Here is an excerpt from a brilliant  article co-authored by Tim Brown and Jocelyn Wyatt for Stanford Social Innovation Review (Winter 2010). To read the complete article, check out other valuable resources, obtain subscription information, and sign up for a free newsletter, please click here.

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Designers have traditionally focused on enhancing the look and functionality of products. Recently, they have begun using design techniques to tackle more complex problems, such as finding ways to provide low-cost healthcare throughout the world. Businesses were the first to embrace this new approach—called design thinking—and nonprofits are beginning to adopt it too.

Traditionally, designers focused their attention on improving the look and functionality of products. Classic examples of this type of design work are Apple Computer’s iPod and Herman Miller’s Aeron chair. In recent years designers have broadened their approach, creating entire systems to deliver products and services.

Design thinking incorporates constituent or consumer insights in depth and rapid prototyping, all aimed at getting beyond the assumptions that block effective solutions. Design thinking—inherently optimistic, constructive, and experiential—addresses the needs of the people who will consume a product or service and the infrastructure that enables it.

Businesses are embracing design thinking because it helps them be more innovative,

better differentiate their brands, and bring their products and services to market faster. Nonprofits are beginning to use design thinking as well to develop better solutions to social problems. Design thinking crosses the traditional boundaries between public, for-profit, and nonprofit sectors. By working closely with the clients and consumers, design thinking allows high-impact solutions to bubble up from below rather than being imposed from the top.

Design Thinking at Work

Jerry Sternin, founder of the Positive Deviance Initiative and an associate professor at Tufts University until he died last year, was skilled at identifying what and critical of what he called outsider solutions to local problems. Sternin’s preferred approach to social innovation is an example of design thinking in action. In 1990, Sternin and his wife, Monique, were invited by the government of Vietnam to develop a model to decrease in a sustainable manner high levels of malnutrition among children in 10,000 villages.

At the time, 65 percent of Vietnamese children under age 5 suffered from malnutrition, and most solutions relied on government and UN agencies donations of nutritional supplements. But the supplements—the outsider solution—never delivered the hoped-for results. As an alternative, the Sternins used an approach called positive deviance, which looks for existing solutions (hence sustainable) among individuals and families in the community who are already doing well.

The Sternins and colleagues from Save the Children surveyed four local Quong Xuong communities in the province of Than Hoa and asked for examples of “very, very poor” families whose children were healthy. They then observed the food preparation, cooking, and serving behaviors of these six families, called “positive deviants,” and found a few consistent yet rare behaviors. Parents of well-nourished children collected tiny shrimps, crabs, and snails from rice paddies and added them to the food, along with the greens from sweet potatoes. Although these foods were readily available, they were typically not eaten because they were considered unsafe for children. The positive deviants also fed their children multiple smaller meals, which allowed small stomachs to hold and digest more food each day.

The Sternins and the rest of their group worked with the positive deviants to offer cooking classes to the families of children suffering from malnutrition. By the end of the program’s first year, 80 percent of the 1,000 children enrolled in the program were adequately nourished. In addition, the effort had been replicated within 14 villages across Vietnam.

The Sternins’ work is a good example of how positive deviance and design thinking relies on local expertise to uncover local solutions. Design thinkers look for work-arounds and improvise solutions—like the shrimps, crabs, and snails—and they find ways to incorporate those into the offerings they create. They consider what we call the edges, the places where “extreme” people live differently, think differently, and consume differently. As Monique Sternin, now director of the Positive Deviance Initiative, explains: “Both positive deviance and design thinking are human-centered approaches. Their solutions are relevant to a unique cultural context and will not necessarily work outside that specific situation.”

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To read the complete article, please click here.

Tim Brown is the chairman and CEO of IDEO as well as the author of Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. Jocelyn Wyatt leads IDEO’s Social Innovation domain, which she has expanded over the past several years.

I highly recommend these sources:

Open Services Innovation: Rethinking Your Business to Grow and Compete in a New Era (Henry Chesbrough)

The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems (Richard Pascale, Jerry Sternin, and Monique Sternin)

The Fortune at the Bottom of the Pyramid, Revised and Updated 5th Anniversary Edition: Eradicating Poverty Through Profits (C.K. Prahalad)

The Design of Business: Why Design Thinking is the Next Competitive Advantage (Roger Martin)