I have always viewed design as a transformational activity.

You are introducing something new into the universe with a specific intent. We need to ‘be’ something new to create something new. While I often focus on the ‘doing’ or the activities of creating something, the real benefit for me has been the deeper understanding of myself through the process.

It is the ‘becoming’ not the ‘doing’ that is key to achieving transformational results.

During the conversations I have with Design Leaders, the question of how to manage difficult discussions comes up a lot.

These leaders find themselves managing many stakeholders and this often results in not satisfying someone, most of the time.

Although there is an individual need to make these discussions easier, I think there is an organisation benefit as well.

Handling difficult conversations well is a prerequisite to organisational change and adaptation.