Challenging a team’s assumptions about sustainability and past approaches results in?

Document Assumptions and Impact – Design for Sustainability 

Learning Objectives


  • Subsequent to finishing this unit, you’ll have the option to: 
  • Lead a group through the Five Whys exercise to reveal the main driver of the issues you’re looking to address. 

Collect assorted groups to survey the various impacts and results of your designs. 

As you combine the contributions from your examination, make venture guides of your clients’ experience, fuse partner criticism, and start to consider what is feasible to design, it’s imperative to focus on the assumptions being made by our groups. 

Practical design expects us to address and change the same old thing item systems and the same old thing designs. Business “stays normal” in light of the fact that the assumptions at its center are seldom addressed. In this unit, you become familiar with certain basic, communitarian devices to assist groups with recognizing assumptions and examine approaches to challenge them to assist your clients, society, and the planet. 

Furthermore, here is a basic hint for these communitarian exercises: The more different your group is as far as changed educational encounters, the more impactful these exercises will be. Variety is an incredible design intensifier on the grounds that the more viewpoints you have in the room, and the more you urge individuals to share their different perspectives, the more extravagant, more profound, and all the more generally relevant your design will be. 

Ask the Five Whys 

Manageability necessitates that we do things another way and look all the more profoundly at the causes and difficulties we are attempting to settle. 

One reason it’s so difficult to make groundbreaking thoughts and methods of working is that we, our groups, and our work environments share assumptions about what can and can’t change. Regularly these assumptions are so implanted in the work culture that we can’t see them. We never trouble to inquire as to why we have them or what is at the main driver of issues we are attempting to address. 

The Five Whys was created by Sakichi Toyoda, the organizer of Toyota Industries. It’s a basic method to penetrate down to the underlying driver of an issue by inquiring as to Why? multiple times. 

The exemplary business college illustration of the Five Whys goes this way: 

Issue: The marble of the Lincoln Memorial is quickly decaying. Rebuilding will be both costly and unsafe. 

Why #1–Why is the landmark disintegrating? 

Since we utilize unforgiving synthetic compounds to clean it. 

Why #2–Why do we utilize unforgiving synthetics? 

To manage the bird droppings. 

Why #3–Why do we have so many bird droppings? 

The birds come to eat the numerous creepy crawlies in the rotunda. 

Why #4–Why is there such countless creepy crawlies? 

The arachnids are there to get the creepy crawlies attracted to the landmark at sunset. 

Why #5–Why are bugs attracted to the landmark at nightfall? 

Since our evening time lighting pulls in them. 

Arrangement: Change how the Lincoln Memorial is lit around evening time to hold back from drawing in creepy crawlies. 


A) Challenging a team’s assumptions about sustainability and past approaches results in?



  • I) New opportunities to improve the sustainable impact of our designs
  • II) A productive review of previously unquestioned business-as-usual approaches
  • III) Conflict not worth raising
  • IV) More business as usual
  • V) A and B


B) Uncovering orders of impact and scanning for consequences make our designs more…

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This article is taken with the help of Trailhead Salesforce 

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