Abstract
While scholars have studied what design practices accomplish, few have considered how people feel when enacting these practices. An eighteen-month ethnographic study of a high-tech firm examined the psychological experience of engaging in the practice of low-fidelity prototyping. The study finds that the production and rapid visualization of multiple ideas through low-fidelity prototyping allows practitioners to reframe failure as an opportunity for learning, supports a sense of forward progress, and strengthens beliefs about creative ability. Results suggest how design work practices can be designed to help employees manage in uncertain conditions.
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