In his book, Design Thinking, Roe describes three levels of problems: simple, complex, and wicked. A simple problem has a known solution, like a riddle. A complex problem occurs when key stakeholders are working together but haven't defined their goals clearly. The front-end of solving a complex problem involves reducing it to an actionable solution.
Hugh Dubberly is the founder of Dubberly Design Office, an interaction design studio based in San Francisco. Hugh has a long trajectory in the design world. Before opening his studio, he did pioneering work at leading tech companies like Apple and Netscape. He is also a thinker and teacher of uncommon depth and breadth. He’s my colleague at the California College of the Arts, and I’m also lucky to call him a friend and mentor. I met with Hugh in his office to discuss his recent paper arguing against framing design as problem-solving, and that is the focus of this conversation.
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