You can search for other Center programs by looking for the ones prefixed with "Library Future."

Hashtag! Ask us questions!

Why should we innovate?

[Introduce ourselves and where our libraries are in the great innovation game. How and why we innovate. ]

Erin
Hi everyone! My name is Erin Berman and I’m the Innovations Manager for San Jose Public Library.

San Jose is often thought of as being the center of innovation in the United States. We are the heart of Silicon Valley and some of the world’s greatest creations were born in our backyard. That’s a lot to live up to as a library! Libraries should reflect the communities that they serve and we here in San Jose do our best to be a breeding ground for innovation, both for our staff and for our patrons.

In our values statement we say, “We are a learning organization that is not afraid to change and take appropriate risks in pursuit of meeting community needs. We constantly reassess our services and methods and try to see ourselves through the public's eyes.” That idea of change and innovation is so important to us that we’ve interwoven it into our mission, declaring publicly that it is vital to the health and success of our organization.

Libraries have historically been institutions of very little change. For generations adults would come into their childhood libraries to find the same librarian, same books, same furniture, and same musty smell. We thought ourselves bullet proof. Then something happened. The world began to change. It began to change at a pace never before seen in human history. Yet, in many places the library remained the same. Now, there were plenty of libraries who were the first adopters of computers and the first to offer public access to the Internet. Yet, as a whole, across the world libraries remained largely unchanged in their service model. The door began closing, the budgets began getting cut. As Google grew larger our budgets grew smaller and for the first time communities and politicians actually asked, “is there a need for libraries anymore?”



In recent years librarians have done an amazing job in responding. There are those of us who embrace change, who are hungry for it, who entered this profession with the itch to issue in a new era of libraries. Personally, I set a mantra for myself about five years ago as I was finishing up library school. I decided to try to stop being afraid of change. Instead, I would welcome it as an old friend. In order to do this, I would have to experience it more often; take risks and accept failures.

I try and think about where the library would be now if we had been pushing for change, embracing new technologies from the get-go. Perhaps we would have had a larger voice in the shaping of the internet, perhaps fewer libraries would be closed today. But, instead of dwelling on the past I look towards our future and it’s bright. We can get excited by change instead of fearing it. See it as an opportunity to reach more people and inspire new generations.

Pass it along to Sonya…

Sonya -

Hi, good afternoon! My name is Sonya Durney and I am the Business and Government Team Leader at Portland Public Library.


So, you just heard from Erin who works in the heart of Silicon Valley - well...Maine is not located in the heart of Silicon Valley. In fact, we are largely a pretty rural state. But don’t count us out -- we have a lot going on! We are state of tinkerers and clever inventors. With apologies to my friend Lisa here from Tucson, I’ll share that ear muffs and the LLBean boot were both invented in Maine - both out of necessity for our long cold winters. There is so much happening by way of innovation in Maine from aquaculture to pet tech to high growth seaweed farming and more! it is a clear goal of the Library to support all of the innovation happening in our community. Portland Public Library has truly become part of the the Maine entrepreneurial and innovation ecosystem, working with community partners to organize events and providing resources for creators.


Our vision statement includes that The Library will embrace change and evolve to meet the needs of the community. In addition to supporting innovation in the community, there are some really awesome things happening inside the Library, too!


You may recall that I introduced myself as the B&G Team Leader. I am the B&G Librarian at the library and I am the Team Leader. What we mean by the term Team Leader has to do with our special Team-based organizational structure for which PPL was awarded a 2013 Urban LIbraries Council Innovations honorable mention. The principle behind the Team structure was that by creating cross-departmental teams we built natural cadres of staff who are invested in the library’s impact on the community for strategically chosen subjects -- business support and civic literacy & engagement being my Team’s focus. As a Team, we can be more collaborative, embedded, more engaged, more creative, and more productive.


For those who have not read it, I highly recommend the book Diffusion of Innovations by Everett M. Rogers it is a classic book that that seeks to explain how, why, and at what rate new ideas and technology spread. People and organizations are placed in categories from Innovators to Early Adopters to Early Majority to Late Majority to Laggard. An early adopter is an early customer of a given company, product, or technology; in politics, fashion, and other fields, these people and organizations are often referred to as a trendsetter.


While I would probably put PPL in the early adopters category regarding trends in the national library scene, PPL is very much so a leader in Maine. PPL is Maine’s oldest and largest public library system and is the most visited cultural institution in the state. We are an Area Reference and Resource Center - providing information resources to libraries in our area, many of them rural. Library staff can always be found at local conferences sharing what we are doing, creating and learning.


Ways in which PPL has been a leader/trendsetter for Maine libraries:

•3d Printer


•Through Cornerstones of Science: telescope, microscope, and science backpacks


•Makers@PPL


•Choose Civility: Community Conversations (The Opiate Epidemic, Being Muslim in Maine, Picturing Portland) and On Being Mortal (not CC)


◦Choose Civility Teen Snack Chats


•Civic Hackathons

So, be sure to follow Maine, there's lots more wicked good stuff coming.



Lisa - Pima County Public Library, where I work, is somewhere in the middle. We've had some notably successful innovations such as our Bookbike (shout out to Karen Greene, who was just named a Mover & Shaker!), our public health nurse program and the Seed Library (yeah Justine and team!)

However, we've been struggling in recent years, mostly due to staffing cutbacks and budget woes. I'll talk more later, but we are currently exploring the new tools coming out of design thinking and lean startup to solve community issues observed by 3 of our 27 branches. My full time job is Social Media Librarian, so we rely in part upon 2 local startups who are in the business of teaching innovation management to nonprofits and mission driven organizations like libraries.

Why change? I see the opportunities, and the need. You have too: We need less shelving space, learning isn't only through books or structured classes (actually it never was), and we have better tools now to provide as-needed learning.

Why change? I hope we're building the "new nostalgia" that John Palfrey writes of, creating fresh combinations of old and new, combinations with both heart and science. If we do this well the senior citizens of 2060 will go on and on about what the library meant to them when they were younger, and how it has remained a vital and beloved part of their lives.

That may make it sound easy, and we know it's not. Libraries are bureaucracies and bureaucracies enforce efficiency and consistency. Experimentation is not efficient, and can trigger an immune response that can cripple or shut down ideas. Raise your hand if you've seen this happen.

We're not alone. It turns out there aren't just entrepreneurs, there are intrapreneurs, people who work to innovate from within large established bureaucracies like IBM, Intuit, and Google. These large companies are using the same tools we are learning to use: tools for empathy, creative collaboration, and for explaining, or "pitching" new ideas very clearly to stakeholders. The tools we will be sharing today are in use by OTHER bureaucracies trying to learn how to change more quickly from within, without destabilizing what has been built.

Really, we're lucky. The tools are based on empathy, listening to and understanding people's stories, and constant improvement. It won't be easy, but WE CAN DO THIS.

I’m going to let you in on a little secret. I fail all the time. Seriously. I fail at work, I just failed in a personal issue at home last weekend with my family and embarrassed myself, I sew things backwards when making costumes all the time.

Failure is always an option. You’ve probably heard the saying, “If you’re not failing, then you’re not trying hard enough.” Well, there is actually some truth to that. We often see successful people and all we see are their successes. Our culture doesn’t often talk about the failures of those people, unless you’ve seen the new movie or read the book Jobs, in which case you’ll know I’m right when I talk about successful people failing.

When you come to a presentation here at ALA, how often are people talking about their failures? There aren’t too many workshops where you come and learn all about that program that no one came to or where everything went horribly wrong.

So, let me take a moment and talk to you about some failure in some other industries. Did you know that within 3 years, 92% of startups have failed. According to U.S. Census data, only 48.8 percent of the new establishments started between 1977 and 2000 were alive at age five. Bill Gate’s first business was called Traf-O-Data, and failed. The Beatles auditioned for Decca in 1961 and were rejected, being told "guitar groups are on the way out" and "The band would have no future in show business."

I could go on and on with these types of stories. The point is that failure is part of the road to success. However, it’s always uncomfortable and it’s never much fun. A lot of times successful people don’t feel like they know what they’re doing or if it’s going to work.

That’s okay. It’s normal and all part of the process. Just remember, always rock the boat. At some point, you’ll fall out of the boat. But, that’s okay. Just get right back in, shake yourself off, and get everyone else in the boat wet.

Add a bridge to Sonya sharing personal stories

Sonya getting outside of the Library and being innovative can really take you outside of your comfort zone.

Lisa - to Sonya - I've had one I can share. You know how Google employees get to use 10% of their time for personal projects? I was sort of allowed to have a project on the side when I started a monthly event I called Catalyst Cafe. Basically I called up people doing cutting edge work in Tucson and asked them to tell their story informally at the library.

For this, I was allowed to make own schedule, and given freedom to have projects that were not my core duty.

The success of the Cafe lead to an LSTA Grant application to open an entrepreneurial-thinking and learning area on our Main Library's 2nd floor that we called the Idea+Space.

Unfortunately the project didn't test our idea (would a space focused on teaching lean startup and design thinking work better than the old-fashioned biz services model?) it tested our internal capacity to try something bold and new during a staffing and budget crisis. The Idea+Space still exists, but has become a more traditional learning and job help space.

It felt like failure. Then I got mad. Then I started asking: "What can I learn from this? and, What the heck happened here?"

[Failure Dance: I tried, failed, I survived it – and I can do it again]

I'm happy to say that far from ending experimentation with lean startup and design thinking, PCPL is currently in the middle of a pilot called "IdeaCamp" where I and two local startups are working with two branch teams and an admin team who are using a real project to learn the tools.

I love the projects: one branch is using IdeaCamp to explore how the library can be more responsive to the needs of people recently released from prison. Another is using it to learn how to create our system's second "YouMedia" type space. Admin team is exploring ways we can support the community members who require quiet areas for reading, study, and reflection, without crippling all the active, noisy, wonderful learning we do in our buildings.

I hope IdeaCamp, in turn, becomes a real team with staff from all levels of the library, and that in turn builds the capacity that was lacking for the Idea+Space experiment.

I tell you this because even tho the first try failed, I believed in the process so much I kept suggesting design thinking and lean solutions in meetings, and kept building the good will to try something else.

It was learning, not failure.

Lisa
This diagram was one of the first things I drew while I was trying to figure out what happened. I asked "What was missing?' What the heck happened?

The idea behind this diagram is that for every new idea or project, the size of these 3 lobes will be different. But for it to move ahead, the corresponding 2 lobes would need to compensate. So, let's take our seed library as an example.

A seed library wasn't foreseen by our strategic plan, but the idea was irresistible, PLUS we had strong partners, PLUS it supported our area's growing grassroots interest in food justice and sustainability, PLUS management and staff were so excited by the idea that capacity was built to support it. Budget-wise, initially there were very few costs involved, and except for cataloging and processing the seeds, the staff impact was low.

I think the hardest thing about failure is knowing when to cut the cord. It’s not always clear when to end it.

If it helps, the startup world can‘t figure it out either. You’ll see advice like “Never, never, never, never give up.” Or, “Failure is when you stop trying.”

That’s whacked. Sometimes you need to let it go, and try something else. Perhaps the timing was wrong. You can tie yourself in knots trying to keep a project going when you need to move on. Find good mentors and sounding boards and that will be a big help.

“Failure is simply the opportunity to begin again, this time more intelligently.”
–Henry Ford

sonya is next

Sonya


There are so many basic, inexpensive tools that can be used for innovation process. And so many great resources to learn how to use these basic tools, we can’t cover everything today regarding SYSTEMS of design thinking, so be sure to check out the toolbox Lisa created, online courses from IDEO and Stanford School of design.



Basic, basic tools include white boards...markers..sticky notes. If the first thing you do is put together a team, the second is to get post-its and fat markers.


We spoke earlier of failures and success - did you know sticky notes were invented by accident?


Created in the late 1960’s - they were originally meant to be a sticky board that one could stick paper to, but something went wrong with the glue production and the team wound up putting the glue on the paper rather than the board and voila! Oh - and 3m will have you believe that the notes are yellow to offset white walls and white boards. But actually, they made yellow prototypes only because the factory next door had surplus yellow scrap paper. Failure. Pivot. Success.


There are SO MANY exercises you can walk through with a sticky note including brainstorming, storyboards, fishbone diagrams, mindmapping , and affinity diagrams - they make thought sortable and re-sortable. There are so many uses, in fact, 3M recently launched a Post-it Note Collaboration website. The website provides 13 suggestions for using Post-it Notes for "building brilliant ideas together," It’s a great resource, check it out!


Here's what else I love. the simplicity of the exercises with stickers notes means that anyone on library staff can use them to make an idea for a product or service stronger -- this is a good thing because innovative ideas can come from anyone in the library. Sticky notes. are great to use with teens and children. Last , sticky notes are a great tool for introverts. We recently did an assessment at PPL and the introverts GREATLY outweighed the extroverts. I would be willing to wager this is true for most librarians. Stickey notes great tool for innovation and a great tool for libraries.

Lisa
But we're not just putting stickies all over a wall.
Stickies *can* be used on their own, or within these nifty "canvases" or "maps."

I realize this is very META, but I've mapped the design maps.

[point out the maps]

These are structures that give your collaborative processes a backbone to help focus your ideas.

Flexible
Adaptable
Not scary
Post-it notes let you re-sort ideas

Lisa
Planning canvasses have their roots in the Business Model Canvas and the Lean Canvas, shown here. You can think of it as a one-page chart that shows how an idea might work I say MIGHT, because having the ability to sketch an idea out quickly also makes it flexible. In truth, this is always a starting point, not a tablet carved from stone.

This is the canvas proposed in Eric Ries 19xx book The Lean Startup, and instead of starting with an idea, you start with a customer segment and a problem they have that needs to be solved.

Is it for library staff? Yes! Experiment with using it to map an idea or new program out, and I believe you will think more creatively about it. I especially love that it asks you to think about your Unfair Advantage. In library speak, this is knowing your library's secret power in your community, your special sauce.

This canvas is Creative Commons, and anyone may print it out or even adapt it for their own uses.

I made my own ...

... and here is the gist of it.

[is a call out here too much???]
I'd like to ask you here, WHO IS A CHANGEMAKER? WHAT DO THEY DO?

It's not a club with a secret handshake or something other people get to decide, like being a "rock star."

Changemakers exist at all levels of the library; this tool is intended for people who believe they have a useful solution, an idea that they believe in, and it helps them map it out so they can explain it more clearly to library management and decision makers. I hope we all see ourselves as potential changemakers.

So, back to the canvas. I wanted to make the BMC language more library-friendly for teaching purposes, and would love if other library folk try it too, then let me know how it works for them.

Like the Lean Canvas and the BMC it is customer, and problem focused, but instead of revenue, it looks at impact and resonance, and instead of market analysis it asks "Why the Library?"

This map is also Creative Commons and is available at www.libraryideatoolkit.org

Sonya is next

Sawubona is an African Zulu greeting that means "I SEE YOU." It has a long oral history and it means more that our traditional “HELLO."

It says, "I see your personality. I see your humanity. I see your dignity and respect."


Let’s talk about some tools for empathy, listening and really seeing people.


One common sequence:

1) Map what you know on an empathy map

2) List the knowns and unknowns; the unknowns are the ones you need to know to move forward.

3) These unknowns form the basis of your interview questions.


With these tools, planning is based on recent and in-person understanding of people, not one's assumptions

Best practice: when starting on something new to limit the customers you have in mind to a small segment or related group of segments. for example, you can't empathy map an adult learner (too general), but you can map a person who was recently released from prison who is living in one of the neighborhood halfway houses.

Sonya

Identify who should help you build an empathy map. Key people to invite include:




A key to teams going through empathy exercises is to have as much diversity on the team as possible. Invite folks from different departments, from outside of the Library as it makes sense. Life tip for being a more empathetic person in general: Expose yourself to different people. Look at who your friends are, who your facebook friend are, who are you snapchatting with. Do they look just like you ---- well then make some new friends because you are not exposing yourself to a wide range of ideas!

Things to bring to an empathy map exercise:

Remember: based on recent and in-person understanding of people
Personas
Worldview descriptions (we have Gale’s DemographicsNOW at the Library, which includes access to Experian’s Mosaic cluster descriptions -- add to toolbox?)
Data from user interviews
Testimonials
Insights from your web analytics (related to customer actions)
Social media mentions

Social media research of intended audience: Get inside the mind of the user -- #hashtags
Your marketing story



Then with some sticky notes and some time go through the map. Empathy maps vary in shapes and sizes, but there are basic elements common to each one. A drawing of a human head at the center of the empathy map reminds us we are talking about a real, live person, you can embellish this if you like - why not add some cool earrings if they fit the pesona?

Four quadrants broken into

•Thinking & Feeling- What is important to this person? What are her hopes and fears?


•Seeing - What does she see on a daily basis? What is her environment like?


•Saying & Doing - What is her attitude? What are her key daily activities?


•Hearing: What is she hearing? What influences her?




Some versions have two additional boxes at the bottom of the quadrants: “Pains” and “Gains.”

In the “Pains box,” you can put your customers’ challenges and obstacles. Ask, “What keeps my customer up at night?”

In the “Gains” box, include the goals your customers hope to accomplish. Ask, “What motivates my customer to get up in the morning?” and “What are her hopes and dreams?”

Let’s not dwell too much on the empathy map right now because….we are going to go through one later!!!!

What’s in your bag

I saw Mimi Chun of General Assembly out of NY speak last week at Maine Startup and Create Week and she explained that her team recently did a “girls night in” exploring the mind set of various women in NY, to capture what they learned they created images of what each of these “personas” would carry in their bag -- my favorite included goat placenta moisturizer, an organic energy bar and a bottle of Grey Goose Vodka.

•Why do they carry each item?


•What purpose does it hold in their life?


•Is there anything emotional in the bag?


•Is everything in the bag strictly functional?


•Is there anything in the bag that shouldn’t be or is unexpected?


•What does that unexpected item say about the character?


•What does this bag tell you about this character?

Sonya
Knowns and unknowns

So we have gone through the mapping or looking at their bag now it is time to digest the information -- you will want to list the knowns and unknowns about this person. Get down what you know about this person. More importantly, think about the unknowns.

This is the sweet spot, these are the ones you need to know to move forward to form your interview questions or to start your research.

Interview tips --- this could be a whole workshop it itself but here are some quick takeaways:

•Define your purpose. The above exercises should have helped you determine what you seek to learn.


•Keep it simple, seek one piece of information from each question. Keep the language concise, avoid jargon.


•Know when to use open ended questions vs check the box type of questions. questions that call for a check mark in a list of alternative answers, a simple yes or no, or one word (at the most, just a few) - are great for later easily tracking data and trends. Open ended questions-Although they can be difficult to tally theu have the potential to supply a memorable quote or suggest some new ideas when you assess and analyze the results.


•Avoid Slanted Questions. Be careful to build unbiased questions that will solicit factual responses. Don't ask:
How religious are you?
You want to be able to report actual numbers or draw logical inferences about the respondents. Better questions might be:
What is your religious affiliation?
-and-
How often do you attend religious services.


•The final step is to sit down and discuss the results.

[Erin is next]

Erin

There are also tools that we can use to gain a better understanding of our community’s landscape. These tools can be used at various stages throughout a project, but are often utilized towards the beginning to make sure all the pieces are thought through before jumping into solutions.

By using these tools you’ll be able to understand your ecosystem; one of the most critical parts of beginning a project. Going blindly into the night will leave you stumbling through the forest. Sometimes we have brilliant ideas which we think will solve a problem, but then realize that our understanding of the ecosystem is limited. We don't know who will be impacted by the changes we make or who we should be working with.

Erin

Human centered design thinking is at its core, all about people. Once you define your problem it's worth looking at the people that will be impacted by your solution and how they connect to each other. Ask questions such as:

Who is involved?
How much influence do they have?
What do they care about?

By answering these questions you'll be able to keep these people in mind throughout the development of a solution to your problem. Sometimes, you may even see this larger ecosystem of people and realize there were connections or impact areas which weren't originally considered. You may redefine the area or it can give you a path towards new solutions.

Stakeholder mapping is a great place to start work, shortly after defining your problem. You can utilize the stakeholder map to identify key groups or individuals to interview. Give your team sticky notes and let them begin drawing stakeholders, placing them on a board or wall. After many have been identified take a step back and see if any patterns emerge. Group similar stakeholders together and create networks of relationships between different groups. Try arranging the groups to show impact levels as well.

Erin
Another tool to gain an understanding of your ecosystem is a SOAR analysis. How many of you are familiar with the more traditional SWOT analysis?

Great! Well, SOAR is similar, but takes a strength based approach to looking at your organization, the community, and the problem you're trying to solve. It strives to understand the whole system by including the voices of the relevant stakeholders, not just the internal environment. It focuses on the positive, instead of the negative which is what the SWOT tends more towards.

So, what are we asking when we put SOAR on the board for our team?Once you know the stakeholders involved in a project, you’ll want to have a solid understanding of the ecosystem they operate in.This is where a SOAR analysis comes in.. How many of you are familiar with the more traditional SWOT analysis?

Great! Well, SOAR is similar, but takes a strength based approach to looking at your organization, the community, and the problem you're trying to solve. It strives to understand the whole system by including the voices of the relevant stakeholders, not just the internal environment. It focuses on the positive, instead of the negative which is what the SWOT tends more towards.

So, what are we asking when we put SOAR on the board for our team?

First, Strengths. This is, "What can we build on? What are our greatest assets which will enable us to solve this problem?"

Next, we ask, "What opportunities exist? What are our stakeholders asking for?"

Then, we focus on aspirations, "What do we care about? Why does this problem matter to us and our stakeholders? Who do we want to be and what is the future we are trying to create?"

Last, we take a look at results. This is where we start asking the age old question, "How do we know what we're doing is making an impact? How do we know we've been successful? What are the MEASURABLE results we're trying to achieve and HOW are we going to achieve them?"

Erin
Cost/Difficulty Matrix

Matrices are great for doing comparisons. Often times we use this cost-difficulty matrix before we’ve decided on the solution to our problem statement. In the slide you see here our staff were trying to solve the problem, “how might we get more school aged children to bring their parents to the library?” They began by brainstorming many different solutions to the problem. We then took those solutions and placed them on the matrix, taking into account how difficult it would be to achieve and how much it might cost. Everyone placed the sticky notes onto the matrix, then took a step back and evaluated, moving the stickies around based on newly discovered relationships.

The cost-difficulty matrix allows you to quickly identify low hanging fruit. You can see opportunities which can be done now and others which will require more thought and planning. What’s great about this tool is that you can change each axis, to say effort and impact, to further hone in on a solution, or re-do the matrix using one solution by piecing out all the steps to see a project outline of what will take the most time and money versus what can be started right away.

Some staff use these matrices as a visual way to do work plans for the year, taking off sticky notes as objectives are achieved. The tool allows you to gain a better understanding of the landscape and what is involved in making the solution happen.

Erin

Prototyping is often the most fun of all the tools. It gives you a fast, easy, and inexpensive way to solve a problem. You can quickly identify challenges and opportunities, allowing you to iterate quickly before bringing your solution to a large audience.

There are a LOT of different ways you can prototype. We've even done live prototypes with patrons, testing out aspects of a solution to gather feedback and then folding the findings back into the larger design.

Erin

Rapid prototyping is extremely useful. Assorted office supplies can become websites, vehicles, instruments, books, and really anything your imagination can dream up. Teams are given the freedom to play and explore solutions to a defined problem without spending much time or money. There is no burden of getting it right at this stage. It's a period for teams to think about solutions and through the process identify those challenges and opportunities that might arise during the actual real world solution.

What you're looking at on this slide is actually a prototype our team did of a music lesson for our mobile makerspace. There is a DJ station, a woodworking area for creating your own instruments, a MaKey MaKey hooked up to a computer and real world objects for playing music, household objects to experiment with sound, and an oscilloscope to investigate the science behind sound.

It's helpful to break a group into teams, giving them a defined amount of time 20-30 minutes, to prototype solutions to the same problems. The groups then present to each other. This sometimes comes in the form of a sketch or simple explanation of the solution including any lessons they've learned along the way. Feedback is given and then teams should be given a smaller amount of time to iterate based on feedback.

Erin
Success can often be generated by beginning with the end in mind. The Cover Story Mock-up asks teams to think about the end of the solution. If a magazine were to write an article about the solution to your problem, what would they say? What impact would your solution have had in the community?

This requires you to think about the potential impact of your idea and then to frame its success around how people would ideally respond to it. This tool actually serves several purposes. First, your team can think about how a solution to the problem and by developing a pretend ending, they'll need to negotiate what would have occurred as part of the solution. The end product is also a great way to explain the need and benefit of your solution to stakeholders. Visuals such as this, storyboards, and concept posters, allow you to explain your idea to Library administration, Friends groups, or community partners, detailing out just how meaningful the solution will be.


[group activity slide is next]

We've covered several useful changemaker tools from design thinking and lean startup:
how user-friendly the basic tools are
planning maps
empathy maps
decision matrixes
stakeholder mapping
SOAR
and prototyping

Now we'll do one together. Everyone should have the handout...

We're going to ...
1) Develop the three interview questions with the person sitting next to them and then
2) do interviews as a large group.
3) Have people come up to the front and do interviews.