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“You can’t dig a new hole by digging an old one

deeper”

Edward DeBono

Airto Moreira: When Angels Cry

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Agenda

• Greetings and an exercise• Design thinking• Empathy and a needfinding exercise• What we’ve learned about teaching• d.school tour• Q & A

Design Thinking and TeachingBill BurnettConsulting Assistant Professor Mechanical Engineering; DesignExecutive Director of the Design ProgramHasbro, Apple, & 4 start-ups

Nathalie CollinsGraduate Student: Design Programformerly at MicrosoftBS.Computer Engineering; USC

Exercise: 30 circles

•please take out a piece of paper that has thirty circles in 6 rows of 5 • turn the circles into something •you will have 3 minutes

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go!

Bobbie McFerrin: Flight of the Bumblebee

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stop!

Questions:

• did you solve the problem?• did you do as well as you wanted to?•were you ever frustrated or stuck?• did you have any “aha”moments

#2 - two circles

#3 - multiple circles

#4 - solid objects

#5 - the circle as a texture

• #1 - outside the circle

Solution Schemas

let’s do it againthree minutes

go

Vivaldi: "L'autunno" - 3. Allegro

Questions

• how did you do this time?•what was different?

30 circles

• creates the “getting stuck” feeling.• organizations get stuck the same way.

• it explores how “aha” moments feel.• organizations have “aha” moments.

• shows the power of prototyping.• it is an introduction to design thinking’s problem-based learning method.

Design Thinking

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Tim Brown’s article

• june 2008• human centered, systems level approach• case studies:

• Bank of America “Keep the Change”• 2.5m customers, 1m new accts, $500m

saved• Kaiser’s redesign of nurse shift changes

• improved patient and nursing experience• Aravind’s “eye care system - for the

masses• process: innovation - ideation -

implementation

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“Culture eats process for lunch.”

Reported by CEO Alan Mulally from an anonymous Ford Motor Company engineer

It is about Creating Culture

A Culture of Radical Collaboration

A Culture of Empathy

A Culture of Ideas

The Pulse Newsreaderby Alphonso Labs

(8 weeks to revenue)

A Culture of Prototyping

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18 minutes

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Prototyping cultures

• build to Think• build to ask questions• build to create “social

spaces”• fail early to succeed often

A Company with Creative Confidence

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10 minute break

value creation + value capture = advantage

Total Quality Management, Six Sigma, Maximizing Return on Assets, Outsourcing, Lean Manufacturing, Corporate Redesign, Market Segmentation, Licensing, Line Extensions, etc.

Why the sudden interest in Design?

Design thinking = Strategic thinking

value creation + value capture = strategy

Design is the one business discipline whose primary concern is innovation.

When design thinking becomes a core competency, companies become more nimble in the face of rapidly changing markets and new competition.

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doing the right

thing

problem finding

doing the thing

right

problem solving

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Innovation is hot

• Steve Jobs • A.G. Lafley

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Empathy

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DO

SAY

FEEL

THINK

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Needfinding: the process for getting beyond what people say and do

• like an iceberg, some needs are apparent and easy to see; other needs are deep and hidden.

• explicit needs come from above the waterline and solutions lead to incremental improvements.

• understanding implicit needs leads to unique insights and big new ideas Implicit needs come from people’s stories.

• people can’t tell you what’s important but they will often show you - observation is the key

• the more powerful design solutions create meaning and value in people’s lives

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How do you needfind?

1.Cast aside your biases, listen and observe

Let subjects tell their own story, and listen for the things that elicit emotion, cause them concern or frus tration.

"If you want to find out what people really need, you have to forget about your problems and worry about their lives."

2.Note the contradictions between what people say and what they do

Opportunities for innovation lie within the disconnect between action and words.

3.Listen to people's personal stories

Let them relate their successes and failures.

Stories encompass the implicit rules that govern and organize peoples lives and reveal what they find normal, acceptable and true. They reveal moral codes, sources of pride, shames, shoulds and should-nots.

4.Watch for "work arounds"

People make do and work around the shortcomings of products and situations.

In everyday life, we all come up with "work arounds," clumsy orclever, that we usually are totally unaware of.

You must take note.

5.Distinguish between needs and solutions.

Needs open up possibilities, solutions constrain them.

If you start with a solution then you may overlook the possibility of coming up with an entirely new and revolutionary product or service.

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Needfinding Techniques

1.Cast aside your biases, listen and observe2.Note the contradictions between what

people say and what they do3.Listen to people’s personal stories4.Watch for “work arounds”5.Distinguish between needs and solutions

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The Driving Project

• break up into teams of two• Your goal

• find out as much as possible about your partner’s driving experience

• redesign it• you will use interviewing (with empathy)

and rapid prototyping to solve this problem

WHATHOWWHY

what is this person doing while driving?get them to talk about their activities and what they mean.

how are they doing it? get them to describe things visually and physically.

why are they doing it this way? get them to tell you a story.

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The Driving Interview

• you have five (5) minutes each • the interview question is “What do you do

while driving?”• write down all of your interview observations

on Post-it notes, one observation per note• your goal is to re-design the experience

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Go

The Doo Bop Song Miles Davis

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Report Out

• tells us about your partner’s driving activities and what they mean.

• which behaviors are the most important, most prevalent, and most meaningful?

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Switch

Suite in E-flat MajorYo Yo Ma

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Prototype

• Now, using the materials at you desk - paper, tape, pipe cleaners, etc. - design and build something to enable the most important car activity of your partner.

• You have 7 minutes - build roughly and at low resolution

Moon SongDmitri Matheny

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Report Out

• Designer: Tells us how your prototype works and what it does.

• Client: How do you feel about the solution the designer has presented?

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Design thinking and teaching(what we’ve learned in 5 years of d.school classes)

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Design thinking and learning• we use a problem-based learning

approach• Facebook killed the lecture • prompt - build - critique - iterate

• radical collaboration• teaching teams - not “sage on stage”• multi-disciplinary• model creative behavior

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Design thinking and learning

• lower the status between teacher and student• coaching model• blogging, tweeting, co-authoring

• space is critical• figure out the learning behaviors you

want• create spaces that promote those

behaviors• persistence of student information (war

rooms)• self-authorship of space

Stanford University’sINNOVATION MASTER SERIES

Gaining a Competitive Advantage in an Uncertain Economy

June 15-17, 2011 at Stanford

December 14-16, 2011 at Stanford

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tour

Take-aways• DT isn’t as much about process, it’s about

culture.• a good culture can survive any process.

• It’s important as we shift from a value capture to a value creation economy.

• The elements of an Innovation Culture:• radical collaboration, empathy, love of

ideas, prototyping, creative confidence.• Empathy for unmet human needs is the

source of frame-changing innovation.

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EndDadra: Ravi Shankar