Public organizations are increasingly turning to design thinking to address wicked societal issues, enhance innovation, and improve services. However, in general, public organizations do not provide the most receptive context for design thinking. To be applied effectively, design thinking requires sufficient tolerance for uncertainty, capacity for risk-taking, receptiveness to new ideas, and flexibility to learn and adapt. Public organizations, instead, favor rationality, stability, and accountability, and are therefore generally characterized as rigid and risk-averse. Additional efforts are thus required to make way for design thinking within this context. Until now, research on strategies to support the application of design thinking in a public sector context is limited. In this paper, 14 design thinking projects in the public sector were analyzed to identify these strategies, resulting in a practical framework of strategic actions to build confidence, form an alliance, generate support, enhance compatibility, and thereby enable design thinking in the public sector. Accordingly, this study contributes to the theory and practice of design thinking for public issues.

Moving into the social and public sector, service design is becoming both more complex and more participatory. This is reflected in the greater diversity and interrelatedness of stakeholders and the wicked problems being addressed. However, although many service designers working in the social and public domains bring into their design practice the intention to make design more participatory and equitable, they may lack an in-depth understanding of power, privilege, and the social structures (norms, roles, rules, assumptions, and beliefs) that uphold structural inequality. In this paper we present findings from seven interviews with service designers to investigate the challenges they face when addressing power issues in design, and their experiences of how power shows up in their design process. By drawing from understandings of power in social theory, as well as the interviewees’ perspectives on how power manifests in design practice, we outline a framework for power literacy in service design. The framework comprises five forms of power found in design practice: privilege, access power, goal power, role power, and rule power. We conclude by suggesting that service design practices that make use of reflexivity to develop power literacy may contribute to more socially just, decolonial, and democratic design practices.

Complex societal challenges cannot be resolved with quick fixes, nor can they be successfully addressed from disciplinary or institutional silos. In this article we propose an innovative approach to tackling contemporary societal challenges based on complexity theory and transdisciplinarity. The lens of complexity reveals that such challenges emerge within complex contexts. Complex challenges cannot simply be resolved, due to their dynamic, non-linear nature. Instead, the complex context itself can be steered in a certain desired direction through iterative action and learning cycles. Transdisciplinary approaches help us understand how different perspectives and ways of knowing held by relevant actors can be combined to serve effective action in complex contexts. We have integrated complexity theory and transdisciplinarity to create a co-evolutionary model of innovation illustrating that who we work with, how we work, and what we learn and create co-evolve over time. We show how an innovation approach based on building a vision and including a reflexive social learning method can provide a guiding structure to this co-evolutionary process. We illustrate this approach with a case study focused on improving the well-being of staff and students at a university. We conclude the paper with implications for design.

In recent decades, design has expanded from a practice aimed at designing things to one that helps to address complex societal challenges. In this context, a field of practice called systemic design has emerged, which combines elements of systems thinking with elements of design. We use a case study approach to investigate how expert practitioners carry out systemic design work in the context of public and social innovation, and explore what we can learn from their practices and design rationales when we compare them to systems thinking theories and approaches. Based on findings from five case studies, we present five systemic design principles: 1) opening up and acknowledging the interrelatedness of problems; 2) developing empathy with the system; 3) strengthening human relationships to enable creativity and learning; 4) influencing mental models to enable change; and 5) adopting an evolutionary design approach to desired systemic change. One way that scholars can contribute to this field is by continuing to monitor and describe emerging systemic design principles developed and performed at the forefront of the field, strengthening these learnings by building on the body of knowledge about systems thinking and design.

Partnership in higher education has gained prominence over recent decades, but recent studies have identified a lack of research exploring how partnership practices unfold in specific disciplinary contexts. This article explores how a transdisciplinary approach can be used to better understand and facilitate student–staff partnerships where staff and students have diverse disciplinary backgrounds and knowledge. We present a case study of the Bachelor of Creative Intelligence and Innovation at the University of Technology Sydney, focusing on the adaptation of our curriculum co-creation processes by drawing on multiple knowledge types through a reflexive process of mutual learning. We conclude that explicit consideration of these principles, which are common to both transdisciplinary and partnership frameworks, have the potential to enhance consideration of diverse perspectives and the roles played by worldviews, norms and values when building student–staff partnerships around curriculum co-creation.