why

�do you design?

2 3

Perhaps because you refuse to yield � to those who say it can’t be done.�

Because, inherently, you like to solve problems.

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In our towns. �

In our schools.��

In America’s largest companies.

�In small and medium businesses.

�In government.�

In the arts.

Because you believe that progress is required.�

True power as a designer comes �when we realize that to solve any problem �

we will work with many partners, �collaborators, even co-conspirators.

6

Progress is the great human ambition—�it binds us together, it connects us to history,

�it is the stepping stone to a more �promising future. �

As designers, when we point our own �ambitions at solving the problems �

that stand in the way of progress, we can �play a vital catalyzing role.

7

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In other cases, we’ll follow the lead of...�

a visionary designing an inventive �new product, �

a ceo designing a new company,�

a mayor designing a new downtown,�×

a government official designing a �clearer ballot,�

an eco-environmentalist designing �a better way to transport people,�

a teacher designing a better way �to learn math,

a not-for-profit designing a better �process for funding meaningful works.

In some of these cases, �we’ll be the lead, the ultimate shepherd �

of the problem-solving effort. ��

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Not only opportunities where we can �design objects—products, brochures, logos, �

books, posters and the like. �But where our approach to thinking �

can also play a huge role.

Once we start to see our role as catalysts �in the process of designing, �

entirely new opportunities open up �in front of us.

12

That’s because from the most intimate �causes to the largest worldstage events, �

the process of designing—its overall approach—�is consistent. The most successful organizations

and individuals follow a common pattern �of success in their work when tackling �

tough problems.

Defining the problem

Innovating

Generating value

DEFINING THE PROBLEM

ENVISIONING THEDESIRED END STATE

(KNOWING WHATVICTORY LOOKS LIKE)

DEFINING THE APPROACH BY WHICH

VICTORY CAN BE ACHIEVED

INCITING SUPPORTAND THEN ACTION

SEEKING INSIGHTTO INFORM

THE PROTOTYPING OF THE SOLUTION

PROTOTYPINGPOTENTIALSOLUTIONS

DELINEATING THE TOUGH CHOICES

ENABLING THE TEAM TO WORK

AS A TEAM

CHOOSING THE BEST SOLUTION,

THEN ACTIVATING IT

MAKING SURE PEOPLE KNOW ABOUT

YOUR SOLUTION

SELLING THE SOLUTION

1 2 3 4

5 6 7 8

9 10 11 12 RAPIDLY LEARNING

AND “TACKING”BASED ON YOUR

SUCCESSESAND FAILURES

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2��e n v i s i o n i n g t h e d e s i r e d e n d s t a t e

� ( k n o w i n g w h a t v i c t o r y l o o k s l i k e )

��(If you’ve ever been part of a team that seemed lost, it’s likely this step got skipped.) �

Knowing what victory is becomes vital when embarking on the journey of solving the problem.

�As designers, we can help prototype �the end state (through scenarios, models,�

journey maps, et cetera).

1��d e f i n i n g t h e p r o b l e m ��

Successful teams first define the problem �they are trying to solve—they articulate it �and give it boundaries (what’s part of the

�problem, what’s outside our control). �They call upon designers to help cull, visualize,

express that problem in human terms—�looking at it from many different views.�

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4��i n c i t i n g s u p p o r t — a n d t h e n a c t i o n ��

In some cases, not everyone will want �to make the journey. They’ll need to be �

inspired. Convinced. Cajoled. Educated. �As designers, we call on our skills �

as communicators to help them see why they should come along.�

3��d e f i n i n g t h e a p p r o a c h b y w h i c h �

v i c t o r y c a n b e a c h i e v e d

� �Once you know where you want to go �(as defined in #2), you need to create a map

�to get there. That map must be imprinted �in the minds of every participant along the way.

�Designers can literally make the map real.�

1918

6��p r o t o t y p i n g p o t e n t i a l s o l u t i o n s

��Then comes prototyping a solution. �That might mean physically prototyping it:

building it in miniature, or as a one-off, �to see if it will work. Or, it might mean �

prototyping a new customer experience—�a collection of moments that make up an �

experience. In either case, designers �play a critical role.�

5��s e e k i n g i n s i g h t t o i n f o r m �

t h e p r o t o t y p i n g o f t h e s o l u t i o n

Once a band of gypsies, so to speak, �is assembled, the next task is to look at the work

ahead and be smart about it. Often it pays to take pause and seek insight that will enable

the team to prototype a solution. �That means research. Designers can help

�structure that research, especially in�reporting its findings.

2120

8��e n a b l i n g t h e t e a m t o w o r k a s a t e a m ��

And, when integral to the project, �designers can help the team work as a team.

�Helping them make choices. �Envisioning different outcomes. �

Seeing the “whitespace” that connects �divergent views and approaches. �

7��d e l i n e a t i n g t h e t o u g h c h o i c e s

��A good prototype (or prototypes) unearths �all sorts of unexpected data and insight. �

And from that, tough choices emerge. �Should we include this feature, or that? �

What if the solution costs more than people� can afford? What if there are downsides? Designers can make the choices evident.�

2322

10��m a k i n g s u r e p e o p l e k n o w �

a b o u t y o u r s o l u t i o n ��

Once a solution is chosen, the task becomes �to ensure that people—customers, constituents,

employees—know about it. In a traditional �sense, this is about marketing the idea. �

In a deeper sense, it’s about enabling people to support the solution—be it a product, �

ballot initiative or service.�

9��c h o o s i n g t h e b e s t s o l u t i o n ,

� t h e n a c t i va t i n g i t ����

This is the culmination of many steps �of hard work. If we do our jobs right, we can

�often be the pivotal voice in this step, �helping argue for the best overall solution—�we can visualize the case, see different sides

�of the problem and lay out a path for �making a commitment to a given solution.

2524

12��r a p i d l y l e a r n i n g a n d “ t a c k i n g” �

b a s e d o n y o u r s u c c e s s e s a n d fa i l u r e s ��

The most effective teams are those who �constantly learn. Strive. Improve. �

Designers can help take the team back through the journey, recounting the steps where �

good decisions were made and where �the team could act differently next time.�

11��s e l l i n g t h e s o l u t i o n

In most cases, an exchange of money �or time will be involved—between seller �

and buyer, creator and participant, �sponsor and beneficiary. That process

�is greatly helped by design, so that people know “what they’re buying,” and what �

it’s worth.�

The act of designing is an inherently powerful act. In that act, we share a stage with CEOs, �

government officials, civic leaders, passionate activists and fellow citizens. �

When we become articulate champions of the process of designing, we help teams perform better.

When we become active participants in the �process of designing, we can drive new value��—�

economic, social and aesthetic. �

When we achieve progress through our �participation, we make a new reputation for

designers as deep and valuable members of any process of change. And the cycle repeats itself.

Thank you for all your ambitions in this regard.�

The next generation of designers depends on it.

26 27

AIGA is committed to advancing the understanding �of the value of design and the process of designing

through advocacy, education, publications, �conferences and spirited conversations. �

We are the largest and oldest association of �professional designers in the United States.

Stone Yamashita Partners for AIGA�(www.stoneyamashita.com)��

Printed by Finlay Printing, Bloomfield, Connecticut (www.finlay.com)�on McCoy Uncoated Cover 80 lb/216 gsm and Text 100 lb/148 gsm �

from Sappi Fine Paper.

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“It used to be that designers made an object �and walked away. Today the emphasis must shift

�to designing the entire life cycle.” �—Paul Saffo���

“If I’m going to talk about design, that purely arbitrary �and immensely human construct, I should say that �

by design I mean the process both physical and mental �by which people give an order to objects, community, �

environments and behavior.”�—Bill Stumpf

���“Everything is design. Everything!”�—Paul Rand

American Institute of Graphic Arts 164 Fifth Avenue New York, NY 10010 www.aiga.org