Design schools in digital media and interaction design face the challenge of integrating recent artificial intelligence (AI) advancements into their curriculum. To address this, curricula must teach students to design both "with" and "for" AI. This paper addresses how designing for AI differs from designing for other novel technologies that have entered interaction design education. Future digital designers must develop new solution repertoires for intelligent systems. The paper discusses preparing students for these challenges, suggesting that design schools must choose between a lightweight and heavyweight approach toward the design of AI. The lightweight approach prioritises designing front-end AI applications, focusing on user interfaces, interactions, and immediate user experience impact. This requires adeptness in designing for evolving mental models and ethical considerations but is disconnected from a deep technological understanding of the inner workings of AI. The heavyweight approach emphasises conceptual AI application design, involving users, altering design processes, and fostering responsible practices. While it requires basic technological understanding, the specific knowledge needed for students remains uncertain. The paper compares these approaches, discussing their complementarity.
Purpose – The purpose of this study is to contribute to a better understanding of innovative forms of collaboration between different types of enterprises – aimed at scaling social impact – and address the challenges and complexities inherent to these specific types of partnerships. The particular focus is on strategic collaboration between workintegration social enterprises (WISEs) and mainstream, or for-profit enterprises (FPEs) with the shared objective to create more and better employment opportunities for disadvantaged individuals in the labour market. Design/methodology/approach – This study used a qualitative research design. The total sample consisted of 16 small- and medium-sized enterprises (both WISEs and FPEs), which were selected for their proven,business-to-business revenue model and their explicit ambition to create more inclusive jobs for disadvantaged individuals. Data collection and analysis took place between 2021 and 2023 and consisted of: semi-structured interviews with representatives of the participating enterprises to get a better understanding of the way in which current partnerships operate; and co-creative research methods to facilitate change processes – within and outside these partnerships – aimed at creating more social impact. Findings – Most collaborations between WISEs and FPEs start purely transactional, with the exchange of products or services, but once they become more familiarised with each other, the realisation of (joint) social impact becomes more significant. The ambition to further coordinate and integrate operations is prominent, but the partnership process is not without challenges and requires time, commitment and trust. So far, only few collaborations can be considered truly transformational. Originality/value – This study contributes to the discussion on strategic alliances and cross-sector collaborations by providing a conceptual framework and a practical instrument to shape strategic collaboration between social enterprises and FPEs that aim to create more social impact.
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