Design management of sustainability values: a learning organization perspective

Abstract

Sustainable issues are complex and intertwined, transcending traditional project boundaries and calling for a design process that supports innovation and learning. The aim of this study is to investigate how and why the management of sustainability values poses a challenge for a design team. Case study research is selected to leverage industry knowledge and the innovation of Target Value Design (TVD), an integrated design management process with a focus on client value delivery. Since one of the most challenging aspects of sustainability is its systemic nature, the design team is evaluated through the lens of a learning organization, which is grounded in systems thinking. While the TVD process supports value delivery from an organizational perspective, the evaluation of the findings points to three key considerations that affect the delivery of sustainability beyond the measures of green building criteria. First, the need to articulate explicit sustainability values in order to build a shared vision and action plan. Second, a mind shift toward a whole systems approach in order to identify trans-disciplinary opportunities for innovative solutions. And third, the restructuring of the design team roles. This study has practical implications for the management of complex sustainability projects, and for human resource development.