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Vander bijl rsd6_presentation
1. the power of trust and
motivation in a
designing social
system
Dr. Mieke van der Bijl-Brouwer
@miekevdbijl
University of Technology Sydney
Faculty of Transdisciplinary
Innovation
2. Design teams – Philips Consumer Electronics
Design teams
marketing
manager
user experience
expert
project leader
electronics
engineer
industrial
designer
4. 4
designing networks
Manzini (2015) : in a connected world, design processes tend to be
increasingly distributed among numerous actors who differ in culture,
motivation, and professional development.
Manzini, E. (2015). Design, When Everybody Designs - An Introduction
to Design for Social Innovation. Cabridge, Massachusetts: The MIT Press
5. why do people act the
way they do in
designing networks?
7. 7
what is a social
system?
A system is a whole that cannot be divided into independent parts,
because it loses its essential properties when it is taken apart
A social system is a particular type of system in which both the parts
and the whole are ‘purposeful’.
Ackoff, Russell L., and Fred E. Emery. 1972. On Purposeful Systems. United Kingdom:
Tavistock Publications Limited.
8. 8
social systems and
management theory
“Unlike (digital) agents in complex adaptive systems, human agents that
are part of organisations, are not simple rule-following beings but instead
are “conscious and self-conscious beings capable of spontaneity,
imagination, fantasy and creative action” (Stacey, 2006, p33)
“Organisations are not actually existing things called systems but, rather,
are ongoing, iterated patterns of relationships between people” (Stacey,
2006, p39).
9. 9
a social systemic view of
designing networks
If a designing social system is driven by purposeful human beings and
the relationships between these human beings, then we might be able
to understand the performance of this social system by finding out what
drives the behaviour of human beings who are part of it, how that
impacts their relationships with other human beings, and how this might
change over time.
10. 10
five case studies
“A time-quality dilemma for primary school teachers” – MindLab
“JongLab: how to live well as a young person in Nijmegen” – Kennisland
“Kudoz - Social isolation of people with a cognitive disability” –
InWithForward
“Rethinking restoration – restoration & family preservation” – The Australian
Centre for Social Innovation (TACSI)
“Open government” – CoLab
13. Tasks in a designing social system
design
actinform
14. Tasks in a designing social system
design
actinform
domain expertise
user needs
initiate and drive
process
take action to
Implement proposals
develop proposals for initiatives
solutions, actions etc.
15. Tasks in designing social system: people
take on different roles and they might shift
16. Tasks – local and system level
INDIVIDUAL
SYSTEM
diffuse
design
expert
design
local
knowledge
system
expertise
local
action
systems
action
17. what is required to
take on certain roles
in a designing social
system?
18. Requirements for tasks in a designing social system
design
actinform
knowledge resources:
time, $, materials
design capabilities
19. beyond capabilities,
expertise or resources
• just requirements do not define what
people do
• which roles people take is not fixed
• we therefore need to look further
21. what motivates
individuals to adopt
and maintain certain
roles in a designing
social system?
frustration – learning - purpose
22. 22
frustration as a
motivational driver
Member Co-Lab: “I was just very frustrated with how public policy
seemed to manifest itself in our particular circumstance here at
[government department] but I didn’t have any knowledge for why that
was”
23. 23
using design to turn frustration
into something positive
Member MindLab: “[…] there was so much anger and you know,
reluctance about this new school reform. So all the teachers sat there,
[…], they were really, really mad. I mean, there were strikes and
everything [..] So instead of just you know, resigning and saying well,
this is an impossible task, then show via this project that okay, well [this
idea] was just one thing, but if we can find ten, 15 tools like [this idea],
then the chances are actually that this reform can actually work in real
life. “
24. 24
learning as a
motivational driver
Participant JongLAB/ Kennisland: “At that point in time I was working on
the themes design thinking and social innovation, so it was perfect for
me, because I was looking for cases, but did not find cases that had
that cross-over, so I was very happy. So that was why I joined the team
and from the start I was an enthusiastic member and tried to learn a lot,
so yes, I was very active”.
25. 25
learning/ challenge as
motivational driver
CEO TACSI: “And we've been really looking for any opportunities to
start to really stretch ourselves, but stretch broader thinking about how
social innovation and good social innovation methods can really help
shift things at a systemic level.”
26. 26
purpose
Municipality staff members (KennisLand): ”People were happy that they
could share their stories, independent of whether you could do
something about it [..], but you still feel like you are being listened to.”
” Yes, and there was this girl that I interviewed [and she said]: well, I
know that this will not impact my own personal situation, because it’s
too late for me, but that other children [will benefit from it]. So it’s
important that her story matters ”
27. 27
finding motivation
• Staff member CoLab: “Our main criteria for taking on any project that
we have is you have to be open to reframing, what do you have to
fear? If as a client you’re not open to reframing, then we’re probably
not the thing you want to use”
• Staff member Kennisland: “[In idea selection] we looked at what the
teams felt like progressing, at the energy. So therefore we
sometimes had to let go of things, because there was no energy or
attention for it.”
32. 32
building trust
• Setting expectations around flexibility and uncertainty
• Open communication throughout the process
• Design agencies being independent stakeholders
• Developing informal personal relationships
• Equal partnerships and commitments
33. relationship between
trust and motivation
• I commit because you commit
• I stay motivated because you show trust in
me
• …?
35. Changes in designing social systems over time –
individual level
INDIVIDUAL
SYSTEM
diffuse
design
expert
design
local
knowledge
system
expertise
local
action
systems
action
36. 36
changing beliefs about
self
Municipality staff member [MindLab]: “ Now in a way I think this project
will help the teacher to see “I can do it in another way. Some of my
work I can do it in another way.” So we have some very concrete
[outcomes of this project] but also something about their mindset.”
38. 38
(un) productive tensions
Staff member Kennisland: “What I like most about this method is that it
is a structured way of having a conflict ”
Stakeholder case study X: “I think the organisations felt sometimes
judged by [the innovation agency], because some of the languaging
that [they] would use was about kind of that old stuffy stuff, you know,
those bad services.”
39. 39
implications
Motivation and trust play an important role in designing social systems.
These interrelated factors might change positively or negatively over
time. Understanding the designing social system we are part of, how
we relate to each other, and what drives us individually, might help us
shape more productive and flourishing designing networks.
40. Questions
• What drives people to initiate, participate and
maintain engagement in design networks?
• What influences people’s motivations to act/
design/inform? How do relationships between
people impact this motivation?
• What is the role of beliefs and culture in
designing social systems?
• How can we shape thriving designing social
systems?
