DISRUPTING THE STATUS QUO

Transcription

1 THE DISRUPTIVE DESIGN METHODOLOGY DISRUPTING THE STATUS QUO DR LEYLA Citywire March 2017

2 THE CIRCULAR ECONOMY

3 CURRENT SYSTEM LINEAR

4 WE NEED TO MOVE TO NON-LINEAR SYSTEMS

5 CIRCULAR ECONOMY RAW MATERIALS DESIGN MANUFACTURING RECYCLING CONSUMPTION

6 ECONOMY FIXES ARE OFTEN AD HOC

7 WHICH LEADS TO NEGATIVE EXTERNALITIES

8 QUICK VS LONGTERM THINKING

9 SUSTAINABILITY?

10

11 Leyla Acaroglu 2017

12 NOT THIS!

13 WE LIVE ON A FINITE PLANET WITH FINITE RESOURCES.

14 3 CRITICAL THINGS FOOD AIR WATER

15 SUSTAINABILITY IS REALLY ABOUT LIMITS CONSTRAINTS RESOURCES CHOICES

16 WE HAVE BIOPHYSICAL REALITIES

17 ECOLOGICAL FOOTPRINT Humanity's extraction and use of resources The Earth s ability to replenish resources

18 COGNITIVE RESTRICTIONS

19 BRAIN FACTS The weight of the human brain is about 3 lbs. The cerebrum is the largest part of the brain and makes up 85% of the brain's weight. The human brain is roughly 3 times bigger than other mammals. It uses 20% of @leylaacaroglu disruptdesign.co

20 OUR BRAINS LOVE EFFICIENCY disruptdesign.co

21 SYNAPSES

22 THE BRAIN BREAKDOWN

23 DESIGNED TO TO SEEK REWARD AND AVOID PUNISHMENT

24 OXYTOCININDUCING MECHANISMS

25 OUR BRAINS OFTEN TRICK US

26 IMPLICIT RULES AND EXPECTATIONS INFLUENCE OUR DECISIONS

27 OUR BRAINS LOVE REFERENCE POINTS! SCHEMA: Mental representations and constructs of things and experiences

28 DO WE HAVE CONTROL OVER OUR COGNITIVE DECISIONS?

29 THE HUMAN BRAIN GLITCHES disruptdesign.co

30 COGNITIVE DISSONANCE The gap between what we think we will do and what we actually do

31 ARE WE RATIONAL? HOMO ECONOMICUS Humans are rational beings that are motivated by self-interest and act accordingly as consumers and producers.

32 IDENTIFY & BUST THROUGH COGNITIVE BIASES

33 ANCHORING EFFECT Rely heavily on the first piece of information offered (the "anchor") when making decisions. Once set, the anchor becomes the status quo.

34 LOSS AVERSION Tendency to avoid losses rather than acquiring gains Losses are roughly twice as powerful, psychologically, as gains.

35 BIAS BLINDNESS

36 STATUS QUO BIAS A preference for the current state of affairs the current baseline is taken as a reference point, and any change from that baseline is perceived as a loss.

37 SOCIAL NORMS Fitting in and being liked, finding our clan or tribe

38 SEEKING @leylaacaroglu disruptdesign.co

39 TODAY S PROBLEMS ARE OFTEN YESTERDAY'S SOLUTIONS - Peter Senge

40 We can't solve problems by using the same kind of thinking we used when we created them. ~ Albert Einstein

41 REFRAME RISK

42 FLIP THE SCRIPT

43 SUSTAINABILITY IS AN OPPORTUNITY

44 EMBRACE SYSTEMS MINDSET

45 HOW? SYSTEMS THINKING

46 3 SYSTEMS AT PLAY The natural systems that support life on Earth ECOLOGICAL INDUSTRIAL SOCIAL The manufactured, materialbased systems produced for humans The intangible systems created by humans for social cohesion

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48 1-DIMENSIONAL THINKING

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50 EVERYTHING IS INTERCONNECTED

51 SUSTAINABILITY IS THE INEVITABLE OUTCOME OF SYSTEMS FAILURES

52 RIGHT & WRONG GOOD EVIL Duality

53 ETHICAL COMPASS An internal compass that positions or anchors your ethical position and becomes your core strength in decision making.

54 THE THINGS WE CREATE END UP CREATING US.

55 LEARN TO EMBRACE COMPLEXITY

56 THE NEW EUROPEAN ECONOMY On 17 December 2012, the European Commission published a document entitled Manifesto for a Resource Efficient Europe a systemic change in the use and recovery of resources in the economy.

57 DISCOVER PROBLEMS HOLD THEIR OWN SOLUTIONS

58 The Circular Economy would generate 1.2 trillion in non-resource and externality benefits, bringing the annual total benefits to around 1.8 trillion versus today.

59 OFTEN THE SMALLEST PART THAT ALLOWS FOR THE MOST LEVERAGE

60 WHO WILL RECTIFY THE SYSTEM FAILURES?

61 Managers of funds with assets totalling more than $2.8 trillion - more than the entire annual GDP of the UK - called for leading economies to phase out fossil fuel subsidies within the next three years to avert a catastrophe.

62 RAPID ADAPTATION

63 PIONEERS OF SYSTEMS CHANGE

64 REDESIGN THE DINOSAUR INDUSTRIES Fighting for relevance in constantly changing systems

65 THE OPPORTUNITY FOR INNOVATION

66 DON'T BE THE HORSE AND CART INDUSTRY!

67 IMPOSSIBLE

68 WILLINGNESS TO PAY

69 PRODUCT SERVICE SYSTEM MODELS PRODUCT SERVICE SYSTEM

70 You never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete. ~ R. Buckminster Fuller

71 WE CAN DESIGN CREATIVE SOLUTIONS TO COMPLEX PROBLEMS

72 RATES OF GROWTH HUMAN OBSOLESCENCE

73

74 UNINTENDED CONSEQUENCES

75 PIONEERS OF SYSTEMS CHANGE

76 MINING LANDSCAPING BUILDING THE DISRUPTIVE DESIGN METHOD The Disruptive Design Method is a 3-part process for activating social change. It is underpinned by our 12 unit Design Methodology of high-level concepts and content for professionals interested in activating positive social change through their work.

77 TO INTERRUPT (an event, activity, or process) by causing a disturbance to a problem with intent.

78 INNOVATION Doing the same things a bit better DISRUPTION Doing new things Making things that make the old things obsolete

79 THE DISRUPTIVE DESIGN METHODOLOGY LEARN THE DISRUPTIVE DESIGN METHODOLOGY The 12 units of the DD Methodology can be taken online as individual classes or as the full knowledge set. We teach 6 of the units in our fellowship programs and all 12 in our Alternative Masters Program during a deep exploration phase. During our 2-day workshops, we teach the Disruptive Design Method, which involves a synthesis of these core knowledge sessions into the 3-part process of mining, landscaping and building. ONLINE.UNSCHOOLS.CO

80 THE DISRUPTIVE DESIGN METHOD

81 EMBRACING THE IMPOSSIBLE OPPORTUNITY MINDSETS

82 THE DISRUPTIVE DESIGN METHODOLOGY DISRUPTING THE STATUS QUO DR LEYLA Citywire March 2017