Management 3760 Exam 1

Transition to alignment phase

•When design thinkers emerge with clarity around deep needs of users they gain confidence that they can create value for users •Time to move on toward team alignment around the critical criteria that any solution should include so idea generation can begin based around these criteria

The 15 steps of design thinking (2013)

-9 of the 15 steps (See Table of Contents for Field Book) appear to correspond closely either to one of the ten tools from their 2009 book or one of the four project management transition reports they described in that book (thus 5 of the 14 tools or reports are not emphasized much in these steps including visualization, journey mapping, value chain analysis, customer co-creation, and learning launch). -Here are the steps from the Field Book that appear to have the least overlap with prior tools or reports and hence were considered to have been previously underemphasized: -Step 1: Opportunity identification (taken as a given in earlier book- not well developed- 6 questions to ask are suggested to guide you toward ideas) -Step 2: Scoping Project (prelude to the design brief report as project scope is a key element on that report) -Step 4: Make Your Plans (seems to focus not just on project planning with designing thinking process tools and reports but also planning for people and planning for research)- these are listed after the design brief (step 3 in sequence) but could actually be helpful before step 3 because a design brief includes a research plan, a project plan, and focuses on people planning in terms of target users. Perhaps it's listed as step 4 as it is expected that you will expand upon all three areas after the short description is initially done for design brief. -Step 5: Do Your Research (much broader view than journey mapping tool alone) -Step 13: Get Feedback from Stakeholders (immediately follows prototyping) -Step 15: Design the On-Ramp (anticipates later market pilot testing)

Moving from action to reflection

-Aha moments seem like black boxes- resistant to organizing rules -Gathering data in the Immersion Phase was active -Interpreting data in Sensemaking Phase requires pausing action to spend time in reflection •Phase Obstacles: drowning in data, floundering in search for insights •Phase Activities: 1. Tame data messiness 2. Structure the data in new ways 3. Change in the mindset of the design thinker

Transition to emergence

-Alignment: translating what is (current reality) into a set of design criteria that specify the qualities of a new future and create shared sense of the problem or opportunity -Emergence: envisioning as a team a range of new futures. These are more powerful than any team member could have imagined on their own

3. Increased likelihood of successful implementation

-Building emotional commitment to alignment with others creates more productivity and creativity. -Involvement in idea generation helps build a sense of ownership. -Inviting implementers into testing creates ownership and enthusiasm for change. -Don't allow emotion to trump objectivity. -Teaching good experimentation shows how emotion and empathy can coexist with objectivity.

Differing Assumptions

-Business (Mars) ´Rationality, objectivity, orderliness, controlled ´Cold, clear economic logic ´Reality is precise and quantifiable, truth and one right answer -Design (Venus) ´Messy, ambiguous and uncertain human experience ´True objectivity is illusion ´Reality is socially constructed by people ´Decisions are made more on basis of emotion and desire than logic ´Truth is individualized and specific; answers are not right but better or worse

DT approach to dealing with biases by type

-Category 1 Biases: collect deeper data and seek greater diversity of perspective -Category 2 Biases: ask open-ended questions, focus on observable behaviors rather than intentions, and use immersive tools to make new ideas more tangible -Category 3 Biases: treat everything as hypothesis for testing, seek disconfirming data, test multiple solutions simultaneously, and use collaboration with users to build higher level solutions

3. Effective implementation (implementers that are aligned and committed)

-Challenge: 1) Emotion trumps reason in testing -Solution: 1) Build emotional engagement into a process to make sure implementers are aligned and committed

1. Better value creation choices

-Challenges: 1) Action-oriented people rush to answers. Needmore focus on asking better questions 2a) People we design for don't know what they want 2b) Team conflict arises when adding more diversity -Solutions: 1) Better define problem through more time spent understanding the problem 2) Develop better (more useful) ideas through: a. Deeper understanding of user needs b. Including more diverse perspectives

2. Risk and cost reduction (accept risk & actively manage it)

-Challenges: 1a) Multiple ideas seems inefficient 1b) Hard to separate our egos from our ideas (call your own baby ugly) 2a) Our cognitive biases make us bad experimenters 2b) Failures seem to reflect incompetence, not learning -Solutions: 1a) Be willing to create multiple ideas (options portfolio) 1b) Be willing to kill many ideas2) Conduct fast and cheap experiments

Hidden Value of DT (Like Iceberg Below the Surface)

-Changes in "hard" measurable outcomes -Measurable changes in perception -Changes in the conversation -Changes in mindset

hat enhances our ability to collaborate across human differences?

-Civil conversations about change that are respectful and inclusive -Conversations that invite us -To make the "withheld" visible to others -Technology transforms knowledge into practical outcome

Key activities in the immersion phase

-Conduct research using ethnographic observation and interviewing -Prepare conversation guides -Explore the "job to be done" of user -Create journey maps -Use projective tools (like collage) to explore unarticulated needs -Mirror or shadow users -Ask users to prepare diaries or photo journals -Capture key takeaways to be shared

Activities during alignment

-Create design criteria -Use dot voting -Craft point of view insight statements -Tell user stories -Share journey maps -Work with jobs-to-be-done -Write needs statements

Purposes of visualization

-Critical in interdisciplinary situations especially to make sure that everyone is thinking about the same thing. Words can have very different meaning in differing disciplines. Sweep away ambiguity by making ideas tangible and concrete so differences in thinking can be made more clear, highlighted, and eventually resolved. Reduces risk of unmatched mental models. -Allows you to begin to rehearse behavior in your mind before you actually do it (mirror neutrons in humans and orangutans). This way you can change the behavior if needed before you actually act. -Allows you to think outloud, to keep a record (TomS and Blake's journal entry), to share with team when it seems useful.

Alignment phase: opening case

-DT Group working on community-centered care model for kids -Started focusing on asthma- prevalent, utilization-intensive -Came in not knowing each other- each a specialist in their own space -Developed asthma equation- visual model to tie all factors together. -Surprising for each team member to now be able to see the whole forest- not just their local trees. -Provided common sense of purpose- pulled everyone together in structured and focused way -Common agenda -Shared measurements -New funding opportunities

Meaning of elements of model

-Divergent Thinking and Convergent Thinking: the curving lines are intended to indicate the breadth of possibilities considered at any point in time in the process. In the beginning of each stage a divergent process begins to increase variety and toward the end of each stage a convergent process kicks in which narrows the variety of ideas or concepts still being considered. -Notice that the strongest divergent thinking occurs in stage 2- What is? Also notice that the strongest convergent thinking occurs in stage 4- What works -Essentially by the end of stage 4 you have either decided to fully commit to one new concept or to abandon all of your concepts and quit the process or restart the process to generate a new round of concepts to consider in the same experience space. -The verbs under each of the four stages indicate the types of activities that one consulting firm that uses this model believes need to be occurring at each of these stages. -In my judgment this consulting firm has done an accurate job of portraying the essence of each stage with the verbs they have selected. -By the end of the semester you could probably suggest additional verbs that would fit in each stage so these verbs are not an all-inclusive list- just illustrative of what you are doing at each stage of design thinking activity.

1. Deep empathetic understanding of needs and context of users

-Empathy for stakeholders that will be served -Deeper insights help us to reframe the problem for better solutions -Insights into unmet needs must proceed rapid pursuit of solutions

Geoff the Design Thinker (Successful in Uncertain Changing World):

-Expects to make mistakes -Accepts uncertainty and pursues new experiences -Deep, personal interest in customers as people (empathy) -Adopts portfolio-based experimental approach

Journey mapping defined

-Flow chart or other graphic means of understanding the customer's experience as s/he interacts with company in receiving the product or service. -Map can show current journey (What is?). -Map can show one of the possible future ideal journeys (What if?). -Requires primary data gathering (observation, interviewing). -Focus on emotional highs and lows during the current experience. -De-risks project by helping you get closer to what customers really want.

Melanie's Design Team:

-Focused on financial health of domestic violence survivors. -Melanie was child of abuse survivor. Confident that she knew the context. -Surprised at additional insights she discovered. Financial abuse on top of physical abuse. -Realized this had happened to her and her mother as well.

Journey map charts

-For each step list a person or institution that is primarily responsible during the step. -Develop a best case scenario for emotions for each archetype. Label each high with short example. -Develop a worst case scenario for emotions for each archetype. Label each low with short example. -List 2-3 unmet needs that you think are apparent from the maps.

Quantitative studies of DT impact

-Forrester: IBM's DT Investment- over 300% ROI - McKinsey & Co: 300 firm sample over 5 years .Added revenue growth 32%. Return to shareholders 56%

Mindset changes in sensemaking phase

-From discomfort with ambiguity to willing to step into ambiguity -From thinking problem is intractable to convinced that problems are solvable -From struggling to understand the why to clarity about what is important for users -From superficial understanding of problem to reframing problem to see new opportunities -From seeking "right" interpretation to persistence in digging deeper -From avoiding conflict to recognizing value of multiple perspectives -From treating problem definition as set in stone to treating it as a hypothesis

Mindset shift during immersion

-From egocentric to empathetic -From certainty of own perspective to awareness of personal biases -From detached and distant to curious and personally engaged -From impatience and anxiousness to problem solve and generate solutions to willing to invest time to understand current reality before attempting solutions -From accepting the obvious and conventional problem definition as a given to being critical of the obvious definition and treating it as a hypothesis

Mindset shift during alignment

-From prioritizing individual perspectives to seeing value in shared perspective making -From avoiding differing points of view to welcoming differing perspectives -From reluctance to speak candidly to candid and comfortable with productive disagreement -From lacking trust in other stakeholders to feeling connected and trusting -From driven to win alone to motivated to co-create and solve problems together -From believing in oneself to believing in the power of the collective as well as the individual

Purpose of journey mapping

-Get closer to customer use in the natural setting where they use the product or service as opposed to some artificial environment such as a focus group in an office. -Encourages a strong empathetic connection between the team and the customers- not data points but individuals with hopes, dreams, challenges. -Understand that biologically we "feel" about something (through the limbic system in the brain) before we "think logically" about that thing (neocortex).

DT as a social technology

-Going deep with design requires more than changing the activities of innovators. Requires creating conditions to shape who they become -DT as social technology creates developmental pathways for learning

Sensemaking is:

-Gradual and cumulative over time -Requires making leaps of judgment that aren't clearly right or wrong -Requires slowing down to reflect and ask different questions -Aided but also impeded by past experiences -Makes inner thoughts visible and concrete to team members

Managers need design

-Helps to organically grow a business (in comparison to growth via acquisition) -Closely linked to creativity and innovation -Something that anyone can do but you have to learn how to do it and you have to be willing to become different yourself in the process -Becoming more popular among managers over time- presumably because it leads to positive benefits for the firm -Learning new cognitive modes and better understand when they work best -Tools of "DT" have become simpler and more commonly used. -Simply Put "Building a product/service the way a buyer would like it" -Don't try to make managers designers but make them design thinkers -Design thinking can be taught to managers without making them designers

Minimum viable competencies

-Imagine 3 levels of DT expertise (novice, intermediate, expert) -Neither novice expertise or expert status seem significant to improving DT outcomes. The sweet spot (most powerful accelerator of improved outcomes) is the intermediate level of competency. -It is not critical to become a DT expert but it is important to move beyond novice levels. -This crucial intermediate level is reached when you achieve minimum viable competency (MVC). -Book will suggest MVCs for each of the six experience phases of the DT process so you can use these to evaluate your personal progress beyond the novice stage. When you exhibit the behaviors you have reached intermediate levels of competency.

Transition from immersion to sensemaking

-Immersion: provides raw material for design -Sensemaking: Challenge switches to finding user's meaning in what your team has observed and gathered. •Uncover patterns •Find common themes •Find unique differences across users •Find guidance toward unfulfilled needs -The change: pivot point from lack of clarity and fear of failure to experiencing energizing confidence •Like Melanie we tend to interpret data through our own background, values, etc. •Still, if we stay with the data, we can uncover new insights about something we thought we knew well. •Keys 1.Reflect on experience of the users your team has talked to 2.Use collaborative sensemaking with team members to help each other see new things (provocative conversations) and new interpretations

4. Increased individual and organizational adaptability

-Individual Level: Psychological benefits: willingness to collaborate, confidence in navigating change and complexity, feeling ownership of change, increase creative confidence, creates psychological safety, encourages open-mindedness, and encourages risk taking. -Team and Organizational Level: Relational benefits: strengthens network relationships, enhances partners' willingness to collaborate, produces new resources for problem solving, and allows for better pooling of existing resources, fosters system-level dialogues, better taps into local intelligence, maintains a centralized discipline and capability for sharing, and fosters trust building across stakeholder groups

4. Foster dialogue rather than debate

-Knowledge is created via social interaction & conversation -Dialogue: taking with people rather than at them 1. do not accept obvious, conventional problem definitions (treat as hypothesis) 2. do not use debate (understand rather than argue)- use peaceful inquiry 3. do not focus on the most visible options already available (look for options to emerge during the process)

The 10 tools of design thinking (2009)

-Liedtka and Ogilvie just created the ten tools in their book in 2009 and on the prior diagram as suggestive of important types of activities that designers are doing all along the 4 stage path. They devote a separate chapter to each tool and organize their entire book around the tools. -As you will note in the Field Book published in 2013, they went further by suggesting 15 steps designers take along the design thinking path. Some of these 15 steps overlap completely with the original ten tools from 2009 and others appear to add new supplemental information (almost like 5 additional new tools they decided to add later in the applied book). -The overall sequence of the tools and steps is less critical than understanding the substance of each tool and step and its fundamental importance.

MBA Students vs. Design Students

-MBAs: ´Research market trends and document these in spreadsheets ´Read analyst reports and interview industry experts ´Benchmark leading competitors ´Produce forecasts including ROI and NPV calculations ´Recommend set of strategies -Designers: ´Take a trend analysis and develop scenarios of possible futures ´Hangout in stores, observe, talk to shoppers and store clerks ´Create personas, imagine shopping habits of persona in each future scenario ´ Present concepts to be prototyped and tested rather than solutions

Many of DT's positive effects (the most important ones) lie beneath the surface in human-centered impacts of at least three types that are harder to count than cost savings and sales increases:

-Measurable changes in user satisfaction perceptions -Changes in the nature of a firm's inner conversations -Changes in mindsets of innovators (how they think, what they believe)

Transformational power of design: becoming someone new

-More authentic, real, creative, filled with wonder/curiosity -No degree in design needed. Become DT person by experiencing it -Need confidence/courage to be vulnerable and to dream -This book is for those who want to try- be better innovator & human being -Not just using DT tools superficially (novices often do this). Need shifts in mindsets & skillsets, changing views of world & rules to navigate world -Challenging beliefs of ourselves/others & letting go of some deep-seated fears -Creates space to discover our authenticity- overcome personal barriers

Innovation is intensely personal and social- the underlying social technology ties it to human emotions and complex interactions between people

-Need tools & processes to foster inclusion, empathy, collaboration, & productivity -Need people at all organizational levels involved to achieve scalability

Doing- Being (Experiencing)- Becoming

-Occupational therapists seek a "just right" challenge- not too hard but not too easy -Doing: planned activities to restore self-efficacy -Being: regain a greater sense of self-identity -Becoming: reconnect to larger world and see a new future for self -This book invites you to bring your better self into the innovation conversation

two types of intuition

-Ordinary Intuition: gut feeling -Expert Intuition: quick judgments based on the expert's repertoire of past experiences. •At times we need to step away from habitual reliance on past experience to adopt beginner's mind. This requires provocations to disrupt our single-loop learning. •Immersion provokes us by confronting us with needs of users. This disrupts egocentric approach •Immersion also provokes us through working on a diverse team where members constructively challenge our interpretations and explore our unexamined beliefs and assumptions

2. Reduced Risk and Cost of Innovation Outcome

-People need to see multiple solutions as effective even if it does not look efficient. -Cognitive biases make most of us poor as experimenters, Failure of an idea should be seen as learning rather than mistake or incompetence. Error is endemic to experimentation so we want to better understand the challenges of managing error. -Recognize the following 3 categories of cognitive bias: Category 1: source of error lies within us and our perceptions Category 2: source of error lies within user Category 3: source of error relates to how we handle the collected data

The MVCS of immersion

-Personal Development Questions: 1. Listening to understand (not to test a preconceived solution)? 2. Aware of personal biases and blinders? 3. Asking good questions? 4. Developing emotional engagement and empathetic bonds with users? 5. Fully present in the moment to lived experience of team members and users? 6. Searching for areas of opportunity rather than solutions? 7. Probing deeply for unarticulated needs and beliefs?

Science behind sensemaking

-Rather than creative leap across chasm, process is more like careful, slow bridge building -Mind is at work behind scenes, often subconsciously, to prepare us for new insights. It is gradual and purposeful process -Chance favors the prepared mind though process of abduction -Abduction is speculative conjecture that comes from reflecting on meaning of data •Deduction: conclusions follow from assumptions (premises)- what is?•Induction: moves from specific cases to general rules or principles-what must be? •Abduction: inspired guesswork, leaping to a hypothesis (connect known patterns to specific hypotheses)- what might be

Liedtka's Own DT Outcomes Research

-Simple online diagnostic survey (see appendix) that looks across levels (individual, team, organization, system -Data from over 10,000 DT users (for-profit, non-profit, government across many countries)

Single-Loop vs. Double-Loop Learning (Chris Argyris):

-Single-Loop Learning: making corrections incrementally without questioning our initial goal. Staying in single-loop learning too long makes it tough to switch. This comes from impatience and not being aware of your own personal biases -Double-Loop Learning: critically question the question itself in order to breakthrough to a fresh understanding. A form of meta-cognition or reexamining our thinking process itself. This form of learning is critical for rapidly changing or uncertain contexts.

1. Better choices outcome

-Solutions: 1. DT holds people in the problem to gather data on issues and context before moving to potential solutions 2. DT focuses on user needs- what do they do to discover what they need but cannot articulate? 3. DT promotes dialogue rather than debate- slow down, take turns, listen to truly understand, and think of future possibilities

5. Structure and facilitate the approach

-Structure with supportive mentoring helps novices get comfortable trying new ways of thinking and behaving -Right structure frees rather than stifles creativity- creates psychological safety -Structure offers simple rules to guide the conversation toward productive outcomes -We usually focus more on preventing error rather than seizing the opportunity (choose inaction over action)

George the Successful Manager (in a Stable World):

-Struggles with uncertainty -Perfectionist: worries about mistakes so try to avoid these so tries to avoid uncertainty -Cares about customers but the focus is more on selling them something (persuading) -Analytical

Sensemaking phase activities

-Summarize interview takeaways and insights -Sharing observations with team members -Triangulate data from multiple sources -Journaling to stimulate reflection -Clustering observations in search of meaning -Capturing what we think we see in visualizations with posters -Crafting personas that catalogue differences in our data -Creating maps of user's journey -Asking the 5 whys? -Building empathy maps, 360 empathy tool

Interpreting sanjay's experience

-Team had bought into a problem- he had not• Early interviews with experts, interpreted through his own experience with his father, left him the unsure serious problem, that existed -What changed his view? •Emotional connection with Kwame (young boy refugee), empathy. Shifted from egocentric and detached to empathetic and engaged (the process is personal and human-centered) •Changes him (not just what he knows but what he feels and believes) and puts him in contact with his more authentic self and connects him to others •Ethnography triggers a level of cognitive and emotional engagement different from just conducting a survey or an expert interview •Creates an experience that changes how the innovator sees and interacts with the world •Realize others are unique individuals with unique and valid needs and behaviors that may differ from our own -There is a huge difference between just doing and becoming if you're effective in the immersion phase

Looking to external forces (while ignoring the creator & focusing mainly on the what of creation)- all are valid and important aspects

-Technology -Customers -Other industries

Design Thinking: A Systematic Approach to Problem Solving

-Translate designer's vocabulary into the business context -Tie DT to profitable business growth outcomes (4 outcomes on the "wish list") -Introduce a roughly sequential process and 4 project management aids -Teach you at least 10 DT tools to integrate DT with traditional business thinking -Give examples of managers trained in traditional business thinking who are using DT to drive business growth and positive innovation outcomes in their firms

A picture is worth 1,000 words

-Visualization provokes us by making the perceptions of others more tangible and concrete to us- allows implicit and hidden meanings to be uncovered -More critical in collaborative sensemaking

What matters to us?

-We learn because we care -DT provides experiences that matter at deep personal level- connects us with a more authentic us, and motivates personal change -Change=f(new knowledge, will) -DT engages body, mind, and spirit like few other innovation methodologies -"Self" is point of view that unifies flow of experience into coherent narrative. We are a story that we tell ourselves- we are the lead -When it is effective DT de-centers us from our own story, we become part of world not the center of it

Instead need to unlock internal creative potential

-What if anything were possible? -Learn not to run from any prospect of failure -Able to detach ego from your idea -Listen to what others are saying not to what you want to hear -Experience empathy, meaning, and collaborative co-creation- become a learner

Reflection

-pause, step back and carefully examine thoughts, feelings, and actions about our observations and interviews -Slow Thinking: biases try to creep in as we try to interpret data. We must interrupt habitual ways of thinking so we don't jump to conclusions. Our inferences must come from the data- not what is already in our head.

The withheld (our higher and better self) needs:

-voice -active engagement -recognition of the power of emotions -Invite it into a welcoming space to become self-actualized -When we bring our "withheld" into conversation, we can transform world

Organizations want innovation processes to deliver 4 key outcomes:

1) Provide choices that create better value now 2) Reduce risk and cost of innovation 3) Increase likelihood that new ideas are actually implemented 4) Make individuals and the organization more adaptable to change -Using DT we would like to show good improvement in all 4 areas

Reason 1 why immersion really matters

1) Sets the stage: all the significant individual and organizational outcomes of DT start here -Empathetic mindset is critical for the journey (place of possibilities not judgement) -Ethnographic tools provide direct sensory experience •Human-centered data •Deeper insights •Emotional connection with users •Shed expert hat and adopt beginner's mindset (humility) •Intended user journey vs. real user journey (blockages, struggles) -Questioning traditional product definition (surface assumptions, beliefs, experiences) •Shift mindsets, ask more powerful questions, create space for alternatives, look for unseen parts of user's experience

Business Thinking Vs. Design Thinking

-3 Key Differences: 1. Empathy: deep understanding of and emotional feelings about the client/user and active engagement with them (immersion in their lives) 2. Invention: creating something that does not yet exist- a difference, Subordinates analytics to process of invention 3. Iteration: don't start with constraints but start with what if anything were possible? Learn, see, and respond to opportunities that emerge. -Business and design seem contradictory but they may usefully complement each other.

Why does alignment matter so much?

1). Sets conditions that allow for emergence of new ideas -Alignment needs to be in place before idea generation begins. Otherwise shared commitment and enthusiasm for solutions is unlikely. DT finds shared purpose by holding parties in problem space through user-centered focus and providing rules for joint inquiry rather than debate and by making their ideas feel real 2. Search forces differing types of conversations that may not have otherwise happened. Requires uncommon partnerships- colliding with those who are wired to collaborate and working in an area without knowing the answer in advance. We open up the adjacent possible space where things collide randomly and new life forms are born by making conversations candid. By putting differences on the table and saying these explicitly we reduce the unsaid. DT acts to encourage these things to actually be said 3. Forces a democratization of voices: When a forceful senior person in hierarchy is involved that person dominates conversation and moves process forward. People on the team go along with process but don't really support it and are not engaged in it. DT dynamics are much different because team members are all on equal footing. Gives voice to those otherwise unlikely to be invited or to speak 4) Helps people step away from their roles and step into collaboration People transition from representatives of functional silos to thinking integratively as member of a collective instead. Step away from role and focus on issue and learn each other's perspectives 5. Provide inclusive framework for input: Respect and elicit meaningful interaction and information from all (including introverts). Move design thinkers from passive recipients to active contributors . Invites wider set of people to be part of innovation process

The science behind immersion

1. Affective empathy: -an emotional connection that carries the ability to feel with another 2. Cognitive empathy: -mental processing dealing with perspective taking and trying to understand another's thoughts, beliefs, intentions 3. Balance between the two is key: -Imbalance toward affective: gravitate toward others like us rather than those who differ -Imbalance toward cognitive: become a better manipulator 4. Mirror Neutrons: -activate the same neural pathways when we observe some activity as when we actually perform that same activity (can feel user pain without actually feeling it). Help us understand the actions and intentions of others. The biological root of empathy 5. Fear inhibits engagement with others: -Fear resides in the amygdala (deep brain lobe which is part of the limbic system) -Controls emotional responses (like fight or flight). Can short-circuit rational thinking in the neocortex -Have to help the neocortex overcome the amygdala by rejecting fear of engagement• 6. Curiosity is critical in triggering engagement instead of avoidance: -Virtuous cycle- curiosity motivates learning which increases interest -Counterbalance anxiety and uncertainty with motivation to immerse in new things, places, experiences 7. Biases Blind Us: -during data-gathering activities category 1 biases are prominent •Egocentric empathy bias is very powerful (expecting others to think as you do) •Selective perceptions: encode and retain only the information congruent with own desires

Why is sensemaking so hard?

1. Being overwhelmed with qualitative data •Will require some structure •Mentally painful •Requires wallowing in data not just analyzing it 2. Time required to prep and organize the data to give it structure •Must extensively mine data for deeper meaning •Hard to know when to keep discussion going or move on 3. Sorting factual observations from interpretations •A. Process observations about current reality •B. Look for themes to derive insights about current reality •C. Translate insights into criteria for future designs 4. Need to lower standard of what you think is interesting •Really about how individual data points connect in meaningful ways •Don't get hung up on every single piece of data- connect these data points in the most meaningful ways you can find 5. Goal is inspiration- not accurate description •Not trying to prove something right •We are not describing an entire population with a small sample size- we don't know how representative the sample is •We are trying to inspire better ideas that are right for specific people- not all people •One unique person can inspire a relevant, inspiring, and action-oriented insight •"Proving" comes later in testing stage 6. Team members are not initially comfortable with challenging each other's interpretations •Critical for effective insights •We fail to see our own biases/blinders and therefore do not surface our own unarticulated beliefs and assumptions •We prefer to avoid conflict and confrontation- even civil forms of it •Must be willing to push each other to the point of discomfort to find deeper insights

Why is alignment so hard?

1. Deep Stuff: surfacing differences can induce fears and make us feel vulnerable. Many are conflict avoidant. Candor requires changing mindsets and developing trust 2. Getting to Alignment Takes Time:Conversations start with everyone convinced their view is the right view.Individuals must become open to view that own view may be missing something.Need patience and persistence to stay in uncomfortable conversation and work through it. Time pressure cannot be too great 3. Kumbaya Effect:Failure in private: for profit org. leaders see conversations about future as prerogative of executives and doubt goodwill come from broad participation so they overcontrol access and interactionFailure in public: in non-profit social sector orgs. leaders often use naïve view of inclusiveness- that everyone should be involved in every conversation so just put them in the same room and they will figure it out spontaneouslyBalanced solution: need inclusiveness but also need agreed upon rules of engagement. Conversations must be carefully designed and managed to bring parties together rather than further polarizing their positions

Five core practices of DT

1. Deep empathetic understanding of needs & context of users 2. Form diverse teams 3. Create multiple solutions (to avoid falling in love with just one)- these need to become tangible and testable 4. Foster dialogue rather than debate in conversations -5. Offer structured and facilitated approach

Why business needs design?

1. Design is all about action, business often gets stuck at talking stage 2. Design teaches us how to make things feel real, most business rhetoric remains largely irrelevant to the people that must make things happen 3. Design is tailored to del with uncertainty, business obsession with analysis is best suited for a stable, predictable world 4. Design understands the buyer (the real human being) rather than target markets segmented into demographic categories

Minimum viable competences-Sensemaking

1. Distinguishing between an observation and an interpretation? 2. Summarizing key interview takeaways clearly and cogently? 3. Developing informed inferences that are actionable? 4. Going beynd the obvious and clearly stated needs of user to identify tacit needs? 5. Gaining more clarity on what is the most relevant problem to solve? 6. Questioning the givens- norms, rules, and status quo? 7. Treating differing views as an opportunity to understand and learn, rather than debate? 8. Willing to articulate the "why" behind my own perspective to teammates? 9. Controlling my need for closure? 10. Remaining patient with iteration and search? 11. Listening openly to those who disagree with my interpretations? 12. Productively challenging the perspective of users?

The Six sequential phases:

1. Immersion: -data gathering process that shifts innovator's frame of reference, engages emotions, helps with seeing and caring about new options 2. Sensemaking: -transform large amounts of data into knowledge while building enthusiasm and emotional commitment. 3. Alignment: -specify agreed upon criteria among stakeholders for effective future design solutions 4. Emergence: -generate ideas collaboratively so that higher order solutions are developed jointly 5. Imagining: -Prototypes help ideas feel real to users and teammates 6. Learning in Action: -designing and conducting experiments guiders innovators toward becoming learners

5 categories of outcomes

1. Increased solution quality: -reducing biases and holding innovators longer in problem space 2. Improved implementation and adoption -greater employee engagement and better conversations 3. Network capability and resource use: -shared purpose, commitment to collaborate, and pooling resources 4. Trust building: -promoting autonomy, using local intelligence, and bringing in outside assistance from stakeholders 5. Individual psychological benefits: -mindsets, beliefs, skillsets, creative confidence, psychological safety, and willingness to try new things.

8 suggestions about using visualization

1. Keep it Simple -Stick figures for actors -Use of color in meaningful ways (rather than random) -Causes people to express their feelings more deeply (nurses on roller skates) 2. Break Problems Down Into Component Parts (Chunks) -Who, what, how much, where, when, how, why. -Each members draws these individually and then share distinct images with team to see how these differ. 3. Use Metaphors and Analogies -Stress connections between seemingly unrelated things and makes these seem more familiar and understandable -Identify deep relationships 4. Use Photos -Expresses more than words could. -Helps makes customers real. 5. Use Storyboarding -Setting -People -Speech -Thoughts -Tools used 6. Create Profiles and Personas -Vivid descriptions of typical target customers by mixing in what you learned from observation. -Make their experience real for the team. 7. Tell Stories -We think in narratives rather than just as lists of points. By emphasizing aspects of individual experience and by incorporating emotional content into our narratives, we make the ideas feel more real by building empathy and identification with characters (personas) in our story 8. Practice Guided Imagery -To best understand visualization it can be helpful to have someone trained in visualization to lead you (or those you are studying) through an extensive visualization exercise where they can envision themselves in an idea state solving their problem or addressing their need. If they can envision it vividly in their mind then they might be able to better share with you what they saw about how they overcame the problem or met the need.

Things Designers Struggle With and Need Business Thinking For

1. Novelty does not always create value 2. Value creation is not enough (defensability, positioning) 3. Cool stuff is great and pretty but what do we really need?

10 sources of bias

1. Projection Bias: - projecting present conditions into the future harms novelty and forecasts of success 2. Hot/Cold Gap: -your emotional state influences your perception of the value of an idea to over or undervalue it 3. Egocentric Empathy Gap: -you overestimate the extent to which others will value what you personally value 4. Selective Perception/ Functional Fixedness: -when you overestimate the effect of specific factors/stimuli and end up ignoring other important factors 5. Say/Do Gap: -users can often not describe their own current behavior, much less deeper needs/wants. There's a gap between what they say now and what they will do later 6. Response Bias: -users often tell us what they think we want to hear or things that make them appear more socially acceptable, This leads to users saying they will use something that they will not. 7. Availability Bias: -we undervalue ideas that we cannot as easily imagine so we tend to value more incremental changes over more transformational changes. 8. Planning Fallacy: -innovators tend to be overly optimistic and don't recognize many of the risks. 9. Endowment Effect: -innovators become too attached to their earlier ideas and have a hard/painful time switching to newer ones. 10. Hypothesis Confirmation Bias: -innovators search for facts that support their preferred solution and often ignore disconfirming data.

Why does sensemaking matter so much?

1. Sensemaking is critical for evidence-based idea generation •Must have solid evidence about particular group's needs •Insights must arise from the data- not from our own heads •Hidden meanings and depth come from the discovery process- below the surface •Explore unknowns- things not given or said 2. Sensemaking is personally profound •Cross through fear and discomfort to be enlightened with ddeo insight •Awareness of own biases and resistance to change- detract from clarity about what is really important •Opens us up to contrarian points of view as change opportunities •Race for South Pole: Robert Scott (Britain) vs. Roald Amundsen (Norway)Listen to scientists' opinions vs. watch and learn from native Inuits 3. Sensemaking encourages broad inclusion in search for meaning •Tend to talk to people who think more like we do (false efficiency- fast but ineffective) •Others, if invited, may identify parts of the problem ignored or see patterns we overlooked 4. Sensemaking locates us in the particular rather than the general •Design for difference, not just for similarity (study outliers at extremes) •Personas focus attention on particulars of users often ignored or underserved

Guiding and supporting the immersion shift

1. Stay directly involved in problem -Don't feel pressured to run with the most obvious solution -Don't delegate your discovery work- make eye contact with those stuck in a problem• Becoming requires direct engagement 2. Focus on being fully present -Don't get caught up filtering in your own head- step into someone else's head 3. Let go of "getting it right" (get rid of anxiety) -Let go of the need to control- listen rather than speak -Delay gratification of knowing whether a good decision has been made 4. Useful things to worry about -Right interviewees? -Getting depth of information needed for fresh insights? Probing enough? -Is debrief capturing the richness of what was learned? -Is the team working well together? 5. Useless things to worry about -Able to find a great solution? -Ideas too boring or nonoriginal? -Exploring too broadly? Doing process right? -Can we make sense of data? 6. Bring structure and forethought to data gathering and project management -Who will you study? -Where will you find them? -Recommended tools (use templates to explore with less anxiety): -Job to be done -Journey mapping -Value chain mapping -Power alignment map 7. Keep pushing deeper -Probe with a lengthy silence -Repeat question to encourage the interviewee to go deeper -Novices should interview in pairs with an interviewer and ascribe 8. Dive into the action -Practice interviewing with peers or watch videos on doing ethnographic interviews -Then go and do 9. Slow down to move faster -Efficiency is speedily implementing a scalable risk-tested new concept not the speed of an idea -Allow yourself to wallow in the problem 10. Maintain positive momentum or pivot to regain momentum -Enough time so research is not superficial and clumsy -Too much time and the process slows down and learnings are lost (many will want to linger)

How to guide our shift and that of others

1. Structure provides safety and aids success: with ambiguity team members need psychological safety to stay present and engaged. Look for commonly shared insights and then uniquely held ones 2. Keep digging: wade through superficial layers to get down to deeper ones. Persist in reviewing and revisiting data. Value surprises and contradictions you uncover. Show us our current thinking is flawed and which specific assumptions need to be reexamined.Push us toward more complex thinking 3. Use visualization: get data on paper where team can interact with it together. Use as tool to make connections across differing data points. Easier to see connections where data is clearly laid out 4. Slow the process down: sleep can help to subconsciously process the data you have seen and allow memory consolidation. Brings out hidden details through incubation 5. Provide more provocation: uses disruption, reflection, and learning to trigger new ways of thinking. Journals and fact/emotion boards can help. "Why do I care?" question helps to focus on problem finding over problem solving and to promote double-loop learning 6. Don't let people get stuck: •A. pick the most obvious cluster of data and take a first pass at the insight that comes from that cluster and then on to the next cluster. You can come back later to refine each insight •B. recognize positively challenging other's perspectives on team is not debate. Debate provokes defensiveness and anger rather then insight. Challenging perspectives means listening to understand and then talking to build. Strict rule of "no debating" 7. Get happy: to be creative you need good feelings and positive affect. Anxiety or other negative moods impedes ability to form new connections and think in new ways. Use big, open spaces to broaden attentions and insights and candy when drawing team together

Important tool across three stages

1. What is stage •Helps in visualizing current process through customer's eyes. •Isolate emotional highs and lows in process. •Think about effects these can have on customer while deciding or using. 2. What if stage •Use in conjunction with brainstorming to develop new solution variants. •Use maps of ideal states to highlight novel elements in process you are proposing and how these impact emotional highs and lows as part of concept development. 3. What wows stage •Focus on the ideal journey maps for each concept to identify elements to study further as part of the prototype tests you want to undertake.

The entire design thinking process is broken down in this book into four major stages- the four questions in sequential order are:

1. What is?: What is the "current state" faced by potential customers acting in the experience space where you hope to convince them to buy a product/service 2. What if?: What are possible "ideal states" that could represent a better experience for the potential customer than they currently face? 3. What wows?Which of these ideal concepts appear to pass logical assumption testing and generate positive feedback in crude prototype form? 4. What works?: Which concept is proven to be most promising through the carefully planned funding of small scale tests of major assumptions with uncertain validity.

3. Create multiple tangible and testable solutions - Aids learning in action by:

1. promoting an options portfolio rather than a single "true" solution 2. treating potential solutions as hypotheses to be iteratively tested through stakeholder feedback 3. creating low-fidelity (crude) prototypes to support testing 4. adopting new mindsets that don't focus on fear of failure

How to guide and support our mindset shifts and those of others?

1.Invite diverse perspectives into conversation during discovery: Early inclusion of diverse stakeholder during immersion is key Carefully structure conversations to encourage honesty and to build trust 2. Anticipate emotional swings: Acknowledge teams will experience emotional ups and downs Take preemptive measures to temper potential lows Encourage random acts of kindness Use "stokes"- warmup games for greater mental and physical activity in team and to increase team engagement 3. Promote permission to be productively wrong: Promote continuous learning to lessen the stakes of being wrong Grant others the luxury of trying something we may be skeptical of Being productively wrong is still learning 4. Put cap on team time: Long sessions are energy killers Think carefully about how you meet Give individuals time to process data individually before the team discusses it 5. Visualize data using posters, organizers, and online tools: Visualization accelerates alignment by helping to make sense out of complex relationships and connections Removes emotional tension in team by refocusing on the user Keeps conversation moving forward rather than getting stuck on same point repeatedly 6. Create culture of turn taking and enforce conversational norms: Actively work to make sure that all voices are heard Avoid trying to force someone's opinion on others 7).Keep a positive environment: Positive emotion increases tolerance for and openness to discordant data Environment needs to be protected, familiar, and playful More about the presence of optimism than the absence of pessimism 8. For very risk averse teams try using a governance structure that allows veto power: Engages otherwise reluctant stakeholders Reduces stakes involved in moving forward- I can always veto it later so I will bring resources to the table now

Reason 4 why immersion really matters

4) Cultivates our curiosity and teaches how to ask good questions -Discover needs users can't directly tell us that they have (observe for perspectives, relationships, needs that are hard to articulate) -Empathize but still maintain critical distance to intuit latent needs -Such intuition drives new questions leading to profound insights •Questions we ask determine boundaries of what we will see •Keep questions open ended and exploratory

Reason 5 why immersion really matters

5) Holds us in today's realities (don't jump too early to envisioned future) -Only clues about optimum desired future live in the present -Help users envision possibilities within context of current reality -Identify the what is and what if gap

Testing Process- the last 2 phases

5. Imaginative phase 6. Learning in action phase

Alignment phase

aligning on the definition of the problem and the needs of the users. Bridges content and process

Phase 1: Immersion

- Sanjay Example: skepticism over refugees •Project on needs of newly arriving refugees •Sanjay's dad was refugee and had to rebuild from scratch •Sanjay initially believed their needs were already being met as he talked to service workers •Interview with refugee boy, Kwame from the Congo, began to change is view •Similar eye-opening experiences with other refugees -Lesson: Observation and interviews can change your perspective if you allow these to do so by being more open-minded.

Value chain analysis process: 1. Draw the value chain that currently exists (immediate or broad).

- Start at far right by specifying outcomes created in chain for end user. -Work your way back to the left by laying out clusters of activities in the value chain from the service after the sale, to the sale, to distribution, to manufacturing assemby, to component supply activities (a six cluster example including the end user). -Some industry players may be involved in only a single activity in the chain whereas others may be involved in two or more. Combinations of clusters are likely to differ across firms. -Err initially on the side of creating too many clusters rather than too few. It is easier to come back later and collapse two clusters into one than to recognize later than one cluster is better conceived of as two distinct clusters.

Value chain analysis process: 3. Identify core strategic capabilities needed to produce value within each cluster (box)

-Are these subject to economies of scale? -Do these require high levels of skill? -Do barriers to entry exist?

4. Individual and Organizational Adaptability

-Challenge: 1) Chaos and incoherence result from too many cooks in the kitchen -Solution: 1) Allow localized control of innovation (localized intelligence close to the problem with local autonomy) increases variation and issupported by broader network connections

Start the design thinking process

-Choosing, Planning, Doing: frame a "meaty" challenge, select the most appropriate tools to use and the people to use these with, then have the team get started -Choosing largely consists of the first 3 steps- identify O, scope it, do design brief. -Planning means thinking through tools to use and people needed to help. -Doing is when learning really occurs and adjustments can begin.

Step 5 in mind mapping

-Cluster the Good Stuff • Go back to seat and spend 5 minutes sorting learning on post-it notes into themes using clipboard .• Each team then works together to cluster team's combined post it notes into shared patterns and themes on a foam core board. • One individual offers possible theme and puts a post-it on the board. Then others in the group use one of their post-it notes that sounds similar to same theme if applicable to similar notes are quickly clustered together. • Continue in this way with differing individuals suggesting themes until all major themes have been suggested. • Any post-it notes not yet used are identified in an outlier category (don't ignore these but not as much of a focus at first).

Step 8 in mind mapping

-Create common criteria list across multiple small teams (where multiple teams are working on same issue) • Teams browse each other's charts and discuss the criteria. • As a large group create a master list of the criteria an ideal design would meet. • Ask them to generate 20-30 of these. • If important data are deemed to be missing the participant can add these using a differing color of post-it note.

360 empathy chart

-Create richer portrait of end user than personas tool allows by building deeply on a specific archetype. Designed to explore for unmet needs. -Takes outside-in approach. • What does persona see in the area of opportunity/challeng? • What does persona hear (words, sounds) about opportunity /challenge? • What does persona do ( movements, behaviors) about opportunity/challenge when recognized? • What does persona say (words, phrases, quotes) when talking about opportunity challenge to others? • What might the persona be feeling when faces with opportunity/challenge (best guesses)? • What are the possible unmet (latent) needs represented in the opportunity/challenge (best guesses)

Job to be done steps

-Deeply explore for the customer's unmet needs by reframing the needs. -This approach tries to understand the exact nature of the needs faced by the customer. -What job do customers want this purchase to do? -Step 1: Identify broad needs in your stakeholders' lives. What are underlying motivations. -Step 2: Categorize jobs: • Functional Jobs • Personal Emotional Jobs • Social Emotional Jobs -Step 3: Define job in terms of stakeholder's desired outcome. • Product/service, action verb, object of action, context -Step 4: Performance criteria customer will use (metric of success) Step 5: How does customer currently address the need (do the job)? • What pain is experienced in the current job? • Step 6: What benchmarks exist for competing and substitute offerings?

Step 3 The Design brief

-Design Brief guides management by driving ambiguity out by introducing clarity, control, and transparency to the project. -Uses 5 elements: 1. Project description: including central opportunity/problem (See Step 1). 2. Scope: of opportunity problem (See Step 2). 3. Users and stakeholders: 4. Exploration questions: Expected outcomes from the project. 5. Metrics to measure project success,

Step 4: Make your plans

-Develop a custom plan -consider the tools used -3 elements to plan: -activities: the process you will follow and what you will do -people: the stakeholders and supports you'll rely on -research: the tools you will use and how you'll gather data to inform your work -Your people plan -your research plan

Purpose of mind mapping

-Establish design criteria to judge what the most effective ideas will look like in this space. Where a business already exists these criteria have to take into consideration the process by which the firm makes new investment decisions. • Prelude to construction of the Design Criteria Report. • Time this so that you can transition to detailed idea generation about what if solutions. -Can always continue to collect additional information about What Is but the intention is to process what you have learned to move on to potential solutions for customer needs.

Value chain analysis defined

-Flow chart or other graphic means of understanding the organization's interactions with partners to produce, market, distribute, and support its offerings. • Use to focus on current immediate value chain of the opportunity. • Use it to focus on broader value chain of entire industry. -Requires you to assume the perspectives of: • Current partner firms • Prospective partner firms • Competitors

Step 1 in mind mapping

-Hold a Yard Sale or Assemble an Art Gallery (Metaphors) • New individuals may be involved for first time in this pattern recognition process or all of team may not have yet been exposed to all of the information collected. -Need a way to easily and simply convey key insights from each type of research- ideally visually. • Customer Journey Maps based on emotional highs and lows across customer decision and use process. • Persona 2x2 matrices to summarize types of customer profiles encountered and frequency of each .• Value chain diagram(s) with annotations on key players and sources of power in the chain. • Posters on key themes and trends identified.

Possible categories for theme board:

-INTERESTING: Most interesting quote, insight, chart, or statistic you saw and why -MISSING: Key type of data missing here that would shed more light- might suggest a statistic that would help, another type of subject matter expert, another regulation, etc. -PERSONA: Another type of persona to consider and why -OWN EXPERIENCE: My own experience suggests that this is especially critical .. (specify) -PAIN: I think the most pain in this process is where ... (specify) -SOLUTION CRITERIA FOR PERSONA: to be effective for this persona (name) any solution will have to do this .. (specify) -OTHER QUESTIONS: Besides those questions on your design brief, have you thought about asking this exploratory question .. (specify question) -OTHER: specify another type of information

Mind mapping defined

-Identifying patterns in a large amount of data to extract perceived meaning. • Patterns can give you insights into a new approach to a product or service in the space you are exploring. • Requires organizing and presenting data in a way that lets hidden patterns and implications emerge. • Engage all of your collaborating team members in a process of considering the desired qualities of the designs you will create together- to create a common mind. -Process all of the interview and observation data from primary research and all of the secondary research about the value chain and distill the essence of what a successful solution might need to

Step 2 in mind mapping

-Invite shoppers -Invite a group of thoughtful people who can contribute (10-50) that you want to borrow their intuition. Assign them to small team circles. Give each person marker and 2 stacks of post-its in 2 colors, a stack of 3x5s, and a clipboard. Team design brief (charter) and session schedule provided to each person.

Step 3 in mind mapping

-Offer tours -Ask all participants to first tour the items or art. Spread teams out around the room. Explain briefly what the differing types of visuals describe if needed as tour begins.

Step 4 in mind mapping

-Pick out the good stuff • Each person should browse individually without talking to others and note on separate post-it note key learnings that person thinks should inform new ideas. • Ask them to generate 20-30 of these. • If important data are deemed to be missing the participant can add these using a differing color of post-it note.

Step 7 in mind mapping

-Translate insights and connections into "design criteria" • Based on what we have learned if anything were possible our design would ... • Each team gets flip chart to capture these key insights.

Value chain analysis purposes

-Use it to enhance awareness of parts of current value chain worth protecting and to highlight aspects of value chain that are ripe for change. -An opportunity must not only create value for the firm itself but also for its partners in the value chain. Value chain analysis encourages you to recognize the relative value created for each participant in the chain and who has power to demand greater shares of the profit in the chain. -Certain criteria must be assessed with respect to the opportunity in the value chain: • Scaleable? Difficult to imitate? Compatible with core capabilities of your firm? What outside capabilities will need to be recruited to assist? -Often an opportunity may require challenging some aspect of an industry's dominant logic- unarticulated rules and beliefs that guide the ways firms behave in the industry. -Focus on ways to meet customer needs in a more compelling way by shifting the boundaries of who does what in the industry value chain.

Step 2: Scope your project

-What do you want to accomplish (action to take)? -For which group of individuals?-How could we help the group with action to be taken? -Then explore a broader perspective (other reasons this matters) -Then explore a narrower perspective (focus on more specific barriers) -Test broader opportunity scope definition: -Focus on each reason the opportunity matters in its current scope and then consider whether the same reason would apply to an opportunity of broader scope. -Test narrower opportunity scope definition: -Focus on one specific barrier that gets in the way of the opportunity as defined at the broader scope and consider restricting the scope to addressing this specific barrier alone. -Ideal Balance: broad enough to be sufficiently interesting and narrow enough to provide enough traction to make real progress.

Value chain analysis process: 5. Determine possible improvements for your power and profitability within the chain

-What is the relation currently between position in the value chain and power? -What seems to determine who has power based on the nature of how value is captured? -What changes in your firm's expected position across clusters in the value chain could improve the potential for growth and profitability? -Would a new configuration of the clusters accomplish such improvement? What would be needed?

Four questions

-What is? Innovation via reframing the problem through deep human insight. -What if? Explore a wide range of options by avoiding early critique/constraints. -What wows? Identify assumptions and data needed to assess/test these. -What works? Allow potential customers to choose among possible futures.

Value chain analysis process: 6. Assess vulnerabilities of your firm in the value chain.

-What types of attacks in terms of changes of other firms' position in the value chain do you need to be prepared to defend against? -What potential moves could put you at a disadvantage in terms of power within the value chain?

Value chain analysis process: 4. Evaluate the bargaining power and influence of each player across the entire chain.

-Which players are thought to be real drivers of performance? -How easy would it be to find a substitute for each player's contribution? -How much value does end user perceive this player to be contributing?

Value chain analysis process: 2. Analyze the competitive environment in each cluster (box).

-Who are the key players in that box? -What is the relative market share of the key players?

Design thinking

-help us actually solve those problems by exploring how -it goes deep to help us craft a solution that really meets the need of our stakeholders -that is feasible within our capability set -that can be scaled -won't tell us whom to serve or why -being about the problem framing and solving

Alternative types of sensemaking charts

-jobs to be done -360 empathy

Step 5: do your research

-secondary research -direct observation -ethnographic conversations - tools to process: job to be done, value chain analysis, journey mapping, personas, 360 empathy

step. 7 establish design criteria

-taking each individual criterion for your ideal solution and asking if anything were possible our ideal solution would -3 standards to be met: be a characteristic solution, not the solution itself -be clear and relvative speicic -describe the quality of the solution rather than an outcome produced by it

Strategy

-where we want to contribute -who we will serve -what makes us uniquely suited to serve them -what we hope to accomplish as an organization by doing so -set boundaries of what kinds of problems we choose to try and solve -being a problem choosing

Alignment phase minimum viable competencies (MVCS)

1. Careful thought to how to structure our conversations in team? 2. Attend to rules of dialogue like turn taking? 3. Focus on issues that really matter as expressed in design criteria? 4. Listen heedfully and respectfully to other team members, ensuring that everyone gets heard? 5. Able to make different perspectives visible to each other? 6. Willing to let go of own perspective to be open to those of team members? 7. Work to achieve shared definition of problem that we agreed to solve? 8. Align on a prioritized understanding of qualities of the ideal solution, as expressed in design criteria? 9. Contribute to learning of others and learning together?

Step 1: Identify an opportunity

1. Does this project fit your organization well? -Does it address issues that are clear organizational priorities -Does it tackle an issue that users and organizational stakeholders perceive as a problem or need? -Do you have the needed resources to deploy to gather data, experiment with solutions, and implement solutions? -Do you have leadership support (advocate) to provide cover if your team needs it (questions can make people uncomfortable)? 2. Is this challenge a good fit with a design thinking approach? -Is the problem human-centered (not just technical)? -How clearly do you understand the problem or potential solutions (ideally not too well) -What is the level of uncertainty (ideally high)? -What is the degree of complexity (more unknowns and interdependent elements are better than fewer)? -Our purpose will be to place small bets fast with rapid iteration (testing) when we have difficult messy problems. 3. Is this challenge a good fit for you? -Can you safely explore this opportunity without excessive performance anxiety? -Can you find and interview several individual users in the time that you have? -Once you understand the users' needs more deeply do you think you can likely design something better for them? -Are you willing to do rough prototypes of new ideas and are you courageous enough to share these prototypes with others? -If you feel that you have fit in these 3 areas then you are ready to proceed to scope the opportunity in Step 2.

Six Things Managers "Know"That Are Dead Wrong

1. Don't ask a question you don't know the answer to ´Start in the unknown 2. Think big ´Focus on meeting genuine human needs 3. If the idea is good, the money will follow ´Provide seed funding to the right people and problems- growth follows 4. Measure twice, cut once ´Place small bets fast -Be bold and decisive ´Explore multiple options -Sell your solution, if you don't believe no one will ´Choose worthwhile customer problem, let others validate.

2. Form diverse teams - in order to:

1. Gather new forms if data 2. Determine more ways to look at the problem• 3. Produce novel insights and solutions 4. Discover new ways of working together 5. Requisite Variety - when the team's repertoire of available responses matches the complexity of your problem

15 Steps: suggested sequence of activities to pursue a complete DT process.

1. Identify an opportunity 2. Scope your project 3. draft your design brief 4. make your plans 5. do your research 6. identify insights 7. establish design criteria 8. brainstorm idea 9. develop concepts 10. create some napkin pitches 11. surface key assumptions 12. make prototypes 13. get feedback from stakeholders 14. run your learning launches 15. what's next?

Discovery Process- the first 4 phases of the six phase innovator's journey:

1. Immersion phase 2. Sensemaking phase 3. Alignment phase 4. Emergences phase

How the DT social technology works:

1. Provides specific and familiar set of activities to perform (gathering, insights, criteria, ideas, prototyping, & testing) 2. Initiates a sequences of personal experiences that innovators' feel- these change the innovators, not just the outcomes produced 3. Dig below the simple "doing" for a more introspective and involved journey -Must progress in structured way to combine action with reflection

10 steps to get started on journey mapping

1. Select the customers whose experiences you need to better understand • Start out doing some secondary research (websites, blogs) on the context in which customers make their decisions and use the product or service (how they do their job) • Discuss what you have learned as a team from individual research efforts 2. Lay out an initial hypothetical view of what the customer's current journey looks like from beginning to end • Make sure to include every step (often good to start with 8-12 steps but add more if it seems needed). • Don't limit this to just steps in which your firm might directly participate with the customer- understand the entire decision and use process. 3. Identify a small number of customers to approach (12-20) • Don't deliberately select the same type of customer twice- go for a range of demographic and psychographic (lifestyle) factors of interest to your team • Might vary on age, gender, nationality, marital status, education, etc.• Might have hypothesized personas in mind and can try to get at least 3-4 of each expected persona 4. Conduct initial pilot interviews • Using hypothesized journey map ask customer to walk you through his/her journey to be sure you are capturing the steps accurately. • You may need to probe for understanding multiple times on the same step to get person to reflect more deeply on what they are thinking, feeling, and why. Don't settle for superficial answers. 5. Finalize questionnaire • Based on the first few pilot interviews come back as a group and improve the questionnaire before you conduct the remaining interviews. • Using revised instrument, focus more on the emotional highs and lows at every stage of the experience. • Use two team members at each interview so one can ask questions and listen to answers while the other takes notes. 6. Identify essential moments of truth and other themes from interview • Group comes together and interviewers summarize what they think they have learned. • Summarize emotional highs and lows discovered by interviewer on large sheets visible to all. • Entire team tries to look for themes in these sheets. 7. Study the themes you have uncovered • Focus on identifying differentiating dimensions (usually lifestyle based more than demographic) that reveal key differences in the data. • Use a list of universal human needs to help generate these dimensions. 8. Select the two dimensions that you find most revealing • Create a 2x2 matrix based on the two dimensions that the team thinks are most important. • Each of the four quadrants represents an archetype that serves as a customer persona type. 9. Position each interviewee into one of the quadrants • Develop descriptions of these persona types in greater detail to make their use by the group more instinctive .• Development of the archetype descriptions of personas will be greatly aided by classifying the individual interviewees into specific quadrants. 10. Map the journey of each persona • Each persona should have its own set of low points. • Look also for emotional low points that are shared across personas- representing especially big problems customers are experiencing

Important tool across all stages

1. What is stage •Begin using it right away to understand what current state is for customers. •Document what you see when observing. •Stimulate conversations about how to make sense of what you saw. 2. What if stage •Capture new concepts by showing visual images of what the new approach will look like so you can be specific about how it will differ 3. What wows stage •Make sure each concept is as tangible as possible by documenting it through images and by being able to contrast the images across concepts. 4. What works stage •Use visuals as a way to invite potential customers in to suggest ways to tests and refine your final concepts •Crude visuals are sufficient- get better feedback that way. Just enough to convey your thinking about what is unique about the concept.

4 Question diagram

1. What is? -framing -interviewing -observing -analyzing 2. What if? -exploring -brainstorming -creating 3. What wows? -building -refining -evaluating 4. What works? -experimenting -testing -implenting

Reason 2 why immersion really matters

2) Encourages us to listen to alternative views -Reframe to tap greater diversity of perspectives -Limited by cumulative repertoires of team members (is team diverse enough?) -Get those with differing perspectives into conversation expands problem space and problem boundaries -Confront personal perspectives and biases of all on team

Reason 3 why immersion really matters

3) Shifts us to hypothesis-driven mentality (no single right answer) -Complex to meet needs of those who see world differently than we do -If many possible answers then experiment to find superior answer to wicked problem •Be both intuitive and data driven (not one or the other)

The science behind alignment

Alignment is about learning together about what remains unknown 1. Learning Together: -Learning is not acquiring knowledge - it is an active process of constructing knowledge from personal experiences Learning is a social process - conversational accomplishment more than cognitive epiphany -Heedfulness: paying respectful, open-minded attention to each other. -Collective reflection builds group resilience -Team Reflexivity: ability to unlearn and give up old beliefs as necessary to take on new ones 2. Paradox of Difference: -Diversity is path to new ideas but can produce negative results due to dysfunctional conflict -Key is dealing productively with differences by managing conflict in functional ways 3. Talking Across Each Other: -Specialized groups develop unique vocabularies based on expertise and ideologies -Causes miscommunication to be likely in mixed groups -Psychological Safety Need: Common lexicon Agreed-upon rules of engagement 4. Crossing Boundaries: -Interpretive boundaries: individuals give personal meaning to information and events -Political boundaries: clash of individual interests -Perspective-taking: understand and acknowledge the perspective of others while making own perspective visible and reconcilable. -In DT it is an individual effort started during immersion -Perspective making: group activity requiring people to come together to forge something at a collective level that is new to all. This starts with conversations during Sensemaking and culminates with creation of design criteria in Alignment. It requires dialogue 5. How is Dialogue Different? Listening deeply enough to others to be changed by them. -Includes 4 key activities: a) Voicing b) Listening c) Respecting d) Suspending -Examples: -Future search- gather system participants in room for 3 day planning retreat -World café- more intimate conversations with rotating groups discussing important issues -Appreciative inquiry - starts with positive elements and ask questions about how to improve positive potential -All three focus on inclusivity, sharing thoughts honestly, listening well with open mind, intention to act collectively, openness to being individually changed 6. Can Flow Be Collective? Total absorption and enjoyment of team by surrendering self to the group. -Leads to sense of collective self-efficacy or belief in power of team to accomplish goals. -Formula: Collective flow= shared challenge * collective competencies 7. The Power of Microstructures: -Failures at dialogue come from two extremes -Leaders exert too much control -Leaders exert too little control -Microstructures: how routine interactions are organized -Physical layout of room -How participation in decisions is handled -How groups are configured -The sequence of steps in decision processes -The time allocation for decision making steps -Conventional microstructures: often for convincing, debating, and controlling Liberating microstructures: easy but powerful ways to induce changes in interaction and improve the quality of discussions (putting chairs in a circle rather than all facing the front)

Step 6 in mind mapping

Identify the insights • What is core insight or insights from each cluster? Write it on large 3x5 post-it note on the top of each cluster. • What connections exist between the clusters (if any) or are these largely independent of each other?

Use of a theme board during art gallery

Purpose of involving new people and fresh perspectives in team's Art Gallery is to identify key themes in your data that need to be addressed in any effective solution. Invite feedback with post it notes both from your team and from other teams.

Step 6: identify insights

The process: 1. create large visuals of your key points of information and findings and put them up on the walls for everyone to see 2. ask the people you've invited to browse and note information they see that makes them believe in their design 3. cluster all observations you've gathered using a two-step process 4. work together to identify the insights related to each cluster

Value chain analysis process: 7. Identify themes related to power, capabilities, partners, defensibility.

These help you to integrate the key insights gained from this analysis during mind mapping and later during brainstorming and concept development.

Visualization defined

Transforms information into visual images- ideally by moving the image from your mind into a concrete form that can be shared with the team. -Might include sketching, photographing, video creation, storyboarding, acting, website creation, silly putty, legos, etc. Often good to use or make available a variety of media for use by group in expressing an idea.

The Catalyst

growth leaders studied in corporations exhibit mindsets and behaviors such as developed in DT. Teach competency building rather than just tools and process to less intuitively growth-oriented managers. Growth management can be taught through DT