Currently viewing the tag: "Venessa Miemis"

(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!

Looking for what women write on creativity and innovation!

Enjoy it!

Some great works this week:

Conceptual Framework for Online Identity Roles by Venessa Miemis

I just wrapped up a final project for an aesthetics course this semester, the assignment being to create a “Database of the Self.” I chose to make the database as a representation of the roles we play in terms of how we interact with information online

Creativity in Business: My Interview with George Pór by Michelle James

Interview #22 in the Creativity in Business Thought Leader Series is with George Pór, co-founder of Community Intelligence Ltd, a London-based transformation agency, the hub of an international network of consultants collaborating on larger projects.

Le Petit Chaperon Rouge by Paula Thornton

Dear @pascal_venier

This is in lieu of an email. I had to write to thank you for your tweet last Friday.

While you offered it in jest, I was touched by it at the time…then it began to to haunt and taunt me. While showering that day (where I do my best deep thinking), I kept repeating “Petit Chaperon Rogue”.

9 Sept Innochat Framing – Setting The Culture For OI & Crowdsourcing by Gwen_Ishmael

Ah, April Fools’ Day – that 24-hour period when we can play harmless pranks and practical jokes on those who are near and dear to us.

R & D Tax Credits Mean Little to Businesses That Do Not Competently Manage Their Intangible Assets by Jackie Hutter

This week, President Obama will announce a $100 billion proposal to stimulate the economy, where much of the focus is to be placed in the area of R & D tax credits. In addition to making the R & D tax credit permanent, Obama will seek increasing one of the credits available from 14 to 17 percent.

Mentoring: Who really benefits more? By Deb Mills-Scofield

Last year, I volunteered to participate in Brown University’s Women’s Launchpad Program which pairs women alumni in industry (me) with senior women for mentoring in career and graduate school planning.  My mentee, Sarah, was a Mechanical Engineering major from the Boston area and leader on the Women’s Crew Team. Our love of Brown gave us an immediate common ground and we quickly found others. We talked/emailed/texted at least weekly for the academic year. 

The world needs all types of minds & Temple Grandin by Roisin Markham

Great TED Talk from Temple Grandin whose book Animals in Translation is a must read for anyone interested in people, creativity, diversity and special needs education, opportunities and parenting.
Mico Hassett who runs Kingfisher Tea lent me the book.

What would you choose if you had three futures? By Joanna Maxwell

I’ve been using a ‘3 futures’ exercise with some of my clients lately. It’s been fun – and productive – so I thought to share it with you.

Are You Asking the Right Questions? By Holly G. Green

As a business consultant, behavioral scientist, and keynote speaker, much of what I talk about runs counter-intuitive to conventional leadership thinking.

Thank you! Have a nice week!

To read is fun and makes me think!

 

6 Tips for Open Collaboration by Venessa Miemis

This is a crosspost from Alpha Lo’s blog, Open Collaboration. Though he had a much catchier title for the post (“What I Learned From Venessa Miemis” – ha), I thought he did a great job listing some of the attitudes and behaviors helpful when trying to extend oneself, collaborate, and evolve. Alpha’s doing some amazing work in creating gift circles on the west coast. Check out the original post and comments here.]

 

Design Thinking in Stereo: Martin and Brown by Paula Thornton

  

When the topic of “design thinking” had gained enough momentum for BusinessWeek to devote an entire issue to design in 2004, it was a siren song to me. Newly converted, I digested everything I could find. Design thinking seemed to cover most of the experiential clues I’d been collecting as the means to improve business potential.

Innovation Is All About Behaviors by Stefan Lindegaard

I just read an interesting article in the Wall Street Journal on how the video game industry prepares to launch new technology-based developments such as new motion-based controllers.

 

Big Pharma Goes Beyond the Blues by Mitch Ditkoff

… The concept was a simple one: help organizations increase teamwork and decrease complaint by getting employees to write and perform original blues songs.

Data-rich, Discovery Poor: Pharma Looks to “Pre-Competitive” Collaborations by Deborah Goldgaber

On the 10th year anniversary of the Human Genome Project it’s been re-marked that, while undeniably a huge scientific achievement, results have fallen far short of expectations.

How Xerox Monetizes Non-Core Innovation by Andrea Meyer

Story:
Ursula Burns, CEO of Xerox, discussed innovation at her company in an interview at the World Innovation Forum June 9, 2010. She described initiatives to improve the return on innovation at Xerox’s  research centers such as PARC (Palo Alto Research Center). PARC’s ground-breaking inventions like the graphical user interface, ethernet, and postscript as inventions  had a large impact on the world but didn’t contribute enough to Xerox’s bottom line.  Let’s look at why that happened and what Xerox is doing now.

Why purpose matters by Jorge Barba

A big part of strategy making is differentiating your business from others, being able to help people notice what’s different between your product or service and mine. In the beginning of the movie Dark Night when Batman has just fought off Scarecrow and a group of Batman wannabes an interesting conversation takes place:

The future of marketing – changing the game and playing field by wimrampen via Ralph Ohr

How can Service Dominant Logic and its “value in use” mindset be helpful to rethink your marketing goals and approaches?

Enjoy it!

(versão em Português depois desta)

 

Hidden needs call for connectivity

As, companies plunge deeper into consumers’ lives, and they seek to be part of the creative process and materials design, social networks will increase their desire to participate.

The networks provide a visible picture of the systems and ecosystems that make them understandable, but also have many hidden needs.

If the existence of networks helps open up the internal silos in organizations and to the acceptance of open innovation can also create diversity without control. Lindegaard says that we must create a management system that values diversity, disagreement and difference as much as conformity, consensus and cohesion.

The important thing is how a system should be treated. Systems cannot be static and therefore have the ability to change and learn from experience and it is in this dynamic that the connections must be made.

As Tim Kastell said “Don’t try to compile more ideas, focus instead on making more novel connections, because that’s the fundamental creative act in innovation”

We must be aware of these social and cultural structures that are complex systems, i.e., the non-different but interrelated. Social structures are presented, or are seen as a whole, not highlighting particular aspects.

There are the common points that give the plot to the novel.

One of the purposes of open innovation is the market expansion of the use of innovation beyond the borders of organizations, allowing the outside to identify needs and propose solutions combined.

Many of these needs are hidden and the opening to the exterior amplifies the detection, clarifies and validates those needs, through the connections.

The emotional security, our individual worth, our identity, the need to create the need for power and love and be loved, and the meaning of our roots and the fear of death, all these are hidden needs that cannot be satisfied with the unique internal working of an organization.

It’s the networks that will bring us, the plain meaning of the needs and cultural integration of solutions, the best and fastest means of satisfaction and validation of our proposals.

It is the role of the future, according Venesse Miemis, helps people to anticipate, predict and adapt to change. “This means identifying emerging trends and sees how they fit into the general framework for forecasting and different scenarios for what could turn out to be next.”

These combinations of perspective can facilitate innovation, leverage open innovation with different purposes and allow projects focusing on the needs of people, creating wealth and social development.

“But I am also reminded of my teaching quantum physics at the University who taught me that the particles exist in a kind of” wave of possible positions, until it is observed at which point the wave breaks down at a specific location. I think business networks and business innovation in a similar way. There are several potential collaborations, connections, marriages, divorces are at any time, but not stand up to analysis and measurement of each. Most attempts of organization or government to support or develop networks fall, in my experience, because they are almost certainly very formal. “Roland 100open

Meanwhile do you want to comment?

 

 

Inovação aberta pensar design e necessidades ocultas

À medida que, as empresas mergulham mais profundamente na vida dos consumidores, e estes pedem para ser parte do processo de criação e concepção de materiais, as redes sociais reforçam o seu desejo de participar.

As redes oferecem um retrato visível dos sistemas e dos ecossistemas que os tornam compreensíveis, mas também possui muitas necessidades ocultas.

Se a existência de redes contribui para a abertura dos silos internos nas organizações e permite a aceitação da inovação aberta, também pode criar uma diversidade descontrolada. Lindegaard refere que devemos criar um sistema de gestão que valoriza a diversidade, o desacordo e a divergência tanto como a conformidade, consenso e a coesão.

O importante é como, um sistema deve ser tratado. Os sistemas não podem ser estáticos e, portanto, possuem a capacidade de mudar e aprender com a experiência e, é nessa dinâmica que, as conexões devem ser realizadas.

Como diz Tim Kastelle “ Não tente compilar ideias, em vez disso faça uma novela de conexões, porque esse é o acto criativo fundamental em inovação”

Devemos estar atentos a essas estruturas sociais e culturais que são sistemas complexos, ou seja, vários elementos, diferentes, mas interligados. As estruturas sociais são apresentadas, ou são vistas como um todo, não destacando aspectos particulares. São os pontos comuns que dão a trama à novela.

Um dos propósitos da inovação aberta é a expansão do mercado do uso de inovação para fora das fronteiras das organizações, permitindo ao exterior identificar necessidades e propor soluções combinadas.

Muitas dessas necessidades são ocultas e a abertura ao exterior amplifica a detecção, clarifica e valida essas mesmas necessidades, através das conexões estabelecidas.

A segurança emocional, o nosso valor individual, a nossa identidade, a necessidade de criar, a necessidade de poder e de amar e ser amado, bem como o significado das nossas raízes ou o medo da morte, tudo isto são necessidades ocultas que não podem ser satisfeitas com o exclusivo trabalho interno de uma organização.

São as redes que nos vão trazer, o significado claro das necessidades e a integração cultural das soluções, os melhores e mais rápidos meios de satisfação e a validação das nossas propostas.

É o papel do futuro, segundo Venesse Miemis, ajudar as pessoas a antecipar, a prever e adaptar-se à mudança. “Isto significa identificar as tendências emergentes e ver como elas se encaixam no quadro geral de previsão e cenários diferentes para o que poderiam vir a ser em seguida.”

Estas combinações de perspectiva podem facilitar a inovação, alavancar a inovação aberta com propósitos diferenciados e permitir projectos centrados nas necessidades das pessoas, criando riqueza e desenvolvimento social.

“No entanto também estou lembrado das minhas aulas de física quântica da Universidade que me ensinou que as partículas existem em uma espécie de “onda de posições possíveis, até que é observado em que ponto a onda entra em colapso num local específico. Acho que as redes de negócios ou trabalho de inovação de forma semelhante. Existem várias colaborações em potencial, conexões, casamentos, divórcios que existem em qualquer momento, mas não resistem a uma análise ou medição de cada um. A maioria das tentativas de organização ou de governo para apoiar ou desenvolver redes caem, na minha experiência, por serem, quase certamente, muito formais.” Roland 100open

Enquanto aguardamos quer comentar?