Cooking Up Sustainability: How Fonden Skovhaven Turned Daily Practices into Organizational Change
In a quiet housing facility in Denmark, big questions about sustainability were being discussed over kitchen counters. Fonden Skovhaven, a residential and day program for young adults with autism and Asperger's, had already begun informal conversations about food waste, supply management, and ecological practices. But they wanted to go deeper—to transform these small acts into an integrated, organization-wide sustainability strategy. The solution? A carefully structured Design Thinking process.

The Challenge
The staff at Skovhaven knew sustainability mattered—but the topic often remained abstract and fragmented. How could they turn personal convictions into shared practices? Could sustainability become part of everyone’s everyday actions, and not just an idealistic concept?

Design Thinking Takes Root
Over a 1.5-month period, five employees—primarily kitchen staff—participated in a facilitated Design Thinking process consisting of four three-hour sessions. What began as a series of informal reflections soon grew into a structured innovation project grounded in empathy, ideation, and iterative development.

🌟 Phase 1: Empathize 

The process started with two creative brainstorming rounds. The first introduced core ideas like “sustainability management” and “inner sustainability,” inviting participants to reflect on how these could apply within their personal and professional lives. Tools like the “Idea Train” and “pop-up sessions” helped tease out hidden insights and invite free-flowing thought.

They then identified key stakeholders across the organization and launched a mini survey to other staff. The idea was simple: before redesigning how the organization acts, understand what people already care about.

🧠 Phase 2: Define

From this pool of reflections, the team crafted a persona representing a typical staff member. This character became a touchstone for identifying deeper motivations, frustrations, and aspirations. From there, the team redefined their challenge: "How might we promote shared ownership of sustainability so that it becomes a daily, lived experience for all?"

💡 Phase 3: Ideate

The group returned to their “How Might We” question and began mapping out bold, imaginative ideas. They explored everything from eco-audits and peer-learning workshops to visual storytelling campaigns.

After sorting ideas through an “Idea Funnel,” two concepts emerged:

• A Pixi Book—a visual, user-friendly guide introducing sustainability principles in a playful and accessible format.

• A Themed Day dedicated to sustainable action and reflection among staff.

✍️ Phase 4: Prototype

Each participant created a personal “idea dashboard”—a sketched concept of their version of the Pixi Book. Interestingly, even when beginning from the same idea, the outputs varied: some focused on visuals, others on tone and structure, and others on real-life examples.

This diversity underscored the power of co-creation and allowed each team member to bring unique perspectives into the final prototype.

🧪 Phase 5: Test

The prototypes were tested using a structured feedback method: sticky notes on an evaluation grid. What did colleagues find inspiring? What was unclear? What could be improved?

The results revealed deep engagement and surprising enthusiasm. One kitchen staff member noted, “This is the first time sustainability felt like something I could own, not just follow.”

Impact and Reflection
The Pixi Book prototype became a cornerstone of the institution’s internal education strategy. It wasn’t just a manual—it was a storytelling tool that conveyed shared values, sparked dialogue, and encouraged behavior change. Those who participated in the Design Thinking process emerged as internal “ambassadors” for sustainability.

What Made It Work

• A safe space for staff to express ideas without judgment

• A non-hierarchical environment where all opinions counted

• Use of creative tools to unlock hidden knowledge and internal motivation

Educational Value for VET Learners
This case provides an ideal example of how vocational professionals can drive change from the ground up. It demonstrates that sustainability isn't the responsibility of management alone—it’s a shared endeavour that starts with empathy and collaboration.

What Could Be Improved?
While the process succeeded in developing powerful insights, future iterations should include more diverse teams from the beginning—cross-departmental collaboration could uncover even broader perspectives and strengthen organizational cohesion.