posted by Anna Fleet on September 20th, 2010
I’m a writer, editor and SEO by profession, I’m not a designer, nor do I claim to be. So I identified quite a lot with Patsy’s Front Studio Blog article, Design Thinking for Non-Designers.
You see Patsy is not a designer like myself, she’s a project manager. And she oftentimes feels like an imposter among the talented group of graphic designers that she works with. However, Patsy recently attended a conference where Marty Neurmeier, the author of the Liquid Brand Exchange blog as well as The Design Company, was a guest speaker. Marty claimed that it’s critical for non-designers, like us, to think like designers—it’s our duty.
It’s a relief really, because in a world where “Designer” often seems like an exclusive club where über-creative types are only allowed in, Marty has shown us that non-designers belong just as mucch with us this Herbert Simon quote, “A designer is anyone who devises ways of changing existing situations into preferred ones”.
So this definition, like Design Thinking inself, welcomes us all with it’s wide reaching, non-exclusive, non-judgmental embrace. You see, being a designer is not only within our human capabilities, it’s our duty.
Tags: design thinking methodology, design thinking process, design thinking strategy, front studio design thinking, Marty neurmeier liquid brand exchange, power of design thinking
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posted by Anna Fleet on September 14th, 2010
When is the last time you had a natural conversation? And by natural I’m talking about talking without the interruptions of a cell phone call, text, tweet or BBM? Let me take that one step further by asking this: How about at work?
I know that we’ve all been guilty of taking an important incoming call or text during a meeting (I know, I have). However, some folks take this a bit too far— to the point of coming off as just rude.
We all know someone who refuses to turn their cell phone off during a meeting, dinners, lunches, their kid’s school play….always set to vibrate and looking under the table so they don’t miss an “important” text.
That’s why an article from today’s Harvard Business Review, by Anthony Tjan, renowned business leader, and CEO and Founder of venture capital, Cue Ball, hit home for me. It really made me ask myself when my last uninterrupted conversation was.
Although it might be difficult to pinpoint the last lunch with a business colleague or client that was just—well, lunch with talking—I guess I’m pretty lucky. At MFX Partners, our meetings and brainstorming sessions are typically technology free. Instead we use whiteboards and paper to visualize our ideas—free of interruptions. Reason being: so we can have natural conversations and brainstorming sessions using the stuff in our heads.
Tjan agrees, saying, “As the fast food movement has seen an opposing slow food movement take hold and shape, I predict we’ll soon see a similar desire for putting down for a moment all the “information enhancements” that come with mobile, digital-sparring tools… Even those of us who fund, embrace, and love technology may want to push for this…Because the free flow of ideas is more important to us than technology.”
From where I’m sitting this guys has got a point. After all, while stats and facts are vital to fine-tuning presentation and business proposals, big ideas can be choked when critiqued and over-analyzed during the ideation stage. That’s why our Design Thinking method encourages non-judgmental collaboration to open our minds to free thinking.
For more, read Tjan’s full article on the need for natural conversation—without technological interruptions.
Tags: cue ball design thinking, cue ball innovation, design thinking process, design thinking strategy, design thinking tips, harvard business review design thinking, harvard business review innovation
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posted by Brenton on September 13th, 2010
A recent issue of Psychology Today ran an interesting article that claimed there are as many introverts as extroverts in the world.
As a card carrying introvert, and as a guy who likes to understand what makes people tick, I think I have can shed some worthwhile insight into how introverts and extroverts play out in the workplace—and beyond.
We’ve all been witness to misunderstandings and tension resulting of the differences between introverts and extroverts.I think, that a little awareness can bring out the best in all of us—and I think we can actually use our differences to find new ways of thinking within our collaborative teams.
INTROVERTS vs. EXTROVERTS: WHAT MAKES THEM TICK
Introverts are collectors of concepts. They are energized by solitude.
vs…
Extroverts, who are collectors of connections. They are energized by social situations.
Introverts are gifted observers, listeners, analyzers, synthesizers. They make deep connections, however, they need quiet to think.
While…
Extroverts are gifted thinkers on their feet. These naturally energize people have active engagement in ideas, stories, etc.
I could go on forever about these differences, but I haven’t yet got to my main point. However, for more on the differences between introverts and extroverts you can read The Introverts Advantage, take the Myers Briggs test or Google it and find a free test online.
DESIGN THINKING INTROVERTS
Design Thinking is a core process for how Design Changes and it’s partner agency, MFX Partners solves client problems. This collaborative, dynamic methodology that starts with problem or need identification, deep understanding of the audience and generating solutions to solve the problems identified.
What I’ve noticed is that introverts tend to excel at certain times within the design thinking process—while at other times they don’t (and even come across as disengaged). However, I think by identifying where different personality types can best contribute boosts the power of the team and problem solving process.
Introverts excel at observational research and interviewing people because they are wired to listen and dig deeper for understanding. They are also extremely gifted at analyzing options and grounding ideas with facts and proof.
However, brainstorming is a key technique that extroverts tend to excel at because they can think quickly on their feet. So how do we create the space for introverts to excel so they can be valuable parts of the proccess?
To involve introverts in design thinking, it’s best to give them information in advance to prime. Also, providing an outlet after brainstorming sessions to share ideas that surface after they have had time to think on their own (this is extremely common in introverts as well) with discussion or community boards. Extended collaboration will help introverts to think and write out their ideas—and still feel like valuable members of the group.
An ongoing awareness and appreciation of personality differences will help maximize the effectiveness of any team. Personally, I don’t believe that introverts are seeking revenge as the magazine article title suggests, but rather they are seeking acceptance and the space needed to fully contribute to solving problems that make a difference in the world.
Regardless of if you’re an introvert or extrovert, wouldn’t you agree?
Tags: design thinking extroverts, design thinking introverts, design thinking process, design thinking strategy, myers briggs personality test, psychology today magazine
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posted by Anna Fleet on September 7th, 2010
Have you ever heard of an environmentally friendly high rise? Me neither, in fact, when I see a new multi-story building going up in Kitchener-Waterloo, I sadly think of all the green that will be annihilated to accommodate the new concrete giant.
However, German architects Sauerbruch Hutton, a firm known for their eco-friendly projects, have shown us the future of mixing Mother Nature with high-rise construction with their innovative computerized facade.
The IEEE Spectrum firm’s KfW Bankengruppe office building, in Frankfurt, has the world’s first “pressure ring” facade. According to Peter Fairley of IEEE Spectrum, it’s a “sensor-controlled ventilators on the outer skin open and close throughout the day in response to temperature, wind direction and speed…throwing a ring of positive pressure around the building. That air is drawn into offices through floor vents and windows along an inner facade workers control; then, it’s exhausted into the building core. So a system of natural ventilation eliminates the need for AC and heat in the fall and spring. And in extreme weather, when you need an artificial bump, the pressure balance won’t throw your heating and cooling systems out of whack.”
The new high-tech, eco-friendly skin is expected to help the building consume a third of the energy that a typical American office building would consume.
Tags: design thinking strategy, eco-friendly design, green architecture, high-tech facade building, ieee spectrum, Kfw Bankengruppe germany, sauerbruch hutton, the power of design thinking
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posted by Anna Fleet on September 2nd, 2010
This morning a quote from Mark Fishman, M.D., President of Novartis Institutes for BioMedical Research was brought to my attention. He said, “If you’re leading a team or mapping out a strategy—if you’re trying to solve a problem— you’re engaged in design.”
Well put Mark! This really captures everything we’ve been posting on the Design Changes blog around design thinking.
Regardless of you’re industry—finance, engineering, sales, marketing—we believe that when design thinking is applied to any problem, your chances of an innovation solution dramatically improves.
This is because design thinking is a not problem-focused mind-set —it’s a solution focused mind-set. It uses both left brain and right brain thinking to find an actionable solution. Design thinking can be applied to find:
1. Order in chaos
2. People-centered solutions
3. Emotional/desired appeals
4. Memorable, human experiences (scenarios/stories)
5. Unseen/overlooked opportunities
6. Possibilities for the future
7. Prototypes for solutions
Internationally renowned academic and author on business and management, Henry Mintzberg, wrote the influential book, The Rise and Fall of Strategic Planning, and he claims, “Leaders and managers need to think like designers…Design and leadership are fundamentally about actively creating the future rather than reacting to the present.” Mintzberg points to large, successful corporations like Apple, Starbucks, Sony, and Virgin, that all use designed thinking in their leadership, management, market, creation and innovation.
Now, does their success prove that design thinking really works?
Tags: apple design thinking, design thinking process, design thinking strategy, henry mintzberg the rise and fall of strategic planning, mark fishman novartis, sony design thinking
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posted by Anna Fleet on August 31st, 2010
We’ve been talking a great deal about engagement in this blog lately.
The reason is because engaging design, or “human-centered design” (HCD) is a process we truly believe helps us create solutions that will better the world. We use HCD when designing new product and service names, cultures of innovation and digital experiences for our clients and readers.
The actual process was deemed “human-centered” by IDEO, the renowned design thinking and consultancy firm. IDEO created a three-lens model to help give us a more in-depth understanding of HDC.
As you view the world through this lens, you come to understand how HDC can help organizations:
1. Connect better with customers
2. Transform data into actionable ideas
3. Distinguish opportunities
4. Increase speed and effectiveness when creating new solutions
An effective HCD process begins with listening to the people you want to affect with your ideas and solutions. Through the first lens, the Desirability lens, we examine their needs, dreams, and behaviors, understand them, and then we can identify what is desirable to them. Next, we can start to view our ideas through the Feasibility (what is technically and organizationally feasible?) and Viability (what is financially viable?) lenses.
As you can see from the graph’s overlap, the most effective solutions that come out of this Human-Centered Design approach overlie three lenses.
Tags: david kelley IDEO, david kelley stanford university, design thinking for business, design thinking process, design thinking strategy, human centered design, three lens model IDEO
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posted by Brenton on August 30th, 2010
One of the rewarding things about working in the Waterloo region is being able to support the rapid growth of organizations—from tech giants like RIM to smaller, local community organizations.
A few years ago our partner company, MFX Partners, was called in to help a local community health centre manage change. Meeting with the management team, we discovered that rapid growth was causing unrest among the employees. Until recently, all employees were used to working in one building. They had built a strong internal community and created rituals such as potluck lunches, etc. However, because of the growing demand for health services, the organization received government funding and added a number of satellite offices. The expansion changed the workplace environment and some employees weren’t handling the change as well as others.
We led an employee session where we utilized design thinking techniques such as role playing and change mapping. Looking back, I believe the most powerful aspect was providing a safe environment that allowed everyone involved express how they felt about the changes taking place.
During the change mapping component, we drew three vertical lines on a flip chart representing three stages of change based on the work of internationally known speaker, author and consultant, William Bridges, they include:
Endings – A stage that often involves high stress, shock and denial for many people.
Neutral Zone – The foggy place between the old way and the new way of being and doing things. This middle zone is often disorienting and confusing.
Beginnings – This stage occurs as the clarity of the new way of being surfaces.
During this exercise we asked each employee to place a dot on the chart to next to the stage they were at. The interesting thing was that there was a fairly even distribution of dots:
1. One third of the employees were in the endings zone
2. Another third were in the neutral zone
3. The remainder had moved on to the beginnings stage of change
This simple visualization exercise assured everyone that, whatever stage they were currently in, it was completely normal, and it reinforced the simple, but often forgotten need to find safe ways to allow people to express themselves and work together to a brighter future. This new awareness helped management identify solutions to manage the change and move everyone forward.
Tags: change management, change mapping, design thinking for business, design thinking process, design thinking strategy, visual communication
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posted by Anna Fleet on August 27th, 2010
I found a great post this morning on improving communication by making it visual. It was featured on MITs CoLab Radio blog. Check out Elizabeth Johansen’s photo (left) and you can clearly identify the project focus right away.
I work with some very talented minds on a daily basis, and although I’ve collaborated with creative types and designers in the past, I wasn’t accustomed to the habit of sketching or white boarding my ideas and thoughts in images. But I’ve found this technique is very effective for relaying abstract thoughts when trying to sell ideas or generate more group ideas—and what’s great about it is that you don’t have to be an artist to utilize it effectively.
Why is visual communication so effective?
1.The brain, by nature, tends to remember visual depictions more often than text.
2. Visualization adds weight to your thoughts and ideas.
3. Images break the details of a project up into digestible bits of information—which are much easier to take in and understand.
4. Images also function as a checklist to verify details between project stakeholders and us.
5. This way, project point-of-view can be referenced to at-a-glance.
6. Keep the visual communication in everyone’s view to keep the project on track.
7. Post-Its allow things to be easily updated with new information.
Tags: design thinking process, design thinking strategy, Elizabeth Johansen, MIT, visual communication
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posted by Anna Fleet on August 25th, 2010
The Harvard Business Review recently featured an interview with Kaiser Permanente, of Kaiser Pemanente Innovation Consultancy about how human-centered design is used to engage front line staff (nurses and even patients) to improve the quality of care in our hospitals.
“We find the few folks early on who want to share their dreams, their desires, their pain points with us,” says Permanente. “Then we observe them in their expertise areas…and take them through the ideation phase where front line staff are inspired to release all of the great ideas inside of them.”
Permanente says he sees the power of design thinking when those low fidelity prototypes (or ideas) are put into action in a hospital within few weeks. “It’s truly powerful stuff,” he says.
Watch the interview and find out how engagement with frontline staff has been responsible for creating solutions for universal problems in health care— medication administration error, nurse shift handoff and pain management.
Tags: design thinking in hospitals, design thinking process, design thinking strategy, harvard business review, human centered design, kaiser permanente innovation consultancy, the power of design thinking
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posted by Anna Fleet on August 24th, 2010
If you’re a designer, you already familiar with how exploring the unknown through the design thinking process can be contagious! And how the ideas and energy that come out of creative team brainstorming sessions can lead to some incredible, new ways of solving problems for clients.
Elizabeth Johansen is the Director of Product Development at Design that Matters, a company that creates new products and services for the poor in developing countries. Johansen is passionate about creating positive social impact through design through an exercise she calls cultivating “the group mind”.
Now cultivating the “group mind” doesn’t mean that everyone involved thinks alike and follows each other like lemmings. No, it’s a collaborative experience where members of a group feel comfortable and free to be themselves as they meld individual ideas and personalities together to become a collective—opening new doors they would never have discovered without the help of everyone involved.
When it comes to forming a solid “group mind”, Johansen points to Truth in Comedy, the improv comedy bible. In it authors Charna Halpern, Del Close, and Kim Johnson claim that a “group mind” is formed “Once [a participant] puts his own ego out of the way…stops judging the ideas of others—instead, he considers them brilliant…pays close attention to each other, hearing and remembering everything, and respecting all that they hear. The goal…is to connect the information created out of the group ideas—so it’s easily capable of brilliance.”
The book also recommends a method known as the “yes, &…” approach, a concrete technique for cultivating “group mind”. Using the “yes, &…approach, “[Participants] agree with each other to the Nth degree. If one asks the other a question, the other must respond positively…answering “No” leads nowhere… Each new initiation furthers the last one, and the scene progresses. The acceptance of each other’s ideas brings the players together, and engenders a “group mind.”
Tags: cultivating group mind, design that matters agency, design thinking process, design thinking strategy, elizabeth johansen group mind, the power of design thinking
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One Calendar with Social Networking Powers
