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- Volume 3, Issue 2, 2017
Journal of Design, Business & Society - Volume 3, Issue 2, 2017
Volume 3, Issue 2, 2017
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Building Blocks for Effective Strategic Design
Authors: Giulia Calabretta and Gerda GemserAbstractIn this article, we discuss an emerging professional design field: strategic design. We define strategic design as a professional field in which designers use their design practices to co-determine strategy formulation and implementation towards innovative outcomes that benefit people and organizations alike. Based on research that is codified in our recent book (Strategic Design: Eight Essential Practices Every Strategic Designer Must Master), we explain core elements of strategic design: that is strategic design being co-created, consisting of effective practices and having impact on multiple stakeholders. In our article, we also describe essential characteristics of strategic designers, in particular their ability to balance diverging and often contrasting goals and to engage in strategizing while operating in multidisciplinary teams. Furthermore, we provide suggestions on how to structure a strategic design project in three core phases: preparing the ground, co-creating the outcome and embedding the outcome. Finally, we indicate future research directions that would result in much needed knowledge on effective strategic design.
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Facilitating Design to Engage in Social Behaviour Change for Environmental Benefit
Authors: Satyakam Sharma and Kin Wai Michael SiuAbstractSocial interventions emerging from the field of social psychology and sociology have been quite effective in fostering sustainable behaviour and have thus inspired the interest of designers and creative idealists in exploring social ways of changing behaviour for environmental benefit. Although the significance of the social dimension to behaviour change is well recognized, it lacks in-depth understanding and support, which can enable designers to engage in the process of social behaviour change to meet sustainability objectives. Based on a study of four effectively implemented cases of gamified behaviour change programmes (GBCPs), this article presents insights into the mechanics of social behaviour change, particularly the process through which these (social) game-based interventions prepare, motivate, transform and incubate behaviour under the influence of a social setting. The study provides a breakdown of the entire process of change into its individual elements (phenomena, activities, processes, etc.) and how these elements collectively constitute an influential social environment that motivates participants to adopt and perform desired sustainable actions in a playful way. This understanding of the mechanics of the GBCPs provides some essential touch points for designers and social entrepreneurs to engage in social behaviour change to meet sustainability objectives.
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Defence by Design: Redesigning the Acquisition Process for the Royal Australian Air Force
More LessAbstractThis article presents the process undertaken by the Royal Australian Air Force’s (RAAF) Plan Jericho team and the Design Innovation Research Centre to redesign the existing procurement process. The implementation of a design-led innovation process led to key results such as early industry engagement in the procurement process to overcome prevailing issues and risks. Key to this process was the sharing of expertise and perspectives (empathy) of stakeholders and allowing industry participants to have input into the tender requirement document and process. Implementing design methods such as prototyping into the procurement aims to lower risks and costs associated in the current process, via co-creation, testing and refining solutions in a shorter time frame. Findings demonstrated why, where and how design can be implemented into an area other than technology innovation within a Defence context, contributing to the ongoing debate regarding design’s role and value in complex problems with multiple stakeholders.
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What is Design for Meaning?
More LessAbstractConsidering the importance of meaning, it is perhaps surprising to note the frequent lack of clarity about the matter in the design literature and in design practice. Concepts such as value, ideology, meaning, function, ritual, myth and metaphor are often used interchangeably, with important consequences in terms of possible misunderstanding. A review of key concepts in the discussion of artefact meaning has been performed, and several considerations of relevance to commercially active designers have been identified. The reflections are summarized as a framework that provides a tool for identifying key questions that should be answered. As part of the process of defining the framework of design for meaning, the concept of ‘meaningfication’ was established. The potential usefulness of the proposed framework is noted in relation to recent developments in the areas of value creation, business and branding.
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