The role of inner values to teamwork during design for social innovation

Professionals can increase their performance by improved actions but true change occurs when the underlying ‘inner values’ change (Argyris and Schon, 1974; Smith, 2013). Applying a design process while working in teams during social innovation projects also requires certain 'inner values'. Schon (1983) suggested reflection as a way to improve professional practice by challenging and changing the underlying value system. Various literature identifies different inner values, which are considered important for teamwork during design for social innovation (DfSI), however this is not systematic, evidence-based research. This paper presents such a study conducted in this context. Firstly, this study presents a review of key literature, which leads to a list of inner values considered important by authors for DfSI. Secondly, a survey method collected quantitative and qualitative data from 29 expert design practitioners who reflected on their teamwork experience during DfSI. The survey showed that most experts apply the list of inner values from literature, yet their understanding demonstrates a variety of interpretation and application, leading to more questions than answers and revealing the complexity of DfSI. The survey also found that whilst many inner values play an important role, the trade-off between them is essential, requiring wisdom and balance by the designer.