I think everything I and my co-designers have done in our careers have
been about creating the very best and ambitiously successful products,
software, and systems in the shortest period of time and in the most
efficient way - as opposed to belief systems or dogma.  Our methods
are not random, mysterious, secret, nor willy-nilly.  There is
actually a great deal of consistency in our approach, use of design
tools, and thoroughness of deliverables and implementation success.

To downplay the designer and team skills involved in being able to
undertake these projects with a great deal of success, and the way in
which RED practice made this possible, is to miss the entire point.

We don't place our primary focus on terminology and process.  We
focus on how effectively we can, though acquired skill, visualize the
dynamic elements, interrelationships, and associated interactions of
function and usage in the probems we're approaching.  This isn't
done through reductionistic methodology.  RED makes use of a range of
tools to augment designer understanding, insight, and patterned
problem solving.

If designers are happy and successful using the types of
methodologies that have gotten a lot of exposure and discussion, then
that's absolutely great.  RED is it's own philsophy and practice,
not a reactionary response to other approaches.

In other words, there's no inherent conflict as far as I can see. 
At least I'm not here to discuss issues with other approaches to
design.  I'm here to describe how RED is practiced, and describe the
kinds of environments in which it's uniquely suited to produce
effective results in a wide variety of situations and circumstances
(big change needed or complex project, with little time and/or
constrained resources).

This covers an awful lot of real world situations in need of
excellent and effective design.


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Posted from the new ixda.org
http://www.ixda.org/discuss?post=37626


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