Page 9 - Human-centred wellbeing

ROLES SHIFTS IN A PARTICIPATORY HUMAN-CENTRED PROCESS from
WORKER MANAGER
DESIGNER
EMPLOYEE
CUSTOMER PROVIDER
in production in leadership
in innovation progress in decision making in the market
in supply chain
to CONTRIBUTOR
These final steps are carried out until the final outcome meets - or idealy exceeds - the expectations and objectives set at the beginning of the ideation phase.
Team work, communication, interaction, empathy, “learning by doing” are some of the keywords that characterise every HCD approach, especially in the Design Thinking method which leverages on the quick cycles of “ideate-express-test” to get as many feedbacks as possible from the stakeholders.
The advantages of adopting a human-centred approach to the creation of products, services, processes and organisational structures lie in the possibility of challenging existing limitations, in initiating the unexpressed desires and expectations of different stakeholders, in producing shared outcomes and finally in generating behavioural change and disruptive innovation.
A characteristic of human centred organisations is their constant quest for innovation. Not because they are forced to, but because they provide better solutions for their customers and employees and because receiving feedback from customers and workers is a straightforward and effective way to drive innovation.
Three factors guide the decision making of all design-led processes - desirability, feasibility and viability7 - which means questioning whether what is proposed is what people really want, whether there is a possibility to manage it technically and organisationally and finally whether the economic conditions exist to make it happen.
This page:
ENABLER
CO-CREATOR
PARTICIPANT
FOLLOWER PARTNER
FACTS AND FIGURES 9
How roles in an organization change when introducing Design Thinking.
Data: application of Global Wellness Institute's graphic
OUTSIDE INSIDE THE COMPANY THE COMPANY