design and creativity day02
TRANSCRIPT
Creativity and Design
Day 2: Who?
http://www.wall321.com/
WRONG
“We review a total of 72 experiments, reported in 63 articles… Taken together, creative thinking does not appear to critically depend on any single mental process or brain region, and it is not especially associated
with right brains, defocused attention, low arousal, or alpha synchronization, as sometimes hypothesized.”
Dietrich, A., & Kanso, R. (2010). A review of EEG, ERP, and neuroimaging studies of creativity and insight. Psychological bulletin, 136(5), 822.
No such thing as ‘right-brained’ or ‘left-brained’ people15
https://www.youtube.com/watch?v=cOGXhg8_aFchttps://www.youtube.com/watch?v=dFs9WO2B8uI
Creativity is a high-order cognitive and social skill, can’t be reduced to a brain region. No creative neuron.
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A designer wears many hats, is able to scope problems and draws from ideas from a wide technical and social repertoire.Gold, R (2001) The Plenitude, MIT Press
“Jack of all trades”
“Jack of all trades”?
Sarooghi, H., et al., Examining the relationship between creativity and innovation: A meta-analysis of organizational, cultural, and environmental factors, J. Bus. Venturing (2015), http://dx.doi.org/10.1016/j.jbusvent.2014.12.003
“firms could improve their record of turning useful and new ideas into process innovations and innovative products/services by identifying
ambidextrous individuals”
Oakley Disruptive By Design
“Create an innovative design that will disruptelite sports performance in a way that hasn’tbeen seen before. It needs to be an idea that'smore than just an adaptation of an existingapproach. It needs to be something new andradical. Something that is truly Disruptive byDesign. The most disruptive ideas come fromunfamiliar and unexpected places. Takeinspiration from the wider world: nature,aerospace, architecture, science fiction. Thereshould be no limits to your sources. There arealso no restrictions on the format of thedesign. It could be a product, a garment, anew way to use technology, a digital design, orsomething entirely new that responds to orenhances elite sports performance:disruptivebydesign.com
James Dyson Award
Design something that solves a problem. Thebrief is broad. We’re looking for designers whothink differently to create products that workbetter. Engineers who follow an iterativedesign process. Rough and ready prototypes.Products that have a significant and practicalpurpose, are commercially viable, and aredesigned with sustainability in mind:jamesdysonaward.org/the-brief/
https://vimeo.com/107567840
Every creative project needs a brief. What is a brief?17
Design projects
Marketing brief:
Design a “classroom in a bus” where children learn about recycling
Project for TetraPak Mexico (1997-1998)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Fernando Prieto, Ricardo Sosa. “TetraBus”: Children Museum on Wheels. Client: Tetra Pak Mexico (1996-1997)
Project for TetraPak Mexico (1997-1998)
Museum in a Bus Fernando Prieto / Ricardo Sosa
Project for TetraPak Mexico (1997-1998)
Marketing brief:
Design a “classroom in a bus” where children learn about recycling
Project for TetraPak Mexico (1997-1998)
1. Videogames^
2. A car^
3. A bungalow^
4. Kitchen utensils
5. Toys
6. Farm tools
7. Learning spaces
8. Museum exhibits
9. Playgrounds
10. Point-of-sale
11. Handcrafts
12. Phone cabin
13. Stairs
14. Interactive displays
15. Websites
16. Virtual galleries
17. Office furniture
18. Lamp
19. Suitcase
20. Chairs and benches
21. Book covers
22. Picture frames
23. Interactive toys
24. A thousand products,
websites, systems, services#
25. Rapid prototyping machines#
26. Thirteen companies#
27. Doors*
28. Car dashboard displays*
29. More cars*
30. Robot-friendly furniture*
31. A visual divergence test
32. Reconfigurable robots
33. Curriculums, syllabus,
activities, support materials
34. Design platforms, methods
and techniques
^ as a teenager, before entering college
# by around 800 design and engineering students in 5 countries* by computational generative systems that I’ve authored
http://www.ideaslaboratory.com/projects/innovation-barometer-2013/
“The ability to understand customers”
http://i.imgur.com/8oixIdR.jpg.jpghttps://hbr.org/2011/04/why-most-product-launches-fail
• Weak market research; No precise market; Wrong target audience
• Most effort to develop the product, little left for launching, marketing, selling; No funds left to sustain the campaign
• Great technology or solution, what was the problem?
• Key differentiators and advantages not easily articulated; Product description is unclear; Consumers don’t understand how the product works; Discordant messages
• Insufficient testing; deaf to consumer feedback; Product is launched too hastily and doesn’t work reliably
• Sales force and retailers uncommitted,
uneducated, no incentives; Distribution problems; Marketing campaign before distribution is complete
• Marketing is unfocused, lacks objectivity; unsupported claims, no trained spokesperson; Wrong use of social media
• Poor quality; Insufficient supplies; Delays or problems due to certification, standards
• Bad pricing strategy• Product launch poorly timed; Fads that soon
fizzle; Lack of persistence during early versions; Lack of influencers, remains niche
• New category; Instant hit wrongly expected; intransigence of consumer shopping habits
Adapted from: https://hbr.org/2011/04/why-most-product-launches-fail
“ It’s so fascinating to look and listen to people”http://interviewproject.davidlynch.com
“HONY now provides a worldwide audience with daily glimpses into the lives of strangers”
http://www.humansofnewyork.com
Most new designs fail due to dozens of factors, many related to a poor understanding of users (and tasks)
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“Double ignorance: we don’t know the true impacts of our products/services and we don’t realise that we don’t know” Daniel Goleman in Ecological Intelligence
User opinion User behavior User beliefs
Surveys: ask large groups to choose between
options
Focus group and review sessions: enroll people to
evaluate or try out an idea
Record and analyseemotional responses to a
specific set of stimuli (i.e., semantic differential
techniques)
Semi-structured interviews: engage in a dialogue to inspect a
specific topic
Generative sessions: give people tools and
materials and ask them to imagine and build
things
Record and analyse what people say while solving
a structured task (i.e., think aloud methods)
Contextual dialogue: spend time with people in their natural context
and engage in conversations
Ethnographic observations: immerse yourself in situations
where you can witness issues of interest
Listen to people chat and articulate their ideas in
their natural setting (i.e., conversation analysis)In
crea
sin
g d
egre
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f st
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an
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Increasing importance of ethical considerations
Sanders, E. N. (2000). Generative tools for co-designing. In Collaborative Design (pp. 3-12). Springer London.
User model vs. Task model
Dr. Ricardo Sosa: [email protected]
“It was performing so well from a design standpoint that users no longer felt the need to browse areas outside of the News Feed as often, so they were spending less time on the site” http://dcurt.is/facebooks-predicament
Rule # 1: Don’t ask what people want
Rule # 2: Don’t (only) ask people
Rule # 3: Don’t (only) listen to people
Two creativity killers when talking to clients and users: a) to ignore them, b) to believe them. The secret is to interpret
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12/03: "Students have problems finding lecturers"
12/03: “Poor teamwork due to limited social interaction"
26/03: “Self-learning toolkits"
26/03: “An experiential workshop to learn advantages of collaboration”
Sample well-framed problems:
“We decide to tackle child obesity, since it is agrowing trend in many countries includingSingapore and will target one or more of thekey factors involved: sedentarism, eatingdisorders, stress, nutrition, food preparation,advertising, genetics, and inherited habits.”
“Doing laundry wastes too much water,requires too much energy and generatesunnecessary waste. Something radicallydifferent needs to change to reduce pollutionand improve efficiency dramatically.”
“A new space is required for exhibition andwork activities. The design should reflect aforward-thinking integration of technology anddesign. Allocated space and budget areattached.”
“Studies A and B of creative teams report thatexisting software applications don’t offeradequate support for creative collaboration.”
Not so well-framed problems:
“I want to help people lower their energyconsumption by automating lights at home”(Jumps straight to a specific solution)
“Students need a system to locate theirlecturers outside class hours” (Fails to inspectactual problems and lacks a basicunderstanding of teaching/learning dynamics)
“Buildings should promote courteousbehaviours between dwellers” (Based onpersonal biased impressions, easy tochallenge if no further baseline data orconcrete examples are given)
“We will design an electric baby stroller”(Why? Who needs it?)
“The problem with poverty is people lackmoney” (Not only a circular argument, alsoignores a myriad non-financial factors)
Problems are all around us
“If I had an hour to solve a problem I’d spend 55 minutes thinking about the problem and 5 minutes thinking
about solutions”
-A wise remark attributed to Einstein
Calaprice, A. (2010), The Ultimate Quotable Einstein,, Princeton University Press, Princeton, New Jersey.
Spend 55 minutes talking about the problem with people and 5 minutes thinking about solutions
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“A paradigm shift occurs when a question is asked inside the Current paradigm that can only be answered from outside it”
The Art of the Question, Marilee Goldberg
http://www.flickr.com/photos/oberazzi/318947873/sizes/l/
A Powerful Question
• generates curiosity in the listener
• stimulates reflective conversation
• is thought-provoking
• surfaces underlying assumptions
• invites creativity and new possibilities
• generates energy and forward movement
• channels attention and focusesinquiry
• stays with participants
• touches a deep meaning
• evokes more questions
Scope of Powerful Q’s
Different levels of asking the same question:
• How satisfied are you with your job?
• How would you personally define a satisfying job?
• How may one define job satisfaction?
• How may one possibly define happiness?
(balance insight, scope and relevance)
Assumptions of Powerful Q’s
Different assumptions behind the same question:
• What can you do to improve your job satisfaction?
• What can the company do to improve the job satisfaction of its employees?
• How would new KPIs affect your job satisfaction?
• How may job satisfaction impact life quality?
(implicit / explicit)
http://www.flickr.com/photos/86979666@N00/7623744452/sizes/l/
Behind every innovative breakthrough, there is a set of powerful questions
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“It's really sad to have biological limbs, you're constrained by nature
and you can’t upgrade” Hugh Herr: http://www.dailymail.co.uk
“We started at: What does the user want? And we think the user really doesn’t want to carry a wallet. Why do you want
to do that?” Tim Cook http://www.cnbc.com/id/101989345
“Let’s retire the term entrepreneur. It’s outdated and loaded with baggage. It smells like a members-only club. Everyone should be encouraged to start his own business… Instead of entrepreneurs, let’s
call them starters. Anyone who creates new business is a starter. You just need an idea, a touch
of confidence, and a push to get you started.” “Rework” by Jason Fried and David H. Hansson
Abductive logic
‘Inference to the best explanation’
Premises that lead to “what if?” statements
Deductive: “All men are mortal, therefore…”Inductive: “All swans are white…”Abductive: “Our new idea will be a success…”
Think abductively
Roger Martin: https://www.youtube.com/watch?v=txhBTi1STn8
Dean Kamen (2002): Big Idea “a fairly big problem in transportation”
http://www.youtube.com/watch?v=VSWBcizzpKM
To innovate, you need to think abductively. By definition, you will fail before you succeed.
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“I’m a pedestrian” (09:56)
“We knew that the technology would not be as hard to develop as an attitude” (10:56)
Apple G4 Cube
http://www.youtube.com/watch?v=4-PB86oy044
Rotman Design Challenge 2013
www.youtube.com/watch?v=fNgBRcp0u7w
http://en.wikipedia.org/wiki/Phonograph https://www.classicaltv.com/the-informer/emil-berliner-and-the-invention-that-started-the-recording-industry
Teams
From islands to awareness to appreciation to understanding
Fruchter, R. (2001). Dimensions of teamwork education,International Journal of Engineering Education, 17(4/5), 426-430.
Some rights reserved by Joseeivissa 2.0
http://photography.nationalgeographic.com/photography/photo-of-the-day/house-river-serbia/
ISLA
ND
“engineers are so square-minded and only do numbers, they aren't as creative as designers"
ISLANDS
“designers don't know much; they come up with crazy unfeasible fluff, but we engineer great solutions”
AWARENESS
“engineers are good at solving problems and some can be quite inventive, let them solve our technical problems"
AWARENESS
“artsy stuff can be useful, great design makes our awesome solutions usable, let them embellish our products”
http://photography.nationalgeographic.com/photography/photo-of-the-day/wind-blown-tree/
APPR
ECIA
TIO
N
“there are marked differences across engineering areas;specialists know x amazing stuff but are trained in y limiting ways”
APPRECIATION
“good designers can help everyone in a team be creative, they are able to see things differently and bring value to technology”
UNDERSTANDING
“I learned some key concepts, techniques, and tools used in engineering. This improves my design practice and I can also
contribute in the technical aspects of a project”
UNDERSTANDING
“I learned some key concepts, techniques, and tools used in design. This improves my engineering practice and I can also contribute in the
creative aspects of a project”
http://www.shweeashbamboo.com/
Cross-disciplinary collaboration demands a transformation process
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http://www.flickr.com/photos/fraleigh/
Ficus benghalensis: aerial prop roots that grow into thick woody trunks which, with age, can become indistinguishable from the main trunk
www.flickr.com/photos/drogdon
Generating novel designs based on qualitative modelling,Computer-Aided Architectural Design Research in Asia CAADRIA 2005, New Delhi
2D representation of heritage timber doors
Generating novel designs based on qualitative modelling,Computer-Aided Architectural Design Research in Asia CAADRIA 2005, New Delhi
QSR abstraction
Generating novel designs based on qualitative modelling,Computer-Aided Architectural Design Research in Asia CAADRIA 2005, New Delhi
Original doors New fit doors
New unfit doors
Generating novel designs based on qualitative modelling,Computer-Aided Architectural Design Research in Asia CAADRIA 2005, New Delhi
‘ROBOT GRACIOUS GAIT’ RoboMods
Sosa, R., Mohan, R.E., Rojas, N. and Nansai, S.
KANSEI across SCALES SUTD for SC @ JEM
Sosa, R., Lee, J.B., Albarran, D., Otto, K., Chia, H.M.L, Kabincalan, R.P., Poh, W.Y., Haruki, S., Toh, H.P., Clifford, M. K. (2013) Scaling Kansei in Engineering Product Development (forthcoming)
Varying the radius and the tension on the elastic rope, the assembly can be fine-tuned to capture the Kansei of the desired wave movement
Elastic rope
Transformation of a Mechanism
From: torsion of a steel cable(Order of Magnitude: 10-1 m)
To: elongation of an elastic rope(Order of Magnitude: 101 m)
DISCIPLINES
Education and workplace are designed to isolate people and nurture/reward specialisation
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Dr. Ricardo Sosa: [email protected]
Danger: Designing Products Your Customers' Customers Will Love
http://ecorner.stanford.edu/authorMaterialInfo.html?mid=1146
Liz Sanders and her team use this map to present participatory approaches in design: http://www.maketools.com
People know best. But facilitation is required24
Who participates?
Project:____________________________________________________________
People, roles, background, responsibilities, relationships, hierarchies, whose decisions?
Who
https://www.chem.purdue.edu/gchelp/liquids/character.html
‘Solid PartE’:
Islands of knowledge: “Participants master his/her discipline, but lack experience in other disciplines”
Stability and clarity in “Who”, “How” and “Why” dimensions with direct linkages across (person px has goal gx and contributes via method mx)
Who
https://www.chem.purdue.edu/gchelp/liquids/character.html
‘Liquid PartE’:
Awareness and Appreciation: “Participants become aware of other disciplines' goals and constraints; become interested to understand and support the other disciplines' goals and concepts and know what questions to ask”
Less clear roles in “Who”, shared and adapted tools in “How”, negotiated goals in “Why”
Who
https://www.chem.purdue.edu/gchelp/liquids/character.html
‘Gas PartE’:
Understanding: “Participants can negotiate, are proactive in discussions with other disciplines, provide input before the input is requested, and begin to use the language of another discipline”
Hard to separate individuals in “Who”, emergent collaborative tools in “How”, shared goals in “Why”
Self-assessment: Emancipation of Creativity
Cultural dimensions
http://files.publicaffairs.geblogs.com/files/2013/02/2013-GE-Global-Innovation-Barometer-_-Results-Summary-3.pdf
• Power Distancethe degree of equality/inequality between people in a particular society• Individualismthe degree to which a society reinforces individual or collective achievement and interpersonal relationships• Masculinitythe degree societies reinforce, or do not reinforce, the traditional masculine work role model of male achievement, control, and power• Uncertainty Avoidancethe level of acceptance for uncertainty and ambiguity within a society• Long-Term Orientation
http://my.fit.edu/~gabrenya/cultural/course.htmlhttp://www.ccl.org/leadership/pdf/assessments/GlobeStudy.pdf
Dimensions of culture
http://www.youtube.com/watch?v=wdh40kgyYOY
15:08 -
Hofstede: Seven sins
http://www.youtube.com/watch?v=p2V8kVwIp2U
http://geert-hofstede.com/
There are only seven (7) countries in the Geert Hofstede research that have Individualism (IDV) as their highest Dimension: USA (91), Australia (90), United Kingdom (89), Netherlands and Canada (80), and Italy (76).
High IDV ranking indicates a society with a more individualistic attitude and relatively loose bonds with others. The populace is more self-reliant and looks out for themselves and their close family members.
The low Individualism (IDV) ranking is manifest in a close and committed member 'group', be that a family, extended family, or extended relationships. Loyalty in a collectivist culture is paramount. The society fosters strong relationships where everyone takes responsibility for fellow members of their group.
Asia and Latin America: Collectivism
(with some exceptions)
Scandinavian countries: A low Masculinity (MAS) may be indicative of a low level of differentiation and discrimination between genders. In this culture, females are treated more equally to males in all aspects of society. This low Masculinity ranking may also be displayed as a more openly nurturing society.
A high score (MAS) indicates that the society will be driven by competition, achievement and success, with success being defined by the winner / best in field – a value system that starts in school and continues throughout organisationalbehaviour.
Masculine society: Performance is highly valued and early required as the school system separates children into different types of schools at the age of ten. People rather “live in order to work” and draw a lot of self-esteem from their tasks. Managers are expected to be decisive and assertive. Status is often shown, especially by cars, watches and technical devices
Mexico's highest Hofstede Dimension is Uncertainty Avoidance (UAI) (82), indicating the society’s low level of tolerance for uncertainty. Strict rules, laws, policies, and regulations are adopted and implemented. The ultimate goal is to control everything in order to eliminate or avoid the unexpected. As a result, the society does not readily accept change and is very risk adverse.
Singapore scores 8 on this dimension. Why?
http://www.ccl.org/leadership/pdf/assessments/GlobeStudy.pdf
Sarooghi, H., et al., Examining the relationship between creativity and innovation: A meta-analysis of organizational, cultural, and environmental factors, J. Bus. Venturing (2015), http://dx.doi.org/10.1016/j.jbusvent.2014.12.003
“Three moderating factors: collectivism, uncertainty avoidance, and power distance:
- We find no support for an inverse U-shaped effect of collectivism. Collectivist cultures have a greater success rate in converting creative ideas into innovations
- Moderate levels of risk-taking are critical to generate novel and useful ideas and to implement them effectively into innovations
- Our results do not provide full support for moderate levels of power distance maximizing the creativity-innovation relationship. Perhaps the leadership style within an organization will have a more powerful impact”
Asia Scandinavia Western
PDI High Low Med
IDV Low High High
MAS Med Low High
UAI Low ? Med
LTO High Med Med
A person/group/company can be creative its own way. It probably has to.
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http://www.globalinnovationindex.org/gii/main/fullreport/index.html
No. 2 – South KoreaOverall score: 2.26Innovation inputs score: 1.75Innovation performance score: 2.55GDP (Purchasing Power Parity): $1.3 trillionForeign Direct Investment: $74.6 billion
No. 3 – SwitzerlandOverall score: 2.23Innovation inputs score: 1.51Innovation performance score: 2.74GDP (Purchasing Power Parity): $309.9 billionForeign Direct Investment: $621.7 billion
No. 4 – IcelandOverall score: 2.17Innovation inputs score: 2.00Innovation performance score: 2.14GDP (Purchasing Power Parity): $12.9 billion
No. 5 – IrelandOverall score: 1.88Innovation inputs score: 1.59Innovation performance score: 1.99GDP (Purchasing Power Parity): $198.5 billionForeign Direct Investment: $149.1 billion
No. 6 – Hong KongOverall score: 1.88Innovation inputs score: 1.61Innovation performance score: 1.97GDP (Purchasing Power Parity): $318.2 billionForeign Direct Investment: $1.1 trillion
No. 7 – Finland
Overall score: 1.87Innovation inputs score: 1.76Innovation performance score: 1.81GDP (Purchasing Power Parity): $201.2 billionForeign Direct Investment: $121.9 billion
No. 8 – U.S.Overall score: 1.80Innovation inputs score: 1.28Innovation performance score: 2.16GDP (Purchasing Power Parity): $14.6 trillionForeign Direct Investment: $2.7 trillion
No. 9 – JapanOverall score: 1.79Innovation inputs score: 1.16Innovation performance score: 2.25GDP (Purchasing Power Parity): $4.5 trillionForeign Direct Investment: $597 billion
No. 10 – SwedenOverall score: 1.64Innovation inputs score: 1.25Innovation performance score: 1.88GDP (Purchasing Power Parity): $358.4 billionForeign Direct Investment: $289.6 billion
No. 11 – DenmarkOverall score: 1.60Innovation inputs score: 1.55Innovation performance score: 1.50GDP (Purchasing Power Parity): $213.6 billionForeign Direct Investment: $163.2 billion
Uncertainty avoidance (UAI)
http://geert-hofstede.com/singapore.htmlhttp://www.kwintessential.co.uk/map/world.swf?data_file=ua.xml
Japan: 92Singapore: 08
http://www.designsingapore.org/Files/Dsg_II_Strategic_Blueprint.pdf
“… this rate of change will need to be matched with mindset and
paradigm changes in order for us to maintain our ability to innovate,
and to create new value.
It is no longer business as usual. We are already facing increasing
global competition in the new ideas-driven creative economy…
Design must become the critical strategic tool for futureproofing
Singapore from the uncertainties of the future.”
Reflect
Do you tolerate/enjoy ambiguity?
Do you know people who avoid uncertainty?
Think about your childhood and remember recent responses to uncertainty
Select one certainty in your life. Question it, imagine alternate scenarios and their consequences
What is “Asian creativity”?
You have to begin designing without all the information that you’ll eventually need
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https://www.youtube.com/watch?v=qpjaoZjETHw
The “Wovel”
http://www.nytimes.com/2007/03/21/nyregion/21towns.htmlhttp://www.gizmag.com/go/6490/http://www.wovel.com
“We identify opportunities to make your environment a little more enjoyable. We started with the alarm clock”
http://www.nandahome.com/story/index.php
“TOMS matches shoes purchased with new shoes given to a child in need: One for One”
http://www.toms.com/our-movement/l
Wovel: simplify an arduous taskClocky: more enjoyable daily life
Toms: altruistic sustainable business model
https://www.youtube.com/watch?v=vTt6ebLTA3shttps://www.youtube.com/watch?v=cvBGnkLb8Hg
http://kristen-soley.blogspot.sg/2012/03/in-sculptors-hands.html
http://www.gladwinlibrary.org/joomla/index.php/june-25th-knitting-club
Make
Learn from precedents27
Avoid the “not invented here” syndrome28
www.webplunder.com/not-invented-here/
Love side-projects29
www.flickr.com/photos/walkingsf
Avoid incentives29
www.flickr.com/photos/76657755@N04
• Directive leaders: primary creators materialize their vision through other people’s work
• Integrative: synthesis of vision and inputs with heterogeneous creative inputs of team members
• Facilitators: not idea generators, but make supportive contributions to creativity in the workplace
Charalampos Mainemelis, Ronit Kark & Olga Epitropaki (2015) Creative Leadership:, The Academy of Management Annals, 9:1, 393-482, DOI: 10.1080/19416520.2015.1024502
Strategies for creative leadership30
“Invention factory” at Menlo Park in New Jersey, 1876
http://www.oldjerseynews.com/in-defense-of-edison/
3 Lenses
http://savic.cc/tag/feasibility/ http://www.wixomdesigns.com/architecture.php
http://elantiguofuturo.files.wordpress.com/2012/06/1653dymaxion_car_041.jpeg
