How to explain design so other people understand

Many people and organisations are now using Human Centered Design or Design thinking to solve all sorts of challenges. Whether you’re new or experienced, how do you work with people who don't understand the approach and are resistant to working in this way?

Design-based approaches offer a powerful problem solving methodology. They’re helpful when addressing large, complex problems with multiple stakeholders, innovating products or services, and creating effective organisational change. More than a buzzword, the Design approach describes a process (a broad series of sequential steps that help us structure problem solving), a skillset (proficiency developed through experience), a toolset (a series of methods that help us think and take different action) and a mindset (a set of distinctions that help us observe the world so as to better get the job done).

In my work, I often see people who use design get frustrated because other people "don't get it". It's easy to forget that we were all beginners once (and still are… the path to mastery comes from remaining a beginner). Once frustration creeps in, the temptation may be to "be right" or "give the answer". But if someone doesn't “get it”, your first job is to help them understand.

So how do you explain what Human Centered Design is to someone who doesn't know, and perhaps doesn't even care about what it is?

1. Help them solve their problem rather than talking about the method
   No-one cares about the method. You may think Human Centered Design is the best thing since sliced bread. You may even be right. But the only question on your audience's mind is: can you help me? Speak to the job they are trying to do right now, and only offer what’s relevant to helping them solve their problem.
     

2. Set the context
   Some parts of design are a long way from business as usual. Activities like design research (spending a long time focusing on the problem before exploring solutions), prototyping (sharing half-baked ideas), rapid feedback or critiques (getting feedback one sentence at a time rather than allowing people to hold the floor)... all of these can be counter-cultural to default ways of working in an organisation. You can’t work this way unless you have permission, so explain what you're doing, explain how it's a different way of working, and explain why it’s relevant now. Everyone needs to understand what we're doing, and why we're doing it.
   
   

3. Pay attention to the mood
   Spending time exploring the problem rather than creating solutions is challenging, which is why most people would sooner jump to a previous solution, even if it's known to not work. Maintaining optimism in your audience during the research phase is important, as is acceptance that while exploring the problem may not be comfortable, it will lead us to a better solution.
   The key here is to provide optimism for others, not just yourself. Sure, showing up as energised can help others feel good, but if it's a mismatch for where a group is at, it can fall flat. Don't ignore a bad mood in a group; take the time to address where it's coming from before moving on.

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