1
“You can’t dig a new hole by
digging an old one deeper”
Edward DeBono
Airto Moreira: When Angels Cry
2
Agenda
• Greetings and an exercise
• Design thinking
• Empathy and a needfinding exercise
• What we’ve learned about tea...
Design Thinking and Teaching
Bill Burnett
Consulting Assistant Professor
Mechanical Engineering; Design
Executive Director...
Exercise: 30 circles
•please take out a piece of paper that
has thirty circles in 6 rows of 5
•turn the circles into somet...
5
go!
Bobbie McFerrin: Flight of the Bumblebee
6
stop!
Questions:
• did you solve the problem?
• did you do as well as you wanted to?
• were you ever frustrated or stuck?
• did ...
#2 - two circles
#3 - multiple circles
#4 - solid objects
#5 - the circle as a texture
• #1 - outside the circle
Solution ...
let’s do it again
three minutes
go
Vivaldi: "L'autunno" - 3. Allegro
Questions
• how did you do this time?
• what was different?
30 circles
• creates the “getting stuck” feeling.
• organizations get stuck the same way.
• it explores how “aha” moments ...
Design Thinking
13
Tim Brown’s article
• june 2008
• human centered, systems level approach
• case studies:
• Bank of America “Keep the Ch...
14
“Culture eats process for lunch.”
Reported by CEO Alan Mulally from an anonymous Ford Motor Company engineer
It is about Creating Culture
A Culture of Radical Collaboration
A Culture of Empathy
A Culture of Ideas
The Pulse Newsreader
by Alphonso Labs
(8 weeks to revenue)
A Culture of Prototyping
22
18 minutes
24
25
26
27
28
29
30
31
32
Prototyping cultures
• build to Think
• build to ask questions
• build to create “social
spaces”
• fail early to succee...
A Company with Creative Confidence
34
10 minute break
value creation + value capture = advantage
Total Quality Management, Six Sigma,
Maximizing Return on Assets, Outsourcing, ...
Design thinking = Strategic thinking
value creation + value capture = strategy
Design is the one business discipline whose...
37
doing
the right
thing
problem
finding
doing
the thing right
problem
solving
38
Innovation is hot
• Steve Jobs • A.G. Lafley
39
Empathy
40
DO
SAY
FEEL
THINK
40
41
Needfinding:
the process for getting beyond what people say and do
• like an iceberg, some needs are apparent and
easy ...
42
How do you needfind?
1.
Cast aside your biases,
listen and observe
Let subjects tell their own story, and
listen for the things that elicit emo...
2.
Note the contradictions
between what people say
and what they do
Opportunities for innovation lie within
the disconnect...
3.
Listen to people's personal
stories
Let them relate their successes and
failures.
Stories encompass the implicit rules
...
4.
Watch for "work arounds"
People make do and work around the
shortcomings of products and
situations.
In everyday life, ...
5.
Distinguish between needs
and solutions.
Needs open up possibilities, solutions
constrain them.
If you start with a sol...
48
Needfinding Techniques
1. Cast aside your biases, listen and observe
2. Note the contradictions between what people say...
49
The Driving Project
• break up into teams of two
• Your goal
• find out as much as possible about your
partner’s drivin...
WHATHOWWHY
what is this person doing while driving?
get them to talk about their activities and what they mean.
how are ...
51
The Driving Interview
• you have five (5) minutes each
• the interview question is “What do you do while
driving?”
• wr...
52
Go
The Doo Bop Song
Miles Davis
53
Report Out
• tells us about your partner’s driving activities
and what they mean.
• which behaviors are the most import...
54
Switch
Suite in E-flat Major
Yo Yo Ma
55
Prototype
• Now, using the materials at you desk - paper,
tape, pipe cleaners, etc. - design and build
something to ena...
56
Report Out
• Designer: Tells us how your prototype works
and what it does.
• Client: How do you feel about the solution...
57
Design thinking and teaching
(what we’ve learned in 5 years of d.school classes)
58
Design thinking and learning
• we use a problem-based learning approach
• Facebook killed the lecture
• prompt - build ...
59
Design thinking and learning
• lower the status between teacher and student
• coaching model
• blogging, tweeting, co-a...
Stanford University’s
INNOVATION MASTER SERIES
Gaining a Competitive Advantage in an
Uncertain Economy
June 15-17, 2011 at...
61
tour
Take-aways
• DT isn’t as much about process, it’s about
culture.
• a good culture can survive any process.
• It’s importan...
63
End
Dadra: Ravi Shankar
Stanford Presentation Clo Workshop 11.17.2010
Upcoming SlideShare
Loading in …5
×

Stanford Presentation Clo Workshop 11.17.2010

1,141 views

Published on

Bill Burnett gives a presentation to the CLO about the design school - and the DESIGN THINKING and TEACHING

Published in: Education, Business
0 Comments
6 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,141
On SlideShare
0
From Embeds
0
Number of Embeds
25
Actions
Shares
0
Downloads
61
Comments
0
Likes
6
Embeds 0
No embeds

No notes for slide
  • Transition to what we have learned… human centered – diagram of 3 circles DK
  • Teaching in teams GK image of class with multiple profs DK for color comment on d.shrink
  • Transition to what we have learned… human centered – diagram of 3 circles DK
  • Transition to classes 377 intro – vision to expose as many as possible to process image of 377
  • Launch-Pad Class PK Image of projects
  • Output GK
    Pulse News
  • Prototyping/fast iteration PK image of messy prototype
  • DK Creative Confidence… Image of team working – d.school students in the d.school – best image)
  • Speak about the role of conventional market research

    What women want
  • Need an example
  • Stanford Presentation Clo Workshop 11.17.2010

    1. 1. 1 “You can’t dig a new hole by digging an old one deeper” Edward DeBono Airto Moreira: When Angels Cry
    2. 2. 2 Agenda • Greetings and an exercise • Design thinking • Empathy and a needfinding exercise • What we’ve learned about teaching • d.school tour • Q & A
    3. 3. Design Thinking and Teaching Bill Burnett Consulting Assistant Professor Mechanical Engineering; Design Executive Director of the Design Program Hasbro, Apple, & 4 start-ups Nathalie Collins Graduate Student: Design Program formerly at Microsoft BS.Computer Engineering; USC
    4. 4. Exercise: 30 circles •please take out a piece of paper that has thirty circles in 6 rows of 5 •turn the circles into something •you will have 3 minutes
    5. 5. 5 go! Bobbie McFerrin: Flight of the Bumblebee
    6. 6. 6 stop!
    7. 7. Questions: • did you solve the problem? • did you do as well as you wanted to? • were you ever frustrated or stuck? • did you have any “aha”moments
    8. 8. #2 - two circles #3 - multiple circles #4 - solid objects #5 - the circle as a texture • #1 - outside the circle Solution Schemas
    9. 9. let’s do it again three minutes go Vivaldi: "L'autunno" - 3. Allegro
    10. 10. Questions • how did you do this time? • what was different?
    11. 11. 30 circles • creates the “getting stuck” feeling. • organizations get stuck the same way. • it explores how “aha” moments feel. • organizations have “aha” moments. • shows the power of prototyping. • it is an introduction to design thinking’s problem-based learning method.
    12. 12. Design Thinking
    13. 13. 13 Tim Brown’s article • june 2008 • human centered, systems level approach • case studies: • Bank of America “Keep the Change” • 2.5m customers, 1m new accts, $500m saved • Kaiser’s redesign of nurse shift changes • improved patient and nursing experience • Aravind’s “eye care system - for the masses • process: innovation - ideation - implementation
    14. 14. 14 “Culture eats process for lunch.” Reported by CEO Alan Mulally from an anonymous Ford Motor Company engineer
    15. 15. It is about Creating Culture
    16. 16. A Culture of Radical Collaboration
    17. 17. A Culture of Empathy
    18. 18. A Culture of Ideas
    19. 19. The Pulse Newsreader by Alphonso Labs (8 weeks to revenue)
    20. 20. A Culture of Prototyping
    21. 21. 22
    22. 22. 18 minutes
    23. 23. 24
    24. 24. 25
    25. 25. 26
    26. 26. 27
    27. 27. 28
    28. 28. 29
    29. 29. 30
    30. 30. 31
    31. 31. 32 Prototyping cultures • build to Think • build to ask questions • build to create “social spaces” • fail early to succeed often
    32. 32. A Company with Creative Confidence
    33. 33. 34 10 minute break
    34. 34. value creation + value capture = advantage Total Quality Management, Six Sigma, Maximizing Return on Assets, Outsourcing, Lean Manufacturing, Corporate Redesign, Market Segmentation, Licensing, Line Extensions, etc. Why the sudden interest in Design?
    35. 35. Design thinking = Strategic thinking value creation + value capture = strategy Design is the one business discipline whose primary concern is innovation. When design thinking becomes a core competency, companies become more nimble in the face of rapidly changing markets and new competition.
    36. 36. 37 doing the right thing problem finding doing the thing right problem solving
    37. 37. 38 Innovation is hot • Steve Jobs • A.G. Lafley
    38. 38. 39 Empathy
    39. 39. 40 DO SAY FEEL THINK 40
    40. 40. 41 Needfinding: the process for getting beyond what people say and do • like an iceberg, some needs are apparent and easy to see; other needs are deep and hidden. • explicit needs come from above the waterline and solutions lead to incremental improvements. • understanding implicit needs leads to unique insights and big new ideas Implicit needs come from people’s stories. • people can’t tell you what’s important but they will often show you - observation is the key • the more powerful design solutions create meaning and value in people’s lives
    41. 41. 42 How do you needfind?
    42. 42. 1. Cast aside your biases, listen and observe Let subjects tell their own story, and listen for the things that elicit emotion, cause them concern or frustration. "If you want to find out what people really need, you have to forget about your problems and worry about their lives."
    43. 43. 2. Note the contradictions between what people say and what they do Opportunities for innovation lie within the disconnect between action and words.
    44. 44. 3. Listen to people's personal stories Let them relate their successes and failures. Stories encompass the implicit rules that govern and organize peoples lives and reveal what they find normal, acceptable and true. They reveal moral codes, sources of pride, shames, shoulds and should-nots.
    45. 45. 4. Watch for "work arounds" People make do and work around the shortcomings of products and situations. In everyday life, we all come up with "work arounds," clumsy or clever, that we usually are totally unaware of. You must take note.
    46. 46. 5. Distinguish between needs and solutions. Needs open up possibilities, solutions constrain them. If you start with a solution then you may overlook the possibility of coming up with an entirely new and revolutionary product or service.
    47. 47. 48 Needfinding Techniques 1. Cast aside your biases, listen and observe 2. Note the contradictions between what people say and what they do 3. Listen to people’s personal stories 4. Watch for “work arounds” 5. Distinguish between needs and solutions
    48. 48. 49 The Driving Project • break up into teams of two • Your goal • find out as much as possible about your partner’s driving experience • redesign it • you will use interviewing (with empathy) and rapid prototyping to solve this problem
    49. 49. WHATHOWWHY what is this person doing while driving? get them to talk about their activities and what they mean. how are they doing it? get them to describe things visually and physically. why are they doing it this way? get them to tell you a story.
    50. 50. 51 The Driving Interview • you have five (5) minutes each • the interview question is “What do you do while driving?” • write down all of your interview observations on Post-it notes, one observation per note • your goal is to re-design the experience
    51. 51. 52 Go The Doo Bop Song Miles Davis
    52. 52. 53 Report Out • tells us about your partner’s driving activities and what they mean. • which behaviors are the most important, most prevalent, and most meaningful?
    53. 53. 54 Switch Suite in E-flat Major Yo Yo Ma
    54. 54. 55 Prototype • Now, using the materials at you desk - paper, tape, pipe cleaners, etc. - design and build something to enable the most important car activity of your partner. • You have 7 minutes - build roughly and at low resolution Moon Song Dmitri Matheny
    55. 55. 56 Report Out • Designer: Tells us how your prototype works and what it does. • Client: How do you feel about the solution the designer has presented?
    56. 56. 57 Design thinking and teaching (what we’ve learned in 5 years of d.school classes)
    57. 57. 58 Design thinking and learning • we use a problem-based learning approach • Facebook killed the lecture • prompt - build - critique - iterate • radical collaboration • teaching teams - not “sage on stage” • multi-disciplinary • model creative behavior
    58. 58. 59 Design thinking and learning • lower the status between teacher and student • coaching model • blogging, tweeting, co-authoring • space is critical • figure out the learning behaviors you want • create spaces that promote those behaviors • persistence of student information (war rooms) • self-authorship of space
    59. 59. Stanford University’s INNOVATION MASTER SERIES Gaining a Competitive Advantage in an Uncertain Economy June 15-17, 2011 at Stanford December 14-16, 2011 at Stanford
    60. 60. 61 tour
    61. 61. Take-aways • DT isn’t as much about process, it’s about culture. • a good culture can survive any process. • It’s important as we shift from a value capture to a value creation economy. • The elements of an Innovation Culture: • radical collaboration, empathy, love of ideas, prototyping, creative confidence. • Empathy for unmet human needs is the source of frame-changing innovation.
    62. 62. 63 End Dadra: Ravi Shankar

    ×