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Dr. Rand has had a long career in both University teaching and in the business world. He holds a Ph.D. in Clinical Psychology and continues as a Professor of Architecture and Urban Design at UCLA, a position he has held for many years. He began his career as a business consultant in the early seventies and became Vice President of Social Engineering Technology, a firm devoted to the development of new social engineering approaches to common problems such as school design and management, new town planning and design, crime prevention programs, new product development, etc.
The key to the social engineering approach is not to stop with the initial project or product design, but to anticipate and see the project through various phases from its introduction, to early adoption, to mature development, and finally reprogramming. This requires understanding the human social and motivational side of the use of designed products.
Often, Dr. Rand has used his Psychoanalytic training by conducting in-depth focus groups that reveal underlying motivation and resistance to projects and products. His approach goes beyond rubber-stamping of existing designs. He identifies the positives and negatives of projects and products in relation to specific competing brands or offerings. He has developed a series of specific tools and methods for conducting this kind of qualitative comparative focus group study.
In addition, Dr. Rand is an expert in creative conference design, bringing together key people and managing their creative process to produce new insights and practical ideas using "interpretive structural modeling" and other techniques to support breakthroughs in group thinking.
In a related area, his work in architectural programming and urban design, and especially cross-cultural analysis in Asia (Korea, Japan, and China) has been effective in identifying conflicts and agreements between client teams, professionals including architects, advertising and public relations, and the consuming public.
Dr. Rand is also an expert at assembling resource teams as needed to help provide benchmarks. This is particularly useful where new project ideas are being introduced and there is not yet a good track record of past projects to use as a guide.
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樵依国际集团
