The Challenge Of Responsible Design

Via Tabula Rosa what can be created? Anything. With no constraints what is possible? Everything. And, therein the difficulty.

In the world of science, technology, and society, a specific design discipline sometimes referred to as STS exists as the intersection of not only the social impact but also that of usability when evaluating sometimes radical design possibilities. Should something not exist then it cannot be used, but if designed, it can, and even if that design does come into existence it may not be allowed to be used for sometimes specific government, corporate or other regulation. The designers job then becomes the tacit navigation of the complex aspects of needs to produce X design and the responsibility of the evolution that comes from said design efforts.

The balance ( for products focusing on ground breaking design and via ) the STS toolset lets us consider Underdetermination, Realm(s) of Possibility, Consequentiality, Political Construction, Competing Images, Ultimate Ends, and the Embrace of Patterns in the creation of the future that is unfolding. Where product & service designers may be primarily concerned with direct and short term current end user needs, in different modalities of design ( conceptual, future, disruptive, etc., ) a shift based mentality can be enabled and in doing so, the STS toolset can be engaged to expand the capability for radicality to emerge. We see this in detail in The Challenge of Responsible Design and as further expanded by the work of Donald A. Norman and Roberto Verganti as they explore the ideas and implementations of how incremental and radical innovation can be investigated and applied in design research for technological advancement when changes of meaning are taking place and or in unintended ways due to the systems and products that we are launching at an alarming rate. 

 

                    

   

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Breaking Design & Innovation Barriers in Cross-Cultural Design

Often the reality of inculcating new design paradigms from deeply embedded cultural queues is no small task. Until now. Or Then. Depending on how you look at it.

In a detailed, yet fluid enough system, A Case Study of a Cross-cultural Product Design Model helps to organize possible vectors for integrating Cultural Layers and Design features so as to create the balance necessary for successful design and innovation efforts as well as full fledged organizational change. From factors such as Physical / Material, Social and Spirtual/Ideal to Visceral, Behavioral, and Reflective we are able to use a new type of balancing act and which allows for the best of specific new design paradigms to emerge for either new product development or organization change. More specifically we see the capability to evolve such a model to be able to predict based on social and international standards possible design and functional capabilities yet to come.

 

                    

   

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Service Design - Making Moving To A Self Contained Mode Of Delivery Happen

Design itself has had major internal transformations via its capabilities but none so much over the past 70 years as with the emerging of a softer and more inclusive ways of connecting the dots of the future that local and global firms are enabling. But how?

Recently in Service Innovation Design in Cultural and Creative Industry we see how the evolution of the teams F's model: for “Function” ; “Friendly”; “Fun” ; “Fancy” and most recently for “Feeling" has greatly shaped the way that innovation and more specifically the service of delivering a ground breaking new capability continues to emerge and change while at the same time staying true to delivery of possible game changing end goal functionality thus increasing the value usability of what has been uncovered. Interestingly as more and more capability is centered around an integrated model of convergence in the design process, we see multiple models for the way evolution and granularity can work hand in hand to deliver the future we are evolving into.

  

                    

   

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Operational ( Design ) Innovation Means Practical Quality

Innovation itself as a specific effort is often not a linear process by any stretch of imagination ( although there are countless systems that an create a feeling of linear innovation ) and especially within the context of corporate innovation, the process itself often sits somewhere between new product development and brainstorming. But what if there were a specific way to not only codify but shepard more effectively the innovation process to as to increase effectiveness ? Well there is.

 

In " Exploring Operational Practices and Archetypes of Design Thinking " we see the way and some of the underlying capabilities of Cooperative Understanding, Aspirational Visioning, Truth Seeking, Comprehensive Solution, Optimistic Collaborating, Analytical Prototyping, Personal Reflecting and how this directly impacts the most effective manifestations of design, design thinking and specifically disruptive design efforts such as Training ( more formally known as warmups )  Marathons,  Relays, and  Sprints.

When it comes to the integration of such tools and capabilities, what is key to understand in the innovation cycle is that the ability to balance designer led v.s team driven and low urgency v.s high urgency needs to be carefully articulates to determine the exact nature of the innovation process to use, with, the most important factor to understand is that by the time a full systemic innovation is taking place the above processes are more often associated with new product development efforts but where the same tools still can be used effectively.

                    

   

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Connecting The Innovation Dots = Full Ecosystem Awareness

Without full Ecosystem awareness innovation is often disjointed, but pull it all together and innovation connection equals rapid ROI creation like it or not.

Never in the history of humanity has the power of disconnectedness been more unlikely than today when algorithms we can’t see and sometimes can’t even understand have almost complete control over the success or failure of rapid innovation advancement effectiveness. As such, every innovator now has the initial ( before an innovation even begins ) responsibility to be completely aware of the ecosystem to which an innovation ( disruptive or incremental ) is emerging into. Without this awareness comes not only the harsh reality check of past capabilities set to either be re-enforced the current system or the which can be re-programmed. This also does not ignore the possibility of missing key areas for specific creativity and thus further breakthroughs unnoticed due to black box data directly driving the algorithms due to specific systematic obscurification.

But, put all the pieces together and within the context of the Product / Service Systems ( PSS ) and a much stronger case is possible for full Ecosystem Awareness via a Connecting The Innovation Dots mentality. In Designing Product/Service Systems: A Methodological Exploration we see how a fully integrated PSS means extensions of a service component around a traditionally product-oriented situation or the introduction of a new service component marketed as a product for business activities that are usually service-oriented. What is more important often is how the ratio between product and service components due to technological developments, economic optimization, and the changing needs of users in the eco system means a stronger barrier to entry ( when protected by legitimate patent, copyright and trademark defenses ) means different combinations of products and services can fulfill the same needs. 

This overlap however means the common point of those services is where they are conceived and offered as products, which are designed by taking into account a series of economic and technological criteria specific to the knowledge that a full ecosystem mentality is the only way for innovation success, ala, ( in today’s world many of the times ) the black box of search engine effectiveness. This not only emphasizes the relevance of the designer in the definition of new PSS environments but also that ignorance of them means certain doom for truly breakthrough innovation efforts.

  

                    

   

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When Innovation Agents Become Almost Autonomous

How could you ever predict that a major economic down turn would spark an entire industry – AirBnB ? In many aspects this is not possible. However macro level agent based modeling does in some aspects approximate the uptake of major disruptive innovation efforts.

In ” Uses of Agent-Based Modeling in Innovation ” we see the underpinnings of how this may be possible and where Empirically Grounded Agent-Based Models of Innovation Diffusion can be unfortunately misused and or situations where results can easily be misinterpreted. Whiel the technology and underpinnings may be there for innovation simulation of usage and increased usage based on virality, limitations based on subjective interpretations of the modeler means bias can sneak in and more results may not be directly connected to the original modeled form – as Agent Based Modeling can in many ways be black box like. With the complexities of Agent Based Modeling the key is that the technological systems may be possible for fully autonomous capabilities when more artificial intelligence systems soon come into play.

  

                    

   

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International Innovation Requires Intermediate Interventions

Often the capability of innovation from directly inside an organization is very different from the acceptable or purchase of radical technological change. In some instances there is also the chance for powerful services changes due to environmental disruptions such as in the case of AirBnB which in many cases no one even saw coming. But is there a way to be able to also cultivate the capability to develop and specifically nurture unknown and left field innovation occurrences that can directly effect and drive an organizations unexpected growth.

In ” Critical Success Factors for Radical Technology Innovation ” we see the capability to address “planned radical innovation ” should first be analyzed from the perspective of an R&D project and its transferability to operations, and where we see the 1st breakdown of the ” innovation ” method itself, here, actualized as new product development. think Makerbot being acquired by Stratasys whose patents had ultimately expired thus allowing the doors to be opened for further development of a market almost completely ignored by Makerbot at the time. Radical innovation is not normally anywhere close to typical transferr to operations modes. Radical Innovation is itself, not likely to be accepted by the parent organization. With the reality check of technological innovation and its acceptance in the marketplace, this is again more connected to new product development rather than innovation formally. but when looked at as an internal venture, separate from ongoing business which is valid and important but again more easily accepted when the ” innovation ” itself has the capability to be easily accepted and which can sometimes co-exist inside organizations already delivering substantial revenue.

When looked at withing the context of a change in corporate strategy in terms of diversification and strategic focus, this is where there is the closest analog to shifting capabilities of a firm and as an example what happened with Apple and the purchase of NeXT which allowed the Mac product line to take a radical jump in it’s ability to push out rival firms in the education space – a place where large industry players had a very strong hold at the university level but where Apple had almost taken over at the lower educational levels with it’s Apple II line many years before

Where the idea of internal innovation is a possibility in firms who are highly R&D focused, incremental innovation ( more closely identified as new product development efforts ) have a substantial advantage over radical innovation efforts that have a completely different mechanism for success to be assured. In that way, the capability to alter and directly effect the outcome and radical innovation efforts substantial care must be made to the integration process over all other factors so that organizations/organisms easily accept the changes that are taking place.