Corporate social responsibility

We Can Design the Future of Wearables for Social Good

“The best way to predict the future is to design it.” – Buckminster Fuller

Image: keoni101/Flickr

There is a future for wearable technology beyond the Apple Watch, and it can be for social good. On March 31, 2015, nearly 40 participants came together for Technology Salon New York City where we discussed the future of wearables in international development.

Here are my two summaries of the thought-provoking discussion: 

We Can Design the Future of Wearables for Social Good, Huffington Post

Development, data, and ethical design for our wearable futures, Wait…What? [co-author with Linda Raftree]

As we wrote, “The rapid evolution of technology urges us to think about how technology affects our relationships with our body, family, community, and society. What do we want those relationships to look like in the future? We have an opportunity, as consumers, makers and planners of wearables for the international context to view ourselves as stakeholders in building the future opportunities of this space. Wearables today are where the Internet was during its first five mainstream years. Now is the perfect time to put our stake in the ground and create the future we wish to exist in.”

Think Holistically–CSR and Change Depend on It

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We think about the parts instead of the whole, and it needs to change. Thinking about the parts translates into laws and policies that don’t solve problems because they aren’t addressing the issue holistically, and departments in organizations that don’t achieve their purpose because they were never given the mandate to do so. For example, when I hear that the marketing team is handling an organization’s social responsibility initiatives, I see it as a red flag that the organization isn’t prioritizing the work or thinking about social change as core to its mission.

As Cheryl Heller explains in her latest piece for Unreasonable.is, this problem may stem from our industrial mindset, and our tendency to work in silos:

“The industrial age taught us to solve problems by breaking things down into manageable parts, assigning specialists to work on them, then reassembling them into a workable whole. This seemed like a great step forward (Thanks, Henry Ford.), but it’s now an entrenched habit that limits us in both business and life. Compartmentalization might speed things up on an assembly line, but it forces us into silos. And silos destroy creativity, context, and perspective—all things we need to thrive in an increasingly complex and interconnected world.

Corporate social responsibility (CSR) is a classic example of this. At too many companies, CSR is a department (read: silo) rather than a process. And being able to point to the existence of a CSR department as evidence of commitment ends up being far more important than actually giving that department the authority to carry out real change.”

A must-read article from Pacific Standard, which explores the lack of cultural factors in social science research, shows that psychologically, industrial nations tend to have this siloed psyche.  (more…)