Ped’s summary of chapter one
Design thinkers know that there is no ‘one best way’ of doing moving through a process. Rather there are useful starting points and helpful landmarks. The continuum of innovation is best though or as a system of overlapping spaces:
- inspiration - the problem or opportunity that motivates the search for the solution;
- ideation - the process of generating, developing, and testing ideas; and
- implementation - the path that leads from the project room to the Market place.
The reason for the iterative, non linear path is because design thinking is inherently an exploratory journey.
“fail early to succeed sooner”
[design thinking can feel chaotic for people experiencing it for the first time because of the open-ended, open-minded, and iterative process] The first stage of the design thinking process is often discovering which constraints (or criteria) are important and establishing framework for evaluating them.
Constraints for successful ideas are:
- feasibility - what is functionally possible within the foreseeable future?
- viability - what is likely to become part of a sustainable business model?
- Desirability - what makes sense to people for people?
Designers resolve one or another of these constraints. Design thinkers navigate between and amongst them in creative ways. They do so by shifting their thinking away from problems to projects.
Projects force a clear goal from the outset. Projects create:
- natural deadlines impose discipline;
- Give opportunities to review progress;
- Make midcourse corrections; and
- Redirect future activity.
The three ingredients of design thinking
The starting point of any project is the brief. The brief is a set of mental contrains that give the project a framework from which to:
- Measure progress; and
- Set objectives.
A well-designed brief will allow for serendipity, unpredictability, and capricious whims of fate. Mid-course adjustments to a broad initial brief should be embraced as more insight is gained.
Next is smart teams which are diverse and ideally interdisciplinary. [an aside: bringing teams together is inherently hard especially if they are disparate. The Internet has helped move information around but has done little to bring people together. Recently social networking is changing this; allowing people to connect, share and “publish”. These tools can help project teams publish and share insight in new ways and keeps the iterative process of design thinking alive]
Finally a culture of innovation is needed in the midset of design thinkers. The perquisite to creating such a culture is the social and spacial environment in which people feel comfortable to experiment, take risks, and explore the full range of their faculties. The physical and psychological spaces work in tandem to define the effectiveness of the people in within in. It makes sense that organisations whose “product” is creativity should foster environments that reflect and reinforced it.