September 16, 2011

CE 5180 Design for Sustainable

Development

◊ Intro◊ Changes

◊ Your Goals for the Course◊ Introduction to Design Thinking◊ Creativity and Teams

◊ Collaboration Activity

◊ Definition and Value of Insight◊ Insight Activity◊ Discovery Planning Session◊ Email to TERI

◊ Nest Week??

Today

What do you want?

◊ Regarding the competition itself

◊ Regarding specific skill development

◊ Regarding what you want to learn

◊ Regarding the overall experience

Design Thinking by Tim Brown

Cross functional approach (including external)

User focused

Consider wide range of alternatives and influences

Structured Ideation

Early, often, rapid prototyping or experimentation

Complex problems; time constrained

Characteristics of Design Thinking

Design Thinking by Tim Brown

Creativity & Collaboration

Creativity……is a mental process involving the generation of new ideas or concepts, or new associations between existing ideas or concepts.

…is simply the act of making something new.

…is the ability to make or otherwise bring into existence something new, whether a new solution to a problem, a new method or device, or a new artistic object or form.

…is the ability to think up and design new inventions, produce works of art, solve problems in new ways, or develop an idea based on an original, novel, or unconventional approach.

…is a process by which a symbolic domain in the culture is changed.

…is a process of developing and expressing novel ideas that are likely to be useful.

Creativity & the KAI Index

32 160

96

Adaptor Innovator

Realities & DistortionsPrefer structureSensitive to people and groupsConsistentWill master detailsWork within defined problemTake calculated risksDo things “better”

Prefer less structureMay upset groups (intentionally)InconsistentWill challenge everythingDefinition is part of the problemTake daring risksDo things “differently”

Timid in ideationCompliantStuck in processCautiousConformistsNarrow minded

ImpracticalAbrasiveNot accepting others ideasEgomaniacalCreate confusionNot a team player

Group Creativity

The Myth About Creation Myths

The garage, they say, "evokes the image of the lone individual who relies primarily on his or her extraordinary efforts and talent" to triumph. The reality is that successful founders are usually "organizational products." A separate study of VC-backed companies found that 91% were related to the founders' prior job experience. Audia and Rider say entrepreneurial triumphs aren't due to lonely, iconoclastic work--they're "eminently social.

What we know

Who we are

How we think

Creative Abrasion

Management Skill Required

Don’t Always Have a Choice

Risk of Interpersonal Abrasion

Collaboration Exercise1. Get into your teams 2. Discuss whether you are Adaptive or Innovative 3. Discuss and record:

◊ Your Objective◊ Your Skills◊ Your Knowledge◊ Your Network◊ Your Relevant Experiences

4. Discuss and decide roles:◊ Project Manager◊ Lead◊ Communications◊ Others like Technologist, researcher…

The act or result of apprehending the inner nature of things

Seeing intuitively

The power or act of seeing into a situation

The power of acute observation and deduction

The power of perception

Introspection

A piece of information

Insights

A little science and a little art

+

Skeptical scrutiny is the means, in both science and religion, by which deep insights can be winnowed from deep

nonsense.

Our mind is capable of passing beyond the dividing line we have drawn for it. Beyond the pairs of opposites of which the

world consists, other, new insights begin.

If one is master of one thing and understands one thing well, one has at the same time, insight into and understanding of

many things.

A moment’s insight is sometimes worth a life’s experience

Insights lead to Ideaso Structured accumulation of insights. Consider…

o Consumer/User Insights – real points of pain, unmet and unarticulated needs

o Discontinuous change – mega trends in technology, politics, culture, regulation, societal norms, global impacts…

o In-depth understanding of “the business”, competition and markets from the perspective of experts and insiders; consider emerging markets and analogs;

o Core company competency, assets and key relationships that might be leveraged when building new businesses

o Orthodoxies – firmly and widely held company or industry beliefs that influence decisions

o So…read everything, talk to everyone, go to where the action is

Insights come from…A report or article

Second hand or further removed

Hindsight

Filtered

Summarized

Often statistically significant

A marketing report, a news article, a study…

An experience

First hand or observed

Leads to foresight

Unfiltered

Raw and open to interpretation

No “n”, easy to miss and miss significance

Field trips, conversation, broadcast, ethnography

It's complex because information and knowledge are now pure and simple table stakes…

What will win in our world is using those vital table stakes quickly, but then developing insight and foresight. You can't get insight and foresight from data and from analysis. If you want to know a hell of a lot about lions, you better go to the jungle and not to the zoo. So, you've got to figure out how you can empathetically have the insight into consumer behavior and then have the creative foresight to do something about that before the competition. Jobs and his folks are very empathetic.

Questioning

Observing

Experimenting

Networking

Associating

Discovery Skills and Innovation

Value of Insight“…chance favors only the

prepared mind.”

"The seeds of great discoveries are constantly floating around us, but they only take root in minds well prepared to receive them." Joseph Henry

Louis Pasteur

The Role of Insight

Anesthesia, cellophane, cholesterol lowering drugs, cornflakes, dynamite, the ice cream

soda, Ivory soap, NutraSweet, Viagra, nylon, penicillin, photography, rayon, PVC,

smallpox vaccine, stainless steel, Teflon, Post-it note, Velcro, Frisbee

Insights Exercise1. What you know

◊ Users and their “problem”◊ “Industry” participants and stakeholders in the ecosystem◊ Technology◊ Trends◊ Analogs◊ Cultural, political, geographical◊ Other

2. What you don’t◊ Same list

3. Create master list of “What you know” and “What you don’t”

Discovery Planning Exercise1. How do we find out?

◊ TERI team◊ Log insights◊ Ask them to record list of ideas (individually) to be

used in our ideation session ◊ Mentors ◊ Other folks…network and experts◊ Field trips…local and otherwise◊ Info and data…blogs to library

2. Prioritize based on relevance and availability◊ Answer “Does anyone care?”, before answering “Can it be

done?”

3. Divide work

Discovery Output

1. Word Document◊ Answers to questions ◊ Any other relevant insights◊ Reference source

2. Input for ideation session3. Will share in brief presentations prior to ideation4. List of “must read/see” content (Posting)

Next Week??

• TERI response and interaction so far?

• Progress of and updates to Discovery Plan?

• Preliminary list of potential problems to solve that your team is considering?

• Questions for/discussion with some of us?