design is the problem webinar
Post on 27-Jan-2015
108 Views
Preview:
DESCRIPTION
TRANSCRIPT
Design is the ProblemNathan Shedroff
What is Sustainability?
Schedule:
What is Sustainability? • Definitions & Domains • Systems PerspectiveQuestionsSustainability FrameworksSustainability ToolsQuestionsSustainability Design StrategiesSummaryQuestions
Design is the ProblemNathan Shedroff
What is Sustainability?
An official definition:
Use and development that meets today’s needs without preventing those needs from being met by future generations.
Brundtland Commission, 1987
see DITP page xxi
Design is the ProblemNathan Shedroff
What is Sustainability?
A casual definition:
Don’t do things today thatmake tomorrow worse.
see DITP page xxii
Design is the ProblemNathan Shedroff
What is Sustainability?
A casual definition:
Don’t do things today thatmake tomorrow worse.
...for your kids
Design is the ProblemNathan Shedroff
What is Sustainability?
A casual definition:
Don’t do things today thatmake tomorrow worse.
...for your grand-kids
Design is the ProblemNathan Shedroff
What is Sustainability?
A casual definition:
Don’t do things today thatmake tomorrow worse.
...for your grand-kids
Design is the ProblemNathan Shedroff
What is Sustainability?
Sustainability encompasses 3 domains:
ENVIRONMENTAL
FINANCIAL
SOCIAL
Design is the ProblemNathan Shedroff
What is Sustainability?
In business terms:
FINANCIAL CAPITAL
SOCIALHUMAN CAPITAL
ENVIRONMENTALNATURAL CAPITAL
Design is the ProblemNathan Shedroff
What is Sustainability?
In terms of society:
FINANCIAL CAPITALMONEY
SOCIALPEOPLE
ENVIRONMENTALNATURAL RESOURCES
Design is the ProblemNathan Shedroff
What is Sustainability?
They form a system:
MONEY
PEOPLE
NATURAL RESOURCES
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP chapter 1
So, we need to understand society from a systems perspective:
• Diversity = Resiliency• Centralization• Decentralization• Competition• Cooperation• Vitality• Stakeholders
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP chapter 1
So, we need to understand society from a systems perspective:
• Diversity = Resiliency• Centralization• Decentralization• Competition• Cooperation• Vitality• Stakeholders
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 10
Centralization:• Optimization and Efficiency• Standardization• Economies of Scale• Coordination
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 10
Decentralization:• Local Expertise and Appropriateness• Higher/Quicker Response
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 10
Decentralization:• Local Expertise and Appropriateness• Higher/Quicker Response• Resiliency and Robustness
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 11
Competition:• Increases variety• Creates new—often better—solutions• Responds better to challenges• Responds better to change• Rewards better performance• Enhances innovation
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 11
Cooperation:• Creates Standards• Increases volume and scale• Spreads “best practices”• Increases likelihood of success• Stabilizes markets
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 11
Cooperation:• Creates Standards• Increases volume and scale• Spreads “best practices”• Increases likelihood of success• Stabilizes markets• Forms foundation for innovation
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP page 17
Stakeholders:
Government
Business
Individuals
NGOs
Courts, Departments, Lawmakers (city, state, federal, and international)
Customers, Fans, Teams, Groups, Communities
Employees, Distributors, Partners, Suppliers, Media, Investors, Clients
Organizations, Unions, Institutions
Design is the ProblemNathan Shedroff
What is Sustainability?
see DITP chapter 19
So, we need to understand society from a systems perspective:
• Diversity = Resiliency• Centralization• Decentralization• Competition• Cooperation• Vitality• Stakeholders• Balance
Design is the ProblemNathan Shedroff
What is Sustainability?
Any questions so far on the following:
• Definition of Sustainability
• Scope/domain of Sustainability
• Systems Perspective
Design is the ProblemNathan Shedroff
Sustainability Frameworks
What is a framework?
A perspective on Sustainability that organizes our understanding.
Design is the ProblemNathan Shedroff
Sustainability Frameworks
What is a framework?A perspective on Sustainability that organizes our understanding.
What is a tool?
Design is the ProblemNathan Shedroff
Sustainability Frameworks
What is a framework?A perspective on Sustainability that organizes our understanding.
What is a tool?
A mechanism to use to measure or evaluate sustainable impacts.
Design is the ProblemNathan Shedroff
Sustainability Frameworks
What is a framework?A perspective on Sustainability that organizes our understanding.
What is a tool?A mechanism to use to measure or evaluate sustainable impacts.
What is a strategy?
Design is the ProblemNathan Shedroff
Sustainability Frameworks
What is a framework?A perspective on Sustainability that organizes our understanding.What is a tool?A mechanism to use to measure or evaluate sustainable impacts.
What is a strategy?A design approach to lessen the negative impacts of something.
Design is the ProblemNathan Shedroff
Sustainability Frameworks
These are the major frameworks:Natural CapitalismThe Natural Step™Cradle to CradleHolistic Management
see DITP chapter 3
Design is the ProblemNathan Shedroff
Sustainability Frameworks
These are the major frameworks:Natural CapitalismThe Natural Step™Cradle to CradleHolistic ManagementLCA (Life Cycle Assessment)Total Beauty™BiomimicrySROI (Social Return on Investment)Sustainability Helix
see DITP chapter 3
Design is the ProblemNathan Shedroff
Sustainability Frameworks
Natural Capitalism (eco-efficiency):
see DITP page 45
FINANCIAL CAPITAL
HUMAN CAPITAL
NATURAL CAPITAL
MANUFACTURED CAPITAL
USE
MANUF. DISPOSAL
Design is the ProblemNathan Shedroff
Sustainability Frameworks
Natural Capitalism (eco-efficiency):
• Radical Resource Productivity: Buy time using resources radically more productively
• Ecological Redesign: Make use of Biomimicry
• Service & Flow Economies: Redesign all products and processes for sustainability
• Investing in Natural Capital: Restore Ecosystem Services
• Whole Systems Thinking
see DITP page 46
HUMAN CAPITAL
FINANCIALCAPITAL
MANUF. CAPITAL
NATURAL CAPITAL
Design is the ProblemNathan Shedroff
Sustainability Frameworks
Natural Capitalism (eco-efficiency):
• Human Capital: people & society
• Natural Capital: materials, energy, stability & diversity
• Financial Capital: money, profit, etc.
• Manufactured Capital: materials, energy, & IP
see DITP page 46
HUMAN CAPITAL
FINANCIALCAPITAL
MANUF. CAPITAL
NATURAL CAPITAL
Design is the ProblemNathan Shedroff
Sustainability Frameworks
Sidebar: Types of Capital
LASER Manual
Natural
HumanSocialCulturalInstitutional
BuiltTechniological
FinancialTechnical Exchange
Michael Fairbanks
Natural Endowments
Human
CulturalInstitutional
Humanly MadeKnowledge Resources
Financial Resources
Progressive Economics
Natural
HumanSocial
Manufactured
Financial
Natural Capitalism
Natural
Human
Manufactured
Financial
see DITP page 49
Design is the ProblemNathan Shedroff
Sustainability Frameworks
The Natural Step:™
see DITP page 83
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTAL IMPACTS
Design is the ProblemNathan Shedroff
Sustainability Frameworks
The Natural Step:™Four System Conditions
• System Condition #1: Substances from the Earth’s crust shouldn’t accumulate in the environment• System Condition #2: Substances produced by society should not increase in the biosphere• System Condition #3: We must preserve the productivity and biodiversity of the ecosystem• System Condition #4: Resources should be used fairly and efficiently to meet human needs.
see DITP page 84
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
The Natural Step™Resource Funnel
Sustainable Supply
Sustainable Demand
Sustainability
Increasing SocietalDemand for Resources
Declining Life-Sustaining Resources
The margin foraction narrows
The Present The FutureThe Past
Sustainability Frameworks
The Natural Step:™
see DITP page 84
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Frameworks
Cradle to Cradle (eco-effectiveness):
see DITP page 51
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTALNUTRIENTS
USE
MANUF. DISPOSAL
TECHNICAL NUTRIENTS
Design is the ProblemNathan Shedroff
Sustainability Frameworks
Cradle to Cradle (eco-effectiveness):
Concept & term coined by StahelPopularized by McDonough & Braungart• Eliminate hazardous materials• Consider the entire lifecycle• Materials should be upcyclable• Less Bad does not equal Good!
see DITP page 52
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
These are the major tools:LCA (Life Cycle Assessment)Total Beauty™BiomimicrySROI (Social Return on Investment)Sustainability Helix
Design is the ProblemNathan Shedroff
Sustainability Tools
LCA (Life Cycle Assessment)
see DITP page 66
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTALIMPACTS
USE
MANUF. DISPOSAL
Design is the ProblemNathan Shedroff
Sustainability Tools
LCA (Life Cycle Assessment)
see DITP page 67
Design is the ProblemNathan Shedroff
Sustainability Tools
Total Beauty™
see DITP page 86
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTAL IMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
see DITP page 87
Total Beauty™
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTAL IMPACTS
EFFICIENT
SOLAR CYCLIC
SOCIAL
SAFE
Design is the ProblemNathan Shedroff
Sustainability Tools
Biomimicry
see DITP page 59
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
Biomimicry
see DITP page 63
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
Biomimicry
Self-assemblySolar transformationPower of shapeColor without pigmentsCleaning without detergentsWater-based chemistryMetals without miningGreen chemistryTimed degradationSensing and respondingGrowing fertilityLife creates conditions conducive to lifeDecentralization and distributed control
see DITP page 60
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Simple building blocksUse of feedback loopsRedundancyCyclic solutionsDiverse solutions
Design is the ProblemNathan Shedroff
Sustainability Tools
Biomimicry
Distill the design function• Don’t ask “What do you want to design?”• Instead, ask “What do you want your design to do?”• Keep asking “Why do you want your design to do that?”
Translate to biology• Identify the functions• Ask “How does Nature do that
function?”• Reframe the questions• Define habitat conditions that
reflect design parameters• Translate Life’s Principles into
design parameters
Discover natural models• Go outside• Consider both literal and metaphorical models• Comb the literature• Brainstorm with biologists• Create a taxonomy of Life’s strategies
Emulate Nature’sstrategies• Brainstorm multiple
solutions• Refer back to the Discover
phase and consider chimeradesigns
• Consult with biological experts• Go back to your model and explore
more strategies
Evaluate your design againstLife’s principles• Can your design adapt and evolve?• Does your design create
conditions conducive to Life?• How can you improve your
design?
see DITP page 62
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
SROI (Social Return on Investment)
see DITP page 79
SROI (Social Return on Investment)
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
SROI (Social Return on Investment)
see DITP page 81
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
Sustainability Helix
see DITP page 93
FINANCIAL IMPACTS
SOCIAL IMPACTS
ENVIRONMENTAL IMPACTS
Operations& Facilties
Design ProcessInnovation
HR Develop. & Corp. Culture
Stakeholders& Partnerships
Marketing & Communications
Governance & Management
Design is the ProblemNathan Shedroff
Sustainability Tools
Sustainability Helix
Stage 0:Unsustainable
“Business as Usual”Stage 1:
ExplorationStage 2:
ExperimentationStage 3:
LeadershipStage 4:
Restoration
High degree of organizational alignment
Stakeholders & CommunitiesGovernance and ManagementOperations and FacilitiesDesign and Process Innovation
Human Resources and Corporate CultureMarketing and CommunicationsPartnerships and Stakeholder Engagement
see DITP page 95
ENVIRONMENTALIMPACTS
SOCIALIMPACTS
FINANCIALIMPACTS
Design is the ProblemNathan Shedroff
Sustainability Tools
However, there are many other tools:LCA (Life Cycle Assessment)Total Beauty™BiomimicrySROISustainability HelixBlended ValueIntegrated Bottom LineLASER ManualFootprint Calculators (water, carbon, etc.)Stakeholder AnalysisSA 8000CSR
ISO 50001SOS (Blackburn)Wheel of ChangeCity Climate Protection ManualMetrics (GDP, GPI, GNH, GRI, SRI)LEEDFASB redefinition of ProfitSCOREFactor 4 and Factor 10SHINGOSIGMA
see DITP page 99
Design is the ProblemNathan Shedroff
Sustainability Frameworks & Tools
Summary
see DITP page 102
MARKET(FINANCIAL CAPITAL)Corporate Strategy:• Governance & Management• HR Development & Corporate Culture• Operations & Facilities• Design & Process Innovation• Marketing & Communications• Partnerships & Stakeholder
SOCIETY(HUMAN CAPITAL)
Multiple Potential Criteria
Issues:Fair/just distribution/use of
resources according to(whose?) values
ENVIRONMENT(NATURAL CAPITAL)• Ecosystem Services• Radical Resource Efficiency (min 10x)• Renewable energy and materials• Eliminate the use of toxic substances• Natureʼs solutions can inspire our own• Maintain Biodiveristy• All Wastes are inputs for other systems.• Safe deposits of energy and materials to the environment are balanced with those taken from it
PRODUCTS & SERVICES (MANUFACTURED CAPITAL)
USE
MANUF. DISPOSAL
Design is the ProblemNathan Shedroff
Sustainability Frameworks & Tools
Any questions so far on the following:
• Sustainability Frameworks
• Sustainability Tools
Design is the ProblemNathan Shedroff
Sustainability Strategies
These are the major strategies:Reduce
• Design for Use (Usability & Meaning)• Dematerialization (Materials, Energy & Transportation)• Substitution (Materials & Energy)• Localization• Transmaterialization• Informationalization
ReuseRecycleRestore
see DITP page 103
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Use(Usability, Accessibility, Clarity & Meaning)
see DITP page 112
Design is the ProblemNathan Shedroff
Sustainability Strategies
Dematerialization(Materials, Energy & Transportation)
Apple iPhone
Apple Keyboard
see DITP page 119
Design is the ProblemNathan Shedroff
Sustainability Strategies
Dematerialization(Materials, Energy & Transportation)
Apple packaging
see DITP page 121
Design is the ProblemNathan Shedroff
Sustainability Strategies
Dematerialization(Materials, Energy & Transportation)
Apple iPhone
see DITP page 122
Design is the ProblemNathan Shedroff
Sustainability Strategies
Substitution(Materials, Energy & Transportation)
Mirra chair,Herman Miller
Less expensive,less toxic, andmore sustainable:
• Raw materials• Components• Energy sources
see DITP pages 128, 130
Design is the ProblemNathan Shedroff
A ton of mined Bauxite turns into half a ton of aluminum oxide.
Ore takes a month to travel to the refinery.
Each ton of Aluminum Oxide is smelted into 1/4 ton of aluminum in Sweden or Norway.
Cans are created in roller mills in Sweden or Germany.
Aluminum sheets are punched and formed into cans, washed, dried, painted, lacquered, flanged, sprayed with protective coating and inspected.
The Sugar might come from beet fields in France.
Phosphorus is excavated from open-pit mines in Idaho.
The Caffeine might come from a chemical manufacturer
Sealed cans are inserted into cardboard cartons made of forest pulp from British Columbia
Cartons of cans are shipped to warehouses and supermarkets—84% of which are discarded after use.
Sustainability Strategies
Localization(Materials, Energy & Transportation)
Lovins, et al.
see DITP page 136
Design is the ProblemNathan Shedroff
Sustainability Strategies
Transmaterialization
Zip Cars
see DITP pages 142, 145
Design is the ProblemNathan Shedroff
Sustainability Strategies
Transmaterialization
Interface FLOR carpet
see DITP page 147
Design is the ProblemNathan Shedroff
Sustainability Strategies
Informationalization
iTunes Music Store
see DITP page 152
Design is the ProblemNathan Shedroff
Sustainability Strategies
Informationalization
Open Architecture Network, Architecture for Humanity
see DITP page 156
Design is the ProblemNathan Shedroff
Sustainability Strategies
These are the major strategies:ReduceReuse
• Design for Durability• Design for Reuse
RecycleRestore
see DITP page 159
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Durability
Dyson vacuum
• Higher quality/longer lasting• Servicable/Repairable• Upgradable• Component service• Rental system (components and/or offering)
see DITP pages 162, 173
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Reuse (unintended)
Artecnica tranSglass vases
see DITP page 160
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Reuse (intended)Reuse of: Materials, Energy, Components, and Functions
Maille condiment jars
see DITP pages 176, 178
Design is the ProblemNathan Shedroff
Sustainability Strategies
These are the major strategies:ReduceReuseRecycle
• Design for Disassembly• Close the Loop• Design for Effectiveness
Restore
see DITP page 181
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Disassembly• Product redesign• Labeled components• Uni-material components
Rickshaw Zero bag
see DITP page 184
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Disassembly• Use materials identification labels
• Avoid permanently attached, dissimilar materials
• Design for ease of disassembly (snap fits vs. screws)
• Use only one polymer type per product
• Use only one polymer-color combination per product
• If necessary, use compatible combinations of
polymers
• Avoid paints and lacquers
• Avoid labels or use compatible labels
• Choose high-value plastics
• Avoid density overlaps between different polymers
From Eric Masanet,UC Berkeley
see DITP page 185
Design is the ProblemNathan Shedroff
Sustainability Strategies
Close the Loop
Kalundborg, Denmark
NovoNordisk A/S
LakeTissø Kemira
FishFarms
Statoil A/SRefinery
SeaWater
AalborgPortland A/S
& RoadPaving
Crude Oil
Sludge FishWaste
FuelGas
GypsumCondensate
Yeast Slurry
Steam
Water
Steam
Fly Ash
TreatedWater
TreatedWater
Sulfur
Fertilizer
Sludge
Coal
NoverenI/S
Liquid FertilizerMisc. WasteCombustibleWaste
NovozymesA/S
City ofKalundborg
Glass,Metal, &Paper forRecycling
Misc. Waste
TreatedWater
Compost
ASNÆSPowerStation
BPBGYPROC
A/S
BiotekniskNordrens
Solirem A/S
see DITP page 199
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Effectiveness• Process redesign• Take-back programs• Eco-industrial parks/industrial estates
Rickshaw Bags
see DITP pages 204, 206
Design is the ProblemNathan Shedroff
Sustainability Strategies
These are the major strategies:ReduceReuseRecycleRestore
• Design for Systems
see DITP page 209
Design is the ProblemNathan Shedroff
Sustainability Strategies
Design for Systems
Curitiba, Brazil
see DITP pages 212-215
Design is the ProblemNathan Shedroff
Sustainability Strategies
Summary/Checklist:
1. Provide More (value, meaning, performance) for Less (materials and energy)
2. Focus on Efficiency and Health
3. Use & Promote Local energy, resources, and labor
4. Don’t use PVC
5. Design solutions to be savored
6. Don’t spend more declaring your results than the value they provide
see DITP page 288
Design is the ProblemNathan Shedroff
Sustainability Strategies
More in the book:
• More examples
• How this sits within development processes
• Measuring results
• Declaring results
top related