In this episode, hosts Lee-Sean Huang and Giulia Donatello sit down with Jeff Leitner, the co-founder of UX for Good, architect of Norm Design, and a partner to organizations ranging from the US State Department and NASA to Harvard Medical School. Together, they unpack the core ideas behind his Summer 2026 Stanford Social Innovation Review article, "The Science of Norm Design," exploring why smart, well-funded initiatives fail roughly 70% of the time. 

Jeff shares his extensive experience studying the "invisible architecture" of social environments. He offers a critical challenge to the design industry, inviting practitioners to look past boilerplate briefs and standard user research to systematically uncover and design for the unwritten rules that dictate human behavior.

In This Episode

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• The definition of norm design. Jeff defines norm design as an essential layer built on top of traditional research to uncover a group's informal, unwritten rules. Because every solution lands within a complex social ecosystem, these hidden dynamics ultimately dictate whether a design succeeds or fails.

• The 70% organizational failure rate. Stagnant for decades, the standard failure rate for organizational change is famously high. The uncomfortable reality is that most interventions fail because they inadvertently obey the exact same unwritten rules as the problems they are trying to fix.

• The New Orleans musicians' paradox. Partnering with UX for Good to help local musicians, who average $24,000 a year, the team found that standard financial literacy training routinely failed. A norm-based approach revealed that musicians viewed asking for tips as humiliating. By bypassing the ask and adding a tipping line directly to club receipts, they successfully transferred thousands of dollars to bands.

• Unwritten rules vs. employee manuals. Social norms are rarely documented. To find a company's true constraints, Jeff suggests asking employees what they would tell a best friend over drinks about "how the place really works," rather than what's printed in the onboarding manual.

• The structural empathy trap. While designers champion empathy, leaning too deeply into a user's perspective can cause researchers to absorb the same invisible constraints that the target group can't see, effectively blinding the designer to the overarching social norms.

• Empathy vs. compassion in Rwanda. At the Kigali Genocide Memorial, the team challenged the default industry strategy of showing horror to inspire action. Brain research shows that witnessing suffering floods our pain circuits, causing distress, fatigue, and shutdown. By profiling ordinary heroes, they engaged the brain's compassion networks to cultivate the will to act.