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Summary
How Might We (HMW) is a commonly accepted design thinking practice for framing a problem in space exploration, usually within a codified "design sprint" framework. However, there are risks and limitations that can undermine its value. Join us for a candid, provocative discussion with Tricia Wang, who wrote a searing yet insightful piece recently in Fast Company that challenges the value of the HMW practice, while offering alternatives to help us transcend its issues.
Key Insights
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The 'how might we' approach has been co-opted in many settings to enforce conformity and suppress alternative ideas, rather than encourage creative problem-solving.
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Teams using 'how might we' must critically examine who the 'we' represents and whether those communities are truly included in decision-making.
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Diversity and inclusion efforts often fail because companies seek to engage marginalized communities externally without changing their internal leadership and talent structures.
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Building local research and design capacity in communities is more sustainable and ethical than relying on outside consultants who lack contextual understanding.
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Designers need to foster trust and authentic interpersonal connections across organizational silos to drive meaningful change internally.
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Conversations around values and purpose should be prioritized within teams to align efforts and expose misalignments that hinder productivity and retention.
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Representation matters critically, especially in research teams, to avoid harm and misinterpretations when working with underrepresented groups.
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Design teams benefit from diverse professional backgrounds like journalism and engineering, which enrich research and insight generation.
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Emerging tech fields like Web3 present an opportunity to embed equitable design practices early, avoiding repeating past mistakes seen in Web2.
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Feeling discomfort or skepticism towards standard design methodologies is a healthy sign prompting critical reflection and potential innovation.
Notable Quotes
"How might we has become like a church—untouchable and sanctimonious instead of a flexible tool."
"You have to ask who the 'we' is in the room, because often the communities you're designing for aren't represented or understood there."
"It's not about going out to communities but changing your team and leadership to genuinely reflect those communities."
"Companies parachuting in to 'study' marginalized groups often do more harm than good when they don't build local capacity."
"Building trust across functions means simple acts like scheduling lunch or coffee meetings with no agenda."
"Values conversation is less threatening when framed as wanting to understand why we're doing this project or why we're here."
"Designers are the most insecure function in many companies because their role—to represent people's needs—is both critical and ambiguous."
"Representation is key to avoiding harm and misinterpretation, especially when working with Indigenous and marginalized communities."
"Web3 offers a unique chance to get involved early before some of the ethical challenges of Web2 take root."
"Make a note when something about your design process doesn't feel right—discomfort is a guide to curiosity and improvement."
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