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This document discusses leadership and creative problem solving using design thinking techniques. It begins with introductions and then poses the question "What is the problem in business?". Common business problems are identified such as cultural barriers and miscommunication. Design thinking is presented as a way to simplify complex problems through reflection and establishing a common mindset. Two exercises are then described to practice ideas generation using techniques like "yes, but" and "yes, and" responses as well as silent brainstorming. Leadership principles are discussed as acknowledging ideas, getting involved, and creating common ground. The document concludes by reflecting on how design thinking can foster leadership, problem solving, and adaptability for innovation.
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Creative problem solving involves generating innovative solutions rather than standard procedures. It uses tools like problem restatement to broaden perspectives, SWOT analysis to focus on strengths and opportunities, and brainstorming to produce radical ideas without criticism. Idea generation methods include SCAMPER, brainstorming, mind mapping, role playing, and brainwriting to facilitate creative thinking. These techniques aim to reduce inhibitions and connect ideas in new ways to address challenges.
Ideation Process
The document provides guidance on ideation and idea generation. It discusses that an idea is a thought or concept that proposes a course of action to achieve a desired goal. It recommends first diverging and zooming out during brainstorming, then converging and zooming in. Some brainstorming tips include exhausting options, avoiding disruptions, and not criticizing. The process involves defining a problem statement, identifying constraints and goals, and visualizing ideas using diagrams, wireframes or mockups. The overall goal is to provide a framework for effective ideation.
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https://confengine.com/agile-india-2019/proposal/8017/take-the-team-test-and-clear-the-fog
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▫️Empathy in business and how to measure it?
▫️Design thinking tools
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awareness of what is
focus of attention
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trust in self and team.
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My experience and research has shown that design thinking empowers employees and teams, enabling them to create a more resilient, value-focused organizational culture.
Innovation-driven growth at the organizational level requires a multidisciplinary approach to designing systems that create the right conditions for self-organizing teams to explore and create while maintaining system hygiene. To achieve that growth, leaders and managers must adopt a strategy for fostering new thinking, practices, and processes that convert strategy both laterally and vertically into new value. To foster the right kind of environment, you must manage the boundaries of the teams, establishing the right cadence and rituals to ensure trust and psychological safety.
“Organizations that operate from the authoritarian, hierarchical, command and control model, where the top leaders control the work, information, decisions, and allocation of resources, produce employees that are less empowered, less creative, and less reductive.” – Journal of Strategic Studies, Creativity and Innovation: The Leadership Dynamics.
In this talk, we’ll discuss boundaries, policies, cadence for self-organizing teams, then cover the key principles and practices of design thinking and how it can be leveraged by agile teams to collaboratively test new options and create new value. Design thinking all comes down to the collaboration utilizing divergence and convergence: acquire and synthesize insights, formulate hypotheses, prototype solutions, and ruthlessly test them with real customers.
We’ll cover that with a case study of how an infrastructure engineering team transformed themselves from waterfall to agile, while learning the key practices of design thinking to reduce the lead time for delivering services and systems from 9 months to days, and in some cases, hours.
The key aspects of Design Thinking we’ll cover:
The importance of trust, boundaries, and candor for team dynamics;
Customer-Centricity. Who are they? What are their challenges? What are their ‘jobs-to-be-done’?
Empathy and Understanding to engaging with customers in their context;
Validate through experimentation that the team is solving the right problem;
Bringing the whole team together to collaboratively explore the problem space and engage in divergent and convergent exercises;
Prototype lightweight solution hypotheses to ensure that the problems are solved before scaling out and investing in delivering the product or service to customers;
When design thinking is appropriate, and when it’s a waste of time (when a user story is simple, simply do it!)
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This document provides an overview of the design thinking process, which involves understanding users' needs through research, developing insights, ideating solutions, prototyping ideas, and iterating based on feedback. The key steps discussed are understanding users through methods like interviews and observation; synthesizing insights to inform a point of view statement; generating many ideas through techniques like brainstorming; prototyping ideas to make them tangible; and iterating the solutions based on learnings from user reactions to prototypes. The overall goal is to solve design problems by gaining a deep empathy for users and tightly focusing solutions on their specific needs and insights.
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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.
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Design thinking and human-centered design focus on putting people and communities at the center of the design process to tackle complex challenges. Design thinking looks at complex issues from the perspective of users and is a way of thinking, while human-centered design provides processes and techniques to apply design thinking. It involves exploratory research to build understanding, brings together diverse perspectives, and prototypes and iterates to refine solutions. Design thinking can be applied at the system, program, and product levels.
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These slides are from a 4 hour workshop I gave on how to collaborate in science. They are taken from a Professional Development series of lectures I give at the University of California San Diego and are in turn taken from the Ten Simple Rules series which I have published in PLoS Computational Biology. Most of the rules are general and apply to all branches of science.
Empowering Employees To Drive Growth
This document discusses empowering employees to drive company growth through intrapreneurship. It provides examples of companies like Google and Intuit that allow employee freedom and time to work on their own ideas. The intrapreneurship empowerment model involves giving employees time and freedom, experimentation, design thinking, dedicated innovation teams, and open collaboration. By empowering employees in this way and bridging the insight-decision divide, companies can tap into their employees' ideas to drive innovation and growth.
Making space for Innovation: 21st Century Leadership
This document discusses leadership and innovation in the 21st century. It covers the profound changes occurring across technology, the workforce, and customers. Leaders must embrace and value innovation for it to succeed in an organization. The document promotes human-centered goals, focusing on team climate, and nurturing positive inner work life to support creativity and innovation. It provides tools and strategies for space makers and risk takers to design thinking, address problems collaboratively, and learn from failures.
5 Tips of design thinking for product professional
Product Innovation Academy take great pleasure in inviting you to the monthly webinar series. Our theme for this webinar will be about
"5 Tips of design thinking for product professional "
Use the linkedin thread http://goo.gl/uF6XlV to post your questions which can be answered by the speaker offline as well
Speaker:
Dolly Parikh is UX and Design consultant with ability to use strategic design methodologies to solve systematic challenges.Compassionate, creative, insightful, experienced, self-driven individual with proven leadership skills in group processes, colleague mentoring, team guidance, group process and executive advocacy. Experience supporting companies and organizations of various sizes to deliver product and service solutions using processes from design thinking and innovation management.
Dolly has consulted fortune 500 companies like Apple ,Yahoo , Paypal
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Σήμερα, με το πάτημα ενός κουμπιού έχουμε πρόσβαση σε όλο τον κόσμο, εξοπλισμένοι με ποικίλα εργαλεία , έχουμε την ευκαιρία, να εξερευνήσουμε νέες δυνατότητες , νέες ιδέες , νέες τελετουργίες και λύσεις . Έχουμε όμως ακόμα όνειρα; Με αφετηρία τη διαδικασία της σχεδιαστικής σκέψης ( ‘designerly’ ways of thinking), θα μελετήσουμε βήμα προς βήμα τα στάδια μετάβασης από την ιδέα στην υλοποίηση της δικής σας δράσης.
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Sit ber ajo_010918_dt
- 2. Me? Anne Johnson SAP Consultant @ KMD DK UX + DT sitCPH co-host SAPpress Author Art – Bouldering – Computers – Videogames
- 3. Today: What is the problem in business? Design Thinking process Lets try two exercises! Sum up
- 4. The problem of business? Cultural – Habitual – Resources
- 5. Involvement – Ownership - Engagement
- 6. Language barriers - Miscommunication
- 7. Solving Complexity? Add simplicity
- 8. Design Thinking – Reflection | Mentality Simplify processes - common mind-space
- 9. Boosting Leadership principles Helping creative problem solving Two small exercises to take home
- 10. Leadership? “Leadership is about mapping out where you need to go to "win" as a team or an organization; and it is dynamic, exciting, and inspiring.” https://www.mindtools.com/pages/article/newLDR_41.htm
- 11. Leadership Yes but, Yes and Yes but – power of resistance Yes and – power of acceptance https://www.mindtools.com/pages/article/newLDR_41.htm
- 12. Yes But, Yes And exercise • Trying it out : IoT • Teams of 2 and 2 • Piece of paper/Pen • Write down ONE idea ~ 1min • Tell partner about idea • Partner has to respond with Yes, but.. ~ 1min/each Your idea on IoT Yes that’s a great idea, but … [realistic response]
- 13. Each team pairs up with another (group of 4) • Take the idea and add your Yes And… • Pass your idea in the group • No talking, reflect on the idea of yes- and • Everyone adds ‘Yes, and’ and send the paper onward • Add to the original idea and send it sideways for the next to add to it • Everyone gets their original idea with 3 addons! • Imagine using this phrase in your work situation! • We have the ability to encourage! Original idea Yes, and … addition to original idea Yes, and … addition to ideas Yes, and … addition to ideas
- 14. Leadership can be easy YES – acknowledgement AND - Involving yourself Creating commonality Taking ownership + Active listening and reflection https://www.mindtools.com/pages/article/newLDR_41.htm
- 15. Creative Problem Solving The silent brainstorm https://www.mindtools.com/pages/article/newLDR_41.htm
- 16. Creative Problem Solving - The silent brainstorm •Applying imagination to the issues at hand •Creativity comes from inside •Training your mind to reflect, express, understand & listen •Collaborative creativity through changed group dynamics •“Let experts be experts…”
- 17. Silent brainstorm exercise – pitching the IoT idea • In pairs (again) • 3 minute silent brainstorm (no talking!) 3 min • Pitching area examples: • Implementation • User-friendly • Economics • Current problem (solving) • Pitching your idea to your partner! ~1½min/each How can I pitch/sell this idea? How can I connect this idea to my side-partner? How can I make this idea memorable and interesting?
- 18. Theory behind – we don’t use it enough Personal: • Structures thought- processes • Specifies problem • Reflection space Interpersonal: • Halo-effect turned around • Culture of Authority vs Play
- 19. Design Thinking is one of the toolboxes
- 20. Reflection on exercises •How Design Thinking techniques give way for •Leadership – Your sense of engagement, connection, inspiration •Creative Problem solving – Your inward and outward reflection and communication •Big problems, small solutions •Change of mentality to keep up with the future of innovation!
- 21. Thank you! Anne Johnson - twitter@artisticspasm linkedin@anne-johnson-sap