Part 1: Abstract — From craft to leader: building a future design practice
This research project is based on the understanding that we as designers
and future design leaders must think holistically in mindset and practice.
Shifting from user-centred to systems-centred, particularly where design
and organisation intersect.
For years now, the application design-thinking advocated by so many
has often separated people from ecosystems. Now, designers must start
to address people as part of an ecosystem rather than at the centre of everything. This means designing for two sets of values: personal
and collective.
To achieve this we will use a systems-lens. Systems thinking is a way of working that helps us respond to complexity. Systems-led principles and model enable us to better understand a problem and identify opportunities
for holistic change. This coupled with a set of tools we can use to embed them in our daily work, they facilitate new ways of thinking and understanding the world around us. To respond we need to take the dual approach in looking at problems from the bottom-up and top-down or by zooming in and out to see the interrelatedness of these parts.
To be a design leader there has been a host of emerging complexities to address. As a result leadership is having to adapt in response to changing environments by applying the principles of design to the way people work
and interact. This research project will discover the ways behavioural insights, holarchic management and elements of system thinking can influence sustainable organisational long-term change.
This research argues that traditional design approaches, military like hierarchal management structures, characterised by linear processes and
de-contextualised problem frames, aimed at maximising profits, are no
longer adequate for addressing these type of deep systemic, cultural and organisational problems. Conversely to a fixed approach or methodology, system thinking promotes an open and trans-disciplinary approach,
where the way of working is adjusted to the complexity of the problem situation. Rather a more holistic approach is applicable to understand the multiple levels of scale over long horizons of time, placing systems-led design interventions as needed. Affirming that a new practice systems thinking,
and a new practitioner systems designer are required to use new approaches,
instruments and mindset required for better experiences inside and outside the organisation.
On a social level this requires embracing complexity, empathetically engaging your peers, open feedback loops, putting trust in people, like for example, facilitating courageous conversations where a safe space is developed in order for all participants to talk openly and with purpose. Whilst learning from patterns of structure, behavioural insights, unpredictability to leave space for emergence. Where transformative innovation can facilitate in affecting the
co-creation of a sustainable regenerative work culture.
Investigating this new knowledge will seed and catalyse the building blocks for what my future design practice could look like and relate it to me as a designer and a central actor as a reference point. Keeping in mind my position as an emergent leader or future-maker that came from a craft focused designer background. Ultimately designing a future practice where multidisciplinary teams can collaborate with cross-functional partners. Keeping an open mind to new insights, as to how might I create the ideal operating environment for members, in a holarchic empowerment team model. Furthermore, through self-reflection I plan to keep a journal, examining my own lived experiences and motivations as a designer and leader who is conscious of the future, acknowledges the bigger picture,
aware of the importance of purpose, shared vision and building trust-based relationships that fosters open, organic, self-actualising growth.
I will explore these themes through a variety of subsequent research methods to aggregate qualitative and quantitative data. Research methods include; literature review, in-depth expert interviews, journal reflections and multimedia recordings to analyse the effectiveness of the tools, methods
and processes that contribute to a systems-led design practice.
The questions I am going to use to investigate this area are:
• How might designers apply elements of system thinking to leadership, to build the future design practice?
• What are the challenges and constraints for designers when moving from craft to leadership roles?
• How might designers navigate the myriad of behavioural and leadership insights in order to facilitate an open and collaborative working environment?
• How can we prioritise the whole, alongside individual needs?
• What system thinking models are being practiced in successful organisations?
*This abstract is part of my work in the Future Design Leadership unit in the Master of Design Futures program at RMIT University.
References
Senge, P. M., 2006, The Fifth Discipline — The Art & Practice of the Learning Organizations. New York: Bantam Doubleday Dell Publishing Group Inc..
Walter, A 2020, Design Leadership Handbook, viewed 13 September 2020, <https://www.designbetter.co/download?dl=design-leadership-handbook/>.
Buley, L 2019, ‘Design Maturity Model: The New Design Frontier’, Design Better InVision, viewed 15 September 2020, <https://www.invisionapp.com/design-better/design-maturity-model/>.
Senge P, Hamilton, H, Kania, J 2015, ‘The dawn of system leadership’, Stanford Social Innovation Review, viewed 12 September 2020, <https://ssir.org/articles/entry/the_dawn_of_system_leadership>.
https://medium.com/school-of-system-change/systems-practices-what-might-these-be-ff998d6b15a3
McKinsey & Company 2020, ‘Are you asking enough from your design leaders?’, McKinsey & Company, viewed 10 September 2020, <https://www.mckinsey.com/business-functions/mckinsey-design/our-insights/are- you-asking-enough-from-your-design-leaders>.
La, T 2019, ‘Why designers should find the balance between systems thinking and design thinking?’, viewed 17 September 2020, <https://uxdesign.cc/why-designers-should-find-the-balance-between-systems-thinking-and-design-thinking-efdb57b9949f>.
Toroglu, F, Mulvey M 2020, ‘System thinking for designers’, viewed 2 September 2020, <https://medium. com/design-voices/system-thinking-for-designers-e9f025698a32>.
Accenture.com/Fjordtrends 2020, ‘Fjord Trends 2020’, viewed 15 September 2020, <https://trends.fjordnet. com/trends/life-centered-design>.
Grønning, T 2016, ‘Working Without a Boss: Lattice Organization With Direct Person-to-Person Communication at W. L. Gore & Associates, Inc.’, viewed 2020, <https://www.researchgate.net/publication/303803687_Working_Without_a_Boss_Lattice_Organization_With_Direct_Person-to-Person_Communication_at_W_L_Gore_Associates_Inc>.