This paper discusses main findings of a pilot study, which explored how co-design and co-production could support asset-based community development. Increasingly, community developments have shifted toward an 'asset-based' approach, which concentrates on uncovering and mobilising existing assets in a community to create new opportunities. The study experimented with different codesign techniques to investigate how they could help identify unrecognised assets. Four pilot studies were conducted with key stakeholders in four communities. The study brought together researchers and local communities with the objective to codesign, co-develop and co-analyse the pilots. The results suggested that co-design was perceived as empowering. In most cases, it was 'people' that were regarded the most important assets in a community. Engaging people in a creative process could help them appreciate their skills, knowledge and creativity, and recognise themselves as assets. This research advanced the knowledge in Social Design by demonstrating how co-design could support community developments.
Personal informatics technologies support the collection of and reflection on personal data, but enabling people to learn from and act on this data is still an on-going challenge. Sharing and discussing data is one way people can learn from it, but as yet, little research explores how peer discourses around data can shape understandings and promote action. We ran 3 workshops with 5week follow-ups, giving 18 people the opportunity to swap their data and discuss it with another person. We found that these workshops helped them to recontextualise and to better understand their data, identify new strategies for changing their behaviour and motivated people to commit to changes in the future. These findings have implications for how personal informatics tools could help people identify opportunities for change and feel motivated to try out new strategies.
This paper discusses the meaning of social value from the design perspective, especially in Corporate Social Responsibility practices, and the contextual issues and values derived from design, considering how companies could better use design for social value creation. The research identified consumer attitudes to corporate social value and where companies are perceived to have generated social value, and explored where design has contributed to such social value. The research illustrates that design has great potential to add value to the triple bottom line, mostly related directly to organisations, but also to areas relating to society, including the 'lower levels of environmental degradation' and 'more solutions for social issues', indicating design plays an influential role in creating socially responsible products/services. However, this research suggests that a clear definition of 'social value' from various perspectives and its relationship with CSR is required due to the complex and subjective nature of 'social value'.
Social value has been measured for many years predominantly for values created by NGOs, social enterprises, social ventures, and social programmes. However, because 'value' is a highly subjective concept that often has 'soft' outcomes, it is challenging to find a measurement tool which satisfies all parties involved in social value creation, especially in the commercial sector. In this complex environment, a viable means of measuring the social value of design will enable organisations to use design more effectively to increase their societal contribution and competitiveness. This research aims to identify key considerations to produce a guideline which can be used to create desirable tools for measuring social value of design, by conducting in-depth interviews with companies and two workshops with postgraduate students and professionals from a range of backgrounds. It is recommended that the tool should have three levels: (i) an overview with a qualitative approach, (ii) a financial level with a quantitative approach, and (iii) a balanced level with both a qualitative and a quantitative approach.
Despite the advantages of using design on a larger scale than simply the product level, many manufacturing companies can't see their way to design as a strategy or a way to improve business management. A framework can help them view the big picture from a design innovation standpoint. Manufacturing firms that hope to achieve innovation—in their products, in their processes, and in their own organizations—can use this framework to identify opportunities, prioritize problem‐solving, and work toward systematic improvement.
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