Workshop delivered by Huddle Academy for ALIA Online 2015, February 2, Sydney, Australia.
Workshop outline: Customer expectations are continually increasing, demanding more personalised and customised services and experiences. As a result, understanding your customers and designing services and experiences for them is critical in drawing them to engage with your organisation. Simultaneously it is essential to understand the people in your organisation and enable them to be adaptive to changing needs and to provide them with enjoyable and meaningful work experiences. This means being in service to your customers as well as the people who work in your organisation.
This one day workshop is for those who are seeking to be more effective leaders through developing a human centred mindset. It will focus on building your understanding of the value and principles of being human centred. These principles include putting people first through being empathic, curious, collaborative, and courageous. You will learn methods for how you can better understand your customers and your organisation for the benefit of designing and delivering amazing services and experiences. We will do this through a range of practical hands on activities where you will have the opportunity to experience a set of tools you can apply within your workplace.
Facilitators: Lawrence Neeley (Olin College) and Leticia Britos Cavagnaro (Stanford University)
Design Thinking is a method for the practical and creative resolution of problems through design with a comprehensive understanding of stakeholders, users, or customers. There has been significant coverage in the literature on this method, much in connection to Stanford’s d.school. This widely adopted method has direct application in engineering. Through this breakout, participants will learn some of the core concepts of design thinking and available resources. Participants will discuss how to leverage the overlap of design thinking and entrepreneurial mindset.
I presented the seminar-style "Deep Service Design" at Designing For Digital in April, 2017, where I both tried to introduce service design and a takeaway practice that included three approaches -- jobs to be done, the Kano model, and the service blueprint -- as well as try to rationalize service design with user experience design. https://libux.co
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Using Service Blueprints to Create Holistic Multi-Channel ExperienceIzac Ross
This workshop was presented at IxDA NYC local event on Wednesday, June 19, 2013 at AppNexus, http://ixda-nyc-june19-es2.eventbrite.com/
Using Service Blueprints to Create Holistic Multi-Channel Experiences
When working on multi-channel experiences that blend both digital and human-to-human interfaces, service blueprints allow interaction designers to look beyond the pixels and peer into the structures and systems of touchpoints that create the service experience.
The process of discovering, designing, and weaving these touchpoints together is the core work and deliverable of service designers. Service blueprints embody the foundational concepts of service design and are a fundamental tool for clarifying the interactions between customers, digital touchpoints, employees, and 'backstage' activities (everything the customer does not see).
During this 2.5 hour workshop, you will learn about the anatomy of services and how to use service blueprints in your design practice. You will create a service blueprint documenting an existing service encounter and identify new opportunities. Utilizing this blueprint, you will explore
ways of manipulating aspects of service delivery to eliminate pain-points, improve the experience, and create new process efficiencies.
Design has slowly shifted from outcome oriented process to a thinking oriented process that does problem solving.
We made a presentation at Lounge 47, which is a upcoming startup incubation center.
Facilitators: Lawrence Neeley (Olin College) and Leticia Britos Cavagnaro (Stanford University)
Design Thinking is a method for the practical and creative resolution of problems through design with a comprehensive understanding of stakeholders, users, or customers. There has been significant coverage in the literature on this method, much in connection to Stanford’s d.school. This widely adopted method has direct application in engineering. Through this breakout, participants will learn some of the core concepts of design thinking and available resources. Participants will discuss how to leverage the overlap of design thinking and entrepreneurial mindset.
I presented the seminar-style "Deep Service Design" at Designing For Digital in April, 2017, where I both tried to introduce service design and a takeaway practice that included three approaches -- jobs to be done, the Kano model, and the service blueprint -- as well as try to rationalize service design with user experience design. https://libux.co
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Richard Ekelman, Founder of the Service Experience Academy will lead this 1-hour talk. He will explore what service design is a discipline and toolkit when building understanding, co-creating innovation, and evolving organizational culture. Service design is uniquely equipped to handle the complexities and pitfalls of innovation, and this talk will cover not only the core thinking and principles but how those principles have practical application in any organization. Additionally, Rich discusses the overlaps and distinctions between service design and other disciplines such as six sigma, user experience, customer experience, and product design. The goal of this webinare was to provide participants with a foundational understanding of service design that will enable them to build confidence in their ability to discuss and experiment with service design in their own work.
To hear a recording of Richard's presentation please visit https://attendee.gototraining.com/r/9217597784540753409.
Using Service Blueprints to Create Holistic Multi-Channel ExperienceIzac Ross
This workshop was presented at IxDA NYC local event on Wednesday, June 19, 2013 at AppNexus, http://ixda-nyc-june19-es2.eventbrite.com/
Using Service Blueprints to Create Holistic Multi-Channel Experiences
When working on multi-channel experiences that blend both digital and human-to-human interfaces, service blueprints allow interaction designers to look beyond the pixels and peer into the structures and systems of touchpoints that create the service experience.
The process of discovering, designing, and weaving these touchpoints together is the core work and deliverable of service designers. Service blueprints embody the foundational concepts of service design and are a fundamental tool for clarifying the interactions between customers, digital touchpoints, employees, and 'backstage' activities (everything the customer does not see).
During this 2.5 hour workshop, you will learn about the anatomy of services and how to use service blueprints in your design practice. You will create a service blueprint documenting an existing service encounter and identify new opportunities. Utilizing this blueprint, you will explore
ways of manipulating aspects of service delivery to eliminate pain-points, improve the experience, and create new process efficiencies.
Design has slowly shifted from outcome oriented process to a thinking oriented process that does problem solving.
We made a presentation at Lounge 47, which is a upcoming startup incubation center.
Michael Steingress - More than Metrics
Service Design Thinking ist in aller Munde. Nur wie sieht es mit Service Design Doing aus? Nach den Basics zu Customer Journey Mapping (Personas, Stakeholder Maps, Journey Maps) lernen die Teilnehmer verschiedene Ansätze kennen, selbst (interne und externe) Workshops co-kreativ und zielgerichtet zu gestalten.
Exemplarisch werden dabei Methoden u.a. zu Storyboarding oder der Implementierung von externem Feedback gezeigt, welche die Workshop-Teilnehmer in kleinen Gruppen auch direkt ausprobieren werden.
Slides from a service design workshop held at Ratkaisu13, an annual conference organized by CGI Finland (formerly known as Logica). If you are interested in knowing more, get in touch.
The role of service design in organizations Carol Massá
Presentation given at FusionConf UX Edition in Charlotte, NC (April, 2019) about the power of perspectives, role of service design, methodologies and challenges around shifting from operational driven to design drivel models in today's world.
Carol Massa is a service designer at Harmonic Design
www.thisisharmonic.com
EDGY captures the intersection of three critical facets: identity, experience, and architecture. When two of these facets intersect we have brand, organization, and product. When all three facets intersect that’s when it gets interesting. This keynote works through each facet and intersection combinations within EDGY and examines it from an enterprise agility point of view. How does EDGY enable enterprise agility? What issues to we face in making each facet successful? Each intersection successful? What happens if we focus on a single facet at a time? What insights can you take from EDGY to help improve your team, your organization?
6 to 106 in 4 years - The story of the Atlassian Design teamAlastair Simpson
4 years ago Atlassian had 6 designers. Fast forward to today and the design team numbers 106. Building and managing a design team of this size is one thing, integrating it successfully into a traditionally engineering led organisation is another. Alastair Simpson (Head of Design — Confluence) will share how Atlassian has successfully embraced design as a first class discipline and is changing from being an engineering, to an experience led company. At the end of the session, you’ll be armed with a basic playbook for how to manage your team of designers to affect meaningful change within any organisation. Come for the practical tips about how to grow and manage design as you scale, and hear some of the road bumps along the way as we grew from 6 to 106 designers in just 4 years.
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
This is a condensation of InVisions DesignOps Handbook on https://www.designbetter.co/designops-handbook plus some additionel notes and quotes from podcasts and articles. These slides are put together in order to create a better overview of all the areas and focuses in DesignOps
Morgenbooster Purpose-Driven Innovation I Morgenbooster #901508 A/S
In this Morgenbooster Jens Bjørn Koustrup Nielsen, CCO at 1508, and Hjørdis Thorborg, Brand Experience Director at 1508, will address some of the fuss and buzz about purpose and innovation and will share their own reflections on how you can drive impactful design- and innovation processes through a strong sense of purpose.
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
Design Thinking 2017: New to Design Thinkingbrightspot
Introduction to design thinking that fosters quick wins while building momentum for ongoing success. Amanda Kross, Amanda Wirth, and Anders Tse presented "New to Design Thinking" at Design Thinking 2017.
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
Michael Steingress - More than Metrics
Service Design Thinking ist in aller Munde. Nur wie sieht es mit Service Design Doing aus? Nach den Basics zu Customer Journey Mapping (Personas, Stakeholder Maps, Journey Maps) lernen die Teilnehmer verschiedene Ansätze kennen, selbst (interne und externe) Workshops co-kreativ und zielgerichtet zu gestalten.
Exemplarisch werden dabei Methoden u.a. zu Storyboarding oder der Implementierung von externem Feedback gezeigt, welche die Workshop-Teilnehmer in kleinen Gruppen auch direkt ausprobieren werden.
Slides from a service design workshop held at Ratkaisu13, an annual conference organized by CGI Finland (formerly known as Logica). If you are interested in knowing more, get in touch.
The role of service design in organizations Carol Massá
Presentation given at FusionConf UX Edition in Charlotte, NC (April, 2019) about the power of perspectives, role of service design, methodologies and challenges around shifting from operational driven to design drivel models in today's world.
Carol Massa is a service designer at Harmonic Design
www.thisisharmonic.com
EDGY captures the intersection of three critical facets: identity, experience, and architecture. When two of these facets intersect we have brand, organization, and product. When all three facets intersect that’s when it gets interesting. This keynote works through each facet and intersection combinations within EDGY and examines it from an enterprise agility point of view. How does EDGY enable enterprise agility? What issues to we face in making each facet successful? Each intersection successful? What happens if we focus on a single facet at a time? What insights can you take from EDGY to help improve your team, your organization?
6 to 106 in 4 years - The story of the Atlassian Design teamAlastair Simpson
4 years ago Atlassian had 6 designers. Fast forward to today and the design team numbers 106. Building and managing a design team of this size is one thing, integrating it successfully into a traditionally engineering led organisation is another. Alastair Simpson (Head of Design — Confluence) will share how Atlassian has successfully embraced design as a first class discipline and is changing from being an engineering, to an experience led company. At the end of the session, you’ll be armed with a basic playbook for how to manage your team of designers to affect meaningful change within any organisation. Come for the practical tips about how to grow and manage design as you scale, and hear some of the road bumps along the way as we grew from 6 to 106 designers in just 4 years.
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
This is a condensation of InVisions DesignOps Handbook on https://www.designbetter.co/designops-handbook plus some additionel notes and quotes from podcasts and articles. These slides are put together in order to create a better overview of all the areas and focuses in DesignOps
Morgenbooster Purpose-Driven Innovation I Morgenbooster #901508 A/S
In this Morgenbooster Jens Bjørn Koustrup Nielsen, CCO at 1508, and Hjørdis Thorborg, Brand Experience Director at 1508, will address some of the fuss and buzz about purpose and innovation and will share their own reflections on how you can drive impactful design- and innovation processes through a strong sense of purpose.
This presentation was given at a Design Thinking workshop as part of Philly Tech Week 2017. Topics covered include an intro to design thinking, a User Journey mapping activity, and a Team Design Challenge.
Design Thinking 2017: New to Design Thinkingbrightspot
Introduction to design thinking that fosters quick wins while building momentum for ongoing success. Amanda Kross, Amanda Wirth, and Anders Tse presented "New to Design Thinking" at Design Thinking 2017.
A fast-forward tour about Design Thinking by webkeyz.
How design thinking differs from scientific thinking? Why to use it? When to use it? And how design thinking can impact your life?
This guide summaries a successful Agile transformation in Telco with a related case study.
Do not take the described steps of this guide as the only way to be successful, there can be many other alternatives for sure. However, this guide explains a way thats experienced to be successful in many companies and under different circumstances.
Looking forward to hear your comments & suggestions
Thanks
"Creating an environment where creative people can do amazing work" - Clay millsCoolBrands People
“I believe that people do business with you because of who you are and what you stand for, not because of what you do”
"Creating an environment where creative people can do amazing work" - Clay mills
Tags: Amsterdam, Cannes Lions Award, Clay, Mills, Clay Mills, Effectiveness Lion, Grand Prix, Wieden, Kennedy, Wieden and Kennedy, Wieden+Kennedy, Wieden + Kennedy, CoolBrands, CBNWS, CoolBrandsPeople, Meeting Clay Mills, creativity, Creative, w+k, advertising, amsterdam, culture,
Amazing Examples of Successful People Overcoming AdversityDavid Kiger
Every leader has struggled, each in their own way, to get to where they are. So, here are just some examples of famous people who overcame adversity and rose to fame anyway.
Service Design ist in aller Munde: Ob und wie ein Unternehmen Service Design für sich nutzen kann, hängt maßgeblich davon ab, wie die Organisation entwickelt ist; ob sie die nötigen Kompetenzen entwickeln kann, Service Design effektiv um zu setzen.
In der Präsentation wird auf die Frage eingegangen, wie Unternehmen ihre Dienstleistungen auf den Menschen ausrichten und damit Mehrwert erzeugen können.
Dabei stellt sich gerade für kleine und mittelständische Unternehmen die Frage, ob und wie sie mit Service-Design Schnittstellen zum Kunden verbessert werden können und vor allem auch, wie Service-Design Ansätze in der eigenen Organisation verankert und lebendig gehalten werden.
Im Rahmen eines interaktiven Vortrags wurde erarbeitet, wie man Service-Design Ansätze erfolgreich in Unternehmen entwickelt und was die Voraussetzungen für eine erfolgreiche Umsetzung sind.
Update: SAP's Road to Customer-Centered Product InnovationTobias Schimmer
The latest thougths on how even large software companies can achieve "customer-centered product innvoation" with Design Thinking, Customer Co-Innovation, Business Model Design and Business Model Innovation as well as Agile Software Engineering practices (KONAKTIVA conference, TU Darmstadt, Germany, December 2014)
The I/O: Paper Prototyping for the Future half-day studio will be a hands-on experience that combines art, design, and technology. Participants will learn through a series of escalating exercises how to introduce interactivity via computational crafting techniques to paper in order to heighten the paper prototyping experienc
Vortragsfolien von der Manage Agile. Hier diskutiere ich, wie sich die zunehmende Verbreitung agiler Methoden auf die Unternehmensorganisation und vor allem auf die Personalabteilung (HR) auswirken. Von Personalentwicklung bis Mitbestimmung ergibt sich ein weites Feld an Herausforderungen. http://www.mentus.de
SCRUM, XP, CCPM oder wie auch immer die Methoden heißen mögen, agiles Arbeiten ist die aktuelle Erfolgsgeschichte der IT-Wirtschaft und breitet sich auch mehr und mehr in anderen Bereichen und Branchen aus. In der Folge müssen sich nach der IT auch Fachbereiche mit den agilen Methoden und ihren Folgen befassen. Was bedeutet agiles Arbeiten beispielsweise für die Personalabteilung?
Handlungsempfehlungen
1. Definieren Sie das für Sie richtige Maß an Agilität für die kommenden Jahre
2. Bereiten Sie die Führungskräfte und Mitarbeiter auf die agile Zukunft vor
3. Implementieren Sie einen agilen Transformationsprozess
A workshop for the Cam Creative Meetup group on 27 August 2014 which I ran with Anusha Iyer. The aim of the workshop was to give participants an understanding of how they could influence the UX design process. Only a few participants in the workshop were UX Designers, the rest of the group was made up of graphic/visual designers, web designers, developers, marketers and writers.
We gave participants a design problem and persona and they had just over an hour to come up with a design solution using the design studio (or design charrette) method.
Understanding design thinking in practice: a qualitative study of design led ...Zaana Jaclyn
PhD dissertation.
Abstract
Design thinking is a collaborative and human centred approach to solving problems. Over the past decade design thinking has evolved considerably, particularly with regard to innovation within the sectors of design and business. Despite this sharp rise to popularity there remains limited understanding of how design thinking is applied in practice and little empirical investigation into this subject. Without this understanding further informed application and development of the approach will be hampered.
The ‘design led professional’ is an individual who uses design approaches in their work practices whose education and experience however may not necessarily be in design. The central aim of this thesis is to understand how the ‘design led professional’ applies design thinking in practice with large organisations where the focus is on designing intangible products such as systems, services and experiences. The thesis addresses the research problem through the exploration of the question: How does the design led professional understand and enact design thinking in practice? This question is explored within the context of the design led professional working with large organisations.
A qualitative research approach was adopted, which involved ethnographic methods of semi structured interviews, artefact analysis and participant observation. Data was collected across three studies: an expert interview study, a retrospective case study and a participatory case study. The constant comparative grounded theory method was used to analyse and synthesise data.
Research findings, contextualised within relevant literature, reveal the composition of design thinking in practice: as constrained by the approach taken in applying design thinking; the maturity of the design led professional and the environment in which design thinking is conducted.
On this basis two models are proposed in the conclusion as a foundation for further application and development. The first presents a scale of design thinking maturity based upon two perspectives of design thinking as a way of work and a way of life. The second model maps the interdependent relationship between the three components of design thinking in practice of the approach, the design led professional and the environment in which it is conducted.
The evidence generated through this research provides a framework to assist the public and those who practice design thinking to better understand and articulate design thinking. In addition it provides a foundation for further empirical research that explores the realistic application of design thinking in practice and the critical role of the design led professional.
Masters Project in Design Management: Design Thinking in Business.Maria Stashenko
The dissertation thesis is raising the question of business application of design thinking method. Through the academic literature analysis and primary research findings an exploration of possible correlations between business process and design thinking process will be uncovered.
One of the key objectives of this work is to understand which areas of business process require new tolls and methods, such as design thinking.
Completed for the Staffordshire University in 2013. The project includes field business research data done in Russia 2012-2013.
Design Principles: The Philosophy of UXWhitney Hess
The visual principles of harmony, unity, contrast, emphasis, variety, balance, proportion, repetition, texture and movement (and others) are widely recognized and practiced, even when they aren’t formally articulated. But creating a good design doesn’t automatically mean creating a good experience.
In order for us to cultivate positive experiences for our users, we need to establish a set of guiding principles for experience design. Guiding principles are the broad philosophy or fundamental beliefs that steer an organization, team or individual’s decision making, irrespective of the project goals, constraints, or resources.
Whitney will share a universally-applicable set of experience design principles that we should all strive to follow, and will explore how you can create and use your own guiding principles to take your site or product to the next level.
Design Thinking Overview (summary by Interaction Design Foundation)Dennis Antolin
Design Thinking Overview
Fundamental principles behind Design Thinking:
• Design Thinking starts with empathy, a deep human focus, in order to gain insights which may reveal new and unexplored ways of seeing, and courses of action to follow in bringing about preferred situations for business and society.
• It involves reframing the perceived problem or challenge at hand, and gaining perspectives, which allow a more holistic look at the path towards these preferred situations.
It encourages collaborative, multi-disciplinary teamwork to leverage the skills, personalities and thinking styles of many in order to solve multifaceted problems.
• It initially employs divergent styles of thinking to explore as many possibilities, deferring judgment and creating an open ideations space to allow for the maximum number of ideas and points of view to surface.
• It later employs convergent styles of thinking to isolate potential solution streams, combining and refining insights and more mature ideas, which pave a path forward.
• It engages in the early exploration of selected ideas, rapidly modeling potential solutions to encourage learning while doing, and allow for gaining additional insight into the viability of solutions before too much time or money has been spent
• Tests the prototypes which survive the processes further to remove any potential issues.
• Iterates through the various stages, revisiting empathetic frames of mind and then redefining the challenge as new knowledge and insight are gained along the way.
• It starts off chaotic and cloudy steamrolling towards points of clarity until a desirable, feasible and viable solution emerges.
Design Thinking Frameworks
• Heart, Head, and Hand
• Deep Dive
• d.school’s 5 Stage Process
• IDEO’s Design Thinking Process
• HCD - Human Centred Design
• Design Council of the UK: 4 D’s
• Frog Design
• What x 4
• The LUMA System
A talk that Alex Eberts and I presented at CanUX 2009 in Banff on the lessons we've learned over the last year helping Akoha integrate a strategic design practice with lean startup and customer development frameworks.
"Field Guide to Human-Centered Design: A Practical Handbook for Innovative So...Freelance, self-employed
Dive into the world of innovation with our comprehensive "Field Guide to Human-Centered Design." This handbook serves as a practical and invaluable resource for individuals and teams eager to embrace a human-centric approach in their creative processes. Explore actionable insights, methodologies, and case studies that demystify the principles of human-centered design, empowering you to create solutions that truly resonate with the needs and aspirations of your audience. Whether you're a seasoned professional or a newcomer to design thinking, this guide equips you with the tools and mindset to revolutionize your approach and deliver solutions that make a meaningful impact. Embark on a transformative journey of ideation, prototyping, and iteration, guided by the principles of empathy, collaboration, and innovation.
IDEO - Field Guide To Human Centered Designprojectoxygen
n April 2015, IDEO.org launched an exciting new evolution of the HCD Toolkit the Field Guide to Human-Centered Design. The Field Guide is the latest in IDEO.org’s suite of teaching tools and a step forward in sharing the practice and promise of human-centered design with the social sector.
Motivated by curiosity and a strong conviction that the tools and methods of design thinking ignite innovative ideas and solutions, a group of Portland-based, like-minded practitioners set out to survey the local landscape. Our goal: to uncover the tactics, challenges, benefits and themes surrounding design thinking in our community.
This is the result.
We found more than a dozen common themes and insights. Some of them speak directly to the benefits of a design thinking approach. Some express deep challenges to making that approach work in the real world. In all cases, we are pleasantly surprised by the conviction, passion, and commitment to overcoming those challenges and sharing the benefits of design thinking. !
Rapid Prototyping Learning Launch
Visualization Journey Mapping Value Chain Analysis
Customer Co-Creation
Assumption TestingConcept DevelopmentBrainstormingMind Mapping
8
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Rotman Magazine Fall 2011 / 17
WHEN DESIGNER HUGH DUBBERLY asked Tim Brennan of Apple’s
CreativeServicesgrouptodefinedesign forhisbook, How Do You
Design?,Brennandrewthe followingpicture:
While many business people appreciate the power of design,
a formal process for its practice has been elusive; until now.
by Jeanne Liedtka and Tim Ogilvie
Designing for Growth:
A Tool Kit For Managers
? $
Design, this drawing asserts, is simply magic – a mysterious
no-man’s land where only the brave dare tread. Such a definition
mocksthe ideathata formalprocesscouldpossiblyexist fornavi-
gating itsmanyhairpin turns.
Our advice: don’t be put off by Brennan’s view of design.
Design has many different meanings, and the approach we will
describe here is more akin to Dorothy’s ruby slippers than to a
magicwand:you’vealreadygotthepower;you justneedtofigure
outhowtouse it.Can the averagemanagerbe transformed into
the next Jonathan Ive? No more than your local golf pro can
turn you into Tiger Woods. But can you improve your game?
Without adoubt.
If Managers Thought Like Designers
Whatwouldbedifferentifmanagersthoughtmorelikedesigners?
Wehave threewords foryou: empathy, inventionand iteration.
4640 16_21.qxp:Layout 1 7/26/11 1:00 PM Page 17
Designalwaysbeginswithempathy–establishingadeepunder-
standing of those for whom you are designing. Managers who
thought likedesignerswould consistentlyput themselves in their
customers’ shoes. We all know we’re supposed to be ‘customer-
centered’, but what we’re talking about is deeper and more
personal than that: trueempathyentailsknowingyourcustomers
asrealpeoplewithrealproblems,ratherthanastargetsforsalesor
as a set of demographic statistics around age or income level. It
involvesdevelopinganunderstandingofboththeiremotionaland
their ‘rational’ needsandwants.
In addition,managerswho thought likedesignerswould view
themselvesas creators.Forallourtalkaboutthe ‘artandscience’of
management, we have mostly paid attention to the science part.
Taking design seriously means acknowledging the difference
betweenwhat scientistsdoandwhatdesignersdo:whereas scien-
tists investigate today to discover explanations for what already
is, designers invent tomorrow to create something that isn’t.
Powerfulfuturesarerarelydiscoveredprimarilythroughanalytics.
Theyare,asWalt Disneyoncesaid,“Createdfirst inthemindand
next in theactivity.”
Finally, design insists that we prepare ourselves to iterate our
way to a solution, somanagerswho thought like designerswould
view themselves as learners. Most managers are taught a linear
problem-solving methodology: define the problem, identify vari-
ous solutions, analyze each, and choose the best one. Designers
aren’t nearly so impatient – or optimistic; they understand ...
Design Thinking ist eine neuartige Methode zur Entwicklung innovativer Ideen in allen Lebensbereichen. Das Konzept basiert auf der Überzeugung, dass wahre Innovation nur dann geschehen kann, wenn starke multidisziplinäre Gruppen sich zusammenschließen, eine gemeinschaftliche Kultur bilden und die Schnittstellen der unterschiedlichen Meinungen und Perspektiven erforschen.
Seven Creative Ways to Improve the Way You WorkDoug Shaw
This deck includes links to research on why we find creativity hard, how to work through that difficulty, and some practical applications for creativity at work.
Slides are from my talk and workshop at Learning Skills Group - June 2014.
Convenings have enormous potential to drive impact. For decades, global leaders have come together at the Rockefeller Foundation's Bellagio Center, using convening as a tool to map the landscape of emerging fields, to forge new alliances, to discover breakthrough pathways to impact, and to accelerate collective action in addressing the world's toughest challenges. Yet, many convenings never achieve their full potential. We've all attended a gathering where participants were distracted or disengaged. Where we didn't connect meaningfully with the content. Where there was a missing crackle of energy between the participants. Our philosophy is that intentional design can bridge that gap. The Convening Guide is a resource created to help organizers sharpen the purpose of their gatherings and craft an intentional participant experience, factors that enable a convening to achieve its full potential and more importantly, create a greater chance of achieving lasting impact after.
The role of mindset in design thinking: Implications for capability developme...Zaana Jaclyn
Presentation for Design for Business: Research conference, 12-13 May 2015, Melbourne, Victoria. Part of Melbourne International Design Week 2015.
Paper abstract:
Design thinking continues to be an emergent field as it pertains to business. In building design thinking capability in organizations the current focus is on design skills and tools, rather than mindset. This imbalance toward design process, methods and tools is also present within design thinking and design research literature. Mindset is little acknowledged.
The purpose of this paper is to investigate and articulate the role of mindset within design thinking capability and practice. Mindset is the perspective that informs how a person approaches and interacts in the world (Nelson & Stolterman 2013). Where mindset is acknowledged as a critical underpinning for design thinking in the literature, it is usually presented as guiding principles for design doing. There is little insight into what the different mindsets are, how to develop or enact them, or how mindset impacts on practice. Mindset remains underexplored in discussions of design competency and maturity.
By analysing qualitative data collected across three studies of a doctoral research project exploring the composition of design thinking in practice, two mindsets emerged. These were: design thinking as a way of work and design thinking as a way of life. Design thinking as a way of work is focused on the process of design thinking with the primary purpose of designing for outputs and innovation. Design thinking as a way of life is a holistic view of design thinking where the focus is on designing for transformation and creating positive change. These mindsets are scalable, applicable to an individual or organization.
The two mindsets, when mapped against competencies in design knowledge, skills and tools, contribute a framework to explore maturity in design thinking. Understanding the maturity framework, and the role of mindset within it, has implications for how an individual and organization can build capability in design thinking and maximise outcomes in the environment in which they are designing.
The role of mindset in user centred designZaana Jaclyn
Presented at UXAustralia in Sydney August 28 2014 with Dr Simon Lawry.
Overview
Mindset is something that affects how we approach the methods and tools available to us as practitioners. It affects how we practice and engage as practitioners, with our team members, clients and customers.
While working on a strategic design piece for a large telecommunications provider, we uncovered a startling insight. The insights emerged through a combination of futuring, observational research and cultural probe studies. We worked with customers that represented the client’s mass market and also those we referred to as ‘edge users’ who were professional futurists and trend makers themselves, both locally and internationally. The interesting insight was that there were two predominant mindsets that sat behind people’s expectations and values. We referred to these mindsets as generative and receiving.
People with generative mindsets believe they have a say in creating their desired future. They believe that through their choices and actions, they are deliberately acting in accordance with their vision of the future. People with receiving mindsets believe that they are better served by responding effectively and appropriately to the circumstances that life creates for them. They believe through careful consideration and planning, they can navigate themselves appropriately through murky waters of ambiguity.
After noticing these mindsets in the people we researched, the two mindsets became more and more obvious to us in our day-to-day interactions. We could identify clients who had a generative mindset, and those that had a receiving mindset. We could notice shifts in our own mindsets and noticed the difference in our practice when we returned to a generative mindset. We have realised that the generative mindset forms a fundamental part of a ‘designerly’ way of working.
These mindsets affect how we design workshops, iterate with clients and customers, synthesise and analyse information and ultimately, affects the quality and trajectory of our work.
Guest lecture to first year Bachelor of IT students at Queensland University of Technology in unit INB103 Industry insights, 8 March 2013.
Please note: due to the introductory nature of this lecture to the concept many of the resources have been adapted from the Stanford D School cc licensed resources.
we need to talk about... designing better library experiencesZaana Jaclyn
Presentation for ALIA Information Online, February 12-14 2013, Brisbane.
Storify of tweets available from http://storify.com/zaana/designing-better-library-experiences
Developing design thinking practice in complex organisationsZaana Jaclyn
Seminar given at Boras University, 22 November 2012 and Linkoping University, 29 November 2012. This seminar content is based on my phd research & preliminary findings.
(Note: special thanks to Kate Davis for allowing me to adapt her slide template).
Rewriting the information literacy recipe for future palates Zaana Jaclyn
workshop delivered at CAVAL Reference Interest Group seminar 'Information Literacy Recipes for the Melting Pot: Traditional Ingredients with a Modern Flavour', 8 November 2012, Melbourne.
from concept to capability: developing design thinking in a professional serv...Zaana Jaclyn
paper delivered at the Design Research Society Conference (DRS) 2012, 1-4 July, Bangkok, Thailand.
Full paper available at: http://qut.academia.edu/ZaanaHoward/Papers
Design thinking for library experiencesZaana Jaclyn
Guest lecture for Masters of Information Technology (Library and Information Science) subject INN533
Information Organization, Queensland University of Technology. Delivered 7 October 2011.
Workshop delivered for the Creative Performance Exchange (#cpx), Melbourne, 22 March 2010.
The workshop is designed to give a hands on speed dating experience of a design thinking process from start to finish. It's fast, interactive and fun and provides the opportunity to discuss the values of design thinking and potential powerful impact it can have on organisations for change, engagement and transformation.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
7. The challenge.
20 pieces of spaghetti
1 metre string
1 metre tape
1 marshmallow
18 minutes
= a tower of what height?
8. Instructions.
1. Build the tallest free standing structure.
2. The entire marshmallow must be on top.
3. Use as much or as little of the kit.
4. Break up the spaghetti, string or tape.
5. The challenge lasts 18 minutes.
16. 4
Customer first.
Being in service of.
A customer is a person you are in
service of. They might be an internal
customer within an organisation or
an external customer of a product
or service the organisation creates.
Have empathy for your customer.
Engage with and seek to understand
all aspects of them. Observe
customers and their behaviour in
the context of their environment,
experience and lives. Put aside
your own bias, and understand
the underlying problem.
Always seek understanding of context
and don’t get lost in the particulars.
This requires a holistic view which
questions how everything fits together.
17. 5
Be curious.
Always learning.
Curiosity and learning underpins
creativity. Allow yourself to be
curious and inquisitive about the
world. See everything as if for the
first time. Cultivate the inner detective
in you, and investigate things that
interest you, that naturally draw your
attention. Be non-judgemental and
accepting. Ask why a lot.
Be playful in your curiosity and follow
your instincts. Prototype to think and
learn. Experiment with existing things,
build new things, test them. See how
they go in the wild. If it doesn’t work,
learn from it and go again.
18. HUDDLEACADEMY•ACT1
6
PRINCIPLES•BECOLLABORATIVE
Be collaborative.
Valuing diversity.
Collaboration is enabled through
considered conversation and
reflection. A group of people
collaborating opens up more
opportunity and possibility than
an individual working solo as per
the saying ‘all of us is smarter than
any of us’. Multiple perspectives
enables a holistic understanding of a
situation. Bring together people with
varied backgrounds and viewpoints.
Be inclusive and value people’s
diverse perspectives and experiences.
Enable breakthrough insights and
solutions to emerge from diversity.
Build upon ideas and create together.
When collaborating and reflecting
be humble, honest and respectful.
Be objective, enabling and open.
Be present and bring lightness.
19. 7
Be courageous.
Believing in possibility.
Have courage to believe anything is
possible. Know that any challenge
can be overcome with creativity and
collaboration. Courage is a belief in
the power of creativity and people.
It is underpinned by optimism
and a belief that you have a say
in creating the future, even when
things are messy or complex.
Being courageous seeks to know
truth which means giving yourself
the permission to challenge and
question. It exudes confidence
and clarity, while being authentic,
honest and respectful.
21. 10
Design process and practice.
The design process can be depicted in a multitude of ways. While the stages often
have different labelling the overall sentiment of the process stages is consistent.
Design moves from process to practice through experience and mastery.
The design process is often depicted as linear.
This matches traditional modes of working and
in business.
As mastery develops through experience the
true iterative nature of design becomes apparent,
and that it cannot be represented or conducted
in a linear fashion.
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MODEL.
Discover Define Develop Deliver
Gathering
Story telling
Reflecting Creating
Foundations Making sense
Design process and practice.
The design process can be depicted in a multitude of ways. While th
have different labelling the overall sentiment of the process stages is
Design moves from process to practice through experience and mas
The design process is often depicted as linear.
This matches traditional modes of working and
in business.
As mastery deve
true iterative natu
and that it canno
in a linear fashion
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE
Discover Define Develop Deliver
Reflecting
Foundation
22. 10
Design process and practice.
The design process can be depicted in a multitude of ways. While the stages often
have different labelling the overall sentiment of the process stages is consistent.
Design moves from process to practice through experience and mastery.
The design process is often depicted as linear.
This matches traditional modes of working and
in business.
As mastery develops through experience the
true iterative nature of design becomes apparent,
and that it cannot be represented or conducted
in a linear fashion.
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MODEL.
Discover Define Develop Deliver
Gathering
Story telling
Reflecting Creating
Foundations Making sense
HUDDLEACADEMY•ACT5
10
FRAMING•DESIGNPROCESSANDPRACTICE
cess and practice.
can be depicted in a multitude of ways. While the stages often
ing the overall sentiment of the process stages is consistent.
process to practice through experience and mastery.
is often depicted as linear.
ional modes of working and
As mastery develops through experience the
true iterative nature of design becomes apparent,
and that it cannot be represented or conducted
in a linear fashion.
DIAMOND WAS ORIGINALLY
THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MODEL.
e Develop Deliver
Gathering
Story telling
Reflecting Creating
Foundations Making sense
Design process and practice.
The design process can be depicted in a multitude of ways. While the stages often
have different labelling the overall sentiment of the process stages is consistent.
Design moves from process to practice through experience and mastery.
The design process is often depicted as linear.
This matches traditional modes of working and
in business.
As mastery develops through experience the
true iterative nature of design becomes apparent,
and that it cannot be represented or conducted
in a linear fashion.
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MODEL.
Discover Define Develop Deliver
Gathering
Story telling
Reflecting Creating
Foundations Making sense
23. 10
Design process and practice.
The design process can be depicted in a multitude of ways. While the stages often
have different labelling the overall sentiment of the process stages is consistent.
Design moves from process to practice through experience and mastery.
The design process is often depicted as linear.
This matches traditional modes of working and
in business.
As mastery develops through experience the
true iterative nature of design becomes apparent,
and that it cannot be represented or conducted
in a linear fashion.
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MODEL.
Discover Define Develop Deliver
Gathering
Story telling
Reflecting Creating
Foundations Making sense
Design process and practice.
he design process can be depicted in a multitude of ways. While the stages often
ave different labelling the overall sentiment of the process stages is consistent.
esign moves from process to practice through experience and mastery.
The design process is often depicted as linear.
This matches traditional modes of working and
in business.
As mastery develops through expe
true iterative nature of design becom
and that it cannot be represented o
in a linear fashion.
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MOD
Discover Define Develop Deliver
Gathering
Story telling
Reflecting Crea
Foundations Makin
ign process and practice.
sign process can be depicted in a multitude of ways. While the stages often
ifferent labelling the overall sentiment of the process stages is consistent.
moves from process to practice through experience and mastery.
e design process is often depicted as linear.
s matches traditional modes of working and
business.
As mastery develops through experience the
true iterative nature of design becomes apparent,
and that it cannot be represented or conducted
in a linear fashion.
THE DOUBLE DIAMOND WAS ORIGINALLY
CREATED BY THE UK DESIGN COUNCIL.
HUDDLE’S DESIGN PRACTICE MODEL.
Discover Define Develop Deliver
Gathering
Story telling
Reflecting Creating
Foundations Making sense
42. Dr Carol Dweck
“You have a choice.
Mindsets are just beliefs. They’re powerful beliefs,
but they’re just something in your mind, and
you can change your mind.”
46. 46
20
MINDSET
Learning for development.
WHAT
The mindful reflection canvas is
a structured tool that guides you
through a process of reflecting
on a situation to learn, celebrate
successes and identify
opportunities for development.
WHY
Reflection allows you to continuously
learn and improve your work and
practice. It is important to not only
reflect on the factual aspects of
the situation but also your mindset,
emotions and actions.
WHEN
This can be used at any time to
reflect on a challenge, a situation,
an opportunity or a project. It can
be used individually or in a team
PROGRAM CONTEXT
This is the framework to enable
you to reflect upon how you
have applied customer led mindsets
within different situations.
TOOL #6
Mindful reflection.
Reflect, learn, go again.
47. 47
Mindful reflection.
WHAT PRINCIPLE
AM I REFLECTING ON?
WHAT SITUATION
AM I REFLECTING ON?
WHAT DID I DO SUCCESSFULLY?
WHAT QUESTIONS DO I HAVE?
WHAT DID I FIND CHALLENGING?
WHAT WOULD I DO
DIFFERENTLY NEXT TIME?
52. Open ended questions.
How questions.
Prompt answers regarding the
process of interaction.
Why questions.
Prompt people to discuss reasons
for their choices and behaviour.
What questions.
Assist in understanding the situation
or to obtain clarity.
Contextual
curiosity.
55. Deep Design Schema.
LEVEL 1 APPEARANCES
AND EXPERIENCES
How would you describe
the appearance and
experiences of your
chosen personal artefact?
LEVEL 2 OUTCOMES
AND OBJECTIVES
How would you describe
the objective of your
artefact? What outcomes
does it achieve?
LEVEL 3 DIRECTION
AND STANCE
How would you describe the
importance this artefact has
within the context of your
life journey? How does it
influence your state of being
in this journey?
LEVEL 4 HIGHER PURPOSE Why is this artefact so
important to you?
Adapted from Nelson & Stolterman (2013), The Design Way.
59. HUMANIC
Humanic factors include the people
involved and their relationship, their
behaviour, emotions and appearance.
ENVIRONMENTAL
Environmental factors include the
space (physical or virtual), and the
sensory presentation and perception
of the situation or experience. This can
includes what people see, smell, hear,
taste and feel. Environmental factors
often create expectations and provide
first impressions of the situation.
FUNCTIONAL
Functional factors are largely related
to the technical quality and reliability
of the process within the situation.
It asks if the service or experience is
dependable and accurate. It sets the
baseline expectation for how things
are or should be within the situation.
Contributing factors to complex situations.
There are three main factors
to consider to assist in
understanding and mapping
a complex situation or
experience. These are
humanic factors, contextual
and environmental factors
and functional factors.
Factors are often interrelated
and interdependent.
HUMANIC
FUNCTIONAL ENVIRONMENTAL
Adapted from Berry, LL, Wall, EA, & Carbone, LP. (2006). Service clues and customer assessment of service experience:
Lessons from marketing. Academy of Management, May, 43-57.
60. HUMANIC
• Who are the actors involved?
What are they doing?
• How do they behave?
• How are they feeling?
• How do the actors relate?
ENVIRONMENTAL
• What are the geographic elements?
• Where is the space?
• How is the space set up?
• What is the context of the situation?
• What are people seeing, smelling,
hearing, tasting and feeling?
FUNCTIONAL
• Does the process flow?
• Does everything work as it should?
• Is it reliable and dependable?
Considerations in complex situations.
The three main factors
assist in understanding
and creating the what,
how and wow of the
situation or experience.
In mapping a complex
situation there are several
questions related to each
factor to consider:
These create the
‘how’ of the service
or experience.
Within this the
understanding of
and commitment
to people within the
situation is revealed.
It represents the
emotional perception
of quality and creates
the ‘wow’.
This creates the ‘what’
of the situation or
experience. It reveals the
reliability, competence
and cognitive perception
of quality. It represents
the baseline expectation
within a service
or experience.
HUMANIC
FUNCTIONAL ENVIRONMENTAL
Adapted from Berry, LL, Wall, EA, & Carbone, LP. (2006). Service clues and customer assessment of service experience:
Lessons from marketing. Academy of Management, May, 43-57.
61. 15
HUDDLEACADEMY•ACT4TOOLS•MAPPINGCOMPLEXSITUATIONS
Mapping complex situations.Mapping complex situations.
WHAT IS THE SITUATION YOU ARE MAPPING?
HUMAN
• Who are the people?
• How do they relate
and behave?
FUNCTIONAL
• What is the process?
• Does it work
as expected?
ENVIRONMENTAL
• What is the physical
environment?
• What do you see, hear,
taste, smell and feel?
Start by choosing one factor
to map. Overlay the other two
factors in relation to the first.
Depending on which factor
you start with, the situation
will map differently.
TOOL
TEMPLATE
63. HUDDLEACADEMY•ACT2
14
TOOLS•HOWMIGHTWE?
MINDSET
Creating possibility.
WHAT
The how might we framework
provides a guide to creating open
and actionable questions to ideate
and design from.
WHY
How might we questions provide an
opportunity to consider a problem
or opportunity from a generative
perspective. It opens possibility –
as well as providing a scope to
focus upon.
WHEN
How might we questions can be
used in a range of circumstances:
to create design questions to guide
the design process; to provide
a frame to ideate solutions from.
It is also useful to use ‘how might we’
questions to reflect on the design
process itself (for example how might
we iterate this current solution?)
PROGRAM CONTEXT
You used the How might we?
framework to develop a design
question for a persona in the context
of the holiday journey mapping activity.
TOOL #3
How might we?
What is possible?
64. How might we?
MIX AND MATCH NEEDS AND INSIGHTS TO CREATE
A DESIGN QUESTION FOR YOUR SITUATION
PROBLEM OR OPPORTUNITY
What problem or opportunity are you focusing on today?
NEEDS
What needs have you identified? What needs to be achieved?
What is the desired outcome?
INSIGHT
What have you learned about the situation?
What interesting things did you find? What conclusions can you draw?
HOW MIGHT WE
SO THAT
?
HOW MIGHT WE
SO THAT
?
HOW MIGHT WE
SO THAT
?
66. “And it ought to be remembered that there
is nothing more difficult to take in hand,
more perilous in conduct, or more uncertain
in its success, than to take the lead in the
introduction of a new order of things.
Because the innovator has for enemies all
those who have done well under the old
conditions, and lukewarm defender in those
who may do well under the new.”
Machiavelli
The Prince
A word on courage.
(intended as a message to provide thought).