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{{a|design|}} | {{a|design|}}In {{Author|Don Norman}}’s terms<ref>{{Br|The Design of Everyday Things}}</ref> design is comprised of [[affordance]]s, [[signifier]]s, [[mapping]] and [[feedback]], a taxonomy of which the design of legal products seems utterly ignorant. | ||
In Don | |||
*[[Know your purpose]] | *[[Know your purpose]] | ||
*[[Assume there will be accidents]]: The role of the risk manager is to know where the risks are concentrated, not to be satisfied there are no risks. If your [[RAG status]] has been uniformly green at every [[opco]] for the last ten years you should [[get your coat]]. Because either there ''is no'' [[risk]], so what are you even doing chairing an [[opco]], or you are flat-out delusional, so someone ''else'' is needed. | *[[Assume there will be accidents]]: The role of the risk manager is to know where the risks are concentrated, not to be satisfied there are no risks. If your [[RAG status]] has been uniformly green at every [[opco]] for the last ten years you should [[get your coat]]. Because either there ''is no'' [[risk]], so what are you even doing chairing an [[opco]], or you are flat-out delusional, so someone ''else'' is needed. | ||
*[[Design for average people]]: be realistic about your people’s capability: they will be, on average, ''average''. | *[[Design for average people]]: be realistic about your people’s capability: they will be, on average, ''average''. | ||
*[[Iterate]] | *[[Iterate]] | ||
*[[Open source]]: don’t seek [[rent]]. | *[[Open source]]: don’t seek [[rent]]; especially not on utility material. ''Legal boilerplate is not special sauce''. | ||
*[[Amplify signal, minimise noise]] | *[[Amplify signal, minimise noise]] | ||
*[[Know your client]] ↔ [[Be personal]] | *[[Know your client]] ↔ [[Be personal]] | ||
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*[[Automation eliminates value but not risk]] | *[[Automation eliminates value but not risk]] | ||
*[[Solve simple problems]]. Like [[Blind spot assistance]]. Leave the hard stuff to the experts. | *[[Solve simple problems]]. Like [[Blind spot assistance]]. Leave the hard stuff to the experts. | ||
===[[Pace layering]]=== | |||
*'''Be patient''': Fundamental change comes slowly. Do not make the mistake of trying to change a fundamental/biological level behaviour with the fashionable layer. Biological behaviours are very persistent. | |||
*'''five degrees, not fifty''': A radical, sudden change is much more likely to break, be unsustainable, and create unexpected and unwanted knock-ons and consequences for other parts of your machine. Make gradual changes, and build on them, gradually. | |||
*'''Use your experts''': You have a great, real-world source of knowledge and intelligence about the problems and opportunities in front of you: The people who have those problems and are missing those opportunities. Your current staff. They need to be in the centre of the design process. You can’t leave it to [[management consultant]]s who have no subject matter expertise at all. | |||
*'''[[Change adoption]] is hard''': The real challenge is getting your subject matters to engage. They are more likely to engage: | |||
**Where the changes are immediately, personally, beneficial to them. No-one had a moment’s trouble adapting to the [[Change adoption|BlackBerry]]. | |||
**That require none, or minimal, behavioural change. Everyone knows what they know, and does what they do. | |||
===[[Antifragile]]=== | ===[[Antifragile]]=== | ||
*[[Be sceptical of models]] ↔ [[Don’t tick boxes]] ↔ watch out for proxies. Don't confuse simplistic models with simplicity. | *[[Be sceptical of models]] ↔ [[Don’t tick boxes]] ↔ watch out for proxies. Don't confuse simplistic models with simplicity. | ||
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*{{br|The Design of Everyday Things}} | *{{br|The Design of Everyday Things}} | ||
*[[Blind spot assistance]] | *[[Blind spot assistance]] | ||
{{Ref}} | |||