You only learn when you do difficult things

This is my catchphrase for the start of workshops: ‘You only learn when you do difficult things.’

It is a reminder to expect things to be difficult when we try to do something new. We often learn something in order to make something we can’t do easier. And we should expect to put in some activation energy during this process to reach a place of greater ease.

But if left at that, this is quite a passive interpretation. 

A more active interpretation is to use your sense of what is difficult to orientate yourself to where the learning opportunities are. And this, I think, is the sense in which this catchphrase was meant when I originally heard it. The words come from my friend and mentor in Problem-Based Learning, Prof Søren Willert.

In problem-based learning, we are looking for problems as an opportunity for learning. In these instances, learning isn’t general, it is tightly bound to the specificity of the problem.

Seeking difficult things might actually serve as a good compass for where to focus our learning. A place where there is work to be done, where we can hopefully make a positive contribution and learn along the way. We mustn’t expect it to be easy.

On the Ultraviolet Catastrophe and teaching design

In the first year of my undergraduate chemistry course, we learnt about a concept called the Ultraviolet Catastrophe. This term refers to a phenomenon predicted by classical physics that people could see just didn’t make sense in reality. This was a major problem for physicists because it showed that their theories didn’t stack up. The punchline was that Max Planck came along and explained the phenomenon in a new way, which became the birth of quantum mechanics. 

I remember finding the original Ultraviolet Catastrophe concept difficult to comprehend (although I did think it would make a good band name). And now I realise the only reason we learnt about the theory was to show that it was wrong. In a sense, we were being taught chemistry in the order that the discoveries had been made — in the order that predecessors had learnt.

But does that always make sense? This approach is founded in a ‘positivist’ learning framing. It says, this is how the world showed up to me and I will now pass that story on to you (and then test you on it!). I named our company Constructivist after the more modern learning theory that says that people learn by taking new concepts and mapping them to their previous experiences. Learning is to do with how the world shows up to the learner, not the lecturer. 

And so this leaves design educators with a challenge. In a sense, the ‘Ultraviolet Catastrophe’ moment of classical design thinking is that, as currently formulated, design thinking is not sufficient to make the world better. I see regenerative design as an evolution in design thinking. One that integrates more fully our responsibility for increasing living-system health. And as we are discovering, it has some very different approaches compared to traditional design. 

For the ‘classical’ designers, developing an understanding of regenerative design will indeed be an evolution. But for people new to design thinking, they aren’t burdened with that history. Instead, they have grown up with the climate and ecological crises that previous design and engineering thinking has helped to create. This is not an imagined ultraviolet catastrophe, but a real, unfolding catastrophe. We need to be teaching design for their story, not ours.

[My thanks to Nick Francis at the University of Sheffield for our recent conversation that fed into this post]

[This post was originally published on Eiffelover.com and now has a new home here].

Get on the ground and start moving around

In the early days of the internet, you had to know a website’s URL in order to visit it. 

Companies like Yahoo! set themselves up as way-finders. Visit their site and you could find links to popular places on the web. All organised under headings like a giant directory. 

And then a little company called Google came along and started building its own map of the web, based on exploration. Its bots would crawl the web, visit each website one at a time, figure out what it was about, and then follow the links from there. Which connections are strong? Which are weak?  Which way does the traffic flow?

This is a very different approach to knowledge gathering. Not based on a top-down hierarchy but on-the-ground mapping based on simple questions. 

What is here, what is happening, which ways are things going? 

With Google’s tool, all you had to do was search — they had the map, and it was a much better representation than Yahoo’s top-down approach.

Of course, who owns the map, and what they use it to do, are important questions too. 

But the underlying premise remains, if we want to really understand a situation, then get on the ground and start moving around. 

Related tools
>Continuous Place-Based Design
>Systems Survey