This is the first article in a series examining the potential of resilient design to improve the way the world works. Join designers, brand strategists, architects, futurists, experts and entrepreneurs at Compostmodern13 to delve more deeply into strategies of sustainablity and design.
When I began my journey to understand global overfishing, I knew that it was a sprawling and complex tangle of intertwining problems touching the spheres of policy, commerce, environment and livelihood. Now, almost five years in, I see its complexity through the stories of people I've met who live in that tangle: The New England fisherman whose house was firebombed when he dared to embrace policy reform. The shark researcher who once used a tag he'd put on a shark's fin to record its migration pattern to then hunt the poacher who finned the shark and kept the device as a souvenir. The old Chinese fish farmer who, in a trick to trump Pavlov, proudly rang a bell to bring hundreds of tilapia called by its vibration to the surface of a pond to feed.
Each of the players in this system has an incredibly personal stake in how we humans choose to rethink the way we hunt, eat and protect fish. Given that 1 billion people in the world rely on fish as their primary protein, and that 85 percent of the world's fisheries are currently harvested at or beyond their limits, the cost of failing is unthinkable.
When we were first asked by The David and Lucile Packard Foundation to uncover new market-driven solutions to encouraging responsible fish harvesting, we did not set out to find one solution for all players. But because we intended to design for a system, we couldn't look for solutions for just one player or user. We had to find openings—stuck points—that once resolved, might prove the giving knot to unwind the tangle. We had to figure out how to design for many.
At every stage of our work—through four distinct project teams, three sponsoring organizations and multiple iterations—we made some right calls and some mistakes. Here's a brief look at some of the insights we gleaned along that path.
Who's the user?
Our process included two components: 1) pattern recognition to identify which problems in the system received ample attention from existing strategies and which were unaddressed, and 2) a "design thinking" process that included sending teams of anthropologists into the field to observe.
The first phase of that process identified the middle of the seafood supply chain as a ripe area to explore; most solutions targeted fishermen or retailers at either end of the supply chain, leaving processors and distributors out of the conversation. The next phase was initially puzzling. Given a target as broad as the middle of a global supply chain, what should we observe? Who was our user? What did we need to see to guide our design? We thrashed about for a bit and sought guidance from some of the most experienced practitioners in the design world. They counseled our team to, "go with your gut."
Since I have the gut of a trained journalist, my instincts told me to go where the conflict was. I offered to my co-lead in the project that the front line of our problem seemed to be transactions—whenever fish traded hands. What did those conversations and negotiations look like? What unspoken context shaped those outcomes? We ultimately dispatched teams of anthropologists to eight sites in four countries, looking for examples of distributors and processors buying and selling fish?
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