In a world overflowing with products and services, the most successful companies are those that create real value—not just through features or functionality, but by shaping meaningful experiences. To understand how this works, we can draw on two powerful schools of thought: the pragmatist philosophy of John Dewey and the ecological psychology of James Gibson. Together, they show that value is not inherent in things; it is found in what things do for people, and how they fit into life.
Value as Experience: Dewey’s Insight
John Dewey argued that value emerges from experience. In his pragmatist framework, value isn’t static or abstract—it is felt, discovered, and constructed through the flow of life. A product is not valuable because it exists; it becomes valuable when it contributes to a satisfying experience. For Dewey, the good is what leads to the “consummatory experience”—moments of coherence, resolution, or deep engagement that feel worthwhile. This is a powerful insight for companies: if your product or service isn’t creating moments that feel meaningful or helpful, then it isn’t creating real value.
Designing with Affordances: Gibson’s Contribution
Meanwhile, ecological psychologist James Gibson introduced the concept of “affordances”—the possibilities for action that an environment or object offers to a perceiving agent. A chair affords sitting; a handle affords pulling. But crucially, affordances are relational. What something affords depends not just on its design, but on the abilities, needs, and context of the user. This means that value is not locked into the object—it emerges from the interaction between person and environment. A well-designed product, in this view, is one that invites useful, usable, and even delightful action.
From Theory to Practice: Implications for Companies
Taken together, Dewey and Gibson offer a clear message: value arises from the interaction between people and the world. It is not about things; it is about what people can do with things, and how those interactions feel.
So what does this mean for product and service companies?
- Design for experience, not just use. Functionality is table stakes. The real differentiator is how using your product makes people feel. Does it create a sense of flow? Does it resolve a tension? Does it enable self-expression, connection, or control? Every touchpoint is a chance to enhance experience.
- Consider affordances in context. A feature that’s intuitive for one user might be invisible to another. Good design doesn’t just look good—it makes the right actions obvious, and removes friction. Understand your users’ real environments, goals, and capabilities, and design accordingly.
- Test for value experientially. Don’t just ask customers what they want. Watch how they use (or avoid) your product. Look for moments of engagement, confusion, or delight. These are the clues to where value is truly being generated—or lost.
The Bottom Line: Delivering Meaning, Not Just Stuff
Ultimately, designing for value means designing for life as lived. It’s not enough to offer more; you have to offer better: better fit, better feeling, better outcomes. When companies commit to designing with experience in mind, they stop selling things—and start delivering meaning.