Where do professionals find sustainability and innovation value?: Empirical tests of three sustainable design methods

Recommendations of sustainable design methods are usually based on theory, not empirical industry tests. Furthermore, since professionals often mix components of different design methods, recommending whole methods may not be relevant. It may be better to recommend component activities or mindsets. To provide empirical grounding for recommendations, this study performed 23 workshops on three sustainable design methods involving over 172 professionals from 27 companies, including consultancies and manufacturers in three industries (consumer electronics, furniture and clothing). The design methods tested were The Natural Step, Whole System Mapping and Biomimicry. Participants were surveyed about what components in each design method drove perceived innovation, sustainability or other value, and why. The most valued components only partially supported theoretical predictions. Thus, recommendations should be more empirically based. Results also found unique and complementary value in components of each method, which suggests recommending mixed methods for sustainable design. This may help design professionals find more value in green design practices, and thus integrate sustainability more into their practice.Circular Product Desig

Framing and tracing human-centered design teams' method selection: an examination of decision-making strategies

Designers’ choices of methods are well known to shape project outcomes. However, questions remain about why design teams select particular methods and how teams’ decision-making strategies are influenced by project- and process-based factors. In this mixed-methods study, we analyze novice design teams’ decision-making strategies underlying 297 selections of human-centered design methods over the course of three semester-long project-based engineering design courses. We propose a framework grounded in 100+ factors sourced from new product development literature that classifies design teams’ method selection strategy as either Agent- (A), Outcome- (O), or Process- (P) driven, with eight further subclassifications. Coding method selections with this framework, we uncover three insights about design team method selection. First, we identify fewer outcomes-based selection strategies across all phases and innovation types. Second, we observe a shift in decision-making strategy from user-focused outcomes in earlier phases to product-based outcomes in later phases. Third, we observe that decision-making strategy produces a greater heterogeneity of method selections as compared to the class average as a whole, or project type alone. These findings provide a deeper understanding of designers’ method selection behavior and have implications for effective management of design teams, development of automated design support tools to aid design teams, and curation of design method repositoriesMarketing and Consumer Researc

Supporting human-centered design in psychologically distant problem domains: The design for cybersecurity cards

Increasingly digital products and services make cybersecurity a crucial issue for designers. However, human-centered designers struggle to consider it in their work, partially a consequence of the high psychological distance between designers and cybersecurity. In this work, we build on the Design for Cybersecurity (DfC) Cards, an intervention to help designers consider cybersecurity, and examine a project-based design course to understand how and why specific DfC cards were used. Three findings result. First, designers found the intervention useful across all design phases and activities. Second, the cards helped design teams refocus their attention on the problem domain and project outcome. Third, we identify a need for support in framing and converging during user research, opportunity identification, and prototyping. We argue that the psychological distance between designers and the problem space of cybersecurity partially explains these findings, and ultimately exacerbates existing challenges in the design process. These findings suggest that design interventions must consider the psychological distance between designer and problem space, and have application in design practice across many complex problem domains.Marketing and Consumer Researc