How to Get There - An Ideathon Toolkit


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How to Get There - An Ideathon Toolkit

  1. 1. How To Get There - A toolkit for Ideathoners Daniel Teng www.danielteng.com12年10月15日星期⼀一
  2. 2. Success Factors Group wisdom Creative Process Solving Trial, Error, Learning www.danielteng.com12年10月15日星期⼀一
  3. 3. Group Wisdom12年10月15日星期⼀一
  4. 4. A Real Story www.danielteng.com12年10月15日星期⼀一
  5. 5. Decision Making and Quality ’Expert’ Decisions Participative Expertise involved Decisions ’Communal Decisions Level of participation www.danielteng.com12年10月15日星期⼀一
  6. 6. Diverge & Converge www.danielteng.com12年10月15日星期⼀一
  7. 7. Brainstorm - Tips A facilitator/moderator Individual before Group No talking Timebox Defer judgement Embrace crazy ideas Focus on quantity No computer www.danielteng.com12年10月15日星期⼀一
  8. 8. Brainstorm - Tools www.danielteng.com12年10月15日星期⼀一
  9. 9. Converge Dot voting MeWeUs www.danielteng.com12年10月15日星期⼀一
  10. 10. Converge - MeWeUs Me write down own opinions We Pair’s or small group’s opinions Share and choose Us Share and choose www.danielteng.com12年10月15日星期⼀一
  11. 11. Thinking Toys www.danielteng.com12年10月15日星期⼀一
  12. 12. 6 Thinking Hats White Hat thinking: This covers facts, figures, information needs and gaps. "I think we need some white hat thinking at this point..." means Lets drop the arguments and proposals, and look at the data base." Red Hat thinking: This covers intuition, feelings and emotions. The red hat allows the thinker to put forward an intuition without any ned to justify it. "Putting on my red hat, I think this is a terrible proposal." Ususally feelings and intuition can only be introduced into a discussion if they are supported by logic. Usually the feeling is genuine but the logic is spurious.The red hat gives full permission to a thinker to put forward his or her feelings on the subject at the moment. Black Hat thinking: This is the hat of judgment and caution. It is a most valuable hat. It is not in any sense an inferior or negative hat. The black hat is used to point out why a suggestion does not fit the facts, the available experience, the system in use, or the policy that is being followed. The black hat must always be logical. Yellow Hat thinking: This is the logical positive. Why something will work and why it will offer benefits. It can be used in looking forward to the results of some proposed action, but can also be used to find something of value in what has already happened. Green Hat thinking: This is the hat of creativity, alternatives, proposals, what is interesting, provocations and changes. Blue Hat thinking: This is the overview or process control hat. It looks not at the subject itself but at the thinking about the subject. "Putting on my blue hat, I feel we should do some more green hat thinking at this point." In technical terms, the blue hat is concerned with meta-cognition. www.danielteng.com12年10月15日星期⼀一
  13. 13. SCAMPER Typical questions: What can I substitute to make an improvement? What if I swap S Substitute this for that and see what happens? How can I substitute the place, time, materials or people? C Combine Typical questions: What materials, features, processes, people, products or components can I combine? Where can I build synergy? A Adapt Typical questions: What part of the product could I change? And in exchange for what? What if I were to change the characteristics of a component Modify/ Typical questions: What happens if I warp or exaggerate a feature or M distort component? What will happen if I modify the process in some way? Put to Typical questions: What other market could I use this product in? Who or P other what else might be able to use it? purposes Typical questions: What would happen if I removed a component or part of it? E Eliminate How else would I achieve the solution without the normal way of doing it? Rearrange/ Typical questions: What if I did it the other way round? What if I R Reverse reverse the order it is done or the way it is used? How would I achieve the opposite effect?12年10月15日星期⼀一
  14. 14. Group Wisdom Diverge Brain storm Converge Dot voting MeWeUs Thinking Toys 6 Thinking Hat SCAMPER www.danielteng.com12年10月15日星期⼀一
  15. 15. Creative Problem Solving - CPS Identify Goal, 1 Wish or Challenge 2 Gather Data 3 Clarify the Problem 4 Generate Ideas Select & 5 Stregthen Solutions 6 Plan for Action www.danielteng.com12年10月15日星期⼀一
  16. 16. Design Thinking www.danielteng.com12年10月15日星期⼀一
  17. 17. Design Thinking Empathy Interview Obser ve Identify Ideate Build Test www.danielteng.com12年10月15日星期⼀一
  18. 18. Effect Map What? How? ... Who? How? ... Why? What? How? ... Who? How? ... www.danielteng.com12年10月15日星期⼀一
  19. 19. Business Goals Why are we doing this? What is the desired business change? www.danielteng.com12年10月15日星期⼀一
  20. 20. Stakeholders Who are the people that can create the desired effect? Who can contribute to the goal or affect it? www.danielteng.com12年10月15日星期⼀一
  21. 21. Needs How can the target group contribute or obstruct the desired effect? www.danielteng.com12年10月15日星期⼀一
  22. 22. Features What are the business functions that would support the needs of the stakeholders www.danielteng.com12年10月15日星期⼀一
  23. 23. Focus What? How? ... Who? How? ... Why? What? How? ... Who? How? ... www.danielteng.com12年10月15日星期⼀一
  24. 24. Effect Map - An Example www.danielteng.com12年10月15日星期⼀一
  25. 25. Creative Problem Solving Design Thinking Effect Map www.danielteng.com12年10月15日星期⼀一
  26. 26. Trial, Error, Learning www.danielteng.com12年10月15日星期⼀一
  27. 27. Paper Prototyping www.danielteng.com12年10月15日星期⼀一
  28. 28. Timebox www.danielteng.com12年10月15日星期⼀一
  29. 29. Shameless Steal Copy & Paste www.danielteng.com12年10月15日星期⼀一
  30. 30. Take Away Group Wisdom Creative Problem Diverge & Converge Solving Brainstorm Design Thinking Dot voting, Effect Map MeWeUs Trial, Error, Learning Thinking toys Paper Prototyping 6 Thinking Hats Timebox SCAMPER Steal (Copy & Paste) www.danielteng.com12年10月15日星期⼀一
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