Long time in the making, my paper “A critical review of approaches available for design and innovation teams through the perspective of sustainability science and system innovation theories” is finally in press and corrected proof is available online. The paper is based on my PhD work, nevertheless further developed and expanded in the past years. I submitted the manuscript to Journal of Cleaner Production in April 2013 and the review process took painfully long; not because the paper was challenged by the reviewers (all reviewers were quite positive about the paper from the beginning and provided very helpful feedback to improve its quality) but because the journal had been super slow in processing it in the first round following submission. Anyhow… It’s out there now.
In this paper I initially developed a set of evaluation criteria for approaches available to design and innovation teams based on sustainability science and, system innovation and transition theories. The set consists of five criterion: strong sustainability, systems thinking, radicalism, long-term orientation and mind-set change. Then I reviewed legislative and regulatory measures, voluntary initiatives, and design and innovation frameworks covering design for eco-innovations, product-service systems, design for the bottom of pyramid, biomimicry design, cradle to cradle design, and The Natural Step (aka The Framework for Strategic Sustainable Development). Below is the table summarising the critical review findings.
I recently attended a webinar on using systems thinking and design thinking conjointly to address sustainability challenges. The webinar was presented by Peter Coughlan of IDEO and Colleen Ponto of Seattle University. It was great to hear from these forefront thinkers/doers thoughts similar to mine on the potential of using systems thinking and design thinking conjointly. I also derived a lot of learning on how to communicate these ideas using simple language and examples. I am looking forward to seeing this thinking spread to a wider audience and used by policy makers (top-down actors) and innovators (bottom-up) alike, preferably in collaborative projects. Inspired by this webinar, I explain my thoughts on conjoint use of systems thinking and design thinking that I’ve been mulling over for a while. I have five main messages.
1. All design and innovation efforts to achieve sustainability should be based on sustainability science:
Sustainability is a system property. In order to plan for and achieve the required transformations towards becoming sustainable, we need to work with a set of questions which cannot be answered through traditional disciplinary segmentation of knowledge (Figure 1). First we need to understand the systems needing to be transformed and the interrelationships between these systems. This knowledge is acquired and interpreted by basic disciplines such as physics, chemistry, sociology and ecology. Second, we need to understand what we can do to transform these systems. The knowledge to answer this question comes from the applied disciplines such as engineering, agriculture, architecture and business. Third, we need to establish what we want to do and set our priorities towards our destination based on what we know about the systems and what we can do to transform them. The knowledge for this comes from disciplines such as planning, law, politics and design. Finally, we need to establish a values framework which will oversee our work towards sustainability and will inform our actions. The knowledge for this comes from disciplines dealing with human values such as ethics, philosophy and theology.
Sustainability science has complex adaptive systems theory as its main tenet, focuses on the dynamic interactions between nature and society and aims to bridge the natural and social sciences for seeking creative solutions to these complex challenges. (Clark & Dickson, 2003; Jernek et al., 2010; Kates et al., 2001; Spangenberg, 2004). Sustainability science is a transdiscipline which integrates knowledge from all disciplinary domains to solve socially relevant complex problems. Sustainability scientists, instead of developing disciplinary expertise, focus on understanding specific sustainability problems by tapping into the knowledge generated from all disciplines relevant to the problem. The expertise gained by sustainability scientists can be described as a new generation expertise because of its transdisciplinary nature.
Although there is a lot of discussion on sustainability within the design and innovation field and there are a lot of claims on sustainability of particular products/services/technologies or business operations/models/processes, I do not observe much of this being based on the science of sustainability. Unless designers/innovators acknowledge and use the growing body of knowledge generated by sustainability science, there is not much potential for design/innovation efforts to address the right problems with the right objectives.
2. In order to achieve sustainability, our design and innovation efforts should intervene into systems:
Today we know that reducing unsustainability through efficiency improvement approaches will not produce sustainability; it will only save us miniscule amounts of time before the systems we rely on collapse or become unviable to support human life. Traditionally and still currently, we focus most of our efforts to improve existing products/services or design new products/services with higher efficiency than the earlier ones. Although these approaches have their place in transforming systems, if remain as our sole strategic framework for innovation they become lock-ins and hinder systemic transformations (e.g. Könnölä & Unruh, 2007). Product-centred innovation approaches should leave their places to innovation efforts aiming to meet particular social functions, thus breaking from incrementalist tendencies and generating opportunities for radical systemic transformations. The new generation innovation approaches do not start with a product concept; instead, they start with identifying new ways of meeting human needs which have traditionally been met by particular products or services or left unmet. For example, in the new approaches to innovation, the starting aim is not to develop a more efficient washing machine but generating ideas on how to provide clean clothes to people. By taking a step back and identifying the actual need, innovative concepts are generated and new organisational models can be developed. This approach also enables moving from a fixation of technological development to developing both technological and social interventions conjointly meeting the specified need.
The new generation innovation efforts aiming to address interrelated environmental and social issues should be based on sustainability science and innovate not only for developing new technological solutions to sustainability problems but also to generate new organisational models, inspire new social and cultural norms and to eventually alter the institutional context within which socio-technical systems reside. This require both macro and micro-level innovations; in other words we need to optimise our designs for the systems as well as for the individuals using the products/service/technologies of the systems. Leveraging micro- (product/service) and macro-level (system) innovations simultaneously mandates business plans to cover longer periods than they traditionally have and strategic and market-creating approaches to innovation than market-following approaches.
3. Design thinking is a very appropriate approach to use in innovation for sustainability especially when used in conjunction with systems thinking:
Design in society has been understood with references to its outputs such as fashion design (clothes), urban design (cities), architectural design (buildings), car design (automobiles), product design (products), service design (services) etc. However, design is a fundamental human cognitive ability, it is a particular way of thinking. Design professionals are trained to use design thinking to generate solutions for specified challenges. Design thinkers tap into different types of knowledge available to humanity to reach a normative goal. Design thinking is a process which starts with defining/redefining the problem to be addressed. This is followed by research, creative exploration, evaluation of ideas and implementation and communication of the solution. The output of design thinking can be any of the above mentioned outputs but also through design thinking one can conceive new systems, processes, organisational models, enterprises, policies and even community campaigns. The strength of design thinking in the context of innovation for sustainability lies in its emphasis on the divergent process of generating alternative solutions before acting upon one compared to traditional optimisation approaches which selects the optimum solution among available options. Design thinking process can be applied to almost any problem to transform people, organisations and systems. This has been coined with a new term by UK Design Council: Transformation Design. The new generation innovation approaches explicitly or implicitly use design thinking for transforming the society.
Design thinking can reach its potential to address sustainability challenges only if it is conjointly used with systems thinking as these two approaches complement each other in achieving system innovations. Systems thinking looks at the history and present state of systems to analyse and understand them. Design thinking looks at the present state of a system and asks the normative, future-oriented question of “what can be?” in order to innovate and transform the systems. Systems thinking has qualitative and quantitative tools and methods which help to uncover patterns and structures within a system to explain how the events -the problems we observe- have been created through time. On the other hand, design thinking has several tools and methods to uncover the mental models which created the structures and historical patterns. Systems thinking optimises at system level whereas design thinking optimises at individual level therefore together they can create alignment between the innovation direction of system components and systems consisting of those components.
4. Design and innovation efforts should be collaborative and empowering:
One fundamental systems thinking rule states: When intervening in a system, effort should be put in restoring or enhancing the system’s own ability to solve its problems (Meadows, 2008). Aligned with this, it is really important that in our design and innovation efforts we analyse and address problems with a good contextual understanding and in a way to create opportunities within that context. Two solutions addressing the problem of access to safe drinking water can be used to illustrate this point.
It is common knowledge that currently approximately 800,000 people lack access to an improved water source. There have been many efforts to address this problem which also include developing purification technologies. One product marketed as LifeStraw, designed by a Swiss company, became one of the iconic products addressing this problem in developing countries. This product consists of a plastic tube through which a person can suck water from a water body. The water is filtered by fibres that are in the tube as the person drinks it. A person generally goes through one or two of these products in a year. This product is often referred to as a great example of sustainable design. This product has received criticitism for being too expensive for the intended use contexts and the funding was supplied by health campaigns run by NGOs which probably tapped into foreign aid.
Purifying water is not rocket science; there is no need for sophisticated production technologies, plastic cases and top-secret filter formulae. The problem with access to drinking water does not rise from the lack of appropriate technologies in a context to purify water, it rises because of the lack of incentives to act in ways to enhance and restore those contexts their own ability to purify their own water (because the so-called “innovators” cannot make a business case otherwise). Low cost water purification systems can be easily made using local materials and low-tech manufacturing technologies. A good example is the clay pot filter developed by Australian material scientist and potter Tony Flynn. This filter is made by mixing clay with fine grained organic material fired without the requirement of kilns. This technology is open source so that anyone can make these filters and the knowledge of making them can be transferred to the communities experiencing the problem.
Therefore, both in identifying and addressing problems design and innovation efforts should use human-centred approaches to generate solutions which are empowering for the intended users. This of course also requires shifting from profit-centred economic models of doing business to people-centred models, which essentially can be conceived as a design problem.
5. Design and innovation efforts should be based on a personal vision aligned with the future we would like to see in the world
Unfortunately, vision as a term has been narrowed down to mean a single-sentence, “measurable” statement by the mainstream management literature and practice of 1990s. Recently, the power and importance of visions and the proper practice of visioning is being rediscovered by people who are working in the field of sustainability, from scientists to grassroots activists to policymakers. Futurists define visions as “futures for the heart”. On the contrary to single-sentence visions of 1990s, the more detailed and the more collaboratively developed the visions for sustainable futures are the better. Our design and innovation efforts can lead us towards achieving system innovations for sustainability only if our day to day actions are informed by a personal vision which takes into consideration the spatial and temporal influence we have as individuals on our workmates, company vision, fellow citizens, policy, and future generations.
References I used in this post:
Brezet, H. (1997). Dynamics in ecodesign practice. Industry and Environment, 20(1-2), 21-24.
Clark, W. C., & Dickson, N. M. (2003). Sustainability science: The emerging research program. Proceedings of the National Academy of Sciences of the United States of America, 100(14), 8059-8061.
Coughlan, P., & Ponto, C. (2012). Systems Thinking + Design Thinking: Moving from What Was and What Is to What Could Be [Webinar]. USA
Gaziulusoy, A. I. (2010). System Innovation for Sustainability: A Scenario Method and a Workshop Process for Product Development Teams (Ph.D. thesis). University of Auckland, Auckland.
Gaziulusoy, A. I. (2011). System Innovation for Sustainability at Product Development Level: A Conceptual Framework. Proceedings of the Tao of Sustainability: An International Conference on Sustainable Design Strategies in a Globalization Context, October 27-29, 2011, Beijing, China.
Jerneck, A., Olsson, L., Ness, B., Anderberg, S., Baier, M., Clark, E., … Persson, J. (2010). Structuring sustainability science. Sustainability Science, 1-14.
Kates, R. W., Clark, W. C., Corell, R., Hall, J. M., Jaeger, C. C., Lowe, I., … Svedin, U. (2001). Environment and development: Sustainability science. Science, 292(5517), 641-642.
Könnölä, T., & Unruh, G. C. (2007). Really changing the course: the limitations of environmental management systems for innovation. Business Strategy & the Environment 16(8), 525-537.
Max-Neef, M. A. (2005). Foundations of transdisciplinarity. Ecological Economics, 53(1), 5-16.
Meadows, D. H. (2008). Thinking in systems: a primer. White River Junction, Vt.: Chelsea Green Publishing.
Spangenberg, J. H. (2004, August 27-28, 2004). Sustainability Science: Which Science and Technology for Sustainable Development? Presented at the meeting of the IRDF Forum on Sustainable Development, Johannesburg. Available from http://www.istas.ccoo.es/escorial04/material/dc10.pdf