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The power of “playing with hands” in Design Thinking

Photo by Vlad Hilitanu on Unsplash

I have been thinking about writing this article for so long that I haven’t yet found a proper start. I guess my fear of failing has been always too high in my personality, too many expectations about myself and from others and my natural inclination for perfection hasn’t really helped me in the past. 

In this moment I recall in my head the words of professor Katja Tschimmel, who held a lecture in Design Thinking at the SID Master Program:

Perfection is the enemy of creativity

Tschimmel, K. 2019. Design Thinking course lectures, September 6–7 2019. Laurea University of Applied Sciences. Espoo, Finland.

And also the words from the authors of the book “Designing for Growth”:

“Fail fast to succeed sooner is the essential paradox of design thinking”

Liedtka, J & Ogilvie, T. 2011. Designing for growth: A design thinking tool kit for managers. Columbia University Press. pag 150

Time is running and I want to succeed with my assignment so let’s get straight to the point.

What is Design Thinking for me

Design Thinking is a creative process that let you experience different phases, divergent and convergent alternatively, where you explore problems&needs of people and organisation, think about possible solutions and eventually solve problems by implementing a prototype. 

Design Thinking master class by Katja Tschimmel

All my understanding of Design Thinking was presented, during the master class, more in depth in the model Evolution 6², developed by Tschimmel. This model presents the DT process divided into six spaces inside one another.

Evolution 6² Model

The six spaces of the Evolution 6²Model:

  1. Emergence (E1)
  2. Empathy (E2)
  3. Experimentation (E3)
  4. Elaboration (E4)
  5. Exposition (E5)
  6. Extension (E6)

Professor Tschimmel gave us a case (Studying at Laurea) where our Team needed to explore and identify an opportunity to innovate (Emergence and Empathy Phase), generating and testing ideas (Experimentation and Elaboration) and finally present the final solution to the other students (Exposition and Extension).

For each step, she guided us through the most appropriate tool to use till we finalised the Storyboard of our solution: specific facilities that support well being at Laurea University.

Storyboard – Well Laurea

LEGO – Playing with hands

My highlight for this post is how powerful was the choice of using LEGO when it came to prototype our solution.

When you think about LEGO I bet you think about playing, having fun and nothing related to work and being serious with a project.

Yet, LEGO is an excellent tool used in Design Thinking to visualise ideas, create 3D models to spark conversation with partners, users and test those models with them and eventually co-crete a better one together.

When my Team started to prototype for our challenge – Well being at Laurea – we worked in couples to implement three solutions: Health & Sports Facilities, Nutrition Lounge and Relaxing Space for Laurea students.

Lego Prototype – Well Laurea

During this time – as I was already familiar with this prototyping method –  I observed how my peers were enjoying their experience of constructing bricks and situation, learning by watching others and being in the flow to externalise and produce what we had in our minds and written post-it of course.

This reminded me of what I learnt and read about the LEGO® SERIOUS PLAY® Method, an approach to help organisation solve complex problems and/or define their strategy and their vision by asking specific question and make them represent and storytell their answer using only LEGO bricks.

When we “THINK THROUGH OUR FINGERS” we release creative energies, modes of thought and ways of seeing things that may otherwise never be tapped […] and that most adults have forgotten they even possessed.

The Science of LEGO® SERIOUS PLAY®

The LSP Method takes many ideas from the field of psychology and behavioural science, specifically from Constructivism, a theory of knowledge developed by Jean Piaget, his colleagues and his institute in
Geneva, Switzerland and Constructionism, a theory of learning developed by Seymour Papert and his colleagues at MIT in Cambridge, Massachusetts.

Those theories could be roughly summarised in the phrase Building Knowledge by Building Things.

The LEGO elements work as a catalyst – and when used for building metaphors, they trigger processes that you probably were previously unaware of.

Who approaches Design Thinking and prototyping for the first time is probably not aware of these more scientific background and here I wanted to share it with a tangible example.

Author: Francesca A. Frisicale, October 2019

References & Links

Tschimmel, K. 2018. Evolution 6² Toolkit: An E-handbook for Practical Design Thinking for Innovation. Mindshake.

Tschimmel, K. 2019. Design Thinking course lectures, September 6–7 2019. Laurea University of Applied Sciences. Espoo, Finland.

Tschimmel, K. (2012). Design Thinking as an effective Toolkit for Innovation. In: Proceedings of the XXIII ISPIM Conference: Action for Innovation: Innovating from Experience. Barcelona.

The Science of LEGO® SERIOUS PLAY®, executive discovery llc.
www.seriousplay.com

Liedtka, J & Ogilvie, T. 2011. Designing for growth: A design thinking tool kit for managers. Columbia University Press.

Mindshake, Portugal http://mindshake.pt/design_thinking

Unsplash, https://unsplash.com

What is Design Thinking and how to “design think”?

Modern world possesses bigger challenges and more complex problems with people in the centre. To tackle these and come up with a creative solution, we need to use an explorative approach such as Design Thinking to innovate and solve these problems.

I was familiarized to Design Thinking when I attended a course led by Katja Tschimmel, the founder of Mindshake. Katja introduced us to the Design Thinking process and mindset by leading up through the Innovation and Design Thinking model called Evolution 6² (E.6²). The E.6² model includes steps with questions and tools that help design thinker or innovator to find out what the problem is, who is the solution intended for, what is the best solution, and how to implement it.

According to Katja the principles of Design Thinking are 1) Human-centered approach: Products and services should be experienced from the user’s perspective. 2) Collaboration: As many stakeholders as possible should be included throughout the phases of the process. 3) Experimentation: Playful thinking, making mistakes and learning by doing are an important part of every creative process. 4) Visualization: Quick prototyping helps the learning process and improves the initial ideas by visualization. 5) Holistic perspective: The big picture (environment and context) behind the product or service that is being developed needs to be understood (Tschimmel 2019, p.10).

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Design Thinking and Business – the Yin and Yang !

In 1960, a MIT professor had found the fundamental mechanism of deterministic chaos, where one variable could have profound impact on the outcome of an entire system. This was the “butterfly effect”. This method was used in weather forecasting based on past and present data points. Similar, to what we are doing in business. Our society is rapidly changing, and we have a very dynamic, unpredictable and volatile value constellation. With our business leaders doing a linear fashion strategy creation based on past and present data – it can bring us to an edge of destruction. Business today, is disconnected from the global ripple. And I believe, this is why the importance of Design Thinking is growing.

Design Thinking powers strategic innovation and not strategic planning. Planning and vision statement does not re-invent business but only rejuvenates few top line management. It is the true beauty of Design thinking with it’s human-centered approach that can truly create value in a radically changing networks and in a world of disruptive technology.

The creative and qualitative world of Design Thinking perfectly marries quantitative realm of business world. It perfectly clicks !

For some time, strategic management leaders tried collaborating with scientists and studying behaviours in nature to replicate same models. Although they were successful in creating some compelling models for strategic management but these were not fail-proof. I believe that no strategic management measures can be full-proof at any given point – we are only devising the strategies based on past and present data. As Service Dominant Logic very well points out that every service is based on a galaxy of other services, which makes the mega-system very unpredictable and volatile. We can of course devise the best-hit strategies but always make room for unpredictability. And this where some organisation excels with their ability of intuition. Intuition has the subtle balance of quantitative and qualitative art which is often needed for all parts to click.

Design Thinking promotes such qualities which are rarely found in the business world. It is yin to yang. It is the perfect balance between the hard-coded world of business with the creative and intuitive part of Design.

Yin Yang – in Chinese Philosophy it is said that sometimes seemingly opposite or contrary forces may actually be complementary and interconnected.

What are these qualities which makes Design Thinking so harmonious with Business – the yin to yang?

Firstly, Design Thinking supports going out in the field and talking to customers, uncovering needs, understanding the real value proposition which matters to customers, experimenting and prototyping. Design Thinking pertains to real doing whereas Business is more about talking – talking about great visions over powerpoints and pointing at numbers through Excel.

Secondly, Business makes prediction based on past and present datapoints. Moreover, they base their strategy based on stable world. But our world is hardly stable. This where Design plays a crucial role. Design Thinking thrives on uncertainty. Design allow us to experiment, fail and celebrate chaos.

Thirdly, the crucial and one of the most important factors why Design Thinking is an absolute necessary for Business for it’s obsession with understanding user, their needs and aspirations. Business does market segmentation based on demography which might not truly reflect a user’s actual experience and aspirations.

Insight Map which we used in classroom. It is a tool to develop a closer empathy for our user, understand their aspirations and empathise with their pain points.

Fourthly, Business Vision Statement and Strategy is a very top-down approach. Few leaders devise the strategy and the whole organization re-organizes and strives itself to achieve it. It is very far-off from the approach of Design Thinking, which is very collaborative in nature. It allows people from different background, stakeholder groups, expertise – join together and bring different perspective to table.

So how does Design Thinking works ?

Largely, Design Thinking through it’s different models evolved over years tries to answer these four fundamental questions

Design Thinking tries to understand the following questions :

What is

What if

What wows

What works

Largely, What is – starts with Discovery. In this phase we are trying to understand the user, their context, user needs, pain points and aspirations.

What if – coincides with the discovery phase where we are trying to understand what probable concept of Product or Service might work through Pain Point identification, Value Proposition, Brainstorming and Concept Development,.

The team at El Bulli doing rough sketches of their concept dishes. Picture available at : https://uxdesign.cc/how-elbulli-turned-dining-into-an-experience-38f1c015e9f6

In the third phase of what wows– we try to understand what can delight the user. We do so by rapid prototyping to learn what elevates the user experience of the product to WOW.

The team at El Bulli doing rapid prototyping of their concept dishes. Picture available at : https://uxdesign.cc/how-elbulli-turned-dining-into-an-experience-38f1c015e9f6

The final phase of what works– emphasise on going out in the filed with our prototype and testing with our real users. This step enhances us to get more real feedback, improve our concept and iterate back to actually build a wow experience.

Now, we might ask who is a Design Thinker? What makes a person – a Design Thinker?

The answer might lie in the ability to merge logic with creative intelligence, emotional quotient, ability to collaborate and celebrate chaos. Tim Brown in Harvard Business Review June edition (2008, 87) mentioned some characteristics of a successful Design Thinker. Design Thinkers have the ability to empathise, integrative thinking, optimism, experimentalism and collaboration. To me, the ability to empathise and collaborate stands out the most.

Wannabe Yogis 🙂 – my amazing team !

In our first Design Thinking Masterclass, our group had come with brilliant results because we were able to collaborate with each other drawing in our different backgrounds and experiences.

Ferran Adrià at El Bulli collaborating in the deep creative process with his team. Picture available at : https://uxdesign.cc/how-elbulli-turned-dining-into-an-experience-38f1c015e9f6

I find similar collaboration method was implemented by Ferran Adrià at El Bulli.

The world celebrated chef and food experience creator collaborated with all his colleagues and different stakeholders to strategies and create elaborative dining experience. His lab would go through several workshops, brainstorming and concept development phases before planning out experimentation. His team would welcome iteration and failure with enthusiasm as they believed nothing novel arises without chaos. Though, traditionally outside the realm of business world but he showed every attributes of a Design Thinker.

Posted by : Debarati Rakshit , 1st year SID student

References :

  • Brown, Tim 2008. Design Thinking. Harvard Business Review, June, 84-95
  • The evolution of design thinking. Harvard Business Review. Sep 2015; Vol. 93 (9)
  • Liedtka, Jeanne & Ogilvie, Tim 2011. Designing for growth: a design thinking tool kit for managers, New York: Columbia University Press.
  • Mootee, Idris (2013) Design Thinking for Strategic Innovation: What They Can’t Teach You at Business or Design School. Wiley

Design Thinking process activated!

I realized some time ago that service design is the key issue to improve and develop processes and customer satisfaction. After I found this definition and concept, it felt that different pieces found their places – I love developing customer experience and always try my best in understanding and identifying customer needs. I was thinking that SID program might help me to develop more.

The first course “Design thinking” was much more than I expected. After the lectures I have a huge passion to figure out more of the design thinking methods and I have now gathered a good set of tools for that.

Idris Mootee (2013, 33.) defines the design thinking as following:

Capture

Design thinking can help people from diverse backgrounds to find connections between people, places, objects, events and ideas. According to Mootee (2013, 69.) the empathy helps to approach the innovations with a human-centered perspective. Empathy enables us to communicate and understand:

  • Current and future needs
  • Behaviors
  • Expectations
  • Values
  • Motivations

Design thinking itself is a powerful driver for future opportunities and innovation management. I also really like that in design-thinking processes, ideas are usually evaluated democratically, and persons can freely express their viewpoints in order to practically develop the concepts.

During the lecture we learnt different cases of Service innovation by the lecturer Katja Tschimmel, who was really inspiring and also introduced the group the Mindshake’s Evolution 6^2 tools, which we also implemented during two intensive study days. I can warmly recommend you these tools!

I think this work was useful, as the group has professionals from diverse backgrounds and only it gave me many new ideas! My favorite tool was the insight map, which also supports the human-centered approach and empathy with the end users. For me, that seems to be essential tool to develop new or existing services.

I also liked the opportunity mind-map and storyboard. We also, got to try the Lego and Post-its. My classmates have written in this blog about other interesting tools, so I better not to repeat their words – as I agree with them about the usability of those tools.

Our version of Insight Map, following the guidelines of 6^2 Tools. It was also interesting to see the results by other groups – so different approaches to same opportunities!

According to Tim Brown (2008, 90-92.) the basis is deep understanding of the consumers’ lifestyle and value building. I think this check list will be useful for integrating the design thinking as part of the work flow.

1. Think outside the box; Involve design thinking in the very beginning – it can help exploring new idea!
2. Human-centricity; observe and consider human behavior, needs and preferences – what do your customers need and want? Reflect the results with the innovation models – do not forget the empathy!
3. Trial and error; have the courage to create and test prototypes
4. Co-creation; you can also expand the ecosystem and develop together with other stakeholders and customers to create new added value for all parties
5. Blend different projects; this might be revolutionary – projects can be of different size, disciplinary, units etc.
6. New funding approaches and opportunities; Well, money still runs the project world.
7. Hunt for talents!
8. Give the process some time; enable the design of the whole cycle, which might take a while.

Example on how Design Thinking can help to identify common goals and visions, picture available:
https://www.nngroup.com/articles/design-thinking-team-building/

So – let’s start the work and hope to have a learning journey full of inspiration, innovations and meaningful encounters. Right?

Posted by Suvi Ruippo – 1st year SID student

Sources

Can we save the world by unblocking our creativity?

When was the last time you tried something new and failed? Did you feel proud of yourself then? You probably should have, because chances are that your failure was a sign of you pushing your creativity to the limit. And it takes a lot of guts to do so.

As IDEO founders David and Thomas Kelley point out in their book Creative confidence creativity means that you can imagine the way the world should be, believe in your capacity to make positive changes and be brave enough to take action (2013, p. 64). Creative thinkers discover new opportunities, think in variety of possibilities and take multiple perspectives into account. They experiment and operate against well known solutions and stereotypes. The plot twist? We all have what it takes to be a creative thinker (Kelley & Kelley 2013, p.4-6).

Creativity, like any other skill, can be trained (Kelley & Kelley 2013, p. 5-6; 30). The training program for your mind muscles are processes that these days goes by the name design thinking (see for example Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 69). These processes help to build empathic understanding, to find new perspectives and make sense of the world around us. Design thinking processes are human-centred, multidisciplinary, collaborative, optimistic and experimental (Tschimmel et al. 2015, p. 6; 72). Design thinking is also design doing: it always aims to produce something concrete and new to the world.

Stirring the status quo

Unfortunately many of us adults are too afraid of failure and the lost of appreciation of our peers to fully tap into our creative potential (Kelley & Kelley 2013, p. 6; 44; 53-55). We often see creativity as something that “the artistic” or “the innovative” types have. Because of these beliefs good ideas are left unshared and the unique solutions go undiscovered (Kelley & Kelley 2013, p. 62). 

In the future working life transversal skills such as creativity, collaboration skills and ability to take initiative are on high demand (Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 6). But using design thinking to unleash the full power of our creative capacity is not only a matter of skilled workforce. As the over 7 million people marching in the global Climate Strikes in September 2019 reminded us: there are no jobs on a dead planet.

climate-strike

The young climate activists are expressing their creative confidence in several ways when attending Climate March in Helsinki in September 2019.

The biggest challenges of our times are summarized in UN Agenda 2030 goals that are interlaced and overlap each other. Like in design thinking the needs of people are in the center of these goals: for example the need for a livable environment is fundamental. As many of these challenges are described as wicked problems, it is becoming increasingly clear that we can’t tackle the problems created by the current ways of living by continuing “business as usual” (see also Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 72). As the problems we are facing as humankind are getting more all-encompassing and complex, the need for human superpowers like empathy and creativity is ever increasing.

So where do I start?

Not all of us are educational leaders or politicians who have the power to disrupt systems teaching us how to think and behave. Luckily, as we have established, everyone can make a difference. Here are some of the tips from the experts that we can try in our everyday life to unblock the creative superpowers within us and the others around us:

  • Try until you fail and push others to try too. Learning cycles including failure are an essential part of unblocking creativity. You can think that if you haven’t failed yet, you weren’t reaching far enough. Try to create opportunities for those around you to fail as well in a supportive environment. Start by failing small and aim for massive failures as your creative confidence increases.
    (Kelley & Kelley 2013, p. 50-53; Tschimmel, Santos, Loyens, Jacinto, Monteiro & Valença 2015, p. 7; 72.)

  • Label your next great idea as an experiment and let everyone know that you’re just testing it out. Make sure that the people around you know that you only have reasonable hope for success and the whole point is what you can learn from the failure if and hopefully when it happens. (Kelley & Kelley 2013, p. 47; 50.)

  • Pay attention and intervene when someone around is feeling insecure or undervalued. Keep in mind that insecurity isn’t always a sign for lack of skills or experience. Perfectionism can be crippling if we think that being and expert means excelling without a flaw. Fight these feelings of insecurity by always giving credit when credit is due. Remember to give credit from trying and failing as well, not only succeeding. (Kelley & Kelley 2013, p. 57; 61-63.)

  • Start keeping an idea journal. It doesn’t matter whether you write, draw or dictate your ideas. Create a way to have a way to store you ideas right away no matter where you are, because even the greatest ideas might be fleeting.
    (Kelley & Kelley 2013, p. 216-218.)

  • Remember that creative processes are collaborative processes. Share your ideas, ask for help and take care of your social support system. (Kelley & Kelley 2013, p. 58; Tschimmel et al. 2015, p. 72.)

Enjoy creating, embrace failing!

 

The writer is a career counsellor venturing in the world of design thinking. She failed yesterday with a new veggie stew recipe, but is determined to try again (much to her family’s horror).

Sara Peltola
@Sara_Peltola

 

REFERENCES:

Kelley, D. & Kelley, T. 2013. Creative Confidence: Unleashing the Creative Potential within Us All. New York: Currency.

Tschimmel, K., Santos, J., Loyens, D., Jacinto, A., Monteiro, R. & Valença M. 2015. Research Report D-Think. Design Thinking Applied to Education and Training. ERASMUS+ KA2 Strategic Partnerships. Available online: http://www.d-think.eu/uploads/1/6/2/1/16214540/researchreport_d-think-dv.pdf [Accessed September 30th 2019].

Tschimmel, K. 2019. Design Thinking [lecture]. Held on 6-7 September. Laurea University of Applied Sciences.

Recipe for successful design process

Modern design thinking does not replace the traditional approach to design but rather adds a new layer. Today we think broader: anyone can learn to apply design thinking to any innovation challenge (Carlgren, Elmquist & Rauth 2014, p. 30). The imagination is the only limit since design thinking can be utilised to the traditional products as well as to ecosystems (Brown, TED talk, 15:34). Therefore, it can be used for improving corporate management, cracking climate change challenge or enhancing healthcare services in developing countries, just to mention few examples.

Liedtka and Ogilvie (2011, p. 21) have taken a systematic approach towards modern design thinking and suggest a set of questions which give guidance through-out the design process: What is? What if? What wows? What works? According to them, by asking these questions we are able to have a systematic approach to wider variety of design challenges. The model (see Figure 1) takes Tim Brennan’s well known design-is-a-mystery drawing a bit further and gives a practical tool-set for each of the four stages. Visualisation is the common thread that runs through the entire process. 

Figure 1. Design process by Liedtka and Ogilvie (2011).

I would like to walk you through the four critical steps of this design process. In order to have a bit richer view over the process, additional remarks will be included from Katja Tschimmel and Tim Brown.

What is – Take a reality check!

To find viable future opportunities, we need to study the present and find “real” people’s needs and desires (Tschimmel 2019). Furthermore, we need to look at how customers currently frame their problems and the mental models. While studying this, we should understand the culture and the context in order to gain a comprehensive view (Brown, TED talk, 5:38). 

Part of the task is achieved by analysing existing data. In addition, tools like media analysis, journey mapping, value chain analysis and mind mapping are needed to gather qualitative information. 

What if – Vision the perfect world!

In order to be truly innovative, think variety, multiple perspectives and fight against stereotypes (Tschimmel 2019). Also, scout for new trends and uncertainties. Based on your study and the information gathered in the previous stage, we can now formulate hypotheses about the desirable future. Tools like brainstorming and concept development have been proven to be useful when envisioning the future.

Generating new ideas by brain writing and sketching.

What wows – Find the sweet spot!

Now we need to make some difficult choices in order to hit sweet spots that offer significant value for the customers in a profitable way. This requires testing the hypotheses carefully and studying the data available (Liedtka & Ogilvie 2011, p. 127). The ambitious goal is to test the future in the present – not an easy task. Assumption testing, business canvas, desktop walkthrough and rapid prototyping, for example, are valuable tools in this process.

Desktop walkthrough over the service concept with legos.

What works – Fail early to succeed sooner!

Learning by making is the key for the successful design process (Brown, TED talk, 7:03). Prototypes speed up the process and give us critical information on strengths and weakness of our solution. In this learning-in-action-process it is important to work in fast feedback cycles in order to minimise the experimenting costs and to maximise the information flow (Liedtka & Ogilvie 2011, p. 33). Remember, that without some failures nothing truly innovative will not merge (Tschimmel 2019). Consumer co-creation, prototype testing and learning launch are examples of usable methods in this stage.

Prototyping with social robot in elderly service center.

And what are my key learnings from this “spiced-up” version of the design process? Firstly, success does not come for free: it requires a large set of tools, systematic thinking, holistic perspective and willingness to fail. Secondly, active collaboration is the key for truly successful innovations and meaningful designs. Thirdly, people must be kept in mind every step of the way – or as Tim Brown puts it – “Design is too important to be left to designers!” (Brown, TED talk, 10:45).

References

Carlgren, L, Elmquist, M. & Rauth, I. 2014. Exploring the use of design thinking in large organisations: Towards a research agenda. Swedish Design Research Journal 1/14.

Liedtka, J & Ogilvie, T. 2011. Designing for growth: A design thinking tool kit for managers. Columbia University Press. 

Tschimmel, K. 2019. Design Thinking lectures on 6–7 September 2019. Laurea University of Applied Sciences.

Tim Brown. 2009. Design Thinking: TED Talk. https://www.youtube.com/watch?time_continue=3&v=J0ZbVAQ8bWI

The Rules of Innovation and Design Thinking

by Tiina Salminen, SID19 student

After the contact lessons in Practical Design Thinking I started to wonder the rules in innovating. Maybe this was because I was a bit surprised about the fact, how much rules there are in design thinking and innovating. When thinking of innovating, you don’t first think, that it is something that is done with strict rules. You may be thinking of Gyro Gearloose, who is always coming up with new ideas from zero and brings them to life in no time. Or as Tim Brown (2008, 88) says: “We believe that great ideas pop fully formed out of brilliant minds.”

The first signal about these rules was, when our teacher Katja Tschimmel in the Practical Design Thinking contact lesson, asked me why I wanted to use red post-its when others were using blue. Well, I liked that there are more colors on the board. How wrong could I go! Katja pointed out, that it is important, that the colors have meanings, if you use them. Also, there is a difference when to use a black marker and when to go with different colors.

These were minor rules but as we continued, I realized there are also bigger rules when innovating. At the end of our contact lesson, Katja highlighted that innovation comes when you are in a closed room in a closed time and you don’t have too much time before the deadline. Tim Brown (2009, 21) confirms the idea, saying that clarity, direction, and limits are vital to sustaining a high level of creative energy.

Our projects Stakeholders Map (MINDSHAKE model Evoluton 62, 2012 – 2016). This is where I would have liked to go with the red post-its. You can maybe see, there is no space for red ones!

I was a bit scared. I am terrible at following strict rules and processes. I was relieved from this by Katja Tschimmel. As strict as they say that design thinking project should be, Katja pointed out, that it is very important that you use the design models in innovative way. If you stuck on doing things with the way that your model presents, you could go wrong. You need to be innovative when using your design model.

After this, questions aroused in my mind. For example, how do you know when to be bold and innovative and not follow the rules and models? And when to stay in strict command? I got help from Tim Brown (2008, 88-89). He outlines that the design process is best described as a system of spaces rather than a predefined series of orderly steps. And the project passes through three spaces; inspiration, ideation and implementation.

At the end I realized that everything depends on the project. You need to go with the flow of the project. See what the points are, where to amend your model and when to stay at course. I have a feeling that this comes when you are really listening and noticing how people are going forward with the project and what kind of questions are coming along the way that needs to be answered.

Design thinking as a discipline is here, because otherwise we would just be bouncing here and there with our ideas and innovations. And at the end would not get anything done. With rules and models, we can achieve something, that would otherwise be unreachable and unidentified. Also design thinking is here to help everyone be part of the innovation process. It is not just something for the Gyro Gearlooses.

When doing the opportunity mind map, you can be more flexible with the colours. But I still wonder, if we got carried away with them..

Choose your model. Be bold, be flexible and innovative. But use the right colors!

References

Brown, T. 2009. Change by Design. How design thinking transforms organizations and inspires innovation. New York: HarperCollins Publishers.

Brown, T. 2008. Design Thinking. Harvard Business Review. June 2008. Brighton: Harvard Business Publishing. 84 – 92.

Tschimmel, K. 2019. Design Thinking contact lessons. 6.-7.10.2019. Laurea campus. Espoo.

Tschimmel, K. 2018. Evolution 6² Toolkit: An E-handbook for Practical Design Thinking for Innovation. Mindshake.