Design Thinking is a proven and repeatable methodology for solving problems and developing new products, services, programs, and processes. But it’s also a way of thinking and working that is deeply human-centered. Design Thinking is a mindset and a toolset that embraces a collection of principles to guide the discovery and the collaborative crafting of new, innovative solutions.

 

In this workshop, we introduce a team to Design Thinking in such a way that they can immediately apply the tools and techniques to their work.  

It's easy to think of constraints as barriers to getting things done. "If we only had more money, or time, or people, we could . . . ." But when it comes to solving wicked problems, we should embrace constraints because they serve both as guide rails and stimuli for designing creative solutions.

 

In this workshop, we share techniques for using constraints as fuel for creative problem-solving. We also explore how to evaluate constraints to determine if they are real or merely perceived. 

When we set out to communicate with others, it’s typically to inform and/or influence. When our goal is to move people, it’s critical that we consider the audience, tone, and channel(s) as we craft and deliver our message. All too often, ideas are discarded not because they are inherently worthless but rather because their value wasn’t properly communicated.

 

In this workshop, we explore proven tools and techniques from the discipline of Human-Centered Design to effectively communicate in a way that moves people to take action.
 

To solve truly wicked problems, it's critical to call upon the talents and perspectives of a diverse team. However, like any other team sport, creative collaboration inevitably leads to conflict, which can be constructive or catastrophic. The highest performing teams are masters at both soliciting and delivering meaningful feedback so as to strengthen the team overall.

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In this workshop, we dive into the three most critical factors of effective collaboration: shared understanding, psychological safety, and candid feedback. We also share specific techniques to improve all three at the individual and team level.

Where we look and what we see have a big impact on whether or not we are able to identify unmet customer needs or opportunities. In fact, one of the traits that help innovators stand apart is their ability to see the world differently from most people. The good news is that learning to see differently is a skill that can be learned.

 

In this workshop, we describe how our "frames" influence what we see (and what we don't). We also share specific indicators that may signal non-obvious risks or opportunities that are hiding in plain sight. 

The term "diversity" often brings to mind human attributes that we can see, such as ethnicity, gender, and age. But when it comes to innovation, we should look at diversity more broadly, because the diversity of perspective influences what we see and how we respond. Someone who regularly interacts with customers in a Call Center has different insights about a company's products than someone in the C-suite. And left-handed people have a point of view about usability that righties might never consider. 

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In this workshop, we share powerful tools to guide the development of inclusive solutions. We also explore the benefits of "designing with, not for" key stakeholders.

The successful launch of a new product, program, or process often requires some stakeholders to do something differently. This is often easier said than done. However, we can significantly increase the adoption of new behaviors by developing a deeper understanding of what drives current behaviors. Often times we find that "it's not the mice, it's the maze." In other words, people's environment (physical space, org culture, team norms, incentives, policies, etc.) has a big impact on what they do and don't do.

 

In this workshop, we share some tools to help identify drivers of behavior and techniques for influencing behavior change.

Measuring the wrong things or analyzing the wrong data are forms of asking the wrong questions - any of which can have a negative impact on innovation and organizational performance. Yet in the age of Big Data, too often our over-reliance on metrics and analytics leads to unintended, sometimes tragic, consequences.

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In this workshop, we share how "metric fixation" and the "Flaw of Averages" can mislead us in ways we don't realize. We also share recommendations on what we can do differently to find a balance between "the numbers" and Human-Centered Design.

As much as organizations truly want to innovate, when push comes to shove, operational efficiency often reigns supreme. This mindset brings with it little to no tolerance for mistakes. Such an approach may win the short-term battles, but it's a losing proposition when the long game demands innovation. The good news is that these positions don't have to be mutually exclusive.

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In this workshop, we examine approaches for individuals, teams, and organizations to overcome the fear of failure that stifles innovation. We also explore how to "sell" the value of "failing forward" to key stakeholders who might otherwise be understandably resistant. 

It has been said that operational excellence secures a company's present, while innovation excellence secures its future. But with mounting pressures to meet financial expectations, companies and organizations of all stripes find themselves increasingly focused on delivering, not discovering. Might there be a way to lower the time, costs, and risks related to innovation?

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In this workshop, we show how to embrace the art and science of rapid prototyping as a means to increase the speed of innovation while decreasing the risks. 

Across the arc of any journey, there are certain moments that matter more than others. Whether we're talking about customers or employees, educators or students, volunteers or donors, the experiences people have at critical touchpoints can have an outsized impact on engagement, loyalty, and retention.

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In this workshop, we examine the principles of Experience Design. We also review a few powerful ExD tools, such as Journey Mapping, that can be used to identify points of opportunity to improve a stakeholder experience.