This document discusses the use of user research and co-creation for disruptive innovation. It argues that while user research and co-creation have been useful tools, they may not be well-suited for radical innovation. It explores mixing the generative and evaluative aspects of user research and having researchers and designers work more collaboratively. It also examines the benefits and challenges of co-creation, including idea generation, consensus building, and the need for creative leadership. The document concludes that user research and co-creation can provide useful maps if used to set promising destinations and plan worthwhile journeys, rather than simply finding the shortest or least resistant paths.
7. but are they up to the task
of radical innovation?
7
8. 2007
2001
2015
?
Can user research and co-creation
still be useful in the future?
I’d like to share some experiences
and intuitions on that subject
8
20. We have made a divide
between researchers
and designers
20
21. We must work together
through demand definition, fieldwork, analysis, and interpretation
21
22. We started by letting designers
define information demands
for research.
We failed. They can’t.
22
23. Introducing the
Theory of Primary Generator
incomplete data >
subjective judgment
knowledge
values
> conjecture > analysis
23
24. Give an experienced designer
the incomplete problem definition
Let her come up with an
uninformed design
Let a researcher interview the
designer to extract
information demands
24
29. Let a researcher and a designer
define information demands together
do some fieldwork together
codify and analyze data together
interpret results together
conceptualize solutions together
and things start to happen!
29
38. by mixing its
generative and
evaluative capacities
by joining the unique strengths
of researchers and designers
with the aim of conceiving futures
not expected but possible,
not desired by desirable
let’s turn
user research
into a
power tool
38
42. We embraced co-creation
in 2007
when we adopted
Basadur’s Simplexity
process
problem finding à facts à challenges
à ideas à selecting à planning à
acceptance à implementation
42
43. stimuli à facts à challenges à
synthesis à prototyping
After hundreds of
workshops, we work with a
flexible process
but in a typical workshop
we work like this:
43
60. User research and co-creation
give us maps.
You can use a map to:
find the path of least resistance,
find the shortest path to a given destination,
set promising destinations,
plan worthwhile journeys...
60
61. Let’s take responsibility
for empowering and inspiring our customers and internal clients
be the best they can be.
let’s
act as coaches
Let’s not
act as bartenders
61