Running head: REPURPOSE SCHOOLBAG 1

Light After Dark: Repurpose Schoolbag

17 March 2018

Capella University
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Table of Contents

Light After Dark: Repurpose Schoolbag.........................................................................................3

Design Thinking Process.................................................................................................................3
Empathy.......................................................................................................................................3
Redefining and Brainstorming.....................................................................................................4
Lewin’s Change Model....................................................................................................................5
Innovative Change Process..............................................................................................................6
Conclusion.......................................................................................................................................7
Works Cited.....................................................................................................................................9
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Light After Dark: Repurpose Schoolbag

The Repurpose Schoolbag is an innovative product founded by a South-African social

startup. The business partners, childhood friends Thato Kgatihanye and Rea Ngwane (Journal,

2017), decided to create this product to solve a social issue in the poor nation of Africa. The

Repurpose Schoolbag is intended to double as a bag to carry a student’s books and school

supplies and houses a solar charging unit to power an attached light to help students study at

night (Journal, 2017). “The Repurpose Schoolbag is designed for dignity and durability by

harnessing wearable solar technology which charges during the day” (Foundation, 2018). Some

rural areas do not have power to households, eliminating the chances for students to be able to

study at night. Thato and Rea had an idea to fix this issue and began the process to begin this

entrepreneurial venture.

This entrepreneurial venture was developed through many facets, beginning its

incorporation. Using the design thinking process, the co-founders of Repurpose Schoolbags

focused on an emphatic approach to develop a product to benefit humanity. Also, Lewin’s

Change Model will be implemented into a theoretic discussion about how Thato and Rea were

pushing for change with their product development. Furthermore, the innovative change process

will be discussed incorporating Dyer’s article, The Innovator’s DNA, and the two leadership

practices questioning and observing. These practices will be used to accomplish the first three

components of the design thinking process aimed at solving problems.

Design Thinking Process

Empathy

The design thinking process is a method which targets problems and figures out ways to

solve them. “It is a way of thinking and working as well as a collection of hands-on methods”
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(Dam, 2018). The first component of the design thinking process is empathy. Emphatic thinking

helps consider the real issue of social problems: people. When products are designed with people

in mind, they are created with care and attention, not for profit. “Do not start with the problem,

start with the people. People are where the interesting data is, and people are an interesting thing

to observe” (Burnett, 2015). Thato and Rea created their product with this mindset, leading to an

improvement in many children’s lives through empathy.

Empathy begins with observation and asking questions. Observing the behavior of people

leads to many questions to be considered when deciding on one process to improve. Collecting

data from observing people is valuable, and this data can turn into new and intriguing ideas

focusing on problem resolution. This is the crucial beginning step because “it really changes the

information you have to design with” (Burnett, 2015). In turn, this process leads to innovation

and creation of solutions to people’s real needs. Identifying a problem is difficult if there is no

problem identified. That is why showing empathy towards people will generate these ideas first

on what problems are existent, shower them with attention and care, and deliver innovative

solutions to these problems. Next follows the brainstorming aspect of the design thinking

process.

Redefining and Brainstorming

The second and third components of the design thinking process are redefining the

problem and brainstorming ideas. Redefining the problem helps create more potential solutions

to people’s real needs. “We ideate, and ideation is just a general term for lots and lots of ways

that we have of coming up with lots and lots of ideas, but they are being with the more ideas you

have, the better your choices will be” (Burnett, 2015). When a solution is created to a problem,

the feeling of accomplishment is high. However, the process shouldn’t stop there. More and
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more ideas should be brainstormed with finding ways to solve societal issues for children in

Africa. As Thato and Rea engaged in this cycle, they may have come up with several ideas about

ways to benefit children before reaching the Repurpose Schoolbags. It is possible they thought

about solar energy battery packs first which could attach directly to children’s backpacks. Upon

further contemplation, they thought it would be more beneficial to design a backpack with an

attached solar battery cell and a light. This is the brainstorming process which leads to fantastic

innovation. The more ideas which flow out from the brain, the more information is readily

available to grad as needed. Once you master the skills central to the design thinking approach,

they can be applied to solve problems in daily life and any industry” (Linke, 2017). Always

consider new methods for process improvement to better the chances of solving life’s problems.

The smallest idea may lead to an innovative solution, which in turn could benefit humanity.

Next, Lewin’s Change Model.

Lewin’s Change Model

Lewin’s Change Model is a method in which stable systems are changed through

modification of current forces to extract a desired outcome. “A particular set of behaviors or

outcomes at any moment in time is the result of two opposing forces: those striving to maintain

the status quo and those pushing for change” (Worley, 2014). Thato and Rea exhibited this

behavior through an increase in pushing for change, while decreasing the need for another simple

backpack with no extra usage. Adapting to this mindset increases tension among innovators

because there is less resistance to change. When the Repurpose Schoolbag was being ideated,

change was expected to happen since the co-founders decided to undertake revolutionizing a

product. Furthermore, they expected the product to solve problems and found where change was

needed to be addressed. There are three steps of Lewin’s Change Model which can be addressed.
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The first step of Lewin’s theory is the unfreezing process. This process involves finding

discrepancies with the product or organization and preparing for change. Since the organization

is run by two co-founders, they may have opposing views on what issues need to be addressed

and how their products will resolve these issues. However, any discomfort among them should

be introduced to relieve the pressures and discrepancies leading to disruptive behavior. Next, ‘the

moving process shifts the behavior of the organization, department, or individual” (Worley,

2014). By intervening in the system, new behaviors can be developed through changes in the

organization in a new state of mind. Lastly, refreezing produces the stabilization factor needed

for the organization to understand what process or improvement was implemented, then

accepted. While Thato and Rea may have had opposing views, they could ignite Lewin’s Change

Model to find an intermediary solution to any issues that rise within their company. Next follows

the innovative change process.

Innovative Change Process

There are numerous leadership practices which can help support Thato and Rea within

their organization. “Two of the best leadership practices for supporting innovation are

questioning and observing” (Dyer, 2009). Through these innovative practices, the co-founders

can further define their organizational structure, goals, and purpose. Also, these components can

be applied through the design thinking process.

As a leader, I would use questioning and observation to ensure empathy, redefinition, and

brainstorming of ideas are structured within the organizational framework. For the Repurpose

Schoolbag, I would use questioning as a method to identify questions for business-related issues.

This would constitute empathy as the products are designed for needy children. By finding the

right questions (Dyer, 2009), you may discover answers which wouldn’t have been recognized as
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needs prior to the innovative questioning. I would question how the products intend to improve

the social stratosphere surrounding Africa, the impact on the environment when producing

products, the ethical treatment of employees who produce the products, etc. I would look for

problems along the supply chain and ensure any unethical situations are met with responsible

solutions. Furthermore, I would create questions to problems that are non-existent in a method to

be preemptive if these problems ever occur.

Additionally, I would utilize observation through redefining new ideas and brainstorming

to bring the process to completion with a desired solution. Recognizing problems before they

arise is a practice I would participate in, ensuring that the backpacks reach their designated

target, the children. I would want to observe how many children are affected by this societal

problem, create a plan to fulfill this market need, then produce enough volume for all children

regionally who suffer from poorer economic conditions. The root of the problem lies within the

lack of basic electricity to power their homes. Therefore, solar energy is ideal in this situation as

the children can charge their lights all day while they walk around and have enough light at night

to study. Next is the conclusion.

Conclusion

The Repurpose Schoolbag was founded upon a societal need discovered by two

childhood friends. Their emphatic nature allowed them to develop an innovative product which

benefitted many children throughout the African nation. Through the design thinking process,

Thato and Rea thought about the impact on human lives first and how their product would

benefit others. They redefined and brainstormed ideas to ensure their product and its purpose

were meeting the needs of people who face harsh economic disadvantages. Through Lewin’s

Change Model, Thato and Rea pushed for change, addressing an issue that was previously
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unmet. Through strenuous idea-creation, they formulated a product which they truly believed

would help people. The innovation change process incorporated questioning and observation to

better understand how organizational changes could be implemented.

The impact of Thato and Rea on poverty-stricken children in Africa can be felt across the

nation. Through empathy, they were able to find a need to be met while instituting welfare for

their fellow humans. True leaders understand these changes must be made and should be adapted

to all practices within their organizations. It is up to Thato and Rea to continue designing their

thinking process and always manage change to better function for the people.
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Works Cited

Burnett, B. (2015) Stanford Webinar – Apply Design Thinking in Your Work. Stanford Center f

or Professional Development. Retrieved from https://www.youtube.com/watch?

Dam, R., & Siang, T. (2018, February 18). What is Design Thinking and Why Is It So Popular?

Retrieved March 10, 2018, from

https://www.interaction-design.org/literature/article/what-is-design-thinking-and-why-is-

it-so-popular

Dyer, J. H., Gregersen, H. B., & Christensen, C. M. (2009). The Innovator's DNA. (cover

story). Harvard Business Review, 87(12), 60-67.

Foundation, R. (2018). Why our bags? Retrieved March 10, 2018, from

http://www.rethakafoundation.org/whythebags

Journal, W. S. (2017, March 14). How to Encourage Innovation in Africa. Retrieved March 10,

2018, from https://www.wsj.com/articles/how-to-encourage-innovation-in-africa-

1489543260

Linke, R. (2017, September 14). Newsroom. Retrieved March 10, 2018, from

http://mitsloan.mit.edu/newsroom/articles/design-thinking-explained/

Worley, C. G., Mohrman S. A., Is change management obsolete? Organizational Dynamics,

Volume 43, Issue 3, 2014, Pages 214-224, ISSN 0090-2616,

https://doi.org/10.1016/j.orgdyn.2014.08.008.