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Speed design studio version4.6
The document outlines the Speed Design Studio, a collaborative design process developed by Jabe Bloom and Will Evans, focused on rapid iterations to address design problems through generative ideation and prototyping. It emphasizes the importance of empirical research and utilizes a structured charrette format for brainstorming and critique to improve design concepts. It also addresses the challenges faced by knowledge workers in showcasing their skills effectively to potential employers.
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Speed design studio version4.6
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- 2. Speed Design Studiois a variant of Will Evan’s Design Studio Process and was designed collaboratively by Jabe Bloom and Will Evan’s at TLCLabs Speed Design Studio was modified from the original based on insights from Cognitive Edge methods and is focused on extremely rapid iterations in an attempt to emerge team level understandings of design problems and solution language. Due to efforts applied to tighten cycle times, Speed Design Studio can be taught in a 1-2 hr workshop.
- 3. PLEASE Make Tables EVENNumbers
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- 5. HELLLOOOO McFLY TLC LABS blog:http://jabe.co Send Anonymous Feedback http://sayat.me/jabebloom #agile2013
- 6. Let’s start withan exercise!
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- 8. You have 1minute
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- 12. Design Studio Focuseson: We have this problem, lets jump in and brainstorm a solution We have a new technology, what can we possibly use it for? Our competitors just launched X; how quickly can we also do X?• Empathy through research • Framing the problem • Generative Ideation • Prototyping & validation
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- 17. Rob: UX Strategist “Myrole revolves around working with product managers and interaction designers to make sure user research is accurately implemented into the product design.” - Rob Rob works with a music sharing startup as a UX strategist. He spends a lot of time with users— testing features, determining what their needs are, looking at how they interact with technology, etc. He then takes that insight back to the product managers to inform future product decisions. His work often takes many forms: research and testing, brainstorm facilitation, and collaborative design are his main activities. The outputs of this work are often varied, and he has a difficult time communicating his value to potential employers. Job Functions • User research and strategy • Collaborative brainstorming • Interaction design • Heuristic analysis • Trend research • Quantitative analysis Pain Points • Very few people understand what he does • Recruiters are often confused about his job function, resulting in many (most) irrelevant job pitches • Constantly feels like he needs to sell recruiters on his skills
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- 19. Problem Statement Knowledge workerscurrently have no means of easily showcasing their expertise and work. They rely on LinkedIn and their resume to show experience, but potential employers need to get them on the phone or speak in person to get the specifics. Whereas visual designers and copywriters are hired based on tangible evidence of their outputs (deliverables like portfolios), knowledge workers like strategists have an extra step to “sell” their skills. Our challenge is to solve the problem that allows knowledge workers to showcase their expertise that demonstrates how they think and contribute to team solutions.
- 20. Who are knowledgeworkers? Strategists • Digital Strategists • Account Planners • UX Strategists • Product Managers Researchers • Ethnographers • UX Researchers • Market Researchers • Usability Analysts
- 21. Design Studio Round 1Structure
- 22. Create. Pitch. Critique. TECHNICALLYTHIS IS CALLED A CHARRETTE.
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- 28. Create six toeight concept sketches individually.
- 29. Line, Square, Circle,Triangle
- 30. Focus on thebare minimum to convey your concept
- 31. All ideas mustmap to person’s goals & needs.
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- 34. Three minutes topitch how your concept solves the problem.
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- 36. Two to threeways it solves the problem and one to two opportunities for improvement.
- 37. Two minutes forcritique.
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- 41. 5 minutes tosketch
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- 47. Design Studio Round 2Structure
- 48. Create. Pitch. Critique. TECHNICALLYTHIS IS CALLED A CHARRETTE.
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- 54. Based on thewhat you learned from the critique... Create one concept sketch individually.
- 55. Line, Square, Circle,Triangle
- 56. Focus on thebare minimum to convey your concept
- 57. All ideas mustmap to person’s goals & needs.
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- 59. Fast Pitch. My [designidea] helps [persona] accomplish [target’s goal] which will resolve [problem].
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- 61. Three minutes topitch how your concept solves the problem.
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- 63. Two to threeways it solves the problem and one to two opportunities for improvement.
- 64. Two minutes forcritique.
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- 76. Whenever we proposea solution to a problem, we ought to try as hard as we can to overthrow our solution, rather than defend it. - Karl Popper
- 77. Present Pick a spokesperson 5minutes to prepare
- 78. Ritual Dissent • Thebasic approach involves a spokesperson presenting a series of ideas to a group of investors who listens to them in silence. • You’re spokesperson will only have 5 minutes to present • Team must imagine they are a group of investors hearing a pitch from a startup. • No questions can be asked of the spokesperson • Investor team must find all the things wrong with the concept, why it solves no problem, and all the other solutions in the marketplace that do things better. Ritual Dissent is a Cognitive Edge Method
- 79. Ritual Dissent • Thespokesperson turns to face the wall, so that their back is to the investor team and listens in silence while the group attacks the idea. • The spokesperson cannot respond to questions or defend the ideas. • Investor team must be as harsh as possible. • Spokesperson can only take notes on everything he/she hears. Ritual Dissent is a Cognitive Edge Method
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- 81. For all critiquedecide: • Ignore • Innovate • Remove • Best Practice
- 82. Comment Ignore Remove ActiveDecision Making Model Innovate Best Practice
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- 85. Level playing field. Ideageneration. Team buy-in. Ownership/investment. Vet design concepts
- 86. High Speed toLower Inhibitions Individual Exploration First to Avoid Premature Convergence Tight Cycles Make Process Affordable w/ Larger Groups
- 87. Use It WhenYou Get Home! 9 a.m 10:15 a.m Ritual Disent 10:30 a.m 12:30 pm Ritual Disent Break 11 a.m Active Decision Model 11:15 a.m New New 1:15 pm Active Decision Model 1 pm Lunch 2 pm 3p.m Ritual Assent New New 80/20
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