From the monthly archives: June 2012

– Questioning, networking, observing and experimenting

We live in a world in constant evolution and with a significant variation in what are key skills to work in teams and systems.

When organizations want to create work teams, they use in first place their internal resources and seek to equip their employees with the skills to lead their organizations to success.

The skills and abilities that are required today to employees of organizations include the ability to create networks, ability to evolve with new technologies, multilingual domain, cultural sensitivity, ethical behavior, critical thinking and creative problem-solving ability, among others.

Many times, so that organizations can build representative work teams  of a diversity that complement each other through the competences referred, it is necessary to recruit their (future) employees, not exclusively on the basis of analytical criteria, but also selecting people who are more prone to creativity and who have certain sets of relevant knowledge and skills for innovation.

When enabling the diversity of skills and disciplines of its members, organizations build interdisciplinary teams that favor the development of an innovation culture.

There is an advantage in interdisciplinary teams that is worth highlighting and that results from the development of generalist skills of team members , when they have the possibility to discuss third-party interventions in its areas of expertise.

Interdisciplinary teams can be seen as ensembles, which develop environments that:

-Allow opening the new challenges and promotes creative questions.

-Allow us to think about the unthinkable and promotes the perspective of contrast.

-Pave the way for daring, for trusting and favor dialogue

A culture of innovation is developed in confidence and boldness environments despite often also being constrained environments.

As a result of the relationship developed into interdisciplinary teams, learned behaviors are a fundamental difference that they manifest when we talk about a culture of innovation within organizations.

This culture is lived with passion that is fed with the celebration of ideas of all  team members  who develop autonomy. There failure is not punished and diversity is maximized.

Let’s see what can be a small example:

“Once people have succeeded at a game-changing innovation, the level of energy in the company elevates. Even people who weren’t directly involved are affected through the social networks. It becomes easier for them to expand their idea of what is feasible. Building this sort of capability often has the rhythm of, say, skilled basketball practice: a group of people who gradually learn seamless teamwork, reading one another’s intentions and learning to complement other team members, ultimately creating their own characteristic, effective, and uncopyable style of successful play” – A. G. Lafley

This could be something called pollination of ideas or the “ability to make connections between seemingly unconnected things” that Scott Anthony referred and which translates into four approaches that successful innovators follow:

– “Questioning: Asking probing questions that impose or remove constraints.

– Networking: Interacting with people from different backgrounds who provide access to new ways of thinking.

– Observing: Watching the world around them for surprising stimuli.

– Experimenting: Consciously complicating their lives by trying new things or going to new places.”

These findings mentioned by Scott Anthony may mean that the interdisciplinary teams, when they live a culture of innovation are the favorable conditions for the development of an innovative activity.

However we know that action requires energy and innovative interdisciplinary teams, to develop with success their goals, also require fuel that leverage creativity and innovation.

Daniel Pink on Drive suggests that one of the incentives that we can “create” for people is a sense of autonomy, which allows them to dominate their work, and create a sense of purpose.

Rewards and recognition, especially the balance between intrinsic and extrinsic incentives, influence the way the employees of organizations deal with their responsibilities.

The opportunity to be part of a real world, where each one of us, in its area of expertise, can contribute collaboratively for a common result, is something that organizations should seek to create to provide their real and sustainable development.

 

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This post was originally published at OpenMind – BBVA

 

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Understanding the complexity

When a person in charge of an organization says that the employees of that organization should take further initiatives to develop creativity and innovation he is not giving authorization. I think he is saying that there is no need to ask for permission.

This concern in making these employees were naturally more active and engaged in the generation of ideas within the organization is not always well regarded. Frequently we see or in many organizations complaints stating that organizations do not create a climate of creativity or innovation culture.

I think it is in the midst of this hypothetical conflict that we have the answer to the construction of an environment of innovation, values and purposes.

Companies (leaders and managers) and its employees should be co-responsible for these environments.

For example, why don’t they promote a group of employees, more enthusiastic about creativity, and try to see if they create a desirable climate or environment of creativity?

The most frequent response of these employees is that their time is absorbed by meticulously timed tasks.

This lack of availability only exists if there is not an attention management or if there are not defined priorities. This is achieved with passion and with a common purpose.

This passion comes many times by a process of contact and contagion with “things”, with the art and the humanities. An organization can provide without major costs that contact and can choose between their elements facilitators of contagion, i.e. those more enthusiastic and those who can propagate the passion for creativity and innovation.

“Imagination, originality and risk-taking should not be byproducts derived from a university education. They should be its core. “– Jonathan Berger and Bryan Wolf

If we think in innovation, our tendency is to think only in science and technology, but in doing so we ignore the vital contribution of research and experimentation in the arts and in the humanities. Through these we have been able to create a clear development in our quality of life.

Education in the arts and humanities is the foundation of a liberal arts education and serves three important roles.

First, it prepares graduates to deal with the complexity, diversity, and ambiguity of human societies.

Second, it draws out and develops personal creativity.

Third, the arts bridge all cultures, providing access to the experience of people in other times and places.

In the contemporary world in which Stanford graduates will lead and inspire, understanding complexity, finding creative solutions to problems, and navigating the richness of human culture are essential capabilities. To ensure our students develop these skills, we have launched the Arts Initiative.”

Research in the arts and Humanities can challenge conventional thinking, that is, can release our creative potential and can also provide an understanding of the historical context of the “facts”, a cultural framework in which systems, society and the economy work.

I think that organizations should learn how to live in harmony with the arts and the humanities to be able to embrace the complexity, diversity and ambiguity as challenges to generate emotions and joys.

When living with art is not just a sporadic visit to a Museum and becomes an integral part of the professional development the understanding of different cultural values becomes a reality.

The creative collaboration between researchers and creative people can lead to interesting news that push the limits of existing technology.

An environment of contact with art promotes individual creativity within an organization and its construction should be shared by a visionary leader.

 

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Celebrate learning through failure

When we create environments that encourage experimentation, when we are predisposed to discuss ideas in an inquisitive and constructive way and we accept failure as a lever for iterative learning processes, we’re innovating.

The failure is a necessary part of the process of innovation, because from failure comes learning, iteration, adaptation and construction of new physical and conceptual models.

To put it another way with the words of Edward d. Hess “What we found is that innovation requires a mindset that rejects the fear of failure and replaces that fear of failure with the joy of exploration and experimental learning. We also found that innovation organizations understand that failures are a necessity (in as much as 90% of the time) so long as the learning comes from small risk experiments.

As one innovation leader stated: “we celebrate success; we console failure; and we get rid of those who are afraid to try”.

To fail should be understood in an environment where change carries new market opportunities, new desires and new skills.

To fail does not mean throwing out the entire investment! Fail can mean stop at the right time!

To fail may be the right time to reflect on new business models, to reorganize the company, to re-evaluate the investments made and turn them into launching pad for innovation in a new context and with available resources more meaningful and less costly.

What before was not viable can be today, and the ideas or concepts can be adjusted to new realities as a result of learning.

To learn from failures it is necessary to understand them and some authors suggest a model to review the past failures and from them remove the innovation strategy to implement.

“Understanding this framework provides enterprises with an opportunity to revisit past failures, compare them to today’s realities, and more quickly and efficiently leverage past “failed” concepts.- Vijay Govindarajan

And why should we celebrate failure?

The only reason to celebrate the failure is if we can learn something useful with it. And the only way we can do this is by placing the logic of initiative in rigorously question in advance. This means specifying the expected results and systematically specify what would have to be true for the initiative to succeed. What would that be true about the industry, about customers, about our capabilities, about competitors? “

But what is true about our fear of fail?

Why do I see elephants where there are ants?

May be because there are four values that when combined form an explosive mixture of fear, values that we assume as being fundamental to success. Counteract these values can be a nightmare for some people.

Chris Argyris, delineated what he calls governing values behind most human interactions:

– To win and not lose in any interaction.

– To always keep control of the situations at hand.

– To avoid embarrassment of any kind.

– To stay rational throughout. ”

What lingers in the majority of people who do not tolerate failure is the constant thought that if they fail, the others may change their assessments and withdraw the delegated responsibilities to avoid another failure.

To celebrate learning with the failure, in my opinion, will only be possible if in fact it exist in organizations a new attitude on the part of managers of companies that translates into:

-Predisposition to understand the conditions under which the errors occurred. Accept the errors as levers to innovate.

-Adapt the passions to new realities. The dream environment can evolve.

-Creation of new competences in relation to the development of markets and new technologies. The change brings almost always resistance.

“The single biggest reason companies fail is they over invest in excess in what is, as opposed to what might be.” – Gary Hamel

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The networks and the evolution of meanings

The world is ruled by ideas. There are the ideas of leaders of countries, the ideas of corporate leaders, of the leaders of music and cinema, the ideas of kitchen masters and philosophers, etc.

If we imagine a political campaign for an election to the leadership of a Government of any country, one of the thoughts that may arise is the financial structure behind these movements.

The ideas of these leaders can be supported in complex financial structures or networks of legitimate interests and however this does not deprive the authority of those who pronounce on this or that subject to differentiate or winning the contest in which they are registered.

We are in a society where to assume or to induce the tastes and desires is a task more or less easy to accomplish but that always requires a touch of difference and novelty.

New ideas full of meaning and value do not have as main component the new technologies or the financial health of these leaders. They are constructed on the basis of knowledge, creativity and critical thinking.

Similarly in business and enterprises, the way we handle the knowledge covers a wide range of issues involving the information management, knowledge acquisition, knowledge sharing, organizational culture, organizational learning, etc. that imply a constant balance between what we know, our ability to create and our ability to distinguish the good from the bad.

We spend a lot of time gathering information and turn it into knowledge and often create new knowledge when we develop new perspectives when faced with a problem that arises.

But as new ideas arise we feel need for more info, thus creating more knowledge and new perspectives emerge. New ideas are stimuli for knowledge creation and foundations to raise the innovation.

This type of power supply, new ideas/new knowledge, where curiosity has a crucial energy paper, is a process of growth but also of refining that allows the construction of cognitive skills to identify the relevant elements into more complex problems.

Today we are witnessing the creation of knowledge communities with the use of social networks and what we see is that the interactions between the users give more breadth and depth to the learned knowledge by his actors, that is, makes possible the development of critical thinking.

The level of analysis and critical capacity, with the expansion of connections between people through social networks, increased over the past few years and the meaning of things was integrated in the cultures, i.e., there is a greater integration of a few “truths” in the diversity of cultures that are connected.

Formal organizations, as organizations are excellent at promoting cooperation, but the knowledge communities are superior to promote collaboration, which is a process with more importance when we talk about innovation because we are faced with a common goal where sharing of different points of view is a constant.

The knowledge of these successful communities, not the fleeting experiences that quickly grow and suddenly disappear, are the result of a vast network of food and has as a fundamental characteristic the adaptability to change.

This ability to evolve at the same rate that the change comes contributes to the construction of a common language that is fundamental for the development in an environment of cultural and generational diversity.

It is the “Innovation of knowledge” that uses an evolutionary construction of terminology and does not link to the traditional vocabulary that limits the expansion of knowledge.

There are new words, new meanings and greater proximity between things and people. This new language does not have static attributes as in the traditional speech language and change happens in an evolutionary way.

Now a better understanding is needed of how these collaborative networks encourage innovation, to better understand what drives innovation and how we can promote it.

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Learn from failure

A medical diagnosis is an application of reasoning to a set of symptoms and which results in a question:

-What is the diagnosis that would explain most of these symptoms?

It is this overview that is needed in business. To be successful in the future in a more generalized way, business people have to improve their vision of the whole.

Business failure to obtain returns on innovation and efforts of their respective investment continues to be a concern. In its origin may be the bad ideas, few good ideas, the support of the misconceptions, an incorrect marketing model, lack of capacity for implementation and preparation for the market or problems with decision-making.

“The only reason to celebrate failure is if we learn something useful from it. And the only way we can do that is by laying out the logic of the initiative in question rigorously in advance. That means specifying the expected outcomes and then systematically specifying what would have to be true for the initiative to succeed. What would have to be true about the industry, about the customers, about our capabilities, about the competitors?

That is the logical structure of risk — as opposed to the laundry list of standardized risks beloved of regulators. It’s also very different from the trial-and-error philosophy implicit in the “celebrate your failures” school of thought.” – Roger Martin

I think Roger Martin refers to some advice often published but that should be more in context. For example:

“Try to fail as often as possible but never make the same mistake twice.”

“Set a failure target as part of each employee’s annual review.”

“If projects are a failure, kill them quickly and move on.”

“Create a failure database as part of knowledge management.”

“Set up annual failure awards. If this gets too successful, stop it.”

These are tips from Richard Watson in 2005. Probably wouldn’t be repeated today without a background or appropriate development.

According to Roger Martin “the only way for risky behavior to create value is if it is logically and precisely directed. If you learn how to do that successfully, you’ll soon find that you’ll actually be able to take on bigger risks than you might have thought possible.”

As people of decisions, managers and business leaders should leave their focus on efficiency and focus on people.

We should think about doing something in a dimension that represents a new learning experience for everyone, not isolating schools and including especially business people.

As Neumeier said, we can’t decide between one and another, we have to design the way forward.

The difference we can make between these two modes, standard risks and the risks that would have to be true for a successful initiative, is great. The standard mode assumes that alternatives already exist (case study), but to decide will be difficult. The other mode assumes that new options have to be imagined, but once imagined, decide will be easy. The truth is the success in the 21st century. XXI will depend on finding the right mix of these two modes.

The new products, services, processes, technologies, business models, etc., do not happen by chance, they have to be thought out and designed!

Many times, or even almost always, this failure is linked to the lack of white spaces in particular view the behaviors of the people, where the insertion of scenario provides a relief in the battle against the odds.

A white space is a place where we or a company may have room to maneuver or to embarrassment when it is outside of our control.

Using effectively the white space we can create an invisible order (specification of expected results) that will improve the readability of any intention or action proposal.

Use the white space means that we are not dependent on a multitude of representative data for analysis and that always leads us to what should be done and what can be done.

This space challenges us to become aware of our environments, our spaces, both internal and external, and challenges us to relax the control and assume an attitude of openness and collaboration.

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A tendency to tell stories

Curiosity is our main ally to understand the complexity that involves many challenges we face today. It is a crucial factor of influence on human behavior, positively or negatively, during any cycle of his life.

Curiosity is “a motivational tendency to reduce subjective uncertainty by generating meaning.”

The novelty, the ambiguity and complexity as well as the uncertainty that these situations generate in people are levers for the appearance of an exploratory behavior which process involves three sequential steps according to Jason Piccone:

“-Uncertainty reduction. The individual explores the object or environment to size up the basic properties. A child picking up a lighter for the first time will touch it, and examine it carefully.

-Incorporation. The individual determines the object’s use. A child may discover that the lighter can produce a flame, or that it can be used to crush spiders (or something comparable).

-Play/higher incorporation. The individual creates a reality with the object. The lighter may become a space ship that the child runs around with blowing things up; or less fortunately, burning things up.”

Like children, and fortunately for a fewof us, we feel curiosity when we feel a gap between what we know and what we don’t know and so everything goes back to learning that, under the constant change around us, will be lifelong learning.

When we look around us almost everything seems complex and yet many of us demand simplicity.

For example, for many leaders and managers the complexity is seen as a challenge and so they seek a creative leadership, reinventing relations with employees and with the outside world by adopting a customer-centric approach.

It looks like a world in fact complex when dealing with relations with people in an environment in constant development, but there are instruments capable to decode this complexity and present it as simplicity.

For example, the stories are an important component of a company’s sales.

The stories have always been a fundamental part in the way any business model works, although with different strategies.

The story helps us to reduce uncertainty in a way that allows the exploration of the business environment or object to resize the basic properties of our value propositions.

The story makes the incorporation of the business global image giving a desirable and recoverable perspective of the utility and purpose of the business.

The story allows the integration of the business model in the game of the ecosystem in which we operate. We have created a new reality.

Consider the story behind one of the most successful business models of all time: that of the traveler’s check. During a European vacation in 1892, J.C. Fargo, the president of American Express, had a hard time translating his letters of credit into cash. “The moment I got off the beaten path,” he said on his return, “they were no more use than so much wet wrapping paper. If the president of American Express has that sort of trouble, just think what ordinary travelers face. Something has got to be done about it.”1 What American Express did was to create the traveler’s check—and from that innovation evolved a robust business model with all the elements of a good story: precisely delineated characters, plausible motivations, and a plot that turns on an insight about value.”

The goal of any story is to create curiosity enough to take a step forward.

Curiosity plays a critical role in the brain’s innate ability to fill the gap between what we know and what we don’t know, what we have and what we want, what is possible and what exists.

We tell stories because we want these stories to achieve results.

 

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Innovate and live well by subtracting

“The subtractive “stop doing” strategy presents a completely different way of thinking about life, work, and the world. In an economic environment where time, money, and attention are fixed or decreasing, in which we all must achieve maximum effect with minimum means, having a good “stop doing” strategy may hold the key. At the very least, it will allow us to make more room for what really matters by eliminating what doesn’t.”- Matthew E. May

But the turning point suggested here does not fit only on who asks or shows problems, it is also essential for those who work the need.

In an environment where design thinking is present as a problem-solving approach, beyond the ability of observation and of the need for empathy with the members of the groups, where a design thinker falls, it is important that he is capable of converting a necessity at a request.

It is important to internalize that we must learn from the lives of others and do not focus on validation of our ideas.

This is a step towards great accomplishments, but we need to know to stop, that is, we must take time to the time intended to accomplish something.

Throughout our lives we find that our ideas are not always good and many times when we do a balance sheet, we can see that in our portfolio there are many failures and also that many times we get the feeling that some ideas (good ideas) if it will be  implemented would be a disaster.

David Kelley of IDEO guard many of these failures and Tim Brown declined to one of its oldest employees the request of a hangar to keep work life prototypes.

Behavioral change is needed from the inside out, going beyond ourselves as individuals.

Most creative types—artists, musicians, and writers—have also learned through experience that their process involves some seemingly unproductive spells, but that this downtime is actually important to their productivity.”

When we launch into the adventure of creation and already very close to the end, or even for much of the journey, we realize that our great work of “art” is not composed only of the result at any given time.

Our great work is also important for what it isn’t.

It is important by the moments of observation and contemplation and by moments of reflection of everything that we withdraw or not chose as part of our creation. There are things, ideas and thoughts that despite having occupied a considerable timeline does not fit in our creation and therefore give life to what matters.

There are moments of an iterative activity that characterizes the design thinking where the fixed processes give rise to the guidelines that lead to subtraction.

In order to be able to release this power of design thinking, Kevin Clark e Ron Smith -IBM, suggest that the thinker design should:

-Connect the two hemispheres of the brain and align the head, the heart and the gut.

– Maintaining the general idea in the head.

– Understand, observe, conceptualize, validate and implement.

When we are unable to enable to align the analytical thinking and intuition, we are facing the most not appetizing risk of being absorbed by a useless complexity.

But if we go down by simplicity, which consists of subtracting the obvious and adding the meaningful, we can, according to John Maeda, find, among others, three paths:

Detachment – the remoteness makes what seems “more” in “less”.

Openness – gives a simpler view.

Energy – using less gain more.

Finally I must say that this text was written with the purpose of calling attention to the importance of the necessary moments to reflect and so because there’s always bring us contrary opinions and for being extremely helpful here are two more batches of provocation:

“I’m a champion of elegance, simplicity, and ease of use. But, as a business person, I also know that companies have to make money, which means they have to deliver the products that their customers want, not the products they believe they should want. And the truth is, simplicity does not sell. Why?” – Donald A. Norman

Albert Einstein said:  Out of clutter find simplicityFrom discord find harmony; In the middle of difficulty lies opportunity.”

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Interactive activities

One of the most serious challenges that a company faces, particularly a forward-looking company, is to know how to manage innovation as the organization evolves.

Facilitate innovation management is no easy task, especially when we are in a process of maturation or development of enterprises.

The facilitator is someone who helps a group of people to understand their common goals and helps them to plan to achieve, without taking a particular position in the discussion.

The role of an effective facilitator is closely linked with the environment (context) where he will conduct its activity.

This note is important because the Organization’s culture or region where unfolds the facilitation activity may make hard the work of the facilitator. We can also be talking about young companies or companies with heavy structures and built profound beliefs and assumptions.

A facilitator does not necessarily have to be an independent person to the company. The powers of a facilitator are the true meaning of the word, that is, competence is result and it is reflected in the effectiveness of teams and their elements.

The facilitator should distinguish content and processes and must be able to encourage participation and creativity.

Although it was an active intervention in the transmission of knowledge, the facilitator must demonstrate wisdom and highlight the wisdom of the group, which is easily accomplished when the facilitator is a member of the organization.

In the activity of facilitating nothing is by chance, time and physical space are intentionally worked, which causes the facilitator adaption to the group’s evolution and to the events in the environment.

Being able to maintain objectivity, a facilitator is always attentive to the dynamics of the group and takes responsibility for the direction that the group takes. There is no room for distracting subjectivities or deviations of their purposes.

Facilitate means make it easy and didn’t take advantage of complexities to highlight skills, thus privileging the interest of group to the detriment of individual interest.

A facilitator demonstrates professionalism, self-confidence and authenticity, which translates into personal integrity.

Good, but if he has a set of skills as demanding, how does he apply them or highlights?

The facilitator does not say!

The facilitator uses a set of questions, according to the theme where he has been involved, to highlight the potential of each member of the group.

The facilitator says, but to compliment or give back his greetings addressed.

In fact a facilitator is someone “well-educated”, which is able to connect and establish relationships. So it avoids the guidance for the task.

Using his relational skills the facilitator doesn’t expect that someone start the conversations and takes the initiative, using the request for opinion and not suggesting something he thinks.

He is able to hear so actively promotes the negotiation, not manifesting policies intentions in decision-making. This negotiation is done with emotional intelligence, being able to vibrate but moving away from inconvenient reactions.

He is able to persuade, not using systemic approaches, giving little room for analysis and benefiting the intuition.

Intuition results from lived experiences and groups are a good source for obtaining intuitive answers.

To maintain the constant close-up of its objectives, the facilitator promotes the work on the nuclear aspects. He advises and does not use the authority as if the group were a military platoon.

Dominating the observation, the facilitator is able to leverage curiosity among group members and withdrawing, from simple aspects of the everyday, analogies that help solve problems.

To facilitate is a job that requires a good relationship with the members of the group, liberates creativity and makes effective knowledge transfer.

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This post is a review of an earlier published here.

 

The phases that will never be … fulfilled!

What is important is not what we do, but how we help others to understand what we do.

I started my activity as a trainer a few good years ago and over those years I have been watching and learning what was important for apprentices and for customers often organizations where these trainees worked.

There were and there are two things that people love to hear:

–      At the end of this course attendees should ….

–      The proposed action plan is …

If at the first point we can be talking about transferable skills for the workplace or for any other context, in the second we are talking about the way we process our work.

From this my experience as trainer result three curious assumptions:

– almost always the trainer’s evaluation is done through a record sheet of sympathy, i.e. assesses to what extent it was nice the environment in which the training was done.

– the skills that we thought developed have always obstacles in its implementation at the level of the hierarchy or the context in which they are fitted.

– the plan of action is never followed and when is followed, it is an vanity exercise of the trainer. Often only serves as memory helper or leitmotif.

Today the way I workout or training is radically different from the traditional information transmission, although it is also soaked in practical and dynamic methodologies.

Today the influences in our working methods come from many sectors of activity and the processes that we use end have an evolution. The way we talk about creativity and innovation is no longer founded on any static model and has been evolving and contextual.

In fact it seems that, only even after the release of the final prototype (this prototype integrates all elements of success) and the consequent testing, is that we come to the magic formula to pass to production in scale or replication.

 

Until we get to the point of replicating our entire process is done through the chaos path though with some discipline.

When I do a design project, I begin by listening carefully to you as you talk about your problem and read whatever background material I can find that relates to the issues you face. If you’re lucky, I have also accidentally acquired some firsthand experience with your situation…I can’t really explain that part; it’s like magic…Along the way, I may add some other ideas, either because you made me agree to do so at the outset, or because I’m not sure of the first idea. At any rate, in the earlier phases hopefully I will have gained your trust so that by this point you’re inclined to take my advice. I don’t have any clue how you’d go about proving that my advice is any good except that other people — at least the ones I’ve told you about — have taken my advice in the past and prospered.”

It’s a matter of trust that holds this relationship between the creator and the people who have unmet needs. As suppliers of creative solutions to the challenges that have been proposed to us, it is not the detailed description of the steps of our work that will leverage the best answer.

Our process is described only to create trust. It is an action plan that does not have a clear definition of underlying iterations.

Our process is a leitmotif that replaces the traditional route of trying to do everything right on the first try.

To leave the improvisation works, as a result of uncertainties, helps us to drive the process and create a healthy work environment of game (but safe) with the limits.

Any activity that involves creating something entirely new is characterized by uncertainty and by artistic bubbles or surprising solutions to face sudden movements of the environments where we develop activity.

An action plan or “our process” is a sheet of intentions that, if we follow it “sine qua non”, does not permit the “treatment of a sudden problem caused by one supplier.”

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A question of behavior

For us, in this age of information overload and abundance of supply, who will find the right path to well-being, are going to be people who discover what really worth leaving out, so they can focus on what is important to them.

When we think of something to people, some of us think to stimulate the senses of the people and this is creating products or services useful, usable and desirable that later will tell true stories through their memories.

The right path to well-being does not have a linear path and flat free of obstacles.

Vasari stated that: “… many painters … reach in the first sketch of his work, as if they were guided by a species of fire of inspiration … a certain measure of courage, but then to finish it, the daring disappears”.

It seems to be true that, to us, while creative people that we are all initial ideas are promising but, nearing the time of conceptualization and building, we easily confuse dream with reality.

I think one of the reasons why the daring disappears or we confuse dream and reality is because, many times, we thought to be a thing when after all we are another. I say this because, when I read an article by Soren Petersen “Design and Business Model Creation”, I was a little confused when he says “…designers…”, I thought be reading “design thinkers”, but no!

“Design is a creative activity, whose aim is to establish the multi-faceted qualities of objects, processes, services and their systems in whole life-cycles.” Designers apply a design process to create new products by leveraging their understanding of a broad spectrum of industries, users and cultures. They investigate and communicate the product’s meaning to the user by combining their knowledge and experience with a broad range of design languages. They also define the users’ interaction with the product, service and experience through simulation and user testing. This creative design process results in meaningful and beautiful products.”

In fact, for me, these designers are not many of those who we know (with qualification)! These are the ones to whom David Kelley refers when he says:

“We moved from thinking of ourselves as designers to thinking of ourselves as design thinkers…What we, as design thinkers, have, is this creative confidence that, when given a difficult problem, we have a methodology that enables us to come up with a solution that nobody has before.”

This change brings us to empathy, to deep understanding of the needs of others and to behavior changing.

Today with the spread of technological channels it can seem simple influence the behavior of individuals in order to lead them to the acceptance of our proposed experience and their consequent activation that will facilitate the expression of positive emotions.

However, many projects fail because people don’t understand what factors lead to behavior change, i.e., so that a particular behavior can happen, a person must feel, at the same time, a proper motivation, be sufficiently capable and possess an effective trigger. Only combining these three factors it will take place a desired behavior.

The context in which people are situated, the challenges that are proposed to them, the means of communication available and the existing sense of community are factors that may facilitate or block our proposals of emotional experience.

“What we need are new options – new products that balance the needs of individuals and society as a whole; new ideas that deal with the global challenges of poverty, health and education; new strategies that result in significant differences and a sense of purpose that will involve everyone affected by them.” – Tim Brown

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