A few years ago, I wrote an article that unexpectedly touched a deep nerve: Why I’m Tired of Your Design Thinking. As a Black designer, I laid bare my exhaustion with design thinking—a field that preaches empathy yet struggles with its diversity, let alone true inclusion. The overwhelming response confirmed that my experiences resonated far beyond my own.

In that piece, I described being surrounded by designers who were more in love with their own ideations than genuinely invested in the people for whom they created solutions. I can still hear the echoes of gleeful excitement as they dreamed about their next TED talk or academic journal submission, their empathy seemingly reserved for hypothetical users. 

The last few years have seen a shift in the design field. There's been more conversation and acknowledgment of the issues I raised. But as a '90s child and with the resurgence of rap beefs, I have an appreciation for the art of 'airing out' grievances. In this spirit, I turn my attention to design sprints—a product of design thinking that, despite its promise of empathy, meets rapid innovation and often stumbles in practice.

Design sprints were supposed to be our fast track to human-centered solutions. In theory, they compress months of work into a few days, promising breakthrough ideas and rapid prototyping. But in my experience, they've become a microcosm of the issues plaguing the broader field of design thinking.

As I've participated in sprint after sprint, I've observed how these high-intensity sessions can inadvertently amplify existing power dynamics, sideline diverse voices, and prioritize speed over genuine inclusion. The irony isn't lost on me: in our rush to solve problems, we risk perpetuating the very biases and oversights we aim to address.

But Nagela, my team, and I don’t do “sprints.” But what you'll find in this article is my perspective on building better ways of working. Whether you call it a sprint, a workshop, or just a brainstorming session, the insights here will help you foster an environment where every voice matters, decisions are made equitably, and your team ( crew, community, neighborhood watch, whatever) can create meaningful, impactful solutions together.

‍The Cracks in the Sprint

Power Unconsciousness
The Tokenization Trap
The Agility Excuse
The Collaboration Conundrum:
Shallow Research,Deep Consequences

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The Allure of Design Sprints

Before diving into my critiques, let's discuss why I love design sprints.

• There's an undeniable power in gathering a group to ideate, dream, and problem-solve intensively. When it works, it's a euphoric, chills-inducing experience.
• For groups with limited time and budgets, sprints offer a way to tackle pressing issues without draining already-stretched resources.
•  In a world of rapid change, the ability to quickly move from problem identification to potential solutions is crucial.
• The emphasis on quick prototyping allows for early testing and iteration, potentially saving time and resources.
•  The time-boxed nature of sprints can create a sense of purpose and decisiveness.

So yes, design sprints have their merits. When the stars align, they can be exhilarating, efficient, and effective. But here's the thing—and it's a big thing—those stars don't align nearly as often as we'd like to believe.‍

Power Unconsciousness

My primary beef with design sprints is not just the unequal distribution of power, but the complete obliviousness to power dynamics. There's a false expectation that we all have equal voices in the room. But how can that be possible when your manager's manager is suddenly your "equal" for five days?The voices that are amplified are either the loudest or those with the most decision-making power. In teams and larger organizations, power dynamics intertwine with culture and the subtleties of belonging. Coworkers who bond over drinks after work naturally bring that same camaraderie into the sprint room. It's not inherently bad, but we need to consciously address it.

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The Tokenization Trap

In nearly every room where diversity is mentioned, my first question is: Who holds the ruler? Who is deciding what diversity looks like?Too often, diversity in design sprints leaves me feeling like the token chocolate chip in a cookie. If I can walk into a room and tick off the diversity box with my mere presence, we've missed the point entirely.

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True diversity isn't about meeting a quota; it's about valuing and incorporating diverse perspectives throughout the entire process.The Agility ExcuseWhen I hear feedback that an MVP can be flawed and there will be time to include other groups later, I can't help but roll my eyes. Since when did asking to include different voices become an impossible standard to reach? 

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The irony is glaring when teams claim they're ready to disrupt entire industries but can't figure out how to make their sprints more inclusive. True agility isn't about speed but adaptability and responsiveness to diverse needs and insights.Collaboration or Competition?Design sprints often create an unintended competitive atmosphere. Instead of fostering true collaboration, participants can feel pressured to outshine each other, leading to a survival-of-the-loudest scenario. This competitiveness can be especially detrimental to already marginalized or underrepresented voices. 

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Shallow Research, Deep Consequences

In the rush to adopt the five-day design sprint timeline made infamous by Google Ventures, many have fallen into the trap of lazy research habits. They rely on quick, surface-level insights rather than diving deep into the complexities of user needs, especially when it comes to diverse user groups. This shortcut mentality can lead to solutions that miss the mark for large population segments.Why can Google Ventures do a five-day sprint? Maybe it's because it’s the world’s largest information engine and is sprinting off a robust information platform. I’m spitballing here. These realizations set me on a path to finding solutions.This is my roadmap for transforming design sprints from exclusionary into inclusive marathons.

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‍The Power of Intentional Level-Setting

‍Before every sprint, we need to make a conscious effort to level-set. This isn't just about stating the goals of the sprint - it's about creating an environment where everyone can contribute fully. Here's what I've found works:

• Openly acknowledging power dynamics in the room
• Having a transparent discussion about decision-making processes
• Actively creating space for every voice to be heard
• Setting clear ground rules for respectful disagreement and collaborative idea-building

These steps might seem small, but they've made a world of difference in the sprints I've facilitated.Embracing Liberatory Design FrameworksMy journey led me to explore more inclusive design methodologies, and I've found immense value in incorporating elements from these frameworks:

• Liberatory Design: This approach taught me the importance of continuous reflection. Now, I make sure to integrate "Notice and Reflect" moments throughout the sprint. It's like hitting a pause button to evaluate our progress and group dynamics.
• Equity-Centered Community Design: This framework opened my eyes to the importance of acknowledging not just who's in the room but the historical and systemic contexts we're working within. It's changed how I approach every project.
• Design Justice: This set of design principles reinforced the critical need for equitable participation and decision-making throughout the process. 

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Redefining Investment in Design Sprints

‍Typically, teams operate on the idea that the amount of investment present at the organization's beginning is determined by highlighting the importance of this project or challenge to the stakeholders. But this approach often misses the mark. What does it look like to radically redefine and increase our investment?To do that we must deepen our investment in the people we're solving issues for. It looks like going beyond surface-level user research and truly immersing ourselves in their lived experiences. It's about building relationships, not just gathering data points. Second, we must invest in one another by taking the time to understand the diverse perspectives within our own team. This isn't just about team-building exercises; it's about creating space for vulnerable conversations about our backgrounds, biases, and unnoticed areas.

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‍A Personal Touch: The Project Kick-off Template

‍Implementing a project kick-off template is one of the most impactful changes I've made. I created this alongside my favorite research partner Catherine, drawing inspiration from the "Notice and Reflect" practice in liberatory design. This template guides participants through:

• Exploring their multiple identities and how they relate to the project
• Using tools like the Power Wheel to understand the dynamics at play
• Sharing personal stories and experiences relevant to the project
• Reflecting on how their identities and experiences might influence their approach, both positively and potentially negatively

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‍Redistribute Decision-Making Power

‍One of the most impactful changes I've implemented is shaking up traditional power structures during sprints. This isn't just about giving everyone a voice—it's about ensuring every voice carries weight. Here are a few ways I like to practice that:

• Rotate facilitation duties so that instead of a single facilitator, we rotate this role among team members, ensuring diverse styles and perspectives guide our process.
• Use anonymous voting systems for key decisions. This helps mitigate the influence of hierarchy and reduces the fear of disagreeing with more senior team members.
• Ensure a diverse panel makes final decisions by assembling a panel that reflects our team's and our users' diversity rather than leaving the final call to a single authority figure.

‍Extend the Research Phase

‍One of my biggest realizations has been that the sprint's emphasis on speed often comes at the cost of deep understanding, especially when it comes to diverse user needs. I've adopted the mantra "slow is smooth, smooth is fast" to guide my approach to research. Here's how I've extended our research phase:

• We start gathering insights well before the sprint begins, ensuring we enter the process with a rich understanding of our users' needs.
• Include representatives from target communities in the sprint itself: We include community members not only as research subjects but also as active participants in our design process.
• We build in time for deeper user testing and feedback loops.
• There’s a "living research document" that continuously updates our research findings throughout the sprint, ensuring that we immediately incorporate new insights into our design process.

‍Rest Stops: The Power of Pausing

‍If there is anything you implement from this article, it is is this; sometimes you just need to STOP.In our rush to innovate and solve problems quickly, we often forget a crucial element of ethical design: the ability to stop. I implement "Rest Stops" in client all client projects—designated moments where we can pause, reflect, and, if necessary, halt the process entirely. If things are unaligned, or, more critically, if harm has occurred or is likely to occur, there should be a clear mechanism to stop a sprint. The goal is to ensure that our progress doesn't compromise our ethics or the well-being of our team and users.Rest stops serve multiple purposes.

They allow us to reassess our direction, ensuring we haven't veered off course in a sprint's enthusiasm and fast pacing, and provide space for team members to voice concerns that might have been overlooked in the sprint's fast-paced environment. Most importantly, they act as a safeguard against potential harm - whether that's perpetuating biases, excluding vital perspectives, or creating solutions that could negatively impact vulnerable communities.Implementing rest stops requires courage. It means valuing integrity over speed and being willing to admit when we've taken a wrong turn. I want to scream this from every rooftop. The future of design isn't just about moving fast—it's about moving forward together.

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Every transformative idea faces its skeptics. When you hear "that's too disruptive" or "we've always done it this way," don't counter with abstract arguments—share the real, human moments that shaped your understanding. These stories are your most powerful tools for shifting perspectives.

Think about that pivotal meeting where Mai, your usually reserved UX designer, finally spoke up about a flaw in your flagship product. She'd been noticing how elderly users struggled with a feature everyone else took for granted. That observation led to an accessibility overhaul that unexpectedly became your biggest competitive advantage.

Or consider the junior analyst who questioned your pricing model during a strategy session. In that moment, you could have dismissed their concern as naive. Instead, their fresh perspective helped you spot a market shift months before your competitors, leading to a complete repositioning that saved the quarter.

These aren't just feel-good anecdotes—they're evidence of how diversity of thought transforms businesses. When someone pushes back against change, respond with "Let me tell you what happened when we dared to listen..." These stories do more than counter resistance; they invite others to imagine new possibilities for their own teams.

People forget statistics, but they remember stories. Make yours vivid, specific, and rooted in real business impact. Let them see how inclusion isn't just about doing good—it's about doing better.

Happy Sprinting ✌️