Reframing is considered to be at the core of design practices. A frame is believed to be a cognitive map of how we make sense of a situation, shaping our goals, behaviours, and actions within that context. The process of reframing purposefully moves involved actors away from (pre-) existing ways of making sense of an (undesirable) situation, i.e., away from their existing frames. Consequently, developing novel frames opens up new design space for creating conceptual ideas and futures to change the existing situation into a more desirable one. In reframing literature, frame acceptance (i.e., the stage at which a novel frame is mutually comprehended and considered actionable) has received some scholarly attention, mainly as a landmark in designer-client reframing practices. However, this paper contends that achieving true impact in reframing processes requires more than just client acceptance of a frame; it necessitates absorption by the organisational actors who must alter their (often routine) behaviours to effectuate innovation. Although reframing is considered a socio-interactive practice, limited research exists on how social dynamics in reframing processes influence this absorption by involved actors. Therefore, this study explores how experienced designers read the social dynamics in reframing processes in organisational settings involving multiple organisational actors. Using a retrospective case-study approach, eight expert designers reflected on what they considered the key moments in these processes, how they perceived social dynamics to have influenced the adoption of novel frames and absorption of subsequent novel actions by involved actors over time, and what they perceived to have been relevant factors driving these dynamics. The findings show that three distinctive stages can be identified within reframing processes that organisational actors go through towards absorption of novel actions: 1) engagement in a designerly approach, 2) frame acceptance, and 3) frame engagement. Next, it details factors that are regarded as driving social dynamics in multi-actor reframing processes at each stage and categorises them as personal-, occupational-, and organisational factors. These factors are perceived to both cause and mitigate tensions in reframing processes. As such, this implies that strategising for impact with reframing processes in multi-actor organisational settings requires a deeper understanding of those factors driving involved actors towards the absorption of novel actions that may logically lead from the developed novel frames.

This workshop delves into the essential qualities of transformative relationships within design processes, focusing on the interactions among designers, clients, and other relevant stakeholders. Grounded in the framework of transformative learning, we identify interpersonal connections as pivotal in guiding actors through design transformations. Specifically, transformation in design entails the adoption of – and engagement in – novel frames to increase the likelihood of implementing proposed designs. This transformation often necessitates actors to reevaluate and potentially abandon their existing "tools" – symbols, artifacts, activities, and relations – which were previously integral to their pre-existing problem frames, routines, and role-identity. Drawing from Weick's (1996) reflections on firefighters' responses to sudden change, where some succeeded by dropping their tools while others perished due to their reluctance, the workshop will explore factors influencing individuals' attachment to their tools – and their ability to let go of them. Concepts such as justification, trust, and identity will be explored to understand how people's relationships with their tools shape their behavior and responses to change. The workshop further investigates the notion of the "relational tool" using Improvisational Theatre, where actors navigate uncertainty collaboratively, adapt to emerging narratives, and collaborate effectively by letting go of individual control and embracing collective creativity. Participants will gain insights into how relational dynamics can facilitate transformative change in design processes. By delving into these themes, the workshop aims to equip participants with insights and practical strategies for fostering transformative relationships and facilitating organizational and systemic change through design transformations.

Systemic design aims for desirable change in complex, multi-stakeholder social systems in approaching complex societal challenges. For such social innovation to be effectively implemented, multiple stakeholders in organisations are often required to change their (course of) action. To enable such actions, an acceptance of a reframe of the challenge is often required. In this paper, we argue that an organisation can be considered the manifestation of its members' frames at any given time. Innovation and design practitioners experience challenges creating the desired change of action in organisational settings following a reframing activity. Since frames are social constructs, we argue that the social dynamics of influence on frame acceptance is an important concept to consider. We define social dynamics as the ways and extent to which the behaviour of actors in a social interaction influences the thinking and doing of other actors in that interaction. Understanding this might help develop strategies to increase the impact of innovation efforts in complex organisational and systemic settings. In this paper, we conceptualise the social dynamics of frame acceptance through a literature review of frames, organisations, reframing, and innovation. We conclude with a research agenda to work towards an improved understanding of how social dynamics influence frame acceptance in reframing processes in organisational settings.