The document presents a model called the Transition Readiness Profile for identifying how and where design can intervene in system transitions. The profile aims to anticipate the dynamics of a system transition and identify opportunities for design to accelerate the transition. It does this through analyzing stakeholders at the individual, organizational, and system levels, and mapping values, behaviors, relationships, and "capitals of power" to understand transition readiness. The profile was tested through an exploratory pilot study of a transition to a food system with less consumer food waste.

1. MSc Hannah Goss, TU Del
ft
, Faculty of Industrial Design Engineering
Dr. Nynke Tromp, TU Del
ft
, Faculty of Industrial Design Engineering
Dr. Hendrik N.J Schi
ff
erstein, TU Del
ft
, Faculty of Industrial Design Engineering
MappingTransitionReadiness
A model for identifying how and where design can
intervene in system transitions

2. (Ry
a
n, 2014; Norm
a
n
a
nd St
a
ppers, 2015; Irwin, 2015; Rotm
a
ns, 2005)
Designersareincreasingly
tacklingcomplexsocietal
challengesandsystem
transitions

3. Howcanwedesign
innovationsthat
deliberatelyacceleratea
transition?

4. Purpose of the paper
anticipate the dynamics of a system transition and identify how and where
design can intervene to accelerate a transition.

5. What drives and steers the
behaviour of the system from
an organization perspective

6. The willingness and state of
preparedness of stakeholders to
move in the transition
What drives and steers the
behaviour of the system from
an organization perspective

7. Value con
fl
icts and transition readiness
are valuable indicators to bridge system
analysis and synthesis

8. Value con
fl
icts and transition readiness
are valuable indicators to bridge system
analysis and synthesis
time, complexity, design expertise, innovation as an outcome

9. Transition Readiness Pro
fi
les
o
ff
er insights in (potential) system dynamics to help designers understand
how and where to intervene in a transition.

10. Research-through-DesignProcess
Return to literature
Iteration 1
Tr
a
nsition Re
a
diness Pro
f
ile
Power-In
f
luence M
a
trix
Iteration 2
3 Levels (user, org, system)
C
a
pit
a
ls of Power
Testing
Exploratory pilot test

11. 11
Transitioncase
• Explor
a
tory pilot in b
a
chelor course
a
t TU Delft
• C
a
se: Tr
a
nsition to
a
food system with less
consumer food w
a
ste
• 12 groups e
a
ch given
a
st
a
keholder in food
system

12. 12
Iteration1
Figure: St
a
keholder
a
n
a
lysis questions provided to students
Figure: Filled in Tr
a
nsition Re
a
diness Pro
f
ile by student group
Figure: System m
a
pping by student group

13. 13
• Critic
a
l re
f
lection on st
a
keholder position rel
a
tive to tr
a
nsition
a
nd how other org
a
niz
a
tions in
f
luence one
a
nother
• Power-in
f
luence restricting seeing more
a
ngles of how
st
a
keholders c
a
n push tr
a
nsition
Iteration1insights

14. 14
Literatureleadingtoiteration2
Field Tool/Method Citation
SYSTEMIC DESIGN
Giga Mapping
Causal- Loop Diagram
Sevaldson, 2011
Hirsch et al., 2007
CONFLICT & STAKEHOLDER
ANALYSIS
Power-In
f
luence Matrix
Con
f
lict Map
Needs-Fear Mapping
Eden & Ackerman, 1998
Mason & Rychard, 2005
Irwin & Kosso
ff
, 2017; Mason & Rychard, 2005
TRANSITION STUDIES
Multi-Level Perspective
Transition Management Framework
Multi-Phase model
Geels & Schot, 2007; Kemp, 1998
Loorbach, 2007
Rotmans et al., 2001
ORGANIZATION INNOVATION
Organisation Identity
Sustainable Business model
Value Framework
Value Flow Model
Gilmore & Pine, 200
Bocken et al., 2013
Den Ouden, 2012
Den Ouden 2012

15. OverviewofthePro
f
ile
ORGANIZATION LEVEL
runningofthebusiness,driving
forces,capabilitytoadapt
SYSTEM LEVEL
capitalsofpower,
dependencies/relationships,
andbarriers/con
f
licts
INDIVIDUAL LEVEL
behaviourandpractices
VISION
transition direction

16. Vision
• Sh
a
red direction
• Aim: provide
a
point on the horizon to move
a
nd innov
a
te tow
a
rds

17. • Behaviour and practices
• Understanding what practices hinder (or accelerate) the
transition and what value con
f
licts are present around the
consumer
Individuallevel

18. • Organization analysis
• Identify potential barriers for an organization to enter the
transition
• Interpreting an organization in light of the transition vision
illuminates how aligned they are with the transition
direction and possible con
f
licts/barriers that hinder their
transition
Organizationlevel

19. • Readiness, relationships, dependencies and
competences
• Anticipating what characteristics of an organization can
be brought out in the system to accelerate the transition
• Capitals of power: human, structural, relational,
f
inancial,
reputation, resource, cultural
Systemlevel

20. • Selection of stakeholder relevant to transition
• Reveal how best to intervene
• Zooming in & Zooming out
Pro
f
ilestakentogether

21. 21
Questionsfor
Discussion
• Do,
a
nd if so how do, the Pro
f
iles support going from
a
complex
system
a
n
a
lysis to innov
a
tions?
• Wh
a
t
a
re the strengths
a
nd we
a
knesses of how we
a
re doing this?
• Wh
a
t is
a
fe
a
sible yet me
a
ningful w
a
y to reduce complexity in
a
w
a
y
th
a
t
f
its
a
design process?
• How c
a
n we systemic
a
lly study the d
a
t
a
to underst
a
nd whether
the tool reduces the complexity in
a
me
a
ningful w
a
y from
a
design
a
nd system st
a
ndpoint (e.g, interpret
a
tion st
a
keholder
dyn
a
mics
a
nd c
a
pit
a
ls or power correctly)?

22. Thankyou!
MSc Hannah Goss: h.goss@tudel
ft
.nl
Dr. Nynke Tromp
Dr. Hendrik N.J Schi
ff
erstein