隨著社會近年劇烈改變，社會創新已成為顯學。社會創新的宗旨是要以新的解決方案改善社會問題和提升社會落實的能力。為此，社會創新在發展上常會著重不同社會層次（例如，個體、群體及社會總體）的改變以及新角色、關係與資源的建立。尤其是當既有體制，傳統政府與社福團體已難憑過去資源因應日益複雜的問題時，許多研究都開始鼓勵第三方組織（如商業組織）的介入，期望藉由他們的資源為社會問題帶來突破的創新解決方案。
有鑒於設計方法能協助創新解決方案的發展及跨域利害關係人的溝通，為社會創新而設計是近幾年興起的趨勢。過去研究都提到，透過設計思維與工具導入，能為社會問題創造新的連結與資源、跨領域溝通、解決方案與實現賦能，讓設計師離開後，社會仍能持續解決問題與創新。然而，除了擔任引導者外，Manzini（2014）認為，設計師應擔任社會創新的發起角色。此外，當多數文獻強調設計的功能在於階段性的創新引導與賦能時，較少研究從長期社會創新落實的觀點來探究設計的角色與方法。因此，設計師如何在長期社會創新落實的推動上，以系統性的方法，扮演主動引領之角色，已是目前重要的研究議題。
價值能影響人們的決策與行為。透過價值創造所建立的關係，不僅能穩定利害關係人的參與，更能擴大影響力。最近在設計研究領域所興起的價值引領設計方法，即強調設計師具有察覺隱藏價值的專業，能運用適當的工具安排利害關係人進行真實的價值對話。尤其在開放的議題上，設計師能引領利害關係人看見新價值、反思既有做法與改變觀點，進而驅動角色、關係與觀念之改變。基此，本研究提出一個3乘3矩陣之價值引領溝通設計方法，包含：（1）橫軸之價值網絡發展三階段（價值主張階段、價值脈絡階段及價值體系階段）、（2）縱軸之價值實踐對話三步驟（價值浮現、價值發展、價值落實），並採取行動研究探討三個聚焦失智照護議題的社會創新專案。
本研究有三個主要研究發現。首先，縱軸之價值實踐對話可透過設計工具的運用，提升「意外發現（serendipity discovery）」與形塑「爭勝式對話（agnostic dialog）」，使跨領域的參與者溝通可獲得改善，並在互動中發現彼此可運用的資源、合作方式與值得的設計方向。第二，橫軸之價值網絡發展之三階段，可藉著價值主張階段來形塑新社會慣例、以價值脈絡階段來促使利害關係人採納，並以價值體系階段來促進創新之擴散，使參與者發展出運用彼此資源的合作模式，為社會建構變革能力與促進社會創新的落實。第三，價值引領設計能藉著跨域利害關係人的溝通，為社會議題帶來新的價值，並成為長期推動社會創新落實與演化的種子；透過不同型態的價值對話，設計師將能喚起更多人的參與動機，為社會創新的落實帶來更多主動者與發起者。最後，本研究建構一個價值引領設計實踐模式，期望提供設計師未來在推動社會創新落實的參考依據。

With the dramatic change in social structure, social innovation has become an emergent research topic in recent year. The main goal of social innovation is to create solution to meet social needs while increase the capability for society to act. Accordingly, researches have acknowledged that social innovation should focus on the changes of different levels of society (e.g., micro, meso, macro) and the establishment of new roles, relationships, and resources. Especially, for the social problems, which cannot soley rely on the traditional social welfare system (e.g., government, NPO/NGO), organizations from third party (e.g., business segments) are encouraged to apply their resources to engage in creating breakthrough innovative solution for the society.
As design has been recently applied in social innovation to facilitate the development of solutions and the communication among the stakeholders, design for social innovation has received increasing attention. Studies have mentioned that the application of designerly minds and tools in social innovation can not only facilitate the creation of innovative solutions, but also realize empowerment and make new connections and dialogs. As a result, when the designers left the project, the society can continuously conduct innovation and resolve problems. However, besides acting as facilitators, Manzini (2014) has claimed that designers should take proactive roles to lead social innovation. Moreover, while most of the researches consider the functions of design are mainly focus on short-term engagement, facilitation, and empowerement, few has discussed the methods and roles of design from the angles of long-term implementation of social innovation. Accordingly, how designers can actively and strategically drive social innovation implementation has become an critical research issue.
Values have significant impacts on people’s decisions and behaviors. By establishing the relationship of value creation, it is possible to stablize and expand the engagement of stakeholders. Values-led design is an emergent method that emphasize on the designers’ role to orchestrate negotiations for values to engage stakeholders in reflection and realignment. Especially for those open-ended issues, designers can lead stakeholders to uncover values, collaboration opportunities, and find their critical roles of making contrbutions. Accordingly, this study proposes a 3×3 matrix of values-led design framework, including: (1) three-stage of value creation network development (value proposition, value-in-context, value constellation) and (2) three-step of negotiation for values implementation (emergence of values, development of values, grounding of values) and presents three action research projects of dementia care innovation.
There are three main findings in this research. First, the three-step of negotiation for values implementation can guide designers to apply suitable design tools to increase the possibility of serendipity discovery and form agnostic dialog for the participants; through these conversations, the participants can find ways to use their resources, establish equality of relationship and valuable design directions. Second, with the three-stage of value creation network development, the participants may find out how to collaborate with each other by using others’ operand resources and develop capacity for society to change; especially, the stage of value proposition can form the new social practices, the stage of value-in-context may promote stakeholders’ adoptions, and the stage of value constellation can lead to innovation diffusion. Third, this study considers that the values and resource extracted from the value-led design process in each of the project can become seeds for designers to continuously act as leaders to drive the implementation and evolvement of social innovation; also, through different types of negotiations of values, designers can trigger various of motivations of participation and attract more people to become initiators or participants for social innovation. Finally, this study has established a value-led design practices model as a reference for designers to drive social innovation implementation

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