To design is not just to solve a problem. It is just as important to set the problem. Going back and forth between understanding the context to which you’re designing, and your intended solution, is a reciprocal action where you diverge and converge, synthesise and open up.
There is no “correct” solution to a designproblem, only an array of possible solutions.
It’s a hunt to formulate something new that adresses the problem at hand and change the problem accordingly when new information is revealed. This means that as a designer you should be able to question the underlying notion of the task you’re given (and actively doing so), and not carry it out uncritically. You should never be solely the executing part. Solution and problem is intertwined and evolve as you’re designing.
Leaders, give power to everyone around you to question the premise of the design task at hand. Pivoting should always be an option.
If you’re designing your MVP for your startup idea, listen to your users and do not be afraid to pivot if they point to the problem being a different one than what you originally thought it was. If you’re on a film production, animating the main character according to the director’s instructions, don’t hold back your feedback — you have gone through the designing process and hold information the director does not.