I spent time over the past three months with IDEO's Human-Centered Design (HCD) toolkit, which is derived from the daily practices used within their firm as well as by design practitioners around the globe. In answering a recent survey they'd sent out to solicit input for a future edition, I couldn't help but observe that the chart below seemed to be missing a few crucial points in the realm of innovation fulfillment. I'm dubbing the chunk I added to IDEO's chart "The Long Ow." The original chart:
My thinking here is meant to extend the empathy we solicit through observation and design—and which makes human-centered design possible—and extend it fully through the process of producing the desired change. We are very good at thinking in deliverables, within process boxes, but the ideal process for HCD is more like a heartbeat. Being a designer can feel painful, but the real pain begins when the planning becomes reality, and the tangled mess of sticky complexity that our clients are struggling with begins to unravel in finite degrees through brute-force effort. We can only ease that pain slightly, and help them bear it as they aim to create a meaningful impact.
Whether you're aiding a governmental task force, a local homeless shelter, an ailing nonprofit, or a corporate client wanting to lessen their negative influence on the world at large, working to effect major positive change across thousands of people—maybe even millions of souls—takes a level of sustained effort that is often buried, implicit, in the root of any design concept. And from researcher to artifact-maker to those people who are tasked through their communities and corporations to effect positive change, it's critical to surface those heavy physical investments and inevitable compromises that are part of any implementation of a human-centered innovation. (Read: Looking to fulfill systemic change, along with the behavioral impacts that cascade down through communities and into people's lives in ways that can't even be comprehended as part of any design exercise.)
We often gloss over is the army it takes—both figuratively and literally—to effect considered change beyond the design process. If we're working within a social context, we also need to be prepared if we have the latitude, culturally, to advise and/or join that army in helping to support the necessary artifacts, observe the progress of systemic change, help to troubleshoot the inevitable compromises that will adjust or dilute your overall understanding of the observed problem(s), and consider how the cycle can begin anew with fresh observations to iterate the initial foray you've attempted.
In the world of commerce, this kind of dialogue is often considered under the umbrella of change management, business transformation, and other domains littered with MBAs. In the nonprofit sector, as well as with initiatives spearheaded by various governmental departments and/or NGOs, these discussions are also often considered outside the range of the humble designer. But as we begin to expend more energy in rejiggering systems and services as opposed to focusing on aesthetics, we will bleed over into these spaces currently occupied by the McKinseys and the USAIDs of the world. And hopefully they will want to solicit our help in a partnership to make our concepts real.