Sketching is a well-established practice in many areas of design. Sketches and communication are tightly connected because one of the main functions of sketches is to help a designer communicate with colleagues. Interaction design is a new field of design that poses challenges for sketching and considering these challenges we proposed ActionSketch, a technique to improve the process of sketching for interaction design. We conducted four workshops with 24 professionals, followed by a period of continued use of approximately three weeks and an individual interview. Regarding communication between professionals, we found two sets of results: when all designers knew the technique and when some or all of the designers didn't know it. In the first case the technique facilitated the communication and points to three main benefits: verbal explanation was no longer needed; drawings became more evident; presentation of the drawings was less important. In the opposite case it ended being an obstacle. We argue that this is an intrinsic dilemma for the technique, there is a learning barrier, and we can only make the process easier. However, when at least one designer knew the technique it was no longer a barrier and even became a facilitator in critic situations. Given these results, claim that the technique has a positive effect on communication between professionals.
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Abstract. Sketching is a core activity in design, but sketching practices in interaction design are sometimes insufficient, especially in the case of freehand sketching. In this article we indicate how a technique developed originally for the WIMP paradigm was extended to include multi-touch interfaces. We describe the technique, provide examples and show some future directions.
Sketching is a well-established practice in many areas of design. Sketches and communication are tightly connected because one of the main functions of sketches is to help a designer communicate with colleagues. Interaction design is a new field of design that poses challenges for sketching and considering these challenges we proposed ActionSketch, a technique to improve the process of sketching for interaction design. We conducted four workshops with 24 professionals, followed by a period of continued use of approximately three weeks and an individual interview. Regarding communication between professionals, we found two sets of results: when all designers knew the technique and when some or all of the designers didn't know it. In the first case the technique facilitated the communication and points to three main benefits: verbal explanation was no longer needed; drawings became more evident; presentation of the drawings was less important. In the opposite case it ended being an obstacle. We argue that this is an intrinsic dilemma for the technique, there is a learning barrier, and we can only make the process easier. However, when at least one designer knew the technique it was no longer a barrier and even became a facilitator in critic situations. Given these results, claim that the technique has a positive effect on communication between professionals.
Este artigo tem como objetivo divulgar os resultados de sete estudos de casos realizados com arquitetos titulares de escritórios de arquitetura com foco em planos de negócios e gestão dessas organizações. Estudos anteriores apontam para graves deficiências na gestão deste tipo de empreendimento, e recentes pesquisas realizadas pelo Conselho de Arquitetura e Urbanismo do Brasil (CAU/BR) apontam para o desalinhamento entre seu planejamento e mercado de atuação. Adotado o método de estudos de caso múltiplos, e recortando o estudo ao município de São Paulo (maior número absoluto de escritórios em atividade no país), foi criado um banco de dados georreferenciado sobre os escritórios ativos na cidade, e realizadas sete entrevistas em profundidade com arquitetos titulares. Foi constatada a atuação, de fato, em mercados segmentados e em nichos, a preservação do discurso de atuação generalista, objetivos múltiplos que incluem externalidades sociais positivas, e a necessidade de maior orientação de gestão a estes líderes. O artigo deriva da Tese de Doutorado do primeiro autor
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