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Dan Dixon

Dan Dixon

UX and Service Design Director
Digital Arts Network
Tāmaki Makaurau, Auckland, Aotearoa New Zealand

Dan is a long-term practitioner of human-centred experience design and has a wealth of experience in discovery and qual research. He’s worked in academic, agency and client-side roles in both the UK and NZ, covering diverse fields such as digital, product design, creative technology and game design.

His history has blended a background in the digital industry with creative technology teaching and user experience research. He has taken pragmatic real-world knowledge into a higher education setting as well as bringing deeper research skills from academia into commercial design projects. In higher education, as well as talks and workshops, Dan has been teaching and sharing these skills for the last 16 years.

Upcoming Talks and Workshops


There is a strong backlash about the perceived failures of Human Centred Design (HCD) and its contribution to contemporary macro problems. There seems to be a straightforward connection: HCD and Design Thinking have been adopted by organisations and are increasingly a part of product/experience development, especially in big tech. But the full picture is more complex than that and HCD really does have some issues.

In this talk we cover a little history to show where HCD came from and discuss the current context of use. But mostly we present a future of post-HCD. What is it? How is it different from today? We look at being post-human and a move away from anthropocentrism. Then we turn to post-centred and reconnect with systems thinking and assemblage theory. Finally, we question the very term ‘design’ and ask what post-design is required to be.

Past Talks and Workshops



If we asked you to hand us a design to ruthlessly critique, would you do it? Designers are experts at pulling information and inspiration from everywhere, but our outputs are often created in isolation. At Hatch, we turned the traditional design approach on its head and created a culture that embodied the behaviours we were asking of investors. By embracing vulnerability, mistakes and asking for help, we delivered outputs (and outcomes) that had an outsized impact on our customer’s lives. We call it radical collaboration - it’s often confronting, sometimes scary, but also the only way any of us ever want to work again. Join us to learn what it is, why you should get radical, and the simple ways to start now.