Throughout my academic and professional journey, I have encountered a common notion that 'design is problem solving,' suggesting that design thinking can be applied to address real-world challenges. However, this perspective presents an overly simplistic version of actual design practice. A closer examination of real-world design practices reveals that they are intricate and chaotic. Part of design involves navigating these complexities and defining the problem. Therefore, I have come to understand that design is not just about problem-solving but also about problem framing and handling co-evolution of the problem-solution landscape.

Another keyword that grabs my attention is the use of empathy. How lightly we use this word to claim that we have forged an empathetic connection with users. However, people rarely discuss how to build empathy. I have come to realize that humility is the core ingredient in developing empathy. It not only helps me care about users’ problems but also enhances my design practice, especially when negotiating with various stakeholders, including my design and development team. It serves as a reminder that I may not know everything and that, in some cases, I need to trust my co-workers and teammates.

Recognizing that organic methods in design are also a form of design knowledge, I understand that it's not always easy to provide clear reasoning for every decision we make. As designers, we often acquire subconscious insights in complex situations, drawing from our experiences and reflections. Looking back, I can identify moments when I lacked "proper reasoning" for certain decisions, yet I acted on intuition, which I now recognize as design judgment. This concept of design judgment has been extensively explored in the literature of design practice by scholars like Donald Schön, Kees Dorst, and Erik Stolterman.