Adam Zeiner

So, there are two kinds of competences that make up what design is: the theoretical and the practical. And we can use this as a mental model for how we think and talk about design – as a kind of philosophy for what design is, what it means to be a designer and to do design.

I was personally struck by the uniformity of this thinking across time and discipline – in general, there are six different levels of escalating complexity, each interdependent, each with an important role.Important to note here that in my table, "Leverage" is not the same thing as "Time to complete something."

Our current approach to leading change in organizations didn’t happen by accident—it was the product of the era in which most management thinking developed.

The paper draws on Donella Meadows’ notion of “deep leverage points” – places to intervene in a system where adjustments can make a big difference to the overall outcomes.

Involves six principles to encompass nature and non-human beings; zoom in and out across time, scale and self; and embrace circularity, existing assets and re-use, rather than an emphasis on new.

So, what then is human centered design if it's failing most of the humans surrounding it? We were trying to broaden the aperture and bring the lens further back to look more coherently at everything that goes on when inserting a product, service, or built environment. What happens when you create something and put it into a human system?