Design Thinking for the Greater Good

greater good

Innovation in the Social Sector

Design thinking is one way to reframe problems, ideate solutions, and iterate toward better answers. It helps solve wicked problems. Those are the type that are especially insidious and difficult.

In a new book by Jeanne Liedtka, Daisy Azer, and Randy Salzman, Design Thinking for the Greater Good:  Innovation in the Social Sector, the authors take on the challenge of applying design thinking to the social sector. The principles apply to all organizations and may help you reach a breakthrough in your organization. I recently spoke with Randy Salzman about their research. Randy is a journalist and former communications professor. His work has been published in over one hundred magazines, journals, and newspapers, from the Wall Street Journal and the New York Times to Mother JonesBicycling, and Style.

 

“Possibility first, constraints later.” -Randy Salzman

 

Practice Design Thinking

What is design thinking?

Design thinking is a modern version of what was once common, a method of addressing and solving problems outside of normal professional siloes. After about 500 years of ever-greater specialization, society is recognizing that wicked problems lie between the professions, between those siloes, and that most “answers” require a grasp of human behavior and a willingness to deeply understand the entire problem, not just “my” professional aspect of it. Design thinking, often called human-centered design, asks us to explore deeply, empathize continually, ideate rapidly, prototype simply and iterate constantly in order to address the problems that bedevil us. Unlike, for example, LEAN and most analytical methods of addressing problems, design thinking seeks to hold problem-solvers in the question space, rather than rapidly jumping to an answer as most Type A personalities – who corporate leaders tend to be — do. Reframing the question, exploring it deeply—and especially building solid empathy with users and other stakeholders—allows design thinkers to find unarticulated needs and desires and build solutions—tapping into unintentionally hidden aspects of human behavior. In today’s “quantitative” planning world, design thinking seeks to return to “qualitative” understanding of both bigger, and littler, picture issues.

 

It is being used today all over the world in a variety of very different organizations. Would you give us a few examples?

While many know of the success of Intuit, 3M, Proctor and Gamble and other major corporations in producing new products and services via design thinking approaches, less is known about the problem-solving methodology’s work outside of product development, and in social sector and government organizations.  Today, many U.S. government bureaucracies – from Health and Human Services, the VA, even the armed forces – are today seeking to understand the people they serve at a much deeper level than treating people as numbers using a quantitative statistical approach.  Non-profits, hospitals, and educational institutions are also adapting their thinking towards design-thinking’s “possibility first, constraints later” approach to problem solving.  For instance, The Kingwood Trust in the United Kingdom is using design thinking to sense and adapt to the needs of autistic adults who cannot use written or oral language to even express their likes or dislikes, and involving them in the design of their living spaces. The Community Transportation Association of America is using it to build local capacity to solve the work-transport needs of lower income employees. Monash University Hospital in Australia has completed a dozen design thinking projects and are presently engaged in solving the truly “wicked” problem of how medical providers can deliver and be compensated for wellness instead of for providing interventions.  All these stories are in our book, Design Thinking for the Greater Good:  Innovation in the Social Sector. But the stories are too many to fit into any book. We only touched on the New Zealand government’s culture-wide tipping to design thinking. Most governmental ministries in that Pacific nation have a design-thinking shop aimed at exploring deeply and empathizing continually with the stakeholders they serve.

 

“Fail early to succeed sooner.” —Tim Brown

 

How is innovation shifting?

We like to talk in terms of a shift from “Innovation I” to “Innovation II” and liken to this shift to the one that occurred in quality, post WWWII. In the same way that quality was originally the realm of specialists and then gradually (facilitated by TQM) spread to the point where, today, quality is everyone’s job up and down the organization, innovation is increasingly seen as belonging to those outside of research & development and senior executives. For organizations to adapt and thrive in today’s climate of political and economic uncertainty and challenge, we submit that all staffers, all employees, need the training and authority to innovate. It must become a core organizational capability. In this environment of broadened responsibility for finding new ways to create value for stakeholders, design thinking can do for innovation what TQM did for quality – help us to teach, scale and democratize it.

Certainly, possibilities for innovation are accelerating for a variety of technological reasons, from big data to computing capacities. There has been less attention to the human dimension, to the awareness that flawed human beings do not behave like the so-called “rational consumers” the quantitative planning world was based on. As the authors of Nudge put it, man is not “homo economous” but “homo sapiens,” and until thinkers began to understand that most of us act without thinking – rationally or otherwise – very little qualitative understanding of human behavior was considered by “garage” and other technological innovators. Now—in  what some are calling the “Smart Machine Age”—there is an awareness that every idea and every concept needs accompaniment from a social technology which aids in its spread. We think of design thinking as a social technology for change. As more and more business, governments, organizations recognize that a qualitative understanding of their stakeholders is needed, design thinking opens up a new kind of conversation that creates space for innovation to birth and blossom.

 

Embrace the Growth Mindset

How to Forge Resilient Relationships in the Heat of Change

breakthrough

From Breakdown to Breakthrough 

Business leaders often focus on profits and metrics, living in spreadsheets and analytics. But what drives these results is people and relationships. So often it’s the resilient relationships, those that are forged in uncertain and difficult times that make the difference.

Author Michael Papanek takes three decades of experience with clients ranging from Apple to Google and shares it in his new book, From Breakdown to Breakthrough: Forging Resilient Relationships in the Heat of Change. His framework helps leaders develop the confidence to take these relationships to the next level. I recently asked him about his work.

 

“Resilience is a social phenomenon based on relationships, not an individual leadership attribute.” -Michael Papanek

 

Build Strong Relationships

What are the elements of a strong relationship?

A strong business relationship will have a number of attributes that set that relationship apart from others.  First, it must provide value to both parties, and it is “generative,” meaning the value together is more than any one person could create on their own: so that 1 + 1 = 3.  Strong relationships also create multiple tracks of value that would be hard to replace if the relationship ended.

One example of this is from the entertainment world, where the band the Grateful Dead was famous for their long relationship with their very loyal fans (which continues today, long after the passing of their leader Jerry Garcia).  In addition to music, the band created value in other key ways for the fans, such as supporting a community of fans (the “Dead Heads”) as well as creating an ‘outside the concert’ experience, and even income for some fans (by selling items at the shows).

Finally, a strong relationship contributes to key strategies or needs of each party.  Relationships that do not create value this way may be categorized as superficial and easily ended. If you are ever not sure if the business relationship is really strong, that is the time to discuss it. Do not wait until you are surprised by a change.

 

“Strong relationships create multiple tracks of value that would be hard to replace if the relationship ended.” -Michael Papanek

 

How often do our relationships hit that sweet spot between strong, flexible and fair?

Leadership Lessons from a Walk Across Spain

Learning from the Camino

 

“The Camino is the ideal training ground for leaders.”

That’s the line on the back liner of the book jacket that pulled me into a surprising story. How to practice leadership with “a pilgrim’s heart, a wayfarer’s grit, and a navigator’s gift for reaching the destination.”

Exactly.

Reading leadership consultant Victor Prince’s book, The Camino Way: Lessons in Leadership from a Walk Across Spain , was a way to take that journey without actually walking that far. For the hours reading the book, I walked with Victor and took in the lessons and applications for leadership. Victor graciously talked with me about his journey. Before his leadership work, Victor Prince was previously the COO of the US Consumer Financial Protection Bureau and a strategy consultant with Bain & Company.

 

“It’s no use walking anywhere to preach unless our walking is our preaching.” -Francis of Assisi

 

Make the Leadership Decision

Why did you decide to do the “Camino”?

I do long distance hiking and biking trails as a hobby. I focus on trails that are long and have accommodations along the way and don’t require camping. The Camino meets both those criteria, and I finally got to it when I was able to take a month off during a sabbatical. The Martin Sheen and Emilio Estevez film, The Way, also got me interested. I knew the trail had ancient roots, and many people got an epiphany when walking it, but I was more focused on it as just the next trail I would check off my list.

 

Leadership Lesson: tell your team about your goals and the reasons you are pursuing them.

 

You received a passport for your trip with 7 leadership lessons that struck you. As you made the journey, how did these impact you?

At first, I was focused on the main purpose of the pilgrim credential (pilgrim passport), which is to collect the stamps from hostels along the way to prove you walked the route. As a goal-driven over-achiever, I loved the daily sense of accomplishment I got with each nightly stamp. I only noticed the list of the 7 values pilgrims were asked to live by while on the Camino after a few days of walking. They captured the spirit I found in other pilgrims. They were simple things like, “Make others feel welcome,” and, “Think about those who will follow you.” They also struck me as exceptionally thoughtful values to follow even while off of the Camino. As I had alone-time walking, I reflected on how these values would have been helpful for me to live by in my past roles leading teams at work.

Copyright Victor Prince, Used by Permission

Would you share an example of how perspective can change on this journey?

One of the values is, “Welcome each day – its pleasures and challenges.” While walking an average of 15 miles per day for a month, a pilgrim on the Camino experiences many challenges as well as pleasures. I learned to put challenges into perspective. My most challenging day on the Camino came after a 24-mile day that resulted from a mistake in my planning. When I started the next morning, I was tired, sore and grumpy as I stared at a big hill I had to climb. It was a hot July day. I started to wonder if I had bitten off more than I could chew with this whole walk. ‘What on earth am I doing walking across Spain?’ I asked myself. I slogged on and when I got about halfway up the hill, I saw a marker for a pilgrim who had died on that spot. That put my challenges into perspective. I realized that, while this was my worst day on the trail, this adventure was something I knew would be difficult but that I had chosen to do. That made me realize that a bad day doing something I love is still a good day. When I got to the top of the hill, I snapped this picture which changed my life. I used this picture to headline my blog about the Camino that went viral around the world and led to this book.  The fallen pilgrim named on the marker never made it to see that view, but he inspired me and I dedicated this book to him. The leadership lesson I learned from this is to put bad days at work into perspective.  A bad day at work is better than a good day without a job.

 

7 Values to Live By

  1: Welcome each day, its pleasures and challenges

  2: Make others feel welcome

  3: Share

  4: Live in the moment

  5: Feel the spirit of those who have come before you

  6: Appreciate those who walk with you today

  7: Imagine those who will follow you

 

Lessons from the Camino

31 Quotes and Lessons From Football Coaches

Wisdom from Coaches

Regardless of whether you’re a fan of American football, or even of sports at all, you likely have seen various words of football wisdom appear in various business articles or business books. Coaches inspire players with words of encouragement and motivation that often have equally compelling application in corporate boardrooms as they do in team locker rooms.

As football season starts, it’s appropriate to learn from the coaches. Here are a few inspiring quotes from some of those coaches to inspire you today:

 

“If what you did yesterday seems big, you haven’t done anything today.” –Lou Holtz

 

“Doing something the right way is something I take pride in.” –Frank Thomas

 

“To defeat a weak opponent is not the problem: The problem is to win when he is as good or better than you.” –Robert Neyland

 

“Good fellows are a dime a dozen, but an aggressive leader is priceless.” –Red Blaik

 

“Whether the light switch is on in every room or not, I’m not certain. But I can tell you that most of the house is lit.” –Les Miles

 

“Either love your players or get out of coaching.” –Bobby Dodd

 

“I don’t expect to win enough games to be put on NCAA probation. I just want to win enough to warrant an investigation.” –Bob Devaney

 

“Nothing that comes easy is worth a dime.” –Woody Hayes

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