Currently viewing the tag: "Rethinking options"

The construction of an experiment

“To think like a designer can transform the way you develop products, services, processes, and even strategy”. – Tim Brown

Design thinking process must be seen as a system of overlapping spaces, (inspiration, ideation and implementation) rather than a sequence of ordered steps. Design thinking is a mindset that this Kyudo’ quote can help us to understand.

“Kyudo, the practice of Zen archery, is a form of meditation on move – and a unique martial art. The focus of practice is in “clear mind” instead of taking aim. The target becomes a mirror that reflects the quality of a mind at the time of release the arrow.

The problems are opportunities for inspiration that generate energy for the search for solutions. It’s like the target that we have seen when we have the bow and an arrow in hands.

Ideation is a process of generating, developing and testing ideas. Resembles a curve, which we imagine, designed by arrow path.

During the implementation we see all the way from design through to meet with people. It is time to release all of our energy and let the arrow leave.

“Working with the precision of form, develops a natural process by which the practitioner has the opportunity to see the mind more clearly. The target becomes a mirror that reflects the qualities of heart and mind at the time of the release of the arrow. “-

Similarly a design thinker reflects the emotions and the needs of the consumer/user by virtue of a natural relationship that establishes with the ecosystem where they are inserted.

As Claudia Kotchka (P & G) said “design thinking is both a process and a mindset, and that always begins with the consumer.”

Design thinking is not an exclusive of the designers but there are some features in the profile of those people who should be noted!

One of those is empathy. They can imagine the world from multiple perspectives with a people-centric approach and also can imagine solutions based on the explicit needs, not articulated needs or even hidden needs from these people. The observation of details of environment where people cohabit has an important role in the identification of problems.

To ensure that all information is treated in an appropriate manner to the satisfaction of people’s needs, design thinkers use integrative thinking. It is not enough to use the analytical procedures to be able to choose among existent possible solutions, we must identify the salient aspects, even contradictory, and build an option that goes beyond existing limitations. Instead of choosing between A and B, we built C.

In the same sense, that is, being a potential solution better than the existing alternatives, the optimism of design thinkers leverages victories over the challenges to be met, even if this means to break with incremental innovation and embrace disruption. It is often during experimentation that disruptive solutions arise.

Today, seems to be very present in our minds the idea of the increasing complexity of products, services and even some experiments that are proposed to us. To arrive at this point it was needed a job that no longer fit with the traditional figure of the inventor or creative genius and lonely.

Today, what is being proposed is the result of collaboration between several people representing different disciplines, from various points of the globe and this brings to us special colored solutions.

Designers, engineers, psychologists, economists, anthropologists, etc, meet to collaborate and to find, at the intersection of their ideas, proposals that are economically viable, technically feasible and desirable for the people.

It is not from one day to the next that this shift entails, such as the quality of our mind in Kyudo, but if we imagine an environment where ideas have the smell of sea breeze, where windows and doors of the organizations open, both for consumers and for design thinking, then we have an environment that is conducive to a culture of innovation.

In design thinking there is all the necessary dignity, to face the challenges presented by consumers. It is now a matter of removing obstacles.

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Rethinking options

A good way that we can follow, when we are faced with a problem, is to examine the problem as a whole, observing and noting the complexities that exist and embracing the tension between opposing ideas to create new alternatives that arise from the advantage of having many possible solutions.

Our ability to face constructively the tension of opposing models, allows us to generate alternative solutions, that is, rather than choose one model over another can generate a new one containing elements present in the others.

The end result is better than each of the parties that gave “life” to it.

We all know at what speed the information flows and how it can be updated constantly. This speed, when we take decisions implies of course, in many cases, moments of high tension and therefore leave things as they are is not a solution.

Most often these choices (make decisions) are enigmatic and provoke a challenge in the combination of uncertainties, ambiguities, complexity, risk and instability and call also the unique aspects of our experience.

Often when we make a decision, we think what will bring us greater benefits and eventually we are not attentive to possible undesirable consequences for other people. These consequences can be disastrous for them and eventually reflected in us or in our Organization, for example, may give rise to compensation for damages caused to third parties.

We are not alone and our attitude implies relations with other individuals, groups or organizations. So the best option is to work the problem as a whole. Give attention to the diversity of factors and understand the complexity of causal relationships couplings.


I think Roger Martin and Hilary Austen give us a valuable guideline for decision-making when we seek solutions to the problems facing us. We can proceed through four phases or steps:

What kind of information or variables that are relevant to making a choice?

When we seek answers to this question we need to have courage and do not treat the tension relieving factors that may be relevant. Facilitate too much the choice of important factors is not at all advisable.

What kind of relations we think that can exist between the various parts of our puzzle?

It is extremely useful to create a mental map of causality and establishing links between the different variables. When we establish the critical relationships we do stand out projections found on the first step.

Create a global mental model, based on the choices you made from the first two steps.

At this point we should decide where and when cut inside the issue, bearing in mind the wealth of connections between each component of the problem. This is bringing some parts of the problem to the surface and taking other behind.

What will be our decision, based on our reasoning?

After having identified the relevant variables, having built the causal map and terms established the sequence of actions, we are faced with the most difficult step, the resolution.

This step is difficult because many aspects were back, but as it is not possible to work with all the variables of the problem, the difficulty increases.

This challenge has to be seen as a tension to be creative and to be able to manage flexibly.

“Integrative thinkers, in an organization, build models, instead of choosing between two options. Its models include an analysis of numerous variables – customers, employees, competitors, resources, cost structures to developments in the sector, and regulation – and not just a subset of the options above. Their models capture the multi-faceted and complex, causal relationships among the variables multi-directional, key of any problem. Integrative thinkers consider the problem as a whole, rather than divide it and working parts.

Finally, creatively solve tensions without doing boring guy and transform challenges into opportunities.”- Roger Martin

I personally find extremely rich this approach.

What is your opinion?


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