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Summary
How Might We (HMW) is a commonly accepted design thinking practice for framing a problem in space exploration, usually within a codified "design sprint" framework. However, there are risks and limitations that can undermine its value. Join us for a candid, provocative discussion with Tricia Wang, who wrote a searing yet insightful piece recently in Fast Company that challenges the value of the HMW practice, while offering alternatives to help us transcend its issues.
Key Insights
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The 'How Might We' method in design thinking is often taken as a sacred, unquestioned practice rather than a flexible tool.
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Without actual representation in decision-making teams, the 'we' in 'How Might We' falsely assumes inclusivity.
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Design and tech companies often fail to build diverse talent internally, relying instead on performative external outreach.
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Effective inclusion requires structural company change, not just token consultations or symbolic gestures.
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Building local capacity and leadership is critical for meaningful community-centered design, especially in global or underserved contexts.
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Web3 promises decentralization and new financial systems, but it risks repeating past exclusivity unless diverse voices engage early.
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Discussing organizational values openly and authentically is key to aligning teams and projects beyond superficial exercises.
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Researchers working alone may miss essential perspectives; research pairs or collaborative teams produce better outcomes.
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Hiring diverse teams involves expanding personal and professional networks and recognizing varied skill sets beyond traditional profiles.
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Design thinking and other methodologies must remain adaptable and questioned; discomfort signals an opportunity for deeper inquiry.
Notable Quotes
"The way I’ve seen 'How Might We' used in practice is as a tool weaponized to suppress ideas and create groupthink."
"You have to look at who the 'we' is in the room when you say, 'How Might We' and if those people actually reflect your users."
"Companies need to change internally with diverse talent in positions of power, not just go out and 'reach communities.'"
"I don’t think we should just go out and suddenly be more PC or put on a black square on Instagram and call it a day."
"I can’t take on a job unless you agree I build local capacity; when I leave, someone local should replace me."
"No one knows what they do — designers are often the most insecure function but have the hardest mandate to represent people’s needs."
"It’s important to schedule meetings just to get to know people across functions without an agenda to build trust."
"If you notice something doesn’t feel right with a tool or method, make a note of it — it means change is needed."
"Representation matters: if your team lacks members of the community you’re designing for, you risk harm and misunderstanding."
"Web3 is complex and imperfect, but it’s a small window to shape new systems before legacy biases get locked in."
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