Teague's Tech Treks

Learning Technology and other Tech Observations by Dr. Helen Teague

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Innovation For Singapore Transportation

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Weekend Ed. Quote~November 22

We build these bridges of insight through empathy, the effort to see the world through the eyes of others, understand the world through their experiences, and , and feel the world through their emotions. ~Tim Brown

 

Brown, T., & Kātz, B. (2009). Change by design: How design thinking transforms organizations and inspires innovation . New York: Harper Business, page 50.

 

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More Ed. Quotes

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Reflections on Innovation

Reflections on Innovation by Helen Teague

There is tension with innovation. The tension is often between change and status quo, between goal and process orientation.  Innovation is a process-oriented trek (Brown, 2009, p. 134) that is non-linear and sometimes “messy” (p. 17). For those raised with production quotas, fixed goal orientation, and inflexible deadlines and due dates, the unpredictability of  innovation can be downright scary and threatening. Brown (2009)  and Dyer, et al (2011) offer ideas for nurturing change and innovation from idea to practice.

The Design thinking required to implement innovation proceeds from a systematic approach that is flexible, non-hierarchical, and “constantly evolving” (p. 187). Innovative companies exhibit an interrelationship between People, Process, and Philosophy (Dyer, et al, p. 170). Drilling a little deeper, there are five qualities that innovators share. One quality is a cognitive ability and the other four are observable behaviors. Specifically, the cognitive ability of Association and the behaviors of Questioning, Observing, Networking, and Experimenting make up the profile, the “DNA” of design innovators.

Teague rendering of principles in Innovators DNA

Brown is unique in his advocacy for empathy as a component of observation, which he describes as a mental habit that looks deeply into the lives that we borrow when we observe (2009, p. 49). Empathy fosters an advocate rather than adversary relationship with customers and colleagues (Brown, 2009, p. 54).

Brown cites Toyota’s Steven Spears’ that direct observation and experiments are essential by managers who serve as coaches rather than fixers (2009, p. 189). Dyer, et al offers three ways to experiment: “try out new experiences, take apart products, processes, and ideas, and test through pilots and prototypes” (2011, p. 138).

Prototyping is vital to this experimenting phase of design thinking. Brown describes the process of prototyping as “inspirational” (2009, p. 106). Acceptance of failure, trial-and-error, and many iterations are necessary for innovative design thinking. Dyer, el al make the distinction between two types of projects: breakthrough innovation and derivative innovation (2011, p. 230). Some projects are inventive and some are re-invented or re-engineered. All projects are comprised of three distinct phases each needing unique design thinkers: Entrepreneurial Discovery, Delivery organizers, and Execution experts (Dyer, et al, 2011, p.

There is tension in leading from innovation (Brown, 2009,  p. 138) and promoting the kind of “combinatorial play” advocated by Einstein (p. 41). Business schools matriculate “deliverers not discoverers” (2009, p. 37). Daniel Pink (2009) notes the “mismatch between what science knows and what business does” while trying to solve the challenges of 21st century life. The importance of this concept is also addressed by Brown who describes the 21st century’s “epochal shift in the balance of power as economics evolve from a focus on manufactured products to one that favors services and experiences” (2009, p. 199). That there is continuity among influential thinkers such as Brown, Dyer, Gregersen, Christensen, Pink, and many others attests to the dynamic importance of design thinking for schools, businesses, and communities.

 

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Brown, T., & Kātz, B. (2009). Change by design: How design thinking transforms organizations and inspires innovation. New York: Harper Business.

Dyer, J., Gregersen, H. B., & Christensen, C. M. (2011). The Innovator’s DNA: Mastering the five skills of disruptive innovators. Boston, Mass: Harvard Business Press.

Pink, D. (2009). The Puzzle of Motivation. Retrieved from http://www.ted.com/talks/dan_pink_on_motivation/transcript?language=en#t-1097899

 

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Participatory Design Project~Brainstorming

Our team’s proposal was whittled down from a brainstorming session. Our brainstorming session applied Brown’s Brainstorming characteristics (Chapter 5), especially idea of “building on the ideas of others” and involved a whiteboard and colorful post-it-notes.* I initially suggested that we pattern our discussion after Brown’s 3 Elements of Successful Design: Observation/Empathy/Insight, and Mike suggested a broader essential question investigation. The result was a mashup of both ideas! Five categories emerged: Visibility-Pedagogy-Connections-Research Conference-Design.

To preserve the collective mind of our team two methods of data storage were employed. Molly keyed the text in a Google doc. Then, I transferred the data to a graphic organizer mindmap created via the MindMup web application. The result is two deliverables.

Here is a picture of the mindmap structure: (the text is too small to see, but can be expanded by clicking on the file attachment.)

mindmup

Brown, T., & Katz, B. (2009). Change by design: How design thinking transforms organizations and inspires innovation. New York: Harper Business.

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Solve or Navigate

Brown and Katz offer 3 criteria for successful idea generation in Change by Design (p.18).

These are:

1. Desirability
2. Viability
3. Feasibility

In a significant semantic emphasis, they write that Designers “resolve” these criteria to solve problems. In contrast, Design Thinkers “navigate among” these criteria in more of a process orientation (p.21). Further, they write that Design Thinkers shift their thinking from problem to project.

Which describes your methodology?

In Chapter 2, the Brown and Katz list 3 Elements of Successful Design:

1. Observation
2. Empathy
3. Insight

Elements of Successful Design

Created with IdeaSketch App

The Innovator’s DNA (Dyer, Gregersen, and Christensen profiled Scott Cook, founder of Intuit. Cook credits the design of his software titles Quicken and QuickBooks to his penchant for observation.

The authors summarize observation as the result of two main attributes (p. 96):

1. Watching people at work to see what they really what to accomplish
2. Watching for interchangeable solutions among different people, groups, or processes

I wonder, are these elements deserving of equal attention or does one or two nudge out the others in importance?

Thoughts?

 

References

Brown, T., & Kātz, B. (2009). Change by design: How design thinking transforms organizations and inspires innovation. New York: Harper Business.

Dyer, J., Gregersen, H. B., & Christensen, C. M. (2011). The Innovator’s DNA: Mastering the five skills of disruptive innovators. Boston, Mass: Harvard Business Press.

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Tim Brown discusses Design Thinking

Tim Brown, author of Change by Design discusses design thinking in a 2009 conversation on the Brian Lehrer Show

Here is the Link: http://www.wnyc.org/story/31532-design-thinking/  (advance to 00:40)

~~Discussion possible for EDLT 762

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