From the monthly archives: August 2012

New interaction environments

Imagine what is to enter a meeting place of people from various disciplines or areas of work where we are invited not to show what we can do, but rather to use our freedom and our ingenuity and rest our eyes on things, where we find answers to problems that surround us, and that we thought were not of our jurisdiction.

Our eyes, tired of looking at our comfort zone and accustomed to our routine open in amazement and stay awake when they are attracted by the new world of unplanned interactions.

To get people out of their area of expertise and facilitate their participation in the resolution of a problem in an area where they are not safeguarded by his knowledge and experience is an interesting challenge.

It is a challenge sponsored by collaboration and creativity.

It is a new way to think, learn and collaborate in order to identify the best opportunities for innovation in the course of a given project.

We can cooperate for the sake of sympathy or because the dynamics of the game demands it but collaborate implies indulging in our concept of knowledge authority and accept that the result of a team can be surprisingly higher than expected.

Now imagine that in order to solve problems we put the emphasis on the detection of unmet or hidden needs, always people-centric, and in a given context and through a process of research, discovery, ideas and solutions.

The result is the emergence of innovation.

In the business world there are two environments that often mingle and get confused without creating more value. There are the world of organizations and the world of people, that is, our world while employees with rights and obligations and our world as individuals with values, aspirations and potential among other things.

When we get special environments of work that help organizations and people to break patterns and routines, to see the problems of multiple perspectives and to choose effective courses of action, we are combining these two worlds and not confuse them.

One of the great challenges that we placed today is to be able to create and facilitate new ways of working with people on issues that are important to them and to the organizations.

The future of innovation is crucial in many fields among others health, food, energy, environmental issues, quality of life, Innovation is changing rapidly, in response to globalisation increasing complexity and growing awareness that new ideas can come from anywhere. Collaboration, convergence and interdisciplinary research are the future of innovation. The problems to solve are just too big for an individual brain! …

It is important to understand that Innovation in all sectors of our societies is more than just the result of research and development. It also depends of the capability of creating new ways to think and very often SMEs are more appropriate to create the proper environment to do so. Of course it requires among other challenges to get rid of bureaucracy which is time-consuming and destructive to creativity. There is no future for innovation as long as bureaucracy will slow down so many intelligent initiatives.”

In order to produce more amazing knowledge in a maturated form and not only cumulative and to create confidence to be creative:

-We need to find physical and virtual spaces that provide us comfort and discomfort zones, silence or open and passionate conversations, challenge and imagination, etc.

-We have to deeply understand people and their reactions in different contexts or moments.

-We have to adopt a dynamic of collaboration and help people to look at the possible future.

-We have to analyze the present, recognize the past and learn about the future with the scenarios that we build.

-We have to apply our expertise not only to projects and organizations but above all to people and their needs.

We must believe!

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Build it and they will come or not

When we have an idea, the expression “build it and they will come” is no longer an acceptable assumption as it could be a few years ago.

Today, when we hear this, we are shocked (or not!) as happened with Questrom:

“I’m shocked that they are going forward with this without even testing one or two stores to see how customers react.”

Over the past few years the way we look at innovation has suffering a continuous improvement and even some disruption and one of the things that has changed is how we learn from mistakes or failures.

Although many organizations refuse this idea of learning and justify this refusal with the lack of time, learning is always an emerging value in any innovative initiative.

The pity is that there is often no place to learning right at the right time. In other words it is a shame that many times already with the products or services on the market the only learning we can get is that before the release we need to test.

Test is to identify what are the important issues to raise and do initial research before any release of product or service, so that the needs, behaviors and attitudes of consumers are deeply understood, and this is learning.

“When I’ve seen individuals, project teams and organizations humiliatingly — and expensively — fail at innovation, the odds are they overinvested in sophisticated analyses and underinvested in simple tests..

Even worse are the “innovators” who insist they performed extensive testing before launch but a review reveals the tests were designed to “prove” and “validate” the innovation “worked.” Any meaningful learning or insight was incidental.

It’s easy to tell them apart. Testing for validation is all about leaders looking for compliance and adherence to plans; testing for learning is about leadership that expects people to be attentive, agile and adaptive.” – Michael Schrage

Many heads of teams or departments in organizations consider tests as a necessary evil but at the same time a stone in the path because it does not allow them to achieve the desired launch speed and because it calls into question the brilliance of the idea they represent.

When we have identified the important issues to put in tests we are developing we identify our assumptions.

To do this we are opening the path to quickly check that our hypothesis is wrong (or not) and only with this already is winning (time and resources).

Each hypothesis called into question is food for a new dynamic but does not mean losing our vision of the business and still can possibly in the trunk of the fears of some leaders mean loss of status.

Remember that test allows us to:

-Make risk management through informed decision making.

-Entering new markets or maximizes the potential in existing markets

-Solidify or gain a competitive edge.

And still prevent the fail of many innovative initiatives because:

”The innovative new products are not shown in the right user context thus creating a misunderstanding of the applications

-The new technologies behind the innovative product are not linked to an exciting and worthwhile market opportunity or are too niche…

-The core functions of the innovative new products cannot support themselves as stand alone products and only work as features.

-The promised performance of the innovative new product does not materialize and does not provide enough customer value

-The innovative new products were distributed through the wrong channel and compromise the value propositions

-The expectation of consumers adopting the new products is over estimated…” – Idris Mootee

A predisposition to test is a predisposition to learn from clients and suppliers.

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Integration – A hard road

There are times when we feel like migratory birds and we left for flights longer than those who we do usually in our comfort zone.

This is what happens when we want to satisfy the needs and desires of people and began to imagine things around us thinking more as they could be and less as they are.

There, even when we develop a work focused on the behavior of things and always bearing in mind the future behavior of people, we are looking for simplicity, although it seems otherwise.

At these times we strive to eliminate confusion, difficulties, and above all the bad experiences.

We can be talking about products or services if we consider the products in a logic of service, that is, if instead of the value that is to be embedded in objects across a value chain, we take the value that is created through service exchanges.

Today, the products have a very strong component of integrated services that was differently from the ways of the past. The product servicialization is a reality.

The old dichotomy products/services were replaced by continuity.

For example the automotive industry that previously focused its programme of communication on the advantages of the products, such as security, design and performance, is now more focused on the three year warranty and scheduled reviews.

“The Linux Foundation Executive Director, Jim Zemlin believes that, within a few years, the hardware will be free. Instead of paying by the appliance, you will pay for the service: wireless, streaming music, among others. “

This approach allows you to highlight the role played by users/consumers in the co-creation of value when, instead of consume the value delivered we are faced with a situation in which there is value co-creation through dynamic processes, non-linear and interactive experiences for end-users.

This experience that a user or a customer has with a specific product, service, or even with an ecosystem that can be to handle a juicer or interact with a Web site of a home support service, should be seen as a whole, that is, the design of services where the experience determines the base value of the Exchange.

The experiences can be regarded as an offer or a distinct proposal, that is, the experiences should provide a memorable event that will remain for a long time with users, but to achieve this, the user should feel the experience and participate actively in it.

To participate actively in that experience implies co-creation and co-creation suggests that there is not a supply or service delivery but a value proposition.

Organizations that think “to provide proposals” of experiences to their customers should start thinking about performing “Weddings” of products and services in order to enhance these experiences.

The experiences should be worked as events of excellence, where each participant has a unique role to play but is the set that adds the value of the difference.

This value created by the difference has to be a really interactive experience so the individual actions are converging to the success of the proposal, which means to retain in memory a great experience.

It is this memory that will later appeal to the repetition of experiences or to new interactions with the organization.

When the services are systems of varied service experiences they need to be seamlessly integrated so that the whole becomes a consistent experience, valuable, viable and desirable, and this integration is facilitated by design services.

A little reflection:

Designing for service is the conceiving, planning, and realizing of the dynamic systems and experiences in which one service is exchanged for another in an ongoing process, the value of which is constituted in practice. There are three consequences.

The first is that there is a necessary indeterminacy within design for service…is part of a dynamic and interactive exchange process taking place over time…

Second, the value of service is co-created through the practices of stakeholders: what they do, what they think, know and learn, what they say, the objects that are part of the service encounter, how it feels, and the structures that are enacted through practice…

Third, design for service becomes an activity that underpins four orders of design – symbols, things, actions, and thought… are all placements for the exchange of service for service, topics for the discovery of what service means.

Symbols, things, actions and thought are so to speak, contact locations so that the integration of the various experiences be effective and for the whole become a consistent, viable, valuable and desirable experience.

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How many releases up to saturation?

When we find that an idea is good, that is, when it satisfies our purpose and because it satisfies the needs of other people, what do we do to move forward and achieve our dream?

The first question that we must think about is if our idea has some support around us.

Without having to prove anything except thinking that it is possible, how can we say that our idea is good?

We all have a “community” of friendly people, known people and other contacts who can help us in sharing this idea. If when we share our idea, the community engage with us (for or against), that means that we are on the right track. Our idea impacts with our first sample of the outside world.

But if our community does not react, it is better rethink the idea or rethink the way we tell our history.

-So,  what is the special moment that makes us move to action with our idea?

There are plenty of people who will give you feedback on your idea. It takes very little knowledge of the startup world to recognize a crappy idea, because most ideas are so crappy in so many ways and you only need to be able to see one of them.

Here’s how founders get good ideas for companies. You start with an idea, and you tell a friend. Your friend immediately tells you why it’s a bad idea. You do this 20 times until your friend says, hmmm. That’s a good idea.

Then you tell your idea to a serial entrepreneur or an active angel investor. And that person tells you why your idea is terrible. This happens 30 times. You will have to find a bunch of different people to harass in this way. A friend will put up with 20 bad pitches. Someone who is not a friend can deal with five to 10 ideas before they start to find you annoying.”

Diversity always showed to be a good source of resources when collaboratively people have expressed their opinions.

That question has for me a special meaning, because it does not matter to find out what is the path, the resources or the obstacles to the implementation of an idea, but yes, in my interpretation, what is the click which makes produce combustion to go forward.

I, at one time, wrote that I thought that my idea will go forward when I felt there was a purpose or that I had found a meaning. This of course assumes that my assessment about my idea was that “it is possible to implement it”.

This meant that I had found economic viability in my project, it was technically possible to run it, and that in fact there was no doubt it was something desired by many.

There are however other opinions that it should be noted, and that we may collect in any query to Google, because I believe that each of us has their own “magic” to move forward and it is good to think about it to try to prevent false starts.

Putting it in another way, it is not a good idea, to sit in the driver’s seat and turn on the car ignition, to make a trip, if the vehicle does not have fuel in the tank!

“My magic” works only with success if I know to choose the right moment after have created a favorable environment for development.

For other people, there is not only one “magic step” but a kind of magic “mixed” of knowledge, resources and commitment or the magic steps is trial and error and set the hours until it works.

There are still those who say that is the motivation, followed by the initiative.

It is not easy to know what the “magic step” because this ends in fact a mixture of magic that only in light us for the departure when our needs, often not aware, are met.

When I feel it is time to develop an idea is because there is a combination of factors that serve as ignition and that translates in the awareness that I and my team we’re capable, that the idea is achievable and that it makes sense to develop it.

And when I feel that it means there is motivation and passion, I’m alert for obstacles and that my idea is ok with the first assessments.

That is why it is good that each of us starts by knowing ourselves and learn to what extent we believe in ourselves, from beginning to end!

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Solution for the system

The clear identification of people’s needs is critical to the success of innovation and this is only possible with the deep understanding of the problems, wishes and environment (systems) where these people interact.

However, most organizations when they make research use traditional approaches (discussion groups and visits to clients or potential clients) that do not allow them to discover hidden needs or even not articulated needs.

There is a significant difference between what people need and what they would like to and so questionnaires are often not the best option.

Some techniques of psychology and anthropology can help us understand how people think filtering that way what they want to say us. Analyze contradictions in what people say, observing the real life or combining several techniques can give us a more framed image of real the needs of people.

People live in groups, communities or systems and act as units of relationship between themselves. They are not independent units.

There are two kinds of needs which in my opinion should be over worked to not run the risk of being creating dream solutions but with no applicability.

On the one hand we have not articulated needs, that is, those that exist but that users or consumers fail to clearly expose and whose message needs our help to translate into understandable language.

On the other hand, the “hidden needs” that are the kinds of things that people really want, but are unaware of or do not feel this need. Those needs only manifest themselves in plans for the future and are often a result of a change in the environment or in the evolutionary process of each one of us.

To be able to develop the capacity of the Organization to identify the hidden needs is one of the most valuable skills in an organization.

Timothy Prestero is the founder and CEO of Design that Matters, a nonprofit that collaborates with social entrepreneurs and volunteers to design products for the poor in developing countries…

Tim and his team made a splash when they created the NeoNurture Infant Incubator, named one of TIME Magazine’s “50 Best Inventions of 2010.” However, the product wasn’t a hit with manufacturers or with hospitals in developing countries and forever remained a prototype. Design That Matters learned an important lesson from the experience — that good design must keep in mind who will procure equipment, who will be using it, as well as the myriad ways it could be used incorrectly. As Timothy says, “There’s no such thing as a dumb user; there are only dumb products.”

This story deserves to be heard with attention because it gives us a perspective very real of, not what are the best practices but what are the hidden faces of projects where eventually we can be involved.

The research of people’s needs not only involves direct users but also a set of stakeholders which cannot be forgotten.

If the research needs, in case of health, may involve people like doctors, ambulance drivers, therapists or in other cases involve other actors equally important. When we do research of people needs it is essential that all stakeholders are identified and that match not only the “beneficiaries” of the proposed solutions but also to the authors of these solutions.

For example, the interdisciplinary research projects, in a system for the provision of food to elderly patients from the hospital, to avoid malnutrition (GSA), work with sociologists, nutritionists, food scientists, medical professionals and users of the service to develop a new service model that includes: new products, environments and interactions.

After a series of iterations as a result of needs identification we arrived to the development of prototype that materializes the product or service journey in a clear and transparent environment.

The feasibility and acceptability of the prototype will be verified through research with users/consumers and stakeholders to determine usability and framing in real life.

How should be the design of products and/or services?

Should it be the result of our inspiration?

According to the production and distribution capacity?

Driven by aesthetics?

Driven by results?

“These are the kinds of lessons — as awkward as it was to be a pretty goofy teenager, much worse to be a frustrated designer. So I was thinking about, what I really want to do is change the world. I have to pay attention to manufacturing and distribution. I have to pay attention to how people are actually going to use a device. I actually have to pay attention. Really, there’s no excuse for failure.

I have to think like an existentialist. I have to accept that there are no dumb users, that there’s only dumb products. We have to ask ourselves hard questions. Are we designing for the world that we want? Are we designing for the world that we have? Are we designing for the world that’s coming, whether we’re ready or not?

I got into this business designing products. I’ve since learned that if you really want to make a difference in the world, you have to design outcomes. And that’s design that matters.” – Timothy Prestero

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The context is important

Creativity is a human capacity to create something new. Creativity is essentially our sensitivity to a context!

To change of place, city or country can lead us to new experiences and to meet new meanings of things and concepts related to people.

“For me, changing context is often the best way to encourage new ideas. Travel helps. Studying how people think about money in a different culture, for instance, gives me inspiration not only about that place but also the meaning of money in our own society.” – Tim Brown

Facing a situation, usually a problem, our thoughts and our action are in constant motion.

So that this movement exists we must have courage to take risks and make decisions. We need to see and to have a perception of how things are, or may be.

Creativity is full of experiences and emotions that make us integrate small things as a whole and lead us to more questions and empty seats of comprehension.

Our ability to receive sensations or our attention and responsiveness in relation to something is responsible for the production of ideas often used to solve problems.

The image of a creative person, in business, can be related with the image of a hero, a fearless person that faces challenges, which crosses frontiers and who lives in embarrassment.

Businesses and organizations, the large majority still considers creativity as a “special gift” useful every once in a while.

Creativity is a constant human force. It is not a task or a department.

But creativity can be best represented if we speak in teamwork from a perspective of skills and competencies.

For example, if we talk about T-shaped people who have depth of knowledge in a particular discipline, such as design, business, engineering or social sciences, but who also have a broad perspective of life and the environment that surrounds us and at the same time have an insatiable appetite to cross disciplines and collaborate.

Creativity lives in people and for the people and as such is a source of production and needs even the more hidden.

To be able to understand the other, in the deeper reasons of his needs is a creative act, in the sense that define and creating the way to find them.

If our openness to new contexts can foster the generation of new ideas maintain our activity in certain contexts can make it difficult to be creative at work.

If, for example, the change is not treated, in a work context, safeguarding the richness inherent in the diversity that the employees represent, these people can experience situations of unrest and conflict.

Some aspects of the context of the business or organization such as structural dependence, organizational obstacles, difficulties of collaboration and integration of cultural diversity and of disciplines can prevent people from being creative.

If you believe, as I do, that the best ideas come from making new connections and seeing new patterns, then diversity becomes a prerequisite for creativity. The insights that come from people with vastly different experiences combine to create new-to-the- world ideas. As a faster changing world demands a faster pace of innovation, the organizations that know how to harness diversity will be the ones that are most likely to adapt and successfully compete.”

Creativity is important because it allows for carrying out, by the organizations, the best balance between flexibility (the ability to plan ahead) and the alignment (the ability to handle this).

“In order to have diverse teams in your company, it is essential that your people are diverse in background, education, knowledge and experience. Ideally, hire people from other countries and cultures as well. Not only do such people provide diversity within your workforce, but each of them will also have networks of professional associates whose knowledge they can tap in order to solve problems and accomplish tasks. Needless-to-say, diverse people will have diverse networks and provide your company with a vast and diverse meta-network at your disposal.

Diversity should also include, as much as possible, an even mix of sexes not only at the employee level, but also at management and board level.” – Jeffrey Baumgartner

It is important to highlight the need to evaluate the organizational context in which this balance is sought and permit the development of creativity and individual and organizational welfare.

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From the inside of the organization up to the memories

The importance of the need for value-added services and excellence is increasingly notorious and however, the satisfaction of that need is still very far from being a reality.

In the services, offers are poor and take a long time to become co-created value proposition and maintained.

So, how to create a lasting impact of an experience?

To create a real and lasting impact all aspects of a service must be considered and translated into the language of excellence where the words “collaboration” and “co-creation” are keywords.

On the one hand the organization that proposes a service of excellence must include in its project work, the creation of an exception service attended by all its internal and external collaborators (stakeholders).

On the other hand, they need:

-Understand the kind of experience that users (customers) want to, from the first contact until the time of memories and reflection.

-Identify the ways in which they can “perform” these wishes to provide a rich, total and sustainable experience.

Service Design should guide the recipient in the properly way as the requests must be formulated and should also guide the organization in the best way to meet these requests with flexibility. We are talking about requests made by people and which concern the people and not the things themselves.

“What differentiates service design from all other forms of design is that is primarily the design of people, rather

than the design of things, environments or communications for people.”- Lara Penn and Cameron Tonkinwise

The design of people, the human side of care, help mantain the user informed, makes the service economically healthy (viable and sustainable) and easier to work at scale.

Prepare customers/users/recipients to the dissatisfaction is one of the easier tasks to accomplish in an organization especially when there is not an alignment between all sectors of the organization.

To keep a balance (economically viable) between the satisfactions of users’ needs and the cost of services is a headache for many managers that we can join to the hard management of employees’ activities inherent to the services proposed.

There are not only the employees in personal and direct contact with users but also all others who are stakeholders in the service concerned.

The quality of the interactions of services is determined by the quality of the interactions of people from various departments of the Organization and of the interactions with customers.

Transform the service design in design of people is to seek that the interactions are constantly positive and not a trigger for dissatisfaction or future rejection.

This can be achieved if we know what really motivates and puts users in a collaboration platform and opening clear and transparent communication.

We must not forget that to collaborate we need to understand and trust.

This discovery is a challenge that is placed to the organizations as a cyclic form so that relevant information is always available.

Master this challenge requires the development of an integrated vision of service levels, revenues and costs of the project through the entire set of customer contact points. Knowing at what point there is an interruption in service excellence or at what point it is possible to create a better cost/benefit balance is to know in which water moves the economic viability of the service and its sustainability.

Users are people and the experiences have to be seen in terms of global impact (economic and …) that they create.

When we co-create economically attractive services, because they are accessible and justified,  a motivating energy source is established for users and also for internal employees and other stakeholders.

It is a set of people in constant interactions, owners of critical thinking and which bases its operations on mutual trust.

The concept of ‘co-creation of value’ has become a dominant idea.

It occurs whenever consumers interact with companies or products and thereby have an active role in the shaping of their experience and ultimately value perception.

This understanding builds on forms of dialogue that are on the rise and evident in a range of situations. For example, increasing numbers of patients bring in their own knowledge when discussing diagnoses and treatment options with healthcare providers. In software development, beta testing with users has been practiced for a number of years, and has become easier with the internet. If infrastructures for an ongoing dialogue with customers are in place, managers can add value by harnessing consumer competence, managing personalized experiences and shaping expectations.”

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To decide with conviction and courage

To be able to solve problems can be the best way we have  to feel ourselves like entrepreneurs.

From the small repair to business at scale may not be a long path but it is certainly a path with obstacles to overcome and mistakes to avoid.

A large cosmetics company had a problem that some of the soap boxes coming off the production lines were empty. The problem was quickly isolated to the assembly line, which transported the packaged boxes of soap to the delivery department: some soap boxes went through the assembly line empty.

The management asked its engineers to solve the problem. They spent much time and money in devising an X-ray machine with high-res monitors manned by staff to watch all the boxes on the line to make sure they weren’t empty.

A workman hearing about this, came up with another solution. He got a powerful industrial fan and pointed it at the assembly line. As each soap box passed the fan, the empty boxes were blown off the line. Moral: the simplest solution is usually the best!”

This is a happy example suggested by the University of Kent when they seek to inform people about the problem solving and the skills that we must develop.

Solve problems involves both analytical as creative skills but if we want to throw us in the business world and make our idea a new venture so we will have to add them:

Critical thinking, understanding business, relationship skills and understanding of people, believe in us and what we intend to do and decide with conviction and courage.

Decide with conviction and courage is a task that is never easy because to prevent or avoid mistakes like the progressive decapitalization of a business we need to decide with the principle of reality and let the pleasure principle live when we celebrate the small victories and successes.

For example someone said, talking about his experience as an entrepreneur:

“With financing things seem too easy and we fall into the temptation of not work very hard”

To believe in ourselves and in what we do avoid making mistakes working with high levels of anxiety, with impatience and with precipitation.

Those are states that must be replaced by passion, perseverance and focus.

To use our critical thinking helps us to avoid the lack of planning which is a mistake that can lead to loss of ideas and the crossroads of complications and disorientation.

The objectivity and viability must be the lanterns of the way to go.

Understanding the business means, saying no to the disorganization that can mean the loss of partners or stakeholders, combat the incompetence and abolish the pessimism.

The optimism is welcome as long as it is not overdone.

Then, once alerted to serious errors that can compromise an entrepreneurial initiative and let’s see if we are capable of, equipped with the powers referred to above, find “Five solutions to these problems:

1. Automating a labor-intensive process.

2. Fix something that is broken.

3. Grab a luxury and make it a good accessible.

4. Make something cheaper and easier to use.

5. Raise a current solution to the next level. “

If you can’t solve one of these problems, I would say that you do not have a strategy or a product or that there is not a real problem to solve.

I think with a Design Thinking approach any one of these challenges can be overcome.

Unlike analytical thinking, Design thinking is a creative process around the construction of ideas, with its generation without judgments which eliminates the fear of failure and encourages participation in the design and construction of prototype with energy and vitality.

An example of a design thinking process could have six steps:

Understand, observe, define, generate ideas, build prototypes and test.

Within these six steps, problems can be framed and we can ask the right questions. The steps are not linear; they can occur simultaneously and can be repeated.

There is always room to learn even with errors and unexpected failures. Fail early and quickly is one possible path and valid too.

 

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The role of perception

We are curious people especially when we questioned ourselves, as we look inside of us, why is all mental processes derive, in the latter case, from sensory perception, i.e. of the senses of sight, hearing, taste, touch and smell.

But when we are curious towards others should be alert that the perception that we have of a particular person can be a very subjective process that can be affected by the characteristics of the person that we are observing, by the context of the situation and by our own personal characteristics.

Our perception can be conditioned by four factors:

-The sensitivity of our body.

-The character or quality of the stimuli to which we are subject.

-The degree of impact that past experiences had on us.

-Set, or purpose of the surroundings.

In an organization it is important to realize the extent to which the perception we have of the problems may affect the efforts that are required to implement the innovation processes. When we speak of an organization, we are talking of companies with one or with 1000 people in its interior.

The perception of the problems in the Organization, in addition to being intimately connected to people, is also tied to organizational behavior and will have of course to do with the effective performance of the Organization and with the learning needs to facilitate the resolution of problems.

The perception of the problems may be related to innovation.

“Innovation is a social process that can only happen when people do this simple thing, surprising and profound that is connect and promote the sharing of problems, opportunities and learning.”

In reality our life ends great ideas that do not develop only with the permanent research of some people in restricted areas and away from interactions, where ideas take a long time to jump into the world of relationships.

In fact we are creatures with the power to shape different things, in a unified whole, and this can be demonstrated by our experience, when an ambiguous image took various interpretations, at the level of perception.

This is a tolerance to ambiguity that is a common trait in entrepreneurs, often called optimism, which results from an extreme self-confidence and allows them to see the success where others see only obstacles.

This tolerance to ambiguity cannot be confused with the uncertainty in decision making.

Uncertainty is when you’ve defined the variable but don’t know its value. Like when you roll a die and you don’t know if it will be a 1, 2, 3, 4, 5, or 6. But ambiguity is when you’re not even sure what the variables are. You don’t know how many dice are even being rolled or how many sides they have or which dice actually count for anything.”

It is good to remember that perception is the constant process, where the human mind organizes the immense amount of material received, records and forwards to cognition.

In the initial stage of awareness it is an important step to reduce the amount of unnecessary details (for us) in sensations, and find family patterns and understandable.

But we have been trained to believe that there is only one truth and if we follow this path to awareness it only serves to eliminate information that does not fit in our patterns.

Creativity, for its part, has other advantages as it allows us to reach new “truths” with the help of awareness that is conditioned by our sensitivity, for the quality of stimuli, our experience and the “whole” that receives these stimuli.

It is indeed the impact with our past and accumulated experience that the most standardization takes root. The new experiences that bring many sensations are compared and related experiences and records accumulated over the years, often the new amazing combinations.

Our world takes new forms, create something new that gives rise to a different “whole”.

Put this way, the chaos ahead sounds pretty grim. But its corollary is profound: This is the moment for an explosion of opportunity, there for the taking by those prepared to embrace the change. We have been through a version of this before. At the turn of the 20th century, as cities grew to be the center of American culture, those accustomed to the agrarian clock of sunrise-sunset and the pace of the growing season were forced to learn the faster ways of the urban-manufacturing world. There was widespread uneasiness about the future, about what a job would be, about what a community would be. Fringe political groups and popular movements gave expression to that anxiety. Yet from those days of ambiguity emerged a century of tremendous progress.”

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To be very successful implies the use of less

I agree with this expression:

Simplicity isn’t just a design imperative any longer, it’s a productivity imperative – if not a sanity imperative

And you?

Simplicity is a perception that we have of an experience and does not reside in the product or service.

Simplicity is the minimally satisfying solution that comes with the lowest cost and as a perception that depends on us and the context where the experience is lived.

In my case simplicity becomes the more satisfactory compromise solution because I do conciliate much of the work (Home Office) with family and non professional obligations.

When this experience is lived on a work environment or even in another environment we need to reduce the amount of stimuli that cause noise in it.

Jocelyn k. Chelsea says that we can make it through:

1-Simplicity of access: centralize your essential materials.

Example: Perspectives on Volvo’s Uddevalla plant.

“The real innovation is the path by which human learning and human knowledge are used as the starting point for the development of new principles of production techniques. One of the most important technical principles refers to materials handling when the body is still during Assembly. The material handling is organized in order to facilitate the work of the Assembly, taking into account the ways that people think and perform in a natural way. “

2. Simplicity of space: give yourself a blank slate for creation.

Example: Starting With Blank Slate, Dell Engineers Best-in-Class Converged Infrastructure Solutions

“When designing its converged solution consisting of servers, storage, networking and management, Dell purposefully began with a blank slate, which allowed the company to select acquisition targets offering best-in-class solutions. This required a standstill start, but at the same time the approach did not tie Dell to any legacy technologies.”

3. Simplicity of tools: explore your ideas with pen and paper.

Example: 1 Design tools: pencil & paper

“Of course, most creative endeavors really begin in one’s head, which is certainly the most important “tool” for a designer or indeed most professions these days, probably, but I’m writing about other tools today. And, fact is, even though the  “magic” in creativity does take place in one’s imagination, actually applying creativity in any way inevitably involves some sort of give and take with material reality; daydreams are about the only creative “projects” produced as a purely cerebral exercise. Which is why design tools are important and worthy of some reflection.

For my purposes, humble pencil and paper are often the “closest” to pure inspiration of any tools I work with, because I primarily use them for initial sketching. Which I find valuable on a lot of projects.”

The simplicity of access, of spaces and tools are a good start to a life of balance, recognition and reward that we can carry on a daily basis to happiness.

Simplicity is all this but is also a function of time, money, physical effort, the rules and routine.

-In our day to day time matter because if I have little time available is a good thing that the solution be applied quickly.

-The money is almost always essential because if I have little money I need simple costs (low) and this causes my mind is not lost on complicated solutions.

-The smaller the effort to spend in the solution, the simplest it presents itself, and that means my brain also has rest.

-If the rules are broken I can feel uncomfortable with fear of social or institutional criticism, but when these rules are broken to simplify the common processes and create welfare criticism becomes support.

-And if the routine is changed the discomfort becomes more naturally. Comfort comes with the benefits of simplification.

Many people could agree with these statements and for them simplicity, although different from person to person, is all that is perceived as producing little time or energy consumption, either.

If success is a catalyst for failure because it leads to the “undisciplined pursuit of more,” then one simple antidote is the disciplined pursuit of less. Not just haphazardly saying no, but purposefully, deliberately, and strategically eliminating the nonessentials. Not just once a year as part of a planning meeting, but constantly reducing, focusing and simplifying. Not just getting rid of the obvious time wasters, but being willing to cut out really terrific opportunities as well. Few appear to have the courage to live this principle, which may be why it differentiates successful people and organizations from the very successful ones.”

Expectations have a large role in the simplicity!

 

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