Currently viewing the tag: "Design Sojourn"

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The Importance of Organizational Design and Structure by Gill Corkindale via @ralph_ohr

One of the wonderful things about being a coach is that I meet hundreds of executives who freely share their business and leadership challenges with me. As well as helping me understand how hard it is to run an organization, they show me how they are managing to adapt — or not — to changing organizational structures.

 

Invention without Commercialization = Extinction, not Innovation by Deb Mills-Scofield

My job at Bell Labs was to invent and create.  We dreamed up all sorts of wonderful solutions to problems that did and didn’t exist.  But how did we learn about these problems? Some we just thought up.  Some came from AT&T corporate product management & marketing. But few came from seeing customers firsthand, so we ended up using ourselves as ‘examples’ – not good.  AT&T corporate product managers and marketers were supposed to commercialize our inventions; to decide if it met the market needs or if there even was a need.  

 

Innovate like a Kindergartner by Peter Merholz

One of my most popular posts for hbr.org is “Why Design Thinking Won’t Save You“. It clearly struck a chord, as well over a year since it was posted, it still regularly gets picked up in the Twittersphere.

 

The Future of Design Consulting: 4 Business Models to Consider by design sojourn via @vanetuit

Over the recent Chinese New Year holidays, I met a very well traveled designer. We were discussing the pitfalls of running a design consultancy, and that conversation eventually led to consulting business models.

 

Are You Different on Purpose? By Bill Taylor

Roy Spence, one of the toughest-minded business thinkers I know, is a cofounder of GSD&M, the legendary advertising agency based in Austin, Texas. In a provocative and saucy book, It’s Not What You Sell, It’s What You Stand For

 

Welcome to the Age of Dilemma by Umair Haque

Another week, another potentially destabilizing global mini-crisis. This time, it’s (yet another) global food crisis: food prices are set to skyrocket and the FAO’s food price index is already spiking. It’s likely to ignite even more political instability and social turmoil — in layman’s terms, that’s riots, panics, protests, and violence.

 

HOW TO: Build & Maintain A Talent Community by Heather R. Huhman

A talent community is not a list of candidates on a web page or in a spreadsheet; it is an environment consisting of people who can share ideas for the purpose of career networking or social recruiting of candidates.

 

Because it is time you take Customer Service seriously.. by Wim Rampen

Despite the economic crisis, the rise of the “Social Customer” and the popularity of Customer engagement strategies through Social Media, I sometimes get the feeling that managers in Customer Services put in a lot more effort to ensure the company does not get bad press, or negative “buzz” in stead of providing a better then expected Customer service experience. We know companies do not always take Customer service seriously. I think though many managers of Customer Services should start taking their discipline a lot more serious than they are doing today..

 

I hope you have enjoyed this!

 

Have a great week!

(Texto em Português depois deste)

 

Fears!

Brian a Design Strategist at Design Sojourn wrote: “Design Thinking Is Killing Creativity“, on March and later in October The Presentation Redux!

This expression could be the title of a film instead of “I’m a Professional killer, but as you are my friend I kill you for nothing.”

I read the articles that address this issue, and found no reason to say that design thinking kills creativity, but I understand that it can be a concern or fear for many people.

Concern because they fear losing the designers creative freedom to deal with the constraints posed by the business, this is freedom to create, not regardless of whether that creation fits the needs of those who will use it.

It is not difficult to find many creations that only respect the interests and tastes of their creators. This is often the way when it intends to “provide compelling solutions and significant” without considering the needs, whether they are explicit or hidden.

The fear that creativity is killed by design thinking may arise or exist if a balance between thinking and business design is not established.

Let’s be clear!

1 – Design thinking is not the heritage of the designers nor for their exclusive use. The design thinking is a state of mind in solving problems which is open to anyone.

2 – The design thinking is evolving, adaptive and is not just a set of steps or better, as says Venessa Miemis:

” So whether you hope to employ design thinking to restructure the culture of an organization or to innovate a new product or service, it’s important to remember that it’s more than a set of simple tactics that can be implemented overnight. It’s more like a new ecology of mind, that takes time to grow, adapt, and evolve. It still requires an adherence to sound business decision-making, but also a commitment to challenge one’s own beliefs about “the way things work,” and to keep coming back to a human-centered approach by focusing on addressing people’s unspoken and unmet needs.”

3 – It is true that some business leaders have realized that design thinking can help create the “next big thing” but for that to happen we need a clear process of communication with a common language that is by understanding the concepts of business and design for both parties. Discuss concepts not kill ideas instead can leverage new ideas.

As with many dialects when it is necessary to establish a dialogue is useful that the parties understand and realize what each one says. Speaking a different language doesn’t mean that I lose that my native language. With the design and the business goes up something similar.

4 – Think Design is not a step by step process that kills creativity, is the unconditional acceptance of verifiable constraints on three areas: what is operationally possible, which could be part of a sustainable business and what makes sense to people and for people.

Do not accept a constraint is to let creativity lost in infinite space.

5 – Is it true that designers or learners of design thinking as I am noticed that the convergence between business and design thinking is done with movements on both sides? How to solve this problem?

The answer to this question is perhaps the greatest constraint facing the design thinkers. Now we only can liberate our creativity and find solutions to solve this problem.

One last note: No! I do not have to choose between A and B! I can always create an option C that does not undergo to stop saying design thinking or to accuse “him” of being a killer!

 

 

A criatividade está salva! Longa vida ao pensar design!

Receios!

Brian um Design Strategist em Design Sojourn escreveu:  “Design Thinking is Killing Creativity” , Março e mais tarde em Outubro A Presentation Redux!

Esta expressão poderia ser o título de um filme ou então “I´m a Professional killer, but as you are my friend I kill you for nothing”.

Eu li os artigos que abordam este tema, e não encontrei razões para afirmar que o Pensar design mata a criatividade, mas compreendo que possa ser um receio para muitas pessoas.

Receio porque os designers temem perder liberdade de criação ao enfrentar os constrangimentos colocados pelos negócios, isto é ser livre para criar, não considerando se essa criação se encaixa nas necessidades de quem os vai utilizar.

Não é difícil encontrarmos inúmeras criações que apenas respeitam os interesses e gostos dos seus criadores. É esse muitas vezes o caminho quando se pretende “apresentar soluções convincentes e significativas” sem considerar necessidades, sejam elas explícitas ou ocultas.

O receio de que a criatividade seja morta pelo pensar design pode surgir ou existir enquanto o equilíbrio entre o pensar design e os negócios não se estabelecer.

Sejamos claros!

1 – O pensar design não é património dos designers nem para seu uso exclusivo. O pensar design é um estado de espírito na resolução de problemas que está aberto a qualquer pessoa.

2 – O pensar design é evolutivo, adaptativo e não se resume a um conjunto de passos ou melhor, como diz Venessa Miemis:

“Então, se espera empregar pensar design ao reestruturar a cultura de uma organização ou para inovar um produto ou serviço novo, é importante lembrar que é mais do que um conjunto de tácticas simples que podem ser implementadas durante a noite. É mais como uma nova ecologia da mente, que leva tempo para crescer, adaptar e evoluir. Ele ainda exige uma adesão ao ambiente dos negócios, tomada de decisões, mas também um compromisso para desafiar suas próprias crenças sobre “como as coisas funcionam”, e manter-se voltar-se para uma abordagem centrada nas pessoas, concentrando-se em atender as necessidades não faladas e não atendidas das pessoas ditas e não atendidas.”

3 – É verdade que alguns líderes de negócios já perceberam que o pensar design pode ajudar a criar a “próxima grande coisa”, mas para que isso aconteça é necessário um processo de comunicação claro com uma linguagem comum que passa pela compreensão dos conceitos dos negócios e do design por ambas as partes. Discutir conceitos não mata ideias, pelo contrário pode alavancar novas ideias.

Assim como acontece com muitos dialectos quando é necessário estabelecer um diálogo é útil que as partes se entendam e percebam aquilo que cada um diz. Por falar uma linguagem diferente não perco aquela de que sou nativo. Com o design e os negócios passa-se algo de semelhante.  

4 – Pensar design não é um processo passo a passo que mate a criatividade, é a aceitação incondicional de constrangimentos verificáveis em três espaços: O que é funcionalmente possível, o que poderá vir a ser parte de um negócio sustentável e o que faz sentido às pessoas e para as pessoas.

Não aceitar constrangimentos é deixar a criatividade perdida num espaço infinito.

5- Será verdade que os designers ou os aprendizes de pensar design como eu já perceberam que a convergência entre os negócios e o pensar design se faz com movimentos dos dois lados? Como resolver este problema?

A resposta a esta questão é talvez o maior constrangimento que os pensadores design enfrentam. Agora só nos resta libertar a nossa criatividade e procurar soluções para resolver o problema.

Uma última nota: Não! Eu não tenho que optar entre A e B! Posso sempre criar uma opção C que não passa por deixar de dizer Pensar design ou acusá-lo de ser um matador!

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20 Awesome Quotes on the Relationship Between Humor, Play, and Creativity by Mitch Ditkoff

 “To stimulate creativity one must develop childlike inclination for play and the childlike desire for recognition.” – Albert Einstein

Being Busy Makes Us Happier, but Our Instinct Is to Do Nothing by Robert I. Sutton, PhD

This research explains nearly 100% of my emotions, actions, and predilections! And it is very consistent with what every parent knows: When the kids are complaining about being bored or are sitting around being grumpy, get them to do SOMETHING no matter how trivial or inane it may seem. This may apply to bosses too, but I have to think about it.

Better Ideas Faster by David Sherwin

I had a chance to attend HOW Design Conference in Denver, Colorado, where over 2,500 designers gathered to be inspired by their peers, play with new tools and techniques, and network in some unusual ways—such as Neenah Paper’s closing party, where everyone wore white. (Have you ever seen a room with a thousand people all wearing white?) My contribution to the event was a session on how graphic designers can brainstorm more effectively.

How Can We Fix the Problems of Design Thinking? In Design Sojourn

This article has actually been sitting as a draft for a few months now. I knew I wanted to write a follow up to the popular (49 comments at the time of writing!) Design Thinking is Killing Creativity, however I held off, as I wanted to have some time to hear your feedback as well as look at the fall out of Design Thinking all over the Internet.

 

How Open Innovation Can Help You Cope in Lean Times by Henry W. Chesbrough

History shows that the companies that continue to invest in their innovative capabilities during tough economic times are those that fare best when growth returns.

Every Business Startup is a Series of Unexpected Events – Will You Be Ready? by: K. MacKillop

No matter how seasoned an entrepreneur, every business startup has its share of surprises. Whether the entire business idea changes radically during the early stages or an unconsidered market segment emerges as the top consumers, expect the unexpected. How a business owner deals with surprises is a major factor that determines who finds great success and who muddles through.

Design Thinking: A Solution to Fracture-Critical Systems by DMI

The Gulf of Mexico oil spill. The banking collapse. The foreclosure crisis. Tom Fisher, Dean, College of Design at the University of Minnesota, views each of these disasters as a “fracture-critical system,” and he sees design thinking as a potential solution.

Have a nice week!