DESIGN THINKING

PROJECT

• Feasibility
• Viability
• Desirability

BRIEF

• Constraints

DISRUPTION

P&G

• 300 sketches
• 60 prototypes

SMART TEAMS

• MFAs
• MBAs
• PhDs

SNL

• Harvard grads
• Street smart comics

T SHAPED PEOPLE

INSPIRTION

• Small team first (t-shaped people)
• Then bring on the army
• Involve specialists

INSPIRE IDEAS

• Motivate creative teams
• Share ideas
• Build consensus

CREATIVE ENVIRONMENTS

• Physical/psychological
• Serendipity
• Interdisciplinary exposure

MATTEL

EMBODIED THINKING

• Facilities need to facilitate
• Ideas need to be out and available
• Photos, white boards, physical objects

STANFORD CENTER FOR INNOVATION AND LEARNING

• Flexibility
• Adaptability
• Regulation spaces lead to regulation thinking

DESIGN TOOLKIT

• Inspiration
• Ideation
• Implementation

MASSIVE CHANGE

• Transform design practice
• Collaborative that enhances the creative power of individuals
• As comfortable in the boardroom as in the workshop
• Bring balance to social, technical and business aspects of a product
• Focused and flexible

PUTTING PEOPLE FIRST

HUMAN CENTERED DESIGN

• Adapting to inconvenience
• Articulate latent needs

INSIGHT TOOLS

• Insight
• Observation
• Empathy

INSIGHT

GOOB

OBSERVATION

• What people do
• What people say
• What people don't do
• What people don't say

OBSERVE EXTREMES

• Experts
• Novices
• Obsessives
• Analogous situations

EMPATHY

EMPATHY

EMPATHY

• See the world through another's eye
• Feel the world through another's emotions.
• Understand the world though their experiences

CO-DESIGN

• First person account of the experience

LATENT NEEEDS

• How do people make sense of the situation
• How do the navigate the social space
• How do the navigate the physical environment
• What do they find confusing
• Acute but difficult to articulate needs

COGNITIVE UNDERSTANDING

• Emphasis the new
• Reference the ordinary and familiar

EMOTIONAL NEEDS

• What touches people
• What motivates them
• Turn users into advocates

START SIMPLE

• Do less than what's possible
• Do a few things well
• Make sure they are the right things

SOCIAL INTERACTIONS

• Dynamic interactions between/within groups
• Group effects/network analysis

US WITH THEM

US WITH THEM

• Collaboration with team and audience
• Distributed design & development

TRADITIONAL MODEL

• Companies create
• Customers consume

BEYOND ETHNOGRAPHY

• Open source innovation
• User generated content
• User will design everything the need

PARTICIPATORY DESIGN

• Proprietary and public
• Deep collaboration
• Customers as co-creators

UNFOCUSED GROUPS

• Identifying unique individuals
• What do people really desire

SYNTHESIS

Chance only favors the prepared mind

DIVERGENT THINKING

• Multiply options to create choices
• Increased bolder, more disruptive, compelling

GEOGRAPHY OF IDEAS

• Divergent
• Convergent
• Analysis
• Synthesis

To have a good idea you must first have lots of ideas

CONSTRAIN AND RESTRICT

• More efficient
• Conservative and inflexible
• Obvious and incremental
• Vulnerable to game changing ideas from outside

CONVERGENT THINKING

DIVERGENT THINKING

ART AND ENGINEERING

• Diverge - create options
• Convergent - eliminate options and make choices

KILL YOUR DARLINGS

ANALYSIS AND SYNTHESIS

ANALYSIS

SYNTHESIS

ANALYSIS

• Interviews
• Field data
• Patents
• Processes
• Vendors

ANALYSIS

• Subcontractors
• Notes
• Pictures
• Videos
• Conversations

ANALYSIS

• Competition
• Analogs
• Markets
• Experiences
• Artifacts

SYNTHESIS

• Organize
• Interpret
• Weave
• Storytelling

DATA

• Technical
• Behavioral

STORY TELLING

• Compelling
• Consistent
• Believable

ORGANIZATIONAL SYNTHESIS

• Attitude for experimentation
• Open to new possibilities
• Alert to new direction
• Willing to propose new solutions
• Make mistakes

STATUS QUO ORGANIZATIONS

• Efficient over innovation
• Downward spiral of incrementalism

SUSTAINED EXPERIMENTATION

• Try something new and see what sticks
• Systemic experimentation
• Judicious blend of bottom up experimentation and guidance from above
• Be tolerant of failure

SYSTEMIC EXPERIMENTAION

• Room/budget to experiment
• Those most exposed to externalities are the best candidates
• Ideas shouldn't be favored based upon job title
• Ideas that generate buzz should be favored
• Ideas should have some following before the get organizational support

TOP DOWN GUIDANCE

• Tend, prune, and harvest ideas
• Risk tolerance
• Articulate overarching purpose

TO ERR IS HUMAN, TO FORGIVE DEVINE

CULTURE OF OPTIMISM

LEARNED CYNISISM

• Experimentation doesn't thrive in cynical organizations
• Ideas are smothered before the come to life
• People willing to take risks are driven out
• Up and coming leaders steer clear of projects with uncertain outcomes

LEARNED OPTIMISM

• Things could be better than they are
• Leadership needs to inspire confidence
• Optimism comes from confidence
• Confidence comes from trust
• Trust flows in both directions

BRAINSTORMING

• Defer judgement
• Encourage wild ideas
• Stay focused on the topic
• Build on the ideas of other

VISUAL THINKING

• Sketching
• Post-it's
• Butterfly test
• Integrative thinking

PROTOTYPING

ABSTRACT TO PHYSICAL

• Explore and refine ideas
• Willingness to try something
• Thinking with you hands
• Quick and dirty (at first)
• Faster to final solution

PROTOTYPE TOOLS

• Storyboard
• Scenarios
• Customer Journey