She Ji-The Journal of Design Economics and Innovation最新文献

The ongoing Covid-19 pandemic has highlighted the obsolescence of the infrastructures we rely on in our everyday lives. Since the Industrial Revolution, design and public health have taken parallel journeys towards creating everyday infrastructures that condition how people access and use different types of resources to improve their well-being. Design has predominantly helped organizations utilize resources to create systems of offerings that influence people’s activities. Public health, on the other hand, has focused on influencing the allocation of resources for the common good by applying scientific and technical expertise. In this article, I introduce the Four-I model—interaction, integration, interconnectivity, and iteration—as a new resource-based view model that brings together knowledge from diverse fields, including design and public health. This model presents four attributes concerning resource flows: interactions among diverse agents, integration of multiple systems, interconnectivity between organizational levels, and iteration over time. Each attribute entails a guiding question and a related framework useful for designing everyday infrastructures. After illustrating its application in bike-sharing systems, I conclude by showing how using the model expands design knowledge and supports organizations in promoting well-being.

Indigenous peoples around the world are being failed by current public health systems. This is directly linked to the ongoing issue of colonialism. We need to decolonize health systems if we want to improve healthcare provision for indigenous peoples. In this article, I explore how the confluence of increasingly expansive thinking in the fields of health and design may be used to provide a space for the process of decolonization to occur. I use postcolonial theory to make visible ways in which Indigenous peoples have been ignored in current approaches to healthcare provision. In this article I use two case studies of work undertaken with Indigenous communities. I present some initial evidence from these sites to demonstrate how we engaged a design process that served to decolonize the relevant health systems. Using the spaces created in these processes has helped change systems of healthcare, in these two regions, to become more responsive to the actual needs and lifeworlds of these two Indigenous groups as they see themselves rather than as they may be seen by others. This is a process of decolonization. In this article, I have put forward some general ideas and frames of reference about decolonizing our healthcare systems through design that may be able to be expanded on and utilized by others working with Indigenous peoples or other groups impacted by the colonial process.

Designers have a unique role to play in public health, but their involvement requires an examination their practices and methods for their fit with this new context. This article reflects on the experiences of a multi-site design team collaborating across the US and Canada to explore early-stage Covid-19 patient recovery experiences. A unique feature of this project is that it was conceived of, led by, and executed by designers situated in health systems and health research units working in diverse geographies to jointly investigate a public health phenomenon at a broad scale. We discuss three challenges to design practice encountered in this context—scale, scope, and speed. Lastly, we draw from the design teams’ cross-sector expertise to pose key questions for design as it migrates to the public health sector.

The social determinants of health approach focuses on factors—apart from biomedical care—that have linked poor health outcomes to questions of socio-economic inequality and social injustice. Social determinants of health are complex and can be difficult to measure; thus, more work needs to be done to support the actionable application of the social determinants of health into global health programming. One possible application is the Pathways vulnerability approach. The Pathways approach consists of a vulnerability framework, population-representative household segmentation solutions, and a set of qualitative stories and insights that bring the framework and the segmentation to life. The goal of this approach is to enable health system actors to stratify their users according to the social, environmental, and cultural vulnerabilities associated with poor health outcomes across a range of reproductive, maternal, newborn child health, nutrition, and women’s health and well-being outcomes. In this viewpoint article, we reflect on the role that we played using design methods to bring a more woman-centered approach to understanding how women are made vulnerable by the social and cultural systems in which they are embedded and the differentiated effect this has on specific health outcomes.

The demands of many public health contexts and challenges call for conditions that foster effective decision making. Policy designers must make appropriate choices appear viable, accessible, and beneficial. They can do this by harnessing transdisciplinary knowledge about behavioral tendencies, simultaneously integrating insights into end users and non-human agents, and employing design methods for system-level solutions. We propose a “choice triad” model to help practitioners frame transdisciplinary approaches to complex public health challenges and design effective conditions for choice. It has three lenses: choice posture, to reveal human and non-human agents’ predispositions and inclinations; choice architecture, to improve immediate choice environments and encourage preferred actions; and choice infrastructure, to reveal the underlying system structures, processes, and policies that shape how potential public health solutions are accessed and supported. This approach promises to augment traditional design tools and expand current conceptions of available “economies of choice” when crafting behavioral public policy solutions. In combination, these lenses can provide a new conceptual syntax and working model to diagnose and develop solutions within complex public health settings. We introduce two examples to illustrate this model: the water crisis in Flint, Michigan, and Covid-19 vaccination efforts in the United States.

Despite the increasing complexity of problems and growing demand for stakeholder collaboration in the design for sustainability, there is a lack of methodology for understanding complex stakeholder needs and their relationships. This study proposes the need network analysis as a process for investigating need structures. Need network analysis is based on need mapping together with network analysis. We demonstrate its effectiveness in an empirical study that diagnoses the energy service companies (ESCO) in South Korea. Based on the surveys and interviews with stakeholders, we identified their pain points and the problems that have impeded growth in the industry. We report the findings and discuss their implications for sustainable service ecosystem design that involves highly complex sociotechnical problems and policy innovations for the Korean energy service company industry.

This article presents the philosophy of strategic design as a reflexive practice for generalship in defense and security organizations. We present strategic design as a distinctive aspect of generalship which enables defense practitioners working at the strategic level to address the kind of complex security challenges facing military leaders and decision makers in the 21st century. Our approach in this article combines unique first-hand insights from the co-instructor of the Israeli Defense Forces Generals’ Course, cross-cultural expertise on socialization of knowledge in defense and security settings, and elements of narrative and critical theory relevant to military design practice. We advocate cognitive agility as a critical mindset for defense leaders who need to generate transformative potential in an era of wars with no end. To illustrate a model of cognitive agility for generalship, we unpack some of the more esoteric aspects of the “Z model” of strategic design inquiries. The key to the Z model are the concepts of self-disruption, the strategic effectiveness of storytelling, and the principle of leveraging real-world operations as the expression of epistemology in action.

Published in two parts, this article presents an evidence-based research and prototyping method for strategic design. In Part 1, we introduce the concept of DARN as an updated version of Actor-Network Theory (ANT). DARN is a theoretical framework used to study, rearrange, or remake the constituents of an organization or problem universe. In Part 2, we propose that DARN can be used to for several purposes. (1) It can help organizations reach their stated objectives. (2) It can define, darn, or solve organizational problems with evidence-based and collaborative design interventions. (3) It allows us to imagine new organizational models with complex and distributed agency considerations. (4) It can improve and measure the impact of design interventions within organizational strategy. The DARN approach is critical of social engineering and design solutionism. This approach proposes using collaborative strategic design in sector-agnostic organizational contexts to support designers in problematization, research, conceptualization, prototyping, testing, and impact measurement. Further, DARN presents a single frame that designers and scientists can use simultaneously without imposing an a priori language on each other. It can also serve other actors with whom they work and study. The article concludes with a practical discussion of how to apply DARN on the ground while considering its limits.