becc 2012 'design thinking' dubois final.pptx
TRANSCRIPT
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Using ‘Design Thinking’ in the Development of
Engagement Strategies for Sustainability
David DuBois, PhD The Social Design Group
November 12, 2012
BECC, Sacramento, CA
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Why ‘Social Design’?
¡ Sustainability in Organizations – Big Goals / Narrow Methods
¡ Need for social system transformation
¡ Limitations of science & practice
¡ Serendipity / BECC
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Definitions of Design
¡ Webster’s: “to create, fashion, execute, or construct according to plan”
¡ Wikipedia:
“methods and processes for investigating ill-defined problems, acquiring information, analyzing knowledge, and positing solutions”
¡ Tim Brown: Inspiration, ideation, implementation
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Some Attributes
Design Thinking
¡ Solution focus ¡ Synthesis ¡ Spiral path ¡ Ill defined, ‘wicked’ ¡ Aesthetic criterion
– ‘aha’
Scientific Thinking
¡ Problem focus ¡ Analysis ¡ Linear ¡ Well defined ¡ Optimized solution
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Social Systems: A Unique Context for Design
Social System ¡ Dynamic
¡ Self-interactive / Emergent
¡ Open system
¡ Responsive
Product / Program ¡ Static
¡ Passive
¡ Closed system
¡ Fixed
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Case Study 1: Community Sustainability
Brief: ¡ Rural Iowa community of 10,000 ¡ Agriculture & manufacturing ¡ Small core (5-6) of passionate
citizens – carbon neutral goal ¡ Core strengths:
l Sympathetic, effective Mayor l Islands of expertise l Grant writing expertise
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Case Study 1: Community Sustainability
Design ¡ Create Strategic Plan for Sustainability
¡ Branding Workshop / Stories
¡ Early wins l Great Places Award l City energy efficiency l CDP pilot
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Case Study 1: Community Sustainability
Outcomes ¡ Multiple city energy efficiency projects ¡ Rapidly growing local
food economy ¡ 1st net zero company
in Iowa ¡ 1st solar powered
radio station ¡ State leader in sustainability ¡ Frequent citizen workshops ¡ City sustainability office
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Principle 1. Focus on Whole System
¡ Include all major stakeholders.
¡ Leverage ‘islands of excellence’.
¡ Look for synergies and system interactions.
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Principle 2. Build on Strengths
¡ Ready for action.
¡ Path of least resistance.
¡ Build confidence & resilience.
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Case Study 2: Diffusing Sustainability in Organizations
Design Challenge: Embed sustainability in organizations throughout a region
Brief ¡ SME focus, but all sizes & legal structures ¡ 1st launch, but also support existing efforts ¡ Across industry groups ¡ Core strengths – Drivers
l Resource price volatility, reputational risks l Consumer & employee expectations l Supply chain requirement l Individual passion
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Case Study 2: Diffusing Sustainability in Organizations
Design ¡ Sustainability Circles
l 8 organizations l Curriculum, 1 day/month, 6 months l Structured exercises l Coaching l Peer, expert, & service provider networks l On-site engagement l Prototypes in 3 states l Sustainability Action Plan
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Case Study 2: Diffusing Sustainability in Organizations
Outcomes ¡ Changed ‘lens’ about business ¡ Green teams formed ¡ Successful initial projects ¡ Strong collaboration across
companies, & with government / region
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Principle 3. Embed at the Core
¡ Highest first – incorporate into mission, vision, & business model
¡ Organizations are ‘self-referral’, self-regulating systems.
¡ Engenders ‘flourishing’.
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Principle 4. Integrated System Design
¡ Use a nonlinear, spiral design approach.
¡ Look for and leverage system interactions (e.g., multiple benefits from single actions).
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Case Study 3: Manufacturer
Design Challenge: Employee Engagement in Sustainability Brief ¡ Manufacturer of airplane de-icer ¡ Rural city ¡ Drivers: Cost reductions ¡ Constraints: Mild interest, low information
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Case Study 3: Manufacturer
Design ¡ Sustainability Circle
¡ Fun exercise – Plug Load Scavenger Hunt
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Case Study 3: Manufacturer
Outcomes ¡ Immediate & enduring 50%
reduction in electricity
¡ Strong employee engagement
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Principle 5. Design for the Whole Person
¡ Integrate cognitive, affective, and environmental components into the design solution (e.g., ‘Switch’).
¡ Make it fun & impactful.
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Principle 6. Tunnel Through the Cost Barrier
¡ Create expanding returns, not diminishing returns.
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Case Study 4. University Wellness
Design Challenge Incentives for wellness participation. Brief ¡ Midwestern university of 5,000 employees ¡ Aging population, increasing health care costs ¡ Core strengths:
l Abundant, free expertise l Beautiful, large grounds l Extensive facilities l Islands of excellence
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Case Study 4. University Wellness
Design ¡ Use whole system design:
l Food, fitness, health management l Personal well being, social well being l Quality of work life, built & natural environment
¡ Engage all employees, all campuses
l Online survey l Town Halls
¡ Conduct collaborative design with major stakeholders – design charrette.
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Case Study 4. University Wellness
Outcomes
¡ Strong staff engagement
¡ Detailed, integrated plan
¡ Strong collaboration
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Principle 7. Set big, inspiring goals.
¡ Transformational, not incremental.
¡ Creates energy & innovation.
¡ Increases awareness.
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Principle 8. Start Bottom Up
¡ Rich source of ideas.
¡ Bakes in ‘buy in’.
¡ Builds capacity.
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Other Principles to Explore
¡ Janine Benyus, Biomimicry l Nature recycles everything. l Nature rewards cooperation. l Nature demands local expertise.
¡ Donald Norman, Human centered design l Make things visible l Simplify tasks
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Summary
¡ Key Principles l Whole system l Whole person l Embed at the core l Build on strengths
¡ Methods l Briefs l Design Charrette l Strategic planning (AI version)
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Summary
¡ Next Steps l Refine / develop metrics l Fully integrate with analytic methods l Build bridge to institutionalized systems (eg, HR) l Build out toolbox