Design’s (Dis)orders: Mediating Systems-Level Transition Design
Abstract
Transition Design requires a different kind of designer, one who is not subject to the same kinds of motivations and satisfiers that have ruled design for the last century. This chapter articulates the psychology of Transition Designers as they strive for systemslevel rapid change. As a result, the crux of Transition Design emerges as a practice of materially mediating structural change over time through networked collaborations. The cure for the modernist designer’s megalomania and perfectionism lies in learning to “stay with the trouble”.
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