The Creative Matrix is filled with brightly-coloured sticky notes as the PDD LDF team furiously sketched ideas for what we could do with the impressive 1,200 square feet of gallery space on Redchurch street. At last year’s LDF, over three days, we ran 2-hour Human-Centred Design (HCD) taster sessions in a small gallery space on Redchurch Street. This year, we secured a gallery three times the size for seven days-and we wanted to make the most of it.
“You never really know a man until you understand things from his point of view, until you climb into his skin and walk around in it.” Harper Lee, To Kill a Mockingbird.
Not too long ago, our Senior Consultant Creative Lead Shun Ishikawa travelled to Japan to facilitate a unique workshop. Upon his return, we quizzed him on the event, the people and what he learnt from the experience:
This past July, the LUMA Institute and PDD conducted a 2-day Human-Centred Design (HCD) Workshop in London. The workshop was not only a great opportunity for the thirteen participants to learn hands-on HCD methods that they could use immediately in their companies, but also a chance for me to focus on two recent obsessions: finding ways to provide meaningful rapid-ethnography experiences, and experimenting with brains.
Interest in Human-Centred Design (HCD) – designing solutions driven by the needs, desires, and contexts of people – has been growing rapidly the past few years, with many clients asking if we can provide training.
To be more creative we need to take control of our attention but also relax, according to David Rock’s fascinating talk on “Your Brain at Work.” In it, Rock relates cognitive neuroscience research to real-world issues such as how to be more creative, and how to manage teams and people. In this 2-part series, I’ve summarised the key points and drawn some conclusions on the implications of his research.
To be more creative we need to take control of our attention but also relax, according to David Rock’s fascinating talk on “Your Brain at Work.” In it, Rock relates cognitive neuroscience research to real-world issues such as how to be more creative, and how to manage teams and people. In this 2-part series, I’ve summarised the key points and drawn some conclusions on the implications of his research
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