Harnessing the Creative Potential of Social Design

design

The Importance of Social Design

I read widely to challenge and expand my thinking. In The Intergalactic Design Guide: Harnessing the Creative Potential of Social Design, Cheryl Heller presents a system for putting social design into action. This takes creative abilities and puts them into practice. It’s different.

Cheryl Heller is the founding chair of the first MFA program in Design for Social Innovation at the School of Visual Arts in Manhattan.

 

What is social design?

Social Design is the design of the invisible dynamics and relationships that affect society and the future. It’s the creation of new social conditions intended to increase human agency, creativity, equity, resilience, and our connection to nature.

It is essentially the same process used to develop innovative products and services, but applied at a larger scale. Instead of a small team of expert designers being responsible for the creative output or product, however, social design is done by cross-disciplinary teams, including both people inside the company and in external stakeholder communities. The goal, in addition to breakthrough products and services, is breakthrough interactions between people that lead to ongoing innovation. Because the process is participatory, everyone learns to do it. Because learning to do it instills a greater sense of agency and possibilities, everyone who participates is transformed.

 

“Social designers are resourceful, observant, open minded and able to live and work with ambiguity.” -Cheryl Heller

 

Social Design versus Traditional Design

How is it different from traditional design?

Social Design differs from traditional approaches in several important ways:

‣ It looks far beyond design thinking, which has made significant inroads in business, education and social organizations in recent years. It is an iterative process for developing alternative ideas and strategies based on understanding a “user” and a specific problem. Social design’s purview is whole communities or societies.

‣ The design process isn’t relegated to a team of designers, or isolated in a specific phase of the research and development process. Cross-departmental teams, some of whom are designers, are formed around a particular goal or outcome, and everyone participates in the entire process. What are typically sequential activities, performed by a series of experts, like research, problem framing, synthesis, ideation, testing and the like, are collapsed into a series of fluid stages in which everyone’s perspectives are integrated. This not only surfaces opportunities and challenges early, but also gives everyone access to insights that make them smarter, regardless of which stage they are accountable for.

‣ Social design relies on observation and inquiry rather than formal strategies and fixed plans. Preconceived ideas, however brilliant they sound, are to be avoided. Research is undertaken not to prove a theory, but to understand context and reframe questions. Answers are not determined in advance. The ultimate outcome may be fixed and inviolate, but not the step-by-step path to getting there. Observation of patterns, of unexpected reactions, whether in team members or customers, become the source of inspiration and invention—the real-time feedback that makes the idea, when it is developed, far more likely to work and succeed.

‣ Social design employs “making to learn.” That means giving ideas form to which others can react and help refine in collaborative fashion. Instead of waiting to get an idea “perfect” before showing it to its intended audience, users respond to versions in unfinished stages, and that input is incorporated into the design. Making-to-learn relies on iteration, and requires the freedom to pivot along the way, sometimes abandoning an idea, but always long before a big investment has been made. Giving form to ideas makes those ideas more appropriate to the people for whom they’re intended and makes them accessible to more people, and more diverse perspectives, as they’re developed.

‣ The outputs aren’t PowerPoint slides and Excel spreadsheets. Instead, they are maps and sketches and images and pictures underpinned with data that bring to life the entire ecosystem of stakeholders and forces in play. These visual outputs help make sure diverse people are seeing the same thing and can uncover otherwise hidden dynamics.

 

“Social design relies on observation and inquiry rather than formal strategies and fixed plans.” -Cheryl Heller

 

How is the role of the designer changing today?

Culture Your Culture: Innovating Experiences at Work

culture

Innovating Experiences at Work

Organizational culture isn’t just a hot topic–it’s an untapped asset and potential liability for all businesses. And yet, for all its potential to make or break, few know how to manage cultures with proficiency. In her newly released book, Culture Your Culture: Innovating Experiences @Work, Karen Jaw-Madson provides the much needed, step-by-step, “how-to” for designing, implementing and sustaining culture. Karen is principal of Co.-Design of Work Experience where she focuses on culture and organizational change.

We recently had the opportunity to ask Karen some of our own questions.

 

A 2015 survey from Columbia Business School and Duke University found that out of almost 2,000 CEOs and CFOs, 90% said corporate culture was important, but only 15% felt that their culture was where it needed to be.

 

Would you give a quick synopsis of DOWE? What is it and how does it work?

Design of Work Experience (DOWE) is a concept and methodology that partners employees and their employer to co-create, implement, and sustain culture. DOWE is comprised of four main components: the combination of DESIGN and CHANGE processes enabled by leveraging and building CAPABILITY and ENGAGEMENT throughout. When you dig deeper, the process is further segmented into 5 phases: UNDERSTAND, CREATE & LEARN, DECIDE, PLAN, and IMPLEMENT. All the phases are organized as a series of iterative learning loops, each with its own specific set of activities.

 

4 Components of DOWE

Is there one of the four components of DOWE that is more difficult than the others?

The difficulty (or ease) with any aspect of the DOWE process would depend on the individual organization–their current strengths and capabilities, as well as their current context. For example, a company used to constant change may find the change process more familiar than one that has not experienced a lot of change. Another may be dealing with apathy, so engagement may be a challenge, and so on and so forth.

3 Qualities of Innovation Leaders

Elephant With Butterfly Wings

When You Need Radical Innovation

Innovation.

It’s at the top of nearly every organization’s strategic priority list. Whether due to tepid growth, robust competition, globalization, budget constraints, or a myriad of other reasons, almost every organization is seeking innovation. Looking for the next big thing to transform the business and to improve a customer’s experience is always top of mind for a leadership team.

 

“Don’t worry about failure; you only have to be right once.” –Drew Houston

 

Steven Hoffman is Captain and CEO of Founders Space, a Top 10 Incubator in Inc. and the #1 Accelerator for startups coming to Silicon Valley from overseas in Forbes. He is constantly innovating, and he is a serial entrepreneur and investor. From his vantage point, he’s seen what works and what doesn’t. His book, Make Elephants Fly: The Process of Radical Innovation, is a practical guide to help startups achieve breakthrough growth and help more established organizations find a path to successful innovation.

It is a compelling read, filled with great examples to help you achieve faster growth. I recently spoke with Steve about his book.

 

“Copying is a brilliant business strategy.” –Steven Hoffman

 

Copying is Brilliant

One of your chapters is focused on copying vs. creating. You say, “Copying is a brilliant business strategy.” What role should copying play in radical innovation?

All great innovations are built on top of previous discoveries. Copying is an essential starting point. Steve Jobs copied Palm Pilot when developing the iPhone. Mark Zuckerberg copied Friendster and Myspace when developing Facebook. Brian Chesky copied Craigslist when developing Airbnb. But all these brilliant entrepreneurs innovated radically, and that’s why they were able to breakthrough and become so much bigger than their predecessors.

To innovate, you must start with something, and it helps to pick a business model that works. That’s where copying comes in. Once you’ve identified the customer need, then you must figure out how to radically improve it. There are only two ways to break through:

1) You create a product that is exponentially better. This is what Google did with its search engine. It was ten times better than the preceding search engines.

2) You create something new, something that offers a different value than the competition. This is what Twitter did with its micro-blogging platform. It wasn’t like a typical blog because it limited posts to 140 characters, which created an entirely new experience for readers and bloggers.

Design Thinking for the Greater Good

greater good

Innovation in the Social Sector

Design thinking is one way to reframe problems, ideate solutions, and iterate toward better answers. It helps solve wicked problems. Those are the type that are especially insidious and difficult.

In a new book by Jeanne Liedtka, Daisy Azer, and Randy Salzman, Design Thinking for the Greater Good:  Innovation in the Social Sector, the authors take on the challenge of applying design thinking to the social sector. The principles apply to all organizations and may help you reach a breakthrough in your organization. I recently spoke with Randy Salzman about their research. Randy is a journalist and former communications professor. His work has been published in over one hundred magazines, journals, and newspapers, from the Wall Street Journal and the New York Times to Mother JonesBicycling, and Style.

 

“Possibility first, constraints later.” -Randy Salzman

 

Practice Design Thinking

What is design thinking?

Design thinking is a modern version of what was once common, a method of addressing and solving problems outside of normal professional siloes. After about 500 years of ever-greater specialization, society is recognizing that wicked problems lie between the professions, between those siloes, and that most “answers” require a grasp of human behavior and a willingness to deeply understand the entire problem, not just “my” professional aspect of it. Design thinking, often called human-centered design, asks us to explore deeply, empathize continually, ideate rapidly, prototype simply and iterate constantly in order to address the problems that bedevil us. Unlike, for example, LEAN and most analytical methods of addressing problems, design thinking seeks to hold problem-solvers in the question space, rather than rapidly jumping to an answer as most Type A personalities – who corporate leaders tend to be — do. Reframing the question, exploring it deeply—and especially building solid empathy with users and other stakeholders—allows design thinkers to find unarticulated needs and desires and build solutions—tapping into unintentionally hidden aspects of human behavior. In today’s “quantitative” planning world, design thinking seeks to return to “qualitative” understanding of both bigger, and littler, picture issues.

 

It is being used today all over the world in a variety of very different organizations. Would you give us a few examples?

While many know of the success of Intuit, 3M, Proctor and Gamble and other major corporations in producing new products and services via design thinking approaches, less is known about the problem-solving methodology’s work outside of product development, and in social sector and government organizations.  Today, many U.S. government bureaucracies – from Health and Human Services, the VA, even the armed forces – are today seeking to understand the people they serve at a much deeper level than treating people as numbers using a quantitative statistical approach.  Non-profits, hospitals, and educational institutions are also adapting their thinking towards design-thinking’s “possibility first, constraints later” approach to problem solving.  For instance, The Kingwood Trust in the United Kingdom is using design thinking to sense and adapt to the needs of autistic adults who cannot use written or oral language to even express their likes or dislikes, and involving them in the design of their living spaces. The Community Transportation Association of America is using it to build local capacity to solve the work-transport needs of lower income employees. Monash University Hospital in Australia has completed a dozen design thinking projects and are presently engaged in solving the truly “wicked” problem of how medical providers can deliver and be compensated for wellness instead of for providing interventions.  All these stories are in our book, Design Thinking for the Greater Good:  Innovation in the Social Sector. But the stories are too many to fit into any book. We only touched on the New Zealand government’s culture-wide tipping to design thinking. Most governmental ministries in that Pacific nation have a design-thinking shop aimed at exploring deeply and empathizing continually with the stakeholders they serve.

 

“Fail early to succeed sooner.” —Tim Brown

 

How is innovation shifting?

We like to talk in terms of a shift from “Innovation I” to “Innovation II” and liken to this shift to the one that occurred in quality, post WWWII. In the same way that quality was originally the realm of specialists and then gradually (facilitated by TQM) spread to the point where, today, quality is everyone’s job up and down the organization, innovation is increasingly seen as belonging to those outside of research & development and senior executives. For organizations to adapt and thrive in today’s climate of political and economic uncertainty and challenge, we submit that all staffers, all employees, need the training and authority to innovate. It must become a core organizational capability. In this environment of broadened responsibility for finding new ways to create value for stakeholders, design thinking can do for innovation what TQM did for quality – help us to teach, scale and democratize it.

Certainly, possibilities for innovation are accelerating for a variety of technological reasons, from big data to computing capacities. There has been less attention to the human dimension, to the awareness that flawed human beings do not behave like the so-called “rational consumers” the quantitative planning world was based on. As the authors of Nudge put it, man is not “homo economous” but “homo sapiens,” and until thinkers began to understand that most of us act without thinking – rationally or otherwise – very little qualitative understanding of human behavior was considered by “garage” and other technological innovators. Now—in  what some are calling the “Smart Machine Age”—there is an awareness that every idea and every concept needs accompaniment from a social technology which aids in its spread. We think of design thinking as a social technology for change. As more and more business, governments, organizations recognize that a qualitative understanding of their stakeholders is needed, design thinking opens up a new kind of conversation that creates space for innovation to birth and blossom.

 

Embrace the Growth Mindset

23 Hacks to Boost Your Creativity Instantly: FREE Webinar

Awaken the Creative Genius Inside

 

Do you think of yourself as creative?

Ever wish you could be just 5% more innovative?

Do you know how to create an environment that fuels your creative genius?

 

“Vision is the art of seeing the invisible.” –Jonathan Swift

 

Each of us can become more creative. Inside YOU is creative genius, as unique to you as your fingerprints.

It’s up to you to unlock it.

Over many years, I’ve had the opportunity to interview numerous experts in the field of creativity and innovation. Whether learning from an entrepreneur or an artist, I have collected some of the best advice available on how to boost your creativity.

And these experts have shared with me what we get wrong when we think about innovation. There are myths that we believe to our own creative detriment. Don’t believe these limitations which lock you in to a dull, gray world!

 

“This world is but a canvas to our imagination.” –Henry David Thoreau

 

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“You can’t use up creativity. The more you use, the more you have.” –Maya Angelou

 

“Creativity is the way I share my soul with the world.” -Brene Brown

 

“Creativity is a wild mind and a disciplined eye.” -Dorothy Parker

 

Why not make this the year where you uncover the artist, the innovator, the creative genius inside of you?

 

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