Shippaigaku, Investigating Design Failure
Last year I had a very interesting and thought-provoking conversation with Jeff Parks on the subject of design failure. The following is my take away and added thoughts from this convo.
The design process is exhilarating. Being able to install your skill set and expertise into a new project is both exciting and scary at the same time. Exciting in a sense that we as designers get to put our creative juices into full gear, and scary for the fact that most of the times, design is a risky business to get into because no matter how well you like your own designs, the results are the true determining factors of success and failure.
As an “A”type personality, I love risk. I enjoy tackling projects head on and trailblazing a path through any design challenges that arise.
I recently came across a book entitled “Learning from Design Failures” which is a collaboration of over 100 design failures and an investigative retrospect of these scenarios. I believe this quote says it best:
“My imperfections & failures are as much a blessing from God as my successes & my talents…
I lay them both at his feet.” – Mahatma Gandhi
In a way, our successes and failures are really the holistic offering that we as designers are laying at the feet of our clients. Every success and every failure that we have encountered are the circumstances and life landmarks that comprise our very character and service offerings of design. We are neither successful nor unsuccessful, but both (unless you simply decide to give up…then that would make you a failure).
Even when we design something that fails, it is up to us as designers (or anyone for that matter) to investigate the failure to bring betterment to our design craft. It is up to the individual (or team) to take that failure and turn it into a success.
Shippaigaku is the Japanese term that refers to the investigation of failure to determine the origin and root cause that set the project off track. If you haven’t done so already, begin to examine any failures from your past projects to help navigate the proper direction for your present and future projects.
There is no dishonour in design failure, but rather the honing of a fine skill.
Hi Will,
Thank you for your comment and question.
The question you ask is indeed a tough one. I already do believe that PMs, BAs, stakeholders and executive staff already understand the principle of recovery from failure. In their heart of hearts, I believe that top level employers have already accepted the risk of entrusting projects into their team’s hands. There is a certain amount of leeway that is extended when placing responsibility into someone’s hands and then expecting results.
The issue here is budget, while a PM may understand a team member’s failure, and while they might have a sense of sympathy for that member, they are still ultimately accountable for the overall success of the project.
Time and money is at stake here.
There is no excuse for squandering a client’s finances.