The method Well no, see, that’s the tricky part. I always try to come up with things that when they find out the method, the method is as interesting as the effect itself. — David Blaine Richard Saul Wurman, Understanding Understanding magic
Ancient magicians as innovation consultants An Article by Matt Webb interconnected.org The Codex Justinianus (534 AD), being the book of law for ancient Rome at that time, banned magicians and, in doing so, itemised the types: A haruspex is one who prognosticates from sacrificed animals and their internal organs; a mathematicus, one who reads the course of the stars; a hariolus, a soothsayer, inhaling vapors, as at Delphi; augurs, who read the future by the flight and sound of birds; a vates, an inspired person - prophet; chaldeans and magus are general names for magicians; maleficus means an enchanter or poisoner. I happen to have spent my career in a number of fields that promise to have some kind of claim to supernatural powers: design, innovation, startups… It’s not hard to run through a few archetypes of the people in those worlds, and map them onto types of ancient magician. Those like Steve Jobs (with his famous Reality Distortion Field) who can convincingly tell a story of the future, and by doing so, bring it about by getting others to follow them – prophets. Inhaling the vapours and pronouncing gnomic truths? You’ll find all the thought leaders you want in Delphi, sorry, on LinkedIn. Those with a good intuition about the future who bring it to life with theatre, and putting people in a state of great excitement so they respond – ad planners. Haruspex. Those who have the golden mane of charisma: enchanters. Startup founders. People with a great aptitude for systems and numbers, who can tell by intuition what will happen, from systems that stump the rest of us. We call them analysts now. MBAs. Perhaps the same aptitude drew them to read the stars before? Mathematicus. Steve Jobs: The Lost Interview magicinnovation
Design skirmishes it is apparent that the unfolding of the design process assumed a distinctly episodic structure, which we might characterize as a series of related skirmishes with various aspects of the problem at hand. As the scope of the problem became more determined and finite for the designer, the episodic character of the process seems to have become less pronounced. During this period a systematic working out of issues and conditions took hold within the framework that had been established. This phenomenon is not at all surprising when we consider the fundamental difference between moments of problem solving when matters are poorly defined and those with clarity and sufficiency of structure. Within the episodic structure of the process, the problem, as perceived by the designer, tends to fluctuate from being rather nebulous to being more specific and well-defined. Furthermore, moments of "blinding" followed by periods of backtracking take place, where blinding refers to conditions in which obvious connections between various considerations of importance go unrecognized by a designer. Peter G. Rowe, Design Thinking The Design Squiggle processdesign