Design for Sustainability Transitions in practice

Reflections from the field through two case studies in organizations

Abstract

Design for Sustainability Transitions (DfST) is a relatively recent design approach gaining traction to support systems innovation. However, this remains an high-level approach, and there is limited experience in translating elements such as visions into concrete outputs (e.g., products or services). Furthermore, designers and researchers only have access to theoretical knowledge to translate frameworks and processes into specific contexts. For this reason, the article aims to bridge the gap between theory and practice by identifying the variables that influence a transition project and reinterpreting the DfST process. The research adopts an exploratory and inductive approach, based on Grounded Theory. It uses qualitative data collected through two longitudinal case studies, analysed through Reflection on Action and Open Coding. The results highlight two macro-categories of factors (Contextual and Human) that act at different levels and during all process stages, influencing strategic and operational choices and outcomes. The results emphasise the importance of interpreting the process with flexibility to interpret and contextualise the theoretical frameworks present in the literature. Indeed, the factors emerged change the importance of each stage and the methods and tools adopted.