for the final day of the event. This session is an opportunity to reflect on the progress made, highlight key themes that have emerged across the different groups, and ensure that everyone is prepared for the final presentations.

Facilitators might use this time to remind participants of the goals for Day 3, which typically include finalizing their designs and preparing for formal presentations. They might also provide specific feedback or suggestions based on the preliminary presentations, helping groups to focus their final efforts on addressing any remaining challenges or refining their proposals.

Participants should leave Day 2 with a clear sense of the next steps and the tasks they need to complete before the final presentations. The wrap-up session helps to maintain momentum and ensures that everyone is aligned on the goals for the final day of the activity.

But that’s a story for tomorrow.

The picture in the Header comes from the article “It’s More than a Game: Using participatory design to effectively and respectfully enable urban development” by Anthony Duckworth.

Enquiry by Design (EbD) Step-by-Step: Day 1

Let’s continue our Step-By-Step analysis of an Enquiry by Design process and let’s see what Day 1 might be about: setting the context, framing the problem and launching the initial discussions.

The first day is critical for setting the tone, context, and foundation for the entire event, and it serves as an opportunity to introduce participants, establish the project’s background, and initiate discussions that will drive the design process over the next two days. This phase requires careful orchestration to ensure that all stakeholders are engaged, informed, and prepared to contribute meaningfully to the collaborative design work. By the end of Day 1, participants should have a shared understanding of the project’s objectives, challenges, and opportunities, laying the groundwork for productive collaboration.

Let’s see how it might be done.

1. Opening Session

The day usually begins with an opening session that serves as the formal kickoff to the activity. This session welcomes participants, sets expectations, and introduces the key themes and objectives of the event. The project lead or facilitator typically opens the session outlining the structure of the 3-day event.

In this session, it’s crucial to communicate the objectives of the activity even if the have been preliminary shared through kit boxes or dedicated communication. Participants need to understand the specific goals they are working toward, whether it’s developing design solutions for a particular site, addressing specific urban challenges, or creating a shared vision for future development.

Eg: the facilitator might state that the goal is to generate innovative design concepts for revitalizing a waterfront district, focusing on improving public spaces and enhancing connectivity.

The opening session also includes introductions to the core team, highlighting their roles in facilitating the event and providing support to participants. This gives participants a clear sense of whom to approach with specific questions or concerns, whether related to technical issues, logistics, or stakeholder management.

Lastly, setting expectations for collaboration, respect, and active participation cannot be understated. Participants should be encouraged to share their insights openly, listen to others, and approach the event with a spirit of co-creation. Establishing ground rules for dialogue, such as mutual respect and a focus on solutions, helps create a constructive and inclusive atmosphere from the outset.

To ensure all participants are engaged and contribute equally during an Enquiry-by-Design workshop, several strategies can be implemented:

Use a Neutral, Technical-Savy Facilitator. A facilitator can help manage discussions, ensuring that all voices are heard: if they are neutral, they will be more effective in quenching arising quarrels or encouraging quieter participants to share their thoughts, but they should have a background or technical knowledge of the subject matter at hand so that they’ll be able to translate complex ideas into more accessible language for all participants. The facilitator is also needed to keep the group focused on the agenda while allowing flexibility for important discussions and pacing the time.Establish Clear Ground Rules. Setting ground rules at the beginning of the workshop can create a respectful environment where everyone feels encouraged to share their ideas. Examples might include:no criticism allowed of ideas during the brainstorming phase; mandatory participation for everyone (no silent observers); implement a trick to ensure that conversations happen one at the time.Create Smaller Teams. Breaking participants into smaller, diverse groups can foster more intimate discussions, allowing everyone to contribute without the intimidation of a larger audience. Each group can then report back to the larger assembly, ensuring that all ideas are shared.Document Ideas Visibly. Documenting all ideas in real-time, using tools like whiteboards or digital platforms on a larger screen, allows participants to see their contributions acknowledged. This visibility can motivate further engagement and idea sharing.Provide Feedback Opportunities. Encouraging participants to provide feedback on the process can help identify any issues with engagement. This can be done through anonymous surveys or discussions at the end of the workshop, allowing for improvements in future sessions.Recognize Contributions. Acknowledging individual contributions publicly can boost morale and encourage ongoing participation, but beware of shy people who don’t appreciate the spotlight. If done right, this can be as simple as thanking participants for their input during discussions or highlighting specific ideas that emerged from the group.Foster a Collaborative Environment. Creating a culture of trust and respect among participants encourages collaboration. Team-building activities or icebreakers at the start can help participants feel more comfortable with each other, enhancing overall engagement.1.1. Stakeholder Presentations

During the opening session, it’s important to give space for key stakeholders to present their perspectives. This part of the day provides a platform for various stakeholder groups to articulate their interests, concerns, and priorities related to the project. Stakeholder presentations allow participants to hear directly from those who are most affected by the outcomes of the design process, helping to ground the discussions in real-world contexts and issues. Of course, they need to be warned and supported in advance. Each of these presentations adds a layer of complexity and depth to the discussions, ensuring that the design process is informed by a wide range of perspectives.

Eg: local government representatives might present the regulatory framework and long-term development goals for the area, while community members could share insights into the day-to-day challenges they face in the neighborhood. Business owners might highlight economic opportunities and challenges, and environmental groups could present data on sustainability and ecological concerns. 

These presentations not only provide valuable information but also foster empathy and understanding among participants. When participants hear directly from community members or stakeholders with different viewpoints, it encourages them to consider multiple perspectives in their design work, leading to more holistic and inclusive solutions.

2. Grounding the Discussion: the Site Visit

If the activity is focused on a specific physical location, a site visit can be an invaluable component of Day 1. The site visit aims to give participants a first-hand experience of the area under consideration, allowing them to see the context, challenges, and opportunities for themselves. Walking through the site helps participants visualize the space, identify key issues, and gather insights that might not be evident from maps or presentations alone. Even if participants come from the area, a visit with the other stakeholders, especially if done after their presentation, might foster mutual understanding and spark initial discussions. Participants might also interact with locals during the site visit, gaining informal feedback that adds further richness to the discussions, and these observations can later inform the design discussions and ensure that proposals are grounded in the realities of the space.

Eg: during a site visit to a downtown redevelopment area, participants might observe underutilized public spaces, traffic congestion, or architectural styles that need to be preserved or enhanced. 

The site visit also serves as a shared experience that participants can reference throughout the event. It creates a common ground for discussions, as everyone has seen the same physical environment and can speak to specific features or challenges they observed.

2.1. An Alternative: the Virtual Visit

Logistical constraints, geographic distances, or health and safety considerations might make an in-person site visit impractical. In these situations, a virtual site visit can serve as a valuable alternative, providing participants with a rich understanding of the project context without needing physical presence. Conducting a virtual site visit requires careful planning and the use of digital tools to ensure that participants can explore and engage with the site effectively, and typically has a greater impact on the budget, but let’s see how it might be done.

2.1.1. Preparation

The organizing team needs to gather and present a range of multimedia resources that allow participants to explore the project area as if they were on-site. This might include video footage, 360-degree panoramic images, interactive maps, drone footage, augmented reality experiences and models for virtual reality immersive visits. The goal is to create a comprehensive experience that immerses participants in the site’s context, helping them visualize its spatial relationships, key features, and potential challenges.

To prepare for this virtual experience, the core team should collaborate with local partners, such as city officials or community organizations, who can provide detailed site information. Additionally, they may need to engage professional videographers or digital mapping experts to create high-quality content. The virtual visit should be designed to be as interactive and engaging as possible, allowing participants to explore the site from different perspectives and at their own pace.

Eg: the virtual site visit might begin with a guided video tour of the area, narrated by a local expert or urban planner who highlights key points of interest, followed by interactive elements for individual exploration, such as clickable maps that allow participants to zoom in on specific locations and access additional information, such as photographs, historical data, or community feedback.

It’s important to ensure that the virtual experience is accessible to all participants, regardless of their technical proficiency or access to technology.

To achieve this, the core team should prepare clear instructions and technical support to participants in advance of the event. This might include sending out tutorial videos or step-by-step guides on how to use the virtual tools, offering tech support during the event, and ensuring that the digital platform is user-friendly and intuitive. The goal is to create an experience that is seamless and engaging, allowing all participants to fully immerse themselves in the site visit without technical barriers.

Additionally, the virtual site visit should be designed to accommodate different learning styles and preferences. For example, some participants might prefer to explore the site visually through video and imagery, while others might appreciate more detailed data or written information about the area. Providing a variety of resources ensures that the virtual visit is as inclusive and engaging as possible.

2.1.2. Delivery

On the day of the virtual site visit, participants should be guided through the experience in a structured way. The session might begin with a live presentation, where a facilitator walks participants through the virtual tools they will be using and explains how the virtual tour will unfold. This introduction is important for setting expectations and ensuring that participants feel comfortable navigating the digital platform.

To make the virtual visit as engaging as possible, it’s important to include opportunities for interaction. This could involve Q&A sessions or breakout discussions where participants can share their observations and insights. The facilitator might encourage participants to note specific areas of interest or concern and discuss these in smaller groups, just as they would during an in-person site visit.

Eg: the facilitator might introduce the virtual site visit with an overview map of the project area, explaining how participants can explore different sections of the site through interactive tools. This could be followed by a virtual walkthrough, where participants are taken on a guided tour through the area using pre-recorded video or real-time video streaming. During this walkthrough, participants might have the opportunity to ask questions or request additional information about specific locations.

The digital tools used for the virtual visit should also allow participants to explore the site independently. This self-guided exploration adds a layer of flexibility, allowing participants to focus on the aspects of the site that are most relevant to their interests or expertise. Also, virtual tools allow for the simulations of experiences that might be outside the range of stakeholders, such as the simulation of disabilities, and this should be encouraged to gain a deeper understanding.

2.1.3. Capturing Insights

As with an in-person site visit, it’s important to capture participants’ insights and observations from the virtual experience. Facilitators should encourage participants to document their thoughts, either by taking notes or using collaborative digital tools like shared whiteboards or virtual sticky notes. These insights will be valuable in informing the design discussions that follow. Digital tools like Miro or Google Jamboard can be useful for this purpose, allowing participants to collaboratively build on each other’s ideas in real-time.

Eg: after exploring the virtual site, participants might be asked to share their initial reactions in a group discussion, highlighting key challenges or opportunities they identified during the virtual tour. Facilitators can then capture these insights and organize them into themes that will be explored further in the design sessions.

In addition to group discussions, participants might be encouraged to submit individual reflections or complete short surveys immediately after the virtual visit. This helps to ensure that all voices are heard and that the full range of observations is captured. These reflections can then be incorporated into the design process, helping to guide the discussions and ensure that the virtual site visit is fully integrated into the event’s outcomes.

3. Initial Design Session: the Collaborative Brainstorming

After the site visit and stakeholder presentations, participants are ready to begin the initial design session. This is where the collaborative work begins in earnest, as participants engage in brainstorming sessions to identify key challenges, opportunities, and potential design solutions. The goal of this session is not to create final designs but to open up the conversation, allowing ideas to flow freely and encouraging creative thinking.

Facilitators play a crucial role during this session, guiding discussions and ensuring that all participants have the opportunity to contribute. Various participatory tools can be used to help structure the brainstorming process, such as mapping exercises, where participants annotate maps with their observations and ideas, or scenario planning, where groups explore, for instance, different possible futures for the area. Sketching and visual tools can also be employed to help participants communicate their ideas more effectively.

This initial design session is highly exploratory, with a focus on generating as many ideas as possible. Participants should feel free to propose bold and innovative concepts, as well as more incremental changes. The goal is to create a rich pool of ideas that can be refined and developed further in the subsequent days.

During this session, facilitators should capture key ideas and themes that emerge, as these will form the basis for more detailed design work on Day 2. It’s important to document the discussions visually and in writing, so that no valuable insights are lost. This documentation will also help to create continuity as the event progresses, ensuring that the ideas generated on Day 1 are carried forward into the following sessions.

4. Wrap-Up and Reflections: Setting the Stage for Day 2

Participants should leave Day 1 feeling energized and ready to build on the foundation that has been established. Day 1 concludes with a wrap-up session, where the core team and facilitators summarize the key insights and ideas that emerged throughout the day. This session is an opportunity to reflect on the progress made, highlight any emerging themes, and prepare participants for the work ahead. It’s also a chance to address any concerns or questions that participants might have as they prepare to dive deeper into the design process on Day 2.

This session can also include brief reflections from participants themselves, allowing them to share their thoughts on the day’s activities and any key takeaways. These reflections can provide valuable feedback for the core team and help ensure that the event remains responsive to participants’ needs and expectations.

The wrap-up should reiterate the goals of the event and provide a roadmap for what participants can expect in the coming days. Facilitators might outline the focus for Day 2, which typically involves refining and developing the ideas generated during the initial design session.

But that’s a story for tomorrow.

The picture in the header comes from Laura Puttkamer’s article “Participatory Methods in Urban Planning: Mapping”

Enquiry by Design (EbD) Step-by-Step: the Pre-Planning

Let’s dive into the organization of a workshop following the Enquiry by Design (EbD) Framework we introduced yesterday and let’s focus on the pre-planning stage.

Pre-Planning

Defining the objectives and scope of a 3-day Enquiry-by-Design (EbD) activity is the first critical step in the pre-planning phase, as it establishes the foundation for the entire event. This process requires careful consideration to ensure that all participants and stakeholders are aligned with the goals and boundaries of the activity. By clarifying objectives and setting a realistic scope, the organizing team can create a focused, productive environment where meaningful outcomes are achieved.

Once you have the goals in mind, you need to circulate them and, of course, this means you need someone to circulate them to. This means you’ll have to identify the stakeholders. Some of them will constitute what’s called the Core Team, a concept we’ve also seen is central to the Design Charrette, and makes them different from many activities with LEGO Serious Play, where all participants are deemed equal and we tackle topics on which everyone is allowed a valid opinion. Last but not least, you’ll have to pick a time and a place.

1. Define Objectives and Boundaries1.1. Clarifying Objectives

The first step is to articulate the core purpose of the activity. This involves clearly defining what the event aims to accomplish. Is the goal to address a specific urban planning issue, such as revitalizing a deteriorating neighbourhood, or to co-create a future vision for a development project? Clarifying this purpose helps to set the direction for all subsequent planning activities. A well-defined purpose ensures that everyone involved understands the central aim of the event.

Eg: the objective might be to generate design ideas for improving public spaces in a downtown area, focusing on enhancing pedestrian connectivity and sustainability.

Once the purpose is clear, it’s essential to outline the desired outcomes. What specific results do you hope to achieve by the end of the 3-day activity? These could range from conceptual designs that address urban challenges to policy recommendations or even stakeholder consensus on key issues. Having a clear vision of the desired outcomes helps guide the planning process and provides a benchmark for measuring success. Beware, however, not to define outcomes in such a way that aims to steer the workshop towards a specific content: it’s dishonest, and it never works.

Eg: a successful outcome might be a set of actionable urban design proposals that balance the needs of various stakeholders, such as improving infrastructure while preserving community character.

To ensure that the objectives are practical, one common trick is to frame them as SMART goals—Specific, Measurable, Achievable, Relevant, and Time-bound. This helps to keep the event focused and ensures that the goals are both realistic and aligned with broader strategic efforts.

Eg: a SMART objective might be to produce a draft strategic urban plan that can be presented to the city council within six weeks of the event.

1.2. Defining the Geographic and Thematic Scope

With the objectives in place, the next step is to clearly define the scope of the activity, starting with the geographic focus. It’s essential to establish the physical boundaries of the area under consideration, whether it’s a specific neighbourhood, a development site, or a larger urban district. This helps to ground the design discussions in a particular context, ensuring that participants focus on a manageable and relevant area.

Eg: the geographic scope could be limited to the waterfront district of a city, covering a specific area where redevelopment is being considered.

In addition to geographic boundaries, it’s essential to identify the key themes and focus areas for the activity. These could include topics like transportation, housing, public spaces, economic development, or environmental sustainability. By defining these thematic areas, the organizing team can guide participants toward addressing the most critical issues and opportunities within the scope of the activity.

Eg: the themes for a revitalization project might include enhancing pedestrian pathways, integrating green infrastructure, and promoting mixed-use development.

When defining the scope, it is also crucial to consider any existing boundaries or constraints that could impact the design process. These might include local zoning laws, environmental regulations, budget limitations, or political considerations. Acknowledging these constraints early on helps to set realistic expectations and ensures that the design proposals developed during the event are feasible and aligned with legal or regulatory frameworks.

Eg: participants might need to design within the constraints imposed by nearby environmental preserves or adhere to specific zoning regulations that govern building heights or land use.

1.3. Aligning with Broader Strategic Goals

Another essential aspect of defining the objectives and scope is ensuring alignment with broader strategic goals. This involves linking the activity to existing municipal plans, regional growth strategies, or other overarching frameworks. By tying the objectives of the event to these larger goals, the organizing team ensures that the outcomes are relevant not just for the immediate context but also for the broader strategic direction of the city or region.

Eg: an urban redevelopment project might align with the city’s 2030 sustainability goals, particularly in promoting green infrastructure and reducing car dependency.

It’s equally important to incorporate stakeholder interests into the scope definition, even economic interests, as dirty as this might sound. Engaging with key stakeholders—such as local government representatives, community groups, and developers—during the pre-planning phase helps to ensure that their priorities and concerns are reflected in the event’s objectives. This collaborative approach increases buy-in and makes the event more likely to produce outcomes that stakeholders are willing to support and implement.

Eg: incorporating community feedback into the scope might emphasize the need for more affordable housing or public amenities, ensuring that the designs reflect the aspirations of the people who will be most affected by them.

1.4. Setting Realistic Expectations

Realism is key when setting objectives and defining the scope. It’s important to assess the available resources, timeframes, and expertise to ensure that the goals of the EbD activity are achievable. Overly ambitious objectives can lead to frustration and diminished results. By setting realistic expectations, the organizing team can create an environment where participants feel motivated and capable of achieving the desired outcomes.

Eg: within a 3-day timeframe, it might be more realistic to focus on generating conceptual designs rather than detailed technical plans. The implementation strategies can be developed in later phases once the conceptual framework is established.

Prioritizing outcomes is also essential, particularly if the scope of the activity is broad. The organizing team should identify the most critical issues to focus on during the event, ensuring that the discussions remain productive and targeted. This helps to keep the event manageable and ensures that the most pressing issues receive adequate attention.

Eg: while the event might touch on various urban challenges, the primary focus could be on improving connectivity within a specific district and addressing traffic congestion.

1.5. Documenting and Communicating Objectives and Scope

Once the objectives and scope are defined, it’s vital to document them clearly and communicate them to all participants and stakeholders. Creating a concise briefing document that summarizes the objectives, themes, and geographic focus of the event helps to ensure that everyone is on the same page. This document can be circulated to participants ahead of the event, providing them with the necessary context to engage meaningfully in the discussions.

In addition to written communication, it’s beneficial to hold initial meetings or workshops with stakeholders to discuss the objectives and scope. These pre-event engagements provide an opportunity to refine the objectives based on stakeholder feedback and ensure that the event is aligned with the priorities of those involved. This collaborative approach strengthens the foundation of the activity and increases the likelihood of successful outcomes.

Eg: a pre-event workshop with community representatives might highlight specific concerns or aspirations that need to be integrated into the final objectives.

2. Identify the Stakeholders

The step involves recognizing and engaging all relevant parties who have an interest in or are impacted by the project. The stakeholders should bring a diverse range of perspectives, expertise, and concerns that will inform the design process, making their involvement crucial to creating holistic and widely supported solutions. Correctly identifying and engaging stakeholders early in the pre-planning phase ensures that the event is inclusive, collaborative, and effective in addressing the complexity of urban challenges.

2.1. Break them Down

The first task in this phase is to identify the key stakeholders who need to be involved in the activity. Stakeholders can be grouped into various categories, such as government agencies, community members, business owners, developers, non-profit organizations, environmental groups, and technical experts. Each of these groups will have unique insights and interests that should be represented in the planning and design process.

Eg: in an urban redevelopment project, stakeholders might include local government officials who oversee planning and zoning, community representatives who live in the area and are directly affected by the redevelopment, and developers or investors who have a financial interest in the project’s outcomes. Environmental groups might also be key stakeholders if the project involves green spaces or impacts local ecosystems.

In this phase, it is also important to identify stakeholders who may not be immediately obvious but whose input is critical to the project’s success. For example, if the project involves significant changes to transportation infrastructure, it might be important to involve public transit authorities or regional transportation agencies. Similarly, if the project is located in a culturally sensitive area, engaging with local heritage organizations or cultural groups could be essential. The goal is to ensure that no critical perspective is overlooked and that all voices are heard.

2.2. Double-Check the Groups

Diversity of representation is crucial to the success of an Enquiry-by-Design activity. It is important to ensure that stakeholders reflect the full spectrum of the community, including different demographic groups, socioeconomic backgrounds, and interests, to ensure that the designs and solutions developed during the event are equitable and address the needs of all parts of the community.

Eg: in a neighborhood revitalization project, it is essential to engage not only long-time residents but also newer community members, renters, homeowners, business owners, and youth. 

Engaging a diverse group of stakeholders can also help uncover potential conflicts or trade-offs that need to be addressed during the design process. By bringing these diverse perspectives to the table early on, the organizing team can facilitate a more comprehensive and balanced discussion that considers the needs of all stakeholders.

Eg: while business owners might prioritize parking and accessibility for customers, community members might be more concerned with preserving public spaces or reducing traffic congestion.

To achieve diverse representation, the organizing team should take proactive steps to reach out to different groups. This might involve working with local community organizations, culture-based groups, or neighbourhood associations to ensure that underrepresented voices are included. Additionally, it may be necessary to provide accommodations, such as language translation or childcare, to ensure that all stakeholders can participate fully in the process. The goal is to create an environment where everyone feels comfortable contributing to the discussion, regardless of their background or position.

2.3. Outreach and Engagement

The fact that you’ve identified them, doesn’t mean they will be willing to participate: once the stakeholders have been identified, the next step is to engage them in the process. Early and meaningful engagement is vital to building trust and ensuring that stakeholders feel invested in the outcomes of the activity. This can be achieved through various methods, such as one-on-one meetings, workshops, surveys, or community forums. The type of engagement will depend on the stakeholder group and the level of input required. The trick is to tailor the engagement approach to the needs and preferences of each stakeholder group, ensuring that they have the opportunity to participate in a way that is meaningful to them.

Eg: government agencies and technical experts might be engaged through formal meetings where specific regulatory or technical issues are discussed in detail. In contrast, community members might be engaged through more informal settings, such as town hall meetings or pop-up events in the neighbourhood.

It is also important to clearly communicate the purpose and goals of the activity to stakeholders during the engagement process. This helps to set expectations and ensures that stakeholders understand how their input will be used. Transparency about the process helps to build trust and encourages stakeholders to participate actively.

Eg: the organizing team might explain that the goal of the event is to generate design ideas that will inform future planning decisions, and that stakeholder input will be critical in shaping these designs.

2.4. Balancing Stakeholder Interests

In many cases, different stakeholder groups will have competing or conflicting interests. Balancing these interests is one of the key challenges of an EbD activity, and it requires careful facilitation and negotiation.

Eg: residents might prioritize preserving the character of their neighbourhood, while developers might be focused on maximizing economic returns.

During the pre-planning phase, the organizing team should anticipate potential conflicts and develop strategies for addressing them. This might involve identifying common ground between stakeholders, such as shared goals around sustainability or community well-being, and framing discussions in a way that emphasizes these shared interests.

Eg: while developers and community members might have different priorities, they may both agree on the importance of creating vibrant, livable spaces that attract people to the area.

It is also helpful to establish clear ground rules for the activity that promote respectful dialogue and constructive problem-solving. This helps to create a collaborative environment where stakeholders feel safe expressing their views and are willing to work together to find solutions.

Eg: ground rules might include a commitment to listening to all perspectives, focusing on solutions rather than problems, and being open to compromise.

A hint for later: maintaining Engagement throughout the process

Stakeholder engagement should not end once the 3-day event begins. It is vital to maintain ongoing communication with stakeholders throughout the entire process, from pre-planning to post-event follow-up. This ensures that stakeholders remain engaged and that their input continues to inform the project as it moves forward.

Eg: after the activity concludes, the organizing team might hold follow-up meetings with key stakeholders to discuss how the outcomes of the event will be integrated into the planning process. This could involve reviewing the design proposals developed during the event, gathering additional feedback, and discussing next steps for implementation.

Ongoing engagement helps to build long-term relationships with stakeholders and ensures that the project remains on track to achieve its goals.

This starts in this phase by identifying the right stakeholders, ensuring diverse representation, and engaging them meaningfully throughout the process. The stakeholders’ knowledge, perspectives, and support are invaluable in creating design solutions that are not only innovative but also realistic, feasible, and widely supported by the community.

3. Assemble the Core Team

The core team is responsible for planning, facilitating, and ensuring the event’s overall success. This group brings together a diverse set of skills and expertise, and their ability to work cohesively will directly impact the quality of the event outcomes. Building an effective core team involves carefully selecting the right people, defining their roles and responsibilities, and fostering a collaborative working environment.

I just had to.3.1. Identifying the Right Team Members

The first step in assembling the core team is identifying the key roles that need to be filled. A successful activity typically requires a multidisciplinary team, bringing together professionals from different fields who can contribute their expertise to the planning and design process. The core team should include urban planners, designers, facilitators, technical experts (such as engineers or environmental specialists), and project managers. The event coordinator plays a critical role in ensuring that all logistical aspects are managed smoothly, from scheduling to materials preparation.

Eg: an urban planner might lead the effort to integrate land use considerations into the design process, while a designer focuses on creating visual representations of ideas generated during the event. Technical experts can provide data and guidance on feasibility issues, ensuring that the proposed designs are practical and can be implemented. 

It is also important to consider soft skills when selecting team members. In an activity where collaboration and stakeholder engagement are central, team members should be strong communicators, good listeners, and skilled at facilitating discussions. These interpersonal skills are just as critical as technical expertise in creating a productive and inclusive environment.

3.2. Defining Roles and Responsibilities

Once the core team is assembled, it’s important to clearly define each member’s roles and responsibilities. This helps ensure that everyone understands their specific tasks and how their work fits into the overall process. Defining roles also helps prevent overlap or gaps in responsibilities, which can lead to confusion or inefficiency.

Key roles in the core team typically include:

Event Supervisor. This person is responsible for overseeing the entire EbD activity and it might be the neutral facilitator.Project Lead/Coordinator. They manage the planning process, coordinate between different team members, and ensure that all tasks are completed on time. The project lead is also the main point of contact for stakeholders and participants.Facilitators. They are responsible for guiding the discussions during the event, they ensure that conversations remain productive, help participants articulate their ideas, and mediate conflicts when necessary.Urban Planners and Designers: These professionals are responsible for translating the ideas generated during the event into visual and spatial designs. They work with participants to create maps, sketches, and other visual tools that represent the proposed solutions. Their expertise helps to ground the discussions in practical, real-world design principles.Technical Experts. Depending on the project’s nature, technical experts might include engineers, environmental scientists, transportation specialists, or other professionals with specialized knowledge. They ensure the proposed designs are feasible and align with regulatory, environmental, or technical requirements.Logistics and Administrative Support. This team member handles the practical details of the event, such as securing the venue, arranging catering, managing registration, and ensuring that all necessary materials are available. Their role is crucial in ensuring that the event runs smoothly and that participants can focus on the design process without distractions.Stakeholder Manager. In some cases, having a team member dedicated to managing relationships with stakeholders may be helpful. This person ensures that stakeholder concerns are integrated into the planning process and that there is ongoing communication before, during, and after the event.3.3. Fostering Collaboration and Communication

Again, building a collaborative working environment within the core team is essential for the success of the event. Even though each team member has a specific role, collaboration and open communication are necessary to ensure that all aspects of the event come together seamlessly. This involves regular meetings, clear communication channels, and a shared understanding of the event’s objectives and scope.

The project lead or coordinator plays a crucial role in fostering this collaboration by facilitating regular check-ins, ensuring that information is shared among team members, and addressing any issues or concerns as they arise.

Eg: regular team meetings can be scheduled to review progress, discuss challenges, and ensure that everyone is aligned on the next steps. These meetings also provide an opportunity for cross-disciplinary collaboration, where urban planners can share insights with designers, or technical experts can advise facilitators on key considerations.

It’s also important to create an environment where team members feel comfortable sharing their ideas and concerns. This open communication fosters innovation and helps the team address potential problems early on.

Eg: if a designer identifies a challenge with visualizing a particular concept, they should feel empowered to bring it to the team’s attention, allowing others to contribute ideas or offer solutions.

3.4. Leveraging External Expertise

In addition to assembling the internal core team, the organizing group should consider whether any external expertise is needed to supplement the team’s capabilities. This could involve bringing in consultants or subject matter experts who can provide specialized knowledge on particular issues that might arise during the event. These external experts can be engaged on an as-needed basis, either as part of the core team or as advisors who participate during specific sessions of the event. Their involvement can add depth to the discussions and ensure that the design solutions are informed by the latest research or industry trends.

Eg: if the activity focuses on climate resilience, it might be valuable to involve a climate scientist or environmental consultant who can provide insights on best practices and innovative approaches.

However, it’s important to integrate external experts in a way that complements the core team’s work, ensuring that their input enhances rather than complicates the collaborative process. Which is easier said than done.

3.5. Establishing Clear Objectives for the Core Team

Finally, it is important to establish clear objectives for the core team itself. In addition to the broader goals of the activity, the core team should have specific objectives related to the planning and execution of the event. These might include ensuring that all stakeholders are effectively engaged, that the logistical arrangements run smoothly, and that the design process leads to actionable outcomes. Setting these internal objectives helps the team stay focused and accountable throughout the pre-planning and event phases.

Eg: the core team might set an objective to complete all pre-event stakeholder engagement within a specific timeframe, or to finalize the event’s agenda by a particular deadline.

4. Practical Stuff

Last but not least, practical stuff includes choosing a venue that is easily accessible to participants, ensuring the venue has appropriate facilities (breakout rooms, presentation equipment, spaces for informal discussions), and securing resources such as the necessary materials (maps, data, design tools, and any digital platforms for virtual collaboration that usually need preparation), budget for things like catering, accommodation and materials.

Tomorrow we’ll take a look at the programme for Day 1, which focuses on framing the problem.

 

The picture in the header comes from Putting People First – Participatory Urban Planning.

Enquiry by Design (EbD)

Yesterday we saw how a sandbox videogame, Minecraft, broke through the educational and social environment and became a significant tool to be used to foster collaboration, facilitate the awareness of certain themes and brainstorm solutions. Today we take a look at a framework that’s more similar to the Design Charrette we saw a couple of days ago. Just keep in mind that tools and frameworks are cross-referencable: you can run a Design Charrette using Lego Serious Play just as much as you can do Enquiry by Design through Minecraft.

What’s Enquiry by Design?

I’m glad you asked.

Enquiry by Design (EbD) emerged as a collaborative urban planning method in the early 2000s, and was notably utilized in Australia, New Zealand, and England with significant case studies beginning around 2001. One of the earliest documented applications was the Bassendean Train Station project near Perth in Australia in 2001, followed by the comprehensive community planning for Port Hedland, in the Pilbara region of Western Australia, in 2004.

Deliberative democracy scholar and practitioner Janette Hartz-Karp, Emeritus Professor at Curtin University, defined it as “an intensive, interactive forum, over 2–4 days that aims to produce non-binding urban design and planning visions for complex projects.”

The method gained further recognition in the UK, particularly in healthcare settings, with the first healthcare-focused EbD workshop held at Cherry Knowle in Sunderland at the end of 2003. This workshop was part of a broader initiative to test the applicability of EbD in the National Health Service (NHS) context under the patronage of the King’s Foundation.

More generally, Enquiry by Design (EbD) is a collaborative workshop process aimed at developing sustainable urban design solutions through intensive engagement with various stakeholders. Just like the Design Charrette, this method involves a diverse group of participants, including architects, urban planners, local authorities, community members, and other interest groups.

Objectives and Process (in brief)

The main goals of an Enquiry by Design workshop usually are:

Raise Awareness: educate participants on best practices in sustainable urban design or steer their behaviour towards more sustainable practices;Collaborative Visioning: facilitate the creation of a shared vision for design projects by actively involving stakeholders in the process;Iterative Development: allow for real-time feedback and adjustments to design proposals, ensuring they align with community needs and aspirations.

The workshop usually begins with preparatory sessions to gather relevant information and identify key issues. During the workshop, participants work in teams to explore these issues, develop design concepts, and produce a plan that reflects their collective input. The outcomes are typically non-binding but serve as a foundation for future planning processes.

Unique Features

Compared to other frameworks we’ve already explored, Enquiry by Design stresses these key features:

the Live Environment: immediate feedback is crucial, enabling the technical team to continuously refine designs based on the stakeholder’s input, and this makes Enquiry by Design very similar to the Integrated Concurrent Engineering (ICE) Session;Inclusivity: all stakeholders, including lay community members, are involved throughout the process from conceptualization to implementation, fostering a sense of ownership and commitment to the outcomes;a Tailored Approach: each Enquiry by Design is meant to be unique, adapting to the community’s specific context and needs, enhancing its relevance and effectiveness.Challenges

During an Enquiry-by-Design (EbD) workshop, several challenges may arise that can impact the effectiveness of the process. These challenges might include:

Diverse Stakeholder Interests. Participants often come from various backgrounds, including government, community, and technical fields, each with their own priorities and perspectives. Balancing these differing interests can lead to conflicts and hinder consensus-building.Communication Barriers. Effective communication is crucial in collaborative settings. Misunderstandings can occur due to varying levels of expertise among participants, which may lead to frustration and disengagement. Ensuring that all participants understand technical jargon and design concepts is essential.Time Constraints. EbD workshops are typically intensive and time-limited, often lasting between two to four days. This compressed timeframe can pressure participants to make quick decisions, potentially sacrificing thoroughness and depth in discussions and design exploration.Non-Binding Outcomes. Since the results of an EbD workshop are usually non-binding, stakeholders may feel less committed to the outcomes. This can lead to challenges in implementing the proposed designs and solutions, as decision-makers may lack follow-through.Preparation and Logistics. Successful EbD workshops require extensive preparation, including gathering relevant data and engaging stakeholders beforehand. Inadequate preparation can result in a lack of focus during the workshop and may lead to unproductive discussions.Participant Engagement. Maintaining participant engagement throughout the workshop can be challenging, especially if some attendees are less invested in the process. Ensuring that all voices are heard and valued is critical to fostering a collaborative environment.Feedback Integration. The EbD process relies on continuous feedback from participants. However, if the technical team does not adequately integrate this feedback into the design process, it can lead to dissatisfaction among stakeholders and undermine the collaborative spirit of the workshop.

A comprehensive manual on how to organize an Enquiry-by-Design Workshop can be found here. In the next days we’ll briefly walk through the crucial stages. Meanwhile you can take a look at them as presented by Participedia.

The picture in the header is taken from the Sunshine Coast Mass Transit EbD Workshop on Deicke Richard’s website.

Minecraft between Collaborative Learning and Innovation

Do you know Minecraft? I’m sure you do. As a popular sandbox video game, it allows players to explore, create, and interact within a blocky, procedurally generated 3D world. Players can gather resources, craft items, build structures, and engage in various gameplay modes, including survival and creative modes.

In case you’re wondering, a sandbox video game is a genre that provides players with a high degree of freedom to explore and interact with the game world in a non-linear fashion, without specific objectives or linear progression, allowing players to set their own goals and play at their own pace.

Minecraft was officially released on November 18, 2011, marking its transition from beta to full release. The game was initially created by Markus Persson, also known as “Notch,” and has since evolved through numerous updates and expansions. The game is now developed and maintained by Mojang Studios, which continues to release new content and updates regularly.

But it became more than just a game.

Minecraft is increasingly being utilized as a tool for collaborative workshops, particularly in educational settings. Its design as a sandbox game allows users to engage in creative building and problem-solving, which fosters collaboration among participants.

Here are some corner applications in education:

Collaborative Learning Models: research has demonstrated that Minecraft can be effectively integrated into educational curricula to enhance collaborative learning. For instance, the model developed for social studies education by the University of Oslo involves three phases: introduction, reconstruction (building in Minecraft), and transformation (role-playing and video production). This approach encourages students to work together, enhancing both generic and domain-specific skills.Social Constructivism: Minecraft Education Edition (M:EE) is particularly noted for supporting social constructivist learning, as it enables students to develop collaboration skills through networked learning environments. The game’s multiplayer capabilities allow students to engage in peer teaching, co-construct knowledge, and manage conflicts, all of which are essential components of effective collaboration, as the Ontario Tech University has demonstrated through several field studies.Skill Development: the collaborative nature of Minecraft helps students improve communication, emotional intelligence, and teamwork. Players often need to strategize and plan collectively to achieve their goals, which mirrors real-world collaborative practices. This environment encourages students to express themselves verbally and in writing, enhancing their overall communication skills (for further reference, see here).Engagement and Motivation: the interactive and engaging nature of Minecraft helps maintain student interest and motivation. By working together to complete tasks, such as building structures or gathering resources, students learn the importance of teamwork and the benefits of collaboration.

As you might expect, however, Minecraft is also being leveraged in architecture and urban planning workshops to engage communities in the design process. For example, the Block by Block Foundation partners with UN-Habitat to empower communities to improve their public spaces using Minecraft. The game allows participants to visualize and experiment with different design ideas collaboratively.

Environmental conservation and sustainability are other fields where Minecraft is being used. Players can build virtual ecosystems and experiment with different approaches to managing natural resources. This allows participants to learn about complex environmental issues in an engaging, hands-on way. See for instance the work being done at Snapology.

Minecraft is also being used in disaster response planning workshops to help communities visualize and plan for potential emergencies. Participants can build virtual models of their neighbourhoods and test out different evacuation routes or mitigation strategies together. This collaborative process helps improve community resilience.

Minecraft is increasingly utilized in vocational training programs across various fields, leveraging its interactive and collaborative features to enhance skill development in fields such as:

Digital Skills and Cybersecurity. Vocational training programs, such as those implemented by Miami-Dade County Public Schools, incorporate Minecraft to teach essential digital citizenship and cybersecurity skills. These programs engage students in hands-on learning experiences that prepare them for careers in technology. For instance, educators have integrated Minecraft into computer science and cybersecurity courses, demonstrating its effectiveness in building foundational skills necessary for the digital workforce.Engineering and Design. Programs like “Urban Innovations with Minecraft” allow students to engage in projects where they design sustainable cities. Participants learn about urban planning, resource management, and teamwork while using the game to visualize and create their designs.Coding and Game Development. The educational version of Minecraft includes built-in tools that teach coding, particularly in Java. This feature is valuable for vocational training in software development and game design. Students can learn programming concepts through interactive gameplay, enhancing their technical skills while fostering creativity and problem-solving abilities.

Did you think a sandbox videogame could provide such a flexible toolbox?

Virtual vs Physical Design Charrette

Design charrettes, known for their collaborative and intensive nature, are traditionally conducted in-person, leveraging face-to-face interaction to generate innovative solutions for complex problems. However, with the increasing reliance on remote work and virtual collaboration tools, many organizations are now exploring how to conduct design charrettes in a virtual environment.

Virtual design charrettes and in-person design charrettes share the same fundamental goal of fostering collaboration and generating creative solutions, but they differ significantly in their execution and dynamics. In a world where digital or at least hybrid solutions are increasingly requested, I think it might be interesting to explore some key differences and tackle some techniques to ensure Inclusivity and effectiveness for digital charrettes.

1. The Differences1.1. Format and Tools

In-person charrettes typically involve face-to-face interactions, allowing participants to engage directly with one another, and often use physical materials like whiteboards, sticky notes, and sketches, facilitating spontaneous brainstorming and immediate feedback.

Virtual Charrettes on the other hand are conducted through online platforms, and rely on digital tools for collaboration, such as video conferencing, shared documents, and virtual whiteboards.

1.2. Communication Dynamics

In-person charrettes can rely on nonverbal cues such as body language and facial expressions, which play a significant role in communication, enhancing engagement and fostering a sense of connection among participants.

While video conferencing allows for visual interaction, the absence of physical presence in Virtual Charrettes can lead to challenges in reading non-verbal signals. Participants may also experience distractions in their home environments, which can affect focus and collaboration.

1.3. Accessibility and Participation

In-person charrettes require participants to be physically present, which can limit attendance based on location, scheduling constraints and physical disabilities. This could exclude valuable contributors who cannot travel. Also, in-person charrettes require for the facilitator to be additionally trained to engage participants with disabilities, and these skills are unfortunately not as widespread as they should be.

The online format increases accessibility, allowing participants from different geographical locations to join without travel, and disabled people might rely on the in-house tools on their computers to boost their inclusion. This can lead to a broader range of perspectives and expertise being represented, though it doesn’t mean that the facilitator shouldn’t focus on inclusivity, as we’ll see. Not by a long shot.

1.4. Time Management

The structured environment of in-person charrettes can help keep discussions on track, but there is a risk of wasted time on side conversations or logistical issues.

Digital tools make Virtual Charrettes easier to time and organize, but technical difficulties (e.g., connectivity issues) can disrupt the session’s flow just as much as physical ones.

1.5. Engagement and Interaction

The energy of a physical gathering can enhance creativity and collaboration, as participants can easily bounce ideas off each other in real time.

Virtual Charrettes can facilitate collaboration, but maintaining engagement can be more challenging due to screen fatigue and the potential for participants to multitask or disengage.

1.6. Documentation and Follow-Up

For in-person charrettes, notes and sketches may need to be transcribed or photographed for documentation, which can lead to loss of information or misinterpretation if not managed properly and, even when managed correctly, it’s a real bummer.

Digital tools often automatically document discussions and ideas, making it easier to share outcomes and follow up on action items.

2. Tips and Tricks to Manage a Digital Charrette

Virtual charrettes offer both unique challenges and opportunities. To be effective, they require careful planning, thoughtful use of technology, and a strong focus on inclusivity to ensure that all participants can engage meaningfully in the process.

Let’s examine the challenges of organizing virtual design charrettes, with a particular emphasis on techniques to ensure inclusivity and effectiveness. Then, we will explore five key techniques that can help make virtual design charrettes successful

2.1. ChallengesTechnical Barriers. Virtual environments require reliable internet connections, access to digital tools, and a basic level of technological proficiency we shouldn’t take for granted. Participants who lack access to technology or struggle with using digital tools may feel excluded, which can undermine the collaborative nature of the charrette.Communication and Engagement. As we have seen, in-person charrettes benefit from the immediacy of face-to-face communication, non-verbal cues, and spontaneous interactions. In a virtual environment, communication can feel more fragmented, and it’s harder to replicate the energy of in-person collaboration. Engaging participants and maintaining momentum can be more difficult when participants are in different locations and working through screens. The utopia of breaking down these barriers through the so-called Metaverses have yet to be realized and personally I’m skeptical.Time Zone Coordination. Virtual charrettes often involve participants from different geographical locations, which means coordinating across time zones, challenges in scheduling and ensuring that all participants can fully engage without fatigue or scheduling conflicts. Also, as you’ll know as soon as your closest friends move to New Zealand, it’s difficult to engage in any productive activities when you gather people with different mindsets due to the different time zones.Building Trust and Inclusivity. Establishing a sense of trust and inclusivity is more challenging in virtual environments, where participants may feel disconnected or isolated. Ensuring that all voices are heard and that power dynamics are balanced requires intentional facilitation and design.Collaboration and Creativity. Virtual platforms can sometimes hinder the free-flowing nature of collaboration. Activities like brainstorming, sketching, and prototyping, which are often central to charrettes, can feel more constrained in a virtual environment. Facilitators need to find ways to foster creativity and collaboration despite the physical distance.

To overcome the challenges and maximize the opportunities of virtual design charrettes, organizers need to employ specific techniques that foster inclusivity and ensure the charrette’s effectiveness. Below are five key elements to consider.

2.2. Select the Right Digital Tools for Collaboration

Choosing the right digital tools is critical to the success of a virtual design charrette. These tools should be easy to use, accessible, and capable of supporting real-time collaboration. Platforms like Miro, MURAL, or Jamboard allow participants to brainstorm, sketch, and prototype together in a digital environment. Additionally, video conferencing tools like Zoom facilitate face-to-face communication and allow doodling on other people’s screens, while messaging platforms like Slack can be used for ongoing discussions and file sharing.

Hint: offer pre-charrette training sessions to familiarize participants with the digital tools that will be used during the charrette. Ensure that the tools are accessible to all participants, including those with disabilities, by selecting platforms that offer features like screen readers, closed captioning, and keyboard navigation.

Providing technical support throughout the charrette or training beforehand can help participants troubleshoot issues quickly and stay engaged. Ensuring that everyone is comfortable using the tools in advance will lead to a smoother, more inclusive experience.

2.3. Create a Structured Agenda with Built-In Breaks

Virtual charrettes require careful scheduling to accommodate participants across different time zones and prevent burnout from long periods of screen time. Creating a structured agenda that includes regular breaks is essential to maintaining engagement and ensuring that all participants can contribute effectively.

Hint: design the agenda with shorter, focused sessions (e.g., 60-90 minutes) followed by breaks. Incorporate opportunities for asynchronous work, where participants can contribute to collaborative documents or brainstorm on their own time. This flexibility allows participants in different time zones to engage fully without feeling overwhelmed.

Providing the agenda in advance, along with clear expectations for each session, helps participants prepare and manage their time. Including breaks also ensures that everyone stays refreshed and focused throughout the charrette.

2.4. Encourage Equal Participation Through Structured Facilitation

In virtual environments, it’s easy for some voices to dominate the conversation, while others may feel less confident speaking up. To ensure inclusivity, facilitators need to be intentional about encouraging equal participation. Structured facilitation techniques can help balance power dynamics and create space for everyone to contribute.

Hint: use techniques such as round-robin discussions, where each participant is given an opportunity to speak, to ensure that all voices are heard. Breakout rooms can also be used to create smaller groups where participants may feel more comfortable sharing ideas. The facilitator can rotate between breakout rooms to ensure that each group stays on track and that all contributions are captured.

In addition, tools like anonymous voting or polling can give participants a way to express their opinions without the pressure of speaking out in front of the group. This can be particularly helpful for gathering input from participants who may feel shy or hesitant to speak up in a larger virtual setting.

2.5. Promote Inclusivity Through Pre-Charrette Engagement

Ensuring inclusivity begins before the charrette even starts, as we’ve seen yesterday. Engaging stakeholders ahead of time helps to set expectations, build trust, and ensure that all participants feel prepared and valued. This can be especially important in virtual environments, where participants may feel more disconnected.

Bonus Hint: in addition to what we’ve seen yesterday about conducting pre-charrette surveys or interviews to gather input from stakeholders about their expectations, the feedback can be shared with the group ahead of the charrette to ensure that everyone’s voice is represented from the outset. Pre-charrette engagement can also include one-on-one meetings with key stakeholders to address any technical concerns or provide additional support.

By engaging participants early and often, you build a sense of ownership and investment in the charrette’s outcomes. This also helps ensure that participants who might be less familiar with the charrette process or the technology feel more confident and prepared to contribute.

2.6. Foster Creativity with Interactive and Visual Activities

Creativity is central to the success of any design charrette, and virtual environments can sometimes feel limiting in this regard. To counteract this, facilitators should incorporate interactive and visual activities that engage participants and encourage creative thinking.

Hint: use virtual whiteboards, digital sticky notes, and collaborative sketching tools to create a visually engaging environment. Encourage participants to draw, diagram, or prototype their ideas using these tools. Interactive activities like mind mapping or design sprints can also help generate creative solutions in a structured way.

To maintain energy and creativity, consider incorporating gamification elements, such as challenges or competitions, that motivate participants to think outside the box. Virtual icebreakers and team-building exercises can also help build rapport among participants, making them more comfortable sharing their ideas.

 

Engaging and Training Stakeholders Before a Design Charrette

The success of a design charrette, as we’ve seen yesterday, often hinges on how well stakeholders are prepared and engaged before the event. Proper training and preparation help ensure that participants understand the goals, process, and expectations of the charrette, which leads to more focused, productive, and collaborative sessions. By equipping stakeholders with the necessary knowledge and skills beforehand, we can foster a sense of ownership and encourage active participation during the charrette itself.

But how can you do that? Let’s take a look.

1. Orientation Sessions

One of the most effective ways to prepare stakeholders for a design charrette is by organizing pre-charrette orientation sessions to provide participants with a deeper understanding of the charrette’s purpose, process, and objectives while offering them a chance to familiarize themselves with key concepts and tools they’ll be using during the event.

A pre-charrette workshop is typically a structured session where stakeholders are introduced to the problem at hand, the charrette format, and the specific roles they’ll be playing. Workshops can include activities such as the presentation or analysis of case studies, role-playing exercises, and discussions on best practices in design thinking and collaborative problem-solving. By engaging in these activities, participants can gain a better understanding of how the charrette will unfold and what will be expected of them.

Objectives: we ensure that all participants have a clear understanding of the goals and process of the charrette.Benefits: we build confidence among participants and reduce the chances of confusion or disengagement during the charrette.

For example, if the charrette focuses on urban planning, the pre-charrette workshop could include a brief history of successful urban planning charrettes, discussions on key challenges, and introductions to specific design tools like zoning maps or architectural software. Participants leave the workshop with a clear sense of what to expect during the charrette.

2. Stakeholder Surveys and Questionnaires

Before the charrette, it’s essential to gather input from stakeholders to ensure that their needs, concerns, and perspectives are adequately represented during the event. Pre-charrette surveys and questionnaires can be a valuable tool for collecting this input and engaging stakeholders in the planning process.

This can be done through Stakeholder Surveys or Questionnaires to interview all potential participants to gather information on their expectations, concerns, and ideas related to the project. The survey could ask about their familiarity with the charrette process, their priorities for the upcoming project, or their thoughts on potential challenges and opportunities. The feedback collected can help shape the agenda for the charrette and ensure that the session is aligned with stakeholders’ needs.

Objectives: we understand stakeholder perspectives and gather input to shape the charrette’s focus and structure.Benefits: we engage stakeholders early in the process, making them feel that their voices are being heard and valued.

This can also help identify areas where additional training or information may be needed. For instance, if many stakeholders indicate that they are unfamiliar with certain technical aspects of the project, you can tailor pre-charrette training sessions to address those knowledge gaps.

3. Information and Resource Sharing

Providing stakeholders with relevant information and resources ahead of the charrette can help them feel more prepared and engaged. This can include background documents, research reports, case studies, or design tools that will be used during the charrette. Sharing these resources ahead of time ensures that participants come to the charrette with a foundational understanding of the issues and are ready to contribute meaningfully.

One way to do so is by assembling Pre-Charrette Information Packets that include essential background materials, such as project briefs, site analyses, case studies, and any relevant data or research. These packets should be easy to digest and include both written materials and visual aids to help stakeholders grasp the key issues. Additionally, providing access to tools or software that will be used during the charrette allows participants to familiarize themselves with the tools beforehand.

Objectives: we ensure that all stakeholders are informed and prepared with the necessary knowledge and tools for the charrette.Benefit: we reduce time spent on explanations during the charrette, allowing for a more focused and productive session.

For instance, if the charrette is focused on developing a new community center, the information packet might include demographic data, examples of successful community centers from other regions, and design principles related to accessibility and sustainability. This gives stakeholders a solid foundation to build upon during the charrette.

4. Pre-Charrette Interviews and Focus Groups

Conducting interviews and focus groups with key stakeholders before the charrette can help uncover more profound insights into their needs and concerns. These conversations provide an opportunity to engage stakeholders on a more personal level and gather qualitative data that can inform the charrette process. Focus groups, in particular, allow for interactive discussions that can surface ideas or issues that might not emerge in larger settings.

Pre-Charrette Focus Groups can be organized with different stakeholder groups to discuss their specific concerns, priorities, and expectations for the charrette. Focus groups can be organized by stakeholder type (e.g., community members, technical experts, government officials) to allow for more focused discussions. These sessions can also serve as a training ground, where participants are introduced to collaborative techniques and group dynamics that will be used during the charrette, thus mixing the format with the Orientation Workshops.

Objective: we gain deeper insights into stakeholder perspectives and ensure that their concerns are addressed in the charrette process.Benefit: we engage stakeholders more directly and build a sense of trust and investment in the charrette outcome.

For example, in a charrette focused on public transportation, separate focus groups could be held for different user groups, such as daily commuters, senior citizens, and people with disabilities. The insights gathered can then inform the charrette agenda, ensuring that all voices are represented.

5. Hands-On Training and Simulation Exercises

In some cases, stakeholders may need hands-on training in specific tools or methodologies that will be used during the charrette. Organizing training sessions or simulation exercises can help stakeholders become more comfortable with the charrette’s processes and technologies, leading to higher participation and better outcomes, especially if you’ve surveyed an imbalance between different groups and you wish to level the playing field.

This is done by creating simulation exercises that mimic the charrette environment. These exercises allow stakeholders to practice using design tools, collaborate in teams, and engage in the problem-solving process. The simulations can be scaled-down versions of the actual charrette, where participants work through a simplified version of the problem they’ll be addressing. By going through this practice run, stakeholders become familiar with the charrette format, reducing anxiety and boosting confidence.

Objectives: we provide stakeholders with hands-on experience in the tools and processes they’ll be using during the charrette.Benefits: we ensure that participants are comfortable with the technology and collaboration methods, leading to more effective participation.

For instance, in a charrette focused on urban redevelopment, a simulation exercise might involve using mapping software to create a small-scale redevelopment plan for a fictional neighborhood. This gives participants a chance to practice using the tools and collaborating in real-time before the actual charrette.

The Design Charrette

The term charrette comes from the French word meaning “cart”, and its association with design and planning dates back as early as the 19th century at the École des Beaux-Arts in Paris where, at the end of a term, student architects would often work intensely together up until the deadline and a cart was wheeled through to collect their models and work for review. With the increased complexity of the design works and the need for integrated engineering, that last-minute rush to complete projects became a collaborative, intensive effort. Nowadays, a design charrette is a short, focused meeting in which an interdisciplinary team collaborates to sketch and explore a wide range of design ideas. It brings together designers, clients, community members, and other stakeholders to quickly generate concepts for a project and solutions to a problem.

Charrettes typically last 3 to 7 days and involve a series of brainstorming sessions, sketching workshops, and feedback loops. Participants work together as a group and in smaller teams to ideate and refine designs while the core design team works intensively behind the scenes to incorporate ideas into a comprehensive project.

Design charrettes have several key benefits:

foster inclusion by inspiring designers with diverse ideas from various participants;quickly generate and explore a high number of concepts;promote collaboration between different stakeholders;give community members direct input into the design process;streamline the design process and avoid getting stuck on details.

Let’s take a closer look at this kind of activity. One of the core resources should you want to explore it further is this article.

1. Define Clear Objectives and Scope

Before organizing a design charrette, it’s essential to have a clear understanding of the problem that needs to be addressed and the goals you want to achieve. The objectives should be specific, actionable, and realistic within the time constraints of the charrette. Defining the scope helps ensure that the participants remain focused on the central issue and do not get sidetracked by unrelated concerns.

Key Considerations: What is the primary problem you’re trying to solve? What are the expected outcomes of the charrette? How will the results be used after the charrette is over? Clear objectives set the stage for a productive session.

For example, in an urban planning charrette, the objective might be to develop a preliminary design for a new community park that meets the needs of local residents while adhering to sustainability guidelines. In a product design charrette, the goal could be to prototype new features for a software application that address specific user pain points.

2. Assemble a Diverse Group of Stakeholders

The strength of a design charrette lies in the diversity of its participants. A successful charrette brings together a wide range of stakeholders, including designers, subject matter experts, end-users, and decision-makers. This diversity ensures that multiple perspectives are considered, leading to more holistic and innovative solutions.

Key Considerations: Who are the key stakeholders for this project? What expertise is needed to address the problem effectively? Are end-users or community members involved to provide valuable input from their perspective?

For example, in a charrette focused on redesigning a public space, you might include urban planners, landscape architects, local government officials, community activists, and residents. In a charrette for software development, participants might include product managers, developers, UX designers, and customers.

3. Plan the Charrette Structure and Timeline

Design charrettes can range from a few hours to several days, depending on the complexity of the problem and the goals of the session. Planning the structure and timeline of the charrette is crucial to ensure that the event runs smoothly and that participants stay engaged throughout the process.

Key Considerations: How long will the charrette last? What phases or stages will the charrette include (e.g., brainstorming, concept development, feedback sessions)? How will the charrette be facilitated to ensure productive discussions and decision-making?

A typical charrette structure might include the following stages:

Introduction and Briefing: participants are introduced to the problem and the objectives of the charrette. This is also a time to clarify the scope and set expectations.Brainstorming and Ideation: participants generate a wide range of ideas, often in small groups. The goal is to encourage creative thinking and explore different possibilities.Concept Development: the ideas generated during brainstorming are refined into more concrete concepts or designs. This stage often involves sketching, prototyping, or modelling.Feedback and Iteration: participants present their concepts to the larger group and receive feedback. This feedback is used to iterate on the designs, making improvements or adjustments based on input.Final Presentation and Wrap-Up: the final concepts are presented to the group, and next steps are discussed. This could involve deciding on a final design, identifying action items, or planning for further development.

The timeline should allow enough flexibility for iteration and feedback but remain focused on achieving the objectives within the designated time.

4. Choose the Right Facilitation Techniques

Effective facilitation is critical to the success of a design charrette. The facilitator’s role is to guide the process, keep discussions on track, and ensure that all participants have the opportunity to contribute. The facilitator also helps mediate conflicts, manage time, and synthesize ideas into actionable outcomes.

Key Considerations: What facilitation techniques will best support the goals of the charrette? How will you ensure that all voices are heard, especially in a diverse group with varying levels of expertise and authority? How will you manage group dynamics and decision-making?

Common facilitation techniques include:

Structured Brainstorming: using structured brainstorming methods, such as mind mapping or the “Six Thinking Hats” technique, can help participants generate ideas more systematically and prevent groupthink. Yesterday we saw other, more innovative facilitation techniques.Round-Robin Discussions: a round-robin format ensures that every participant has a chance to speak, which is particularly useful in large groups where some voices might otherwise be drowned out.Dot Voting: this technique allows participants to vote on their favorite ideas or concepts by placing stickers or dots on the proposals they find most compelling. Dot voting can quickly identify the ideas with the most support and help narrow down options.Breakout Groups: dividing participants into smaller breakout groups allows for more in-depth discussions and gives individuals more time to contribute. The results of these breakout sessions can then be shared with the larger group. Of course you know what my favourite facilitation technique is.5. Create a Collaborative and Open Environment

The environment in which the charrette takes place plays a significant role in fostering creativity and collaboration. A successful charrette environment is one that encourages open dialogue, minimizes hierarchies, and makes participants feel comfortable sharing their ideas.

Key Considerations: How will the physical space be set up to promote collaboration? What materials or tools will participants need (e.g., whiteboards, sticky notes, digital tools)? How will you create an atmosphere of trust and respect?

Consider using an open, flexible workspace with plenty of room for movement, brainstorming, and hands-on activities. The space should encourage collaboration by providing areas for small group discussions, as well as larger areas for presentations and feedback sessions. Providing the right tools, such as sketching materials, digital modeling software, or prototyping kits, helps participants bring their ideas to life.

Fostering a collaborative environment also means creating an atmosphere where participants feel safe to voice their opinions without fear of judgment. Setting ground rules for respectful communication and actively encouraging contributions from everyone can help build this sense of trust.

6. Capture and Document the Outcomes

Once the charrette is complete, it’s essential to capture and document the outcomes to ensure that the ideas generated during the session are not lost. This documentation should include not only the final concepts but also the process that led to them, including key decisions, feedback, and iterations.

Key Considerations: How will you capture the outcomes of the charrette (e.g., notes, sketches, digital presentations)? Who will be responsible for documenting the session? How will the results be shared with stakeholders who were not present at the charrette?

Effective documentation could involve taking photos of sketches and prototypes, recording presentations, and creating a summary report that outlines the key ideas and next steps. This documentation should be shared with all participants and stakeholders, ensuring that the momentum generated during the charrette continues into the implementation phase.

7. Follow-Up and Implementation

The success of a design charrette ultimately depends on what happens after the event. To ensure that the ideas generated during the charrette lead to real-world results, follow-up is critical. This includes reviewing the outcomes, making decisions about next steps, and implementing the concepts developed during the charrette.

Key Considerations: What are the next steps after the charrette? How will decisions be made about which ideas to pursue? Who will be responsible for implementing the outcomes of the charrette?

A post-charrette follow-up meeting can help clarify these next steps and assign responsibilities. It’s also important to keep participants engaged by updating them on the progress of the implementation and involving them in future stages of the project.

Other Frameworks

In their “Informing Design Charrettes: tools for participation in neighbourhood-scale planning”, Cynthia L. Girling proposes a more complex framework that includes:

Stakeholder Consultation and Education;Setting Goals and Objectives;Generation of Design Alternatives;Visualization of Alternatives;Measurement of Alternatives;Data-based Evaluation of Alternatives;Development of the preferred alternatives;Implementation.

Tomorrow we’ll take a look at how you can train and engage stakeholders beforehand, to ensure maximum participation.

Antifragility in Brainstorming: Welcome Wild Ideas

Brainstorming sessions are inherently chaotic, making them a prime opportunity to apply antifragile thinking. Let’s see how.

Welcome Wild Ideas. Antifragility thrives on diversity of thought. Encourage team members to share bold, unconventional ideas, even if they seem impractical. Sometimes, these outlandish ideas reveal insights that lead to breakthroughs.Stress Test Ideas. Once ideas are on the table, challenge them with hypothetical situations that could break them. This process will reveal their weak points and allow you to make them stronger before implementation.Iterative Brainstorming: never aim for a perfect solution in one go. Instead, treat brainstorming as an iterative process. Revisit ideas after feedback and allow them to evolve over time, gaining strength from the challenges they face.Mix Up the Team. Bring in people from different departments or backgrounds for brainstorming. Just like in nature, diversity leads to resilience. Fresh perspectives can challenge conventional thinking and lead to more robust solutions.

Through some of the excellent 75 Tools for Creative Thinking, now unfortunately out of stock, let’s see some activities that might help you with the first aspect. These are parts of the “Break Free” section (section D).

1. Trick Questions

Why? To transform negative short-sighted statements about a situation or a problem into possibilities or opportunities.

Steps of the activity.

List all the insight or data you possess about a situation or a problem. This might need further activities but we don’t have all day.Highlight the negative forms (es: “don’t feel comfortable” or “feel uncomfortable”, “poor results”, “low sales”.Transform every negative form into positive “How to” questions such as “How to make people comfortable doing X?”Complete every “How to” question by adding the necessary Ws to make them as detailed as possible: Who, What, Where and When. For example: “How to make clients in their 20s more comfortable in resharing our Instagram content when we tag them in our stories?”

2. Inject some Absurdity

The second part of the activity involves working by word association. Here are the proposed steps for the activity.

Select a question from the previous activity.Highlight the keywords that indicate what and how. The tool proposes the following example: “how to involve children in spreading the word of anti-violence campaign through online media in a persuasive way?”, where “what” is “spreading the word” and “how” is “persuasive”.Use the highlighted keywords to brainstorm a word chain association. Following the given example, “spreading the word” generates gossip > rumour > whispering > ear, while “persuasive” generates the chain salesman > persistent > annoying > mosquito > malaria.Choose one pair of words and replace the keywords in the original question. “How to involve children in spreading the word of anti-violence campaign through online media in a persuasive way?” becomes “how to involve children in the whispering of an anti-violence campaign through online media in a mosquito way?”Guide the team while they try to answer this new question with up to three ideas.Reflect on whether there is an interesting analogy or a possible answer to the initial question.Repeat steps 3 to 6 several times to generate more ideas (while making sure that analogies aren’t repeated).