The acceptance of what is possible How many times, I wonder if an expression as “Design Thinking” can represent fear in the minds of people responsible by the companies. The general trend in managers to only follow the analytical precepts transmitted in schools and learning held inside of organizations, is one of the largest forms […]
The acceptance of what is possible
How many times, I wonder if an expression as “Design Thinking” can represent fear in the minds of people responsible by the companies.
The general trend in managers to only follow the analytical precepts transmitted in schools and learning held inside of organizations, is one of the largest forms of blocking the creativity that we face.
To ensure that the managers of companies give the step towards accepting the abductive reasoning, this is what “is possible”, as an integral part of how they make decisions, is a difficult achievement.
Overcome the fear of risk, without having to resort to the databases of results of the past or the fear of losing the “status quo” is an act of courage that makes the exception.
So, I think we need a new mindset, representative of openness to different disciplines and above all, and we need a strong will to embrace creativity to see the convergence of business and design thinking.
Design thinking is the common expression to designate an interdisciplinary approach to problem solving, which transports us to the true innovation.
It’s about practice, i.e. on how to approach the problems and about the use of tools and strategies that allow us to see the problem as a whole.
Design thinking as interdisciplinary approach is especially important to decide what to do in the first place and so that the power of intuitive creative processes can be leveraged to stimulate innovation, resolve any type of problem and develop new opportunities.
When confusing and challenging problems arise by complexity of contexts in the world of digital technology and global connectivity, that embraces diverse cultures and systems, that interdisciplinary approach facilitates the definition and understanding of the problems allowing an easy way to find solutions.
The problems of complex projects, such as systems or services, will be best addressed by a team of people from varied sources that in an attitude of collaboration leverages several intuitive processes more productively.
– Then how can we face up to the business?
Unlike analytical thinking, design thinking is a creative process based on building ideas from nothing. There are no trials or afraid to fail.
But in the business world, there are less correct notions such as that a rigorous quantitative analysis is the right path for a creative business strategy.
For example in a particular organization a tool like (Porter’s forces) considers five factors, the “forces” competitive need to be studied in order to develop an effective business strategy, but this will not inspire people with new ideas.
If we believe that creativity and innovation are indeed a competitive advantage we have to start doing a lot of questions that even seeming (only for others) “stupid” make hope visible.
There are so many people waiting outside and within organizations, of our ideas!
When a design thinker uses divergence to dig deep in the assumptions of a company or, when jumps the fence of the silos in the enterprise, he is promoting the field of possibilities. He does it with the help of metaphors and analogies or facilitating their visualization.
If there are things where design thinkers can be good is at work with constraints and emergency situations, very common in the business world.
But above all they know to use empathy with dedication, to observe and really pay attention to people, because this is usually the best way to check the depth of non-articulated needs and is the factor of differentiation that comes to create value in this convergence of business and design thinking.
According to Warren Berger (Glimmer: How Design Can Transform Your Life and Maybe Even the World) there are three ways to apply the Design thinking to our lives.
-The designers are good doing stupid questions – take a step back and re-evaluate everything.
The design thinker can begin to restructure the challenge in question, which can lead to think in new directions.
The basics of business, today as transformational, require a capacity to question and rethink what business we face and what are in fact the needs of consumers. What they expect?
-The designers put the problems on visual form – the designers know that when we see everything in front of us, the connections and patterns become more comprehensible.
The design thinkers create templates that constantly quickly and without polishing are a critical component of innovation. When we give shape to an idea, we make it real.
-The designers think laterally – force brains to go to the sides and examine the solutions that are out of the way. The trick is to avoid problems in a simple way to be open to the left. It is being away from rules based on experience.
It is not easy to achieve great successes, and to get there we must “think laterally”, looking for something very large, accepting ideas and influences and, above all, we must also be willing to try to connect ideas that may not appear to be linked. This is a way of thinking that can also be embraced by non designers.
Design thinkers know that innovation often involves an interactive process with indentations along the path, but knowing that small failures are actually useful because they show what works and what needs to be fixed.
The ability of design thinker to “don’t follow” is a quality indispensable in times of dynamic change and that is part of a new mindset, as is the case of design thinking.
According to Roger Martin to become Design thinkers we must develop the posture, the tools and experiences.
Posture is our perspective of the world and our role in it.
Tools are the models we use to organize our world and our thinking.
Experiences are what built and developed our skills and sensitivities.
The design thinking can inspire and inform business strategy, can help exploit growth opportunities, solve complex problems and achieve significant differentiation but it is not the cure for all the diseases.
His main instruments are the prototyping which facilitates the production of ideas quickly, and the storytelling that makes it easier to implement through compelling narratives and not merely the verbalization of concepts.
When we explore the main methods, successful strategies and techniques to incorporate design thinking into corporate culture, we can be changing behaviors and helping organizations to achieve new growth.
We must ask questions because even the flawed questions have an answer!
What do you think?
Business and design thinking Design thinking is not an exclusive of designers it can be of any staff. Eventually it belongs to the designers when they assume that shape and when trying to converge towards people. Design thinking makes sense when we talk about adding value to a product or service and this value […]
Business and design thinking
Design thinking is not an exclusive of designers it can be of any staff. Eventually it belongs to the designers when they assume that shape and when trying to converge towards people.
Design thinking makes sense when we talk about adding value to a product or service and this value is perceived by the user or consumer.
In organizations whether for-profit or not there is a balanced combination of powers which when implemented will cause a flow of value creation that will benefit everyone – Upstream the Organization, within the Organization and down-stream the organization.
When we talk about design thinking in businesses we see that there is a need for learning from both sides’ designers and business. Hence the concern existing schools, to the development of competencies, detected as weak or very weak. These competencies refer to skills of interaction in interdisciplinary teams and with consumers or business people.
Some skills suggested by respondents:
According to Roger Martin, “the design competences and skills of business tend to converge.” To be successful in the future, business people must be more like designers, need to improve their ability to vision of the whole.
As people of decisions, managers and business leaders must leave their focus on efficiency and focus on the consumer, in the background people.
Although Verganti say that should be no longer focus on people and one should seek to create an elite that address global issues, the concept of focusing on people, for me, is understood as not only think of the needs expressed by conduct with empathy, but also identify the hidden or not felt needs.
The for-profit and non-profit have different perspectives about the role of design thinking, i.e. at least react differently to their presence.
But these organizations have needs that should bring to light.
Design thinking is a way to think of doing something in a dimension that represents a new learning experience for everyone, not just for schools but especially for business people.
Many of these business people fear failure, averse to unpredictability and have a great concern for the status.
Design thinking requires a different attitude that is, go beyond the case studies presented in MBAs or exchanges of good practice. Businesses cannot simply transfer a solution from one company to another.
As Neumeier said “we can’t decide between one and another, we have to draw the path forward”.
The difference between these two ways of doing things is significant. The way to decide assumes that the alternatives already exist (case studies), but decide it will be difficult. Design view assumes new choices must be imagined (using the process design), but once imagined, decide it will be easy. The truth is the success in the 21st century. XXI depends on finding the right mix of these two modes.
If on the one hand, people eho decides in the business world must extend their skills to new possibilities, on the other hand the design thinkers will need also to come out of silos and create a new world in embarrassment of business management.
The image above refers to a context identified but it seems not be wrong to extrapolate those data to a wider horizon.
Seems to be easy to understand that the perception of the business world is still a mirage for many designers, but if they want to realize deep interventions in the business level will have to acquire management skills and negotiation.
Being the storytelling a fundamental tool for the design thinking is not clarified this lack of responsibility assumed in communication.
Maybe your story is different! Maybe your context is not this one!
I think there might be convergence! What do you think?
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- Shake up cognitive dissonance and embrace innovation
- Tacit knowledge is a trigger and a lever for innovation! Is it true?
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