Peter Drucker has pointed out that it is a manager's job to "do things right." It is an executive's job to make sure "the right things" get done. Even the most rigorous eco-efficient business paradigm does not challenge basic practices and methods: a shoe, building, factory, car, or shampoo can remain fundamentally ill-designed even as the materials and processes involved in its manufacture become more "efficient."

If anybody here has trouble with the concept of design humility, reflect on this: It took us 5,000 years to put wheels on our luggage.

You don't filter smokestacks or water. Instead, you put the filter in your head and design the problem out of existence.

You need that same creative force that exists in a building like Disney [Walt Disney Concert Hall] to actually tackle that most prosaic of problems.

Imagine walking into a grocery there is a jar sitting there with a lid on it saying it's not carbon. That is ridiculous. It's an empty jar.

I think as designers we realize design is a signal of intention, but it also has to occur within a world and we have to understand that world in order to imbue our designs with inherent intelligence.

Here's where redesign begins in earnest, where we stop trying to be less bad and we start figuring out how to be good.