Design is a Courtship of Commitment
Design, Decisions, and the Dance of Commitment: Inspired by Peter Merholz (With a Dash of Lady Whistledown Flair)
TL;DR in Lady Whistledown’s Style:
Dearest Gentle Reader,
Much like a proper courtship, design is an affair of commitment. Business leaders, like well-meaning suitors, often hesitate at the altar, fearful of taking the final decision. But, my dears, true progress — like a well-matched marriage — is forged through commitment. One must step boldly into the future or risk missing the grand waltz altogether.
And now, dear designers, it is time to recognize and claim your power. Do not merely hope your debutante creations will be crowned the diamonds of the season. While a bit of mama’s meddling may be amusing, remember this: do not allow others to stand idly by while you bear the burden alone. Make the suitors own their picks. Arm them with the finest tea of information, and hold them accountable for their choices, just as you stand resolute in yours.
Commitment, like the perfect waltz, requires both grace and resolve. Designers, take your dance partners — it is time to lead.
1. Introduction: The Abstraction Affair
Hopefully, my TL;DR has convinced you that reading this article would be as delightful as the latest scandal at the Bridgerton’s ball. I did attempt to carry this tone throughout the piece, but, even Lady Whistledown may stumble in her execution. Nonetheless, let me share a few pearls of wisdom from others, as well as some advice from yours truly, which I trust will offer you some comfort — especially, my fellow dear designers, who often find themselves navigating the treacherous waters of commitment season.
So, without further ado, let us begin…
In large organizations, it’s easy to get lost in the comfort of big, abstract concepts. We often discuss strategy, vision, and long-term goals, feeling like we’re making progress. But there’s a significant gap between talking about something and actually doing it.
Peter Merholz’s recent post made me reflect on this tension more deeply. He highlights how strategy can remain vague and flexible, leaving room for ambiguity, but design demands clarity. Design forces decisions with real consequences. Once a decision is made in design, it’s no longer just a thought — it’s something that must be acted upon. This realization is what inspired me to explore the idea of commitment in design and why, ultimately, execution is the key to meaningful progress.
2. “Design is deciding” and is uncomfortable
Merholz cleverly brings up Dan Mall’s statement, “Design is deciding.” It might sound straightforward at first, but many business leaders and stakeholders tend to underestimate the weight of that idea.
It also reminds me of the famous quote from Henry Petroski, “Design is nothing if not decision-making.” Petroski, in his book To Engineer Is Human, explores the paradox of how every decision — whether it leads to success or failure — becomes part of the next step in the process, pushing things forward and shaping what comes next.
The truth is, design forces commitment — something that many in business fear:
- A product roadmap can be vague, leaving room for flexibility and change.
- A vision statement can inspire, but it doesn’t require anyone to act.
- Quarterly goals can shift as priorities change.
But design doesn’t leave that room. Once a design is executed, it becomes tangible, and people engage with it. It either works, or it doesn’t. And in this way, design makes something real — something that can’t be easily undone or ignored.
Business leaders often prefer the safety of abstraction because it allows them to keep options open. Merholz highlights that strategy, left abstract, offers room for endless hedging. But design, by its nature, demands clarity. And clarity can be uncomfortable.
3. The Role of Designers in Driving Commitment
Designers aren’t just creators — they’re the catalysts that turn abstract strategy into tangible, executed reality. This is why YOU (yes, you, fellow designer and reader) often find yourself in seemingly impossible situations. You’re tasked with taking everyone’s conflicting opinions and turning them into visible, real outcomes. Consensus is an ilusion, yet you feel the responsibility to make it happen.
But as a designer, you do have an unique role in helping teams understand that clarity leads to progress. You can take complex ideas and make them actionable. You can help leadership realize that committing isn’t a trap — it’s the only path to meaningful progress. You can show that design is not just about how things look, but how a company moves forward.
My advice? Own this power — because, yes, it is a power. Designers often become too eager to reach consensus, putting themselves in the line of fire for other people’s ideas. Instead, change the game. Make stakeholders own their decisions, and don’t forget to also own yours. Equip them with the right principles and data. Guide them through convergence and divergence exercises. Ensure that the right people are having the right conversations, and push others to do their homework as thoroughly as you do yours. It’s easy to criticize what’s visible, but encourage people to write down their ideas and truly think them through.
Above all, remember: if your effort isn’t being valued, it’s likely because it’s your effort and not theirs.
4. Embracing Exposure as a Leader
If you’re a leader in an organization, the challenge is to embrace the exposure that comes with design. Too often, leaders shy away from commitment because it feels like a risk. But in reality, making a decision and following through is how you drive progress.
Rather than fearing execution, see it for what it is: the moment when a strategy becomes real. Design is the moment when business ideas take shape and face the world. And that’s when you see whether the vision can stand up to reality.
Leadership isn’t about endless revisions or discussions — it’s about owning your decisions, committing to them, and supporting others’ choices, while empowering your team to bring those decisions to life.
5. Conclusion: Execution is Key
At the end of the day, design is about making decisions. And decisions shape the direction of a company. Organizations that shy away from commitment might feel comfortable in the short term, but they will struggle to make meaningful visions happen.
The finest leaders are not only great at generating ideas — they’re masters at bringing them to life. Great design comes from bold decisions, and perfection isn’t always required. This is what sets apart those who plan from those who leave a lasting impact.
Because in the end, execution is key.
