Unlocking The Power of Innovation Behaviors!
Humantific’s Elizabeth Pastor will give a talk on Unlocking The Power of Innovation Behaviors at TeamLabs Madrid, Nov 21, 6-8pm.
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.”
Read the full post on LinkedIn here:
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.
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.”
Read the post on LinkedIn here:
In this brief paper GK suggests to the philathropic community, taking advantage of what leading business organizations have already learned: that innovation involves equal amounts of challenge framing, idea-making and decision-making. Improving decision-making is not in itself, a formula for enabling cross-disciplinary innovation.
GK suggests moving beyond just data visualization and decision-making to utilize sense-making visualizations as fuel for cocreated innovation. In the organizations that Humantific works with sense-making visualizations are already playing key roles in every phase of the change-making process from the early fuzzy situation stages through to ideation and implementation.Continue Reading..