Successful teams first define the problem they are trying to solve—they articulate it, they give it boundaries (what?s part of the problem, what?s outside our control). They call upon designers to help cull, visualize, and express that problem in human terms— looking at it from many different views.

They then envision the end state. (If you?ve ever been part of team that seemed lost, it?s likely they skipped this step.) Knowing what victory is becomes vital as you embark on the journey of solving the problem. As designers, we can help prototype the end state (through scenarios, models, journey maps, etc.).

Next, comes defining the approach by which victory will be achieved. Once you know where you want to go, you need to create a map to get there. That map must be imprinted in the minds of every participants along the way. Designers can literally make the map real.

Inciting support—and then action. In some cases, not everyone will want to make the journey with you. They?ll need to be inspired. Convinced. Cajoled. Educated. As designers, we call on our skills as communicators to help them see why they should come along.

Once a band of gypsies, so to speak, is assembled, the next task is to look at the work ahead and be smart about it. Often it pays to take pause and seek insight that will enable the team to prototype a solution. That means research. Designers can help structure that research, and especially report its findings.

Then comes prototyping a solution. That might mean physically prototyping it; building it in miniature, or a one-off to see if it will work. Or, it might mean prototyping a new customer experience? a collection of moments that make up an experience. In either case, designers play a critical role.

Delineating tough choices. A good prototype (or prototypes) unearths all sorts of unexpected data and insight. And from that, tough choices emerge. Should we include this feature, or that? What if the solution costs more than people can afford? What if there are downsides? Designers can make evident the choices.

And, when integral to the project, designers can help the teamwork as a team. By helping them make choices. Envisioning different outcomes. See the ?white space? that connects divergent views and approaches.

Choosing the best solution. This is the culmination of many steps of hard work. If we do our jobs right, we can often be the pivotal voice in this step, helping argue for the best overall solution —we can visualize the case, see different sides of the problem, and lay out a path for making a commitment to a given solution.

Once a solution is chosen, the task becomes to ensure that people—customers, constituents, and employees—know about it. In a traditional sense, this is about marketing the idea. In a deeper sense, it?s about enabling people to support the solution—be it a product, ballot initiative, and service.

Selling the solution. In most cases, an exchange of money or time will be involved—between seller and buyer, creator and participant, sponsor and beneficiary. That process is greatly helped by design, so that people know ?what they?re buying,? and what it?s worth.

Rapidly learn. The most effective teams, of course, are those constantly learn. Strive. And improve. Designers can help take the team back through the journey, recounting the steps where good decisions had been made, and where the team should act differently next time.