In times of crisis, enhancing a system's capacity for structural change, including shifts in mindset, is crucial. Changing mindsets is a complex and time-consuming process, as beliefs and opinions significantly influence deeper aspects of human culture. According to complexity science, changing mindsets require the integration of relational and reflective mechanisms. This integration allows individuals and organizations to transcend their entrenched beliefs, facilitating changes across various levels of systems and organizations. In this PhD research, conflict is framed as a relational and normative agent of change capable of transforming entrenched mindsets. However, without meaningful engagement from stakeholders with conflicting interests, achieving a paradigm shift may be impossible, or, if it does occur, could lead to destructive consequences. This research explores the processes necessary to construct controversies from both design and systems perspectives. The aim is to provide a methodological framework for systemic design projects, empowering designers as facilitators and stakeholders as key actors in challenging and transforming dominant organizational mindsets. The main research objectives are to understand conflict as a form of social relationship, to identify the steps and processes necessary for network construction, to iterate on social processes at the design method level, and finally, to evaluate the extent to which a design method can foster mindset change. The primary research methodology is based on quantitative studies, that included semi-structured interviews, panel discussions, co-simulation, and participatory action research. A novel aspect of this study is the use of generative AI as a non-human agent in co-creative sessions. This research highlights the effectiveness of Design-Driven Conflicts (DDC) in transforming individual narratives within a simulated social context. In the empirical section, a historical review of the music industry demonstrates how the emergence of the Internet had influenced the relationships, resource allocation, and power dynamics. The DDC method was applied as a mediatory step to analyze imbalances, focusing on antagonistic actors and their power relations. These insights were transformed into boundary objects that represented the past, present, and future. By employing a “translational mechanism” that incorporates problematization as a bridging step, a communal situation known as a "network of allies" was established. In the final phase, the narrative system structure reshapes the core story, emphasizing the need to scale up collective creativity. After assessing the applicability of dialogical solutions, participants engaged in open discussions to evaluate the usability of the method. Future research should focus on testing the fourth iteration on a larger scale, including social experimentation. By utilizing the concept of translation as a bridging tool and adopting a dialogical approach, this doctoral study contributes to the development of the processes and steps necessary for public innovation.