Browsing by Subject "Design strategy"

Now showing 1 - 2 of 2

Open Access
On-line critiques in collaborative design studio
(Springer, 2009-03) Sagun, A.; Demirkan, H.
In this study, the Design Collaboration Model (DCM) was developed to provide a medium for the on-line collaboration of the design courses. The model was based on the situated and reflective practice characteristics of the design process. The segmentation method was used to analyse the design process observed both in the design diaries and the redline files that were composed of the problem domain and the design strategies. In the problem domain, it was observed that high emphasis was given to the design abstractions in the level of details of a space or sub-space. Also, the critics were more interested in the solution space than the problem space. As a design strategy, rejecting a solution was more practiced than proposing alternative solutions. Since the performance score of the students was highly correlated to the number of segments in critiques, it is concluded that quality rather than quantity of critiques determine the success level of proposed design solutions.
Open Access
Strategic decision support for urban service design
(Open House International Association, 2019) Öz, Necmiye Yaprak; Demirkan, Halime
The aim of the study is to propose an ontology-based approach that provides a framework as a strategy decision tool for urban service design. The research methodology includes two phases to acquire the knowledge needed for urban service management of a city, as a case study. The first phase provides the priority list, through the Principle Component Analysis, for an age-friendly city determined by the citizens through a quantitative research. The second phase is a qualitative research among the public service providers, focusing on 'adequate community support and health services' feature which was the top priority of phase one. The repertory grid as a mapping tool consists of elements (age-friendly cities’ features) and constructs (municipality provided services) that interconnects the tacit knowledge with the external knowledge. The findings indicated the importance of the necessity of a shared understanding and conceptualization of what a service is among service providers and consumers. This paper makes an important contribution to urban service management by making the interconnection between tacit and external knowledge as a strategic decision support tool.