Innovation by Design at UNICEF

INNOVATION BY DESIGN AT UNICEF: AN ETHNOGRAPHIC CASE STUDY By Mariana Amatullo Design and Innovation Fellow Non-Profit Management Fellow Submitted in Partial Fulfillment of the Requirements for the PhD in Management: Designing Sustainable Systems at the Weatherhead School of Management Advisors: Dissertation Chair: Richard Buchanan, Ph.D. Dissertation Committee: Kalle Lyytinen, Ph.D. Richard Boland, Ph.D. John Paul Stephens, Ph.D. CASE WESTERN RESERVE UNIVERSITY February 23, 2015 INNOVATION BY DESIGN AT UNICEF: AN ETHNOGRAPHIC CASE STUDY ABSTRACT An ethnographic case study of the Innovation Unit of UNICEF, the United Nations Children Fund, examines how design attitude approaches manifest within the innovation agenda of the organization. Our analysis illuminates key principles, practices and processes involved in the programmatic implementation of the innovation mandate at UNICEF and reveals the emergent nature of modes of generative design responsible for new configurations of social practices. A dialectic strategy of inquiry guides the analysis of the field data and reveals a newly nuanced and whole portrait of innovation and entrepreneurial processes in the organization. The study confirms the positive impact of key design attitude dimensions in advancing processes of organizational change and identifies a set of wins for design while also pointing to real barriers that illustrate how these design modes remain at the edge of an uncharted territory. At the macrolevel of analysis, two important findings of the study reside in elucidating how design attitude in this organizational context of global innovation is impacted by the themes of accountability and urgency that govern the institutional logics of the organization. A general model of how design attitude factors are deployed within this innovation context is posited, and implications for theory and practice are offered. Key words: UNICEF Innovation; design attitude; organizational culture; institutional logics; design and innovation; social innovation; ethnography; ethnographic case study; dialectics. 2 TABLE OF CONTENTS Abstract ............................................................................................................................................2 Introduction ......................................................................................................................................5 Theoretical Background .................................................................................................................11 Design as Inquiry and Design Attitude ................................................................................... 11 A broad definition of design ............................................................................................. 11 Design attitude .................................................................................................................. 12 Organizational Culture and Emergent Practices ..................................................................... 14 A contested concept: Organizational culture .................................................................... 14 Emergent practices ............................................................................................................ 16 The Institutional Frame ........................................................................................................... 16 Institutional logics and embedded agency ........................................................................ 17 Methods..........................................................................................................................................19 Research Design...................................................................................................................... 19 Research Setting...................................................................................................................... 19 Data Collection ....................................................................................................................... 23 Field observation ............................................................................................................... 24 Documents and artifacts .................................................................................................... 25 Interviews .......................................................................................................................... 26 Data Analysis .......................................................................................................................... 28 Findings..........................................................................................................................................32 I. Mapping the Context: An in-depth view the UNICEF Innovation Unit ............................. 32 Organizational structure: A startup environment .............................................................. 32 A privileged position at the center of UNICEF’s Innovation Ecosystem ................... 33 Mobility and diversity in its demographics ................................................................ 34 Ground zero for innovation......................................................................................... 36 Evolving programmatic foci ............................................................................................. 40 Swift action ................................................................................................................. 40 Motivational narratives ............................................................................................... 41 Erring on the side of fluidity and change .................................................................... 44 II. The Confluence of Innovation and Design ........................................................................ 47 Principles........................................................................................................................... 47 A pluralism of manifestations ........................................................................................... 48 Enablers and inhibitors of design attitude and innovation ................................................ 50 3 III. Design Manifested in the Unit: Macro Level Institutional Themes ................................. 56 Accountability ................................................................................................................... 56 Urgency ............................................................................................................................. 57 Escalating stakes for design .............................................................................................. 59 Design attitude manifestations at UNICEF: Towards an emergent picture of the whole . 60 Discussion ......................................................................................................................................63 Limitations .....................................................................................................................................69 Conclusion .....................................................................................................................................70 Appendix A: Interview Protocol ...................................................................................................71 Appendix B: Organizational Charts of the UNICEF Innovation Unit ..........................................73 Appendix C: Sample of Researcher’s Field Note Observations ...................................................75 Appendix D: UNICEF RapidPro Toolkit .....................................................................................76 Appendix E: Principles of Innovation and Technology in Development .....................................77 References ......................................................................................................................................79 List of Tables Table 1: UNICEF Innovation: Organizational Overview ................................................. 23 Table 2: List of the 21 Semi-Structured Interviews in the Study ..................................... 28 Table 3: Schematic of Data Analysis and Collection Steps .............................................. 31 Table 4: Entrepreneurial Competence of the Innovation Unit .......................................... 39 Table 5: Data Supporting the themes of “Swift Action,” “Motivational Narratives” and “Fluidity and Change” ...................................................................................................... 46 Table 6: The “Wins”: Design Attitude Manifestations ..................................................... 51 Table 7: Design Attitude Limitations ............................................................................... 55 List of Figures Figure 1: UNICEF Innovation Ecosystem Diagram White Board Overview................... 22 Figure 2: Model of Innovation Dynamics and Design Attitude at UNICEF .................... 62 Figure B1. Organizational Chart 1: June 2014 ................................................................. 73 Figure B2. Organizational Chart 2: January 2015 ............................................................ 74 4 INTRODUCTION Innovation for international development identifies and supports new ways of “doing different things,” “doing things differently that add value” (UNICEF, 2014a; WorldBank, 2014), and advocates for thinking outside the box and taking risks to reach equity (UNDP, 2014). The field is rapidly growing, along with the fast-evolving recognition that governments and multilateral organizations acting alone cannot meet the rising demands of poor and under-served populations worldwide. Confronted by profound political, economic, social and technological transformations and an exponential increase in humanitarian crises, the organizations that lead international development efforts are operating in an entirely new global context for decisionmaking that is altering long-standing assumptions and institutional logics (The World Economic Forum, 2015). A sense that “the innovation fever has broken out” amidst a shifting landscape of international development (Murray, 2014) is manifesting in new job titles and divisions that include the “innovation” epithet throughout international nongovernmental offices (INGOs). In an organizational context defined by a humanitarian mandate of great urgency and circumstances with high stakes, innovation approaches to development are translating into new policies as well as concrete initiatives that increasingly focus on program results and effective solutions and often apply new information and communication technologies (ICTs). 1 The term “innovation” is used in this context as a means of adaptation and improvement through finding and scaling solutions to problems, in the form of products, processes or wider business models (Betts & Bloom, 2014). These innovation initiatives promote new modes of experimentation, open source collaboration, transparency, and long-term sustainability, and are requiring new problem solving 1 While far from being exclusively about high technology artifacts, many innovation initiatives in development adopt emerging technologies as “game changing” solutions that enhance services, track data in real time, and evaluate impact—all of it in a wide range of matters, including citizen participation, health, education, identity, security and beyond. (OECD. 2012. Innovation for development: OECD, UNICEF Innovation. 2014. UNICEF Innovation Annual Report 2014.) 5 and adaptability. This is precisely one of the junctures where an emergent breed of design-based practices that are oriented towards collective and social ends, in which designers increasingly act as mediators and knowledge brokers between different fields of expertise, seem to be gaining recognition and traction (Armstrong, Bailey, Julier, & Kimbell, 2014). At UNICEF, the United Nations Children’s Fund, design and designers are being integrated in an innovation agenda that has been embraced with substantive organizational commitment. For the first time in the organization’s history, the 2014–2017 strategic plan includes “the identification and promotion of innovation” as one of the implementation pillars to advocate for and safeguard the welfare of the world’s 2.2 billion children (UNICEF, 2014c). 2 The Innovation unit at UNICEF, the principal arm of UNICEF Innovation, is tasked to carry out the UNICEF innovation mandate and confront the complexity, fragility, and uncertainty that characterize a new era of global cooperation where assumptions about aid and development are being profoundly redefined (Banerjee, Banerjee, & Duflo, 2011; Collier, 2007; Easterly, 2006; Easterly & Williamson, 2011). As a relatively young and entrepreneurial division within the organization—only established in 2007 and reporting to UNICEF’s Executive Director office since December 2013—the Innovation Unit is comprised of an interdisciplinary core team of approximately twenty individuals at UNICEF headquarters in New York and in San Francisco, who in turn collaborate with a larger innovation team of more than one hundred who are distributed globally. 3 Their innovation practices leverage technology, partnerships with the private sector and academia, and—importantly, given our research focus—integrate design to 2 UNICEF’s strategic plan calls for innovation to “adopt, adapt and scale up the most promising approaches to realize the rights of every child” across seven outcome areas of the organization’s programs (health; HIV&AIDS; water, sanitation & hygiene; nutrition; education; child protection and social inclusion) (UNICEF. 2014d. UNICEF Strategic Plan 2014-2017 brochure.) 3 I am greatly indebted to Erica Kochi and Christopher Fabian, the Innovation Unit’s Co-Leads as well as their team for their openness to my pursuing this empirical study. The introductions and access to informants and information that they facilitated at UNICEF represented a measure of extremely important support throughout this ethnography. 6 make an impact while operating in some of the world’s most difficult environments (UNICEF Innovation, 2014). This inquiry centers on an ethnographic case study that probes how design capabilities and design principles are articulated as part of the innovation agenda of UNICEF and manifest within the organization, and throughout the experiences of its main actors. The original research purpose was to further understand how “design attitude” approaches, a set of abilities that impact innovation and organizational learning (Boland & Collopy, 2004; Boland, Collopy, Lyytinen, & Yoo, 2008; Buchanan, 2008; Michlewski, 2008) could be discerned within the innovation agenda of UNICEF by focusing on the processes and practices that characterize the projects and programs of the Innovation Unit. Two broad and interrelated research questions guide this inquiry. First, how does design attitude and its dimensions manifest within projects undertaken by the unit and the organization at large? Secondly, how can we relate the manifestation of salient design attitude dimensions and practices to the processes of innovation underway at the organizational level? By answering these questions, the aim is to develop actionable theory that reveals the relationships of design to collective human agency and innovation at the organizational level. At a time when the increasingly complex demands on today’s organizations suggest that management practices must combine art, craft and science (Mintzberg, 2004), I believe that the intrinsic role designers play in cultivating innovation in organizations that are oriented toward achieving social innovation outcomes and enhancing “society’s capacity to act” (Grice, Davies, Robert, & Norman, 2012) merits continued interpretation and elucidation (Amatullo, 2013; Buchanan, 1998). There is a venerable tradition in design and organizational theory (Buchanan, 1992, 1998, 2009; Rittel, 1987; Schön, 1983; Simon, 1969) and a healthy dose of empirical studies that straddle the design 7 and management literatures (Boland et al., 2008; Cooper, Junginger, & Lockwood, 2013; Kimbell, 2009) championing design thinking and design practices as effective strategies for invention and problem-solving in private and public sector organizations (Brown, 2009; Jégou & Manzini, 2008; Mulgan, 2014; Staszowski & Manzini, 2013). However, amidst a seeming acceleration of “wicked” problems (Buchanan, 1992; Rittel & Webber, 1973) that characterize the state of the world today, and despite the increasing interest to apply design thinking principles and methodologies to consciously rethink institutions and amplify their capacity to innovate (Boyer, Cook, & Steinberg, 2011, 2013; Buchanan, 1992), the call for a better understanding of design in this equation remains strong. Studies that focus on empirically based evidence to investigate “the return on design” in the social realm, and research that traces the cognitive capabilities and cultural values accounting for the success and impact of such socially based design practices remain few and far between. By offering an empirically grounded look at how a set of design practices and shared design values are enacted and embedded within the innovation agenda of UNICEF, this field study aims to contribute to filling this gap. The research design of this study includes qualitative data collected from twenty-one semi-structured interviews, including Innovation unit members as well as key leadership from UNICEF at large; observation notes from the field, extant archival texts, and insights from my shadowing key members of the Innovation team weekly through global phone calls and correspondence over a period of four months (from June until September 2014) as the team prepared for a new “flagship” product deployment at the 2014 United Nations General Assembly, an open-source information platform for building scalable applications for international development called “RapidPro.” I also integrate insights from the two prior empirical studies in my dissertation (Amatullo, 2013, 2014). Specifically, I incorporate salient 8 findings from my quantitative analyses of a field survey (Amatullo, 2014), which offers an aggregate view of the positive significant relationships between the multi-dimensional construct of design attitude and social innovation project outcomes, team learning, and process satisfaction, as reported by managers and designers with a level of high design fluency practicing predominantly in the social and public sectors. The phenomenological ethnographic stance that I adopt aligns with the family of “impressionistic tales” that the ethnographer John Van Maanen has identified (Van Maanen, 2011): a search for meaningful insights where the researcher balances a focused and exact account of fieldwork with a measure of deeply individual vibrancy and reflexivity in the interpretation and theorizing that characterize the analyses. It was important to strike this balance, however precarious, because the back-and-forth allowed me to capture uniquely rich insights generated in vivo, close to the point of origin, and then layer my intuitive lens and relevant theoretical perspectives onto the analysis (Barley, 1990; Van Maanen, 1979b). In particular, I extend a deeply humanistic concept of design informed by John Dewey and Richard McKeon who have laid a critical philosophical groundwork for design thinking and design inquiry (Buchanan, 2009) that informs my understanding of how designers go about leading innovation in organizations. As sense making of the data matured and theoretical categories emerged from the recursive, process-oriented analyses pursued, I built on contemporary theories from the domains of design, organizational culture and institutional logics. Since I was concerned with interpreting how the shared values, belief systems, assumptions and practices encompassed by design attitude manifested and impacted innovation at UNICEF’s organizational level, I explored literature streams that connect key concepts of design and organizational culture from the inception of the research journey. My addition of institutional logics as a focal point of 9 the literature review for this study came much later in the development of the manuscript, as an iterative process of inductive theory-building analysis uncovered new theoretical patterns in the data (Nag, Corley, & Gioia, 2007). This led me to pursue the institutional logics perspective as a valid framework to understand how the practices and identities of the institutional actors I had been observing both within and outside the Innovation Unit were related to the larger empirical setting of UNICEF as well as to macro-level questions of legitimacy and action in the organization. The findings of this study may be considered significant in several respects. First, by offering an in-depth view of the innovation activities underway at UNICEF, this inquiry provides a newly nuanced and whole portrait of innovation and entrepreneurial processes that surface the tensions and struggles that characterize a systematic mandate of design-driven change across a pluralism of competing institutional logics. Secondly, this examination of design attitude manifestations identifies a set of “wins” for design’s collective agency along with important inhibitors or barriers that materialize against a backdrop of two critical themes that design must contend with at this global scale of intervention: 1) accountability, and 2) urgency. The weight of these themes in this particular study elucidates anew the emergent and un-codified nature of generative modes of design approaches in organizations in flux, pointing to new implications for design as it moves forward in contributing to social practices at a global scale of impact. Finally, a salient contribution of this study is that it paints a portrait of design and innovation processes at the macro-organizational level informed by empirical evidence—allowing for cross-level analysis and multi-contextual insights that highlight the links between the actions of individuals and macro-level outcomes—a topic of continued relevance for organizational practice (Thornton & Ocasio, 2008). 10 The study is organized as follows. First, I introduce the theoretical lenses that form the backbone of this ethnography and serve as orienting points to anchor my research questions. Next, I present the methods of my interpretative field study of the Innovation unit at UNICEF and the dialectical strategy of inquiry that I follow, whereas dialectic is used separated from ideology and instead as a creative art for questioning, interpretation and exploration (Buchanan, 1998; McKeon, 1954) of how design attitude manifests within the activities of the Innovation Unit. I proceed by discussing findings and conclude with implications for practice and future research. THEORETICAL BACKGROUND Design as Inquiry and Design Attitude A broad definition of design. The point of departure for my understanding of design in this empirical study of innovation at UNICEF follows Richard Buchanan’s characterization of design as a knowledge domain defined in its broadest sense as a concrete and deeply humanistic activity that 1) encompasses a pluralism of subject matters; 2) takes on a variety of forms (from communication artifacts, to products, services, systems and environments); and 3) deploys a wide range of methods (Buchanan, 2009). Buchanan identifies four orders of design distinguished by their design object (symbols, things, action and thought) as “places in the sense of topics for discovery.” My interpretations of how design attitude manifests and shifts functions within the organizational context of UNICEF are informed by this classification (Buchanan, 2001). By exposing a practice of designing as a mode of inquiry rather than as a distinct professional or technical competency that is the purview of the “omnipotent designer,” I align this research with contemporary streams of design discourse that point to design practices that exist in increasingly complex organizational settings and interdisciplinary and collaborative 11 contexts of use (Binder et al., 2011; Jégou & Manzini, 2008; Staszowski & Manzini, 2013). In these situations, there is a recognition of the integrative and generative quality of design and an increasing validation of design’s capacity to act as a mediating discipline that is fundamentally about facilitating creative processes that contribute new meaning and break with traditional thinking in decision-making through deliberation, stewardship and action (Boyer et al., 2013; Buchanan, 1998; Kimbell, 2009). The notion of stewardship as it relates to design aimed at societal change is of particular importance in this study since it situates design as a means to address a class of challenges that are complex and systemic in nature—which is the case of the problems the UNICEF Innovation Unit takes on. In this sense, the pragmatism of John Dewey and his characterization of inquiry “as the controlled or directed transformation of an indeterminate situation into one that is determinate in its constituent distinctions and relations as to convert the elements of the original situation into a unified whole” (Dewey, 1938, reprint, 2008) is worth pointing to as a foundational tenet for this research since my observations relate to actionable design practices that are as much about problem seeking as problem solving (Buchanan, 2009). Design attitude. The treatment of the multi-dimensional concept of design attitude, which I view as a set of abilities that impact innovation and organizational learning (Boland & Collopy, 2004; Boland et al., 2008; Buchanan, 2008; Michlewski, 2008) is at the core of this empirical study. This construct has been posited as a valuable factor that influences positively generative inquiry and action in management (Boland & Collopy, 2004; Boland et al., 2008). Boland and Collopy defined design attitude as “expectations and orientations one brings to a design project” (2004: 9), highlighting designer’s capabilities as a distinct set of heuristics that deviate from more linear aptitudes for decision-making of managers. Their insights about 12 designers’ fluid and open orientation to experimentation are relevant to this inquiry about an innovation and design team that operates in situations that often break with normative and bureaucratic practices of UNICEF at large. Their emphasis also characterizes design attitude as an unfolding process in organizational practice that is fundamentally humanistic and aspirational--the resolve “to leave the world a better place than we found it” (Boland & Collopy, 2004: 9); it is a call to action about the potential role of design and designers in shaping and bringing value to organizations (Boland & Collopy, 2004). Importantly, the concept of design attitude implies a propositional and reflective stance about design (Schön, 1983; Simon, 1969) that is important in highly volatile circumstances, which characterize much of the context of operations for UNICEF. Kamil Michlewski’s (2007, 2008) research expanded on Boland and Collopy when he identified five key dimensions of design attitude based on an a multi-case interpretative field study that explored the culture of designers in innovation and design consultancies. 4 His conceptualization has been significant in that he captured shared values and meanings of design thinking in organizations in a holistic manner that goes beyond treating design thinking as simply a more narrow set of procedural skill sets or cognitive-based methods for analysis (Buchanan in Michlewski, 2015); this is a direction I follow in this study. My own quantitative research (Amatullo, 2014) has sought to further operationalize Michlewski’s five first-order dimensions of design attitude (the study tested the constructs as “ambiguity tolerance,” “creativity,” “aesthetics,” “empathy,” and “connecting multiple perspectives”) in order to establish the content, nomological and predictive validity of design attitude and put forth new psychometric scales to measure design attitude as a formative, second order construct (Jarvis, MacKenzie, & Podsakoff, 2003) with regards to social innovation project outcomes, 4 Michlewski’s five dimensions of design attitude are: 1) consolidating multidimensional meanings; 2) creating, bringing to life; 3) embracing discontinuity and open-endedness; 4) embracing personal and commercial empathy; and 5) engaging poly-sensorial aesthetics. 13 process satisfaction and team learning. The present empirical study extends this research in two important ways: 1) it probes the manifestations of design attitude in an organizational context and ties the investigation of design attitude with top-down effects of institutional logics as opposed to an examination of its manifestation at the project level which is the empirical focus in Michlewski’s work (Michlewski, 2008), and 2) it examines in-depth three of the five dimensions of design attitude—“connecting multiple perspectives,” “empathy” and “ambiguity tolerance”— that showed strong statistical significance in my prior study, and that I was particularly keen to probe in the organizational context of UNICEF (these particular first-order dimensions are integrated in the study’s interview protocol, Appendix A). 5 It also uncovers the polarizing effects of the other two dimensions of design attitude—creativity and aesthetics—in this organizational context. Organizational Culture and Emergent Practices A contested concept: Organizational culture. Because of my interest in arriving at a better understanding of the manifestations of design attitude in the organizational context of UNICEF, not only its alignment with innovation practices, but also how design attitude approaches unfold and are perceived in the larger empirical setting of the organization, I relied on perspectives from the interdisciplinary field of cultural studies to inform my investigation. The often-contested concept of “culture” in organizations can be of particular value in studies that derive from observations of real behavior and seek to make sense of organizational data, which is the case of this empirical research (Schein, 1996). Given that this inquiry is about an understanding of design within the complex organizational context of UNICEF, I probe aspects 5 I purposely did not directly probe the other dimensions of design attitude (creativity and aesthetics) in the interview protocol of this study, assuming they would manifest in a more tacit manner given the organizational context of UNICEF; this was indeed the case. A more extended examination of these two dimensions would be warranted in a future study. 14 of organizational cultural dynamics treated as a root metaphor indicative of a pluralism of particular forms of human beliefs and expression (Smircich, 1983) and everyday behavior in organizational life (Martin, 2002a). By expanding upon Edgar Schein’s functional definition of organizational culture as a learned product of a group experience based on a group’s set of values, norms and assumptions (Schein, 1985), I subscribe to the notion that cultural manifestations of a group’s set of values, norms and assumptions include formal and informal practices, organizational stories and rituals, jargon and language, humor, and physical arrangements (Martin, 2005). These manifestations may not necessarily be always uniformly shared (Frost, Moore, Louis, Lundberg, & Martin, 1985; Sergiovanni & Corbally, 1986) or unique/distinctive to the group of study (Smircich & Calás, 1987). I treat the Innovation Unit at UNICEF as a culture-producing phenomenon or milieu (Singh & Dickson, 2002) that is a locus for design attitude and examine cultural manifestations that show evidence of design attitude capabilities as “patterns of meanings that link these manifestations together, sometimes in harmony, sometimes in bitter conflict between groups and sometimes in webs of ambiguity, paradox, and contradictions” (Martin, 2002a: 3). Adopting the rationale that any in-depth look at an organization is bound to reveal a pluralism of perspectives, I follow the three-perspective framework (the integration, differentiation and fragmentation views) for conceptualizing organizational culture proposed by organizational scholar Joanne Martin (Martin, 2002b). Moreover, I embrace the idea of culture as a means to focus our attention on the subjective, interpretative aspects of organizational life (Smircich, 1983). In this regard, the symbolic perspective of culture that informs the work of anthropologist Clifford Geertz (1973) and more recent cultural anthropology studies (Clifford & Marcus, 1986; Fortun, 2012) where culture can be understood us something continually under social construction in time and space, form 15 important guideposts to my analyses, along with the organizational ethnography work of John Van Maanen and his reflexive examination of power relations in workspace contexts (Van Maanen, 1979a, 2011; Van Maanen & Barley, 1982); these perspectives are insightful vis-à-vis the actions of the individuals in the Innovation Unit who espouse a design attitude that at times clashes with dominant norms in the organization. Emergent practices. The emphasis the Welsh cultural critic Raymond William places on the dynamic interrelations that characterize cultural processes adds important insights to this investigation as I seek patterns of meaning within the cultural environment and practices of the Innovation Unit. Williams’ concept of emergence within an organizational environment, a concept that refers to the process of coming into being or prominence is posited as a locus “where new meanings, values, practices and new relationships and kinds of relationships are continually being created” (Williams, 1977). For Williams, the emergent does not necessarily equate with the merely novel, and can only be fully defined and understood vis-à-vis the dominant: it presupposes a substantial alternative or oppositional force to what we might see as the dominant state of affairs characterizing trends and activities fully accepted and mainstream. This perspective helps ground my interpretations of the many seemingly “emergent” innovation practices and design attitude approaches that manifest throughout this study where change initiatives diverge sometimes from the vested interests and norms of the dominant organizational culture of UNICEF. The Institutional Frame Given the nature of the increasingly multifaceted global forces that characterize international development today, upon entering the research setting of UNICEF, it was clear that I would have the opportunity to study up-close an organization undergoing complex processes of 16 institutional change in which design attitude manifestations would represent all but one set of phenomena. As I progressed with the analysis of data and thematic categories emerged, it became apparent that the study would benefit from key theoretical lenses from the vast institutional theory literature, specifically from streams of research in organizational theory, sociology and cultural studies that seek to explain the active role of agents in institutional change. While a comprehensive review is outside the boundaries of this study, this section presents a few theoretical streams and definitional issues that guided my inquiry. Institutional logics and embedded agency. The institutional logics perspective as a meta-theory and method of analysis that provides a framework to make sense of the interrelationships among institutions, individuals, and organizations in social systems is pertinent to this study as I examine the role design attitude and its manifestations exert at the organizational level (Thornton & Ocasio, 2008; Thornton, Ocasio, & Lounsbury, 2012). Institutional logics can be defined as taken- for-granted social prescriptions that represent shared understandings of what constitutes legitimate goals and how they may be pursued (Battilana & Dorado, 2010). In this sense, institutional logics guide actors’ behavior in organizational fields of activity (Battilana & Dorado, 2010; DiMaggio & Powell, 1991; Ocasio, 1997; Suddaby & Greenwood, 2005; Thornton & Ocasio, 2008). The concept is further defined as the socially constructed, historical patterns of material practices, assumptions, values, beliefs and rules by which individuals produce and reproduce their material substance, organize time and space, and provide meaning to their experiences and social reality (Thornton & Ocasio, 1999). This expanded definition links the notions of individual agency and cognition of institutional actors with socially constructed institutional practices and rule structures and integrates the structural, normative and symbolic forces of institutions as complementary 17 dimensions (Thornton & Ocasio, 2008). In this regard, the multi-dimensional character of this institutional logics definition aligns well with the treatment of organizational culture as a root metaphor for understanding organizational life that is presented in this study. In particular, it helps highlight how the cultural dimensions of institutions—and in the case of my focus, behaviors associated with design attitude—might represent a specific frame of reference that conditions actors’ choices for sense making and may enable and/or constrain social action. Here, two additional concepts from this literature are relevant to this study. First, the notion of institutional entrepreneurship, which explains how actors can contribute to changing institutions despite pressures towards stasis (DiMaggio, 1988; Eisenstadt, 1980) and accounts for endogenous forces of change in organizations (Battilana, Leca, & Boxenbaum, 2009). Second, the notion of the paradox of embedded agency: which alludes to the tensions or contradictions between individual agency and institutional structure/determinism (Seo & Creed, 2002) and addresses a key puzzle in institutional theory: how can individual actors change institutions if their actions, intentions, and rationality are all conditioned to a certain degree by the very institution that they wish to change (Holm, 1995; Thornton & Ocasio, 2008)? As a means to address the paradox of embedded agency in the context of UNICEF, I expand on empirical research and theory on social cognition and structuration. Notably influential here is the theory of structuration of the British sociologist Anthony Giddens (Giddens, 1979) which has been adapted by Patricia Thorton, William Ocasio and Michael Lounsbury in their institutional logics work with the concept of “dynamic constructivism” which posits that individuals learn multiple contrasting and contradictory institutional logics through social interaction and socialization. The multiple institutional logics comprise the cultural knowledge available to social actors in society, institutional fields and society (Thornton et al., 2012). These concepts inform how I consider 18 manifestations of design attitude that are embedded in the collective actions of the Innovation Unit and are aimed to mobilize change projects, provoking key tensions at times with the institutional logics of UNICEF at large, and others instead advancing change at the organizational level. In this regard, the institutional logics lens also opens up the opportunity to cull insights at a broad meta-theory level regarding how an organizational setting such as UNICEF, through its underlying logics of action, shapes heterogeneity, stability and change in individuals and throughout its organizational structure (Thornton & Ocasio, 2008). METHODS Research Design The purpose of this study is to generate actionable theory that reveals the relationships of design practices and design attitude capabilities to collective human agency and innovation at the organizational level. I seek to understand the process behind efforts of embedding such an approach, and what its effects are on the UNICEF operations at large. I interpret a qualitative field study to consider the meanings and manifestation of design in the complex organizational cultural setting of UNICEF where circumstances of high stakes characterize the organization’s innovation agenda. My ethnographic approach guides a phenomenological and predominantly inductive research strategy, which covers the selection of the field research setting and the processes of data collection, reporting and analysis that I followed. I describe these steps in further detail in this section and summarize them in Table 2. Research Setting The situated context of the Innovation unit at UNICEF in the organization’s headquarters in New York represented an ideal site to pursue an interpretative ethnographic approach to study how design attitude capabilities and design practices manifest and relate to the innovation 19 mandate in a holistic way within the organization (Singh & Dickson, 2002). First of all, and predating this study, I had established a deeply collegial relationship with the two co-founders and co-leads of the Innovation Unit through my practice as a design educator at Art Center College of Design. 6 This ongoing collaboration dates back to 2007 and the inception of the unit as a budding initiative reporting to the then Director of UNICEF’s Division of Communication and now Principal Advisor and Director of the UNICEF Innovation Center in Nairobi, Dr. Sharad Sapra. The fact that I had already this relationship of mutual trust in the organization, enabled me to gain unique access to highly placed informants, as well as immediate credibility among members of the Innovation team, thus allowing me to adhere to the key principle of ethnographic authenticity (Clifford, 1983; Golden-Biddle & Locke, 1993). Additionally, the research site gave me the opportunity to draw upon my prior worldview and cultural experiences as someone who has had a personal acquaintance with the United Nations system of funds and agencies for many years (both as a practitioner, but also, and literally, growing up in the corridors of the UN headquarters in New York and Geneva, as a diplomat’s child). The latter familiarity, “psychological closeness” (Geertz, 1983), and experience contributed to my seeing the nuanced culture-producing milieu of the organization (Singh & Dickson, 2002) with a particularly sensitive lens, and helped me craft a plausible account while retaining criticality (Golden-Biddle & Locke, 1993). In this regard, my exploratory research process combined a 6 My first collaboration with Christopher Fabian and Erica Kochi dates back to 2007 when they supervised the first in a series of student fellowships via Designmatters at Art Center College of Design: that of graduate student Miya Osaki, who contributed to their work developing UNICEF content for the One Laptop Per Child initiative (for more information see http://www.designmattersatartcenter.org/fellowship-program/past-fellows/); other design projects I helped structure and supervise with them over the years include a digital stories design research exploration focused on citizen media that engaged faculty and students from Art Center’s Media Design Practices MFA program (http://www.designmattersatartcenter.org/proj/unicef-sharing-digital-stories-in-the-developing-world/) and the core partnership for the curriculum of Art Center’s Media Design Practices: Field MFA chaired by Anne Burdick, which has relied on the context of the UNICEF Innovation Lab and the UNICEF country office in Uganda (http://www.designmattersatartcenter.org/mdp-field/) as a basis for student inquiry since 2012. 20 recognition of the familiar with an openness to the discovery of the novel (McKeon, 1964), and had me wrestle with the paradox of “making the familiar strange” (Hatch, 1993) as I uncovered and sought to explicate the ways in which individuals in the Innovation unit came to understand their situations and take action (Van Maanen, 1979a). A further rationale for my selection of the Innovation Unit as the research setting for this study is that it exemplified a revelatory, extreme single case (Yin, 2014). The use of an extreme case study facilitates theory building because the phenomena under study are “closer to the surface” and easier to observe (Eisenhardt, 1989; Pratt, 2009). In this sense, the Innovation Unit represented a privileged opportunity to observe first hand and describe a dynamic set of phenomena in a unique organizational context where innovation and design activities intersect. As the principal unit of analysis in this study, the New York unit is one of the core organizational components of what its co-founders and UNICEF describe as “the larger UNICEF Innovation ecosystem” (see Figure 1). The mission of the Innovation Unit is to support UNICEF programs in finding solutions for the world’s most vulnerable children “through integration of technology, design thinking and partnerships with private sector and academia” across more than 135 country offices globally. This mission is situated within a larger international development context that emphasizes the need for partnership with the active involvement from civil society, commercial enterprises, and private non-commercial actors including academia and social entrepreneurs, to complement, support, and create new models for the delivery of public goods and services, and the creation of sustainable social innovations that can help eliminate inequities for all at a global scale (Sustainable Development Knowledge Platform, 2014). 21 Figure 1: UNICEF Innovation Ecosystem Diagram White Board Overview The diagram was used by Innovation Co-Leads Christopher Fabian and Erica Kochi to visualize the organizational structure and key functions of UNICEF Innovation during UNICEF’s Executive Director Anthony Lake and United Nations Secretary General Ban Ki -moon visit to Innovation Unit offices at UNICEF headquarters on January 7, 2015. [Photograph courtesy of the UNICEF Innovation Unit 7.] A designed version of this diagram is included in Appendix B. Table 1 provides an organizational overview of the Innovation Unit as well as the other organizational entities that UNICEF identifies as part of the ecosystem of innovation. 7 The photograph and full blog post of this visit can be accessed at http://unicefstories.org/2015/01/08/unitednations-secretary-general-ban-ki-moon-pays-a-visit-to-the-innovation-unit/. 22 Table 1: UNICEF Innovation: Organizational Overview Organizational Unit Innovation Unit, UNICEF HQ, New York Headed by Christopher Fabian Co-Lead, UNICEF Innovation Reports to UNICEF’s Executive Director UNICEF Global Innovation Center, Nairobi Headed by Dr. Sharad Sapra, Director Reports to UNICEF’s Executive Director Innovation Node in San Francisco Headed by Erica Kochi, Co-Lead, UNICEF Innovation Reports to UNICEF’s Executive Director Innovation Group, UNICEF Supply Division, Copenhagen Headed by Kristoffer Gandrup –Marino, Chief, UNICEF Innovation Supply Division Reports to Head of Supply Division Network of Innovation Labs around the world (14 as of January 2015) The Labs are purposely designed to function outside established organizational reporting structures; affiliations with UNICEF country offices and the NY Innovation Unit as well as reporting of activities vary greatly. Functions • • • • • • • • Regional Office Leads • Supports UNICEF programs and country offices at large through integration of technology, design thinking and partnerships with private sector and academic Identifies and Field tests scalable innovations Builds partnerships with the technology sector and helps scale social innovation start-ups Works with private sector and other partners on supply and product innovation They are sometimes, not always associated with a UNICEF country office. They bring together the private sector, academia and the public sector to develop solutions to key social issues. As open, collaborative incubation accelerators, they scan for the latest innovations and trends at the grass-roots community level. They engage constituents with UNICEF to facilitate best-in class thinking, practices and applications necessary to enable and expedite systemic, sustainable change. Individuals who add a regional perspective and support innovation work with Country Offices Data Collection I conducted this ethnography over a period of eight months, between June 2014 and January 2015. While I recognize the importance of prolonged observation and “learning by going” [to the field] per Geertz (1973), I follow more recent trends in management research (Singh & Dickson, 2002) and cultural ethnography (Clifford & Marcus, 1986) that no longer subscribe to the researcher’s extended physical presence in an organizational setting as the sole foundational guarantee for interpretative validity and adequate insights (Sanday, 1979). For this study, my period of in-situ immersion was relatively limited as I was not located at the 23 organization in New York for the entire period of data collection. Instead, I combined my interactions and observations of the behaviors of individuals during the meetings and the events that I participated in during the month of June 2014 at headquarters, with a variety of data that I triangulated to mobilize evidence and elicit meaning from the phenomena of interest (Geertz, 1973). Gathering evidence from multiple data sources addresses potential problems of validity from inferences because different sources provide for multiple measures of the same phenomenon, allowing the researcher to arrive at findings that converge from multiple, independent observations (Eisenhardt, 1989; Yin, 2014). The data I gathered included field observation and field notes, semi-structured and informal interviews, and extant documents and technological artifacts of the organization (the latter included tracking live the RapidPro project as it was unfolding). I describe these multiple sources of data in further detail below. Field observation. My field observations included attending routine meetings internal to the Innovation team (see Appendix C for a sample of the researcher’s field notes), and shadowing the Innovation co-lead, Christopher Fabian, to meetings with colleagues outside the unit in the month of June 2014 at UNICEF headquarters in New York. This process of systematic and sustained non-participant observation was critical to gain an understanding of the organizational setting of my informants, and gain the ability to start detecting patterns in their activities, relationships, and interactions in the context of their daily social and work lives in the organization. I was also invited to track the unfolding of the conceptual development, design, and deployment of the Innovation Unit’s flagship innovation project at the time of this study: the RapidPro open-source software platform for international development (referred to by my 24 Innovation team as “an app store for development tools”). 8 This subset portion of my fieldwork consisted of a four month period of observation between June and September 2014, when the platform launched to coincide with the United Nations General Assembly. During this time, I attended weekly Skype or conference calls with the RapidPro core team who was globally distributed. The team consisted of Christopher Fabian, the Innovation Co-Lead, and a handful of individuals with expertise in country office program support and deployment, software programming, and design. The location of individual team members varied greatly throughout the study’s duration, as they moved between various country offices in East and West Africa and New York during this time. Aspects of the platform’s deployment were made more complex as some team members were called in to test applications for the platform in Liberia and Sierra Leone during the height of the Ebola public health crisis in West Africa. During this combined fieldwork at UNICEF New York headquarters and virtual observations of the RapidPro platform, I took detailed field notes and wrote analytical memos after each day’s observations, looking for patterned activities and shared interpretations that could be triangulated with other data sources. Documents and artifacts. Other important sources of data for this study were the written and visual materials and the artifacts that the Innovation team used to articulate key narratives and support their work. These documents included organizational published texts such as the UNICEF 2014-2017 Strategic Plan and Theory of Change Supplements (UNICEF, 2013, 2014b), the State of the World’s Children 2015: Reimagine the Future Report which had “innovation for equity” as a core thematic thread (http://sowc2015.unicef.org/), and the annual reports of the Unit for the last three years (UNICEF Innovation, 2012, 2013, 2014). I also reviewed organizational websites such as www.unicef.org/innovation (including periodic monitoring of 8 The RapidPro platform supports UNICEF applications such as U-Report, which UNICEF originally launched in Uganda in 2011 to engage especially youth to participate more widely in governance and policy-making. It was deployed in Liberia within weeks of the Ebola crisis in summer 2015: http://ureport.in/ 25 the Innovation Unit’s blog, Stories of UNICEF Innovation, (www.storiesofinnovation.org) and was granted access to several internal/ “work in progress” documents of the Innovation Unit. For example, I reviewed several iterations of the Innovation Handbook, a document intended to support UNICEF Country Offices and partners in accessing the most up-to date information, connecting to other Offices doing similar work, and developing plans for effectively integrating innovation into country programming. The handbook is purposely designed as a word document to convey the ever-changing nature of its content (author in correspondence with design lead, January 2015) and includes a compilation of resources and tools that provide an overview of the innovation landscape across UNICEF. The shadowing process of tracking progress on the RapidPro project allowed me to access work-in-progress sketches and design files, select internal email memos of the team as they worked on the platform’s development, how to instructional materials, etc., before these were finalized and compiled in the RapidPro dedicated website http://www.rapidpro.io/. See Appendices C and D for select excerpts of these documents. Interviews. I conducted twenty-one semi-structured, one-on-one interviews between June and December 2014; these varied between half an hour and an hour in length. The majority of the interviews were face-to-face at New York Headquarters, including an in-person interview of the lead of innovation at the UNICEF Supply Division office in Copenhagen. The remainder handful interviews were conducted over Skype with Innovation team members located in San Francisco, Kampala, Nairobi and London. Since I was keen to collect a pluralism of perspectives from individuals with a diversity of organizational roles within and outside the Innovation Unit staff, I determined the list of interviewees in close consultation with Christopher Fabian, one of the two Innovation Co-Leads. This guidance and in a few cases, facilitated introductions, contributed in no small measure to my obtaining ready access to participants in the study. Table 26 2 identifies the interviewees’ roles within and outside the Innovation Unit (only the three leadership positions that I obtained permission to identify from our IRB interview protocol are associated by name in the narrative). Although all interviews covered the same broad topics, I maintained the ability to explore areas of special significance to an interviewee in depth. Given that my research objective was to understand how design practices and design attitude capabilities related to the principles, practices and programs of UNICEF Innovation and advanced or not that agenda, the design of the interview protocol opened with two open-ended questions that offered organizational context and enlisted background information about the interviewee’s position in the organization and their relationship to the Innovation Unit. A core set of interview questions invited participants to share an innovation project or activity and probed specific design attitude dimensions (such as for example empathy, the ability to connect multiple perspectives, or tolerate ambiguity) that could be present in their approach to their work; questions that enlisted their views about design in the organization and specific work were also included. Concluding questions were open-ended, aiming to get participants to project into the future with a positive note. Appendix A shows the questions used to guide the interviews. All interviews were digitally recorded with participants’ permission, and transcribed verbatim by a professional service so that the raw data could be analyzed. In addition, spontaneous interviews occurred when I was observing work, and I also conducted a smaller number of repeated informal interviews and email correspondence exchanges throughout the course of the study with key members of the Innovation team and its Co-Lead in order to be informed of the progress of projects and organizational aims, and to crosscheck facts. 27 Table 2: List of the 21 Semi-Structured Interviews in the Study UNICEF Global Innovation Center Nairobi Dr. Sharad Sapra 1 interview * Innovation Node San Francisco Erica Kochi, Co-Lead, UNICEF Innovation 1 interview Innovation Lab, Kampala RapidPro Global Product Manager 1 interview Innovation Group, UNICEF Supply Division Copenhagen Chief of Unit 2 interviews Innovation Unit, UNICEF HQ, NY Christopher Fabian, Co-Lead, UNICEF Innovation Academic Partnerships, Lead and Global Challenge Manager Visual Strategy (Design) Lead team Analyst Roving Lab Lead Innovation Lab Coordinator 8 interviews UNICEF HQ, NY Executive Director Office, Field Support Unit Human Resources Division, Strategic Planning Office of Private Sector Partnerships IT Division Humanitarian Response Polio Innovation Program Child Protection Program 8 interviews * Note: Interviews varied between 45 minutes and one hour in length; the Innovation Co-Lead Christopher Fabian and key members of the design team were interviewed repeatedly in an informal manner. Data Analysis The dialectical, analytical mode in this ethnography fundamentally invites the opportunity to grow our understanding in both directions, downward from the whole to the parts, and upward from the parts to the whole (Hackman, 2003) by examining the dialectical forces between the actions of organizational actors and the institutional logics of UNICEF, but also by probing the seeming paradoxical dynamics of alignment and tension that design attitude manifestations generate as they get integrated with processes of innovation and change in the Innovation Unit and the organization at large, or alternatively disrupt organizational norms and institutional logics. The exploration of the cultural milieu of the Innovation unit of UNICEF also aims at creating a space for deliberation, bringing different kinds of systems into view (Fortun, 2012) by relying on rich detailed descriptions in the narrative and by relaying accounts of key 28 incidents or perspectives shared by the informants in the study. In this sense, I pursued data collection as a means to construct generative theorizing from the perspective of not simply an observer or full participant, but from that of a facilitator, i.e., there were instances throughout my interviews and informal conversations where informants openly commented that questions I would pose or comments that were solicited from our conversations where sparking a new idea or line of inquiry they would be pursuing afterwards. Paramount to my research aims was to drive forth new meaning of the phenomena under examination and give voice to informants by maintaining a high degree of reflexivity about the asymmetries that occur between observer and observed (Fortun, 2012; Golden-Biddle & Locke, 1993, 2007), as well as the subjectivity that arise from personal biases. In reporting on data, I sought to write an account that 1) honors the worldview of my informants; 2) provides sufficient evidence for my claims; and 3) significantly contributes to extant theory (Pratt, 2009). In this sense, my objective in assembling the narrative of the findings from the study was to achieve a rigorous partiality and an economy of truth about design attitude manifestations in this innovation context (Clifford & Marcus, 1986) over a comprehensive account. While I was keenly intent to construct knowledge with evocative veracity through the presentation of this ethnographic case study, I also realize that I was studying an organizational culture in profound flux “whose natives may have as much difficulty knowing it and living it as the fieldworker” (Van Maanen, 2011) and thus, my responsibility as a researcher following the philosophical hermeneutics tradition was guided by the aspiration to remain open to unanticipated and unintended developments throughout the study: drawing on the capacity to “see what is questionable in the subject matter and to formulate questions that question the subject matter further” (Gadamer, 2008). 29 In the process of developing my inferences from within fieldwork at UNICEF, I subscribed to a grounded theory approach of comparison and contrast (Strauss & Corbin, 1990) which amounted to an inductive, recursive process of cycling between identifying initial concepts in the data and grouping them into categories (open coding), emerging theory and relevant literature, in order to progressively build and refine the theoretical categories that form the basis of this paper. Given my ethnographic focus, conceptual coding used whenever possible in-vivo codes, i.e., language used by the participants that I associated into first order codes (Van Maanen, 1979b). I also drew upon a strategy of thematic coding (Boyatzis, 1998) informed by the key concepts related to design attitude brought from my prior research (Schein, 1985, Van Maanen, 1979). In particular, I probed key dimensions of design attitude: connecting multiple perspectives, empathy and ambiguity tolerance (which I had found to carry significant predictive power in accounting for positive social innovation outcomes in my quantitative research) and explored their relevance in the context of this study, using them as key themes in the initial coding stage of my interview data. In a second step of analysis, I engaged in axial coding of the data (Strauss & Corbin, 1990) to develop more abstract descriptions of conditions that applied to multiple situations, combining first order concepts to generate second order themes. Table 3 provides a schematic of the data collection and the recursive phases of data analysis, which continued until I had a clear grasp of the emerging theoretical relationships in the study and additional data collection failed to reveal new relationships. 30 Table 3: Schematic of Data Analysis and Collection Steps Methodological Steps Study Setting: search for a revelatory setting to observe the manifestation of design attitude capabilities at the organizational level and in an organizational context where design principles and an innovation agenda are articulated mandates Outcomes • • • Data Collection: • Observe in situ (NY and Copenhagen) • Close consultation and guidance from Innovation Colead to select interview participants across Innovation Unit and organization at large to develop list of 21 interviews • Interlace data collection with literature review and data analysis for iterative /generative interpretation • Shadowing of RapidPro via weekly Skype and conferences with global distributed team • Maintained Notebook to capture notes during observation; wrote analytical memos after field observation • Access to multiple sources of data including extant archival documents, internal documents, memos and artifacts • Informal follow-up interviews with key informants/ to seek feedback from key informants Data Analysis Phase 1: Discovery and Narrowing • Engage in thematic coding based on insights from prior quantitative research to probe design attitude deeper at the organizational unit of analysis • Construct categories/ categorize data via in vivo codes and 1st order concepts from fragments/record categories in journal Phase 2: Enriching and Validating • Explore how categories fit together / probe relationships and patterns • Examine extant theory for insights • Use of constant comparison to test for rival explanations, search for contradictory evidence, and continuously refine thematic categories via axial coding • Use dialectical mode of inquiry to interpret how design attitude manifests and make sense of paradoxes in the phenomena and create a space for deliberation with data • • • • • • • • • • Access to direct observation of the Innovation Unit work meetings and routines, access to high level informants at UNICEF headquarters and global offices Opportunity to shadow members of the Innovation Team during conceptual development, design and deployment of the innovation project RapidPro Access to the Innovation Team internal documents and artifacts Authentic, close relationships with Innovation CoLeads helped establish credibility and access to high level informants Rich and authentic data set from fieldwork allowed for emergence of patterned activities Sub-analysis of RapidPro project allowed for observation and interpretation to occur live as processes were unfolding Plausible, evolutionary descriptions of practices and processes Filled Moleskine Notebook (200 pages) with copious field notes and produced analytical memos Emergence of patterned activities from fieldwork observation Thick Description of the Organizational Culture of the Innovation Unit 1st order codes/axial codes/list of entrepreneurial themes and attributes that emerge about the Innovation Unit and examples from the interviews Use of dialectical strategy to organize a texture of contrarieties from the themes that emerge from the design attitude probes: pluralism of meanings; confirmation of 3 dimensions of design attitude: wins versus barriers in organizational context Emergence of theoretical categories of accountability and urgency 31 FINDINGS The findings of this study are organized in three subsections. The first subsection offers a contextual overview of the Innovation Unit that focuses on a “thick description” (Geertz, 1973) and analysis of two components of the unit: its structure and program foci. My objective is to uncover the special language, unique and peculiar problems, and distinct patterns of action of its members (Van Maanen, 1979b; Van Maanen & Barley, 1982) and highlight some of the particulars of the unit’s organizational culture vis-à-vis the larger institutional logics of UNICEF overall in order to arrive to a picture of the whole unit. The second subsection addresses the first research question of this study and probes how design attitude dimensions manifest and play out within the Innovation Unit to advance collective agency at the organizational level. The focus of my examination here is threefold. First, I review the principles of the Unit and their intersection with design practices. Second, I examine the pluralism of manifestations of design attitude, and third, I analyze the enablers and inhibitors that design attitude manifestations face in the organizational context of UNICEF. Finally, the third section of these set of findings highlights the insights I cull from the second research question of this inquiry: the relationships that can be discerned between design attitude manifestations and two macro level themes: accountability and urgency. These themes emerge as important drivers in terms of how reasoning and actions that impact innovation take place within the institutional logics of UNICEF. I. Mapping the Context: An in-depth view the UNICEF Innovation Unit Organizational structure: A startup environment. Here, I review the structural component of the unit via three main attributes that contribute to forming the start-up environment or “subculture” of the Innovation Unit: 1) its relative autonomy and cross-cutting position in terms of where the Unit sits in the organizational and reporting chart of UNICEF; 2) 32 the demographic make-up of its staff; and 3) the entrepreneurial characteristics of its operations—the unit’s activities representing “ground zero for innovation” at UNICEF. A privileged position at the center of UNICEF’s Innovation Ecosystem. In its relatively brief eight-year history since its start in 2007, the Innovation Unit has undergone several cycles of ebbs and flows in terms of the size and composition of its staff, its reporting structure within the organizational context of UNICEF, and the nature and scope of its activities. The Unit is the brainchild of its two co-leads, Christopher Fabian and Erica Kochi (Kochi moved to San Francisco recently, in late 2013, to start the node of the unit in closer proximity to the technology startups of Silicon Valley). When they joined forces in the mid-2000s, they were relatively new program officers in the organization, working in the Communication Division of UNICEF to explore a variety of innovation initiatives with the support of the head at the time of the Communication Division, Dr. Sharad Sapra. Back then, the idea of using new technologies, forging partnerships with the private sector, and integrating a design attitude approach to strengthen UNICEF’s innovation mandate around the world, represented a very novel concept for the organization (UNICEF Innovation, 2014). Perhaps indicative of how much the readiness for innovation has seemingly changed since then, presently as Co-Leads of the Innovation Unit, Fabian and Kochi collaborate with a globally distributed, interdisciplinary team that includes designers, who are all part of the larger “innovation ecosystem” of UNICEF described earlier (see Appendix B). Importantly, both report now (and since late 2013) directly to the top of the pyramidal structure of UNICEF, the office of the Executive Director, Anthony Lake, who has been very deliberate in his promotion of the innovation mandate of the organization since he assumed his tenure. 9 As a deputy for Lake offered: “he is genuinely interested in the work they 9 All of the UNICEF official documents studied include a clear articulation of the importance of innovation as part of the institutional logic of the organization for the 21st century. As we concluded the writing of this study, we were 33 do and very much engages with them on a substantive level…. Their reporting is not a paper thing.” Another informant in charge of strategic programming in human resources built on the importance of the legitimacy and license to act they enjoy, which inherently results from having that top executive level commitment, an opinion that was echoed by another staff member: “the fact that they have a channel to the executive director empowers them.” However, as the HR informant also pointed out, that same leadership endorsement can provoke at times a set of antagonistic dynamics: “when you have that leadership from the top that takes that tone, it has two main reactions: there is a group of staff who will push back, but may be not vocally or physically… just a lack of cooperation, or making things taking a long time to be responded to. On the other hand, you have people very excited and see that this is really a way to grow, and develop, and learn new things, and really embrace it. Then the challenge is both when that senior leadership leaves, what happens?” Both Co-leads, agreed about the “double edge sword” and “polarizing” aspect of the reporting structure with the executive director’s office, but also emphasized how liberating the structure is in terms of agency; as Kochi remarked: “most people at our level have a couple of layers between the executive director and their office. And we don’t have that. …. The thing that is really good about it is the ability to work very well across all divisions and countries because we are not affiliated in that we don’t have a loyalty to any particular division. … We are really seen as very cross-cutting work.” Mobility and diversity in its demographics. It is insightful to examine the demographic and skill-set make-up (including that of designers) of the unit to assess whether this able to review Anthony Lake’s speech to the Executive Board of the Organization (2/03/2015) which situates the innovation agenda as part and parcel of the organization needing to maintain essential relevance in a changing world: “we can look at this as a challenge or as an opportunity—an opportunity not to evade this new world and its complexity, but rather to embrace it and to use the changes around us to forge new partnerships, new collaborative efforts, new ideas, new solutions and new movements….” (Unpublished address, courtesy of the Communication Department, UNICEF Innovation Unit, accessed February 3, 2015). 34 informs the startup organizational culture of the Unit. From a human resources perspective, the technology heavy focus of activities of the unit seems to attract a relatively young demographic of professionals, typically under forty years of age (Amatullo in dialogue with Fabian, June 2014) who tend to join the team with sharp skills and prior expertise from a mix of public and private sector professional backgrounds (including international development and policy, health, management, data visualization technology, communication and design). Except for the case of the Co-Leads and a handful of core positions in the unit, most of the team members are not fulltime permanent UNICEF staff, but instead they are hired on “temporary appointments/ consultancies.” 10 There are also some indications in the data of this study that the younger nature of the staff that come to the organization with technology “savviness” and entrepreneurial traits may also be representative of a broader change in the demographic patterns that are impacting organizations like UNICEF as a whole, where older generations are retiring, an being replaced by a new generation. In the words of the Innovation Co-Lead, Kochi: “The new people think in a very different way and are much more antiestablishment than their predecessors. They realize, especially from the technology face of what we do, that there is going to need to be change in the way we practice the work we do.” As our interviews revealed, the background and mobility of the staff has a significant influence in contributing to the openness and dynamic energy of the unit, as the HR informant noted: “those people are coming in, and then they are going. So in terms of their thinking, they tend to typically be more agile and less risk-averse.” Careful attention is also placed in distributing staff across the organization (via dual reporting structures to the Innovation unit and other divisions and by tapping into organizational budgets that are sitting outside the budget of the unit). Along with the direct line of access to the Executive 10 Contractually, per UNICEF human resource policy these appointments typically may span two consecutive cycles of eleven months each with a month interval in between, so in many cases temporary staff is likely to cycle out of the organization after two years. 35 Director’s office mentioned above, the hybrid reporting structure of many of the unit’s positions can be considered an important strategy of integration of the unit; especially as a way to embed a design attitude capability across the organization that contributes to a crosscutting influence and institutional legitimacy. One of the Co-leads, Fabian, exposes this perspective in the following statement: “the biggest marker of success is that this team is funded by the organization…. I have a cool boss and he is the head of the organization. And the previous head of the organization was the one who gave our team the space to do a lot of this in the first place. So it’s actually transcended to leaders.” Ground zero for innovation. From an operations standpoint, despite many additional factors that demonstrate the integration of the unit within UNICEF’s organizational structure through visible products, services, and tools that bring concrete value to development needs in areas as diverse as health and education for example—where a number of innovation initiatives have reached proof of concept and varying levels of maturity, scaling throughout the organization and key country offices (UNICEF Innovation, 2014)—the unit stands out as a “startup subculture” (Martin, 2002a) that is often operating under different institutional logics than the rest of organization. As one informant outside of the unit remarked: “we are still at zero in terms of mainstreaming and to me mainstreaming innovation as a way of doing business is still very much centralized and focalized with the innovation team.” The emergent nature of the unit’s processes and activities is echoed also in this testimonial from one of the project managers in the Innovation team: “it’s taken a lot of steps, especially recently to sort of operationalize innovation and to create a framework that people can identify with.” The qualifier “startup” in this situation can be equated with an overall competence for institutional entrepreneurship of the unit that also converges with design attitude capabilities, and that I define as three main actions 36 that demonstrate the proclivity toward agency and the creation of new value for the organization through 1) the development of new products, processes and ventures; 2) a boldness for experimentation driven by an intrinsically motivated staff; and 3) calculated risk and “opportunity-focused” actions to leverage change (Drucker, 1985). The entrepreneurial outlook of the unit, not dissimilar to one we would associate with a private technology startup, differs from other more “dominant” (Williams, 1977) traits of the organizational culture of UNICEF as a whole, which overall is less prone to innovation, despite emergent signs of change. The competing institutional logics are evidenced by the statements of several of the interviewees that referred to the bureaucratic stasis that might be expected in a public service institution that still has to function and contend with many of the hierarchical, “command and control” management systems and normative procedures designed for an organization established shortly after the Second World War (Jolly, 2014). As one of the senior administrators with management oversight for the unit shared: “Any large bureaucracy and particularly United Nations bureaucracy has its organizational inertia and its organizational resistance to change.” And later in the same interview: “I play cover, I run blockage for them on the bureaucrat… my job is to be part of the old school internal bureaucracy and make sure that it does not shun the unit, make sure it works to support it.” Another executive-level informant offered a very similar image of bureaucratic behaviors of many staff that may show resistance to change and innovation: “They have been here for a million years. They know what is going on and how to fight back. So they try to resist to change in every way and means possible.” Table 4 illustrates the institutional entrepreneurship quality of the Unit and summarizes the typology of associated first-order concepts that represent a set of three general actions described above along with second-order emergent themes and representative quotes from the interviews. It is important to note that qualities of 37 entrepreneurship that emerge from the field data such as ambiguity tolerance and experimentation/iteration practices for example, are also characteristic of design attitude dimensions and design practices. Appendix C includes an excerpt of field notes from my observations of one of the weekly meetings; the session was also revelatory of the entrepreneurial values, practices, routines, and language of the team (Martin, 2005). 38 Table 4: Entrepreneurial Competence of the Innovation Unit Associated 1st Order Concepts ACTIONS 1. leverage of resources to create new products processes, ventures that add value 2. Boldness for experimentation Second Order Themes from the Data - - Expectation for agility Accelerated pace of delivery assumption /positive orientation for change versus dominant culture flexibility/iteration independence ability to anticipate intrinsic motivation of staff Representative Quotes “Because we are a UN bureaucracy change is difficult. It is hard to push change through and I think people who are change agents like Chris and Erica and I’d like to think of myself in that category can get very frustrated with moving things along.“ Field Support Unit “My role has changed like two times already in the last year.” Design Team Member “We have a lot of high turnover and expectations for quick demands… we have to be able to make things in a very intuitive way” Design Lead “We are looking at the places where we do not have all of the answers yet and the industry does not have all the answers.” Erica Kochi, Innovation Co-Lead “The upcoming generation of staff are young people in their 20s and 30s who are much more antiestablishment than their predecessors.” Erica Kochi, Innovation Co-Lead “At the beginning I was waiting for direction and that was too slow…. Nobody is telling us what we are going to need” Visual Strategy Lead “One strives for freedom” “This team stays together until whenever to finish something, it’s wonderful.” 3. calculated risk taking and opportunity focused actions - - learning from failure strategic experimentation with proof of value aims calculated risk Chris Fabian, Innovation Co- lead “It definitely has been able to achieve using it as a global weight, doing a lot of exciting new things and being OK with failure.” ” Academic Partnerships Lead “Innovation implies a much more sophisticated understanding of risk, the ability to accept a certain level of risk and to justify the gains that come from it”- HR Strategy Lead, UNICEF “Gradually we kind of prove the effectiveness and the impact of these programs and innovations… people are buying more of these ideas” Roving Lab Lead “It is tricky to strike a balance, especially in international development of being in a place which has great impact and flexibility to do new things” “We don’t run off with an imagination of what the product can do but the reality of it as well” RapidPro Programmer “The work we do is very cross cutting, it has to be about serving the whole organization.” Chris Fabian, Innovation Co-Lead 39 Evolving programmatic foci. Below I review the unit’s programmatic foci; their fluid and shifting orientation represent another aspect of the extremely agile and entrepreneurial nature of the unit. I also signal how the entrepreneurial dimensions of their programming are also informed by some of the institutional logics of UNICEF as a whole as it responds to macro-level shifts in the global context it operates under and embraces changes that are impacting the “necessary machinery of the UN bureaucracy,” as one informant referred to it. Swift action. Swift action as a modus operandi characterizes the attitude the whole team of the Unit has, starting with its leadership, as demonstrated by the following statement of one of the Co-Leads, Fabian: “what we are trying to do is build the biggest change agent that we can.” The sentiment that “we are not moving fast enough, I want to go faster,” is one I encountered repeatedly in my interactions with other members of the unit. Agility is also part and parcel of the expectations the Unit has for how design has to perform; Mari Nakano, a professional designer and the Visual Strategy Lead (the unit includes a small Visual Strategy team), purposely not named “the design team” (Amatullo in conversation with Fabian, September 2014) illustrates this case in point with this quote: “We practice agility with our communication methods – one minute we need to create work that speaks to the Executive Director or even the UN Secretary General, the next minute we are preparing to display work for private funders. We toggle between the print and digital world and we also practice designing with constraint – If the internet is slow in a country, how do we still disseminate information that is accessible? If Adobe Creative Suite is not practical, then how can we maximize Microsoft Office? If Google isn’t accessible, then what’s the next best way to share working documents? How do we grow and progress without letting too little or too many choices slow us down? How do we continue to create strong design work under the pressure of time?” It is important to add that “the swift action” imperative also emerged from informants outside the Innovation Co-leads and members of the unit and in this sense it seems to signal the theoretical theme of urgency that we discuss later as part of the institutional logics of where UNICEF is at 40 this point in time of its history. This statement by the deputy advisor of the Executive Director of UNICEF illustrates how connected the imperative of swift action is to the institutional logic of urgency that is dictated by the macro level considerations that UNICEF contends with: “My general approach to problem-solving is always to start with the data… You’ve got to have a strong basis data and then you’ve got to have a good analysis of that data…. Now I realize there are situations there’s a pressure and urgency that doesn’t give you the luxury of the time to really collect a lot of data. So you have to do that in parallel. So you start collecting your data and you start acting” [my emphasis on “acting”]. Motivational narratives. Importantly, in keeping with the concept of institutional entrepreneurship, programmatic activities, even when novel and not mainstreamed, are presented and framed in a motivational way that attempt to effectively resonate with values and interests that fit with the institutional logics of the overall organization and thereby harness consensus effectively (Battilana et al., 2009). 11 Here, it is significant to note that the design expertise that is embedded in the unit serves drive the motivational framing for innovation that the unit deploys to validate its work. It is a perspective openly voiced by one of the Co-Leads, Kochi: “I think design really helps in terms of communication about trying to make our team much better at articulating what it wants to communicate in an upbeat and engaging way.” Part of the ability and self-awareness for constructing motivational narratives that the leaders of the Innovation Unit have translates in their also recognizing the importance of tying the narrative to the institutional logics not only of UNICEF overall but of the private sector stakeholders that 11 A quick overview of the unit’s published annual reports show that the innovation foci for 2012–2013 where articulated as “four key areas of innovation: programs, processes, partnerships and products that bring about better, more equitable results for children,” in the annual 2013–2014 report these foci remain present, but are further captured as “access to information, opportunity and choice” with innovation initiatives framed in three broad areas: 1) models for accelerating innovation: including guides, frameworks and partnerships to create sustainable solutions at scale; 2) systems and tools that address the needs of the most vulnerable; and 3) research: loosely defined as operational and strategic, modeling new solution spaces as well as creating a 3 to 5 year future oriented portfolio of projects in real time data, infrastructure, logistics and personal information (see unicef.org/innovation). 41 UNICEF and the Innovation Unit are increasingly engaging in as development practices change and engage private sector. Here is a testimonial by Kochi that illustrates this point: “I think you really need to spend time to get to know what drives the organization that you’re working with. And that’s a process that is not sure and it sort of happens over time… the process of aligning incentives on both sides [we our external partners outside the unit and outside UNICEF] is important and without that, it’s very hard to have a good lasting partnership.” The image of the unit as a driver of institutional change, partly due to their ability of establishing such novel partnerships with the private sector, also coincides with the construed external image that UNICEF staff have of the unit, who see its members as important advocates and facilitators of change activities. The following statement from an interviewee outside the unit is indicative of this perception: “They have a lot on the boil, on the go at the moment.” It is also telling to observe that the sense of a continuous forward motion through the dynamic approach to the programming of the Unit’s activities is clearly evident in how its members identify with an entrepreneurship image that is different from the rest of the organization (Dutton, Dukerich, & Harquail, 1994). The organizational identity of the unit suggests a sense of distinctiveness predicated on an idea of a fluid, “liquid” state—a hallmark of a design attitude approach (Boland & Collopy, 2004)—that is characterized by constantly evolving circumstances of rapid change. One of the unit’s designers, described it as “sometimes I feel like we’re stereotyped as being crazy and innovative… these young people running around UNICEF trying to make a bunch of innovations.” During my field observations there were several moments where I witnessed how much that acceptance of change that members of the unit assume to need in order to operate successfully, seemed part of the organizational culture of the unit. For example, in describing a new activity underway one of the members announced: “here is an idea we had, it is new, 42 yesterday kind of new.” There was also the accepted notion and reflective awareness (the latter quite palpable from the perspective of the leadership of the unit) that whenever the priority for activities need to shift or change, the team must adapt or move on. One of the co-leads, Fabian, used the following metaphor: “like the shark can’t actually stop swimming or it dies because it needs air flow through its gills, the team is like that. If this team stops delivering, then it’s gone, or if we have nothing to deliver against, then it has to be gone.” Finally, it is interesting to observe that the impetus for change that is articulated in a very concrete discourse and motivational narrative by the Innovation Co-Leads is one that is clearly inspirational to the members of the unit as illustrated by this informant: “A key mandate I have is to stimulate dialogue around some of the issues we are facing. And Chris [Fabian] calls it ‘like building a global change agent.’” They also realize that the motivational narrative is important to add legitimacy to the innovation and design work as reflected by this testimonial from one of the Innovation Lab Leads: “We have figured out how to add value concretely to UNICEF and add value concretely to programming for country offices. I think that our team has spent a lot of time thinking about change management that is inherent in what we are doing here within UNICEF.” This desire to make the argument for innovation and design to become visible and “concrete” is of course closely associated with the importance of having legitimacy as part of the institutional logics of the organization, which emphasize urgency and accountability at scale. One of the informants from the Innovation Unit expresses the importance of this concern in terms of justifying decision-making and action: “I had projects that I manage at the country level and I focus on concrete programmatic outcomes. We need to do the same with innovation, so looking at something we can isolate and demonstrate correlations between the new solution and the 43 expected outcomes in terms of improved effectiveness, efficiency, scale and reach right? And in terms of systems level change.” Erring on the side of fluidity and change. Finally, the institutional entrepreneurship identity of the Unit is reflected in documents and narratives that are purposely designed to be easily changed (e.g. the Innovation Handbook) in staff titles, roles, and responsibilities that can fluctuate in a short span of time (one of our interviewee’s belonging to the design team of the unit commented on this when citing her title “actually my role has changed two times since I started work here”), and at more substantive level, in the organizational structure of the unit itself. The Co-Leads seem to intentionally not to want to adhere to any kind of formal structure for too long before finding a way to switch things up. For example, just in the span of the eight months of this research, I was able to see the visualization of the Unit’s structure and activities change in a significant way, shifting from a visual articulation that emphasized the breakdown of activities and distributed roles of the Unit and its links to UNICEF as a whole (organizational chart 1, June 2014, Appendix B, Figure B1) to a diagram that stresses the Unit’s position in the ecosystem of innovation at UNICEF (organizational chart 2, January 2015, Appendix B, Figure B2). The agility again of the structure is seen as a positive that is also responsive of the larger changes the organization has to contend with in terms of the nature of the complexity of world problems and circumstances, which in turn influence the institutional logics of UNICEF. As Fabian states: “One of the greatest things that we are changing in the organization –and it is not this team changing it, the world is changing it, is that we have this idea in development that you can plan something out for like a four-year project plan and this is what's going to happen. That’s crazy.” There is an acceptance of this “nimble” nature of the Unit’s make up by the staff, and notably by the design team: “Who we are is always a work-in-progress.” The focus on 44 change also translates and relates to more macro-level considerations that Innovation Unit members seemed very cognizant of and quite reflexive about from the evidence of several of my interviews with them as illustrated here: “There’s the programmatic outcome level and then assisting change level and we are contributing to both…Is there a push to the new normal as a result of the way our team works and at the mere presence of our team? That’s obviously a much bigger thing that our team alone could measure but it is something the organization will eventually be able to look at.” Table 5 provides further evidence of these three key second order themes (swift action, motivational narratives and erring on the side of fluidity and change) that emerge from the data about the modus operandi and approaches that characterize the Innovation Unit in its programmatic foci. 45 Table 5: Data Supporting the themes of “Swift Action,” “Motivational Narratives” and “Fluidity and Change” - Second-Order Themes from the Data Representative Quotes Swift action “The work we do day- to-day in emerging areas really looks at how instant the practice of international development can, needs to change over the next two years. “ Erica Kochi, Co-Lead Innovation Unit “The fail-fast, fast-fail-early philosophy that we apply to the specific innovation projects we need to also apply the philosophy to the management overall of the innovation program [in the organization]. Deputy Director, Executive Director Office, UNICEF “We are looking at the places where we do not have all of the answers yet and the industry does not have all the answers.” Erica Kochi, Innovation Co-Lead “Everybody is over-stripped, it is difficult to have dedicated time to collaborate and reflect, discuss on more than a monthly basis.” RapidPro Team Member - motivational narratives “So we’re looking at the spaces where we don’t have all the answers yet and the industry doesn’t have all of the answers, but we see tremendous potential.” Innovation Co-Leas, Erica Kochi. “I feel like a longstanding bureaucratic organization, we sometimes get stuck in terminology, we [Innovation Unit] use a certain way of thinking about all of these problems, engaging students [through academic partnerships] really allows us to drive new talent and drive new thinking around these longstanding problems.” Academic Partnership Lead “I think the solution is about culture and about rhetoric and about the way you define people’s jobs when you bring them.” Polio Lead “It means you have buy-in. So unless you consult with people and bring them on to collaborate they’re not going to buy into it.” “I think that when people feel that they’re not alone in doing it; that they are part of a bigger team and just a bigger thing… I think that will enable us to continue strengthening as we expand.” Academic Partnership Lead - Erring on the side of fluidity and change “You need to be intellectually honest about the necessity for evaluation of this… as a success or as a failure. I think if it’s a failure, understand why it is, and move on to the next generation of it.” Erica Kochi, Innovation Co-Lead. “It's a very sort of free environment [Innovation Unit] everybody has a lot of autonomy to do whatever they want and while on the one hand that can be a little scary, I think on the other it really gives you the space to grow and take your projects wherever you want to take them.” Lead of Academic Partnerships “We know that the business as usual approach is not as effective as it could be and so that alone I think is a justification to try [and fail]… and to get people to become comfortable with that logic.” Innovation Lab Lead “At this point we can no longer be risk adverse because everything else has been done and everything has to be new.” Polio Lead 46 II. The Confluence of Innovation and Design This second subsection of our findings focuses on the initial research question that guides this study: revealing key manifestations of design attitude within the innovation practices of the Innovation Unit and the innovation ecosystem at UNICEF and its overall collective agency. I start with a review of the principles of the unit, which I find align closely with design-based tenets and practices, then I present the pluralism of manifestations that characterize how design attitude manifests in the data, and finally I highlight the key mechanisms that emerge as enablers or inhibitors of design attitude manifestations in this study. Principles. Principles can be considered beginning points and guides to conduct that should be followed. The work of the unit follows a set of nine principles “for innovation and technology in development” which are “not intended as hard and fast rules but meant as bestpractice guidelines to inform the design of technology enabled development programs” (UNICEF Innovation website). Endorsed by a consortium of key international development organizations, 12 they function as a code of ethics that guide the work of the unit. Appendix E includes a list of the Principles and the dimensions of each. The language and the key concepts of the document are closely aligned with common assumptions of design-based practices. The two following examples illustrate the connection with design: Principle 1) “design with the user” relates to the value of human-centered design and participatory design practices, and places emphasis on concepts such as iteration, prototyping, and user aspirations. Principle 9): “be collaborative,” in turn highlights the opportunity for working in an interdisciplinary fashion and seeking a diversity of inputs. Per our interviews, the principles’ framework seems to resonate as effective. As one informant commented: “It doesn’t always lead to something concrete, but the 12 Endorsers of the Principles include USAID, Gates Foundation, EOSG Global Pulse, WFP, WHO, HRP, OCHA, UNDP, SIDA, IKEA Foundation, UN Foundation, and UNHCR. 47 fact the organization has embraced this philosophy is really valuable. When Chris and Erica released this set of principles, people looked at them and said, oh these are clever…. it is an enormous shift from business as usual.” The field data and interviews with informants revealed that the principles are embodied in the activities and day-to-day conversations of the unit in a substantial way; they were present in organizational scripts, discussions in meetings, etc. For example, Principle 8): “do no harm” in many ways connects strongly with the institutional logic of UNICEF as a humanitarian organization that has a lot at stake when failure occurs. In this sense, the principle of no harm-doing is closely tied with a notion of failure that relates to the necessary learning that innovation processes entail: “I feel lucky to be working closely with a team here and our team globally that does very much embrace failure. I think we have to be cautious, particularly in the partnership side of things, is other people; there are other players in that, so to fail among ourselves it comes with a component of do no harm out of respect for the other institutions that you’re partnering with.” And in another testimonial: “the work is considered and is thoughtful and we’re really thinking about outcomes and how users are responding and impacted.” A pluralism of manifestations. The field data of this study points to a variety of interpretations of how design functions institutionally at UNICEF, what its “place” of discovery connotes, and what its perceived value is. These views range from an understanding of design as a broad, “central” organizational capability and creative approach to problem-solving that both designers and non-professionally trained designers in the organization may carry out in a systematic manner, removed from traditional design realms of design practice (what can be qualified as fourth order design per Buchanan) as demonstrated in this quote by one of the design leads, “We are a natural part of the ecosystem [of innovation] here,” to considering design as 48 “peripheral” and the purview of designers as producers of specific artifacts, with a strong bias towards visual design (what would correspond to first- and second-order design per Buchanan’s framework) (Buchanan, 2001; Junginger, 2009). The global head of IT for UNICEF referred to the “central” and strategic function of design, when commenting “design is something for the future. It’s there more to tell me how in the future.” Instead, this other statement by one of the design team members points to design’s limited agency: “I wish there could be more designers involved in the whole project building and program building processes…conveying our value by being really an integral part of the whole brainstorm.” The same informant’s interview also points to the recognition for the potential of design attitude to advance the call for change that emerges from the institutional logics of the organization at large as one also qualified by struggle. The following statement with one of the IT Leads for the organization speaks to that sentiment: “So now for those innovative solutions to come into that design is a challenge because when you talk about the global organization distributed all over the world with a particular aim, to change the design from A to B, it takes money, time an effort.” This pluralism of meanings leaves design’s positioning in the organization in an ambiguous place, one in which the boundaries of design are far from clear and where its links to the organization’s strategy can fluctuate greatly. Certainly, while the central, integrated role of design in the Innovation Unit seems to emerge clearly as a capability and cultural value embedded in the unit, it appeared often less understood in other divisions of the organization. The Lead Designer from the Innovation Unit confirms this variation of places, and the tensions they can elicit in the following: “From my perspective, the innovation unit’s already cultured in it and everybody knows design is important for the unit. But for UNICEF in general, I think we initially were looked at as this outsourcing place, where people could call and say hey, could you lay out our report? We are instead really 49 trying to develop a culture of how design is important in UNICEF.” The struggle to make design more integral to the core mandate of the organization is further evidenced in a statement shared later as part of the same interview: “There’s a thought of pushback of what we are willing to do for a requester versus not and in the end, I think, we kind of are trying to change the culture by really pushing.” Enablers and inhibitors of design attitude and innovation. I found that the three firstorder dimensions of design attitude that I directly probed in the interview protocol of this study—ambiguity tolerance, connecting multiple perspectives, and empathy—were readily accounted for and recognized as valuable in the practices of innovation of the unit (in fact many of these capabilities overlap with traits that coincide with the entrepreneurial profile of the unit see Table 4). In addition, these three dimensions of design attitude were associated with tangible modes of problem-solving that were also recognized as valid triggers for innovation practices elsewhere in the organization—although they were not necessarily identified as design knowledge capabilities. In this sense, they represent what I would call unquestionable “wins” for the agency of design and design attitude across the organization, beyond the Innovation unit. Important mechanisms or “enablers” that make these dimensions successful in advancing processes of innovation in the organization emerge from my axial coding of the data and are presented in Table 6 along with representative quotes. 50 Table 6: The “Wins”: Design Attitude Manifestations Design Attitude Dimensions Ambiguity tolerance Second Order Themes ENABLERS • • • Empathy • • • Ability to embrace change Ability to embrace discontinuity/failure Iteration Representative Quotes “A lot of time is spent preparing for things that do not exist.” Lead Designer “The ability be agile and flexible much more than we are is going to be a survival, a critical success factor for the future.” HR Strategist Lead “Our success comes from taking risks and we push those words a lot, that vernacular.” Design Lead Concern for people Ability to communicate with users Ability to work with topdown processes “Human-centered design, the value if pretty obvious...if we come in and we have the solutions and we push them down and then they don’t work.” Polio Lead “The whole design thinking of man and machine interacting between technology and human beings, whatever you want to call it, I think it is very important.” Innovation Lead, Supply Division “UNICEF is excited about the whole design thinking, human-centered design process” “They are offering entirely new tools in that they were designed bottom-up.” Project Manager Lead, Child Protection “The designer is important to Innovation and UNICEF and needs to yet be fully recognized as a kind of translator between program officers and developers so that they can communicate the needs in a more human way.” Lead Designer Connecting Multiple Perspectives • • • Ability to see the whole situation Ability to deploy analytic and synthetic perspectives Ability to be effective communicators “I think design is bringing new thinking around some of the bottlenecks that we’re facing as an organization Innovation Lead Academic Partnerships “They are great communicators. They share and that is a practice, a philosophy or principle that people say that, but they [innovation team] do it. They say, Oh, you like this, take it, use it. You know, disseminate it. So I have used info-graphics they have produced. I have used design elements they produced, which are helpful.” Business Analyst for UNICEF “We have to make design very intuitive.” Designer “Sometimes it is very vague what they want and we are the ones mapping the process and serving as facilitators.” Designer “Having the design presence changes the way we can view things.” Innovation Co-Lead, Kochi. 51 The two other dimensions that I did not probe directly in the protocol of questions— creativity and aesthetics—also emerged as capabilities that were embedded in the projects and practices of the Innovation Unit. Perhaps not surprisingly, these two dimensions in particular generated two sets of polarizing reactions. On one end of the spectrum, they were associated as enablers that contributed to the motivational narratives of the unit and to its perception of a successful change agent within the organization. The following quote from the Child Protection Lead outside the unit corroborates this positive view: “the aesthetic part [of design] is definitely useful… there’s a need to refresh our work [at the UN] and make it seem a little more ‘in the now.’” One of the co-Leads of the Unit, Fabian also echoes the perspective: “to me it is people who can create an instance of an idea that can attract everybody.” The term “creativity” did not necessarily emerge in many of the interviews with informants. But, when it did, it seemed a dimension clearly recognized as part and parcel of innovation and the mandate of the organization as a whole as it embraces a strategy of innovation for development. This is clearly stated by the deputy director in UNICEF’s Executive Director Office: “creativity is of course vital. None of it works without creativity—even if it’s not the only driver of innovation. It is a pretty important driver and creative response to demand. I mean it’s two things and creativity is the supply side of innovation.” By contrast, these dimensions also seem to be perceived as counter to advancing processes of innovation, because they were associated with a less strategic and more peripheral role of design as discussed above; the designers in the unit especially seemed very self-conscious of the aesthetics dimension as a barrier, associating it with an emphasis for depicting design as a form-giving or styling pursuit: “we need to be conveying our value not as people who can just make pretty things linked to visual design.” 52 Furthermore, and more broadly, I also observed significant limitations of design attitude manifestations within the processes and practices of innovation of the unit. There were many instances where the tensions and contrarieties produced by what seems to be a lack of common understanding for the capabilities of design, or simply a certain “invisibility” of design as a potential driver of change in the organization resulted in inhibitors or barriers to design’s agency. An illustrative point is offered by one of the lead developers of the RapidPro application, who expressed his frustration with a tendency to pigeonhole design and rob it from its full potential: “I would definitely like to get the design team away from just becoming a team that’s creating UI collateral and more around this type of strategic thinking.” There was also evidence in my interviews with individuals outside the Innovation Unit that design was a novel commodity in addition to being perceived somewhat of as a foreign concept. This is illustrated by this informant’s comment, a senior program officer in the organization: “So this whole concept of design was very much a thing of the private sector but to us in the development field, we only started talking about design like five years ago.” A related factor accounting for situations where design encounters barriers to being integrated at a strategic level to advance innovation initiatives (many of which will have a technocratic bias) may be associated to circumstances when there is a lack of understanding or value for the role of design as a discipline in the organization. This testimonial by the lead designer of the Innovation Unit makes the latter point: “I realize that they don’t really understand the value of it [design] as much. Because they are not exposed to it, they’re kind of doing things similarly but then a lot of times they’re skipping the design part or the designer…. They will just go to the developer who can build the functionality… but he will not always have a sense of the actual people that will be using the technology.” 53 Table 7 presents the second order concept of inhibitors that impact the ability of design attitude manifestations to advance innovation processes in the organizational context of UNICEF along with representative quotes that illustrate the polarizing tensions that ensue. 54 Table 7: Design Attitude Limitations Design Attitude Second-Order Themes Inhibitors / Barriers to understanding design • • • • • Foreign concept Novelty Ambiguity Preciousness Process at odds with urgency of the context Representative Quotes “Sometimes some of the design language can sound very pretentious…. You have to be I think very careful about not alienating people.” Polio Lead “As the Lead Manager I am trying to develop a culture of how design is important for UNICEF… how it is impactful” Design Lead “Just the perception of what design really is and what it can offer, I think that there still is a disconnect.” Academic Partnerships Lead “That we be not as people who are being introduced at the end of the process, but really being integral of the whole brainstorm as well as development process—it’s my hope.” Designer “I think people are still sort of just starting to wrap their head around it.” Polio Lead “I think there is more that we could be doing to guide our colleagues through that approach [design] because unless you’ve done it, it has a tendency to sound a little more ambiguous.” Innovation Lead Academic Partnerships “We have to continuously produce these things in a short amount of time with no proper study, bypassing the formal design process,” Designer “It does take a bit to orient them [professional designers], to kind of switch their minds before they can do the task that’s given to them” Lead Design “I always have talked about it [design] in another types of language.” Polio Lead 55 III. Design Manifested in the Unit: Macro Level Institutional Themes This final subsection of findings is related to the second research question of the study, which seeks to relate the manifestation of salient design attitude dimensions and practices to the processes of innovation underway at the organizational level of UNICEF. Hence this subsection zooms out from the particulars of the phenomena encountered about design attitude in the empirical data to focus on two recurrent themes that emerged from this study with unequivocal strength: accountability and urgency. I examine how these themes play out in the context of the innovation mandate of UNICEF as important forces at the macro-organizational level of analysis that inform our understanding of design attitude manifestations and practices in this organization with new insights that help us get to a more comprehensive view. I illustrate these themes in more detail below. These findings allow for cross-level analysis that show the links between the actions of our informants as individuals and macro-level organizational outcomes—a topic of continued relevance for organizational practice (Thornton & Ocasio, 2008). Accountability. It should come as no surprise that an important insight from this study— one that cannot be overstated—is that the stakes are incredibly high for innovation when you are operating under the premise of safeguarding the global welfare of the most vulnerable children as UNICEF does. In our interactions with informants, the theme of accountability was inherently connected to discussions about innovation and the implications of risk-taking in a complex and fast-changing world environment, and came up in two distinct ways in our interviews. First, and in general terms, several informants discussed accountability as tied to the question of protecting the prestige of the organizational identity and brand of the organization: “we have this beautiful brand with this incredible history that mandates one of a kind of extraordinary people who want to work here.” And another perspective: “the risk awareness [we have] could be a risk aversion 56 because there are real reputational risks…. We have a top brand recognition, we have a reputation to maintain and we have civil society on our backs.” This last statement also connects accountability to the public nature of UNICEF as an organization in terms of its governance structure and funding sources. As one informant further explained in commenting about a proclivity to dwell on institutional narratives that rely on indicators that measure accomplishments: “we are not really good or do not like to tell bad stories…. How do you explain to a donor what we’ve done with this [if you failed]? Secondly, the theme of accountability took on a heightened meaning for those informants who illustrated humanitarian missions and situation of crisis-response that the organization routinely addresses, whether they are natural or man-made disasters for example. Here, our interviews with the innovation and policy division heads of humanitarian response in the organization where particularly insightful as the following statement by one of this leads captures: “Things happen in a very speeded up kind of time scale. We don’t have the luxury you know to fail fast like in typical innovation situations… In emergencies or humanitarian situations we report on our work in terms of beneficiaries and lives saved.” The deputy to the Executive Director voiced a similar concern when discussing strategies for risk assessment and preparedness and the acceptance of failure in routine development innovation situations versus humanitarian or emergency response: “The basic calculations are the same but the kind of risk factors that you plug in are different because the impact of failure in an emergency context can be much, much higher and it can result in children dying.” Urgency. From field data analyses, I identify three distinct motivations that are associated with the theme of urgency as it relates to the innovation mandate and design attitude manifestations. The first impetus is connected to the notion of legitimacy and is directly pertinent 57 to design’s role in the work of the Innovation unit within the larger organizational context of UNICEF and the UN. Here we define legitimacy as the generalized perception or assumption that the organizational entity of the unit is desirable and appropriate within the norms, values and beliefs of the organizational culture of UNICEF (Suchman, 1995). The imperative becomes one of ascertaining legitimacy by demonstrating and/or showing the value of this new way of taking action and initiative. As one informant outside the unit shared: “there is a lot of attention on innovation within the UN and so there’s urgency to show results. The new urgency is, okay we know we have some sound ideas, we know we are doing some good work in a lot of different areas but now I need to demonstrate that more concretely.” The second motivation is associated with relevance: the need to change “business as usual” practices and act swiftly because there is a necessary requirement for the organization to remain effective in a rapidly changing world order defined by ubiquitous connectivity and an information technology revolution. Several of our informants in senior positions in the organizations voiced this perspective: “we have to be doing it differently. We have to do it better, faster, easier, safer… we want to make our organization much more effective … for us to be able to do it we require to change.” The strategic lead for HR echoed this view: “the world is moving increasingly faster. The ability to be agile and to be flexible, much more than we are, is going to be a survival, a critical success factor for us in the future.” And, as Dr. Sharad Sapra, the head of UNICEF’s Global Innovation Center in Nairobi shared repeatedly in his interview: “our assumptions of what we can do have changed, therefore our strategies need to change.” A similar statement is voiced by Anthony Lake in his speech to the Executive Board of the organization in February 2015 when he invokes the necessity for a mandate of innovation for the 58 organization in the following global context: “yesterday’s ‘top-down’ world has turned on its side, replaced by today’s ‘horizontal’ world’.” Finally, the third motivation seems predicated by the humanitarian mission of the organization itself, an unavoidable sense that time is in fact running out and that large societal forces and institutional logics are exerting incredible pressure to keep enhancing performance and that innovation has a unique catalytic role to play in this equation. As one of the Innovation Co-Leads illustrates: “we got to go faster because problems are not getting smaller, they’re not getting easier to solve … The kind of problems UNICEF can address in this network we are building, we can work to solve. We can be bigger that those problems. But we have to be much faster than we are right now and so that’s what keeps me up at night. I want to go faster.” Escalating stakes for design. The dynamics of accountability and heightened urgency that play out in the complex organizational context of UNICEF as illustrated by our field data represent significant macro-level factors that are interrelated and help explain in part many of the actions of our informants at the individual level of analysis. The following testament by lead designer Mari Nakano from the Visual Strategy team (in correspondence with the author, December 2014) exemplifies the fluidity and contrarieties that are at stake for the identity of design—its unique value and meaning—in this organizational context as it plays against the institutional logics of the organization. It also clearly points to the limitations of the old center of design competencies (as a toolbox of methods) as we may know them, and instead calls for design as a way of thinking and acting collaboratively that may lead to a new sense of collective agency: “Never does a day go by where my understanding of design is not challenged and where sometimes what you traditionally learn as a designer gets thrown out the door. This isn't a place where you have the luxury to do a ton of processes work. You have to think quick, be malleable to sudden changes, be ready to switch gears 59 and work on a whole new set of asks and not get flustered through it all. You need to be a smart designer here-- one who is articulate, who can speak, who can write, who can maneuver himself or herself through the system. You have to also know that "design" and "innovation" is defined very differently depending on who you speak to so you have to be ready to explain what you do and how you are beneficial to the overall cause. What makes you more than just someone who can spruce up a brochure? Being a critical thinker and knowing about UNICEF's issues, the politics, the limitations of a country, the vast differences between one culture to the next, etc. is all part of the job.” Design attitude manifestations at UNICEF: Towards an emergent picture of the whole. A summation of the findings from my analysis point to a dynamic set of engagements and levels of impact of design attitude that allow us to see with more clarity how design attitude functions and engages in the context of other dynamics where organizational actors make meaning, communicate and negotiate through social interactions which in turn lead to decision-making and changes that impact organizational culture and eventually organizational transformation. In this subsection I briefly explain these dynamic and cross-level relationships that occur between organizational actors of the Innovation Unit and the macro level institutional logics of the organization as illustrated in Figure 2, which is a process model adopted from the cross-level process models of institutional logics that account for micro-macro and macro-micro dynamics of Patricia Thornton (Thornton et al., 2012) and from the “bucket model” proposed by Anderson et al. (Anderson et al., 2006) which clarifies how much implicit mechanisms in organizations can explain the effects of organizational socialization practices and individual actions. In particular, the latter authors highlight how the relationships, connections and interdependencies of phenomena can translate from agency at the micro level impacting institutional logics at the macro level, and vice-versa through a dynamic constructivist process of agency (at the individual micro level) and structure (at the macro level). I build on these two models to synthesize my observations of design attitude manifestations in this ethnography. The process model that I offer 60 is important in that it attempts to provide a bigger picture of design attitude manifestations in action, abstracting these in a whole image of sorts of the organization. The model should be read from the left bottom point of the bucket (UNICEF Innovation Unit) and upward in a circular fashion counter-clockwise that brings us back to the starting point. It depicts at the micro level organizational actors and members of the unit where I encountered in my observations and from the data of this field study, design attitude capabilities, entrepreneurial traits and evidence of communication, negotiation and social interactions in which design attitude manifested. The model also signals how design attitude was present in singular situations of decision-making and mobilization of resources that impacted organizational actors beyond the micro level (i.e. the deployment of the RapidPro project was a case in point). At the macro level of the model, I illustrate how design attitude starts impacting dynamic processes of cultural transformation and institutional arguments in which I found again evidence of the importance of embracing many of the dimensions of design attitude (e.g. embracing failure while accounting for the institutional logic of accountability to respond to the urgency of changing development practices). It is important to remark that design attitude cannot be claimed to be fully integrated at the macrolevel of the organization (as many of the interviewees shared the struggles and tensions, and the process of becoming that they seem to be engaged in as they strive for change and further agency). Finally, the model shows how both the organizational cultural norms of UNICEF, and the institutional logics of the organization which are further defined by a global landscape in flux, determine institutional logics of accountability and urgency which were the most salient in the findings of this study, and how these become “available” and accessible to organizational actors as information that both conditions their goals and interactions, at times constraining agency and at others enabling it, all in a dynamic process. 61 Figure 2: Model of Innovation Dynamics and Design Attitude at UNICEF 62 DISCUSSION Being afforded the opportunity of examining up close organizational life within the Innovation Unit at UNICEF to probe how design attitude manifested in the unit and throughout the organization was a great privilege. As it can happen in ethnographic engagements, there were many instances throughout the process of observation and fieldwork in which I was almost too deeply and emotionally invested with the developments at hand, and would have to catch myself recalibrating in order to regain the necessary distance for analysis (Sanday, 1979). I recognize however that negotiating this precarious balance between the cognitive and the affective, the planned and the serendipitous events that influenced my research (e.g. the Ebola emergency outbreak during the RapidPro platform development was a very powerful example of a unforeseen event that occurred during this period) brought vitality and additional analytical insights to this inquiry (Barley, 1990). With this field study, I set out to explore two interrelated research questions. I first probed how design attitude and its dimensions manifest within projects undertaken by the UNICEF Innovation unit and the organization at large. Secondly, I examined how the manifestation of these salient dimensions and practices relate to the processes of innovation underway in the organization overall. The perspectives I offer have implications for theory and practice. From a theoretical perspective, this study fills a critical gap in the institutional entrepreneurship literature (Battilana & Dorado, 2010; Jones & Livne‐Tarandach, 2008; Suddaby & Greenwood, 2005; Zilber, 2006), which has not, to the best of our knowledge, included any comparable empirical study that includes an examination of design in the context of organizational change in an international organization of the scale of UNICEF. In this regard, 63 this study provides a foundational example that future research may be able to build on and further validate. This study also extends insights from a contemporary body of literature that focuses on the intersection of design and innovation in organizations, and specifically builds on the relatively recent research on design attitude (Boland & Collopy, 2004; Michlewski, 2008, 2015) by demonstrating with new empirical evidence the singular agency of design attitude approaches to advancing problem-solving and systematically exploiting innovative opportunities for change and collective action. A significant contribution of this study is that it offers an indepth examination of design attitude capabilities and values functioning in action, but this time in the organizational context of UNICEF, which represents an extreme case of an organization that is addressing deeply complex societal inequities and contending with shifts in institutional logics that are associated with perhaps some of the most profound political, economic, social and technological transformations of a “post-post crisis” twenty-first century world (The World Economic Forum, 2015), one defined more than anything by disruption and change. In this fluid context of high stakes, the field data of this study points to the themes of accountability and urgency as important macro-level concepts that inform in consequential ways how design attitude and the emergent mode of design practices that manifest are carried out at UNICEF as innovation initiatives take shape. In particular, my examination of the design attitude dimensions identified in the literature and that I further operationalized in my prior research, sought to directly assess how three key dimensions that I suspected would be particularly significant in accounting for innovation processes—ambiguity tolerance, connecting multiple perspectives and empathy—would perform in the organizational context of UNICEF. The field data I collected confirmed this proposition. The design approaches to problem-solving and mediating complexity that designers typically 64 follow by establishing a connective tissue of sorts between issues across situations of complexity, their performing effectively under important constraints and circumstances of great uncertainty, and their deeply sensitive and empathic concern for human challenges, were all indeed significant abilities and valued contributions—ones recognized within and outside the organizational context of the Innovation unit. In this sense, this research deepens our understanding of key enablers that account for this phenomena, and extends theoretical insights by pointing to these three dimensions of design attitude as important “wins” for design’s agency in organizational practice. I found instead that the dimensions of creativity and aesthetics were more polarizing in this organizational context and had a tendency to often be at the source of tensions. This conclusion does not come as a surprise as it mostly corroborates contemporary theoretical and empirical insights that have been debated in the field of organizational aesthetics for example (Stephens, 2015; Stephens & Boland, 2014; Strati, 1992; Taylor, 2005; Taylor, 2012). A future study however could investigate in more depth the aesthetic dimension of design attitude and probe as other studies have (Stephens & Boland, 2014) how aesthetic knowledge in the organizational context of UNICEF results or not, in a driver of problem-solving and innovation. Additionally, because I started my inquiry with an in-depth examination of the unique structural make-up and programmatic foci of the Innovation Unit and its characteristics, in order to gradually build my understanding of design attitude manifestations that could be situated within this context, this case study highlights the important integration of design within an organizational culture that promotes entrepreneurship, which is the case of the Innovation Unit. My field data points to the overlaps of entrepreneurial traits of the unit (i.e., agility, experimentation, risk tolerance, acceptance of failure, bottom-up strategies for innovation and an 65 overall positive orientation towards change) with commonly associated design methods and practices. Hence, the Unit and its actors—including the designers that are embedded in the unit—can be viewed as a locus for institutional entrepreneurship within UNICEF as a whole since there is evidence not only of a constant concern to leverage resources to transform existing conditions in the institution to create new change (Maguire & Hardy, 2006) against forms of bureaucratic inertia or stasis, but also an aptitude to take a reflective position towards institutionalized practices and envision alternatives modes or futures to get things done to innovate—an orientation towards learning and change closely aligned both with the agency of entrepreneurship (Beckert, 1999) and design (Schön, 1983; Simon, 1969). My observations, interviews, and analyses illustrate how socially skilled the Innovation unit team would be, time and again, in effectively developing rhetorical narratives and arguments that referred to the already established institutional logics of UNICEF. Their adroit integration of design framed in a motivational way change projects in the organization, forwarding their vision for innovation initiatives and advancing an agenda of action (Battilana et al., 2009; Maguire & Hardy, 2006). 13 An important question that this study does not address is whether the effectiveness of design attitude that we found in the processes of innovation at UNICEF would be as true were this capability not embedded with the unit, but elsewhere, in a less entrepreneurial subculture of the organization. 13 This entrepreneurial process especially stood out during this ethnography from the first-hand observations I made during the several months in which I participated in the shadowing of the design and development of the RapidPro technology platform. This flagship initiative of the unit necessitated an important buy-in across the organization and globally (the latter included the cooperation of several country offices), in order to launch as successfully as it did within a relatively accelerated timeline, and against unforeseen circumstances that added pressure to the delivery of the platform (i.e. the Ebola public health crisis in summer 2014); the process of its development made explicit the institutional entrepreneurship of the unit and the effective integration of design in its make-up. 66 The pursuit of significance and approximation to knowledge—“the means by which to speculate about contraries without knowledge of essence” (Richard McKeon quoting Aristotle in his essay on “Dialectic and Political Thought and Action,” 1954) was an important higher-level aim of this inquiry. By dwelling in the “productive ambiguity” that the qualitative methods deployed in this investigation afforded me, I pursued “a dialectic of suspension of judgment and probability” (McKeon, 1954), a strategy for analysis through asking questions, and framing and reframing insights that also comes close to the liquid and open exploratory research and design practice methods (Boland et al., 2008) that many “designerly ways of knowing” (Cross, 2006) celebrate as well. Given the nature of the study and the dialectical progression of my inquiry in the dissertation, the opportunity to observe first hand how design attitude manifests in the larger context of UNICEF was fundamental as it provided a set of circumstances for research where I was able to step back beyond the significance of the particulars of the perspectives I had gained about design attitude and its dimensions as relevant to the work of individual designers and teams (Amatullo, 2013) or as connected to its impact on projects (Amatullo, 2014) and instead gain a perspective of some of the whole: the interdependencies related to design attitude manifestations in the organizational context. In other words, my position as researcher embedded in the contextual sphere of this particular study illuminated the extent to which design attitude is made explicit in the organization, and where it is not. The study also revealed mechanisms at the macro level of the organization that show how design attitude can be transformational when it occurs at the micro level and impacts the macro level (e.g. the actions of the Innovation unit for example in developing the RapidPro project and managing its successful deployment during a moment of crisis amid the Ebola epidemic of the RapidPro platform is a case of this) or simply situational, in which design attitude was a driver of action formation initiatives that would or not 67 necessarily advance beyond a level of communication and social interaction within the Innovation Unit itself or discreet organizational actors in other divisions of the organization (e.g. the data points to many examples where this was the case, with informants claiming to translate actions into very concrete initiatives demonstrative of impact). In reflecting on the richness of the findings from this study that I captured (and many more that remain to be articulated in a future article), I cannot over-estimate how this ethnography in many ways acted as fundamentally elucidatory because it revealed design attitude manifestations at different levels of the organization. As Anderson et al. (2006) have discussed in their research about the implicit mechanisms that articulate the linkages from macro to micro dynamics in organizations, the process of this ethnography about design attitude in the context of the Innovation mandate of UNICEF was for me as they cite truly explanatory in the Latin etymology sense of the word: explanare, meaning to “to take out the folds”. Finally, given the multi-contextual level of analysis of this ethnography, this inquiry contributes to our understanding of design attitude manifestations as part of current theoretical frameworks that examine dialectical processes of institutional change (Benson, 1977; Carlo, Lyytinen, & Boland, 2012; Seo & Creed, 2002). The field data of this study highlights the often paradoxical arrangements and interrelationships that occur between an aspiration for transformational agency via the actions (particulars) that many of the members of the Unit take to advance innovation, versus a complex set of institutional arrangements (wholes) that are governed by bigger contextual changes and institutional arrangements. In this regard, the macrothemes of accountability and urgency that emerged from our analyses represent important drivers that account for how design attitude manifestations that impact innovation take place beyond the 68 project level, and vis-à-vis institutional logics that underpin UNICEF’s mandate to deliver on the global welfare of children. Furthermore, this study has important implications for managerial practice by highlighting not only the contributions of design attitude to the innovation mandate of UNICEF but also in clarifying some of the barriers or inhibitors it encounters at the organizational level. This research shows a great variation in the perception of the strategic intent and capability of design within the organizational context of UNICEF: from it being central to actionable strategy for the organization in its pursuit of the innovation agenda, to remaining at the periphery as a means for communication and discreet interventions. While one must proceed with caution in generalizing from one study, this research does demonstrate that as organizations tackle increased complexity, the potential for design to contribute at the strategic end of the spectrum seems more critical than ever. Insights that bring further clarity as the one that emerge from this inquiry to what constitutes the wins and inhibitors that may lead to successful outcomes of design in organizational practice will hopefully help designers and managers alike advocate with more discipline and conviction for the place of design in strategy, thought, and action. LIMITATIONS My goal in this study has been to construct an authentic narrative, striving for transparency in terms of the logic that underlines the interpretation of the data collected so as to reveal with coherence and veracity new insights about the manifestations of design attitude within the innovation practices that occur in the organizational context of UNICEF and against institutional logics governed by the notions of accountability and urgency. While key aspects of these findings may be generalizable and contribute to advancing our understanding of the drivers that enable or inhibit the collective agency of design attitude at a macro-level of organizational 69 analysis, the theoretical contributions that I present are inherently limited in their inter-reliability and replicability by the nature and methods of this inquiry—an ethnography. As Michael Pratt reminds us, part of doing ethnography is gaining deep experiences about the phenomena observed over an extended period of time, which inevitably results in rich descriptions and views that have an important dose of idiosyncrasy (Pratt, 2009). The validity of the inferences based on my coding of the data and the findings I put forward are thus clearly intertwined with my unique lens as a researcher and the position I took in the field. From a content perspective, a second limitation of this study is centered on the fact that I have not chosen to conduct a more extensive literature review, specifically on institutional entrepreneurship, to investigate what additional evidence there may be of embedding design attitude in innovation practices in other organizational contexts that similarly do not espouse an overall design-fluent culture; this might be a direction for further research in a future study. CONCLUSION The act of clarifying true problems opens up new grounds for inquiry and action (McKeon, 1964) as the analysis of past and present practices can help us commit to future possibilities (Clifford & Marcus, 1986). This ethnographic case study sheds light on how design attitude and design principles intersect with the evolving innovation practices of UNICEF, both confirming design’s collective agency in social processes of reconstruction and innovation, as well as its limitations. In this sense, the research that I conducted provides a new theoretical basis for exploring how design attitude manifestations interact with processes of innovation at the organizational level that I hope will stimulate a more nuanced appreciation of the value of design and designers to organizational practice and generate new grounds for insights and action. 70 APPENDIX A: Interview Protocol Step1: Explanation Introduction (Interviewer): “Hello (name). Thank you so much for taking the time to meet with me today. I really appreciate it. Before getting started, let me review briefly the purpose and process of the session.” Purpose and Format for the Interview (Interviewer): “As you know, I am interested in better understanding the principles, processes and practices of designing innovation initiatives at UNICEF. I am particularly interested in gaining insight about the critical factors, activities and strategies that relate to how innovation overall is carried out. That is really the focus on what we are going to talk about today.” Confidentiality (Interviewer): “As stated in the informed consent document you signed, everything you share in this interview will be kept in strictest confidence, and your comments will be transcribed anonymously —omitting your name, anyone else you refer to in this interview, as well as the name of your current institution and/or past institutions. Your interview responses will be included with all the other interviews I conduct.” Audio Taping (Interviewer): “To help me capture your responses accurately and without being overly distracting by taking notes, I would like to record our conversation with your permission. Again, your responses will be kept confidential. If at any time, you are uncomfortable with this interview, please let me know and I will turn the recorder off.” “Do you have any questions for me before we begin?” Step 2: Background Information 1. What is your position in the organization? Can you briefly describe your role and responsibilities in your program area/or team? 2. Can you tell me how your professional activities relate or interface with the Innovation Unit at UNICEF? Step 3: Core Questions: 3. Could you describe one current Innovation initiative at UNICEF that you are engaged in? Please articulate the mission behind it. Can you name a few key objectives? 4. What do you regard are the most important factors for the success of the initiative? Why? 5. Are there particular challenges you foresee? 71 6. Typically, in addressing challenges and situations where you are faced with a context of complexity, what is your approach to problem solving? Are there key character traits, behaviors or strategies that you rely upon? 7. Can you provide an example of a project where you were confronted with a lot of ambiguity? How did you manage that process? What did you learn in retrospect? 8. Collaboration and partnerships is key to the work you do as a distributed organization. What makes collaboration successful over time from your perspective? 9. Can you think of examples of the learning that come from failures? 10. Do you believe multidisciplinary perspectives enrich processes of innovation? Can you provide an example and articulate why, or why not? 11. Innovation by definition entails introducing something new. How does this process of innovation play out in the work you do? Do you have a story where creativity has been key to advancing a successful innovation outcome? 12. Behind all of the development work of UNICEF is the welfare of children and some of the most marginalized populations around the world. Can you share a story where you experienced empathy playing an important role? 13. If design were understood either as the outcome of a process or a process itself, how does it integrate or not in the work of innovation you do? Please provide an example. 14. In the same scenario of design’s presence, how would you characterize design being impactful? Please share a story about specific contributions you can point to. 15. How would you hope to harness the contributions of design in the future? 16. Can you share a story of how user needs play a role in the innovation work you do? Step 4: Closing 17. What’s next? How do you imagine this Innovation Initiative, and/ or in more general terms the work of innovation at UNICEF evolving in the future? 18. Is there anything else you would want to say, or something I have not asked you that you would like to share? Interviewer: Thank you for your time today. It was a pleasure to have this conversation together and I really appreciate your insight. If you are open to my contacting you again, I will use the contact information you provided to do so. Your contact information sheet will be kept in a secured file drawer in my home office and will be shredded by or before January 2016 when this study is completed. 72 APPENDIX B: Organizational Charts of the UNICEF Innovation Unit Organizational Chart 1: June 2014 The chart below is a representation of how the Unit was structured in June 2014. The chart is also included in the Unit’s Innovation Handbook (version of June 2014) with the specific note that “all roles in blue and green are funded by other Divisions or Country Offices – as are some of the core yellow areas.” The latter statement points to the integration of key functionalities of the Unit within UNICEF at large. Figure B1. Organizational Chart 1: June 2014 73 Organizational Chart 2: January 2015 The chart below is a representation of how the Unit is structured as of January 2015 with a more macro level emphasis on principles, partnerships and the innovation venture fund. It shows reporting structure to the Executive Director and ecosystem of innovation throughout the organization. Figure B2. Organizational Chart 2: January 2015 74 APPENDIX C: Sample of Researcher’s Field Note Observations 1. UNICEF Headquarters, New York Thursday June 12 Global Innovation Team Weekly Meeting - The meeting is scheduled every Thursday morning 9 am. I arrive at 9.05am after security hold up in the lobby. The meeting has started. Chris is already there but does not seem to preside over the conversation, which is being facilitated out of the South Susan office by Stuart (one of the innovation leads there?) I am told later by Chris that team members rotate to facilitate the agenda. I am impressed on how dynamic Stuart sounds keeping the agenda going out of the speaker phone….Chris pitches in once in a while with some key comments. - The setting is a large conference room, about a dozen team members are all around the table, large speaker phone in the center. Many folks around the world calling in, they announce themselves, they are tuning in via Skype or Google hang out it seems. Bad connectivity here and there, folks drop out and drop in again. I note how young everyone looks to me! Most folks seem to be quite present in the room, listening and typing notes onto Mac Laptop computers. I learn later that they are adding to a collective Google document that is capturing the days’ action items, which come up at rapid-fire pace. I have difficulty following the agenda as I am not in front of the Google doc. Reminder to self: need to ask access to the doc. - RapidPro Discussion: Chris offers an update about who is in the core team. “It is a “public good tool that builds on U-report.” The launch date is the GA (general assembly). - Update from Erica on private sector partnerships - New team member coming on board, 3 weeks in, Ayano (last name?) she will be in charge of coordination of Innovation Labs. Great background says Chris. - Sharad is on the call from the Global Innovation Center in Nairobi - There is a triage of updates, folks around the table and on the other side of the world have 2 minutes for updates, then everyone can chip in for feedback or questions if they have them. - Jessica makes an update on the MobiStation pilot in Uganda (note to self: I have to find out the latest on what is happening with our grad student Tina’s work related to that project- she is going there next month?). There is a MobiStation article coming out on FastCompany Jessica says. - Report out of Nairobi, Kenya: child protection workshop with youth engagement in the planning - Meeting will end with a longer presentation (4 minutes!) from Lebanon Country Office. Innovation team is working with Ministry of Social Affairs. I lean over to follow the power point that is being discussed. Government is in flux, hard to push through with the initiative- seems to be about a digital service to bring together a network of social workers? Many challenges. How can U-report work here better? - The facilitator of the meeting interrupts: “let’s cluster challenges around visual learning/content; policy/governance and benefits/ impact.” The discussion continues, more folks pitch in now. Meeting is about to end at the hour-sharply. I leave with Chris onto his next meeting. 75 APPENDIX D: UNICEF RapidPro Toolkit This shows an early iteration (August 2015) of the about landing page of the RapidPro site (https://www.rapidpro.io/) introducing the platform. 76 APPENDIX E: Principles of Innovation and Technology in Development The UNICEF innovation principles have been endorsed or adopted by the following partners: UNICEF, USAID, Gates Foundation, EOSG Global Pulse, WFP, WHO, HRP, OCHA, UNDP, SIDA, IKEA Foundation, UN Foundation, and UNHCR. 1. Design with the User • • • • • Develop context appropriate solutions informed by user needs. Include all user groups in planning, development, implementation and assessment. Develop projects in an incremental and iterative manner. Design solutions that learn from and enhance existing workflows and plan for organizational adaptation. Ensure solutions are sensitive to, and useful for, the most marginalized populations: women, children, those with disabilities, and those affected by conflict and disaster. 2. Understand the Existing Ecosystem • • Participate in networks and communities of like-minded practitioners. Align to existing technological, legal, and regulatory policies. 3. Design for Scale • • • • • • Design for scale from the start, and assess and mitigate dependencies that might limit ability to scale. Employ a “systems” approach to design, considering implications of design beyond an immediate project. Be replicable and customizable in other countries and contexts. Demonstrate impact before scaling a solution. Analyze all technology choices through the lens of national and regional scale. Factor in partnerships from the beginning and start early negotiations. 4. Build for Sustainability • • • Plan for sustainability from the start, including planning for long-term financial health i.e., assessing total cost of ownership. Utilize and invest in local communities and developers by default and help catalyze their growth. Engage with local governments to ensure integration into national strategy and identify high-level government advocates. 5. Be Data Driven • • • • • Design projects so that impact can be measured at discrete milestones with a focus on outcomes rather than outputs. Evaluate innovative solutions and areas where there are gaps in data and evidence. Use real-time information to monitor and inform management decisions at all levels. Wh2 en possible, leverage data as a by-product of user actions and transactions for assessments. 6. Use Open Standards, Open Data, Open Source, and Open Innovation 77 • • • • Adopt and expand existing open standards. Open data and functionalities and expose them in documented APIs (Application Programming Interfaces) where use by a larger community is possible. Invest in software as a public good. Develop software to be open source by default with the code made available in public repositories and supported through developer communities. 7. Reuse and Improve • • Use, modify and extend existing tools, platforms, and frameworks when possible. Develop in modular ways favoring approaches that are interoperable over those that are monolithic by design. 8. Do no harm • • • Assess and mitigate risks to the security of users and their data. Consider the context and needs for privacy of personally identifiable information when designing solutions and mitigate accordingly. Ensure equity and fairness in co-creation, and protect the best interests of the end end-users. 9. 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