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Summary
Steve Chaparro shares his thoughts on design ops as culture design and how his firm, Culture Design Studio, helps creative teams and companies thrive by aligning their brand, culture and environment. He also shares the finding of his recent Creative Leadership Survey.
Key Insights
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Steve’s career path shows how design principles can be applied broadly beyond architecture, including finance and culture design.
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Deep discovery questioning helps uncover clients’ true needs, often different from their expressed wants.
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Emotional intelligence and curiosity are foundational traits for creative leadership and effective problem-solving.
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Culture design complements organizational design by shaping behaviors, values, and how people interact.
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During COVID-19, communication and decision-making processes have become bigger challenges for organizations.
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Leadership commitment is critical for successful culture change; culture work cannot be outsourced.
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Starting culture initiatives by prototyping small, manageable changes increases chances of adoption and success.
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Coalitions with both senior leadership support and bottom-up momentum are most effective in cultural transformation.
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In government contexts, building trust through relationships is essential before introducing human-centered design approaches.
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Avoiding jargon like ‘design thinking’ when working with non-design teams helps lower resistance and increases engagement.
Notable Quotes
"I grew restless within the walls of architecture and wanted to apply design principles more broadly."
"My job was to ask tons of discovery questions to uncover what my clients really needed, not just what they said they wanted."
"Design is deeply entrenched in emotional intelligence; it’s about understanding the question beneath the question."
"You can’t begin a design process already with the end solution in your head—let the process inspire new insights."
"Culture design is the flesh that makes the bones of organizational design come alive through behaviors and interactions."
"Culture cannot be outsourced; leadership needs to own the journey and trust the process."
"You have to start small, like running a marathon one step at a time, and prove success before scaling culture changes."
"Don’t tell government teams you’re using design thinking—use their language and let them experience it first."
"Simplicity rarely loses to complexity in the public square—it’s about meeting people where they are."
"The messiness and ambiguity of cultural change is by design; discomfort is part of the natural process."
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