Reframing from Complicated to Complex Contexts

Abstract

In a world increasingly faced with complexity, systemic design is growing in popularity as a knowledge field to target such complex contexts. However, it is yet to be applied in organizations and projects. This thesis aims to bridge the existing knowledge and practice gap between transitioning, or ‘reframing’, from traditional problem-solving methods used for complicated problems and the use of systemic design for complex contexts that characterize challenges that modern-day society faces. The research is an innovative exploration into the transition to-, and practical application of systemic design within organizational project settings, particularly focusing on the design consultancy Halogen, which is already bridging this gap. Employing a multi-faceted research methodology that includes case studies, interviews, and document analysis, the study analyzes Halogen’s existing operational practices on the organization’s expertise and challenges in transitioning towards applying systemic design in projects, delivering final designs that combine both into practical guides in reframing.

The key findings reveal a significant gap between traditional approaches and systemic design in literature, mainly when dealing with complex problems. Interestingly, the challenges in reframing for the organization Halogen are not so much in the actual reframing and project execution itself but more in the processes supporting the projects’ pre-execution phase. It was observed that reframing practices occur naturally among skilled designers and business developers, but processes and misalignment within the organization limit Halogen from executing more systemic projects. Therefore, additional suggestions were made in the designs proposed in this thesis to align transitioning practices with needed foundations within an organization. Doing so bridges the earlier mentioned gap by introducing such practices organization-wide for people newly introduced to these practices and making it more applicable for other consultancies.

The thesis introduces a reframing framework, canvas, and accompanying information booklet inspired by improvement points and best practices, where empirical insights and research through design generated this knowledge. The insights showed that experienced designers automatically followed through the practices of spotting opportunities, aligning critical factors in projects, and accommodating them so a reframe could happen. However, this practice came from years of experience and is less evident to the novice systemic designer, indicating a need for help. This canvas and framework facilitate the transition from traditional to systemic design approaches by giving an easy-to-understand structure of the reframing practice and providing apt questions on how to do so— making designers able to target pressing complex problems. It outlines reframing tactics, critical factors, and foundations that organizations should consider for successful systemic design implementation. Besides offering value to Halogen as an organization, this thesis aimed for the designs delivered to achieve more systemic projects and impact for other organizations, focusing on the adaptability of the canvas and framework beyond Halogen. The research concludes that adopting a systemic and impact-focused viewpoint is not merely an option but a necessity for organizations aiming for sustainable impact and continuous improvement in the field of systemic design.