September 16, 2011
description
Transcript of September 16, 2011
September 16, 2011
CE 5180 Design for Sustainable
Development
◊ Intro◊ Changes
◊ Your Goals for the Course◊ Introduction to Design Thinking◊ Creativity and Teams
◊ Collaboration Activity
◊ Definition and Value of Insight◊ Insight Activity◊ Discovery Planning Session◊ Email to TERI
◊ Nest Week??
Today
What do you want?
◊ Regarding the competition itself
◊ Regarding specific skill development
◊ Regarding what you want to learn
◊ Regarding the overall experience
Design Thinking by Tim Brown
Cross functional approach (including external)
User focused
Consider wide range of alternatives and influences
Structured Ideation
Early, often, rapid prototyping or experimentation
Complex problems; time constrained
Characteristics of Design Thinking
Design Thinking by Tim Brown
Creativity & Collaboration
Creativity……is a mental process involving the generation of new ideas or concepts, or new associations between existing ideas or concepts.
…is simply the act of making something new.
…is the ability to make or otherwise bring into existence something new, whether a new solution to a problem, a new method or device, or a new artistic object or form.
…is the ability to think up and design new inventions, produce works of art, solve problems in new ways, or develop an idea based on an original, novel, or unconventional approach.
…is a process by which a symbolic domain in the culture is changed.
…is a process of developing and expressing novel ideas that are likely to be useful.
Creativity & the KAI Index
32 160
96
Adaptor Innovator
Realities & DistortionsPrefer structureSensitive to people and groupsConsistentWill master detailsWork within defined problemTake calculated risksDo things “better”
Prefer less structureMay upset groups (intentionally)InconsistentWill challenge everythingDefinition is part of the problemTake daring risksDo things “differently”
Timid in ideationCompliantStuck in processCautiousConformistsNarrow minded
ImpracticalAbrasiveNot accepting others ideasEgomaniacalCreate confusionNot a team player
Group Creativity
The Myth About Creation Myths
The garage, they say, "evokes the image of the lone individual who relies primarily on his or her extraordinary efforts and talent" to triumph. The reality is that successful founders are usually "organizational products." A separate study of VC-backed companies found that 91% were related to the founders' prior job experience. Audia and Rider say entrepreneurial triumphs aren't due to lonely, iconoclastic work--they're "eminently social.
What we know
Who we are
How we think
Creative Abrasion
Management Skill Required
Don’t Always Have a Choice
Risk of Interpersonal Abrasion
Collaboration Exercise1. Get into your teams 2. Discuss whether you are Adaptive or Innovative 3. Discuss and record:
◊ Your Objective◊ Your Skills◊ Your Knowledge◊ Your Network◊ Your Relevant Experiences
4. Discuss and decide roles:◊ Project Manager◊ Lead◊ Communications◊ Others like Technologist, researcher…
The act or result of apprehending the inner nature of things
Seeing intuitively
The power or act of seeing into a situation
The power of acute observation and deduction
The power of perception
Introspection
A piece of information
Insights
A little science and a little art
+
Skeptical scrutiny is the means, in both science and religion, by which deep insights can be winnowed from deep
nonsense.
Our mind is capable of passing beyond the dividing line we have drawn for it. Beyond the pairs of opposites of which the
world consists, other, new insights begin.
If one is master of one thing and understands one thing well, one has at the same time, insight into and understanding of
many things.
A moment’s insight is sometimes worth a life’s experience
Insights lead to Ideaso Structured accumulation of insights. Consider…
o Consumer/User Insights – real points of pain, unmet and unarticulated needs
o Discontinuous change – mega trends in technology, politics, culture, regulation, societal norms, global impacts…
o In-depth understanding of “the business”, competition and markets from the perspective of experts and insiders; consider emerging markets and analogs;
o Core company competency, assets and key relationships that might be leveraged when building new businesses
o Orthodoxies – firmly and widely held company or industry beliefs that influence decisions
o So…read everything, talk to everyone, go to where the action is
Insights come from…A report or article
Second hand or further removed
Hindsight
Filtered
Summarized
Often statistically significant
A marketing report, a news article, a study…
An experience
First hand or observed
Leads to foresight
Unfiltered
Raw and open to interpretation
No “n”, easy to miss and miss significance
Field trips, conversation, broadcast, ethnography
It's complex because information and knowledge are now pure and simple table stakes…
What will win in our world is using those vital table stakes quickly, but then developing insight and foresight. You can't get insight and foresight from data and from analysis. If you want to know a hell of a lot about lions, you better go to the jungle and not to the zoo. So, you've got to figure out how you can empathetically have the insight into consumer behavior and then have the creative foresight to do something about that before the competition. Jobs and his folks are very empathetic.
Questioning
Observing
Experimenting
Networking
Associating
Discovery Skills and Innovation
Value of Insight“…chance favors only the
prepared mind.”
"The seeds of great discoveries are constantly floating around us, but they only take root in minds well prepared to receive them." Joseph Henry
Louis Pasteur
The Role of Insight
Anesthesia, cellophane, cholesterol lowering drugs, cornflakes, dynamite, the ice cream
soda, Ivory soap, NutraSweet, Viagra, nylon, penicillin, photography, rayon, PVC,
smallpox vaccine, stainless steel, Teflon, Post-it note, Velcro, Frisbee
Insights Exercise1. What you know
◊ Users and their “problem”◊ “Industry” participants and stakeholders in the ecosystem◊ Technology◊ Trends◊ Analogs◊ Cultural, political, geographical◊ Other
2. What you don’t◊ Same list
3. Create master list of “What you know” and “What you don’t”
Discovery Planning Exercise1. How do we find out?
◊ TERI team◊ Log insights◊ Ask them to record list of ideas (individually) to be
used in our ideation session ◊ Mentors ◊ Other folks…network and experts◊ Field trips…local and otherwise◊ Info and data…blogs to library
2. Prioritize based on relevance and availability◊ Answer “Does anyone care?”, before answering “Can it be
done?”
3. Divide work
Discovery Output
1. Word Document◊ Answers to questions ◊ Any other relevant insights◊ Reference source
2. Input for ideation session3. Will share in brief presentations prior to ideation4. List of “must read/see” content (Posting)
Next Week??
• TERI response and interaction so far?
• Progress of and updates to Discovery Plan?
• Preliminary list of potential problems to solve that your team is considering?
• Questions for/discussion with some of us?