New Yorkers experience policing differently depending on who they are and where they live. Some communities are patrolled; others are profiled. When your neighbors’ experiences are starkly different from your own, it can be almost impossible to understand their perspective.

The New York Civil Liberties Union (NYCLU), a state branch of the ACLU, hoped to spark a dialogue around race and police tactics in over-policed communities, and to engage voters on this divisive issue before New York City’s mayoral election. But the NYCLU also understood that traditional slogans and billboards weren’t enough to foster deep personal conversations and effective political action—the city needed real talk.

The organization engaged IDEO to help create a city-wide, nontraditional campaign. In talking with New Yorkers, the NYCLU advocates and IDEO designers honed in on two simple truths: Transformative conversations happen only when people feel safe enough to listen—and to speak. And people become more compassionate listeners once they themselves feel heard. In a time of entrenched interests and growing social conflict, listening can be a radical act.

Together, IDEO and the NYCLU designed Listening NYC, a grassroots campaign to promote interpersonal listening, meaningful discussion, and collective action around policing.

To get New Yorkers—famously brash and always bustling—to stop and listen to their neighbors, they created a pop-up installation called the Listening Room that travels through the city to catalyze one-on-one conversations. It’s a portable safe space, with tables, chairs, two walls that provide a degree of intimacy, and two sides left open for a feeling of psychological safety.

At the center of the experience is a deck of Conversation Cards that encourage New Yorkers to share their stories and hear those of others. Simple prompts like “I believe the role of police is to _____,” and questions like “A cop stops you in your neighborhood. What do you do?” empower people to find common ground. Through straightforward but structured activities like these, many New Yorkers who enter the Listening Room expecting to disagree instead find themselves sharing stories and opinions in ways they never imagined.

Beyond face-to-face dialogue, the Listening Room also features a radio loaded with stories from different neighborhoods across the city’s five boroughs. By turning the dial, visitors can learn about encounters with policing culture from fellow New Yorkers, including two NYPD officers.

To turn talk into action, visitors are invited to send a postcard to the mayor. People choose the policy proposals most important to them—from, “Police shouldn’t be disciplining kids in school” to, “If police want to read our emails, they should have to get a warrant”—and add them to a pre-stamped postcard dropped into a special “ballot box.” The NYCLU delivered more than 2,000 of these cards to Mayor Bill de Blasio upon his reelection in late 2017.

IDEO and the NYCLU also led an interactive campaign event at the Brooklyn Academy of Music. Residents, students, philanthropists, and police were led through an exercise called Creative Tensions, positioning themselves around the room according to their views on everything from surveillance technology to school safety. Experts helped guide the conversation including Sheriff Jerry Clayton, director Liesl Tommy, and NYCLU organizer Brandon Holmes. The process allowed participants to see how fluid people’s positions can be.

Listening NYC has now reached thousands of New Yorkers at more than 35 locations. Schools, from a public middle school to the John Jay College of Criminal Justice, have requested visits from the Listening Room, and the installation’s modular design has inspired new incarnations on topics including student safety and discipline.

The NYCLU has sent Conversation Cards to celebrities, influencers, and every member of the New York City Council. Sending postcards to Mayor de Blasio and Conversation Cards to the city council led directly to passage of the Right to Know Act—legislation that incorporates some of the NYCLU’s proposals for police reform.

Today, the impact of Listening NYC has moved beyond city limits. The NYCLU’s Syracuse chapter is introducing the pop-up installation there, while in Boston, mayoral candidate Tito Jackson even promised a visit from the Listening Room if elected. To keep dialogue flowing, the ACLU plans to distribute Conversation Cards nationwide.

Fashion thrives on reinvention. Now, digital platforms and tools are reinventing fashion. E-commerce has reshaped the shopping experience and social media has democratized the once-exclusive industry.

Amidst this furious whirl of change, the fashion platform Zalando, founded in 2008, has become one of Europe’s fastest-growing tech companies. Headcount has ballooned to 15,000 and revenues grew 23 percent year over year. More than €1 out of every €100 spent on clothing in Europe is spent at Zalando.

In 2014, Zalando’s co-founder and CEO Robert Gentz approached IDEO to help think about the organization’s future in the face of increasing competition. Gentz realized that building design thinking capabilities across the company would allow Zalando to make systemic business shifts, like building better experiences for customers, and balancing operational excellence and execution with innovation.

So, he invited a team of IDEO designers and Zalando employees to create an innovation lab in its Berlin headquarters. They called it The Studio, and in the three years since its launch, it has helped the company build new products, experiences, and modes of working that are powering a digital transformation across Zalando and in the broader fashion world.

Finding purpose

Gentz came to IDEO with a simple request: “I want my daughter to be proud of the company I created.” With that directive, the first order of business was to home in on the organization’s new strategy—to shift from an e-tailer to a full-blown fashion platform—and resurface purpose. After a series of interviews and workshops across the company, a unifying intent emerged:

Zalando exists to reimagine fashion, for the good of all.

To share that message, the team designed a five-day Festival of Purpose at the company’s Berlin headquarters and satellite locations, coupled with a long-term plan to help leaders and their teams weave that sense of purpose into everything they do.

WATCH: Learn how Zalando used purpose to mobilize its community

Building Innovation Capacity

With a shared purpose to rally around, Zalando started to design and build at a clip. The Studio experimented and prototyped, launching products like Seen At, a mobile app that allows members to upload street style photos, and a digital tool called Collabary that connects online fashion influencers with brands. Projects are enabling cross-disciplinary teams to get into the practice of aligning around joint goals, making fast decisions, and building with agility.

But just as important as identifying growth opportunities for the company has been The Studio’s role as a hub. Zalando employees from across business units cycled into the Studio, teaching IDEOers about their business and the company’s culture, while IDEOers helped them master the design thinking process so they could lead future projects.

Studio graduates ensure that anything prototyped there is implemented, and integrate what they’ve learned into their day jobs. Their experience makes them design ambassadors who spread the practice of experimentation, prototyping, and storytelling across the organization.

WATCH: Learn how Zalando pioneered a new innovation studio

Teaching Leaders How to Scale Change

It’s one thing to start working differently in a small innovation lab, but how do you scale change across an organization and determine how it will affect each major business unit—product, technology, commercial, and logistics? IDEO interviewed Zalando employees to better understand how to embed what we called new Ways of Working (WoW), a method that combines design thinking with lean and agile approaches. WoW was then deployed by a centralized team that ran workshops and coaching sessions to help leaders adopt it, measure its impact through OKRs, KPIs, and NPSs, and help their teams understand the new processes.

Today, the Ways of Working method is being rolled out across the entire organization, reaching all 15,000 employees.

Together, the relationship between IDEO and Zalando and their multi-year project of change is spurring double-digit growth, and making good on the company’s vision of reimagining fashion, for the good of all.

WATCH: Learn how Zalando scaled new ways of working across their organization

IDEO helped position Shinho’s ingrained respect for food, family, and good health as a guiding principle for how the organization interacts with its employees and the wider world. The IDEO team integrated a new motto—“treat the world as family”—into every part of Shinho’s work, from sourcing and hiring to new ventures to the care employees take in handling each bottle of sauce destined for someone’s table.

To help transform Shinho’s internal culture, the IDEO team also crafted a narrative to communicate the company’s beliefs to new staff and outside partners. The team expressed Shinho’s foundational story through a published brand book and film, reimagined logo, and codified employee values.

“My proudest moment was when we brought the brand identity IDEO developed to life, and interpreted Shinho’s mission and vision through that lens in front of 2,000 employees at our annual meeting,” said Hanzhong Dong, Shinho's Head of Product, “It made me feel that even though we’re a group of ordinary people, we’re working on a great and meaningful thing."

Shinho’s heightened confidence and focus on supporting families has empowered the company to expand beyond soy sauce and snacks and explore new offers, from culinary training to sustainable farming to food experiences.

In July 2017, Shinho stepped onto the international stage as a tastemaker by participating in an event called Food Forward, hosted by the Michelin Guide and IDEO. Michelin-starred restaurants are synonymous with superb ingredients and service. Shinho crafts safe, organic, high-quality products that are staples for Chinese chefs, and the company shares the Michelin Guide’s aim to celebrate and expand the role of fine dining in China. IDEO brought all parties together with the shared goals of elevating China's culinary craft and culture, inspiring people around the future of food in China, and encouraging fruitful connections and partnerships.

IDEO and the Michelin Guide organized the day-long event, which included guest speakers, panel discussions, and tastings with four international, Michelin-starred restaurant chefs. Speakers and panelists discussed culinary education, inclusion, and the interplay between tradition and innovation in food. More than 200 people attended from across the food ecosystem: chefs, restaurateurs, journalists, investors, and educators. The event’s livestream garnered 30 million global views and 800,000 engagements.

Shinho’s products now reach 30 million families in 232 cities around the globe, driven by a cohesive mission and brand message. This kind of values-driven growth and hunger for new partnerships is setting the course for the future of food in China and throughout the region.

Despite the rapid growth of China's economy and increased access to a wider variety of food since the opening up, the market is saturated with unhealthy, processed snack foods. Consumers are increasingly seeking better-quality options, highlighting a significant gap in the food system.

30M families

purchase Shinho’s products

60 countries

around the globe offer Shinho products

Narvar, a software-as-a-service startup that provides a post-purchase engagement platform for retail clients, was scaling fast. The company had grown from 20 to 90 employees, and was well on its way to reaching 300 over the next two years. As the company grew, its leaders wanted to make sure it could sustain its vibrant, innovative culture. Narvar came to IDEO for help identifying and defining its values in a way that would would scale with the organization.

For the IDEO team, that meant articulating a system of values that supported existing behavior, reflected the company’s aspirations, and aided in evaluating new talent and development. The team started by interviewing key “culture carriers,” from the CEO to new hires, to learn what makes Narvar special. Based on this research, the team crafted a working set of values, then invited the entire company to share their feedback. In doing this work, IDEO was also able to surface organizational issues and tensions within the company for Narvar leaders to address.

Now, Narvar lives its values every day. Team members use them during candidate interviews, employees see them daily on company walls, and managers reinforce them during performance reviews. Every quarter, leadership gives out a Narvar values award to reinforce their importance. Through this project, Narvar was able to not only capture its core values, but also use them as an active ingredient in the company’s growth.

“We engaged IDEO to really understand the challenges we faced as an organization, and IDEO helped us define and articulate our culture and values. I can honestly say that all the growth and success we’ve achieved in the past two years—we couldn’t have done that without the foundation from IDEO,” said Narvar CEO and founder Amit Sharma.

When doubt creeps in, it's easy to continue with the process or the tool that we know best. But as designers, we have an opportunity to be a part of the conversation around how these new technologies will shape the world around us—and in order to do that, we have to know how they work.

IDEO designers often learn best by getting our hands dirty and making things, so we decided to invite the IDEO interaction design community to a two-day machine learning workshop to get our bearings. Our key question in building out the workshop was simple: How might we create a safe space to prototype, play with, and test new machine learning technologies?

The first day focused on inspiration, explanation, and experimentation. On the second day, we divided everyone up into teams and took a crack at using our new tools to get building. We discovered the value of bringing designers together to learn something new (and a little scary), but we also learned a lot about planning a workshop. Here are some principles that could help you next time you want to bring people together to dive into the unknown.

Have experts in the room

We invited Andreas Refsgaard and Gene Kogan, two artists and creative coders, who work specifically with machine learning. Gene even wrote a book that helps artists and designers start playing with the tools of the trade.

Andreas and Gene have been leading machine learning workshops for the past four years. They're experts at explaining complex tools to people of all technical backgrounds, and they were there to answer any questions that came up along the way.

Including experts makes people feel that the workshop is legit and ensures everyone gets the support they need to learn and build. If you're trying something brand new (like we were), reach out to an expert to get some tips and tricks to ensure your learning experience is successful. Without Andreas and Gene, our workshop couldn't have happened.

Be persistent

Once Andreas and Gene helped us put together our workshop content, we faced our biggest challenge: How do we convince a bunch of people to drop everything they're doing and attend a two-day workshop? 50+ emails and many rounds of confirmations later, we finally had more than 20 of our colleagues agree to make time for our session.

By the end of the day, the benefits of gathering in this way were clear: people had created full-on prototypes that could recognize disco moves or the difference between two friends. Setting aside the time to actually build, fail, and repeat was invaluable. We all have busy workdays, but making room for this kind of experimentation gave everyone a zing of new energy.

Turns out, if you bug people, they'll actually set aside the time and come to your workshop—and they'll probably have a good time, too. Use whatever communication channels you have to remind people: Slack, email, carrier pigeon, skywriting. When possible, share the agenda ahead of time. If folks know what they're going to get out of their time, they're more likely to RSVP yes.

Harness the power of collaborating within your community

The second day, we dove right back into building and quickly broke into our teams. As interaction designers, we’re often siloed—we’re usually the one interaction designer on a multidisciplinary team. But working on a team of other interaction designers has great benefits: You have a similar way of thinking and can bounce ideas off each other in unique ways.

There’s also something powerful about working on a creative project just for the sake of creating and learning. At IDEO, we often work on projects that have the potential to really impact people’s lives—in the worlds of healthcare, mobility, financial services. On the flipside, this workshop gave us the chance to make something truly weird and to not be afraid to fail in doing so.

Almost every project was full of funny glitches and nearly all of them were ridiculous—like a tug-of-war game where people had to meow and bark, and a game of ping pong controlled with your nose. Revolutionary stuff. This workshop gave us a break from our day jobs to work together and flex our craft-muscles in a way we don’t always get to.

The workshop structure sets the conditions for learning

By the end of the day, the eight teams created machine learning prototypes—but just a few days prior, many thought machine learning was totally out of their league. Without a thorough introduction to the topic and built-in time to get prototyping, it would have been hard to see these new skills come to fruition.

One participant said, “I had to step out of my current mind-box to realize that there are new possibilities I previously was not brainstorming.” Another said, “There were some really funny concepts that showed the power of simple programming combined with great ideas.”

There’s no way of sugarcoating it: Setting up a workshop is actually really hard, and a lot harder than we first thought. But once we got over our initial trepidation, we were able to give ourselves and our peers a unique chance to understand and play with a seemingly intimidating tool. Workshops are a framework that let us all show up as beginners. There’s comfort and power in this: We can ask questions, learn, and become stronger designers together.

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In our day-to-day work as designers, we stumble upon a lot of buzzwords: deep learning. Convolutional neural networks. Artificial intelligence. Staying up to date with new technologies is one thing, but understanding how to apply them is another. And personally, it's something the two of us are a little intimidated to tackle on our own.

When our team set out to build the first version of the social impact investment product Swell Investing, we decided to hack the Sprint process, IDEO style.

The Sprint method allowed the team to start prototyping quickly, collect immediate user feedback, and make small mistakes early. We conducted multiple design sprints in quick loops—folding the learning from week one into the structure of week two, and so on. We learned a lot in the process. Here are a few quick tips we picked up for running successful and energizing design sprints.

1. Anchor your sprint in a big question

Identify critical hypotheses to test. First, decide on the big question you want to answer. (Hint: This is the one that, when answered, will allow you to make the most progress.) For instance, during the Swell project, we asked: When it comes to social impact investing, are users more interested in returns or social impact?

Once you’ve got your big question, brainstorm and sketch different solutions, and then select two or three good ideas to prototype. Prototypes are something people can touch, test, or play around with. Putting different approaches in front of users in a single sitting is a great way to gauge interest in different product directions.

Tip: Limit the number of variables in your prototype, so you receive specific feedback on your big question. Designing a digital product? Start by designing landing pages that express each product offering, rather than the entire user flow. Testing two feature sets? Keep the branding the same and test different product features against one another.

2. Bridge the say-do gap

Use tricks that force users to make real—not hypothetical—decisions. The goal of any new product is to create something that people find valuable and are willing to pay for over other options in the market. But as designers, we know that often what consumers say they like is different from what they actually buy in the wild. One way we bridged this gap was by testing demand with potential Swell consumers: We gave them fake cash they could “invest” in one product or another. It was a great way to gauge whether the service had real value in the market.

Tip: Use the same currency exercise for all of your sprint prototypes, so that you can see how attitudes evolve with your design tweaks. For example, give each user $500 Monopoly dollars and see where they would invest their money. Designing a new shoe brand? Ask them which ones they’d buy, or if they’d prefer to spend the money on their tried-and-true Nikes. This exercise is about the conversation it provokes more than the payments themselves, so get curious!

3. Focus your features

Design for a light-touch, full-product experience. Ask yourself: What’s the smallest set of features you can design that will still solve users’ problems? Start with the simplest version of your product, get user feedback, and then add features. As your sprint loops continue, you can move from simple prototypes to robust product directions. With Swell, we focused on creating a hero page for each key interaction (landing page, sign up, and invest). This meant we were testing the functionality of the full product experience, just in a light-touch way.

Tip: Prioritize high-impact pages that people visit a lot, like the home page or sign-up flow. This way you’re getting the most detailed feedback on sticking points, without spending a ton of money building them.

4. Be scrappy: Build just enough to learn

Choose the format that best expresses the idea. It’s impressive to build a digital prototype in a week, but remember: You can learn a lot from paper prototypes! Make a conscious decision about the areas that you design in high fidelity (like screens) and places where a paper prototype will do the trick. Being scrappy will pay off in the end. We created a combination of digital and paper prototypes for Swell. Digital prototypes were reserved for value proposition and user flow testing, whereas paper prototypes were a great way to test new and emergent thinking.

Tip: Imagine that you’re designing a mobile-first experience. Designing for a phone instead of a computer will force the team to simplify messaging and features to their most minimal expression. This is something you can develop by putting a post-it sketch on top of your smartphone.

5. Keep the team energized

Use the Tabata training method of product design. Tabata training is a workout method that focuses on 20 seconds of intense work followed by 10 seconds of rest. This is a great metaphor for sprint prototyping: It’s intense, and that means that rest is just as important as the creative bursts. Make a point of managing team energy by having intentional down days. With Swell, we made sure to keep our energy up by working in cafes, getting breather spaces when we needed to focus, and even hitting up museums or exercise classes to stay healthy and inspired.

Tip: When you need a boost, take the project on the road. Try a day of cafe hopping where the team commits to sketching one feature at each stop. Sketching in new contexts and in focused bursts means you’ll have fun and be productive.

Special thanks to Kim Cullen for her contribution to the sprint prototyping process, and to the team at Swell Investing for going on this journey with us.

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Here at IDEO, it’s not uncommon to see dog-eared copies of Jake Knapp’s Sprint, a book that outlines the five-day process that Google Ventures uses to solve tough design problems. The books are stacked on desks, passed from designer to designer, and referenced in research planning discussions. Why? Because the Sprint process pushes you to think outside of the box, even at a creative place like IDEO. It helps you shift away from following your gut instinct and opinions; instead, it encourages you to let users guide your decision making. And it pushes you to move fast.

IDEO’s AI Ethics Cards are a tool to help guide an ethically responsible, culturally considerate, and humanistic approach to designing with data. The deck is made up of four core design principles and ten activities, all meant for use by teams working on the development of new, data-driven, smart products and services.

Today, data systems and algorithms can be deployed at unprecedented scale and speed—and unintended consequences will affect people with that same scale and speed. How can we always make sure we’re putting people first when designing large scale systems? Especially when those systems will change over time, even evolving without direct human supervision?

As you explore these questions and more, we hope these cards serve as a tool to help designers consider these challenges with a human-centered lens.

Download the AI Ethics Cards here, and read more about them here.

The team is on week five of their project. They’ve been conducting tons of human-centered interviews and broad design research, and they’re writing and re-writing what inspired and challenged them. The first few weeks were an exciting whirlwind as they generated hundreds of half-thoughts: vignettes, questions, and future possibilities to throw into what they called the “idea parking lot.”

But now, the team has tears in their eyes. They are frustrated and exhausted. Post-It notes cover the walls in disordered clusters, and many lie crumbled on the ground. A stack of flip-chart pages on the floor contain sketched Venn diagrams and pyramids, remnants of attempts to wrangle the insights into a framework. The team is on edge, pointing to the clock, aware of every minute left before the scheduled call with the client. They’re not quite sure what they have learned, and they don’t yet know what ideas they would recommend. And they’re looking to me for answers.

This is the phase of design that gets talked about least: synthesis. It is where designers shift from the openness of “beginner’s mind” to attempting to make sense of it all. Synthesis is when things feel most unclear and unsettled, where the pressure to make new meaning from our learnings feels most oppressive.

The team knows it’s not enough to categorize observations into obvious themes. To innovate, they need to put the pieces together in new and insightful ways. They need to find a fresh mental model. And they have to imagine how this model yields a product, service, experience, or system that reframes the world in a new and better reality.

As a leader, there are few things as challenging as seeing people on your team struggle. It feels easy to offer a fast answer or a framework from your previous experience, hoping to alleviate their anxiety. But, in the end, I knew that my quick conclusions were not going to get the team creating groundbreaking ideas, and it also wouldn’t help them develop their creative muscles.

I remembered what my best teachers have done to help me through this onerous step: acknowledge how hard this particular part of the work really is, ask them great questions, and show them my confidence that they will find their way through.

In other words, I had to lead like a Constructivist.

Constructivism teaches us how we learn

One of the most difficult courses I took in graduate school focused on theories of learning. My classmates and I struggled to understand heavy academic texts, but every week we were asked to create learning experiences for each other based on these theories. Despite complaining throughout the quarter, I now realize how much graduate school taught me.

In particular, I find myself constantly referencing the Constructivist theory of learning. Constructivism, it turns out, has a surprising relationship to the design process.

Back in the 1950s, the psychologist Jean Piaget observed children to understand how people learn. He concluded that, counter to popular belief, knowledge doesn’t exist in the world, and you don’t acquire it: Knowledge exists in our own minds, through our own active construction. No one really teaches you anything, Piaget claimed. Instead, he believed that we are natural learners, constantly processing the world in order to create our own understanding.

It’s easiest to think about this theory by considering how young children learn language. Let’s say you are driving through the countryside and see a cow. You point to it and say “cow.” As the child looks, she forms a picture in her head, something like, “Ok, a ‘cow’ is big animal with four legs, and is black and white.” Later, you point to another cow, this time one that is brown and small. What’s happening in the child’s mind? Her thought process might sound like, “Wait! That doesn’t match what I understand about a cow. I thought a cow was bigger. This has four legs, but it’s not black and white.”

In that moment, the child has a choice. She can ignore you, and her mental model will stay fixed. Or, she can reconsider her understanding of a cow. Maybe cows are also brown. Maybe cows can be big and small. Piaget chose the perfect word to describe this state of misalignment: Disequilibrium.

Disequilibrium happens when you begin to see things in the world that don’t make sense to you. The things you thought you knew—the things that helped you feel stable and clear—are now in question. And, woof. This state is hard. We crave equilibrium.

To understand more, I spoke with Beth Hennessey, professor of psychology at Wellesley College. Beth is a former elementary-school teacher and now studies motivation and creativity across cultures. “Whether someone is sitting down to write a scholarly paper or trying to solve a problem in the workplace, Piaget would tell us that the state of disequilibrium is a really uncomfortable place to be,” she says. “But we don’t give up, because we don’t like being in that stage of confusion. It’s hardwired in us to create new frameworks to accommodate the information we get about the world.”

In order to bring yourself back to a calm state of knowing, you have to generate a new “a-ha” inside your mind that reframes your old information with the new information. A mental model that, through the force of your imagination and intelligence, connects those dissonant dots into new meaning.

Learning isn’t about the consumption of new information. Learning is the process of using our innate abilities to construct—or create—new understandings of the world. Learning, by its very nature, is a creative act.

Our natural process of learning is well aligned with the creative process. Design research methods—finding inspiration from diverse sources, meeting people at the extremes, finding empathy for others’ experiences—provide structured activities to purposefully shake up your understanding of a problem and put you straight into that state of disequilibrium. The approach helps you seek information that surprises you, rather than reaffirming what you already know.

We crave equilibrium. So when all this input shakes up our understanding of the world, the only way through it is to create new meaning. Synthesis is our natural creative process, and once you start to put those pieces back together into new frameworks of understanding, that’s when the new ideas start to flow.

Learning to love disequilibrium

While it is obvious that a child naturally refines and recreates their mental models of the world, we often ignore the fact that we go through this same process as adults. It is even more challenging for us, however, as our mental models have become entrenched and intertwined with our identity. It’s no longer just about understanding the word “cow”: Now it’s about designing whole new offerings, experiences, and organizations that go against the convictions that have solidified in our minds. Putting ourselves into that vulnerable state of disequilibrium becomes riskier over time, especially if we are high-status leaders.

As I’ve dug back into the Constructivist learning research, I’ve been thinking about what I am taking away from this investigation.

To begin, it takes a lot of effort to create new mental models, but we leave little room for the cognitive load of innovation, what with our endless news feeds and unrelenting inboxes. For example, while I constantly think about the time required to tick off my to-do list, I rarely evaluate how much emotional energy is required to take my work to new creative heights. I realized that I am misspending my energy. How might I more clearly recognize the areas where I’m committed to developing new solutions? How might I make space for myself to be in the challenging state of disequilibrium? How might I pace ambitions so that I’m not disrupted by too many things at once?

Hennessey doesn’t offer much comfort here. “Being in that state of disequilibrium is hard work,” she says. “If a lot of different aspects of your life are in a messy place, you’re going to struggle, because so much energy is going to need to be expended. Getting out of this state is not just cognitive demand, it’s also affective: It’s emotional.”

Recently, I found myself sitting in an important meeting, feeling frustrated and wanting to point out what was wrong. I was starting to make fast decisions and putting pressure on my team to do the same.

Then I realized that I was in disequilibrium. I was feeling stretched, insecure, and like my mental models were insufficient. I was pushing for things to make sense. So instead of getting angry, I admitted my feelings of discomfort, and asked my colleagues to help me find my way through the ambiguity. And we did.

Somehow, just knowing that you’re in that state of disequilibrium makes it feel less stressful. We can become conscious of the signals of our mental states, and we can turn them into positive feedback. For me, the signs seem to be frustration and impatience. Now, when I feel those bubbling up, I smile and realize I’m just in that pesky state of disequilibrium, and that I can be patient with myself and realize that a new state of knowing is on the other side.

Permission to struggle

It’s no wonder that my design team was in tears as they worked through the synthesis stage of their project. Their minds, hearts, and emotions were all engaged in the difficult question they were answering, and they were a vulnerable mess. They felt the pressure of time, the pressure of the cause, and the pressure of not knowing the answers yet.

As a leader, I was challenged, too. I wanted to find quick answers, be ready for the client, cut through the confusion, and get on with it. But if I had filled in the blanks for the team or pushed them to get it done fast, we wouldn’t have gotten to the depth of the design solutions that the team found over the following days and weeks. In fact, toward the end of this effort, our client who had been working in the field for 25 years said, “I’ve been working with these guys for my entire career, and I want to thank you for helping me understand them better.”

So how does this Constructivist learning theory help us support creative teams? What if, as creative leaders, we saw ourselves as great Constructivist teachers instead of orienting around our knowledge and expertise? How would Piaget’s theories change our behavior?

As good Constructivist teachers, we need to give people the permission to struggle. As Hennessy says, “Whether you’re a teacher or a manager, you need to make it explicit that you understand that innovation and creativity is hard work, that people will hit that state of disequilibrium, that people will hit dead ends, and that that is valued. The best thing a teacher can do is model their own struggles.”

Just like classroom teachers, leaders face pressure to accomplish a set of outcomes within a particular timeframe and often, unintentionally, send signals to their teams that their time messing about in search of a new mental model isn’t valid. This urgency may trigger teams to cut short those deeper, more difficult stages of creative work, leading to shallow solutions.

IDEO's “mood meter.”

Years ago, IDEO developed a tool called the “Mood Meter” to help prepare newcomers for design projects. It’s a graphic that shows the journey of the design process with various levels of joy and anxiety charted on it. The idea was to provide reassurance that, although there would be some struggles, the project would end happily.

I was personally not a fan of this tool because I found it unfair to tell people how they would feel before they actually felt it. And yet, it was always right. During the research phase, people were elated, and during prototyping, too. Making stuff was always fun. But during synthesis, the phase devoted to making meaning, that line on the graph would drop to its lowest point. And that’s when you need time to sit in the struggle.

There is a belief out there that designers are constantly optimistic and confident, but that hasn’t been my experience. Creativity isn’t all about fun. Acknowledging that allows us to design better environments and processes that support the profound vulnerability necessary to develop creative solutions.

After more than a decade of leading creative teams, I believe that some of the best work comes from some of these hardest times. Confusion, self-doubt, existential searching, getting lost, and then finding your way out of that state of disequilibrium—these are the essential experiences for the emergence of creativity.

Header illustration by Timo Kuilder. This piece was originally published in Quartz.

It’s a Wednesday morning in the IDEO San Francisco studio. Bright sunshine reflects off the Bay and through the floor-to-ceiling windows. But in the project space, the mood is darker.

I help organizations cut through complexity by shaping how they show up, through brand strategy, identity, and storytelling.

Working at the intersection of brand and business, I bring an editorial eye and a bias toward making—turning ideas into tangible experiences that people can understand, trust, and believe in.

My work spans government, healthcare, financial services, media, and consumer goods, from launching Gen Z-focused ventures to building innovation labs and reimagining legacy brands. I relish moments of ambiguity and enjoy translating across teams, perspectives, and priorities to move ideas forward.

I started my career in editorial and digital design, shaping cross-platform experiences and identity systems in publishing and agency environments. That foundation still shapes how I work today: I’m detail-oriented, collaborative, and overreliant on the Oxford comma. I hold a BFA in Visual Communication from the School of the Art Institute of Chicago.

For 25 years, I've asked the same question: Who does this design exclude—and what are we going to do about it?

My work spans human-centered strategy, inclusive design, and qualitative research, with clients ranging from Microsoft, Google, and Verizon to the National Science Foundation, and San Francisco Unified School District.

Before IDEO, I taught elementary school in East Palo Alto and spent a decade doing design work with social service organizations—where I learned firsthand what it costs people when systems are built without them in mind.

I am currently writing User Error, a nonfiction book about digital access and the design decisions behind it. I live in Oakland, California.

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My expertise spans brand, communication, and product design across tech, education, the arts, and social impact.

I believe great work demands both high-level vision and obsessive attention to detail, and only happens through collaboration.

I bring an inclusive, hands-on approach and a deep understanding of business, which enables me to consistently deliver excellence while always asking why.

Before joining IDEO, I worked at the brand firms Pentagram and VSA Partners. I began my career as a designer, leading teams at the School of the Art Institute of Chicago and the Milwaukee Art Museum. I hold an MFA in graphic design from Maryland Institute College of Art and a BFA in communication design from the Milwaukee Institute of Art & Design, and have taught at some of the best design schools in the US.

I am responsible for IDEO’s long-term success in China and working with clients to use design as a tool to enable growth. Specifically, I have helped Chinese companies design holistic brand solutions through the development of their products, communication, services, and innovation teams, and I have helped multinationals expand their presence and influence in China.

I advise global leaders on developing China-led innovation and capabilities.

In over 15 years in IDEO Shanghai, I have worked on projects that use design to elevate the quality of the experience of healthcare products and services, streamline processes that increase productivity, create spaces and programs that promote and enable inclusive communities, and build next generation mobility solutions that are planet-positive.

Before joining IDEO, I worked at Philips Electronics and the Electrolux Group in Italy, the Netherlands, and Singapore on a number of breakthrough commercial products. I am a member of the Young President Organization in Shanghai.

Most AI products today are built for work—a space with clear problems and established systems. One founder noticed a gap: personal life is messier, harder to systematize, and mostly left behind by the AI boom. So she built Cue, a personal AI that lives inside iMessage and group chats, to go where the other tools haven't.

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In this episode, Becca Carroll, IDEO's Chief Strategy Officer, talks with Sida Li, co-founder and CEO of Shared Context Lab, about staying anchored to a human need while the technology around her keeps changing shape, why she treats her business model with the same rigor she'd bring to a product, and what it feels like to build a company at this particular, disorienting moment in AI.

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The conversation also gets into how Sida makes design decisions: the language Cue uses to describe itself, the tradeoffs behind building inside iMessage instead of a new app, and a real story about a business idea that didn’t pan out.

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This is the second in a two-part series profiling founders from IDEO's Startups-in-Residence program. The first conversation is with Johannes Seemann, founder of Sooner, on designing GenAI for the emotional side of money.

Most personal financial tools are built to run the numbers and optimize towards a budget. While that works for some, most people experience money as a lived relationship that does not neatly fit into a spreadsheet. Johannes Seemann and Becca Carroll discuss why money is emotional before it is mathematical, and what a human-centered approach to building a generative AI financial product looks like in practice.

Mina Seetharaman talks with Scott Shigeoka, author of Seek and Head of Curiosity Cultivation at the Eames Institute, about what distinguishes genuinely curious leadership from performative curiosity, how power dynamics shape curiosity, and why practicing curiosity can restore energy rather than drain it.

Mina Seetharaman talks with David Epstein, author of Inside the Box and Range, about why total freedom often produces average work, how leaders can design useful limits on purpose, and what organizations such as General Magic and Pixar reveal about the relationship between boundaries and creativity.