Dr. Charles Burnette created iDeSIGN, a Design Thinking course for children. He freely shares this information on his website idesignthinking.com. This is a transcription of the podcast, A Platform for Teaching Design Thinking.
It took me two podcasts, Patterns of Behavior affect Projects and Lesson Learned in Project Management to capture the thoughts of Mel Bost, author of the highly regarded blog, “MEL BOST PMO EXPERT. In the Blog, Mel addresses structure, activities, and behavior of a Program Management Office (PMO) environment. This is a transcription of both podcasts.
Problem solving, the core of lean implementationBusiness901
This is a transcription of a Business901 podcast with Tracey Richardson, president of Teaching Lean Inc.. She has over 22 years of experience in Toyota methodologies including: Lean Problem Solving, Quality Circles, Lean Manufacturing tools, Standardized Work, Job Instruction Training, Toyota Production System, Toyota Way Values, Culture Development, Visualization (Workplace Management Systems), Continuous Improvement (Kaizen), Meeting Facilitation/Teamwork, and Manufacturing Simulations.
Timothy W. Fowler (also known as The Right Brain) is CEO of BusinessLeadership.com. He details numerous process improvement efforts utilizing right-brain dominant-skills in this transcription of the Business901 podcast, Are right brain thinkers better leaders?
Ed Muzio, president and CEO of Group Harmonics was my guest on the Business901 Podcast. This is a transcription of the podcast, Creating a Great Workplace. We had a great discussion on his new book, Make Work Great: Super Charge Your Team, Reinvent the Culture, and Gain Influence One Person at a Time. He is a leader in the application of analytical models to group effectiveness and individual enjoyment. I thought it was a must listen for Kaizen Leaders and participants. Ed gives some great tips and tools that can be instantly implemented. I was very impressed on his ease of explanation and mastery of the subject.
It took me two podcasts, Patterns of Behavior affect Projects and Lesson Learned in Project Management to capture the thoughts of Mel Bost, author of the highly regarded blog, “MEL BOST PMO EXPERT. In the Blog, Mel addresses structure, activities, and behavior of a Program Management Office (PMO) environment. This is a transcription of both podcasts.
Problem solving, the core of lean implementationBusiness901
This is a transcription of a Business901 podcast with Tracey Richardson, president of Teaching Lean Inc.. She has over 22 years of experience in Toyota methodologies including: Lean Problem Solving, Quality Circles, Lean Manufacturing tools, Standardized Work, Job Instruction Training, Toyota Production System, Toyota Way Values, Culture Development, Visualization (Workplace Management Systems), Continuous Improvement (Kaizen), Meeting Facilitation/Teamwork, and Manufacturing Simulations.
Timothy W. Fowler (also known as The Right Brain) is CEO of BusinessLeadership.com. He details numerous process improvement efforts utilizing right-brain dominant-skills in this transcription of the Business901 podcast, Are right brain thinkers better leaders?
Ed Muzio, president and CEO of Group Harmonics was my guest on the Business901 Podcast. This is a transcription of the podcast, Creating a Great Workplace. We had a great discussion on his new book, Make Work Great: Super Charge Your Team, Reinvent the Culture, and Gain Influence One Person at a Time. He is a leader in the application of analytical models to group effectiveness and individual enjoyment. I thought it was a must listen for Kaizen Leaders and participants. Ed gives some great tips and tools that can be instantly implemented. I was very impressed on his ease of explanation and mastery of the subject.
McKinsey & Company – featured insights 25th June 2021 article
Four broad skill categories: 1. Cognitive, 2. Interpersonal, 3. Self-leadership and 4. Digital.
I kept a learning diary for my entrepreneurship class studies at Tallinn University of Technology. Here is my reflections about entrepreneurship. Enjoy reading!
For a Knowledge Management Round Table, Melbourne. An exploration workshop into using design thinking to support workplace change coupled with digital technologies.
The fifth class of a 15 week course in Information Architecture taught at Parsons, the New School for Design. Topics include: Putting the Why before the what and the what before the how. The relationship of goals, requirements and features. How to deal with needed research and data as a requirement.
The world of design is getting ever more complex. There are an increasing number of different specialists to involve in conceiving new products and services. With each specialism comes more potential challenges for working together. How do we continually evolve our abilities to collaborate?
Jason Mesut explores some of his own experience in different design roles, as an event organiser, as a father, as a leader and as a a manager to offer a frameowrk for collaboration based on 3 key engagement strategies, 6 key behavioral principles, and 6 key skills to practice to help you on your voyage to master the craft of collaboration.
The last essay in my Creativity & Innovation class (from my Master of Entrepreneurship and Innovation) is about what I have learnt and how my perceptions of creativity, entrepreneurship and innovation have changed.
I hope you get as much out of it as I did.
Enjoy.
Matt
There are many different
Embrace People Experience for good: Design Thinking In House. Straddle qualitative and quantitative thinking is incredibly valuable for the future of an organization. Digital Era beyond Technologizing us is Humanizing us
This presentation and hands-on workshop will describe the process of conducting user interviews at Pivotal Labs Denver.
It’s a way of understanding your users problems, needs and behaviors. It’s not the only way but represents many of the same activities and exercises used within similar companies and agencies.
I hope that you design your own workbook and visual management boards. Making this process your own is how the work is enabled. Most people take a course and download the software or the workbook and try to apply without going through the necessary steps to learn the process. I hope that you have started your experiment, your PDCA cycle in adding these thoughts to your toolbox and the way you do your work. There is a Slideshare presentation on the workbook using this slide deck.
Design Thinking & Re-imagining the role of HRVikram Bhonsle
Let`s take a look at the applications of the "Design Mindset" in tackling modern day people conundrums. How can HR use design thinking to redefine and reshape HR strategies and processes to cater to a demanding and advanced workforce. A look also at select organizations who have carried this successfully and the business benefits.
In case you require instructor notes, do send me an email to bhonslevb@gmail.com
Design Thinking & HR - Caterina Sanders (SocialHRCamp Vancouver 2016)SocialHRCamp
Design thinking is not a new concept in many areas of business, but in HR it is beginning to gain serious ground. In a recent Deloitte report, of the 7000 respondents, 79% felt that design thinking was an important or very important issue for them this year, with HR professionals believing that they are ready for the journey of moving from “process developer” to an “experience architect”. (Deloitte Human Capital Trends 2016). This hands-on session will introduce you to the main tenets of design thinking and allow you time to try a couple of exercises as applied to the context of social technologies and HR. Participants will walk away with some tangible insights that they should be able to apply to their workplaces immediately.
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
Design Thinking: A Quick Course in Creative Problem SolvingSpring Studio
Mary Wharmby, a UX Design Director at our agency, taught at UC Berkeley’s one-day educational event RGB 2015. In this presentation, she walked students through the foundations of design thinking, from understanding your users to iterating solutions. The deck, complete with speaker notes, provides a quick snapshot of the most important principles behind using design to solve problems.
Using Design Thinking for Growth is a transcription of a Business901 podcast.. It contained great thoughts on how Design Thinking may be to Business Growth the way Lean and Six Sigma has been to quality.
McKinsey & Company – featured insights 25th June 2021 article
Four broad skill categories: 1. Cognitive, 2. Interpersonal, 3. Self-leadership and 4. Digital.
I kept a learning diary for my entrepreneurship class studies at Tallinn University of Technology. Here is my reflections about entrepreneurship. Enjoy reading!
For a Knowledge Management Round Table, Melbourne. An exploration workshop into using design thinking to support workplace change coupled with digital technologies.
The fifth class of a 15 week course in Information Architecture taught at Parsons, the New School for Design. Topics include: Putting the Why before the what and the what before the how. The relationship of goals, requirements and features. How to deal with needed research and data as a requirement.
The world of design is getting ever more complex. There are an increasing number of different specialists to involve in conceiving new products and services. With each specialism comes more potential challenges for working together. How do we continually evolve our abilities to collaborate?
Jason Mesut explores some of his own experience in different design roles, as an event organiser, as a father, as a leader and as a a manager to offer a frameowrk for collaboration based on 3 key engagement strategies, 6 key behavioral principles, and 6 key skills to practice to help you on your voyage to master the craft of collaboration.
The last essay in my Creativity & Innovation class (from my Master of Entrepreneurship and Innovation) is about what I have learnt and how my perceptions of creativity, entrepreneurship and innovation have changed.
I hope you get as much out of it as I did.
Enjoy.
Matt
There are many different
Embrace People Experience for good: Design Thinking In House. Straddle qualitative and quantitative thinking is incredibly valuable for the future of an organization. Digital Era beyond Technologizing us is Humanizing us
This presentation and hands-on workshop will describe the process of conducting user interviews at Pivotal Labs Denver.
It’s a way of understanding your users problems, needs and behaviors. It’s not the only way but represents many of the same activities and exercises used within similar companies and agencies.
I hope that you design your own workbook and visual management boards. Making this process your own is how the work is enabled. Most people take a course and download the software or the workbook and try to apply without going through the necessary steps to learn the process. I hope that you have started your experiment, your PDCA cycle in adding these thoughts to your toolbox and the way you do your work. There is a Slideshare presentation on the workbook using this slide deck.
Design Thinking & Re-imagining the role of HRVikram Bhonsle
Let`s take a look at the applications of the "Design Mindset" in tackling modern day people conundrums. How can HR use design thinking to redefine and reshape HR strategies and processes to cater to a demanding and advanced workforce. A look also at select organizations who have carried this successfully and the business benefits.
In case you require instructor notes, do send me an email to bhonslevb@gmail.com
Design Thinking & HR - Caterina Sanders (SocialHRCamp Vancouver 2016)SocialHRCamp
Design thinking is not a new concept in many areas of business, but in HR it is beginning to gain serious ground. In a recent Deloitte report, of the 7000 respondents, 79% felt that design thinking was an important or very important issue for them this year, with HR professionals believing that they are ready for the journey of moving from “process developer” to an “experience architect”. (Deloitte Human Capital Trends 2016). This hands-on session will introduce you to the main tenets of design thinking and allow you time to try a couple of exercises as applied to the context of social technologies and HR. Participants will walk away with some tangible insights that they should be able to apply to their workplaces immediately.
Go and See: why go to the gemba and what to do when you are thereChet Marchwinski
The slide deck for out recent free webinar "Go and See" offers tips for what you should do when you go to the "gemba," Japanese for the "actual place" where value is created.
Design Thinking: A Quick Course in Creative Problem SolvingSpring Studio
Mary Wharmby, a UX Design Director at our agency, taught at UC Berkeley’s one-day educational event RGB 2015. In this presentation, she walked students through the foundations of design thinking, from understanding your users to iterating solutions. The deck, complete with speaker notes, provides a quick snapshot of the most important principles behind using design to solve problems.
Using Design Thinking for Growth is a transcription of a Business901 podcast.. It contained great thoughts on how Design Thinking may be to Business Growth the way Lean and Six Sigma has been to quality.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
How Design Thinking Can Enhance Your Learning Experience DesignKate Atkinson
Design Thinking can offer Instructional Designers a structured framework to understand and pursue innovative ways that can contribute to the effectiveness of a human-centric learning solution.
Original blog article here ~ https://www.ttro.com/blog/instructional-design/how_design_thinking_can_enhance_your_learning_experience_development/
Design Thinking Fundamentals - MIT ID InnovationPankaj Deshpande
Let's look at the design thinking fundamentals, that will help you gain clarity about multiple aspects, helping you facilitate more effective innovations.
For more details, visit : https://mitidinnovation.com/recreation/explaining-design-thinking-fundamentals/
Design Thinking Session by ShahjahanTapadar. Acquire a deep understanding of Design Thinking principles, process and tools. Apply the Design Thinking methodology and tools to generate breakthrough ideas and co-create and improved customer experience journey.
Jeff Swystun presented these insights and observations at the International Design Symposium in China. Now in the form of a white paper from Swystun Communications, find out how you can design so each consumer believes what you produced had them specifically in mind.
d.school Bootcamp Bootleg, as generously created and offered (under Creative Commons license) by the Stanford d.school: http://dschool.typepad.com/news/2009/12/the-bootcamp-bootleg-is-here.html
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
This presentation highlights a number of leading firms utilizing Design Thinking as a means for business development and innovation. For more information on guest lectures and workshops contact me through LinkedIn.
A Design Thinking Workshop for the MSIS CoreCarl M. Briggs Ph..docxblondellchancy
A Design Thinking Workshop for the MSIS Core
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
Welcome & Introductions
What is Design Thinking?
About the class
Exercises:
Conditioning Exercise
Show Don’t Tell
Welcome & Introductions
Introductions…
Professor Carl M. Briggs Ph.D.
26 years of experience leading, and managing projects, and teaching the principles of effective project management to undergraduates, MBA’s and executives in the United States, Europe and Asia. Academic appointments in the United States (IU) , the Europe (Berlin) and Asia (Seoul).
Married to Annette Hill Briggs and father to Mariah, Ben and Emily.
Academia
Industries
Companies
Consulting
Mfg.
Healthcare Life Sciences
Supply Chain & Strategic Sourcing
Regions
NASA
Toyota
Samsung
FedEx
WalMart
Samsung
US DOD
4
Why we’re here…
?
?
?
What kind of problems have you solved?
6
MY STORY
YOUR WORLD…
MY WORLD…
What is Design Thinking?
BAD DESIGN MAY NOT BE IMMEDIATELY OBVIOUS
BUT OVER TIME THE TRUTH BEGINS TO SHOW
UNTIL IT IS ALL THAT IS LEFT, AND ALL
THAT YOUR CUSTOMERS REMEMBER
Bad design is all around us…
9
Design is not everything, but it somehow gets into everything.
Ralph Caplan, By Design
Design Thinking is …
… human-centered, collaborative, possibility-driven, options-focused, and iterative.
… the confidence that new, better things are possible and that you can make them happen.
Ralph Caplan, born January 4, 1925 is a design consultant, writer and public speaker. After serving in the Marines in WWII, he graduated from Earlham College and then went on to Indiana University for his Masters Degree. He later taught at Wabash College before moving to NYC where he became editor of Industrial Design.
He is the author of By Design: Why There are No Locks on the Bathroom Doors in the Hotel Louis XIV and Other Object Lessons.
He is considered a founding father of modern design thinking.
10
Roots of Design Thinking…
Developed/Made famous by Tim Brown at IDEO, taught at the Stanford School of Design.
Very influential in design circles, but becoming more influential in business
DEFINITION:
“A making-based problem solving process that is rooted in human empathy, done iteratively in collaborative multi-disciplinary teams.”
The Thought Leaders…
Tim Brown (IDEO)
https://www.youtube.com/watch?v=UAinLaT42xY
When did Design Thinking Become Small?
“Instead of starting with technology, the team started with people and culture…”
Design vs. Design Thinking
Design became small when it became the tool of consumerism
“Instead of starting with technology, the team started with people and culture…”
Design Thinking is about collaborative human creativity applied using a specific mindset and process framework focused on solving a wicked problem
Collaborative
Human
Creativity
Mindset
The Design Thin ...
Customer Value Mapping: Using customer value mapping to understand what custo...Business901
Customer value mapping is a qualitative approach that looks at the perceived value of a product or service from the customer’s perspective.
The Business901 Fractional Marketing Services allow customers to focus on their core operations while the business development and marketing experts at Business901 handle customer-facing campaigns. The plans are tailored to each business, considering each company’s existing capabilities, budget, and industry.
Business901 offers a unique combination of traditional and progressive methods to maximize customer growth. Social media campaigns, in-person and online events, and partnerships with industry organizations are all available, depending on the company’s needs. Additionally, Business901 utilizes AI-based tools to accelerate the sales and marketing process. This modern approach ensures that customers get the most out of their time and budget.
“At the end of the day, Business901 is focused on providing clients with the best experience possible,” said Dager. “We strive to give our clients access to the expertise and resources they need to succeed in their respective industries.”We act as teachers, consultants, strategists, or implementers. The program is designed around your desired deliverables with specific milestones and time frames to meet your outcomes.
Are you looking at growth through the right lenses? Or are you still operating in the Doom Loop? Is your disciplined actions focused on experimentation?
Jim Collins has been talking about the Flywheel Effect for many years and most of us (should) know the intricacies behind the concept. Reviewing the recent book Experimentation Works, author Stefan Thomke reinforces this effect through Booking's Growth Flywheel and his own 7 System Levers.
Expanding on just 3 of the 7 levers:
1. Scale: Number of experiments per week, months, or year
2. Scope: Extent to which an organization’s employees are involved in experiments
3. Speed: Time from formulating a hypothesis to completing an experiment
In the past, I have written about using the Lean trio of SDCA, PDCA, EDCA with an umbrella of CAP-Do or in Non-Lean terms; Standard Work, Continuous Improvement, Design Thinking (Exploration), and Reflection.
In the book, Cracked it!: How to solve big problems and sell solutions like top strategy consultants, the authors lay out their 4s Framework in much the same manner with a flowchart to guide you through the use of it. Their dive into each discipline is excellent. Enjoy the read.
The part of the framework that they took the time with that most problem-solving books don’t is the Sell Stage. Of course, I am partial to that area but even though I am, when doing it for myself, I often just think people get it. Everyone wants to grow revenue or save time and money?
I also like that though it is convenient to put documentation at the end and part of this stage, I took a little deeper meaning from it. The part of sustaining, and even improving again often rests on the idea of how we deliver/sell the results.
Branops - Making Your Story Your StrategyBusiness901
In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it.
Roles of Intuition & Rationality in Strategic DecisionsBusiness901
Author Julia Sloan in the book, Learning to Think Strategically, emphasizes the need for both a Creative and Rational balance in the approach.
Sloan says, "Without a well-honed intuitive sense, problem analysis can remain clinical, sanitized, and ineffectual, in that problems are exposed only superficially and analyzed without much, if any, examination of the “truthfulness” of their cause. Rationality then plays the critical role of identifying relevant information and analyzing facts." I find her approach the rest of the book equally enlightening.
This process reminds me of the Divergent/Convergent Design Think approach and equally similar to Disney’s Creative Strategy: Dreamer, Realist, and Critic approach.
I have both an electronic and audion version of the book. It is a good listen. Amazon: Learning to Think Strategically 4th Edition https://amzn.to/2Z1vyKB
Onboarding Freelancers LinkedIn Group Deck Business901
Would you contribute to empowering Freelancers in your work environment?
Please consider joining this LinkedIn Group:
https://lnkd.in/eRuGzsm
As the use of Freelancers proliferate across organizational departments new ways of thinking are required. We have created instances of success in employee onboarding but often we have similar expectations of Freelancers in very condensed cycles.
This group is intended first and foremost to create awareness of these issues and elaborate on ideas for enhancing the flow of work between the stakeholders.
Lean Scale Up: Lean as a Growth StrategyBusiness901
The Lean Scale-Up ebook has been a handout and lead generator on my website for several years. It was created with the understanding that if you can build a culture of PDCA, a culture of learning, growth becomes part of everyone’s job.
It is this aspect I have always believe that separates good companies from great companies.
Social Media Analytics For International MarketersBusiness901
This Prime Target Webinar will provide insights on how social media analytics can be used for International Market Research.
Topics Covered:
1. Five Advantages to using social media analytics for international marketing
2. Social media – source for market research unexploited by companies
3. Learn to understand and track our markets and competitors in our target countries
4. Discover reliable tools adapted for small companies
More Info & Registration:
https://www.bigmarker.com/prime-target/SOCIAL-MEDIA-ANALYTICS-FOR-INTERNATIONAL-MARKETERS
In creating an International Strategy, "Where to play" is a critical component, maybe the most. And the scariest part is that it can change rather quickly. What is your risk? Are you prepared?
This is an excerpt from a recent Prime Target and Euromonitor International webinar about risk hosted by Tatiana Miron: https://lnkd.in/eXr_8dU
PrimeTarget.tech helps SMEs and startups accelerate growth and improve performance globally through the power of data and analytics. The management team is versatile and abreast in growth hacking for companies with global ambitions. Their purpose is to open access to small and medium enterprises to a fundamentally new approach in decision making with regards to global strategies, one designed to match today's fast pace of change and new technologies.
Get On Track with a Strength-Based Sales and Marketing ApproachBusiness901
If the video does not play in the 2nd slide, this is the YouTube Link: https://youtu.be/fmWWut0rjBY
The video incorporates the disciplines I use within a Strength-Based Sales and Marketing effort. Taken from great leaders of Appreciative Inquiry, it may look complicated but all of these are founded on the basic principles of AI.
Appreciative Inquiry is a shift from looking at problems and deficiencies and instead focusing on strengths and successes. It is a tool for change, and it will strengthen relationships throughout your business. Most people struggle to obtain this mindset without training. We have just been conditioned otherwise. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you analyze your wins instead of your losses it makes you 10X more likely to understand the events that trigger decision-makers to become motivated about buying your product or service.
More info at https://business901.com/
Faces of Change 2 - Social Emotional Learning ProgramBusiness901
The Faces of Change 2 Introductory Program provides a foundation for teachers, parents, social workers and mentors to understand how and what that relationship should look like for students presently and in the future. By using the Faces of Change Timeline as a central focus we will introduce the central theme of the Faces of Change 2 program. Participants are provided with the groundwork on how to use Faces of Change activities in the classroom while counseling, advising, or serving as an advocate for the student.
A recent presentation for a small group of manufacturers on Lean Sales and Marketing. We concentrated primarily on creating a marketing space utilizing Lean and Blue Ocean principles.
Are You Interested in Esports Advertising? Are you unsure of how to get started?
Take a look at the following Ad Deck and see if you would like to test the waters.
More information: Business901, https://business901.com
KM Cyber Security, https://www.kmcybersecurity.com/
Keatron Evans is the Managing Partner at KM Cyber Security, LLC
and responsible for global information security consulting business which includes penetration testing, incident response management/consulting, digital forensics, and training.
Intel E5/Gold processors, SSD drives in RAID 10, 10Gbps network interfaces, enterprise-grade RAM, peering with multiple Tier-1 networks for excellent latency, and more. - At pricing that is hard to believe.
Understand the Purpose Behind the QuestionBusiness901
The ability to ask good questions is essential in today’s world. However, as Stephen Covey categorized in one of his 7 Habits; “Seek first to Understand, then to be understood.” Or another way Dale Carnegie phrased this, “To be interesting, be interested.” To accomplish this, I think one of the areas that most of could work on is to develop our ability to quickly recognize the purpose of the question. When we do this, it is much easier to align perspectives and therefore engage in collaborative efforts.
Adapted from the work of Stafford (2009) and from the book, Collaborating for Inquiry-Based Learning: School Librarians and Teachers Partner for Student Achievement by Virginia L. Wallace and Whitney N. Husid, the Purposes for Question diagram is an ideal training aid for me in sales and marketing.
Turning Reflection into Action using the Lean Process of CAP-Do Business901
The Lean Process of CAP-Do is how I initiate most projects. It creates a path towards capturing standard work, deciding what we what improve on, what we want to explore and not to be forgotten what we want to stop doing. This outline provides an introduction to using Lean for marketing and introduces the upcoming workshop on Marketing Action Research.
How to Create Map Views in the Odoo 17 ERPCeline George
The map views are useful for providing a geographical representation of data. They allow users to visualize and analyze the data in a more intuitive manner.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
This is a presentation by Dada Robert in a Your Skill Boost masterclass organised by the Excellence Foundation for South Sudan (EFSS) on Saturday, the 25th and Sunday, the 26th of May 2024.
He discussed the concept of quality improvement, emphasizing its applicability to various aspects of life, including personal, project, and program improvements. He defined quality as doing the right thing at the right time in the right way to achieve the best possible results and discussed the concept of the "gap" between what we know and what we do, and how this gap represents the areas we need to improve. He explained the scientific approach to quality improvement, which involves systematic performance analysis, testing and learning, and implementing change ideas. He also highlighted the importance of client focus and a team approach to quality improvement.
Unit 8 - Information and Communication Technology (Paper I).pdfThiyagu K
This slides describes the basic concepts of ICT, basics of Email, Emerging Technology and Digital Initiatives in Education. This presentations aligns with the UGC Paper I syllabus.
We all have good and bad thoughts from time to time and situation to situation. We are bombarded daily with spiraling thoughts(both negative and positive) creating all-consuming feel , making us difficult to manage with associated suffering. Good thoughts are like our Mob Signal (Positive thought) amidst noise(negative thought) in the atmosphere. Negative thoughts like noise outweigh positive thoughts. These thoughts often create unwanted confusion, trouble, stress and frustration in our mind as well as chaos in our physical world. Negative thoughts are also known as “distorted thinking”.
The Art Pastor's Guide to Sabbath | Steve ThomasonSteve Thomason
What is the purpose of the Sabbath Law in the Torah. It is interesting to compare how the context of the law shifts from Exodus to Deuteronomy. Who gets to rest, and why?
Welcome to TechSoup New Member Orientation and Q&A (May 2024).pdfTechSoup
In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How libraries can support authors with open access requirements for UKRI fund...
Teaching Design Thinking
1. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Teaching Design Thinking
Guest was Dr. Charles Burnette
Related Podcast:
A Platform for Teaching Design Thinking
A Platform for Teaching Design Thinking
Copyright Business901
2. Business901 Podcast Transcription
Implementing Lean Marketing Systems
Charles Burnette received his BA, MA and PhD degrees from the
University of Pennsylvania where he was also a Research
Associate doing research on the uses of
information during design. A licensed, award
winning architect, he became Director of the
Philadelphia AIA, founding Director of the
Center for Planning Design and Construction
in Philadelphia, and Dean of the School of
Architecture, University of Texas at Austin.
He returned to teaching to become the
Director of the Industrial Design Department
at the University of the Arts, both while co-
directing the Design Based Education K-12 Program. The
graduate program was conceived and implemented to explore the
design thinking model and to demonstrate its potential in a
computer support system for interdisciplinary design.
Dr. Burnette has been a frequent speaker in European design
schools and at the European Union’s Cumulus Program on Design
Education, and is widely published on topics such as design
management, design systems, ecological design and design
education. He is now writing a book about the design model, its
foundations in cognitive science and its application.
The seven principles of Dr. Charles Burnette’s IDeSiGN:
1. I is for intending 5. i is for Innovating
2. D is for Defining 6. G is for Goal getting
3. e is for Exploring 7. N is for kNowing
4. S is for Suggesting
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Transcription of Podcast
Joe Dager: Welcome, everyone. This is Joe Dager, the host of
the Business 901 podcast.
With me today is Charles Burnett. Charles is a licensed,
award-winning architect, design researcher, frequent speaker and
teacher of Design Thinking. A storied career in design and I'm
honored to have him on the program.
Charles, could you update with me, with what you are doing
presently?
Charles Burnett: I'm primarily writing, at the moment, about
Design Thinking. I talk a bit, but not that much, now. Barcelona
was the last time in November that I was really overseas with it.
I'm really doing what I should have done a little earlier, which is
get it all in writing in a way that's digestible to people.
Joe: Is there a book in the making?
Charles: Yes, but it's been in the making for a number of years.
Don't count on publication tomorrow.
Joe: What intrigued me about your background is your teaching
in Design Thinking and especially with younger people. You
developed a design-based education K through 12 model. What
prompted that at the beginning?
Charles: Basically, that's where we have to start. We have to
start with kids and teach them the value of Design Thinking and
the critical thinking that comes with it. Design is just a lot of fun.
Kids really need that in their daily educational experience, too.
They need to have a goal-directed kind of efforts, their own
goals, mostly, fulfilled in ways that they have actually brought
about. They really need to learn by doing, and it's a nice way to
get Design Thinking out there.
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Joe: Is the program still being utilized?
Charles: Here and there, and every now and then there's an
interest to start it going again, for example, in India and
Colombia and places like that. Korea. I'm no longer at the
university, which is where most of my work, in this area, was
done in the K through 12.
I got very interested in what the design council in England was
doing to bring design into the national curriculum, which it
succeeded in doing. We set about to bring design into the
classroom around the university and move from there on to
teaching teachers and statewide programs and things like that.
It was very important to me, to simply influence a younger
generation to take over and go with it. Take advantage of what
powers it offers.
Joe: Design Thinking seems to be the rage now with IDEO and
Service Design Thinking. You seem to have done a large part of
your work beforehand. How do you think Design Thinking has
evolved and why the popularity, now?
Charles: I think people realize that just doing things the same-
old way isn't necessarily the right way to go. The problems are
different. They have to improve the circumstances they confront.
Problems are more complex.
There are a whole lot of reasons, more or less; design has to
come into play now. It's not just the pretty little detail on a
product or even the product itself anymore. It's the bigger issues.
Service Design is a common one in a very strong way. A lot of
other recognitions are coming out.
Business schools are realizing that they have to have a way to
improve circumstances. Design is that way. It's a broader, more
general thing than most people think of.
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Joe: I find your iDesign model intriguing, and you related it to
purposeful thinking so much. So many people think design, is the
artsy type stuff, is all about the free spirit; it's not purposeful
thinking, but you look at it that way.
Charles: To me, Design Thinking really extends purposeful
thinking in a way that makes it more innovative and more aimed
at higher values; improving the world, improving any problem
that you address. Coming up with a new scientific answer, or
even a new song, is a creative act, and it involves Design
Thinking, whether people understand it that way or not. You can
design anything. You can design a house. You can design a
product, and you can design an experience.
You still use the same mental skills, and attitudes, and ways of
working to do that. They're specialized by discipline or goal, by
and large, but they're still there. The same mental capacities are
involved.
Joe: What have you found the best way to introduce teaching
Design Thinking to someone?
Charles: Getting them engaged in the process of designing,
getting them engaged in a collaborative design process. What I
mean by that is, working with other people to design something
using a formal, structured method, the one that I call the
"iDesign" model.
The reason it's formal in structure is that it gives people
something to hang on to and to talk through. It's sort of a
language. It's a way of saying, "Oh; I'm talking about this now,"
and you're only talking about one aspect of the problem. It's an
aid to communication; it's an aid to thinking. It's also necessary.
You have to do all the things in the model to really do anything
purposeful.
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Crossing a street is one example I like to use because it's so
simple. You never think of it as involving design, purposeful
thinking, or Design Thinking, but it truly does. To give you an
idea, or a quick summary, you have the need and desire to cross
the street. You have to get the information about the conditions
on the street and your relationship to them. Then you have to
decide what critical relationships are. How fast are cars moving?
When's the light going to change?
All of that and then you have to come up with some plan, a
proposal of what you're going to do. You have to do it, and then
you see as you do it, whether you've done it well or you need to
make a course correction in the process. Then you'd evaluate it
and say, "Well, I'll never do it that way again, or I'll wait for the
light instead of running across."
All of those things are different ways of thinking about the same
thing, just crossing the street.
Joe: Did you develop the "iDesign" methodology?
Charles: Yes. It's actually based on my PhD dissertation. It was
basically a computer approach to architectural communications,
but in order to explain the approach I came up with a problem
solving method. A way of getting people involved in the process
because it was just evident, to me, that they wouldn't understand
what I was talking about unless they experienced how it worked.
That led to the teaching of models and using it at college levels
and experimentally, even with companies.
I've used the model in many countries, in different schools and
things like that. It's been a very interesting way to go from a
study of architectural communication, in effect, to actually
problem solving.
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Joe: Do you feel that there's a difference in the "iDesign" model
versus let's say PDCA or the typical scientific methodology in
problem solving?
Charles: It's interesting because the scientific model is another
form of the Design Thinking model. You can't really disclose or
write a scientific report, without using every distinction in the
model.
You have to explain what your goals were. You have to say what
the facts of the case are. You have to come up with the
relationships you're going to consider. Y have to describe the
experimental situation and the actual way you conduct the
experiment and your findings and what their significances are.
All of those distinctions are just the same ones you use in Design
Thinking. Science and design are not that far apart. Business and
design aren't that far apart, either.
Joe: How would you approach adults differently? Do you use the
same basic methodology as you do with the K through 12 model?
Charles: Sure. There's one way in which I've used it to teach
teachers. What I mean are university professors in ways to
collaborate and use the Design Thinking model. One of the ways
that I do it sometimes is with table cards. Where there are seven
people that sit around a table and each one takes the role of a
certain way of thinking, and they're responsible for it. They have
to come up with things that relate and solve the problems that
they all mutually decide to address.
Each one actually plays out the role that their cards represent.
Other people see what their role is and they contribute to it.
Before long, they're talking and helping one another. They're all
using the system to design.
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If you take a team in business, and you put together seven
disciplines, all of them really distinct from one another with
responsibilities for their own discipline and they start trying to
solve a problem together. You're going to do better than just one
person from one discipline. That's part of the whole idea.
Joe: Kind of the Edward De Bono type of six thinking hats there.
Charles: De Bono's done a lot of things that are quite related to
this, the hats, for example. Every person wears the hat
representing a different mode of thought.
I think what the iDesign method and the way of working with the
role--oriented problem-solving approach does, is it brings it all
together in a very, usually understood way. Even kids can
understand the ideas behind it and use it.
In Korea, we developed a whole website to support early-
childhood learning, perhaps a little too early, from my point of
view. The idea there is they have a lot of time with the kids after
school, and the parents want them to learn all the time, all day
long. So, there's a real demand for that over there, where there
isn't in the US, possible to develop a computer-based thing in
which interactive role playing was part of it, and showing how
each role contributed to the solution of a problem.
Joe: This can be done and learned virtually?
Joe: Oh, yes. I don't know exactly what's happened in the
Korean model anymore because my former student, who
launched me into it, left the company. They pulled down the
animation from level to such a point that I'm not sure they really
implemented it, as well as she had done when we started it off.
I'm not sure exactly where they are now, is what I'm trying to
say, but it's a very big program.
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Joe: I always think of engineers. Should they receive more
training in this type of design, or something similar to this model?
Charles: I think everyone comes close to it. How can I say that
without sounding totally arrogant? What I mean to say is,
Engineering Design is Design Thinking. They have their own way
of doing it, but if you really get down at what they're doing, you'll
find that in all of it, these things are there. They're just not drawn
out as clearly, I think, as the model does.
Joe: The reason I ask that question is because much of today is,
it's gotten so cheap to prototype, so inexpensive to iterate and to
solve problems by bringing the customer in with the different
tools and methods that we have nowadays. Sometimes, less
expensive to go out there and say, "Let's try it," or "Let's show it
to a customer," versus completing a complete model and making
something very formal. That is at the essence of most Design
Thinking is prototyping and involving the customer.
Charles: Absolutely. That's part of the model as well. In other
words, just whole idea, though, is that you don't even get a
rough model unless you have some idea of what you're trying to
make it represent. All the thought processes go into even the
crudest thing, and if you prototype faster, terrific. That's really
good because it communicates well, three dimensionally, and
often scales.
In fact, I used to teach industrial design, and ran a department
and a graduate program in Industrial Design. Part of the
processes was that we taught were very much the kinds of things
that you're talking about. We even created new ways of blending
different elements of the design quicker, so that we could see
where we were going and what we could integrate, and all those
things.
The issues in design are not...You don't really make the final
thing anymore, the first shot. Everybody knows that. The
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modeling methods can go from anything, paper. Frank Gehry's an
excellent example of an architect who uses every single way of
representing his ideas that he can come up with, the most
sophisticated computer representations, usually at the end of
things rather than at the beginning.
Joe: I was a young engineer, probably 26, 28, out in the field
working on a product, and I did not appreciate what some guy
told me at the time. He had years of wisdom, an older guy. He
says, "Engineering really never starts until you turn the key." It
took me years to understand that. It was part of my maturity
lesson, but it's something that I always remember. I think that is
so true, is that until it gets in the customer's hands, until you see
actually how it's used...
Charles: Absolutely. Also, going back to the education thing a
bit, kids need the opportunity to fail without it being something
that hurts them. Design, because it entertains failure so often,
really is a good way to go. If you're trying to do something that
hasn't been done that way before, you always have a chance of
not doing it well enough. That's the chord here. That's your point,
I think.
Joe: Yes, and I think the other part is that now that we've been
moving from a goods--dominant type logic thinking, a product-
-centric thing; into a service economy, design has also moved
from the rear of the process to the front of the process; it seems
to me. I think more people need to be trained in design. That's
what intrigued me, because there should be simple methods that
you can introduce to people.
Charles: I think that once they see the issues involved, people
learn really quickly. If you can get them to collaborate while they
learn, extend it into their institutions or companies, then that's
even better.
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We used to bring teachers for a summer institute to teach them
for a couple of weeks the processes of designing that related to
their lesson plans and everything else. The next year, we'd get
them to bring five of their colleagues back for the same thing,
and help them get grants and things to keep on going.
But trying to institutionalize the whole process, it's very hard
work. It is very discouraging. Because it's hard to just get it into
the minds of people that control the curriculums in schools. Same
thing in companies, people who are used to being successful in
one way continue to be that way without realizing that they could
improve what they do.
Joe: I'm a sales and marketing guy. I look at Design Thinking,
and the tools as great tools for sales and marketing people to
learn, because you stop looking at yourself internally a to the
external, the customer so much better. In your background, your
experience, have you seen where this makes good evidence for
sales and marketing to learn Design Thinking?
Charles: My opinion is it ought to permeate the company, all the
way from the main office right down to the janitor or whatever.
Toyota taught us that everybody on the assembly line could
contribute new ideas, and I think that's really true. It's not just
sales. It's everybody that ought to learn about Design Thinking,
but sales definitely.
If you look at sales and marketing, they're right at the hub of
Design Thinking, how you communicate what it's all about, what
your product or your service or whatever you're trying to market
or sell is.
We have a little character in the animations in Korea called Mary
Media. She was basically the person who explained everything to
everybody. If that's not sales and marketing, I don't know what
is.
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For sure, the central part of design is coming up with the
representation of what you want to do for the thing itself. Today
communicates very well to their intended audience, the customer,
whatever.
So, it's key for sales. It's key for production. It's key for
accounting. It's the key for resource specification. Everything that
one does to create a product or service could benefit from Design
Thinking.
Joe: Could you briefly go over the iDesign model and what it
stands for?
Charles: The iDesign model, you can explain it in as complicated
a way as needed, or as simple a way as needed. The first part of
the model is intentional thinking. What it is, what’s your goal?
What are you concerned about? What do you want to do?
The next part of the model involves referential thinking. What
kind of resources? How do you describe them? How do you define
them? How do you find them? You really are looking for the
things that might help you reach your goal. If your goal is to
make something that won't show stains, then it depends on what
the problem is, but it runs all over the place. Stainless steel is a
resource for some things, and so forth.
The third part of the model is analogical thinking. It's associate
thinking. It's centered all the things that brings ideas out as
networks and is expressed in networks or linkages between one
thing and another, and that's called relational thinking in the
model.
There are seven parts, and I'll tell you why in a minute but the
fourth one is formative thinking which is how you express your
thoughts and how you express your proposals and the
conclusions that you think you'll reach, how you project the word
to the audience, how you use the media that are available to you.
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I mean, language is one medium but so it television and what
have you. You have to represent your ideas for the medium and
the audience, of the user that you're addressing.
Then there is procedural thinking, a kind of time sequence. What
do I do next? How can I be a better craftsman? How can I reach
the state of flow where I'm doing everything at the best of my
ability and being challenged all the time?
After that there is evaluative thinking, where you're constantly
judging what you've done with respect to your intentions and the
situation that you're in. Evaluating what you achieved and going
with it that way.
Then the final one, the seventh one is reflective thinking where
you commit your prior thoughts to memory, you edit them, or
you assimilate them into what you already know. When you come
around again to a new situation which always occurs in the
formative thought, your perceptions then you use reflective
thinking to call on what you know to interpret what you're
experiencing.
So, that starts the whole process and usually if you want to keep
on going with that train of thought once you have interpreted
your situation from reflective thought, and nothing is wrong. You
understand it because you're there and then there's no real
stimulus for intentional thinking because you already have the
knowledge that you need.
But if you went into a slight need or desire of any type, then
that'll kick intentional thinking and the process starts going again.
I don't know if I gave you a model of the kinds of thinking but
also a bit of a clue about how they work together or get started
and kick one another off.
Joe: Oh, I think you do, and you mentioned in there, why are
there seven?
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Charles: Well, it is short-term memory, or you have seven plus
or minus two, the magical number seven plus or minus two.
One of the things I did early on was to get every sort of
categorization that I could find of things that attempted to be
comprehensive. All of those invariably you could map them into
seven plus or minus two distinctions. Nobody wants to pay any
attention to more than that.
Joe: What would you like someone to take away from this
conversation as far as from Design Thinking? If you could leave a
message with someone, what would you like it to be?
Charles: Well, try it out. Go to Idesignthinking.com and pretend
you are who you are and just use the information, whether you
are a teacher, a student, or anything, and you'll find that it's
useful. Or if you can get seven friends to sit down and role play
then do that.
I have a set of table cards that I often send to people, which are
great because on one side they say what you're supposed to do
and what you're responsible for. On the other side, they say the
same thing, but they are pointed towards the other people in the
group. The group can teach themselves to use this model just by
themselves.
Say going into a company that decided they started a little side
exercise in Design Thinking but just do this with seven people
who wanted to do it and have a little group and then a larger
group.
I have done it with 50 people at a time so anybody can use it just
to think with or to write with, to structure their writing or to
collaborate with others or to compute with. It is very computer-
oriented. It started with computers to begin with.
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Joe: If someone wanted to learn about iDesign, is the website
the best place to learn about it?
Charles: Unfortunately, now it is. I have a bunch of papers that
I have been putting on academia.edu deal with different aspects
on it that I'm trying to address in this book. There are papers on
emotions, on philosophy, on things that have to be in any theory
of Design Thinking and a short version of design theory itself,
which was prepared after I went down to do a talk or to a
workshop in Australia.
I think there are issues when you come to a conference on
Design Thinking you think you understand Design Thinking, and
your mind isn't open to any kind of systematic approach to it. It's
more open to what you think about it.
It takes a bit of doing to get people to open their mind to the
possibility that the little seven-part theory could help them get
into the swing of things with Design Thinking.
Joe: I have to ask you one other question that came to my
mind. I look at engineers, and I look at the other disciplines of
what I would call design, and it seems that architecture always
are the people that really dig into design and talk about Design
Thinking. The others talk about engineering or the other kind of
stricter disciplines. Why do you think that's so? Why do you think
architecture has always been out there with the Design Thinking
concepts?
Charles: I think it's because architects get the broadest
education conceivable in any discipline because they tend to have
to deal with all the problems in construction, and they have to
deal with all the problems with landscaping. It's a broader culture
that they have to have. They have to understand art. It's a broad
discipline that touches a lot of the bases, one of the best
educations in the world; I think.
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I'm a former dean of the School of Architecture, so I hope you
don't mind if I say that.
Joe: No, not at all. I also think that architecture has a tendency
to be more of a people discipline versus engineering. Would you
agree with that?
Charles: Yes, I really would. Engineering tends to have a
mindset in the procedural thinking way of Design Thinking. In
other words, they are interested in function, process, production,
and things that are important. Don't get me wrong.
Engineering design can be fabulous. They can come up with
things as creatively as anyone else. I mean, just look at the
Segway Scooter, for example. That's almost a purely engineering
achievement and there are many others too like that. I think they
can be as creative as they want to be from their disciplinary point
of view.
I do agree with you that they tend to be more focused on the
product and getting it out than on the people who use it, and
that's where architecture can't be. I mean, they sometimes are.
They sometimes get wrapped up in their own pursuit of style, and
they really have to consider the occupancy of the building that
they are so busy creating.
But as well as they should I think they consider it, but it's one of
so many things that they have to consider.
Joe: I enjoy you using the example; I don't know if it was on
purpose or not, but using the Segway example because from an
engineering perspective, it was a marvel, from a design
perspective it never addressed the uses of it well enough to be
able to be a popular product. I'd say it could've used more of a
design approach in it.
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Charles: Well, I wouldn't go as far as to give it that bad of a rap
because it was up against cultural obstacles too. For example,
where do you use a Segway? Is it on the street, a sidewalk, or
both? If you were limited to that speed, 12 miles per hour or
something like that. Isn't that too fast for the sidewalk and too
slow for the streets?
There were a lot of conflicts because there was no infrastructure
to support the Segway. So when you get it doing things like
police patrols or guided tours or scooting around a factory to find
things then it's in its element. I mean, again no it wasn't an
innovation where the infrastructure issues are well respected. It
was an invention where you have to have a whole new
infrastructure.
I think it was an engineering marvel, and Raymond Loewy had a
saying that the "most advanced yet acceptable." Well, yet the
acceptable part wasn't quite up.
Joe: Well, I'd like to thank you very much Charles. I appreciate
it. Again, the website on this is idesignthinking.com. This podcast
will be available on the Business 901 blog site and also the
Business 901 iTunes store. Thanks again, Charles.
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Joseph T. Dager
Lean Marketing Systems
Ph: 260-438-0411 Fax: 260-818-2022
Email: jtdager@business901.com
Web/Blog: http://www.business901.com
Twitter: @business901
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Joe Dager is President of Business901, a progressive company providing
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Business901 provides and implements marketing, project and performance
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An example of how we may work: Business901 could start with a
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