Tag: Design Thinking

31
Jan

Transformations is Published

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More on Transformation By Design

Congrats to Emma Jefferies, Joyce Tee and Kamil Michlewski on the publication of their new book Transformations / 7 Roles to Drive Change by Design. We are delighted to be included in this new book examining how design/design thinking is changing.

“Tracking how design has changed in previous book Design Transitions has inevitably led the authors to explore how organisations are changing using design. Design is now the key driver of innovation and change within organisations across the globe. It is therefore important to learn how, when and why to use design to drive change in your organisation.

Transformations documents how design is being used to support change across different organisations, countries and sectors, sharing the stories of experts in their fields at varying stages of their transformative journeys.”

“7 Experts interviewed” include insights from GK VanPatter / Peter Coughlan / Mark Vernooj / Mariana Amatullo / Brenton Caffin / Christian Bason / Beatriz Lara Bartolomé.

Transformations / 7 Roles to Drive Change by Design.

27
Jan

Ambidexterity Skill-Building

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Humantific CoFounder GK VanPatter writes about the state of “Firm of The Future” Skill-Building. Ambidexterity often appears in numerous depictions of the arriving future originating in the managagement consulting community. What is missing from that picture?

“Hello Humantific readers. In this post we return to the subject of ambidexterity in organizations. The recent report entitled “The Firm of the Future” from Bain & Company is one of the latest management advisory publications pointing out the importance of and shift towards operationalizing ambidexterity in future focused organizations.

“We’re beginning to see what the next generation of successful companies will look like….The firm of the future will manage two types of businesses—“Engine 1” of its core and “Engine 2” of its more innovative businesses.” Bain & Company 2017.

Accenture, Deloitte, Bain & Company, Detecon and others have all recently been offering up similar observations and advice to organizational leaders. Others such as Charles O’Reilly & Michael Tushman of Harvard Business School writing in Harvard Business Review have previously written on the subject reflecting their own research. It is a capacity referred to under different names that include Ambidexterity, Dual Engines, Exploiting/Exploring, Double Excellence, Dual Innovation, Integrative Innovation, etc. With numerous different takes on the subject now tabled, some more practical then others, what they are all talking about is the notion of future oriented firms enabling two engines or streams of innovation, each with different characteristics.”

Read the entire post on LinkedIn here.

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21
Dec

Methods Mapping Book Published

book_mockup_3The new Humantific book by GK VanPatter and Elizabeth Pastor: Innovation Methods Mapping / DeMystifying 80+ Years of Innovation Process Design has just been published!

Years in the works and long overdue we finally crossed the finish line on this one! Wooooo Hooooo!

Making sense of innovation process design is the subject of this new Humantific book.

Big thanks to all who contributed.

View the Preview here.

Buy the book on Amazon here.

07
Dec

Enabling Design Thinking

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Humantific CoFounder GK VanPatter writes about one particular “fuzzy misperception wave” often appearing in Linkedin discussion groups.

“With some design thinking related discussion groups on LinkedIn now exceeding 80,000+ members, many new to the subject terrain, it is not so unusual for enthusiastic fuzzy misperception waves to build from one conversation to the next at a rapid rate. Like a fire-hose of run-away freight trains misperception waves seem to appear via social media at volumes that are no longer possible to intercept or comment on.

With everyone busy most practice leaders just let the waves flow hoping they will sort themselves out eventually. Some do. Some don’t. Some fuzzy waves are at times humorous and at other times painful to watch as they take hold and or grow.

Opposite to Donald Trump’s twitter postings, most practice leaders try to select their discussion participations and contributions carefully in consideration of limited time constraints..:-)

In this vein and considering the increasing impact of discussion groups we try to pick and choose which fuzzy misperception waves are important enough to comment on, to make more sense of and or to offer an alternate perspective on for our Humantific readers.

One such misperception wave, popular at the moment is depicting Design Thinking as a “mindset” thing.

Often seen in discussion threads is this murky phrase: “Design Thinking is a mindset not a process.”…On and on it goes being reposted many times by its advocates.”

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Read the entire post here on LinkedIn.

Related:

Humantific: Making Sense of Service Design Thinking

Humantific: Making Sense of Design Thinking & AGILE Method

Humantific: Making Sense of “Why Design Thinking Will Fail”

 

 

 

 

 

22
Nov

Making Sense of Service Design

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Service Design Thinking: Confusion or Clarity?

Humantific CoFounder GK VanPatter has published another post in his popular ongoing “Making Sense Series.”

“Clarity or lack there-of is something that is often difficult to talk about in the design / design thinking community. Not everyone in the community of design communities is up for clarity. Lack of clarity often leads to a confused public. At the moment, mountains of confusion around the subject of design and design thinking exist publicly.”

“Contributing to the confusion we recently noted the UK Government’s launch of its “Design Principles”.

It is really none of our business but from a methods perspective, there seems to be some confused logic there.

Some enlightened person in the UK might ask:

Are these meant to be Digital Service Design Principles, Service Design Principles or Design Principles?

How did you get from “Design Principles” to “Don’t make assumptions” and “make things open” to “Service design starts with identifying user needs.”

Who said anything about presuming, predetermining that the challenges are service related?

This is an assumption often seen in service design logic.”

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Read the full post on LinkedIn here:

 

Related:

Making Sense of Design Thinking & Agile Method

Making Sense of “Why Design Thinking Will Fail.”

Building Strategic Innovation Lab Capabilities

Enabling Organizational Ambidexterity

26
Sep

Design Learning Imperative

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We appreciated the on-target blog post by Daniel Araya and Heather McGowan citing the need for broader recognition of a Design Learning Imperative.

Araya and McGowan touch on and recognize many themes well know in the organizational culture building business including: continuous change, adaptability, agility, problem finding, problem framing, innovation, opportunities, and design learning.

“The truth is that we can no longer afford to focus on graduating learners armed only with predetermined skills and (already existing) knowledge. The workforce is becoming far too global, too digital, and increasingly too self-employed. We must instead refocus on cultivating creativity, to include not only problem solving, but also problem finding and problem framing. Students and learners need experience with exploration, discovery, re-orientation, and most importantly, design thinking.

Evidently not so well known by the authors is the tricky part of design thinking methodology realities today. The attributes described by Araya and McGowan are those not of downstream situational design thinking methods where the vast majority of the graduate design schools remain focused, but rather of upstream meta design thinking methods where a still relatively small community of practices, some of which have executive skill-building academies themselves exist.

The starting points for upstream and downstream methods are quite different.

We could not agree more that challenge framing is extremely important but the fact is that teaching proactive upstream problem framing in the context of complex fuzzy challenges still remains relatively rare in the graduate design schools. Don’t ask the graduate design schools but the downstream situational methods have challenge type and solution type assumptions baked within. Upstream methods begin with no preconceived challenge or solution paths.

We certainly agree with Araya’s and McGowan’s observation: “Navigating this terrain requires adaptation and re-orientation.” This includes graduate design education itself.

Related Reading:

Making Sense of Design Thinking & “Agile” Method

Making Sense of “Why Design Thinking Will Fail”

NextDesign Futures Library

When [Old Design Thinking] LOVE is Not Enough

 

 

03
Aug

Making Sense of Design Thinking

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Making Sense of Design Thinking & “Agile” Method

Humantific CoFounder GK VanPatter just published another post in his popular ongoing “Making Sense Series.”

“Many organizational leaders have become a tad confused as various parties pitch methods in a competitive marketplace that now includes the graduate business schools and graduate design schools seeking to reposition themselves as innovation advisory consultancies..:-)”

“In this brief post, with an objective towards advocating clarity, we share how, from a practice based methods perspective, Humantific differentiates between Design Thinking methods, Product/Service/Experience Design Thinking methods and Agile methods. While they all add value, they each add different forms of value applicable to different contexts.

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Read the post on LinkedIn here:

Related:

Making Sense of “Why Design Thinking Will Fail.”

Building Strategic Innovation Lab Capabilities

Enabling Organizational Ambidexterity

15
Jan

Harvard Downstreams Design Thinking?

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Humantific CoFounder GK VanPatter has published another post in his popular ongoing “Making Sense Series.

“We were delighted last week to see Harvard Business School doing a heads-up in the direction of the already existing design thinking leadership movement! Ten + years after it began that is real and long awaited progress! Wooooo Hooooo!

Rather slow to recognize the business communities significant interest in next generation design thinking capacity building Harvard Business School announced that it has awakened to the opportunity and will be in 2016 formally jumping into the design thinking education business.

“Harvard Business School is emphasising design thinking as one of its big focus areas for leadership teaching in the days ahead.”

Being strategic design practitioners involved in the innovation leadership skill-building and innovation methodology communities for many years we were particularly interested to see what Harvard has in mind…:-)”Continue Reading..

09
Mar

Humantific at City of Austin

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The Humantific Academy team is delighted to be back in Austin Texas working with the forward thinking City of Austin’s Civic Innovation Team on building adaptable civic innovation leadership capacity.

Many cities are realizing that there is a role for city governments in inspiring, supporting and leading innovation in their local communities. One result is significant interest from city government leaders in acquiring next generation innovation leadership skills for the specific context of complex civic challenges.

In Texas the City of Austin is moving rapidly to become a civic innovation leader. Within the City of Austin government multiple groups are enrolled in Humantific’s Complexity Navigation Program. In this unique hybrid program we combine the best aspects of Design Thinking, Applied Creativity Thinking and Information Visualization.

These are advanced participatory innovation leadership skills that allow graduates to help others navigate all kinds of fuzzy complex internal and external civic challenges without preconceived outcome assumptions. These next generation innovation skills benefit from the integration of data/information visualizations and other forms of up-front sensemaking.

If you are a civic innovation leader and you would like to chat with us regarding your innovation leadership capacity building challenges feel free to send us an email: kickitup (at) humantific (dot) com.

Related:

21
Nov

Humantific at Gates Foundation

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Due to the strategic nature of the work that Humantific does with many organizations we cannot always talk about what we are doing in the exact moment it is being done.

When possible, we do try to provide a window into this kind of strategic cocreation work and there is certainly alot going on in many sectors including the philantropic community.

In different communities this arena is becoming known by different terms including Philantropic Innovation, Social Innovation, Social Design, Social Change Making, Social Infrastruture Design, Change Making For Good, Markets For Good, etc.

Since its inception 5 years ago Humantific has been working closely with the Markets for Good leadership team.

For Humantific this work often involves providing visual sensemaking combined with a hybrid form of strategic planning that includes more upstream challenge framing and wider participation than is typical. Today mainstream business media is full of “big data” talk but we already know that generative innovation involves not just using data for decision-making but rather integrating numeous forms of information based insights into the cocreation process that all participants learn as a common language.

One such session was held in June at the Bill & Melinda Gates Foundation in Seattle when Humantific collaborated with Markets for Good and the Gates Foundation to design and undertake a two day workshop. Framed as “a gathering of select leaders engaged in improving the social sector’s data and information capacity” it became an engaging work session that included 65 participants from 50+ different leading social good oriented organizations including: Network for Good, Case Foundation, Global Giving Foundation, New Philanthropy Capital, Heron Foundation, Aspen Institute, Microsoft, NetHope, GuideStar India, LiquideNet For Good, Social Impact Lab, The White House, Intentional Futures, Urbn Institute, Standford Digital Civial Society Lab, Keystone Accountability and numerous others.

This was the Primary Challenge that was collectively worked on during the two day session: How might we collectively build the information infrastructure—the data hubs, information exchange standards, knowledge and collaboration tools, and favorable performance culture and policy environment—to provide all actors in the social sector with the insights they need to inform their decisions?

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Much of the work that Humantific does today involves the framing of, not one challenge, but rather an interconnected constellation. Most often we are surfacing that constellation for the first time. This is part upstream challenge framing and part systems thinking. It rapidly becomes clear that many challenges are interconnected. There are very few free-standing unconnected challenges in this world. Coming to terms with this in real-time is often part of the experience for participants. Here are some of the additional challenges that were worked on during this particular two day session:

How might we develop a minimum viable product for measurement to plug into while strengthening accountability? 

How might we get stakeholders to align on standards?

How might we develop sustainable business models for pieces of the information infrastructure?

How might we establish collective shared values and norms for the markets for good movement?

How might we make great giving easier for funders and more common?

How might we frame data analysis as a growth engine for non-profits?

How might we develop the data ecosystem from data collection to insights? 

This constellation of challenges is a good example of the kinds of issues being framed and tackled in community settings being transformed via the data/information/sensemaking/cocreation revolution.

This community is making great progress accross a complex landscape of issues and this work is ongoing on multiple fronts.

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What is your challenge constellation looking like these days? When was the last time your organization surfaced it via cocreation?

Related:

Markets for Giving Workshop 2010

Markets for Good Background Paper

Data Visualization Meets CoCreation

Portrait of California / Social SenseMaking Project