AC4D design library Facilitation

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AC4D design library Facilitation

  1. 1. Introduction to Creative Facilitation Matt Franks Professor, Austin Center for Design
  2. 2. A Recap of Participatory Design Considering the user as part of the creative process, providing them tools to descriptively discuss their experiences and solutions.
  3. 3. Participatory design includes a series of structured activities where users externalize ideas and reflect upon them.
  4. 4. Creative Facilitation Brings stakeholders together in a collaborative environment, where they use designed tools to visualize their goals, express solutions and create alignment.
  5. 5. Creative Facilitation Brings stakeholders together in a collaborative environment, where they use designed tools to visualize their goals, express solutions and create alignment.
  6. 6. Creative Facilitation Brings stakeholders together in a collaborative environment, where they use designed tools to visualize their goals, express solutions and create alignment.
  7. 7. Creative Facilitation Brings stakeholders together in a collaborative environment, where they use designed tools to visualize their goals, express solutions and create alignment.
  8. 8. Creative Facilitation Brings stakeholders together in a collaborative environment, where they use designed tools to visualize their goals, express solutions and create alignment.
  9. 9. Creative Facilitation Is grounded in the stance of design: Empathetic Iterative Optimistic A headspace that allows all team members to temporarily forget business, market, and technological constraints – and to focus on the right thing to do for the users of the product, system, or service.
  10. 10. Creative Facilitation Is grounded in the stance of design: Empathetic Iterative Optimistic An externalization of ideas – even in rough form – through visualization techniques like sketching, diagramming, and model making. Tangible things can be refined, debated, and explored; by giving an idea form, the idea gains identity, depth, and resonance. Because the idea is “real”, it can be reflected upon and evaluated by a group of people with a common perspective.
  11. 11. Creative Facilitation Is grounded in the stance of design: Empathetic Iterative Optimistic The ability to consider how things could be, irrespective of tradition, trends, seniority, or even practical constraints. Being optimistic is to dream – to temporarily ignore realities and constraints, in order to think of alternate possibilities. Often embodied as “Yes, and…” instead of “Yes, but…”
  12. 12. Structured activities help answer questions throughout the design process… Ethnography What should we do? What is our value? What would our competition do? What are we good at? Synthesis Prototyping
  13. 13. Structured activities help answer questions throughout the design process… Ethnography Synthesis Should we extend an existing product line? Should we drive strategic imperatives? Should we leverage a technology investment? Should we follow market forces? Prototyping
  14. 14. Structured activities help answer questions throughout the design process… Ethnography Synthesis Prototyping What will our product do? How will it work with our existing products? What features should it have? How can it be differentiated in the market?
  15. 15. Structured activities help answer questions throughout the design process… Ethnography Synthesis Prototyping How can we make it real? What’s in scope? What’s the market go-to strategy? How do we maintain it? How do we brand it?
  16. 16. There are “moments of tension” where creative facilitation has the most impact. Ethnography Synthesis Prototyping Driving Solutions Kickoff Insight Readout During Ideation Setting a rhythm, tone, scope and strategy Solidifying an empathetic stance Creative Inclusion, Coordination and cooperation during establishing a sense of ownership brass-tacks execution
  17. 17. Kickoff The beginning of a program is the optimal time to establish a creative relationship with the client, frame the business challenge with “fresh eyes,” set the rhythm for a different style of working, and establish the success criteria for the project.
  18. 18. Insight Readout This is a facilitated review of the discovery and synthesis process to create stakeholder buy in. It is an opportunity for stakeholders who were not part of the research and synthesis process to gain empathy with the users, review the process, and redefine expectations and success criteria from an informed perspective.
  19. 19. During Ideation Good ideas often come from subject matter experts dispersed throughout the organization. Diverse teams can bring new ideas to life through joint ideation activities, and capture & disseminate new ideas in actionable formats. This establishes ownership through an inclusive process.
  20. 20. Driving Solutions Innovative products and services require coordination and cooperation from various parts of a client’s organization. By capturing requirements and defining priority, a team can collaboratively sculpt a roadmap for success.
  21. 21. Understanding Facilitation Facilitation is a structured conversation. A facilitator leads a group through designed activities in order to achieve a predetermined goal.
  22. 22. But too often, alignment doesn’t happen. The team encounters misunderstanding and conflict as the client tries to understand the creative (and risky) process of innovation, and how to communicate it to senior management.
  23. 23. The Challenge of Alignment: 1. It’s compelling for consultants to create a working relationship of “us” and “them” – while an ideal relationship will have a single team, working together to achieve a common goal.
  24. 24. The Challenge of Alignment: 1. It’s compelling for consultants to create a working relationship of “us” and “them” – while an ideal relationship will have a single team, working together to achieve a common goal. 2. Clients often view problems in linear ways – while the design process frequently embraces a non-linear, and therefore, unfamiliar, process.
  25. 25. The Challenge of Alignment: 1. It’s compelling for consultants to create a working relationship of “us” and “them” – while an ideal relationship will have a single team, working together to achieve a common goal. 2. Clients often view problems in linear ways – while the design process frequently embraces a non-linear, and therefore, unfamiliar, process. 3. Design deliverables can seem mysterious. Teams often forget to set expectations about what artifacts will be created and delivered.
  26. 26. The Challenge of Alignment: 1. It’s compelling for consultants to create a working relationship of “us” and “them” – while an ideal relationship will have a single team, working together to achieve a common goal. 2. Clients often view problems in linear ways – while the design process frequently embraces a non-linear, and therefore, unfamiliar, process. 3. Design deliverables can seem mysterious. Teams often forget to set expectations about what artifacts will be created and delivered. 4. Unless explicit success criteria are established, it’s difficult to judge if a subjective design has been successful in achieving business goals and driving user value.
  27. 27. Creative Facilitation is about dialogue. Unlike a presentation, where content is delivered through a lecture or discussion, Creative Facilitation is dynamic and expressive. Facilitators and participants are continuously engaged in an exchange of perceptions, ideas and emotions.
  28. 28. Matt Franks Professor, Austin Center for Design Mfranks@ac4d.com Download our free book, Wicked Problems: Problems Worth Solving, at http://www.wickedproblems.com
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