The Case for Human Centered change
Embracing Human Centered Design as a Systems Thinking Innovation Catalyst
Key to enterprise organization’s ability to respond to novel situations and challenges is empowerment through strategic activities that are not the planned output of traditional linear change models and delivery systems.
Every object exists in a context, in an ecology of problems and challenges.
When framing problems and solutions we cannot isolate the challenge and serve the need. that’s traditional waterfall practices and reductive thinking. We must address the ecosystem and find solutions that fuel ecosystem complex dynamics. Don't ignore the externalities.
“From an early age we are taught to break apart problems, to fragment the world. This apparently makes complex tasks and subjects more manageable, but we pay a hidden, enormous price. We can no longer see the consequences of our actions: we lose our intrinsic sense of connection to a larger whole.” — Peter Senge, 1990 1
The importance of systems thinking is not a new notion and it can be second nature for designers and design thinkers. Thinking holistically allows us to create solutions that are not temporary fixes or first order problem solving.
First-order problem solving focuses on addressing immediate issues without considering long-term solutions or systemic changes. While it can be effective in resolving urgent problems, it comes with several risks including creating solutions that address symptoms rather than root causes, leading to recurring issues. There’s also an increased likelihood of systemic risks by leaving the underlying system vulnerable. Second-order problem solving addresses root cause by identifying and addressing systemic issues, reducing risks for the future.
“You cannot understand a system until you change it.” — Kurt Lewin
Iterative UX prototyping and Co-creation are powerful tools for addressing systemic issues and second-order problems by emphasizing iterative learning, collaboration, and human-centered approaches. Prototyping allows teams to explore interconnected aspects of a system, identifying root causes rather than just symptoms. This aligns with systems thinking by focusing on understanding the broader ecosystem of a problem.
Field research and contextual inquiry can use prototypes in tangible real-world scenarios, offering valuable insights into user behavior and system dynamics. These insights help in designing solutions that are sustainable and impactful.
This quote from the Deming Institute illustrates why holistic, systems thinking is crucial for solving "real" problems:
Improvement efforts should focus on systems, processes, and methods, not on individual workers. Those efforts that focus on improving the attentiveness, carefulness, speed, etc., of individual workers — without changing the systems, processes, and methods — constitute a low-yield strategy with negligible short-term results… 2
Human-centered innovation practitioners can serve as the futurists with the audacity to envision solutions by embracing system change through innovation. Key to having business impact requires building a team designed who embody change within an organization. The amazing opportunities that are driving change across all industries today includes a broad array of innovative technologies. They’re not only fueling the competitive desire for enterprise modernization, but most crucially the data intelligence and behavioral insights that can unlock potential of a transformation that is human-centered.
How to empower teams for creative problem solving designed to meet today’s challenges:
Teams connected at a human and ecosystem level require autonomy to respond to challenges.
Innovation and collaboration are dependent on experimentation and co-creation.
Enterprise teams need a new type of change leader - Human Centered Design Innovation Catalyst.
Scaling a research and design practices to be a catalyst for change is a multi-phased effort. It’s dependent on building trust, establishing repeatable practices for making impact, and establishing a strategic roadmap that is focused on value delivery while serving as an accelerator for the business.
I believe this is an inflection point for Human Centered Design.
When we fail to design, we design for failure. — Bruce Mau
Four Critical Barriers to Organizational Change
Organizations frequently struggle to drive meaningful organizational transformation using traditional planning methods for several specific reasons:
Planning for adaptability: Many organizations approach transformation with rigid, single-path methodologies that prove incompatible with the dynamic nature of disruptive change. Successful organizations instead implement flexible frameworks that accommodate rapid iteration based on emerging insights.
Innovation Prioritization: Organizations often fail by not establishing dedicated innovation practices with appropriate resources and governance structures. Optimization-driven change models typically emphasize quarterly financial performance metrics over the sustained 18-36 month commitment required for transformative change initiatives.
Putting humans first: Humans are the essential vehicles of change. Transformation efforts falter when processes are not informed by the specific needs, motivations, and concerns of frontline employees who must embody the change. Resistance from key stakeholders, insufficient engagement across departments, and inadequate communication channels can derail otherwise promising initiatives.
Cultural Change: Organizational culture and legacy systems significantly influence transformation outcomes. Methodologies that fail to address cultural dynamics—including power structures, institutional memory, and unwritten rules—cannot effectively activate communities and typically stagnate before achieving meaningful impact.
HCD as a Transformation Catalyst
Human-Centered Design at its most impactful drives multidimensional change: behavioral, cultural, and experiential. Given the documented 70% failure rate of digital transformation initiatives, organizations should integrate HCD methodologies—including ethnographic research, systems thinking, design innovation workshops, and structured co-creation sessions—as core components of their transformation roadmap.
Scaling research and design practices to function as catalysts for organizational change requires a multi-phased approach with specific milestones:
Building trust through demonstration projects with measurable impact
Establishing repeatable practices with clear documentation and training
Developing a strategic capability roadmap focused on value delivery
Creating feedback mechanisms that demonstrate ROI while accelerating business outcomes
By implementing these specific approaches, organizations can transform their design practices from project-based activities into strategic capabilities that drive sustainable competitive advantage.
1 Senge, Peter M. The fifth discipline: the art and practice of the learning organization 1990
2 To Achieve Success Focus on Improving the System Not On Individual Performance - The W. Edwards Deming Institute