The Designer as Jester: Design Practice in Innovation Contexts through the Lens of the Jester Model

Abstract

Designers are trained to think in new terms and along divergent lines—they explore creative ways to challenge common assumptions. Collaboration with designers offers organizations the opportunity to adopt more flexible, creative ways of innovating. This article looks at the role of the designer as analog to that of a jester, who has a unique status relative to his (or her) superior, including the ability to playfully encourage self-reflection and propose novel directions for change. We present findings from three case studies to support an analysis of the designer’s role in innovation processes as that of a jester. The designer as jester model includes creatively contending with resistance to new methods from established cultures inside organizations. Designers’ ability to deftly demonstrate their innovation competence as they shift between tasks garners them the privileged position of the jester, including an ability to speak freely and question prevailing innovation assumptions in ways that lead to creative change.