Leverage points for wicked problems

1. Wicked problems and their leverage points Design Systems SPRING 2012, Chalmers Architecture Aleksi Neuvonen Demos Helsinki aleksi.neuvonen@demos.ﬁ www.demos.ﬁ

2. Structure of the day: 1. Peloton gatekeepers - example of a systemic intervention 2.Design systems & wicked problems 3.Design systems & leverage points

3. Peloton nudges the Finnish economy towards energy eﬃciency Peloton is an initiative of Demos Helsinki with the support of Finnish Innovation Fund Sitra.

4. task: design a campaign To reduce citizens' energy consumption

5. Sitra’s energy program: Built environment + citizens = systemic change

9. Portin vartijat – ELI KUINKA TEHDÄ ENERGIANSÄÄSTÖSTÄ MAHDOLLISTA

10. Mistä suomalaisen hiilijalanjälki koostuu? !"#$%&'()%$"(%*#+,'-%.''$/+0-$%'.%#%10--%*'-)0)$%'.2 %%%3'4)0-5 Asuminen %%%6+#-)/'+$ Liikkuminen %%%1''& Ruoka Kuluttaminen 7'-)48/9'- Vapaa-aika %%%%%:(0)4+( Matkustaminen %%%%%%%%%%%% %%%%%%%%%%%%%6+#;(< ‹#› Source: Envimat www.ympäristö.fi/syke/envimat

12. there is no point to influence people's attitude. 80-90 % Finns think that climate change is a fact 70-85% consider it a serious threat 50-75 % ready to take action Yet, Finland #7 in per capita energy usage amongst OECD countries. Change of attitudes has not signiﬁcantly changed behavior. Energy consumption is rising, meat consumption is rising etc. Pro-environmental actions are more important than values.

13. what influences behavior? (What are the leverage points?) Nudge Peer Action Education Media Coverage Social norms Subsidies Chance Feed-back Convenience Legislation Reduce Oﬀering Marketing Regulation Complexity Price Role model Perceived Perceived action Opportunity to Price Convenience Test

15. what influences behavior? (What are the leverage points?) there, Nudge get Peer Action e to ess? Education e tim proc k e MediataCoverage s to -up th Social norms seempeed Subsidies but Chancewe s Feed-back Yes, do Convenience how Legislation Reduce Oﬀering Marketing Regulation Complexity Price Role model Perceived Perceived action Opportunity to Price Convenience Test

19. what influences behavior? (What are the leverage points?) Nudge Peer Action Education Media Coverage Social norms Subsidies Chance Feed-back Convenience very? Legislation w, kno ing of deli to Marketing e tim Reduce Oﬀering le seem e th Regulation Complexity eop mprov s ut p we i , b ld Price Yemodel Role cou Perceived Perceived how action Opportunity to Price Convenience Test

23. what influences behavior? (What are the leverage points?) Nudge Peer Action Education Media Coverage Social norms day, Chance Subsidies the Feed-back ave Convenienceo n’t s Legislation es d hero evance? or 2 e reOﬀering Reduce 1 at l Marketing but ner es, ge Regulation Y to Complexity Price how Role model Perceived Perceived action Opportunity to Price Convenience Test

27. what influences behavior? (What are the leverage points?) Nudge Peer Action Education Media Coverage Social norms whom? Subsidies , by Chance WhFeed-back en Convenience Legislation Reduce Oﬀering Marketing Regulation Complexity Price Role model Perceived Perceived action Opportunity to Price Convenience Test

28. conclusion: understand and influence the choice environment consumers/ citizens make their decisions in.

33. gatekeepers are key to behavior change 1) Gatekeepers deﬁne the choice environments as they transform people´s needs and desires into choices and decisions. They enable or deny access to low-energy behavior. Peers and professionals close to the consumer do this in terms of energy- related practices. 2) Previous research has considered legislators and green businesses as gatekeepers for energy consumption. This view tends to underestimate the complexity of the selling/purchasing process with its subtle factors leading to a decision. Therefore only a small part of energy gatekeepers have understood that they have this role. (Demos Helsinki 2009: Gatekeepers changing consumers' behaviour in energy consumption)

34. gatekeepers change the choice environment Testing Products and Services Peer Production Cooperation with Pioneers Gatekeepers More and Better Products and New Behavior Services Better Choice New Legislation Environment

35. Mistä suomalaisen hiilijalanjälki koostuu? !"#$%&'()%$"(%*#+,'-%.''$/+0-$%'.%#%10--%*'-)0)$%'.2 %%%3'4)0-5 Asuminen %%%6+#-)/'+$ Liikkuminen %%%1''& Ruoka Portin Kuluttaminen 7'-)48/9'- Vapaa-aika %%%%%:(0)4+( Matkustaminen %%%%%%%%%%%% %%%%%%%%%%%%%6+#;(< vartijat Source: Envimat www.ympäristö.fi/syke/envimat ‹#› – E L I K U I N K A T E H D Ä E N E R G I A N S Ä Ä S T Ö S T Ä M A H D O L L I S TA

36. [Peloton] ! Peloton is the main group in a cycling tournament. In Peloton the competitors cycle close to each other to save energy and to gather strength for a break-out. ! Peloton is a joint effort of Demos Helsinki and Sitra to boost new, greener tommi.laitio@demos.fi www.demos.fi economy.

38. how peloton works? We engage with gatekeeper communities on a human level. We use participatory future studies and design thinking methods in two-day intensive workshops. The workshops bring the competitors togethers. Companies send people from every level of the organisation (altogether 20–25 participants). By raising awareness of all competitors simultaneously, we create hunger to be the ﬁrst in executing a good idea. Low-energy future is tackled by creating ideas for new products and services. In 2009–2011 we have done workshops for instance for parents of small children, hardware stores, lifestyle media, HR, domestic travel and hospitality, food journalists, home economics teachers, social housing and house managers.

39. Our aim has been to... kickstart low-energy innovation and commercialisation in the most important consumer companies. We have been successful in... bringing new products and services out and adding value to old ones in most of the organisations we have engaged with.

40. peloton gatekeepers 2009–2012 HR Professionals Grocery stores Home economics teachers Transport professionals Lunch restaurant professionals Communications agencies Oﬃce canteen workers Regional decision-makers Hardware store professionals Building managers Parents of small children Domestic travel providers Lifestyle media editors Food journalists Women´s magazine editors

41. some results from peloton Exciting experiences (Nopsa Travels, Olivia Magazine) Startup and designer enthusiasm New services and new companies (Rautakesko´s (Peloton Innovation Camp) Energy Master service)

42. peloton innovation camp In November and December 2011 we organised 2 two-day startup camps for low- energy business. Over 150 professionals from various sectors worked voluntarily in 16 teams to develop better services and products. winning concepts - Wasted Space: next generation real estate ﬁrm utilising wasted and underused spaces - Weego: car-sharing service - Hyvikki: Rebranding food close to its last date of purchase - Powerhouse: app helping energy companies reduce consumption peaks and consumers to follow their usage

43. Teksti

44. Teksti

45. Teksti

46. gatekeepers change the choice environment Testing Products and Services Peer Production Cooperation with Pioneers Gatekeepers More and Better Products and New Behavior Services Better Choice New Legislation Environment

47. PRAGMATIST APPROACH TO THE FUTURE emission limits, price for carbon, subsidies,... Climate Low-Carbon Challenge Society participation, social innovations, lifestyle changes,...

48. PRAGMATIST APPROACH TO THE FUTURE emission limits, price for carbon, subsidies,... Climate acceptance for Low-Carbon new regulation Challenge Society participation, social innovations, lifestyle changes,...

49. PRAGMATIST APPROACH TO THE FUTURE NAL NATIO (IN TER) POL ITICS emission limits, price for carbon, subsidies,... Climate acceptance for Low-Carbon new regulation Challenge Society participation, social innovations, lifestyle changes,...

50. PRAGMATIST APPROACH TO THE FUTURE NAL NATIO (IN TER) POL ITICS emission limits, price for carbon, subsidies,... Climate acceptance for Low-Carbon new regulation Challenge Society participation, social innovations, lifestyle changes,... CITIE S GRO , PEER UPS, COM PANI ES

52. Task 1:

53. Task 1: Think of your assignment.

54. Task 1: Think of your assignment. What are the behavior patterns we need to inﬂuence?

55. Task 1: Think of your assignment. What are the behavior patterns we need to inﬂuence? Who are the gatekeepers (or other parts of choice enviroment) who shape people's behavior?

56. "There is no spoon"

57. [Spoon as a metaphor for a result of a design process] The spoon can be seen through different systems. The work of a designer is to conjoin different systems.

58. waste repository energy resources mineral deposits NATURAL SYSTEMS SOCIAL SYSTEMS TECHNOLOGICAL SYSTEMS eating habits manufacturing washing work comerce cooking legistlation metal refining

59. waste repository energy resources mineral deposits NATURAL SYSTEMS COGNITIVE SYSTEMS SOCIAL SYSTEMS TECHNOLOGICAL SYSTEMS eating habits manufacturing washing work comerce cooking legistlation metal refining

60. waste repository energy resources dissonance mineral deposits disliking liking NATURAL SYSTEMS beliefs threats desires COGNITIVE SYSTEMS SOCIAL SYSTEMS TECHNOLOGICAL SYSTEMS eating habits manufacturing washing work comerce cooking legistlation metal refining

61. waste repository energy resources Anticipation mineral deposits dissonance disliking liking NATURAL SYSTEMS beliefs threats desires COGNITIVE SYSTEMS SOCIAL SYSTEMS TECHNOLOGICAL SYSTEMS eating habits manufacturing washing work comerce cooking legistlation metal refining

62. waste repository Future horizons energy resources Anticipation mineral deposits dissonance disliking liking NATURAL SYSTEMS beliefs threats desires COGNITIVE SYSTEMS SOCIAL SYSTEMS TECHNOLOGICAL SYSTEMS eating habits manufacturing washing work comerce cooking legistlation metal refining

64. Changes in technology, culture, environment, economy, politics increase complexity

65. Changes in technology, culture, environment, economy, politics increase complexity Solutions

66. Changes in technology, culture, environment, economy, politics increase complexity Solutions Problems

67. Changes in technology, culture, environment, economy, politics increase complexity Solutions Problems Wicked problems

68. How to cut CO2 emissions? What will be valuable in the future? Who will take care of the elderly people? What will the elderly people want to do? How can people learn to employ themselves in mids of constant economic change? How can get people to do something like sports? What does it mean when rest of the world joins the internet? How do we restore energy to feed the world?

69. Wicked Problems How to cut CO2 emissions? What will be valuable in the future? Who will take care of the elderly people? What will the elderly people want to do? How can people learn to employ themselves in mids of constant economic change? How can get people to do something like sports? What does it mean when rest of the world joins the internet? How do we restore energy to feed the world?

70. Child Obesity

71. More wealth More Enough food temptations More coke Better food More hamburgers Child Obesity More computer games Vending machines at shools More cars, less walking Free Less upbringing regulation Stronger industry lobby

72. More wealth More Enough food temptations More coke Better food More hamburgers Child Obesity More computer games Vending machines at shools More cars, less walking Free Less upbringing regulation Stronger industry lobby

73. Wicked Problems are problems of our era 1.There is no definitive formulation of a wicked problem (defining wicked problems is a problem). 2.Solutions to wicked problems are not true-or-false, but better or worse. 3.There is no immediate and no ultimate test of a solution to a wicked problem. 4.Wicked problems do not have an enumerable (or an exhaustively describable) set of potential solutions, nor is there a well-described set of permissible operations that may be incorporated into the plan. 5.Every wicked problem is essentially unique. 6.Every wicked problem can be considered to be a symptom of another problem. 7.The existence of a discrepancy representing a wicked problem can be explained in numerous ways. The choice of explanation determines the nature of the problem's resolution. 8.The planner has no right to be wrong (planners are liable for the consequences of the actions they generate) Horst Rittel and Melvin Webber.

74. Wicked Problems are problems of our era 1.There is no definitive formulation of a wicked problem (defining wicked problems is a problem). 2.Solutions to wicked problems are not true-or-false, but better or worse. ndl , ess 3.There is no immediate and no ultimate test of a solution to a wicked problem. n e ons es a(or an ati 4.Wicked problems do not haveeq R uir an enumerable ovexhaustively iis n describable) set of potential solutions, nor nthere a well-described set oincorporatedmpthe , f ts plan. of permissible operations thatowbe fl may s, atte into nge ion mic cha act ste 5.Every wicked problem is essentially unique. . sy e-scale 6.Every wicked problem can be considered to be a symptom of another i.e problem. rg d la aur chan e. gcan be an 7.The existence of a discrepancy representing wicked problem of o explained in numerous ways. The choiceviexplanation determines the b nature of the problem's resolution.eha 8.The planner has no right to be wrong (planners are liable for the consequences of the actions they generate) Horst Rittel and Melvin Webber.

75. The spoon can be seen through different systems. The work of a designer is to conjoin different systems. ...and by that, to identify leverage points and ways of manipulating them.

76. What were the leverage points Peloton process reacher for? How did the gatekeepers change the system? Create new enabling infrastructure, alter old (services, buildings, shop concepts) Link wicked problems with everyday practices (show how megatrends and policies evolve) Create and proof economic benefits (new business, new competitive assets) Improve feed-back channels, make it ”at the point of delivery” (service concept) Revise policies to support emerging practices (regulation, R&D funds) Form new stakeholder groups (start-ups, professionals) Create new sources of motivation (employee engagement, shared value) Meadows, Donella: ”Leverage Points – Places to intervene in a system”, The Sustainability institute, 1999.

85. Example of a design system tackling wicked problems:

86. Example of a design system tackling wicked problems: HOAS Lab

87. Example: HOAS Lab System: Stu den Stu tu Stu den nio den tu ns tu Stu nio nio den ns ns t un io ns Mu Em Building stock (ho nic plo u sin g& ipa yee p lan liti s Mu nin gp es Sub -co Dwellers (ho nic oli cie s) ntr u sin g& ipa act p lan liti ors Oth Un nin gp oli es er ive cie s) Mu sim rsi n ila tie (ho usi icip rc s ng& pla ali om nn ing tie pan pol icie s ies s) Challenges Eroding value Outdated practices of co-housing Imperative for energy smart housing Weak customer relationship

88. Kuva: Janne Salovaara HOAS lab develops dweller-/user-led concepts for co-housing and responsibility

89. Kuva: Janne Salovaara Turning smart behavior patterns convenient

90. Empovering skilled and active student dwellers

91. Convenient forms of co-housing

92. Kuva: Janne Salovaara Hoas renewing is not solely a student issue. In the future current dwellers turn into tenants, property owners and people who comission construction work. On average they are more international, better educated and more apt for experimenting than average dwellers. Therefore, HOAS is expected to be a forerunner. Kuva: Janne Salovaara

93. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti Property owner House manager Neighbours

94. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti Property owner House manager Neighbours

95. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager Neighbours

96. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager Neighbours

97. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com Neighbours

98. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com Neighbours

99. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed Neighbours

100. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed Neighbours

101. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate Sepa

102. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate Sepa

103. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate emes Sepa pping sch Swa

104. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate emes Sepa pping sch Swa

105. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate emes Sepa pping sch Swa s statu Imp roved

106. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate emes Sepa pping sch Swa s statu Imp roved

107. Gatekeepers and leverage points identiﬁed in HOAS lab project Teksti g ﬁttin plots ertro ning R e Gard Property owner House manager n se of ved se mpro unity I m com ring Mete back Feed nsation e l Neighbours compenergy bil Rent rate emes Sepa pping sch Swa s statu Imp roved ru nner Fore cator Edu

108. Task 2: Think of your assignment again. Through what types of leverage points do the gatekeepers operate? Who/what shape their practices? (What kind of levers are we able to identify?)

Leverage points for wicked problems

Empfohlen

Empfohlen

Weitere ähnliche Inhalte

Was ist angesagt?

Was ist angesagt? (20)

Andere mochten auch

Andere mochten auch (6)

Ähnlich wie Leverage points for wicked problems

Ähnlich wie Leverage points for wicked problems (20)

Mehr von Demos Helsinki

Mehr von Demos Helsinki (20)

Leverage points for wicked problems