Transcript 9/16 Lecture - personal.ce.umn.edu

CE 5180
Design for Sustainable
Development
September 16, 2011
Today
◊ Intro
◊ Changes
◊ Your Goals for the Course
◊ Introduction to Design Thinking
◊ Creativity and Teams
◊ Collaboration Activity
◊ Definition and Value of Insight
◊ Insight Activity
◊ Discovery Planning Session
◊ Email to TERI
◊ Nest Week??
What do you want?
◊ Regarding the competition itself
◊ Regarding specific skill development
◊ Regarding what you want to learn
◊ Regarding the overall experience
Design Thinking by Tim Brown
Characteristics of Design Thinking
Cross functional approach (including external)
User focused
Consider wide range of alternatives and influences
Structured Ideation
Early, often, rapid prototyping or experimentation
Complex problems; time constrained
Design Thinking by Tim Brown
Creativity & Collaboration
Creativity…
…is a mental process involving the generation of new ideas or concepts,
or new associations between existing ideas or concepts.
…is simply the act of making something new.
…is the ability to make or otherwise bring into existence something
new, whether a new solution to a problem, a new method or device, or
a new artistic object or form.
…is the ability to think up and design new inventions, produce works of
art, solve problems in new ways, or develop an idea based on an
original, novel, or unconventional approach.
…is a process by which a symbolic domain in the culture is changed.
…is a process of developing and expressing novel ideas that are likely to
be useful.
Creativity & the KAI Index
96
32
Adaptor
160
Innovator
Realities & Distortions
Prefer structure
Sensitive to people and groups
Consistent
Will master details
Work within defined problem
Take calculated risks
Do things “better”
Prefer less structure
May upset groups (intentionally)
Inconsistent
Will challenge everything
Definition is part of the problem
Take daring risks
Do things “differently”
Timid in ideation
Compliant
Stuck in process
Cautious
Conformists
Narrow minded
Impractical
Abrasive
Not accepting others ideas
Egomaniacal
Create confusion
Not a team player
Group Creativity
The Myth About Creation Myths
The garage, they say, "evokes the image of the lone
individual who relies primarily on his or her
extraordinary efforts and talent" to triumph. The
reality is that successful founders are usually
"organizational products." A separate study of VCbacked companies found that 91% were related to
the founders' prior job experience. Audia and Rider
say entrepreneurial triumphs aren't due to lonely,
iconoclastic work--they're "eminently social.
Creative Abrasion
What we know
Who we are
How we think
Management Skill Required
Don’t Always Have a Choice
Risk of Interpersonal Abrasion
Collaboration Exercise
1. Get into your teams
2. Discuss whether you are Adaptive or Innovative
3. Discuss and record:
◊ Your Objective
◊ Your Skills
◊ Your Knowledge
◊ Your Network
◊ Your Relevant Experiences
4. Discuss and decide roles:
◊ Project Manager
◊ Lead
◊ Communications
◊ Others like Technologist, researcher…
Insights
The act or result of apprehending the inner nature of
things
Seeing intuitively
The power or act of seeing into a situation
The power of acute observation and deduction
The power of perception
Introspection
A piece of information
A little science and a little art
Skeptical scrutiny is the means, in both science and religion,
by which deep insights can be winnowed from deep
nonsense.
Our mind is capable of passing beyond the dividing line we
have drawn for it. Beyond the pairs of opposites of which the
world consists, other, new insights begin.
+
If one is master of one thing and understands one thing well,
one has at the same time, insight into and understanding of
many things.
A moment’s insight is sometimes worth a life’s experience
Insights lead to Ideas
o Structured accumulation of insights. Consider…
o
Consumer/User Insights – real points of pain, unmet and
unarticulated needs
o
Discontinuous change – mega trends in technology, politics,
culture, regulation, societal norms, global impacts…
o
In-depth understanding of “the business”, competition and
markets from the perspective of experts and insiders; consider
emerging markets and analogs;
o
Core company competency, assets and key relationships that
might be leveraged when building new businesses
o
Orthodoxies – firmly and widely held company or industry
beliefs that influence decisions
o So…read everything, talk to everyone, go to where the
action is
Insights come from…
A report or article
An experience
Second hand or further removed
First hand or observed
Hindsight
Leads to foresight
Filtered
Unfiltered
Summarized
Raw and open to interpretation
Often statistically significant
No “n”, easy to miss and miss
significance
A marketing report, a news
article, a study…
Field trips, conversation,
broadcast, ethnography
It's complex because information and knowledge are now
pure and simple table stakes…
What will win in our world is using those vital table stakes
quickly, but then developing insight and foresight. You can't
get insight and foresight from data and from analysis. If you
want to know a hell of a lot about lions, you better go to
the jungle and not to the zoo. So, you've got to figure out
how you can empathetically have the insight into consumer
behavior and then have the creative foresight to do
something about that before the competition. Jobs and his
folks are very empathetic.
Discovery Skills and Innovation
Questioning
Observing
Experimenting
Networking
Associating
Value of Insight
“…chance favors only the
prepared mind.”
Louis Pasteur
"The seeds of great discoveries
are constantly floating around us,
but they only take root in minds
well prepared to receive them."
Joseph Henry
The Role of Insight
Anesthesia, cellophane, cholesterol
lowering drugs, cornflakes, dynamite, the
ice cream soda, Ivory soap, NutraSweet,
Viagra, nylon, penicillin, photography, rayon,
PVC, smallpox vaccine, stainless steel,
Teflon, Post-it note, Velcro, Frisbee
Insights Exercise
1.
What you know
◊ Users and their “problem”
◊ “Industry” participants and stakeholders in the ecosystem
◊ Technology
◊ Trends
◊ Analogs
◊ Cultural, political, geographical
◊ Other
2.
What you don’t
◊ Same list
3.
Create master list of “What you know” and “What you don’t”
Discovery Planning Exercise
1.
How do we find out?
◊ TERI team
◊ Log insights
◊ Ask them to record list of ideas (individually) to be
used in our ideation session
◊ Mentors
◊ Other folks…network and experts
◊ Field trips…local and otherwise
◊ Info and data…blogs to library
2.
Prioritize based on relevance and availability
◊ Answer “Does anyone care?”, before answering “Can it be
done?”
3.
Divide work
Discovery Output
1.
Word Document
◊ Answers to questions
◊ Any other relevant insights
◊ Reference source
2.
Input for ideation session
3.
Will share in brief presentations prior to ideation
4.
List of “must read/see” content (Posting)
Next Week??
• TERI response and interaction so far?
• Progress of and updates to Discovery
Plan?
• Preliminary list of potential problems
to solve that your team is
considering?
• Questions for/discussion with some
of us?