Societal transitions require activities of multiple stakeholders on different systemic levels. Designers and design researchers are often involved in supporting specific interventions and sometimes in enabling and facilitating entire processes. Practices and literature in ‘co-creation ecosystems’ are a developing field for them to discuss differences and relatedness of micro-, meso- and macro perspectives. Using the case of a three-year multi-stakeholder co-creation project in the retail industry, the paper analyses processes and principles for making impact in design-led transition projects. A transition process with three phases is constructed and four principles for making impact at the various levels were found. Comparing findings with the UK Design Council’s ‘Systemic Design Framework’, the paper suggests process adaptations to scale between the local and the sector/national level. It also contributes to a better understanding of systemic design principles like Leadership, Storytelling and Systems Thinking. LinkedIn: https://www.linkedin.com/in/christine-de-lille-8039372/?originalSubdomain=nl https://www.linkedin.com/in/overdiek12345/
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The concept of the Daily Urban System (DUS) has gained relevance over the past decades as the entity to examine and explain the functionality of the urban landscape. Daily Urban Systems are usually defined and measured by the strength of commuter or shopper flows between the nodes of the system. It is important to realize that these Daily Urban Systems are the accumulated pattern of individuals making frequent, recurring trips to other localities than their own. Understanding the microeconomic decisions behind these spatial interactions will help in assessing the functional and spatial structure of DUS. In this paper is explored how, based on Dutch empirical data, the individual household’s spatial interactions shape the daily urban system and how the destination of these interactions correlates with personal and spatial variables and motives for interaction. The results show that the occurrence of non-local spatial interactions can be explained by the size-based Christallerian hierarchy of the localities of residence, but that it is the regional population – or market potential – that explains and moderates the sorting of households and the intensity and direction of their spatial interactions in the DUS, matching agglomeration theory.
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During the timespan of the implementation of a system, the why and what against the actual state of the system can change. This difference is referred to as the design problem. Currently, no design problems are identified in Business Rules Management (BRM) and Business Rules Management System (BRMS) literature. To solve problems with a BRMS implementation it is important that the problems solved by this implementation are known, which is not the case. A case study approach is utilized containing two phases of data collection. Phase one consisted of multiple expert interviews focused on creating a set of design problems utilizing existing literature on BRMS design problems. Then, in phase two, the set of design problems were proposed to a selection of thirteen organizations, which indicated if the design problems occurred in a BRMS implementation. This resulted in a set of 24 design problems. The identification of design problems contributes to future research in evaluating BRMS’s. Furthermore, the identification of design problems is a contribution towards situational artifact construction in the field of BRM.
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