In a previous post, we discussed how ethnomethodologically-informed design research recognises the social nature of the complex systems intertwined with daily life; this we must account for when designing solutions which are sensitive to the human contexts which these designs must serve. We emphasised a basic premise of ethnomethodology: the ordinary activities that make up our everyday lives are “sociological achievements” that depend on others in many varied ways. As Crabtree et al (2012:2) elaborate:
“As practical sociologists we know how to concert our actions with other people in order to get the activities we are engaged in done. We know, in other words, how to organise our activities and how to do that as a real world, real time sociological accomplishment that other members of the settings we live and operate in know, recognise and can orchestrate their actions with too.”
Ethnomethodology focuses on the specific ‘work’ that members of a setting—those environments in which people live and operate—do to carry out their everyday, naturally occurring activities. It recognises that even mundane and familiar tasks require practical effort from everyone involved in making them happen.
The design ethnographer’s role is, thus, to make visible to design reasoning the “distinctive activities that populate particular settings, the work involved in doing them, and the work practices that members use to concert their actions with those of other parties implicated in the conduct of a setting’s work” (Crabtree et al 2012:2). Fieldwork is conducted not to become another competent member of the setting, but to explain and make visible the work practices and social mechanisms in real-time. This means understanding the actual work and methods in use, then stepping back to highlight and describe these processes. The goal is to reveal the intricate workings of the social machinery and show others exactly how things are done, so as to inform design decisions.
Vulgar Competence
The aim, then, is to arrive at a position where one can recognise the methods that members use to organise and accomplish the setting’s work. In place of rigidly devising then applying research methods, a key part of ethnographic design research is to develop vulgar competence in the work of the setting and thus to see the work as others in the setting see it—particularly those who do it. If you can develop sufficient competence in the work you will, only on this basis, be in a position to identify the situationally specific or ‘uniquely adequate’ methods that members employ to organise and accomplish the setting’s work.
Vulgar, in this case, is not a pejorative term. Rather than referring to being common or rude, it means ordinary. It suggests a requirement for design researchers to develop an appreciation of the ordinary competences that the members they are studying themselves possess and employ methodically to get their activities done, to make them accountable, and use to recognise what those around them are doing. The requirement to develop vulgar competence is one to get to know the work of a setting such to see what ‘anyone around here’ can see in the ways that they see it. It is a requirement for you to develop a members’ familiarity with the work of a setting so that you can see the work from the perspective of its members.
Strategic Blandness
Can attaining vulgar competence in a setting’s work present an opportunity to understand and approach strategy differently?
In their book Strategy Without Design: The Silent Efficacy of Indirect Action, Robert C.H. Chia and Robin Holt (2009) introduce the concept of ‘strategic blandness’: in explaining the success of individuals, corporations, or societies, it is not always necessary to invoke deliberate intention, conscious choice, or purposeful intervention. Instead, collective success can emerge from the cumulative effect of numerous individuals simply responding constructively to their immediate situations. This understanding of the emergent dimension of strategy challenges traditional views on strategic planning as something done deliberately and rationally.
Imagine a business thriving not because of a meticulously crafted business plan, but due to the spontaneous, adaptive actions of its employees. Each person, acting on their intuition and practical knowledge, contributes to the company’s culture, resilience, innovation, customer experience and, hence, success. This emergent order is the essence of ‘strategic blandness’.
An ethnomethodological approach to design research can ostensibly help us account for the notion of strategic blandness. Through concern with the “sociological achievements” studied, we hold the notion that order and success come from the everyday—yet often adaptive—actions of individuals in coordination with one another.
Uncovering (and Guiding) Strategic Blandness
One implication from the above is that—by recognising the power of everyday actions and practical knowledge—ethnomethodologically-informed design research can transform our understanding of how emergent strategies work and succeed, and how to design for the likelihood of such success. Loosely, attaining vulgar competence in a setting can identify ‘strategic blandness’—actualised and potential—in the following ways:
Revealing practical knowledge: By immersing themselves in the work and understanding the everyday actions of individuals, design research can uncover the tacit knowledge and practical skills that drive success. This insight allows organisations to appreciate and harness these capabilities without imposing rigid, top-down strategies.
Enhancing adaptability: Recognising the adaptive responses that individuals use to navigate challenges can help organisations foster environments where flexibility and responsiveness are valued. This adaptability is a cornerstone of ‘strategic blandness’ and can lead to sustainable success.
Promoting emergent coordination: Understanding how individuals naturally coordinate their actions can help organisations create structures that support this unplanned, emergent order. By valuing and supporting these informal practices, organisations can achieve coherence and effectiveness without excessive formal planning.
Supporting real-time adjustments: By seeing work as it is done in real-time, design researchers can identify opportunities for incremental improvements that align with the natural flow of work. This approach aligns with the idea of ‘strategic blandness’, where success emerges from continuous, small-scale adjustments rather than grand, overarching plans.
The Contribution to Emergent Strategy
The approach to design research suggested above highlights the often-overlooked power of everyday actions in shaping social and organisational success. Through uncovering the practices and adaptive behaviours that form the emergent strategies which drive organisational success, we can better understand and further leverage and promote these “sociological achievements.”
References
Chia, R.C. and Holt, R., 2009. Strategy Without Design: The Silent Efficacy of Indirect Action. Cambridge University Press.
Crabtree, A., Rouncefield, M. and Tolmie, P., 2012. Doing Design Ethnography. Springer Science & Business Media.