Photo of the week:
This week I did:
Age Appropriate Design Code
I spent some time this week learning and interpreting the ICO’s Age Appropriate Design Code, which is essentially GDPR for children. It’s raising lots of questions and making us think more rigorously about the solution design decisions we make, which of course is very much the point.
I’ve started some data analysis of one of the processes that makes up part of one of our services. I have a hypothesis that the process isn’t working very well for two reasons and the analysis should prove it. I realise that technically that hypothesis is backwards and I should be trying to disprove it, but it’s much harder to talk to other people about it that way round. It’s interesting how what is often the right way to do things isn’t the intuitive way to do things, and when working with others you have to do the translation work between the two.
I set-up ready for the Tweet100 Challenge. I want to use it to tweet specifically about innovation from a slightly more academic perspective than most innovation tweets, blog posts, podcasts, etc., are based upon. Each tweet will include a link to innovat100n so I can try testing whether there is any interest in innovation from this perspective before I write the one hundred email mini-lectures that I’ve been thinking about. I’ve written the one hundred tweets and scheduled them for the last one hundred days of the year, which means they start on the 23rd Sept.
And thought about:
A system for everything
I realised that I can’t just do something, anything in fact. I have to have a system for it before I start. Write a document? No, I’ll create a template and check with the intended audience that it has what they’ll need. Sign-up for a hundred tweet challenge? No, I’ll use it to test interest in a build and audience for innovat100n. Go to the shop to buy Diet Coke? No, I’ll buy four because I’ve already measured how many cans I drink a day and estimated when I’ll next be able to get to another shop.
How to teach a digital mindset has been on my mind this week. There’s the Essential Digital Skills Framework, which might provide a basis for developing on but is very functional. I’m more interested in how you could teach a digital mindset that appreciates why each of those essential skills matters and understands some of the context around it. So, for example the framework says someone should be able to search for information but there’s nothing about how to critically evaluate the information and test it for bias or falsehood, because to be able to do that requires a deeper understand about the nature of information on the internet, the business model of search engines, and how we are affected by things like confirmation bias. How to even go about listing what should be part of a digital mindset feels disorganised and too amorphous to get a grip of.
I started using my notion roadmap more this week to organise the work I want to do on various projects, and it has made me think a bit about how we group tasks and what view of that work we want to see. My roadmap uses kanban boards within kanban boards. It means each piece of work operates to the same way, regardless of it’s level within the roadmap/project and that there is no overall big picture view of all the work that is in progress. I’m testing out this way of working for a few months to try to understand how useful that big picture actually is. How much coordination does there need to be between projects? Does the system need awareness of all the in-progress work? Or is being only able to see one project better for focus? But then, if you can’t compare one project to another, how do you prioritise one piece of work over another. Hopefully I can get to some answers as I try out this fractal task management approach.
I heard about proximal learning on the Farnam Street podcast so looked into it a little bit more. It’s the idea that every person has a zone of what they know, and a zone of stuff that they could know if only they had some help to learn it. In some ways it goes against the idea of self-learning and makes education a far more social endeavour. This makes some sense to me when we think about knowledge transfer and how only that which can be codified into information can be transmitted. So, without someone to learn from, a person would be limited in what they could learn. This applies in a micro-sense within organisations. Most learning is expected to be done through online video course platforms because that makes the learning ‘scalable’, but it limits hat can be learned to what can be codified. So, how do we create ways to learn the uncodifable things at work?
The Difference between Engineering and Design Thinking
This is useful in helping to explain a design thinking approach by contrast the engineering thinking approach.
Don’t Build It. A Guide for Practitioners in Civic Tech
- If you can avoiding building it, don’t; if you have to build it,
- hire a chief technology officer (CTO),
- ship early, and mature long; and if you can’t do that (or even if you can),
- draw on a trusted crew,
- build lean and fast, and
- get close to and build with your users as fast as possible.
Sounds like good advice.
A Constellation of Possible Futures
“The working hypothesis is that the Observatory will gather weak signals from across civil society to create a Foresight Commons, bringing to life civil-society foresight and creating a shared evidence base that helps: Funders fund different futures Civil society organisations anticipate and adapt more quickly” This looks like an amazing piece of work.
And my growth area this week was:
I wanted to try connecting more people and more work together this week. I found a few opportunities but I didn’t really feel like the connections achieved much.