INSPIRE MARINE
STEWARDSHIP
INSPIRE MARINE STEWARDSHIP
Authors: Brittney Boudwin, Dionis Carter, Luyao Cheng, Eva Dunn, Mark Alan Hemphill,Lin Jiang, Tyler Leppek ,Sandra Montalvo, Zach Nilsson, Jose Paez, Jian Shi, and Han Tian in collaboration with Alison Scott.
© 2015 SCAD School of Design All work that is not ours is attributed to the creator. Inspire Marine Stewardship is the official process book of the Savannah College of Art and Design graduate Design Management course: Facilitating Creating Thinking (DMGT 732) and was created entirely by the students enrolled in that course. Its editorial content does not necessarily reflect the views of the Savannah College of Art and Design. It was produced in the Winter Quarter of 2015 and covers the period between January and March 2015. Students were identified by year at the time of page production. The 2015 Winter Quarter DMGT 732 process book features six sections: Introduction, Scoping, Discovery, Creating, Evaluating and an Appendix. Apple Macintosh OS X computers using Adobe Creative Cloud software (InDesign, Photoshop and Illustrator) were used to design all 162 pages. Design Team portraits within the Creating section were taken by Han Tian at the Gulfstream Center for Design. Marine research photos in the Section Dividers, Introduction and Scoping section were provided by NOAA Gray’s Reef National Marine Sanctuary (Gray’s Reef). Typefaces, Florence, Cambrito Book, and Cambrito Italic created by Sascha Timplan and Jeremy Dooley, respectively, were used. The cover and interior illustrations were designed by Jian Shi.
Advisors
Design Team
Guest Participants
Cathy Sakas SCAD Scientist at the Design Table
Brittney Boudwin Dionis Carter Luyao Cheng Eva Dunn Mark Alan Hemphill Lin Jiang Tyler Leppek Sandra Montalvo Zach Nilsson Jose Paez Jian Shi Han Tian
Mary Cirincione David M. Colas Jennifer Day Chris Dowell Sarah Fangman Susan Hall Darrell Kim Huffman Lara Martino Cathy Sakas Alison Scott Marilyn Sobwick Jenny Vander
Regina Rowland SCAD Professor of Design Management Biomimicry Specialist
First and foremost, we would like to express our gratitude towards our participants from the National Oceanic and Atmospheric Administration: Gray’s Reef National Sanctuary (Gray’s Reef) and local community members who particpated to our events and lent us their time, open minds, and creative genius. Additionally, we thank our professor, Regina Rowland, for guiding us throughout this process and for sharing her knowledge and wisdom so freely. We especially thank our fellow teammates for mutual inspiration and support along this journey. Special mention is warranted to Organizational Consultant and Game Designer, Sivasailam Thiagarajan, whom we thank for his time, for sharing his experiences, for offering guidance and playing games with us.
INTRODUCTION
INTRODUCTION
For us, creativity is the foundation for turning new and imaginative ideas into reality.
The creative process is characterized by the ability to perceive the world in new ways, to find hidden patterns, to make connections between seemingly unrelated phenomena, and to generate solutions (Naiman, 2014). The ability to be creative is innate and can also be cultivated through collaborative experiences facilitated in structured settings. These experiences involve multi-sensory creative engagement methods for stimulating head, heart and hands, thereby leading teams to innovative solutions. It is our experience that SCAD’s collaboration with Gray’s Reef on this project has exposed us to new ways of knowing.
INTRODUCTION
Project Participants Cathy Sakas
Chair of the Board of Trustees, Gray’s Reef Foundation Design Charette Participant Visioning Participant
Jennifer Day
Sarah Fangman
Jenny Vader
Superintendent, Gray’s Reef Visioning Participant
Pluym Research Technician, NOAA Design Charette Participant
Alison Scott
David M. Colas
Program Specialist, Gray’s Reef Design Charette Participant Visioning Participant
INTRODUCTION
Deputy Superintendent, Gray’s Reef Visioning Participant
Community Member Design Charette Participant
Lara Martino
Marilyn Sobwick
Chris Dowell
Susan Hall
Community Member Design Charette Participant
Photography M.F.A. Candidate Design Charette Participant Visioning Participant
Darrell Kim Huffman Community Member Design Charette Participant
Board Member, Gray’s Reef Foundation Visioning Participant
Dolphin Project Volunteer Visioning Participant
Mary Cirincione
Dolphin Project Volunteer Visioning Participant
PROJECT PARTICIPANTS
The Design Team Brittney Boudwin Design for Sustainability M.A. Candidate Savannah, GA Charette Design Manager
Mark Alan Hemphill Industrial Design M.F.A. Candidate Design Management M.A. Candidate Cary, NC Biomimicry Guy, Facilitator
Zach Nilsson
M.A. Design for Sustainability Design Management M.A. Candidate Statesville, NC Sensei in training...(facilitator)
INTRODUCTION
Dionis Carter
Fibers B.F.A. Candidate Sherborn, MA Photographer, Facilitator
Lin Jenny Jiang
Design Management M.F.A Candidate Yangzhou, China Observer, Scribe
Jose Paez
Design Management M.F.A. Candidate Miami, Florida Facilitator, Game Master
Luyao Cheng
Eva Dunn
Tyler Leppek
Sandra Montalvo
Industrial Design M.F.A. Candidate Beijing, China Observer, Facilitator
Design Management M.A. Candidate Bradenton, FL Strategic Visioning Workshop Design Manager
Design Management M.F.A. Candidate Chicago, IL Documentation Manager
Design Management M.F.A. Candidate Bradenton, FL Facilitator, Visual Editor Figure 23. Photo of Sandra Montalvo.
Jian Shi
Indusrial Design M.F.A. Candidate Hangzhou, China Floater, Art Director
Han Tian
Industrial Design M.F.A Candidate Wuhan, China Photography, Videography, Co-Facilitator
THE DESIGN TEAM
Essential Elements: Biomimicry DesignLens
BIOMIMICRY Our Process:
“The practice of biomimicry embodies three interconnected, but unique ingredients; the three Essential Elements of Biomimicry represent the foundation of the biomimicry meme. By combining the essential elements together, bio-inspired design becomes biomimicry:
“Biomimicry is the conscious emulation of nature’s genius. It is an interdisciplinary approach that brings together two often disconnected worlds: nature and technology, biology and innovation, life and design. The practice of biomimicry seeks to bring the time-tested wisdom of life to the design table to inform human solutions that create conditions conducive to life. At its most practical, biomimicry is a way of seeking sustainable solutions by borrowing life’s blueprints, chemical recipes, and ecosystem strategies. At its most transformative, biomimicry connects us in ways that fit, align, and integrate the human species into the natural processes of Earth” (Baumeister, 2013).
• The ethos element forms the essence of our ethics, our intentions, and our underlying philosophy for why we practice biomimicry. Ethos represents our respect for, responsibility to, and gratitude for our fellow species and our home.
• The (re)connect element reinforces the understanding that, while seemingly “separate,” people and nature are actually deeply intertwined. We are nature. (Re)connecting is a practice and a mindset that explores and deepens this relationship between humans and the rest of nature. Essential elements. © 2013, Biomimicry 3.8.
INTRODUCTION
• The emulate element brings the principles, patterns, strategies, and function found in nature to inform design. Emulation is about being proactive in achieving the vision of humans fitting in sustainably on Earth” (Baumeister, 2013).
Life Principles
“Life’s Principles are design lessons from nature. Based on the recognition that Life on Earth is interconnected and interdependent, and subject to the same set of operating conditions, Life has evolved a set of strategies that have sustained over 3.8 billion years. Life’s Principles represent these overarching patterns found amongst the species surviving and thriving on Earth. Life integrates and optimizes these strategies to create conditions conducive to life. By learning from these deep design lessons, we can model innovative strategies, measure our design against these sustainable benchmarks, and allow ourselves to be mentored by nature’s genius using Life’s Principles as our aspirational ideals” (Baumeister, 2013).
Life’s Principles. © 2013, Biomimicry 3.8.
Biomimicry Thinking
“Biomimicry Thinking provides context to where, how, what, and why biomimicry fits into the process of any discipline or any scale of design. While akin to a methodology, Biomimicry Thinking is a framework that is intended to help people practice biomimicry while designing anything. These are four areas in which a biomimicry lens provides the greatest value to the design process (independent of the discipline in which it is integrated): scoping, discovering, creating, and evaluating. Following the specific steps within each phase helps ensure the successful integration of life’s strategies into human designs” (Baumeister, 2013).
Biomimicry Thinking. © 2013, Biomimicry 3.8.
OUR PROCESS
SCOPING
SCOPING
“In general, scoping occurs prior to actual design and includes preparatory work determining the project’s challenges, collecting and analyzing the facts, setting goals, and harmonizing the project team (Baumeister, 2013).” Through conversations with Gray’s Reef leadership, it became clear that Biomimicry would be an ideal framework and process for leveraging the wisdom of the local ocean ecosystem and applying it to Gray’s Reef’s challenge of strengthening connections between Gray’s Reef and the community of Savannah. Once we established the project challenge with Gray’s Reef, we moved onto setting goals for two client engagement sessions as well as a vision for the project as a whole.
SCOPING
CHALLENGE Our
In July 2014, Gray’s Reef released a new management plan identifying the need to increase awareness about the sanctuary. Gray’s Reef is not well known, which has lead to a lack of understanding amongst local communities about the connections between inland and coastal activities. Research indicates that some actions by coastal residents are having negative impact on the reef. Improper, excessive, and in some cases, illegal disposal of trash and/or fertilizers into the rivers has gradually depreciated the water quality at Gray’s Reef. The residents have missed the connection between contaminant disposal and reef degradation because they are unaware of the reef and the role it plays in the environment. Along with awareness of the sanctuary, Gray’s Reef leadership aims for the reef to be a source of pride for the coastal community. They want to inspire them to become good ocean stewards and encouraging others to do the same. Community education programs have been designed to inspire people to carry forward their stewardship of and passion for Gray’s Reef when practicing other aspects of their lives.
SCOPING
Photo of community interaction with Gray’s Reef.
DESIGN STATEMENT The
The final design should comprise a communication strategy which forges a greater connection (physically and emotionally) between the local community and Gray’s Reef. As a result of the strategy, community members will learn about the reef’s ecosystem dynamics, and be able to recognize their role in the “whole” system. Knowing the consequences of individual and group behavior will enable the public to make more informed choices in their actions. Ultimately, this strategy (when manifested) should help the Savannah community feel more connected to the purpose of Gray’s Reef: to protect first and share second this incredible swath of nature.
Photo of a diver picking up trash around Gray’s Reef.
THE SCOPING DOCUMENT
PROJECT VISION
The ultimate vision is a local public that is ocean-literate and Gray’s Reef-aware. This public continuously adopts best practices of ocean stewardship through volunteer work and financial donations, ultimately resulting in healthier offshore habitats (especially Gray’s Reef).
connect with
FISHING COMMUNITY
increase
FUNDING SCOPING
DISCOVERY
Research Questions for
educate the
LOCAL COMMUNITY
Humanistic:
What would a strategy look like that connects the local community to Gray’s Reef?
Biologized:
How does nature (reef ecosystems in particular) recruit?
LIFE’S PRINCIPLES The Selected
EVOLVE TO SURVIVE
adopt strategies that incorporate long-term transformation
1. Reshuffle Information Share knowledge within and across organizational boundaries to create new patterns of meaning. 2. Integrate the Unexpected Incorporate seemingly unrelated information on audience dynamics (other perspectives or contexts). 3. Replicate Strategies that Work Explore similar situations and repeat successful approaches (literally or metaphorically).
ADAPT TO CHANGING CONDITIONS
periodically reassess efficacy and alter strategy accordingly
BE LOCALLY ATTUNED & RESPONSIVE be aware of and see opportunity in social context
BE RESOURCE EFFICIENT
seek high impact—yet low input—strategies
1. Incorporate Diversity Include multiple approaches to reach target audiences.
1. Leverage Cyclic Processes Take advantage of phenomena that repeat themselves.
1. Use Low Energy Processes Minimize energy consumption by using available resources.
2. Maintain Integrity Through Self Renewal Continually add energy and ideas to grow, sustain or heal the system as appropriate.
2. Use Readily Available Materials and Energy Use volunteers and/or strategies from other sanctuaries that have addressed a lack of public awareness.
2. Use Multi-Functional Design Meet multiple needs with one elegant solution.
3. Embody Resilience through Variation, Redundancy and Decentralization Reach audiences through multiple, diverse, and dispersed means.
3. Use Feedback Loops Consistently check for changes in awareness and attune strategies to the new context. 4. Cultivate Cooperative Relationships Find partners with whom to engage in win-win interactions.
3. Recycle All Materials Reframe the strategy’s waste as materials and energy for another process. 4. Fit Form to Function Shape strategies according to their purpose.
THE SCOPING DOCUMENT
DISCOVERING
DISCOVERING
“While some may blend research commonly in the discovering phase with the background assessment of the scoping phase, we tease them apart here to demonstrate the unique value that biomimicry thinking brings to the research aspect of the discovering phase” (Baumeister, 2013). Once the humanized design question was posed, we translated that question into the language of nature. We began by asking “how does nature recruit?”, focusing specifically on reef ecology. We discovered diverse recruitment strategies— modular pieces of wisdom for Gray’s Reef leadership to apply while formulating their communication strategy.
DISCOVERING
Sea star.
DISCOVERING
Sea Star
Echinaster spinulosus
Function: To eat.
Strategy:
Pry open prey’s shell and deploy stomach within.
Mechanism:
Once sea stars envelop sessile prey (e.g. mussels), their hydraulic feet pry open its shell. The sea star then deploys its stomach into the shell of the living mussel, releasing chemicals to create a nutrient-rich soup which can be quickly absorbed.
Design Principle:
Our design should deploy its internal structure into other structures to access resources within.
Amie, F. (2014). Sea star time-lapse: Eating mussel. Retrieved from http://www.shapeoflife.org/video/echinoderms-sea-star-time-lapse-eating-mussel
FUNCTION CARDS
Lemon shark and remoras fish.
DISCOVERING
Remora Echeneis
Function: To breathe.
Strategy:
Attach to objects that induce a current.
Mechanism:
By using the suction cup on its head, the remora attaches itself to sharks, rays and other large fish. The moving organisms provide a current which remoras need to breath and obtain their food.
Design Principle:
Our communication strategy should attach itself to larger, more powerful, trends, strategies and organizations for broader access to resources. Leao, M. (2002). Animal diversity web. Remora Remora. Retrieved from http://animaldiversity.org/accounts/Remora_remora/
FUNCTION CARDS
Spotted cleaner shrimp.
DISCOVERING
Giant Anemone Condylactis gigantea
Function:
To attract small cleaner organisms.
Strategy:
Protect small cleaning organisms from predators.
Mechanism:
Nematocysts (stinging devices) of anemones may initially sting shrimp but over time they become immune to the sting. The shrimp clean the anemone by picking off debris and parasites, simultaneously receiving sustenance and protection (via the stinging nematocysts) from potential predators.
Design Principle:
Our design should incorporate an initial “sting” before providing permanent protection and resources to participants.
Mariscal, Richard N. “Behavior of Symbiotic Fishes Ans Sea Aneomes.” In Behavior of Marine Animals: Vertebrates, 2:327– 337. New York, London: Plenum Press, 1972.
FUNCTION CARDS
Whale shark passed by drifting sargassum with colony of minnows.
DISCOVERING
Sargassum Sea Weed
Sargassum muticum
Function:
To collect sunlight.
Strategy:
Maintain positive buoyancy to maximize sunlight exposure.
Mechanism:
As light passes through the water column, it is absorbed (deeper water receives less sunlight). In the summer months (when days are longer), sargassum increases its production of small air bladders called vesicles. These vesicles act like miniature buoys, keeping the sargassum afloat and well-positioned to convert sunlight to chemical energy via photosynthesis.
Design Principle:
Our design should maintain buoyancy to avoid diffusion of resources.
Winn, H. E., Olla, B. L. (1972). Behavior of marine animals: Current perspetives in research. New York, NY: Plenum Press.
FUNCTION CARDS
Sea cucumber.
DISCOVERING
Sea Cucumber Holothuroidea
Function:
To gather food.
Strategy:
Process sand.
Mechanism:
Sea cucumbers’ small tubular feet continuously shovel sand into their mouths. Once ingested, organic matter from the sand is digested, and the sand particles are excreted back on to the ocean floor.
Design Principle:
Our design should continuously sift through abundant materials, extracting small quantities of value.
“Echinoderms: The Ultimate Animal.” Echinoderms: The Ultimate Animal. Shapes of Life, (n.d.) Web. 05 Feb. 2015.
FUNCTION CARDS
Jellyfish.
DISCOVERING
Jellyfish Chironex fleckeri
Function: To find food.
Strategy:
Measure an environmental indicator to associate contexts with food.
Mechanism:
Photoreceptors in the jellyfish’s “eyes” can detect light from dark. The jellyfish associates the absence of light with the presence of zooplankton (nocturnal predators of phytoplankton).
Design Principle:
Our design should leverage associations between specific conditions and behaviors.
Twenty-four eyes but no brain. (2013, July 23). In Earth history online. Retrieved from http://www.earthhistory.org.uk/corals-and-jellies/box-jellyfish Timothy, S. (2012, February 26). Chironex fleckeri. Retrieved from http://animaldiversity.org/accounts/Chironex_fleckeri/
FUNCTION CARDS
CREATING
CREATING
“The creating stage is the high profile piece of designing; it results in a new human product or design” (Baumeister, 2013). During the creation phase, diverse minds converge towards a shared vision. Gray’s Reef and SCAD collaborated to populate two all-day facilitation sessions with passionate and open individuals ready to do just that. The two events focused on prototyping and execution, respectively, with playful activities generating serious content throughout. By the end of the creation phase, a communication strategy took form.
CREATING
THE DESIGN CHARETTE Part One:
Our first engagement took participants on a journey of building and storytelling. Sensory experiences were designed to elicit or augment expressions. Silent collaborative construction and dance-infused discourse were two of many activities designed to help Gray’s Reef leadership address their public engagement challenges. Outcomes of the day included opportunity statements, strategic objectives, and visual documentation of the path taken along the way.
GLANCE The Day at a
Our team worked hard to design, facilitate and document our first engagement. The entire day was captured in a video to share the experience, check it out: http://youtu.be/i_h2IVX6x0I A screenshot of the Design Charette Video.
CREATING
OVERVIEW OF EVENTS Design Principles Kinesthetic Modeling Storyboarding
Prototyping
9:45–11:20 AM • • • •
Welcome Knowledge Hunt and Hellos Biomimicry Design Principles Breather
11:25–1:15 PM
• Kinesthetic Modeling Introduction • Model Building • Model Debrief
1:20–6:25 PM • • • • •
Lunch Structured Stretch Warm Up Activity Priming the Pump Storyboarding
6:45–9:45 PM • • • • • •
Breather Dinner Structured Stretch Prototyping Next Steps Goodbye
PART ONE: THE DESIGN CHARETTE
Luyao, Kim and Jenny working on design principles.
CREATING
Jenny building kinesthetic model.
PART ONE: THE DESIGN CHARETTE
MODELING Kinesthetic
During the kinesthetic model building, participants became intuitively immersed in their design challenge. Using random objects while working in silence, participants collaboratively built a three-dimensional model that represented what a strategy might look like that connected the local Savannah community to Gray’s Reef. After the model build, participants verbally ascribed meaning to all of the physical parts and pieces of the model, identifying entities and relationships within the system of the design challenge. The result was a tangible exploration of the design challenge that served as a foundational reference throughout the design charette.
CREATING
Cathy and other participants during “Pass Around the Story� activity.
PART ONE: THE DESIGN CHARETTE
Chris, Dionis, and Luyao bringing their kinesthetic model to the board as a visual story.
CREATING
3-D to 2-D
Using the outcome of the kinesthetic model, participants reframed their ideas two-dimensionally through story-based activities that encouraged drawing and writing as a means to express ideas. Reiterating these methods helped to refine thoughts as the participants moved towards defining a design opportunity.
Visual storyline of one group’s interpretation of kinesthetic model.
PART ONE: THE DESIGN CHARETTE
CUT LOOSE Everybody
Cathy and Kim during “This Is Not A...”
CREATING
A change in environment and pace was an opportunity to think outside of the box during an activity called, “This is not a…” Participants soaked up the sunshine while passing around random objects and describing them as something other than what they were. Exploring lateral thinking—where sometimes deliberate irrelevant information is sought—is a way to restructure neural pathways and construct new ones.
Participants review Life’s Principles.
REVIEW Biomimicry
Participants assessed the function of many species found in Gray’s Reef that self-organize mutually beneficial relationships that they can apply to their systems. The participants paused throughout the day to see if the design opportunities they were exploring responded to Biomimicry’s Life’s Principles.
Alison and Jenny story boarding during 4 Scenes.
PART ONE: THE DESIGN CHARETTE
STRATEGIC VISIONING WORKSHOP Part Two:
In order to develop the prototype of a communication strategy from the first Charette, into a set of experiences and activities in time, Gray’s Reef leadership needed to take visual action. Similar to the first workshop, swaths of paper and scores of markers adorned the rooms, providing the physical materials necessary to document each facilitated activity. The workshop centered around the completion of three maps based on maps created by David Sibbet and his consulting group the Grove. The Design Team created their own versions of the maps and designed activities that aided in the participants completion of the maps. These activities addressed team dynamics, visualization, evaluation, energization and planning (in large part through nautical metaphors). While time prevented the completion of the full workshop, Gray’s Reef leadership now has the capacity to recreate, for themselves and their organization, project visioning strategies in a playful way.
GLANCE The Day at a
The continuation of our efforts to facilitate the ideation of a new strategy for Gray’s Reef are documented in the following video, check it out at the following link: http://youtu.be/3Y-q2RJUg9E A screenshot of the Strategic Visioning Workshop Video.
CREATING
OVERVIEW OF EVENTS Sharing the Vision
The Maps Casting off Vision Map
Vision
10:00–10:55 AM • Welcome • Orientation • Team Building
Challenges:
Supports:
Five Bold Steps Values:
Casting Off
11:00–1:00 PM
• Mandalla • Thiagi’s 35 • Life’s Principles Checkpoint
Casting Off map. Hoisting the Sails The Game Plan Other Objectives
Stages Tasks
Primary Objectives
Target
Crew Resources
Hoisting the Sails
Charting the Course
1:15–4:40 PM • • • • •
Lunch Structured Stretch Warm Up Activity Rotating Hat Activity Life’s Principles Checkpoint
Challenges
Hoisting The Sails map. Charting The Course Activity Tracks:
Crew Name:
Mile Markers:
4:45–7:00 PM • • • •
Our True North:
Kinesthetic String Timeline Life’s Principles Checkpoint Closing Transformative 360 Review Challenges:
Charting The Course map.
PART TWO: THE STRATEGIC VISIONING WORKSHOP
Cathy, Mary, Susan, and Jennifer during the visioning workshop warm up, Practice What You Preach.
CREATING
Cathy, Sarah, and Susan creating their visions for success during the Mandala activity.
PART TWO: THE STRATEGIC VISIONING WORKSHOP
Marilyn transferring her vision to the wall.
VISION Seeing the
Participants to united in their vision of what it would look and feel like once they achieved their goal during their completion of the Casting Off map. They worked through a process of collaboratively prioritizing the radical steps they would need to take to achieve success. Then, using the second Hoisting the Sails map, participants worked together to establish the objectives of their goal and declared success factors, against which to measure progress.
CREATING
Sarah and Jian during the structured stretch.
BREATHER Jennifer during the structured stretch.
Another sunny day provided the opportunity for participants to enjoy a mental reprieve as they moved through a series of physical stretches aimed at invigorating and energizing the collective group.
PART TWO: THE STRATEGIC VISIONING WORKSHOP
Jennifer, Dionis, Jose, and Marilyn discussing their kinesthetic timeline.
CREATING
AHEAD The Road
Participants collaborated in establishing a physical timeline in which to implement their strategy. During this tactile activity, facilitators encouraged the participants to acknowledge and explore the players and resources necessary for successful execution of their vision. Participants were also encouraged to considered the greater ecosystem that might impact their vision.
Group discussing next steps at the end of the visioning workshop.
PART TWO: THE STRATEGIC VISIONING WORKSHOP
PLAN OF ACTION
Continuing the work from the visioning session, participants crafted a three-track action plan to codify and execute the results of the two part engagement with the Design Team. The resulting communication strategy was broken down into: inform community; create visual presence and inspire community to contribute. The three tracks served both to categorize existing organizational activities and to point out new opportunities for action (photography training for divers, partnering with the YMCA, etc.). Checkpoints delineated specific goals along the way towards their ultimate vision: community expertise, pride and investment in Gray’s Reef.
Action plan produced by client.
CREATING
PART TWO: THE STRATEGIC VISIONING WORKSHOP
EVALUATING
EVALUATING
“Evaluating is essentially ensuring you’ve designed with nature in mind” (Baumeister, 2013). The evaluation phase serves as a checkpoint for reflection, making sure designs posed in the creation stage align with our Biomimicry processs and patterns proven in nature. The selected Biomimicry’s Life’s Principles served as a rubric for self-assessment, and each supported or raised points about aspects of the design that required further examination.
EVALUATING
LIFE’S PRINCIPLE REVIEW Selected Biomimicry’s
Strategies in the action plan were given one of three “stoplights” based on the chosen Life’s Principles: green for comprehensive inclusion, yellow for limited inclusion or red for incomplete inclusion. The “stoplighting method” helped Gray’s Reef leadership to discern viable and sustainable opportunities within the action plan. The strategies that showed the least inclusions sparked conversation among participants about internal processes and the overall purpose of Gray’s Reef while champion strategies and goals gave them a focused and supportive start.
EVOLVE TO SURVIVE
adopt strategies that incorporate long-term transformation
Reputable feedback is forthcoming in the form of a social science study, and plans exist for real-time input during presentations (via clickers), but a method to embody that feedback remains nebulous.
1. Reshuffle Information Share knowledge within and across organizational boundaries to create new patterns of meaning. Sanctuary advisory committee advises from an external perspective, but communication is still largely directional.
2. Integrate the Unexpected Incorporate seemingly unrelated information on audience dynamics (other perspectives or contexts). The plan does not specifically apply unexpected outcomes to future activities.
3. Replicate Strategies That Work Explore similar situations and repeat successful approaches (literally or metaphorically). Visual presence is prioritized and specific, drawing from others’ success with photos, video, and physical interactions.
EVALUATING
ADAPT TO CHANGING CONDITIONS
periodically reassess efficacy and alter strategy accordingly
As a government organization, adaptation is constrained by regulation and politics. Feedback per event or medium will be incorporated towards future iteration, but deeper changes will likely face friction. However, efforts are being directed towards alternate systems of resource acquisition (to address the fickle nature of grants).
1. Incorporate Diversity Include multiple approaches to reach target audiences. Education, fishing, and diving communities have tailored communications (which differ from those directed at the general public). However, communcation channels are culturally homogeneous.
2. Maintain Integrity Through Self Renewal Continually add energy and ideas to grow, sustain or heal the system as appropriate. Increased recruitment of volunteers and donors is explicit, specific financial goals are stated, but revenue and personnel streams could be more numerous and diverse.
3. Embody Resilience through Variation, Redundancy and Decentralization Reach audiences through multiple, diverse, and dispersed means. Government regulation prevents non-NOAA employees from communicating with the public more intimately on their behalf. Some redundant media are incorporated, but coordination of that activity is highly centralized.
FINAL BIOMIMICRY’S LIFE’S PRINCIPLES REVIEW
BE LOCALLY ATTUNED & RESPONSIVE be aware of and see opportunity in social context
The Hollings attitudes and perceptions study and the social media engagement plan are both aimed at community atonement. Perhaps more significantly, the Gray’s Reef National Marine Sanctuary website itself is shifting to a responsive design. However, strategies for responding to feedback have not been articulated and might even be inherently limited to a small subset of the community.
1. Leverage Cyclic Processes Take advantage of phenomena that repeat themselves. No mention is made of piggy-backing efforts on predictably recurring external events.
2. Use Readily Available Materials and Energy Use volunteers and/or strategies from other sanctuaries that have addressed a lack of public awareness. Physical materials and staff member attention, though, require significant effort to obtain. Also, volunteer commitment is often contextually conditional.
3. Use Feedback Loops Consistently check for changes in awareness and attune strategies to the new context. Long term and real-time feedback mechanisms are being implemented. However, deep understanding of the community might be missing.
4. Cultivate Cooperative Relationships Find partners with whom to engage in win-win interactions. Success is contingent upon relationships with universities, museums, libraries, schools, the YMCA, marine industries and other local organizations.
EVALUATING
BE RESOURCE EFFICIENT
seek high impact –yet low input– strategies
Volunteers must be trained, social media managed, presentations composed, and fundraising events planned. In short, progress will be made, but directly as a result of intense attentional input from staff members. On the flip side, stringent funding constraints naturally engender frugal action.
1. Use Low Energy Processes Minimize energy consumption by using available resources. Pressure on internal resources is extensive, and time seems scant.
2. Use Multi-Functional Design Meet multiple needs with one elegant solution. Visual content could simultaneously inform and elicit contributions from community members. Also, funds stored in the foundation can be used more flexibly than grants.
3. Recycle All Materials Reframe the strategy’s waste as materials and energy for another process. Leftover funds, volunteer contact information, educational materials, and many other components involved with communication are recycled.
4. Fit Form to Function Shape strategies according to their purpose. The patterns of communication do not necessarily represent the ways in which currently unengaged locals prefer to interact.
FINAL BIOMIMICRY’S LIFE’S PRINCIPLES REVIEW