Intro
Believe it or not, every design choice you make is influenced by your subconscious preferences and your brain’s hidden biases, impacting all aspects, from user experience to fundamental operations.
I co-authored an article with Dr. Eike Wagner from Change Workout on change and innovation for Touchpoint magazine by the Service Design Network. In digital product development, while creating new products is the focus, the changes these innovations bring are often overlooked.
In today’s dynamic organizations, professionals working on technological innovations, such as service designers, must understand and influence human behaviour. Our article presents three key theories that help manage projects in service design and technological innovation, providing crucial insights for managing change and overcoming resistance.
Grasping and Steering Change
We begin by exploring change, which involves shifts in products, structures, mindsets, and behaviours within an organization. We explore how change management serves to shepherd individuals, teams, and entire organizations through these evolutions, placing a spotlight on the human side of innovation.
Purposeful Theory Selection and Application
Amid the countless change management theories, we focus on three foundational approaches vital for everyone engaged in technology-driven innovation projects, from leadership to end-users:
Self-Determination Theory
Self-Determination Theory (SDT) was developed by psychologists Edward L. Deci and Richard M. Ryan. This framework underscores the significance of intrinsic motivation and the critical role of competence, autonomy, and connectedness. We suggest actionable strategies to bolster these aspects, thus boosting commitment and participation. Self-Determination Theory (SDT) emphasizes the importance of autonomy, competence, and relatedness in fostering high-quality motivation and psychological growth. According to SDT, when individuals engage in activities that satisfy these three basic psychological needs, they experience greater motivation, performance, and well-being. Essentially, SDT posits that the degree to which an individual’s behavior is self-determined or autonomous plays a key role in their psychological health and the quality of their engagement in various life domains.“
"Self-Determination Theory (SDT) underscores the crucial roles of autonomy, competence, and relatedness in driving intrinsic motivation and personal growth. It posits that fulfilling these basic psychological needs is essential for achieving optimal well-being and engagement in activities."
Psychological Safety
Psychological safety as a concept in organizational behavior was popularized by Amy Edmondson in the late 1990s. As a cornerstone for team success, this concept stresses the importance of a safe environment where individuals feel empowered to take interpersonal risks and learn from mistakes. We offer practical ways to create such a climate, promoting open dialogue and shared learning.
Cognitive Biases
Cognitive biases were first identified and studied by Amos Tversky and Daniel Kahneman in the 1970s, laying the foundation for much of the work in the field of behavioral economics and psychology. In the article we explore how subconscious biases can skew decision-making in technology and service design projects. By identifying common biases, we suggest ways to reduce their impact and support unbiased, clear decision-making processes.
"A team becomes more than just a collection of individuals when a sense of psychological safety pervades, enabling members to express themselves freely, take risks, and ultimately innovate together"
— Amy Edmondson
Concluding Thoughts
The article wraps up with the understanding that comprehending human behavior is paramount for navigating the choppy waters of change, particularly in the domains of service design and technological innovation. By turning these theories into practical strategies, we help individuals working on tech innovations tackle challenges directly and achieve successful outcomes.