One of my business partners at New Kind, David Burney, is an exceptional facilitator of design thinking sessions. David introduced me to design thinking and the work of IDEO (where many of the concepts behind design thinking were developed and applied to the business world). David taught me everything I know about facilitating projects and sessions using a design thinking approach.
At the beginning of any design thinking project, David shares a set of rules that help get every participant on the same page. The rules apply to everyone (including executives) and help create an optimal environment for creativity. If you are planning to run a project using a design thinking approach, you might want to consider sharing these rules with your group before you get started. I’ve used this list many times, and I promise, it really helps keep things on track.
1. Avoid the devil’s advocate: The devil’s advocate is someone who (purposely or accidentally) shoots down the ideas of others without taking any personal responsibility for his actions. The devil’s advocate often begins his objection with the phrase “Let me be the devil’s advocate for a second…”. The devil’s advocate often intends to be helpful by pointing out flaws in an idea, but ultimately this focuses people’s attention on what won’t work rather than exploring unexpected ways that it might work.
2. Make agendas transparent: Every participant should make their personal agendas as clear as possible.
3. Leave titles at the door: No one person’s ideas are worth more than anyone else’s.
4. Generate as many ideas as possible: During ideation, you are not trying to generate the best ideas; you are trying to generate the most ideas.
5. Build on the ideas of others rather than judging them: If someone else has an idea you like, build on it. If you don’t like an idea, share another one rather than critiquing.
6. Stay on time: Don’t let your ideation session spiral out of control. Each ideation session should be timed and should have a clear ending point.
7. State the obvious: Sometimes things that can seem obvious reveal great insight from their simplicity.
8. Don’t sell or debate ideas: Selling and debating ideas takes time away from generating new ideas.
9. Stupid and wild ideas are good: Sometimes the craziest ideas lead to the best ideas.
10. DTA stands for death to acronyms: Avoid acronyms—they are exclusionary because people who don’t know what they stand for will quickly be lost. If you must use an acronym, write what it stands for somewhere everyone can see it. Keep a running list of all acronyms used during the project or session.
11. Always understand in which stage of the process you are: When you are ideating, you are not critiquing ideas. But when ideation is over and you begin the process of selecting the best ideas, you’ll need to discuss the merits of each idea in a more traditional, analytical way.
12. Play is good, have fun: The more fun you are having as a group, the more creative ideas you’ll generate.
If you’d like to learn more about design thinking and how you can use it in your projects, I recommend any of the following books.
From the amazing team at IDEO:
- The Art of Innovation by Tom Kelley
- Ten Faces of Innovation by Tom Kelley
- Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation by Tim Brown
Other great books to consider:
- The Design of Business: Why Design Thinking is the Next Competitive Advantage by Roger Martin
- Design Thinking: Integrating Innovation, Customer Experience, and Brand Value by Thomas Lockwood
If so, you can find more tips about how to employ a collaborative approach to building brands in my book, The Ad-Free Brand (not an advertisement, mind you, just a friendly suggestion:).
Earlier this week, Fast Company posted an article by Jens Martin Skibsted and Rasmus Bech Hansen (thanks to Gunnar Hellekson for sending it my way) that may be of interest to folks seeing success with their open source and open innovation efforts.
The article is entitled “User-Led Innovation Can’t Create Breakthroughs; Just Ask Apple and IKEA” and here’s how it starts:
Companies should lead their users, not the other way around.
The user is king. It’s a phrase that’s repeated over and over again as a mantra: Companies must become user-centric. But there’s a problem: It doesn’t work. Here’s the truth: Great brands lead users, not the other way around.
Jens and Rasmus aren’t the first to preach this sermon, Henry Ford (apocryphally, at least) had a go at it about 100 years ago. And Steve Jobs has famously used Henry Ford’s “faster horse” quote to describe Apple’s philosophy about market research for years.
To make their case, Jens and Rasmus use Apple and IKEA as case studies of brands that have done very well by not listening to their users, and in the article they document conversations with insiders at each company.
This week I finally got a chance to sit down and digest IBM’s latest Global CEO Study, newly published last month and entitled Capitalizing on Complexity. This marks the fourth study IBM has done (they complete them once every two years), and I’ve personally found them to be really useful for getting out of the weeds and looking at the big picture.
This report is based on the results of face-to-face meetings with over 1500 CEOs and other top leaders across 60 countries and 30+ industries. These leaders are asked all sorts of questions about their business challenges and goals, then IBM analyzes the answers and segments the respondents to isolate a group of high-performing organizations they call “standouts.” The standouts are then further analyzed to find out how they are addressing their challenges and goals differently than average organizations.
As a quick summary (but don’t just read my summary, go download the study for free), IBM found a big change this year. In the past three studies, leaders identified their biggest challenge as “coping with change.” This year, they identified a new top challenge: “complexity.”
If you’ve been reading marketing collateral or web copy from your vendors over the past year (someone must read that stuff…) this will come as no surprise to you. How many things have you read that start with something like: “In our increasingly complex world…” or “In the new deeply interconnected business landscape…” If the marketing folks are saying it, it must be true.
But I digress. Here’s IBM’s punch line:
[Read the rest of this post on opensource.com]
If you’ve ever watched a road bike race like the Tour de France, you know the peloton is the big group of riders that cluster together during the race to reduce drag. It’s a great example of collaboration in action. But let’s face it: the people in the middle of the peloton may go faster than they would otherwise, but they don’t win the race.
When it comes to creating and innovating, most companies (and employees) are in the peloton. They are doing enough to survive, but they are stuck in the pack. And if they stay in the pack too long, they lose.
Escaping the peloton is tough. Often, you see a cyclist break away, sprint for a while, only to get sucked back into the main group over time as the pressures of making a go independently prove too much.
You’ve probably felt this way at work. You come up with an amazing idea, one that will change the company forever. But little by little, people—even the well-meaning ones—chip away at its soul, until the idea goes from being amazing to, well, average. You end up being sucked back into the peloton.
After this happens one too many times, you may feel like you want to stop collaborating and try to make things happen on your own. Don’t do it. Even Lance Armstrong could rarely break away from the peloton without his teammates’ help.
Instead, here are three tips to help you escape the creativity peloton without giving up on collaboration.
[Read the rest of this post on opensource.com]
Earlier this week some colleagues and I attended a fantastic gathering of business and political leaders called the Emerging Issues Forum. The theme of the forum—interestingly enough for a bunch of business folks—was creativity, and speakers included some of my favorite thinkers/authors who analyze the future of business:
During their talks, I couldn’t help but notice all three touched on a similar thematic: the crucial role that inspiring creativity plays in driving innovation.
[Read the rest of this post over at opensource.com]
Today I spent a great day at the Emerging Issues Forum, where I’m proud to say my home state of North Carolina attracted some of the top business minds in the world (the Twitter stream is going crazy here). This morning featured two Dark Matter Matters all stars, Roger Martin and Tom Kelley (who I have written about previously here and here), but there was also an incredible lunch session where Charlie Rose interviewed husband and wife creative geniuses Nnenna Freelon (the 5-time Grammy nominated jazz vocalist) and Philip Freelon (architect extraordinaire), and plenty of other enlightening stuff.
The theme of the conference is Creativity, Inc., and from what I can tell from many of the attendee and host comments, the theme of this year’s event is very different than years past. But the undercurrent of many of the comments from this morning seemed to take a clear point of view on this theme.
My interpretation? For years the business world has been waging a war against creativity… and creativity is beginning to fight back.
It’s about damn time.
Roger Martin is one of the most eloquent speakers in the world on the need for change in business. Some key points from his talk today:
Martin talked about two types of industries– clustered industries (where much of the industry is in one part of the world, Silicon Valley for high tech being one good example) and distributed industries (where the industry is dispersed all over, hair salons and pizza places being two examples).
Martin’s research shows that clustered industries have a higher percentage of the creative class of workers. The average salary for a creative worker in a clustered industry? About $70,000 per year. But for a creative worker in a dispersed industry? Only about $56,500 a year. Pretty big difference.
So what does it mean? According to Martin, income disparities will continue to grow unless we can figure out what to do with routine jobs in dispersed industries.
He calls this one of the greatest policy challenges of the 21st century: How can we increase the percentage of creativity we use in all jobs? How can we make use of the whole human being in work environments?
I love this thought of us figuring out how to use the whole human being– how many jobs do we see that leave tons of creative potential on the table, at the expense of not only innovation, but also employee happiness? Too many, in my experience. And at all levels in business, from executive on down.