Designers are often described as change-makers. However, to-date designers have acted as change describers or -imagineers and not change-makers (and often not even change-planners). With digital transformation and the rise of emerging technologies, just imagining the change is not only no longer sufficient, but also often leading to sub-optimal solutions. Designers need to step up into the role of change-enablers rolling up our sleeves and working arm-in-arm with stakeholders to set in motion the interventions that will activate change by all actors towards a better state. In this class, we will i.) study different established and emerging change management models (Kubler –Ross’, Stages of Change, Kotter’s 8 step model of change, Ron Heifetz’ Adaptive leadership practice a.o.); and ii.) apply it to a completed design project from one of your workshops.
This class will allow students to gain an understanding of best practices in change leadership approaches,
strategies and behaviors and simulate their leadership approach in team clinic settings.
When completed, students will be able to define strategy and design products and services utilizing conversational technologies
Format and Grading
This is a lecture class with applied team simulations. Students will work individually and in teams: They will individually develop change leadership plans for one of their “Design plans” from a previous planning, product, service or interaction workshops and then prototype their actions with their study teams for critique and iteration. Grading will be based on mixture of their individual work, team simulations and class presentations.
No prerequisites. This course is open to all Institute of Design students. Students should have completed at least one planning, product, service or interaction workshop with a “design plan” that requires significant change for the organization it was designed for.