Problem Statement: Volunteer-run organizations struggle to attract and retain new volunteers willing to take on positions ensuring the continued mission and functioning of the group, as long-term volunteers resign or burn out.

Volunteer organizations across the country are a key part of creating vibrant, healthy and engaged communities. These organizations provide recreational opportunities, support and encourage the arts, provide educational services and build community engagement. I have personal experience with numerous volunteer-led and -run organizations, where a very small and dedicated group of people strives to provide the best for their members, users and community. Often, this group of volunteers is aging and burning out from their many years and hours of service; however, they face an ongoing challenge of recruiting new people into leadership roles in their organization. This is not a new phenomenon, and as lives become busier, work takes higher priority, and time feels scarcer, it seems increasingly difficult to find people willing to volunteer in longer-term or more demanding roles.

In her 1991 article Episodic Volunteering, author Nancy McDuff discusses how 79% of potential volunteers are seeking only short-term or smaller volunteer roles. As a result, she created a guide to help organizations identify the types of volunteers they need and plan for a short-term volunteering program. McDuff notes that the time commitment required of regular volunteers no longer makes sense in today’s context, as long-term volunteer roles are typically filled by middle-aged women who are now more engaged in paid work than in previous decades and whose free time has melted away. A strong analysis of an organization’s volunteer needs might identify tasks better suited to short-term volunteers and take some pressure off the long-term volunteers.

In more recent publications, volunteer recruitment is identified as a major issue for volunteer organizations, charities and non-profits, with 4 in 10 reporting a shortage of volunteers. The main reasons cited for these ongoing recruitment issues are not enough time and a lack of interest. Coupled with recruitment issues are retention issues. This blog tackles the problem and seeks possible solutions by asking How Might We questions, empathy mapping and journey mapping. This work provides a jumping-off point for others interested in tackling this issue. Now let’s move forward and see if we can more clearly define the opportunities that may be available with a series of “How Might We” questions.

1st HMW: How might we help volunteer organizations recruit new volunteers to fill roles critical to the success of the organization?

The above question focuses on recruiting new volunteers not already associated with the organization. In my experience, the dedicated volunteers already within the organization are filling several roles and are either unwilling or unable to take on anything new. There are numerous articles found online that provide ideas and solutions for performing just this task. Suggestions include redefining the job description, using a team volunteering approach, breaking the volunteer role into smaller pieces and using multiple strategies to advertise the roles you seek to fill.

My thoughts float back to the question: If there are solutions out there, why are organizations still struggling to recruit volunteers? What opportunities can be found from this question and line of thinking? Perhaps organizations need guidance in creating job descriptions, including breaking positions down into smaller pieces. Maybe a centralized database where organizations can access media outlets for advertising positions at a reasonable rate. Ready-made templates or step-by-step procedures to follow for analyzing job descriptions could also be helpful tools. Still, in my experience, we have tried these approaches and have still not improved our volunteer circumstances. What other opportunities might we explore?

2nd HMW: How might we leverage ideas used in recruiting short-term volunteers to move them into longer-term leadership roles within the organization?

This opportunity would take advantage of people already interested in the organization and the services and programs it provides. This is akin to an easing-in process where volunteers would experience “bite-sized” pieces of the responsibilities, get to know other volunteers and then be more open to longer-term or more executive-based roles. This type of approach may lead to opportunities to work with the short-term volunteers to ask them what supports they would need to take on a bigger or larger role. Perhaps this would lead to discovering common needs that could be used to attract other volunteers to the organization through building a network of volunteers who then might ask others to join.

Considerations that arise for me to drive success through short-term volunteers would be a need for someone in the organization to coordinate the volunteers and be the cheerleader for the organization to sell the opportunities available. This might require the development of training programs, recognition programs, and mentorships. Is this something the organization has time or resources to do? What other considerations come to light with further analysis? Before this approach can be pursued in more depth, we must first attract people into the organization, which leads to my third how might we question.

3rd HMW: How might we generate interest in our organization so community members will want to join us in our mission?

Can long-term volunteers be found by creating buzz around our organization? What type of approach would we need? Do we want to highlight the organization or focus on a volunteer engagement strategy?

If I assume that better engagement with volunteers is an approach worth taking, a strategy could be developed around the 8 core elements for a volunteer engagement strategy suggested by Moore, How To Create A Volunteer Engagement Strategy that Actually Works 2025.

This approach requires an understanding of the organization, the volunteer roles, the mission of the organization and an understanding of what resources are available to support the development of this strategy. Opportunity exists to explore many options in this area.

Or perhaps a media blitz might help in our journey. What would this approach entail? Is the organization equipped for this task? Perhaps there is opportunity to create a central database where organizations can post volunteer opportunities and highlight the benefits of joining in on their organizations mission. This approach leads me to more potential opportunities such as partnering with similar organizations to share roles, creating an online hub where volunteers looking for opportunities can be matched with organizations needing help, or connecting organizations to free media resources. All ideas are worth investigating further.

4th HMW: How might we adapt our volunteer needs so time commitments are more flexible and less rigid?

This how might we question popped into my mind as I consider the time constraints often faced by potential volunteers. My observations through my experience in volunteer-led organizations suggest that everyone seems to live busier lives with less free time to commit to extracurricular activities. Through the pandemic, we all learned to collaborate better online and picked up skills, allowing projects to be completed without the need to be in the same space. Instead, virtual spaces were found useful. Perhaps this flexibility could help more people be more available at times convenient to them. Could this also be leveraged to develop more time-efficient ways to conduct meetings and come to conclusions? Perhaps. What other ways might be discovered to be more flexible and less rigid?

5th HMW: How might we engage the community to discover what would encourage them to volunteer with us?

What do the volunteers want from the organization? We know that people will volunteer to help causes they relate to or have personal experience with. Might there be a way to better explore how we can serve the community, thereby igniting that passion and excitement to join the group? This may look like a community survey, an open house or some good old-fashioned doorknocking. Wherever it leads, the goal would be to create excitement and interest and drive curiosity about how they can help.

Empathy Mapping:

Creating an empathy map based on my direct experience demonstrates the links between the issues talked about, the issues thought about and the feelings as a result of those issues. The action items to be taken are not as abundant as the thoughts, feelings and statements. The empathy map suggests following some of the processes or ideas generated by the How We Might approach to problem definition could aid in increasing creative solutions. Getting buy-in, finding time to create and develop ideas and getting everyone pulling in the same direction could still get in the way of progress. This is another problem to tackle. Empathy mapping definitely brings to light items to consider while working through ideations and prototypes.

Journey Mapping:

I believe there are really two journey maps that would be of value in this circumstance. A thorough understanding of where the current volunteer board members would like to get and a similar understanding of what potential volunteers would expect and appreciate is needed. By comparing these two experiences we might identify common pain points or common needs that could lead to new ideations and new creative solutions. Creating this level of detail is better suited to a team effort where more input leads to more information and widens everyone’s thinking.

Concluding Remarks:

The process to finding creative ideas for increasing volunteer participation in an organization is not as simple as throwing ideas into the ether and seeing what sticks. For a true solution it is valuable to follow the processes in design thinking to truly identify the root of the issue and then look forward to branching out and flourishing under a canopy of new ideas.

References:

McDuff, N. (n.d.). Episodic Volunteering: Building the Short-Term Volunteer Program. https://ellisarchive.org/sites/default/files/2019-10/Document_20191005_0003_0.pdf

Whitehead, H. (2024, May 30). Civil Society. https://www.civilsociety.co.uk/news/perennial-challenges-reported-as-most-charities-still-struggle-to-recruit-volunteers.html

Whitehead, H. (2024, May 30). Civil Society. https://www.civilsociety.co.uk/news/perennial-challenges-reported-as-most-charities-still-struggle-to-recruit-volunteers.html

McCurley, S. (2020). Recruiting Volunteers for Difficult Positions. Ellis Archive. https://ellisarchive.org/sites/default/files/2019-10/Document_20191005_0003_0.pdf

NonProfit Learning Lab. (2026, January 16). How to Recruit & Retain Volunteers for Long-Term Impact. NonProfit Learning Lab. https://www.nonprofitlearninglab.org/post/how-to-recruit-retain-volunteers-for-long-term-impact

Moore, M. (2025, May 12). How To Create A Volunteer Engagement Strategy that Actually Works. Wild Apricot . https://www.wildapricot.com/blog/volunteer-engagement

Gibbons, S. (2018, December 9). Journey Mapping 101. NN/Group. https://www.nngroup.com/articles/journey-mapping-101/

The Struggle to Attract and Retain New Long Term Volunteers was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

INTRODUCTION

In recent years, Canadians have started to dramatically feel the pinch of the increasing cost of living. Despite inflation rates starting to decrease from their peak in 2022 (Wang, 2024), the costs for essentials have continued to rise. Historically, the increase in the cost of living has mostly impacted lower-income individuals the most. However, today 45% of all Canadians are struggling with day-to-day expenses (Statistics Canada, 2024). This means almost half the population is living paycheque to paycheque, having to make difficult choices when it comes to putting food on the table, unable to secure stable housing, and are certainly unable to put money into savings to get ahead.

There are many issues that are driving this decline in Canada’s quality of life, mostly related to income vs outcome. Wages have not steadied out with the inflation rate, meaning that even if individuals were paid more, they still would not have more buying power (Janzen, 2024). Housing is a rising cost, either for renters or home-buyers. Young adults are unable to afford down deposits, being forced to stay with family or in rentals, or being forced to the streets entirely. Food prices are also increasing, with groceries becoming a high household expense. In the last year alone, food prices increased 3.8%, and the cost of shelter rose 3.4% (Statistics Canada, 2025).

Taken together, Canada’s overall quality of life is declining. Being continually stressed about making ends meet means people are unhappier, they cannot afford recreation or socialization, and causes harm to both mental and physical health. There are concerns about making it through the week, and therefore the further future is dismal, with Canadians feeling hopeless. We will use design thinking to work through and find a solution to this problem — Canadians are being negatively impacted by the increasing cost of living.

REFRAME THE PROBLEM

In recent years, the rising costs of living in Canada have emerged as a significant issue affecting individuals, families, and the broader socio-economic environment. This phenomenon refers to the increasing expenses associated with basic necessities, such as housing, food, transportation, and healthcare, which directly impact individuals’ financial well-being and quality of life. The stakeholders in this context are diverse, encompassing low-income families, seniors, students, and small business owners who are disproportionately impacted by escalating costs.

The rising costs of living can be attributed to several factors, including rapid urbanization, income disparity, and limited affordable housing. As a result, individuals and families are confronted with mounting financial pressure and reduced purchasing power, which can exacerbate socioeconomic inequalities. Moreover, this issue poses considerable challenges to Canadians’ physical and mental well-being, as individuals struggle to make ends meet while trying to access essential services and resources. (Statistics Canada, Aug 2024).

In particular, low-income families and marginalized communities face heightened barriers to affordable housing, healthcare, and educational opportunities. As prices continue to rise, these groups are increasingly vulnerable to economic instability, food insecurity, and social isolation. Additionally, the situation burdens students with mounting debt and pressures, as the costs of tuition and living expenses escalate. Our group used the WH questions tool to dive deeper into the user’s needs, the context of the problem and achieve the empathy phase of reframing the problem.

This approach can help our team better understand the issue and lay the groundwork for identifying potential solutions.

The impact of the rising costs of living extends beyond individual well-being, affecting broader economic indicators, such as inflation, consumer spending, and national productivity. Consequently, policymakers, community organizations, and businesses must prioritize addressing this challenge through targeted interventions and sustainable solutions that promote affordable living and alleviate the financial strain on individuals and families across Canada. By taking a design thinking approach to understand the multifaceted nature of this issue and its implications, we can generate innovative strategies to ensure the long-term economic stability and well-being of all Canadians.

In order to evaluate the implications of this issue and better reframe it, The CAN do its came up with a list of HMW “How Might We” questions:

• HMW help Canadians access affordable housing without compromising on safety and quality?
• HMW ensure that essential goods and services remain accessible and affordable for all Canadians?
• HMW promote sustainable financial practices and encourage responsible borrowing to mitigate the effects of rising costs?
• HMW reduce the impact of increasing transportation costs on Canadians’ daily lives?
• HMW increase access to affordable, high-quality education and job training to help Canadians adapt to the changing job market and cope with rising costs?
• HMW support low-income families and individuals in managing the financial strain of rising costs?
• HMW advocate for policies and initiatives that address the root causes of the rising costs of living, such as limited housing supply or wage stagnation?
• HMW help Canadians access affordable housing without compromising on safety and quality?
• HMW ensure that essential goods and services remain accessible and affordable for all Canadians?
• HMW promote sustainable financial practices and encourage responsible borrowing to mitigate the effects of rising costs?

HUMAN CENTRED DESIGN

With almost 50% of the population being impacted by this issue, there are many different personalities to empathise with and design for. Pictured above is a selection of those who may be most impacted: students, individuals with families, and lower-income individuals. Outlined for each are examples of their situations and context, goals and motivations, fears and frustrations, and tasks and tactics.

Although each will have different environments, there are some places each will have in common. For example, grocery stores. Everyone needs to eat, and so each demographic can be found in a grocery store at some point. Among everyone, the sentiment is clear — the dollar does not stretch as far anymore. Weekly family shops feel like they’re almost doubling, and it’s hard to justify the cost of things such as laundry detergent. The increasing food costs are also affecting restaurants as their costs are going up, and therefore meal prices are being increased. Restaurants increasing their prices can result in less people dining in, causing another hit to their profits. Even fast food chains are feeling this pinch. Do you feel like McDonald’s is no longer a cheap cheat meal? We do, and it’s not. Reports show that their rising prices are causing significantly fewer people to stop by (Durbin, 2025).

Another issue that affects everybody is shelter, as we all need a place to live. There are safe haven institutes already in place, such as homeless shelters, but they offer little privacy and security, and are often short-term. People looking to invest in a home, or start a family, are currently priced out of the market. Even with dual incomes, down payments, mortgage payments, and interest rates are high. Renting comes with the same concerns, with a large percentage of pay cheques going towards rent and the rest towards necessities, allowing little to no saving.

A couple of alternatives are being brought about, such as acceptance of trailer parks/ mobile homes, or tiny houses. However, these can also have a high cost up front or monthly, especially taking into account utilities. They also tend to be smaller, therefore not ideal for families or those looking to grow one. A solution to our problem needs to be inclusive of all Canadians, and while these may be an option for some, it does not resolve it for most.

IDEATION

We did a brainstorming exercise for 10 minutes, where each one of us put as many random ideas and suggestions for our problem resolution down as possible. We tried to be creative, thinking outside the box, and not limiting ourselves with external factors that could cause our solution to fail.

We came up with the following:

• Community support: Build more shelters, more food banks, and look to places like The Mustard Seed
• Access to food and product coupons in large shopping areas (Costco, Walmart, Co-Op)
• Reduce energy consumption in the household: Recycle water, home insulation, and solar panels
• More government assistance for low-income families in housing
• Students explore side hustles and join start ups to generate income
• Financial health gamified toolbox
• Community “pantry boxes”
• Pay what you can auctions
• Universal mobility passes
• Paycheque smoothing app
• Bartering/ skill swapping
• Limited ingredient meal kits
• Price caps on essential goods (fruit and veg)
• Free solar panel installs
• Low-income, low cost, trailer parks
• Volunteer-led community programming: Babysitting, community growth and support
• Allocated city land for greenhouses/ gardens
• Increase building in remote areas and incentivize to move

Once our 10 minutes were up, we shared our ideas and discussed the feasibility of each, as well as how they connected to our main problem. While we recognized many ideas were great and would certainly help Canadians, we decided to prototype one that had the most impact. We shortlisted our solutions to those that were food related, and had the least reliance on government funding, which led us to limited ingredient meal kits.

PROTOTYPING

After considering the many creative ideas generated during the ideation stage, narrowing down the options to a single concept for prototyping proved to be a thoughtful challenge. In the end, we selected the limited ingredient meal kits, recognizing their potential to make healthy cooking accessible and convenient for a wide range of users. This approach not only addresses time, budget, and resource constraints, but also encourages experimentation and confidence in the kitchen. By focusing on simplicity, affordability, and ease of use, we aim to empower individuals to prepare nourishing meals without breaking the bank.

Prototype Design: Limited Ingredient Meal Kits

Overview: The solution is a low-cost, shelf-stable food kit designed for individuals with limited time, income, or kitchen resources. The kit includes pre-measured ingredients and a simple step-by-step recipe for preparing a healthy, satisfying meal with minimal prep and cleanup. Boxes include a QR code with a short video tutorial and an email address where people can send in their feedback.

How We’ll Test the Prototype

Audience / Testers: Our testers will be everyday shoppers and community members we meet at local farmers markets and food events, individuals directly impacted by rising food costs and seeking affordable, healthy meal options. This audience includes students, families, and working adults, many of whom face financial pressures but still wish to prepare nutritious meals at home. By engaging in a variety of different environments, we aim to gather genuine feedback on how well the meal kit serves its goal: making wholesome, budget-friendly meals more accessible and empowering people to eat well even as the cost-of-living increases.

Test Setting: Testing will take place during live demonstrations at community food events, where potential customers can see the food kit in action. We will prepare and sample the meal on-site while explaining its price point, ingredients, and simplicity. For those who want to try it at home, each box will feature a QR code linked to a brief instructional video and a short follow-up survey. To make things even easier, the recipe will be printed right on the box, and a dedicated email address will be provided so users can send feedback, share their experience, or suggest improvements.

Questions We’ll Ask: To understand how well our meal kit supports people seeking healthy, tasty meals on a budget, especially given the rising cost of living, we’ll pose questions such as:

- Does this meal kit make it easier for you to eat well without overspending?

- How does the price of this kit fit into your weekly food budget?

- Did the ingredients, instructions, and flavour meet your expectations for affordable, healthy cooking?

- Who in your life do you think would benefit from this kind of budget-friendly meal solution?

What we want to learn: Our aim with these questions is to uncover how effectively the meal kit enables budget-conscious shoppers to enjoy nutritious, flavourful meals. We want to understand if the kit helps people eat better without stretching their finances, how its price aligns with their typical food spending, and whether the ingredients, recipe, and taste deliver on the promise of affordable, healthy cooking. These inquiries are designed to gauge the kit’s real-world utility and its role in making enjoyable home cooking more attainable for everyone.

CONCLUSION

Our group the CAN Do Its has been exploring the issue of rising living costs in Canada through a design thinking approach. We’ve been focusing on how this growing financial pressure is affecting nearly 45% of Canadians, leaving many struggling to cover everyday expenses. Despite a decline in inflation rates since 2022, the cost of essential items such as housing and food continues to rise, and wages have failed to keep up. This has created significant financial strain, especially for lower-income individuals, young adults, and marginalized communities, preventing them from saving, securing stable housing, or even affording basic necessities.

The impact of these rising costs is not limited to individuals; it has a ripple effect on broader social and economic systems, including education, healthcare, and overall productivity. The situation is further complicated by issues like urbanization, income inequality, and a lack of affordable housing. As a result, many Canadians are facing increased stress, food insecurity, and social isolation.

Through our design thinking approach, we aimed to better understand the specific challenges faced by various groups such as low-income families, students, and marginalized individuals. By using empathy-driven methods, we identified several key areas to focus on, including ensuring affordable housing, reducing transportation costs, promoting responsible financial practices, and advocating for policies to tackle the root causes of rising costs.

As part of our prototyping phase, we explored solutions centered on budgeting tools and food support initiatives to help low-income families manage their finances more effectively and address financial illiteracy. Our ultimate goal is to create sustainable solutions that can alleviate the financial burden on those most affected by the rising cost of living.

REFERENCES

Durbin, D. (2025, May 1). McDonald’s says sales keep falling as diners hit by high prices. Global News. https://globalnews.ca/news/11158906/mcdonalds-sales-falling-high-prices/

Hans, K. (n.d.). Design Thinking. Modules 2, 3, 4 & 5. Identifying the Problem, Human Centred Design, Ideation and Prototyping

Janzen, N. (2024, February 28). Proof point: Weak productivity is threatening Canada’s post-pandemic wage growth. RBC. https://www.rbc.com/en/thought-leadership/economics/featured-insights/weak-productivity-is-threatening-canadas-post-pandemic-wage-growth/

Koutstall, W., (2016, April 2). Our Innovating Minds. Unveiling an Underappreciated Key to Creativity: Using detail stepping to power new insights. Psychology Today. https://www.psychologytoday.com/blog/our-innovating-minds/201604/unveiling-underappreciated-key-creativity

Koutstall, W., (2015, December 2). Inside Creativity: Charting innovation as it happens. Psychology Today.https://www.psychologytoday.com/blog/our-innovating-minds/201512/inside-creativity

Mural. (n.d). Personas template. Retrieved from https://www.mural.co/templates/personas

Statistics Canada. (2024, August 15). Nearly half of Canadians report that rising prices are greatly impacting their ability to meet day-to-day expenses. https://www150.statcan.gc.ca/n1/daily-quotidien/240815/dq240815b-eng.htm

Statistics Canada. (2025, May 20). Consumer Price Index. Statistics Canada.https://www150.statcan.gc.ca/n1/daily-quotidien/250520/dq250520a-eng.htm?indid=3665-2&indgeo=0

Wang, W. (2024, May 22). High Inflation in 2022 in Canada: Demand–pull or supply–push? Statistics Canada. https://www150.statcan.gc.ca/n1/pub/36-28-0001/2024005/article/00005-eng.htm

APPENDICES

Canadians are Being Negatively Impacted by The Increasing Cost of Living was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

Pictured above are some of my favourite people. We come from all over the world, with a variety of life experiences, hobbies, careers, and attributes. However, one thing joins us together above all else — our love for our sport. We all have passion, drive, and grit, yet in today’s society we also exist against the odds. To quote Moawad: “Women are still discriminated against, undervalued and underpaid in many areas of sport” (2019, p. 28). There is progress being made, with the likes of Caitlin Clark making a name for herself and inspiring young girls. However, we have seen this before with Billie Jean King — so how do we use this momentum and ensure long-term change?

IDENTIFY THE PROBLEM

The situation:

There is still gender inequality in sports, with women being put at a disadvantage. There are many factors that play a part in this, including:

• Pay gaps. Adelphi University compiled data showing that, depending on the sport, men make 15–100% more than their female counterparts (2023). This pay gap can come in many forms, including salary, prize money offered, and sponsorship deals. Making less money naturally means female athletes may need to supplement their incomes by taking on second jobs, which therefore decreases the time they have to train, setting them again at a disadvantage.
• Air time/ representation. As male sports already have the top spots on sports broadcasting channels, women have to either fight hard to have their games aired. This is again a way to increase sponsorship opportunities, as companies won’t fund something that won’t be seen. Air time would also increase the chances of women seeing themselves on screen, which could grow a fanbase, leading to more women in sport.
• Social expectations and sexism. We’ve all heard them — “you throw like a girl” or “women are just weaker than men” or even “women only belong in the kitchen.” More and more women are proving this simply is not true, however there are still some lingering stereotypes. Only by proving the opposite time and time again will these stereotypes fade, and women will be viewed as equal in the sporting communities.
• Fewer resources. As with air time, most resources are already built for and around men. Money has already been invested in men, with little, if any, available for women. Asbeck (2025) sums it up best by saying women “may have less advanced equipment, fewer medical and support staff, and inadequate practice spaces.” There are also potentially additional resources that women need, such as a room for breast-feeding. This would be easy to incorporate into a large locker room, yet this was not considered as men have always been the focus.
• Sexual harassment or violence. Women in general experience more sexual misconduct than men. This is no different in sports, especially when coaches or trainers for female teams are males. Young athletes are still vulnerable, and therefore could be taken advantage of. There is also the taboo of discussing these instances, with speaking out potentially ending someone’s career. As well, the fans can be crass in making comments about athletes bodies, rather than focusing on the sport and skill.

Who is involved?

In a sense, everyone is involved. There are young girls who need a role model, that may deal with bullying in school for liking sports. Any woman who wants to be an athlete, who knows there are barriers and has to decide if it’s worth it. Top level female athletes who still have to continue to push for their voices to be heard. The coaches, therapists, and trainers — male or female — that show up every day and fight against the odds. The media and sponsors, who need to decide if they go with the flow or promote an underrepresented group. Along with all of these are the families. Even if you’re a man with no real stake in the game, you may know a daughter, sister, cousin, friend, or colleague who is being held back from meeting their full potential.

What is the environment?

Similarly to the above, almost everywhere. Schools, from elementaries to universities, both in terms of gyms and acceptance. The pro-leagues, where the financial differences start to reign. Any gyms, coaching facilities, stadiums, rinks and halls where space is fought over and sponsorships could be available. Running trails and parks, where women may feel unsafe to train but have the same right to. Lastly, homes, where support is imperative and the narrative can make or break a young athlete.

The problem is — women are put at a disadvantage to succeed in sports long-term.

Drawing on the Hans’ (n.d) Reframe your problem exercise, the above image shows how a problem goes from definition to refinement. In text:

Write the problem in a single sentence:

• Women are put at a disadvantage to succeed in sports long-term.

What will change if the solution is successful?

• Men and women will be on an equal playing field when it comes to sports. There will be no barriers based on sex, and everyone will be represented and able to succeed.

What are three things you could do to guarantee failure?

1. Not recognize the centuries of inequality engrained in society
2. Push for change without evidence
3. Not use the power of media in today’s age

What’s the headline in 10 years?

• Gender gap no more: Athletes in female leagues sign same deals as male!

How Might We?

• Increase media presence of female athletes, providing role models for young girls?
• Encourage streaming services to air female leagues, increasing media presence and sponsorships?
• Get male athletes to use their voice and power to encourage equal pay amongst leagues?
• Prove that women can play just as hard as men, and female sports are not considered “lesser?”
• Make people WANT to coach these teams, seeing the success that can happen?
• Provide a safe space for female athletes to grow, allowing them to reach their full potential?
• Ensure safeguarding of young athletes so they don’t feel a pressure to quit?
• Combat old social roles/ stereotypes?

HUMAN CENTRED DESIGN

Using Miro’s (n.d) empathy mapping design, female athletes were asked their opinion on sporting disadvantages:

Shown mostly through the “Feels” section, there is a conflict evident in the women interviewed. On the one hand, there is unease, and negative feelings against the situation. On the other, there is still love for the community and cohort they play in. This shows the importance of decreasing this gender gap — the positive feelings should be able to exist and continue to grow without the expectation that they’ll be squashed in the future.

To simplify this issue, I consider two trajectories:

1. Consider a young girl in elementary school who likes to play soccer. Her peers bully her, and she has to decide at that young age if she should quit, or keep playing anyway. Say she continues to play and finds a club to play in after school. Her parents can’t afford new cleats, and she sometimes misses practice. She’s ostracized by the team, but loves the game. She again chooses to play on instead of quitting. Let’s then say she’s older, has a part-time job to fund her gear, and practices on her own time to the best of her ability. She makes a college team and is optimistic about the new training potential, but then sees the women’s training facility has the bare essentials for equipment, and of terrible quality — does she quit? She continues on with her own hard work, ignoring advances from the team physical therapist for years, and down the line is offered a WNSL deal — but it’s not enough to cover her student loans, mortgage, and the cost of living. When does she quit?
2. Consider the same young girl in elementary school who likes to play soccer. She has tons of other girls playing with her, and they become best friends as well as teammates. They play competitively, and learn the valuable skill of sportsmanship. One of her friends’ parents is able to drive her to practice, and there’s a fund in place to help with the cost of new equipment for her. She is able to practice and train in the best conditions, and there’s huge competition for scholarships — but she lands one. There’s a specialized training team that promotes women’s health in training, and state of the art facilities and equipment. The level of play is elevated, and a WNSL deal comes that matches the MSL. She can fulfill her dream, play hard, and not worry about the cost of living.

Between these two, I know which one I’d prefer.

References

Asbeck, S. (2025, January 27). Addressing inequality in women’s sports: A simple analysis. FIERCE United. https://www.fierceunited.com/post/inequality-in-womens-sports#:~:text=Access%20to%20Resources,provided%20at%202021%20March%20Madness.&text=Female%20athletes%20often%20have%20access,hinder%20their%20development%20and%20performance.&text=Investment%20in%20women’s%20sports%20is,sports%20and%20invest%20more%20equally.

Hans, K. (n.d). Reframe Your Problem. https://d2l.ucalgary.ca/d2l/le/content/537680/viewContent/6457633/View

Male vs female professional sports salary comparison. Adelphi University Online. (2023, October 23). https://online.adelphi.edu/articles/male-female-sports-salary/

Miro. (n.d.). UXD empathy map template. Retrieved from https://miro.com/templates/uxd-empathy-map-template/

Moawad, J. (2019). Gender Inequality in Sports. Fair play (Barcelona), 13, 28–53. (https://raco.cat/index.php/FairPlay/article/view/348717/439947)

Breaking the Gender Barrier in Sports was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

When people experience phone addiction, losing their device can trigger significant distress and anxiety, often characterized as nomophobia or the fear of being without a mobile phone. This can manifest in withdrawal symptoms such as restlessness, anger, and difficulty concentrating, as the brain’s reward system is disrupted by the absence of the phone’s readily available gratification. (Wikipedia, n.d.).

In order to dig deeper and take it straight from the horse’s mouth, I asked two of my friends, let’s call them Sam and Apple. Sam uses an Android phone, precisely the brand Samsung, and Apple is … Well you guessed it right! Apple has an iPhone, precisely iPhone 16 Pro Max, in fact Apple insisted that my report mentioned exactly what model he is currently using.

According to a 2024 study, an average individual checks their phone 58 times each day, spending 3 hours and 15 minutes using it. iPhone users vs Android users’ personality features may differ, but one thing is for sure — a modern life without a smartphone seems almost impossible. (Kapias, M., Mar 2024).

I asked Sam and Apple a few questions to evaluate their relationships with their phones, and to see how each one of them associates their social image with the brand of their mobiles.

In summary Sam enjoys her galaxy, she finds it easy to use, efficient, has an amazing camera and she doesn’t feel ashamed of owning a Samsung and using it in public at all.

Apple on the other hand, is a huge fan of Apple; the tech company not the fruit. Apple is a proud user of the iPhone, he loves his phone and makes sure he gets the latest and the best model in the market every year. So what is the secret behind iPhone users being more concerned and addicted to their phones? And what’s all the fuss behind the iSheep? In fact, why do iPhone users make sure they always get the latest model on the market? And are there any implications of phone addiction on physical and mental health?

iSheep is a derogatory term used to refer to people who like all products and services distributed by Apple Inc. The term is usually applied online by Android fans in online tech forums and social media. The use of the term often comes out of a stereotype that Apple users and fans are less intelligent than Android users and/or tend to have less knowledge about technology in general. (Wikipedia, n.d.).

Reframing the Problem

While the American Psychiatric Association does not officially recognize smartphone addiction as a disorder, many experts acknowledge it as a form of behavioral addiction. Excessive iPhone use can lead to negative impacts on mental and physical health, including sleep problems, anxiety, and impaired relationships. (Gardner, A., Mar 2023).

Merriam Webster dictionary defines addicted as:

Compulsive need for and use of a habit-forming substance (such as heroin, nicotine, or alcohol) characterized by tolerance and by well-defined physiological symptoms upon withdrawal; broadly: persistent compulsive use of a substance known by the user to be harmful.

Now let’s take out the word “substance” and swap “device,” and boy, oh boy, does the shoe fit!

Most of us check some type of device compulsively every few minutes, or in some cases, every few seconds.

The result? Response time expectations in social groups are out of control. Attention spans are gone. Withdrawal symptoms are easily documented, and not after days, but immediately after we are separated from our phones.

iPhone users are socially isolated and seem to be more addicted to their screens than other phone brand users. Many people actually call the brand Apple “addictive to use”, they warn other individuals from ever buying an Apple device, because once you start it will never stop. They actually judge the marketing campaigns and business development strategies used by Apple, they see it as a negative thing that could seriously harm the future generation. Tech companies are widely criticized for designing apps and products that subconsciously glue you to the screen. You get small doses of serotonin-dopamine from clicking on shiny buttons and switching playful toggles. (Gomez, S., n.d.).

Ideally, you want a device that gets the job done efficiently and intuitively, so that you can then put the device away and get on with your daily life. With the amount of eye candy that Apple products have, with all the badges, toggles, and pretty icons, you are subconsciously encouraged to keep playing with your device even after you have completed the task for which you took your phone out of your pocket in the first place.

Many iPhone users prioritize getting the latest model for a few key reasons: the allure of new features, the perception of status, and Apple’s marketing tactics that create a desire for the newest technology. Apple’s new iPhones often introduce innovative features like improved cameras, faster processors, and enhanced user interfaces, which can be very attractive. The desire to have the latest model can also be seen as a status symbol, with some users feeling that owning the latest iPhone enhances their social image. Additionally, Apple’s marketing strategies, such as highlighting the improvements in each new model, can subtly create a sense of obsolescence in older phones, encouraging users to upgrade. (Zauderer, S., Feb 2025).

General Observations

I decided to have a one-on-one conversation with Apple to assess the reasons behind his deeper attachment to his iPhone. Over half an hour, I asked him a few questions which seemingly are easy and should be answered quickly.

During the 35 minutes of my conversation with Apple, he checked his phone 6 times. If we do simple math here: when someone checks their phone six times in 35 minutes, they are checking their phone an average of once every 5.83 minutes (35 mins/6 checks). This average is pretty high in my personal opinion, other than the fact that I find it incredibly disrespectful and impolite. I understand the need to have your phone nearby and the importance of checking your inbox if you’re waiting for important news, however when there’s a person talking to you; whether it’s a one-on-one conversation or during meetings, the correct approach is to dedicate your time, your focus and attention to the speaker, engage in the discussion, provide feedback if needed and ask questions. Technology was created and invented to make our lives better and most importantly make our communication easier, but from what I am seeing here, it’s actually creating barriers and negatively impacting my connection with Apple.

While observing Apple, I can say that he has a high self-esteem, he considers himself a successful person and he sees his own achievements as great accomplishments in life. For instance, being able to afford to buy the latest model of iPhone every year is something which makes him very satisfied and happy with his lifestyle. Apple considers himself a lucky individual and a faithful brand user. Based on Apple’s behavior, I can see that he places a high value on his appearance and his social image. For example, he always makes sure his phone is on the table face up so he can see all the notifications that constantly pop up, he pays attention to the quality of his iPhone accessories, and he buys them straight from the Apple store without any intermediary.

The Different HMW

In order to understand the fuss behind the addiction of iPhone users, and properly frame my problem I came up with a list of different How Might We questions:

• HMW better understand the iPhone users’ relationship with their phones?
• HMW promote responsible smartphone usage among users of all ages?
• HMW raise awareness about the potential health impacts of excessive iPhone use?
• HMW encourage them to better communicate face to face and not just online?
• HMW design features that encourage healthy digital habits and minimize screen time?
• HMW foster real-life social connections in an increasingly digital world?
• HMW ensure that smartphones do not impede productivity in professional or academic settings?
• HMW help users strike a balance between staying informed and avoiding digital overload?
• HMW develop resources and support systems for those struggling with iPhone addiction?
• HMW educate parents on how to model healthy smartphone habits for their children?
• HMW empathize with iPhone users and make them understand that it’s okay not to own the latest model?

These HMW questions can serve as starting points for me to examine various aspects of the issue, identify areas of opportunity, and ultimately generate potential solutions.

Empathy Mapping

As I see it, this issue directly affects all demographics and categories in our society, however we can affirm that the most affected category is the newest generation: millennials and gen Z. Since I had already established a connection with Apple, I decided to do an empathy mapping exercise to collect user feedback and organize my data into 4 quadrants: Says, Thinks, Does, Feels.

Apple typically spends between 7 and 8 hours daily on screen time, he said he experiences a range of thoughts, emotions, and behaviors. I found a simplified empathy map template on Miro, and I took the inspiration from it to create the two maps below.

The empathy map exercise provided me with deeper insights into the experiences and emotions of excessive phone users who spend a significant amount of time on their devices.

Understanding the users’ thoughts and feelings will allow us to put ourselves in their shoes and build an empathy path towards evaluating their connections with their phones and understanding the secret behind this inexplicable addiction.

Conclusion

From my perspective, the key to resolving this issue ultimately rests with phone users themselves. Tech companies are unlikely to slow down production anytime soon, if anything, their marketing efforts will only become more aggressive. However, they can play a role in promoting healthier usage by incorporating digital wellbeing features. For example, smartphone manufacturers like Apple can design and promote built-in tools that help users track their screen time, set usage limits, and develop healthier digital habits. Our society should also raise awareness about the risks of smartphone addiction by creating online resources, workshops, or public health campaigns that educate users on healthy phone usage habits. (Howarth, J., Apr 2025).

In addition, iPhone users should be encouraged to build daily routines that emphasize face-to-face interactions, physical activity, and scheduled tech-free periods to support a more balanced lifestyle. Providing access to counseling or support groups for those dealing with smartphone addiction is also crucial, as it addresses both the psychological and behavioral dimensions of the problem. For instance, hosting events and activities that foster real-world social engagement while discouraging smartphone use can help individuals reconnect with their environment and reduce their reliance on technology. (Kapias, M., Mar 2024).

References

Hans, K. (June 2025). Design Thinking. Modules 2 & 3. Identifying the Problem and Human Centred Design.

Wikipedia, (n.d.). Nomophobia Overview. https://en.wikipedia.org/wiki/Nomophobia

Kapias, M., (March 24, 2024). Fireart Studio. Android and iPhone Users: Differences in

Behavior. https://fireart.studio/blog/android-and-iphone-users-differences-in-behavior/

Howarth, J., (April 13, 2025). Exploding Topics. 57+ Incredible Smartphone Addiction Statistics for 2025. https://explodingtopics.com/blog/smartphone-addiction-stats

Raher, K., (June 18, 2024). Design Thinking — Medium. The Problem of Inconsistent Drawings. https://medium.com/designthinkingcourse/the-problem-of-inconsistent-drawings-8b9cfb78e632

Gomez, S., (n.d.). Addiction Center. Phone Addiction: Warning Signs And Treatment. https://www.addictioncenter.com/behavioral-addictions/phone-addiction/

Zauderer, S., (February 24, 2025). Cross River Therapy. 79 Cell Phone/Smartphone Addiction Statistics. https://www.crossrivertherapy.com/research/cell-phone-addiction-statistics

Gray, D., (July 17, 2017). Medium. The XPLANE Collection. Updated Empathy Map Canvas. https://medium.com/the-xplane-collection/updated-empathy-map-canvas-46df22df3c8a

Girling, R., and Palaveeva, E., (November 03, 2017). Fast Company. Beyond The Cult Of Human-Centered Design. https://www.fastcompany.com/90149212/beyond-the-cult-of-human-centered-design

Kolko, J., (September 01, 2015). Design Thinking Comes of Age. Harvard Business Review.. https://hbr.org/2015/09/design-thinking-comes-of-age

Miro. (n.d.). UXD Empathy Map Template. https://miro.com/templates/uxd-empathy-map-template/

The Implications of iPhone Addiction was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

Identify the Problem

Every living thing on Earth depends on five essential elements for survival: Air, Fire, Water, Ether (or Space), and Earth. According to Ayurveda by Arjun, these elements are fundamental to our existence. In this blog, we will focus on water — “The Nurturing Element of Life,” a crucial element for all of us (Arjun, 2020). Molly Sargen highlights that water makes up 60–75% of the human body weight, emphasizing its importance in our daily lives (Sargen, 2019).

Recently, Calgarians have been asked to significantly reduce their water usage by 25% during June 2024 due to a critical water main break. This incident occurred on June 5th, 2024, and since then, city workers have been tirelessly repairing the damage. Given the critical nature of this situation, it is vital for everyone in Calgary to conserve water until the repairs are complete (City of Calgary, 2024).

There are multiple avenues of information from various sources that are not accessible to everyone from different demographics. Clear and accessible communication channels are essential during this crisis to ensure that all residents understand the severity of the situation and the importance of water conservation. Calgary residents, numbering 1.6 million (Canada Metro Area Population, 2024), are directly affected by the water restrictions imposed by city authorities. The Mayor and city administration, along with communication teams, are leading efforts to manage the crisis and inform the public. City workers are diligently repairing the water main, while emergency services and police ensure public safety amidst potential health and traffic disruptions. Every drop of water counts as Calgary faces stringent conservation measures. The ongoing repairs have impacted traffic and daily routines, highlighting the critical need for efficient infrastructure management and public cooperation during emergencies.

On June 6th, 2024, Calgarians were asked to adopt several water restrictions, including limiting shower times, avoiding the use of humidifiers, and refraining from using dishwashers. As the weeks went by, instead of seeing these restrictions lifted, residents faced even more limitations (City of Calgary, 2024). This led to widespread frustration, anxiety, and anger as many wondered how such a critical issue was not predicted in our technologically advanced era.

After several brainstorming sessions, our team, The Happy Techies, identified a problem statement:

How can we keep Calgarians updated about the water main break while also encouraging them to conserve water through incentives?

In response to our identified problem statement, we have strategically formulated several “How Might We” (HMW) questions as seen in Figure 1 below:

Figure 1

Several HMWs by The Happy Techies

Drawing on ideas of how we might communicate with other groups and share different ideas to save water, viewers of CTV News across North America share their thoughts. Martin Coghill, asset manager at San Diego County Water Authority, mentioned, “A former colleague now in Calgary reached out to see if we could help.” Fortunately, “We’re able to release two of these pipes to the City of Calgary, who need it more than we do,” Coghill added (CTV News, 2024).

After identifying the HMW questions, we decided to focus on creating incentives for people to participate. Clear communication and effective incentives in tackling this issue and are needed to find innovative solutions to keep our community well-informed and motivated to conserve water during this critical time of frustration. City officials in Calgary find themselves at the intersection of local discontent and global solidarity amidst the ongoing water crisis. While facing criticism from Calgarians grappling with water restrictions, they also receive support from global communities rallying behind their efforts. The Happy Techies empathize deeply with the challenges these citizens confront during this turbulent period.

Human Centered Design

Information updates from the city are delivered twice a day online, but not everyone has the ability to keep up-to-date with the latest information. There are varying levels of compliance with the recommended measures to save water. Non-compliant behaviour is impacting the water supply for everyone, and some are even ignoring the problem. Calgarians are piecing together information from various sources including online information that may not be accurate.

In considering the user perspective, we asked our friends and families to weigh in with their thoughts and feelings about the situation. We also reflected on our own perspectives and considered the issue from diverse backgrounds. Since the users consist of all Calgarians, we created several personas to help us conceptualize some of the user needs.

User Case Studies

Figure 2

Denise and family

Denise is a mother with two small children. She and her family live downtown and own a gardening store with a focus on houseplants. They are trying to keep updated on the water shortage crisis and are concerned about their declining sales at the store because people are not buying as many outdoor plants. In a busy household they are also adjusting to temporarily not being able to use community pools as their regular weekend activity. They are also struggling to conserve water in the home, with their small children leaving their water taps running. They are finding it a challenge to enforce these restrictions and recommendations at home with their children.

Figure 3

Gardener Burt

Burt is a retired engineer with accessibility issues, who enjoys growing fruit and vegetables in his small hobby farm in Okotoks. Okotoks now has restrictions in place which make it a challenge due to his physical limitations (Anderson, 2024). His online use is minimal but he has learnt how to use some Apps in order to call his daughter who lives in Toronto. He does not currently follow the water usage recommendations, partly because he sees his neighbour watering his yard as well. Not watering would also mean that he would not be able to bring his famous crop of vegetables to share with his son and grandchildren. He watches the local news but secretly waters his prized vegetable patch at night.

Figure 4

Fatima’s classroom

Fatima teaches social studies at an elementary school in Bowness, where she tries to raise awareness of social and environmental issues in the classroom. The school and many of her student’s families have been directly affected by the water main break. Fatima would like to engage the students in a project to raise awareness about water conservation in general, and the importance of conserving water for the city and their communities. She hopes that the children will share this knowledge with their families at home, and that they might benefit from a City of Calgary incentives program.

Empathy Mapping

To consider our users and understand their experience, we created empathy mapping responses for each persona.

Figure 5

Empathy map for three personas

Note. Chart of empathy map, with answers from the three persona’s point of view.

Despite all three individuals being directly affected by the water main break and subsequent conservation measures, the response to the problem has been quite varied. Some common threads are that users need to find a central source of information that is easy to access. Each persona shows a need to feel more connected to the collective needs of their community and the needs of the city. The emotional responses range from worry to apathy to a desire for empowerment through action. All are frustrated by the conflicting opinions and the perceived lack of coordinated community response. Each perspective reflects unique circumstances and priorities, but they all share the challenge of managing and responding to the water crisis in Calgary.

Another perspective to consider is how the human brain is wired. The psychologist Daniel Goleman explores neuroscience to illustrate how people develop outer awareness, which translates into understanding global systems. As we age, our sensitivity to systems diminishes because educational models typically present fragmented rather than systemic views. This leads to ‘systems blindness’ where we fail to understand how our daily activities affect global life-supporting systems (Oliver, 2020). This is one of the reasons why an increased effort is required to understand how our water use is impacting Calgary. We wanted to design a tool that would help the citizens of Calgary tap into their understanding of these systems and gain a better recognition of their influence on the broader community.

Understanding the resilience of Calgarians adjusting their daily routines to adhere to stringent water usage mandates imposed by authorities underscores the gravity of the situation. The dedication shown by residents in conserving water reflects a shared commitment to overcoming this crisis together.

Ideation

With that said, let’s ideate! How Might We Create incentives for Calgarians to save water as a collective? The Happy Techies participated in a collaborative brainstorming session via Google Jamboard. First, each team member brainstormed one idea on their own for 5 minutes. Next, each team member had the chance to comment and contribute to each idea generated for 5 minutes. After 4 rounds of adding to each idea, the group read through each one and discussed the thought behind the initial concept. We also discussed the potential and workability of each idea.

Figure 6

The Happy Techies Brainstorming Session

Note. Screenshot of brainstorming session via zoom using Google Jamboard.

The generated ideas from the brainstorming sessions were:

● Weekly water reports for Calgary communities, highlighting those with the greatest reduction in usage. The winning community gets a ‘Movie Under the Stars’.

● Design a competition/program tracking water between communities in Calgary. Whichever community uses the least amount of water gets a free BBQ.

● The public are given hints to a riddle everyday at the daily update. Guesses can be made online and the first person to get the riddle correct wins a prize.

● A cartoon image of the Glenmore Reservoir shows us the drop in water levels daily. In addition, a countdown timer calculating when our water will run out if we continue with the current usage.

Figure 7

Idea 1

Note. Weekly water usage reports (competition among communities).

Figure 8

Idea 2

Note. Water usage competition and/or program among communities.

Figure 9

Idea 3

Note. Tune into daily updates to stay informed (solve a riddle to win a prize).

Figure 10

Idea 4

Note. City-wide water level and future water projection tracker.

Common themes included tracking water usage among communities and fostering some healthy competition. After generating several different concepts, individual storyboards were sketched out on paper. We used storyboards to visualize and refine our ideas through depicting key stages of the user experience with the App. This allowed us to envision potential solutions in a structured and communicable format. We then used them as a collaborative tool to critique and refine our ideas moving into the prototyping stage. The storyboards below served not only as a blueprint for the final product but also as a narrative that aligns with a shared vision for Calgarians.

Storyboards incorporated the best pieces of each idea in the form of an emergency services smartphone App (coined at the time of storyboarding) for Calgarians to stay informed and motivated to continue curbing water usage throughout the course of the water main construction. Common storyboard themes included general information from the city, community trackers in the form of a graph, city-wide water levels/usage meters, live streams, water saving tips (community photos or discussion), and riddle clues (with an area to submit guesses and general information about prizes).

Figure 11

Sketches 1 & 2

Note. Storyboard sketches of key stages of the “emergency services” smartphone App.

Figure 12

Sketches 3 & 4

Note. Storyboard sketches of key stages of the “emergency services” smartphone App.

Building The Prototype

The Happy Techies have come up with a prototype to keep Calgarians updated about the water main break while also encouraging them to conserve water through incentives. The invention of the City of Calgary’s Incentives App has been designed as a way for Calgarians to connect directly to a current and accurate source of information regarding emergencies that are relevant to their communities. The app will offer fun, exciting and generous incentives for individuals and their larger communities while the current state of emergency is in effect.

For the purposes of this prototype, we will only discuss the SAVE WATER feature which is the current issue Calgarians are facing today. However, our hope would be to see this app used for any possible state of emergencies in which the local government needs to involve, incentivize, and engage the community. On opening the app you can navigate to four different sections; the Water Levels, the Community Scoreboard, the Prizes, and lastly the City of Calgary Information.

Figure 13

City of Calgary App: Full prototype

The Water Levels screen is depicted by the symbol of water droplets.

On this screen, you select a reservoir to view the current state of water levels which is indicated by a happy, sad or somewhere in between emoticon. The idea is to display an instant visual of an emoticon rather than showing an exact volume, which is already available elsewhere in the app. Below the water level indicator of the reservoir, there is an estimate of the number of days until it runs dry (Days till Dry). If Calgarians continue to use water at their current rate, this number will either decrease or increase, depending on the reservoir. Currently, the Glenmore Reservoir is not receiving any water due to ongoing pipe repairs, so we expect this number is going to drop. For this example, if we review the Bearspaw Reservoir we see a much more positive estimate of days until it runs dry.

The Community Scoreboard screen is accessed through the icon depicting two hands holding a group of people.

On this screen, we can choose your neighbourhood to see how it ranks in terms of water consumption per capita. At the top of the screen, we can view the overall water usage for Calgary’s quadrants: NE, NW, SW, SE. For example, the University District is selected in this example, indicated by a sad emoticon to indicate its current state. There will also be visualizations of raw data noting where this community is not conserving water. Selecting the neighbourhood Somerset reveals much better statistics, represented by a happy emoticon. The goal of viewing your community’s updates is to encourage individuals to become more incentivized to help their community win the grand prize. And it is GRAND! Let’s consider how individuals and communities can win a prize.

The Prizes screen is depicted by a gift symbol and offers three ways to win: two for individuals and community members, and one grand prize for an entire community.

Each day, during the mayor’s update, she will share the Riddle Radio. This riddle will be shared first by the mayor and then all the major radio channels will broadcast. Individuals can submit their answers for a chance to win a bottle of water and 10,000 points for their community. Two winners per week are drawn from those who entered and provided the correct answer. The Submit your Water Saver Pic will run similarly. The best two images chosen each week will also receive a bottle of water and 10,000 points towards their community. Finally, the grand prize will be awarded to the Community that saved the most water and earned the most points during the water pipe repair period. Once the Mayor announces the full completion of the water pipe repairs, the Community Winner will be announced and all households within this community will receive FREE Garbage Disposal for three months. Did we not say the prize was GRAND!!! Weekly winners are viewed on the Awards screen depicted by a trophy. The Grand prize for the community will also feature on this page once it is announced by the mayor.

The final screen for the City of Calgary Information is depicted by a skyline symbol.

Valuable information is already being shared by the City of Calgary, so this screen is a direct link to their website where Calgarians can view the details. The Open link button in our image prototype will take you there directly. Additionally, there will be a livestream showing the repair team’s efforts from an aerial view captured by a drone. This livestream is available during the working hours of the water pipe repair team, with live commentary from construction experts who explain the repair work currently underway.

Testing The Prototype

Now that you have seen the design of the prototype, it is time to share and test. The Happy Techies will test the prototype in two phases. In the first phase, we would demonstrate the prototype to community members like Denise, Burt and Fatima, both in-person and virtually, through a 10-minute presentation showcasing the prototype and its functionality via infographics. This presentation will also be digitized and shared with potential schools such as Fatima’s classroom. The prototype would be crafted out of paper for the presentation as well as various digital visual infographics.

After the presentation, we will ask community members to complete a survey with questions such as:

● Can you recognise the symbols in the app to understand where they lead?

● Do you find the app intuitive?

● Do you find the app playful and fun?

● Are you interested in the content provided by this app?

● Would you consider using this app based on the incentives offered?

● What other incentives would you find valuable as prizes?

● How do you feel about the decision not to include community discussions to avoid trolling?

● What other content would you like to see?

With the information gathered from Phase 1, we will make necessary adjustments. Moving to Phase 2, we want to build the prototype into a functional, user-friendly application suitable for smartphones. We will learn to build apps for iOS and Android devices with Alpha Software or BuildFire, consulting with software developers and engineers as required. Phase 2 also involves presenting the prototype to government officials to connect to the main data required for the app, specifically the usage of water per community area. We will ask similar questions to our government officials, as they are too part of a community. More importantly, we will need to research how to obtain the data required through special permissions. Perhaps they will buy this incredible app and keep us on board to continue app development for the government!

We will need to convince the government officials that by incentivizing individuals we are helping them encourage their community members to work together as a team. With current information at their fingertips, the City of Calgary Incentives App will be a positive and fun way to SAVE WATER for Calgary. Moreover, once established, the app could potentially be adapted for use in other emergency situations. The basic structure of the incentives feature will remain the same, but perhaps we have future ELECTRICITY shortages, we can start to see incentives like FREE Solar panels for community members saving the most!

Building on the experiences gleaned from managing the ongoing water main break crisis, we seek to leverage these lessons to initiate and sustain future projects effectively. Our strategy emphasizes transparency and accessibility, with a commitment to provide updates and accurate information about the water main break. By empowering Calgarians with a central source of information, we aim to keep them well-informed and actively engaged in meaningful water conservation efforts during this critical period. To achieve this, our goal is to develop compelling incentives designed to motivate and reward community participation.

Surprise! Since starting this project, the Calgary water main break has been repaired. Kudos to the city workers — but we still think Calgary needs our App for future crises. For more information, contact the Happy Techies design firm.

References

Agency, C. E. M. Critical water main break — June 2024. https://www.calgary.ca. https://www.calgary.ca/emergencies/critical-water-main-break-june-2024.html

Arjun. (2020, December 14). The 5 elements of life according to Ayurveda. Sarveda. https://sarveda.com/the-five-elements-of-life-ayurveda/

Calgary, Canada Metro Area Population 1950–2024. www.macrotrends.net. Retrieved July 2, 2024, from https://www.macrotrends.net/global- metrics/cities/20370/calgary/population#google_vignette

Calgary’s water crisis should be a wake-up call for Canada, experts say. (2024, June 17). CTVNews. https://www.ctvnews.ca/canada/calgary-s-water-crisis-should-be-a-wake-up- call-for-canada-experts-say-1.6930637

City of Calgary. (2024, June 21). Critical water main break — June 2024. The City of Calgary. https://www.calgary.ca/emergencies/critical-water-main-break-june- 2024.html?redirect=%2F16avewatermain

Development, P. Water main break — latest updates. https://www.calgary.ca. Retrieved June 23, 2024, from https://www.calgary.ca/emergencies/critical-water-main-break-june- 2024/water-main-break-updates.html

Oliver, J. D. (2020, November 20). Focus: The power of paying attention. Tricycle. https://tricycle.org/magazine/focus-daniel-goleman/

Sargen, M. (2019, September 26). Biological Roles of Water: Why is water necessary for life? Science in the News; Harvard University. https://sitn.hms.harvard.edu/uncategorized/2019/biological-roles-of-water-why-is-water- necessary-for-life/

Scace, M. (2024, June 16). Calgary Gardeners, residents concerned about future water crises | calgary herald. Calgary Herald. https://calgaryherald.com/news/local-news/calgary- gardeners-residents-concerned-future-water-crises

Third-party agency to investigate Calgary Water Main Break, city says. Calgary. (2024, June 18). https://calgary.ctvnews.ca/third-party-agency-to-investigate-calgary-water-main- break-city-says-1.6931169

Water main repairs still on schedule as Calgary continues to conserve water: Gondek. (2024, June 22). Calgary. https://calgary.ctvnews.ca/water-main-repairs-still-on-schedule-as- calgary-continues-to-conserve-water-gondek-1.6937214

Which Calgary Community is the Best (At Saving Water)? was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

Four Generations Working Together by Jeanne Paterson

From the 1960s through to the late 80’s the workplace had two generations of workers, traditionalists, born between 1900–1945 and baby boomers, born between 1946–1964. For the most part, this worked well; there was respect, a thirst to both teach and learn, and a sense of common benevolence. By 2020, the world experienced the tech revolution, the great recession, 911, the introduction of Twitter and cryptocurrency, and the workplace has changed, from having two generations to five.

The multi-generational workplace is not necessarily functioning to its utmost capacity. As employees get older, some begin to doubt their value, they are insecure about being replaced, and quite often refuse to try to change with the times. As GEN Z (1998-) begins to enter the workforce, they are recently educated, digital natives, who are eager to get their careers going. Many don’t remember the impact of 911 and certainly have only heard of the protests around the Vietnam war. They are typically well mannered, will take the coaching if they can get it, and many also grew up with helicopter parents and were overly sheltered.

By using human-centered design theory, we will dig deep into the root of multi-generational tension empathize with the members to recognize why/how they feel this way ideate possible paths to the elimination of multi-generational tensions.

View Google Site below for the full project:

Multi-Generational Workplace

Multi-Generational Workplace was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

How Might We mitigate the impact of remote work on social isolation, especially in urban environments where physical interactions are limited?

Many individuals are experiencing profound social isolation due to several factors: the widespread adoption of remote work, ongoing urbanization trends, and a growing dependence on digital communication tools. Even though the COVID-19 pandemic is now in the past, its legacy continues to shape our daily lives, significantly affecting how we interact socially and stay connected.

The transition from predominantly office-based work to fully remote or hybrid arrangements has been a major contributor to this isolation. How Might We redesign remote work environments to foster more meaningful social connections?

This shift has not only altered where and how we work but has also introduced new challenges in maintaining meaningful social connections. The mental strain of isolating ourselves to prevent the spread of COVID-19, coupled with the uncertainty before vaccines were widely available, has exacerbated feelings of loneliness and disconnection.

In navigating these changes, many of us have had to adapt to a new normal where physical interactions are limited and digital interactions have become the primary mode of communication. How Might We leverage digital communication tools to enhance rather than replace face-to-face interactions?

This adjustment has highlighted the importance of finding innovative ways to foster social interaction and support mental well-being in a world where face-to-face contact is often restricted. Despite the benefits of virtual connectivity, there has been a noticeable decrease in in-person interactions and physical closeness. This change underscores the importance of finding a balance between leveraging technology for connectivity while preserving the essential human need for face-to-face contact and interpersonal relationships.

Overall, while the pandemic has receded, its impact on our social fabric remains palpable, prompting us to explore and implement strategies that promote meaningful connections and mitigate the effects of prolonged social isolation. According to the article “Technology Use, Loneliness, and Isolation” by Jasmin Tahmaseb-McConatha Ph.D., the internet served as a lifeline during the pandemic, connecting people with family and friends. However, when technology takes the place of in-person relationships, it has been found to increase loneliness and disconnection. The compulsion to use technology might ultimately harm users and contribute to real-life social isolation.

As we navigate this new era of work and social interaction, finding a balance between the convenience of technology and the importance of personal interactions is crucial. Recognizing and addressing the social and emotional impacts of prolonged isolation is essential for fostering healthier and more fulfilling relationships both in professional and personal spheres. The article highlights that excessive internet use, along with other forms of technology compulsion, can lead to obsessive thinking, anxiety, and a decreased sense of well-being. Maintaining control and self-monitoring technology consumption may be a fruitful strategy to combat loneliness and help people cope with stress and anxiety.

A recent study highlighted in the article “People feel lonelier in crowded cities — but green spaces can help” by Andrea Mechelli, posted by the World Economic Forum provides further insights into the issue of loneliness. The study, which involved 756 participants from the UK, Europe, the US, and Australia, found that being in overcrowded environments increased loneliness by up to 38%. Conversely, perceived social inclusivity was associated with a 21% decrease in loneliness. This underscores that the quality of social relationships matters more than the quantity. The study suggests that social prescribing — connecting like-minded people within local communities — can be an effective way to reduce loneliness, particularly in urban areas.

How Might We integrate social prescribing initiatives to enhance community cohesion and reduce loneliness in urban settings?

To address the issue of social isolation, it is crucial to shift our focus to understanding the experiences and needs of those affected by this problem. By employing tools such as empathy and journey mapping, we can gain deeper insights into the emotional and psychological impacts of isolation and identify opportunities for meaningful interventions. Empathy mapping involves understanding the thoughts, feelings, and behaviors of individuals experiencing social isolation. Using the insights from the articles by Smitha Bhandari, MD, and Jasmin Tahmaseb-McConatha Ph.D., we can create an empathy map to explore the user’s experience.

How Might We use empathy mapping to design interventions that effectively address the emotional needs of socially isolated individuals?

Individuals experiencing social isolation often feel a pervasive sense of loneliness due to the lack of social interaction. According to a survey conducted in January 2020, more than three out of five Americans feel chronically lonely. This lack of connection is more common than many people realize and has profound impacts on mental health. Feelings of isolation can lead to suicidal thoughts and attempts, less restful sleep, decreased ability to regulate eating, more stress, and greater difficulty paying attention and doing complex tasks. These mental health challenges are exacerbated by the emotional strain of coping with social isolation.

Older adults are particularly vulnerable, with social isolation causing up to a 40% increase in dementia risk. The impact on younger individuals is also significant; those who experience loneliness as pre-teens or teenagers are more likely to struggle with depression in adulthood. The article from the World Economic Forum notes that loneliness can increase the risk of death by as much as 45%, more than air pollution, obesity, and excessive alcohol use. This highlights the critical need for interventions.

Journey mapping involves outlining the experiences of individuals over time as they navigate social isolation. This helps identify key touchpoints where interventions can be most effective. Before the onset of social isolation, individuals typically had regular social interactions, participated in community events, and engaged in workplace interactions. The initial disruption caused by the COVID-19 pandemic led to strict measures such as staying at home and maintaining physical distance from others. These measures, while necessary to mitigate the spread of the virus, inadvertently heightened feelings of isolation among people. The fear of contracting and potentially succumbing to the disease further intensified these effects, prompting widespread caution and adaptation to new social norms.

As individuals adapted to these new norms, they increasingly relied on digital communication tools. The shift to remote work became commonplace, reducing opportunities to meet coworkers face-to-face and contributing significantly to feelings of isolation. Despite the benefits of virtual connectivity, there has been a noticeable decrease in in-person interactions and physical closeness. Many individuals have become heavily reliant on technological tools and products for communication and daily activities, reducing the motivation to leave home and engage in face-to-face interactions. This dependence on technology underscores the need for innovative approaches to fostering social interaction and supporting mental well-being.

How Might We design remote work environments that promote spontaneous interactions and reduce feelings of isolation among employees?

Recognizing and addressing the social and emotional impacts of prolonged isolation is essential for fostering healthier and more fulfilling relationships. To cope with social isolation, individuals can take several steps: acknowledge their feelings, get outside, reconnect with interests, practice self-care, and check in with people they know. Engaging in community activities, choosing the right living situation, and developing friendships at work are also effective strategies.

The article by Jasmin Tahmaseb-McConatha Ph.D. emphasizes the importance of balancing technology use with real-life interactions to combat loneliness and isolation. It is crucial to maintain control and self-monitor technology consumption to ensure it supplements rather than replaces in-person relationships. This approach will help promote mental well-being and reduce the negative impacts of prolonged social isolation.

Incorporating insights from the article “Technology Use, Loneliness, and Isolation” by Jasmin Tahmaseb-McConatha Ph.D., we delve deeper into understanding how technology impacts loneliness and isolation in today’s society. The COVID-19 pandemic accelerated our reliance on digital communication, fundamentally altering how we connect with others and navigate social interactions. While technology has provided invaluable means of staying connected during periods of physical distancing, it has also introduced challenges that exacerbate feelings of loneliness and isolation.

How Might We redesign digital communication platforms to prioritize meaningful interactions and mitigate feelings of loneliness among users?

During the height of the pandemic, as in-person gatherings became risky, technology served as a vital lifeline, enabling virtual interactions with family, friends, and colleagues. Platforms like Zoom and social media allowed people to maintain social connections despite physical barriers. However, as highlighted by Tahmaseb-McConatha, when technology replaces face-to-face interactions altogether, it can paradoxically increase feelings of loneliness and disconnection. Excessive internet use and compulsive engagement with digital platforms have been associated with heightened loneliness, anxiety, and reduced well-being.

The article underscores that while technology facilitates connectivity, its overuse can lead to a dependence that ultimately isolates individuals from meaningful offline interactions. This shift is particularly pertinent in the context of remote work, where digital communication tools have supplanted traditional office interactions. Many individuals have grown accustomed to remote work environments, which, while offering flexibility, often lack the interpersonal dynamics and spontaneous interactions that foster camaraderie and alleviate feelings of isolation.

Moreover, older adults, historically less engaged with digital platforms, have increasingly turned to social media and online communication during the pandemic. This demographic shift highlights both the necessity and the potential pitfalls of technology use in combating social isolation. While digital connectivity can bridge geographical distances and provide access to social support networks, it cannot fully substitute the depth and richness of face-to-face relationships.

How Might We encourage older adults to engage more meaningfully with digital platforms while preserving the value of face-to-face interactions?

As we navigate a post-pandemic world, it is crucial to strike a balance between leveraging technology for connectivity and preserving the irreplaceable value of in-person interactions. The insights from Tahmaseb-McConatha’s research emphasize the importance of moderation and self-monitoring in technology use to mitigate the adverse effects of prolonged social isolation. Individuals are encouraged to maintain control over their digital consumption, ensuring that online interactions complement rather than replace offline relationships.

Addressing social isolation requires holistic approaches that integrate technological solutions with strategies promoting in-person engagement and community involvement. By fostering environments where both digital and face-to-face interactions are valued, we can create more resilient communities and support mental well-being across diverse demographics. This approach aligns with Tahmaseb-McConatha’s findings that moderate, intentional use of technology enhances self-efficacy and social connectedness, while excessive reliance may lead to detrimental outcomes.

According to the American Psychological Association, loneliness has surged to alarming levels, affecting nearly half of American adults who report experiencing varying degrees of loneliness and perceived social isolation. This rise in loneliness is not merely a social concern but also poses significant health risks comparable to smoking 15 cigarettes a day or having an alcohol use disorder, as highlighted by research from Holt-Lunstad.

How Might We develop personalized interventions that address the unique social and emotional needs of individuals experiencing chronic loneliness?

The article emphasizes that social isolation and loneliness exert a profound impact on physical, mental, and cognitive health. Studies have linked chronic loneliness to a heightened risk of cardiovascular diseases, compromised immune function, and increased inflammation levels. Furthermore, individuals experiencing prolonged loneliness are more likely to suffer from depression, anxiety disorders, and cognitive decline as they age.

The detrimental effects of social isolation extend beyond physical health to encompass mental well-being. Feelings of loneliness can exacerbate symptoms of depression and anxiety, leading to a vicious cycle of poor mental health outcomes. Moreover, cognitive function may be adversely affected, with loneliness being associated with accelerated cognitive decline and poorer executive functioning in older adults.

The urgency for interventions to address loneliness is underscored by its pervasive impact across multiple dimensions of health. Social connections and meaningful relationships are essential for fostering resilience and well-being, buffering individuals against the adverse effects of stress and promoting overall psychological health. Initiatives that promote community engagement, strengthen social support networks, and enhance interpersonal relationships are critical to mitigating the negative consequences of social isolation.

In conclusion, while technology plays a crucial role in modern connectivity, its impact on loneliness and isolation necessitates thoughtful consideration and balanced integration into daily life. By leveraging insights from research and fostering environments that prioritize meaningful offline interactions alongside digital connectivity, we can address the multifaceted challenges of social isolation in today’s technologically driven society.

To end my post, I would leave one How Might We for all my readers: How Might We foster a culture that values both digital and in-person interactions to promote holistic well-being in individuals and communities?

References:

Brennan, D. (2021, November 11). Social Isolation and Mental Health. WebMD. https://www.webmd.com/mental-health/social-isolation-mental-health

Mechelli, A. (2022, January 4). People feel lonelier in crowded cities — but green spaces can help. World Economic Forum. https://www.weforum.org/agenda/2022/01/lonely-study-green-space-city/

Novotney, A. (2019, May). The Risks of Social Isolation. American Psychological Association. https://www.apa.org/monitor/2019/05/ce-corner-isolation

Technology Use, Loneliness, and Isolation | Psychology Today Canada. www.psychologytoday.com. https://www.psychologytoday.com/ca/blog/live-long-and-prosper/202210/technology-use-loneliness-and-isolation

Social Isolation in the Age of Technology was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

As a parent of a young girl, I want to offer many opportunities for participation in as many activities as possible. When considering all the options available (based on her interests) the harsh reality sets in. How will we find the time? We have physical activities like swimming, dance, gymnastics, yoga. And creative activities such as dramatic play, violin lessons, art, and visual design classes. Did I mention she wants to do everything, and each lesson is approximately 1-hour each week. This equates to 7 additional hours over and above regular schooling and homework. With only afternoons, evenings, and weekends available, I could cram it all in and exhaust everyone involved. Ultimately diluting the quality and experience for my child and having her most likely not enjoy any of the activities due to overstimulation and fatigue.

I envision a future where we focus on more collaborative activities for children. Imagine a 1-hour or bi-weekly lesson where you drop off your child for a collaborative arts activity involving Dance (physical activity), Music (learn an instrument), Drama (scriptwriting) and art (stage design). And all these elements are taught around a singular topic, but you can engage in all four disciplines equally. We start teaching collaboration and understanding of the arts at a young age, so by the time students move into a university setting the concept of collaboration is in place and perhaps wouldn’t be such a challenge to navigate as adults. And it is this problem that I would like to focus my attention towards.

Identify the Problem

The teachings of the collaborative arts combining the likes of dance, drama, music, and the visual arts are missing from many education systems, resulting in future generations of artists and instructors struggling to work together towards designing new course material for a more inclusive and collaborative arts experience. With emphasis always focussed on competition and perfection towards a singular art form, we have disconnected from our storytelling, natural environment, and humanity, which can encompass all art forms at various levels of expertise. We can no doubt find examples of these ideas when following the works of Wassily Kandinsky, (music and art) or Igor Stravinsky’s Rite of Spring (dance and music) to name two. If this can be achieved by individuals, why are we not emphasizing these types of collaborative projects with greater emphasis in classrooms for future learning?

We are in a situation where the collaborative arts are under-represented because artists are taught their crafts in silos. Through individual lessons we learn one art form, without being taught the connections or interacting with other art forms. For example, a musician learns about the history of music, composers, musicologists, theoretical notation. And specific to usually one instrument, but not informed about how it may connect to dance, dramatical play, artistic visual representation, society, or the surrounding environment.

The situation continues to perpetuate through schooling systems and universities because all before us have been taught similarly. Those involved include our parents, teachers, instructors, mentors, artists, musicians, designers. The environmental structures from schools to university settings have assumed the study of specializing within a specific area of focus. And while I do appreciate the need for this detail, there is a greater need for a more well-rounded approach towards the creative collaborative arts learning where we can achieve the quality of each discipline while integrating other disciplines with fair knowledge and experience by the time a student enters university.

Reframe the Problem

In 10 years, my news headline should read, “Classroom of tweens demonstrate collaborative art project as each student masters every art form.” Students between the ages 5–10 have been immersed in multiple art forms. The tweens involved can each demonstrate the ability to cross artistic disciplines with exceptional quality towards performing an instrument, dancing on stage, acting without scripts, while performing against a beautiful stage backdrop they painted together as a group. Imagine you had this background of learning in the arts. And while I stay committed to talking about the arts only, perhaps there are ways this could occur in all fields of study for students. A blog for another time.

Later in life the collaborative struggle is lessened or non-existent for some. Future learners will know how to collaborate with one another and engage with multiple disciplines. There will be better understanding of the arts and integration into other areas or disciplines creating better instruction and teachings for learners because these tweens now move into the future with new ideas of what integrated and collaborative learning should really look like. Guaranteed failure of such projects would be to continue teaching in silos and resistance towards changing our teaching methods, and continue obliviously ignoring the needs and wants that every child is inherently born with a natural desire to learn as much as possible from their surroundings.

So how might we achieve this goal? How might we adapt the education system and retrain old thinking patterns to teach more collaboratively. How might we eliminate the silos, immerse the students into all disciplines simultaneously while retaining quality within disciplines? How might we progress the arts and grow the ideas of collaboration? How might we embrace diversity and include environmentally friendly actions towards these new learning opportunities? How might we learn from one another’s teachings today, to make a better future for the collaborative artists?

Human Centered Design

Following the Empathy Map Canvas (Gray, 2018) there are many user-groups to consider regarding this problem to solve. I would like to focus on two, the instructors and the students. As part of my investigations and experience over many years having worked in multiple arts environments, the empathy mapping offers some of these perspectives that I have heard personally and witnessed in various situations. The perspectives presented below span multiple institutions and over 20 years of personal experience.

Instructors

I am defining the term ‘instructors’ to include schoolteachers, university instructors and professional artists trained in their various fields of dance, drama, music, and visual arts.

Empathizing with the instructors we must understand the situation that they are in. This group have been taught their artform and have continued to teach many students in a specific way for years. They will want to retain quality and high standards of learning and achievement. The instructors’ role will be to re-learn and adapt to new ways of teaching that incorporates other disciplines. They need to teach in their specialist disciplines but also incorporate and integrate new disciplines with the same enthusiasm and quality. They need to make a conscious effort and decision to adapt to change that complements their own research towards a newer and better educational approach.

They see the marketplace is asking for artists to be specialists that can multitask; however, the true nature of artists is to follow their passion towards a specific discipline and pursue it to perfection where possible. They see perfection as unachievable if asked to incorporate other disciplines simultaneously. Many are not willing to adapt to this new kind of learning and will outwardly voice that this collaborative approach to learning an artform is set to fail if not enough attention is paid to each individual discipline. They are watching and reading about how other institutions are approaching the situation and reading about failures and success stories. I have personally heard them say that this won’t work and have imagined them saying we are creating generalized specialists and lowering our standards.

Currently, instructors train and teach in one discipline. Some avoid incorporating new possibilities of collaboration while others are willing to slowly adapt to the idea. There are mixed groups willing to hesitantly try something new. I imagine a day where they build amazing curriculums, incorporating multiple disciplines and learn how to work together as one team by sharing responsibilities towards one another’s disciplines and teaching methods.

When change occurs, many ears are listening, and information can be somewhat misinterpreted. Instructors hear others say, “I’m leaving”, “I’m retiring”, “this isn’t for me”, or “I don’t like this change”. Friends guide them towards following what they feel is justified, while colleagues might offer a more optimistic approach to try it out together as they will succeed united. Second-hand they hear about the complaints from the community that their training and artistic innovation will plummet turning a great learning institution into a lesser admired one amongst their peer groups.

Instructors share their fears of failure, fear of quality control, fear of work overload trying to learn new approaches while working. This causes frustrations to manifest as the process continues to move forward even if they have not yet trained for this change. Anxiety sets in about their own job security as to whether what they teach today will be relevant in the future.

Setting aside all the possible pain caused by this change there too is hope, wants, needs, and dreams. Instructors imagine the final evolution of this shared experience as; exceptional training, collaboration, new ideas, integrated learning, and an excellence level that surmounts any before its time. Motivating their personal behaviours and those of others becomes easier as the success stories out way the failures and an all-inclusive experience is had by a diverse group of students from all walks of life.

Students

I am defining the term ‘students’ to include young learners in the early stages of understanding various arts disciplines, and older learners into their first years of post-secondary study who have already been a part of the current learning systems.

Empathizing with the students we must understand the situation is different from young to older and I’ll try capture the various viewpoints from both groups. The role of the student is to learn via the instructor’s guidance. Students have less control over their situation of learning the younger they are, whereas the older they get the more engaged and influential they may become, dependant on the leadership of their instructor.

Students must be open to learning about the different disciplines even if they shy away from certain aspects for example singing or dancing. As they learn to adapt and integrate, they could become extremely proficient or learn to meet the basic expectations set out, all knowing that they have achieved a good level of understanding within all the disciplines to which they were exposed.

They will see their environments expand with many opportunities to explore. Peer to peer learning will offer them the opportunities to say and do what they experience in classrooms with more confidence. They will watch and read about the exciting ways in which their collaborative efforts may evolve in various ways. They too will notice their own personal letdowns but would be encouraged to understand that various levels of expertise can be achieved in all areas rather than only following one path alone and feeling isolated later down the line when collaboration is required, and you only have one skillset to offer.

They get to say, “I tried that, and it was awesome” or “It wasn’t really my strength but a least I know about it now and could engage with it as required”. Students’ behaviours can change as they learn to embrace new disciplines. I imagine them building careers incorporating all aspects of the arts thus benefiting the arts communities in ways we cannot imagine currently.

They are hearing about the benefits of this collaborative work through the praises of their parents, peers, and teachers. The older students will undoubtably hear and understand some of the negativity towards this new approach to learning, but hopefully their personal experience of the style of learning can offset any naysayers.

Students will always fear the unknown, find frustrations when they cannot do something and become anxious while others are watching. If these elements can be overcome through the guidance and leadership of positive instructors, the gains a student can experience will be highly sort after. They can be motivated by their friends, family, and instructors to achieve and be as creative as possible if the right environment is presented to them as early as possible in their life.

We have a problem! We empathize with our users! Let’s ideate and prototype collaboratively.

References

Google Arts & Culture. (n.d.). Sounds Like Kandinsky. https://artsandculture.google.com/project/kandinsky

Gray, Dave. 2018. “Updated Empathy Map Canvas.” Medium. The XPLANE Collection. July 21. https://medium.com/the-xplane-collection/updated-empathy-map-canvas-46df22df3c8a.

Hans, K. (June 15, 2024). Reframe Your Problem. https://d2l.ucalgary.ca/d2l/le/content/537680/viewContent/6457633/View

Hans, K. (June 15, 2024). What’s Your Problem. https://d2l.ucalgary.ca/d2l/le/content/537680/viewContent/6457632/View

Williamson, S. (Sep 7, 2022). Scandals, riots, and Ballet. The Collector. https://www.thecollector.com/igor-stravinsky-the-rite-of-spring/

Baby, Kids’ world, (November 23, 2021). Natural Desire to Learn. Ooh Noo Blog. https://www.ooh-noo.com/blog/natural-desire-to-learn/

Teach Arts Collaboration from ground level and avoid the struggle later? was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

In the workplace, I often encounter gaps in technological knowledge which prevents a smooth processing of information. Many users struggle with software and online platforms, despite my efforts to make the process more accessible. This issue affects not only older demographics but also students.

As I tend to work in the cultural sphere in performing arts, the resistance to learning technology is not that surprising. For a creative person, technology can be a distraction, preventing sustained focus and reducing memory rentention. This can get in the way of completing important tasks and more urgent work that needs to be done. In the Hidden Brain podcast episode about Finding Focus, the guest psychologist Gloria Mark found in her research that people’s average attention on a computer screen between 2004 and 2020 had decreased from two and a half minutes to forty-five seconds. It takes 25 minutes to bring our attention back to a task after an interruption (Mark, 2024). American singer-songwriter Bob Dylan describes his view on technology as “everything’s too easy. Just one stroke of the ring finger, middle finger, one little click, that’s all it takes…It’s all too easy, too democratic. You need a solar X-ray detector just to find somebody’s heart, see if they still have one” (Slate, 2022).

Despite these challenges, ignoring this issue can lead to inequitable workloads, with technologically savvy individuals shouldering more responsibilities. Creativity should not excuse poor technological skills. To address this problem, we need a reframe the problem.

Reframing the Problem

Looking at the problem through different frames, it became clear that this issue is multi-faceted and could be approached at various angles.

Out of the brainstorming process, the challenge that I selected was one that seemed to provide a tangible opportunity to work toward a solution. How might we design a holistic plan to address technological challenges in the workplace?

Empathy mapping — who is the user?

To understand the experience of the users struggling with technology within their postsecondary environment, we want to understand the various challenges. These include a potential lack of training and knowledge. Some individuals might struggle to keep up with evolving technologies or feel overwhelmed by the quick changes in the digital world. This in turn hinders their productivity, increases their stress level, and limits their ability to collaborate effectively, leading to them to disengage with the process.

These individuals might struggle with technology, but they have a high aptitude in other areas of their life. They are crucial members in the community and have the potential to contribute greatly to the organization’s goals and successes. The technology aspect will help them perform their job efficiently, access relevant information and provide positive outcomes to many initiatives including their own creative work.

What do they need to do?

To look at what the user in this context needs to do, we must consider whether technological innovation is aligned with the institution’s direction. Indeed, the technology-driven initiative aligns with UCalgary’s first strategy in the 2023–2030 strategic plan which is to “embrace new technologies and new discoveries to support innovation in teaching and learning” (UCalgary, 2024).

Instructors need to efficiently deliver courses, provide online resources, and engage with students effectively. Students need to access educational materials, collaborate, and complete assignments. Administrative staff must streamlined processes for tasks such as admissions, registration, and communication. IT support teams need to ensure reliable infrastructure, address technical issues promptly, and provide training and support. Finally, the institution must also decide on the adoption and integration of innovative technologies, prioritizing investments in infrastructure. Success can be measured by how streamlined workflows become and whether time spent on manual tasks are reduced. Improved student engagement, higher student satisfaction, and positive feedback regarding technology-enabled teaching methods are also indicators of success. Assessment data, course evaluations, and feedback from faculty and students can be used to measure these improvements. Support and training outcomes should also result in more technical competence, which can be measured by participation rates, positive feedback on support services and self-assessment surveys.

By using these metrics, gathering ongoing feedback from stakeholders, and regularly assessing progress, the university can evaluate the success of the plan to address technological challenges. The university can also establish mechanisms for continuous improvement, adaptability, and staying informed about emerging technologies and evolving needs.

Additionally, success can be measured by the level of satisfaction expressed by faculty, staff, and students. Conducting surveys or focus groups to gather feedback on their experience and their overall satisfaction can provide valuable insights.

What do they see?

Users in a postsecondary education environment are exposed to a range of technological tools and platforms. This includes learning management systems, collaboration software, online assessment platforms, virtual reality tools, and other innovative educational technologies. Within their immediate environment, users will encounter existing technology infrastructure and resources such as computer labs, network systems, classroom technology and software applications. Users may see that their colleagues or peers, or other institutions are adopting and integrating various technologies into their teaching, learning, and administrative practices. At the same time, they might also hear about challenges faced by others such as limited training resources, technical issues, or resistance to technology adoption. Users might explore how these advancements can add to their discussions among their peers or within classrooms.

What do they say?

Those who struggle with technology may express frustration and difficulty in navigating digital tools or platforms. This would lead to being hesitant to adopt new tools or explore innovative approaches due to fear of making mistakes or not being able to keep up. Fear of failure is often a barrier to mastering a new skill. Some might also express a need for more personalized support, such as in-person training that is tailored to their needs. They may feel that the generic training guides that institutions have provided are not helpful and do not cater to different learning styles. Users might also wish to understand how technology is an advantage if they have yet to experience the benefits themselves. They might express the need for technology to be user-friendly, with intuitive interfaces, clear instructions, and accommodating different accessibility needs.

What do they do?

Some may struggle with various tasks that require technology, or they may avoid using digital tools due to difficulty or lack of understanding. They will request help from colleagues or administration, or IT support, and their productivity may be undermined by these challenges. Users may exhibit behaviors such as frustration and reluctance to embrace new technologies. They may procrastinate or avoid tasks that involve technology due to fear of making mistakes or not being able to navigate the tools effectively. They may rely heavily on traditional methods, missing out on the efficiency and productivity gains offered by technology.

What do they hear?

Discussion among colleagues and peers about technology is inevitable. Some may share success stories of how technology has improved their productivity and efficiency. Others might complain about their frustrations with specific tools or systems. Second-hand sources of information might provide ideas but could also reinforce false information without context. The postsecondary institution would provide communications to users about technological initiatives and updates. If the institutional messaging is not effectively communicated or tailored to the needs of the users, they may feel overwhelmed or disconnected.

What do they think and feel?

There are many worries and fears that people can harbour about technology. They may worry that they are being left behind, or that they are becoming less relevant in a digitally driven world. They might worry about being seen as incompetent or falling behind their colleagues and students, leading to self-doubt and frustration. Technology might feel overly complex and at times inaccurate. Even though these inaccuracies are often due to human error, this can add to the criticisms that also include a lack of an intuitive design in many digital platforms for education. Adapting to change is not easy for everyone, and users may feel inadequately supported.

These users aspire to feel confident with technology, seamlessly integrating it into their academic activities and research. This will enable them to make significant contributions in teaching and administrative roles. Empowering them will unlock new avenues for innovation, benefiting both the organization and their own creative goals.

References

Davies, T. (2016, March 16). This Googler explains how to design your time rather than manage it. Fast Company. https://www.fastcompany.com/3057847/this-googler-explains-how-to-design-your-time-rather-than-

Mark, G. (Guest). (2024, January 15). Finding Focus [Audio podcast episode]. In Hidden Brain.

Hidden Brain Media. https://hiddenbrain.org/podcast/finding-focus/

Slate, J. (2022, December 19). Bob Dylan on music’s Golden Era vs. streaming: ‘everything’s too easy’ — WSJ. The Wall Street Journal. https://www.wsj.com/articles/bob-dylan-interview- 11671471665

University of Calgary (2023). Ahead of Tomorrow: University of Calgary’s 2023–2030 Strategic Plan. https://ucalgary.ca/about/ahead-of-tomorrow

Empowering Technological Proficiency for Academic and Creative Excellence was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.

The problem from my view:

The company I work for specializes in custom engineered products for a small niche industry. As a supplier of custom solutions we rely on technical drawings to convey our vision to clients and provide clear instructions to our assembly teams. However, inconsistencies in drawings, due to varying training and personal styles, lead to inefficiencies and confusion. This can cause assembly teams to make assumptions or seek repeated clarifications, slowing down production and increasing errors. On the flip side, overly detailed drawings can also be overwhelming and cause their own confusion.

In the past year I had put some thoughts into solving this problem, my initial plan was to develop clear guidelines, provide training, and implementing a peer review process to catch inconsistencies early. A part of the guidelines would include a checklist for designers and draftspeople that could help maintain consistent information. But that always seemed like an over-simplified solution, and I knew for it to be truly successful we would need to have buy in from the whole design team.

Since I started this design thinking journey, this issue seemed to be well suited to a human-centered design approach. The solution involves input from draftspeople, assembly teams, and clients to find a balance. An open brainstorming session and iterative problem-solving might be the key to addressing this fundamentally human issue once and for all.

What’s your problem [worksheet]:

What’s the situation: My company designs custom solutions for varying clients. The process requires a designer to evaluate the needs of the client, design a solution, produce drawings for the solution (often with the help of a draftsperson), and present it to the client. The process repeats until the client is satisfied with our solution. Once the client is satisfied, the material is purchased, the drawings are provided to our in-house assembly team, and then it is assembled, tested, and delivered.

Who is involved: Our clients. Our designers & Engineers. Our draftspeople. Our assembly teams.

What is the environment: Designers working on a solution in their own bubble. They rarely see their co-worker’s drawings. On top of that, these engineers often have strong opinions on the content and look of drawings, so it has been difficult to implement change up to now.

The problem is: Despite some efforts to standardize, the engineered drawings for each solution can be wildly different to the point that drawings are usually attributable to a specific designer or draftsperson without checking the “by” field of the title block. The information on the drawings is correct, and mostly consistent, but the look and feel is very different. This can cause confusion for repeat clients who can’t benefit from past experience with our drawings. It also causes inefficiencies on the shop floor as our assembly teams need to find information in different places on different projects.

Reframe your problem [worksheet]:

Write the problem in a single sentence: Engineered drawings produced by different members of my team have a very different look and feel which causes confusion and inefficiency for our clients and our in-house assembly teams.

What will change if a solution is successful: Increased efficiency of producing drawings. Quicker drawing review and approval process with clients. Increased assembly efficiency. Improved brand identity. Better interactions with repeat clients who are familiar with some of our drawings.

What are three things you could do to guarantee failure:

1. Ignore the problem and not suggest improvements as we see them.

2. Not listen to comments from assembly and clients.

3. Engineers not having an open mind or be willing to adjust.

Imagine, ten years in the future, the problem is solved beyond your wildest expectations. What will news headlines say? Be bold and sensational! Dream big!:

Create several “How Might We (HMW)” for this problem.

· HMW standardize the level of detail in all draftspeople’s drawings to ensure consistency across projects?

· HMW develop clear guidelines and best practices for draftspeople to follow in their drawings?

· HMW implement a training program to align all draftspeople on our expected standards and practices?

· HMW create a review process to catch inconsistencies and errors in drawings before they reach the assembly teams or clients?

· HMW use technology to automate the checking of drawings for compliance with standard guidelines?

· HMW facilitate better communication and collaboration among draftspeople to ensure uniformity in their work?

· HMW involve the assembly teams in the review process to provide feedback on the clarity and completeness of drawings?

· HMW document common issues and solutions to serve as a reference for draftspeople?

· HMW foster a culture of continuous improvement and learning among draftspeople to keep up with best practices?

· HMW use client feedback to refine our drawing standards and practices to better meet their expectations?

· HMW establish a mentorship program where experienced draftspeople guide less experienced ones on best practices?

· HMW integrate regular check-ins and updates with draftspeople to ensure ongoing alignment with project requirements?

· HMW create visual aids or templates that draftspeople can use to ensure they include the necessary details in their drawings?

· HMW measure and reward consistency and accuracy in draftspeople’s drawings to encourage adherence to standards?

My favorite from this list is: “HMW develop clear guidelines and best practices for draftspeople to follow in their drawings?” I feel that this is the most useful opportunity that can be implemented that can solve this problem permanently. However, there is significant work involved in developing the guidelines and best practices for the designers to use, so this is the longer-term goal.

Human Centered Design:

As I see it this problem directly affects 3 main groups, the designers/draftspeople themselves, the clients, and the assembly teams. I have gone through an empathy map exercise for each of these 3 groups. I took inspiration from a simplified empathy map I found on Miro, but I modified it slightly to align closer to Dave Gray’s map:

A permanent solution to this problem lies with the designers, draftspeople, and that team’s leadership. But they need help from both clients and assembly teams to help find a solution that works for everyone. All parties will need an open mind, and come to the table with collaboration in mind.

A common theme in the empathy maps is efficiency and lost time. As everyone leads busy lives, and efficiency is a universal currency that can be leveraged to impose change. Once this foundation is laid, the design team has an open mind, and everyone is willing to collaborate, real progress can begin.

References:

Fodey. (n.d.). Newspaper snippet generator. https://www.fodey.com/generators/newspaper/snippet.asp

Freepik.com

Gray, D. (n.d.). Updated Empathy Map Canvas. Medium. Retrieved from https://medium.com/@davegray/updated-empathy-map-canvas-46df22df3c8a

Hans, K. (n.d.). What’s your problem.

Hans, K. (n.d.). Reframe your problem.

Miro. (n.d.). UXD empathy map template. Retrieved from https://miro.com/templates/uxd-empathy-map-template/

The Problem of Inconsistent Drawings was originally published in Design Thinking on Medium, where people are continuing the conversation by highlighting and responding to this story.