Conference Agenda

The EU’s vision is that every product on the market should be sustainable. The European Commission has therefore started a Circular Economy Action Plan. This raises a sense of urgency. Design managers need to take part in the discussion of how the design process should be altered to meet future changes. The EU has come far in defining new regulations for the textile industry. Textiles therefore provide a good case to learn from, to understand what to include in a design-driven development approach. This study includes an action research project, where we applied a combination of an industrial and systems-oriented approach, to help an actor in the fashion industry redesign their product development process. Particularly the planning stage differed between fashion and textile design and the design-driven approach. In this research project we saw that fashion and textile designers needed to change to meet EU-led developments in the industry. We also start to see the contour of an economy driven by a different set of principles, which means design-driven approaches need to change as well.

Paper summary: This research delves into the realm of organizational change management, emphasizing the integration of collaborative prototyping and co-creation to facilitate successful change initiatives. It explores the benefits of considering a design-led perspective, particularly focusing on design thinking principles and methods in the context of prototyping. The study draws upon an extensive literature research as well as theoretical management frameworks to identify opportunities for design-led leverage points, including Kotter’s 8-Step Model (Kotter, 1996). The research later pinpointed prospects for reshaping Kotter's 8-Step Model, especially at the outset of change endeavors by integrating design principles. The suggested strategies aim to boost readiness for change by fostering collaboration, facilitating effective communication, and ensuring swift feedback loops to cultivate shared visions.

Research approach: Grounded theory is selected as the methodology to explore the significance of action and interaction, and to develop theory from qualitative data gathered and analyzed systematically through comparative analysis. Expert interviews and action-research conducted in interactive workshops serve as sources of essential data. The primary focus is on introducing a design artifact rooted in the Kotter model, aiming to offer an enhanced framework for change management. This artifact is the culmination of synthesized theoretical insights and practical methodologies. It acts as a catalyst for empowering stakeholders and nurturing a collaborative culture in organizations undergoing transformative change processes.

Contribution to the field: Theoretical insights and findings from this study indicate that incorporating collaborative prototyping into organizational change processes can improve traditional change models, leading to greater success. Recognizing pivotal leverage points and employing suitable design-driven initiatives to engage stakeholders effectively are essential steps in fostering ownership, engagement, and commitment, leading to ultimately more effective outcomes.

Implications for theory and practice: Organizations can harness collaborative prototyping to instigate change and foster a culture of ongoing improvement and innovation. By embracing a learning curve and adopting a democratic approach, stakeholders are empowered to suggest solutions and conduct experiments, nurturing a culture of openness and adaptability. Future research avenues may include longitudinal studies to evaluate the enduring effects of collaborative prototyping, examining its interaction with technology, and assessing its impacts on employee well-being and engagement during organizational transitions. Additionally, comparative analyses, cross-cultural studies, and investigations into scalability and ethical considerations are recommended to deepen comprehension and utilization of collaborative prototyping across varied organizational landscapes.

The rapid integration of artificial intelligence (AI) like ChatGPT into educational settings has irreversibly transformed teaching and learning paradigms. Recognizing that conventional instructional methods may fall short in equipping students with essential skills, this paper advocates for a shift towards experiential learning through service-learning (SL) and problem-based learning (PBL) in design education. These pedagogies, which promote intellectual growth and hands-on experience, are critical for students’ career readiness and provide valuable real-world client engagement. Despite enthusiasm, incorporating SL and PBL faces significant hurdles, including a lack of educator training, resources, and structural support, coupled with the complexities of establishing partnerships, particularly affecting small businesses and disenfranchised entities.

This research delves into the experiential learning landscape, examining successes and identifying skills gaps impacting educators and students. The findings, based on various design schools within a single university, assess challenges of integrating SL and PBL into design curricula and propose solutions to mitigate these barriers. Aiming to forge a stronger bridge between research, business, and academia, this paper underscores the necessity of preparing students for the 21st century's demands. Through this exploration, it contributes to the discourse on experiential learning within design education, enhancing the overall quality and relevance of student learning experiences.