Introduction to What Is?

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Design Thinking for the Greater Good: Innovation in the Social Sector

58 calificaciones

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University of Virginia

Design Thinking for the Greater Good: Innovation in the Social Sector

58 calificaciones

Do you work for a nonprofit or in the social sector? Are you struggling to solve the problems and meet the needs of the people you serve? Come learn more about how design thinking, a human-centered approach to problem solving, can help you truly understand an issue, generate ideas worth testing and iterate to find solutions that make a real difference. Through global stories from areas as diverse as government, health care, and education, we’ll show you the tools, techniques and mindset needed to use design thinking to uncover new and creative solutions in the social sector. The development of this course was supported by the Batten Institute for Entrepreneurship and Innovation at the University of Virginia's Darden School of Business. For more about the Batten Institute, see: http://www.darden.virginia.edu/batten-institute/ @BattenInstitute @DesignatDarden

De la lección

BEFORE YOU BEGIN, AND ASKING "WHAT IS?"

Welcome back! This week, we’ll examine the types of problems that are well-suited for design thinking. We'll recognize what we need to do before we begin a project, and then take a deep dive into the first question in the design thinking process, “What is?” and the concepts of insights and design criteria. You’ll see how asking “What is?” helped improve daily living for adults with autism, their families, and the staff of the Kingwood Trust. Then we’ll look at the Monash University Medical Centre in Australia and how it asked this same question to make patient-centered care a reality. Along the way you’ll learn about two design tools: journey mapping and repertoire.

Week 2 Overview2:23

Introduction to What Is?7:10

Conoce a los instructores

Jeanne M. Liedtka
United Technologies Corporation Professor of Business Administration
Darden School of Business

As we stressed in our first module, one of the biggest contributions of design

thinking is to hold us in the problem space long enough to develop the kind

of deeper insights into the problem that foster more creative ideas later on.

As you think about entering the what is stage.

It's important you have identified the right kind of problem for

design thinking to solve.

A scope that will give you an actionable result.

A clear shared sense of who should be involved.

And finally a research plan to get you there.

First, it's important to recognize that not all problems lend themselves to

design thinking.

If you're sure that you understand the problem and

have good data to solve it with, then use it.

Save design thinking for the messier problems.

Those where you don't have good data,

where you worry that you may not even be solving the right problem.

Or where multiple stakeholders can agree even

on what the problem actually is much less on how to solve it.

Save design thinking for areas of high uncertainty.

Areas where real human beings aren't making the choices we'd like them to make.

And where existing approaches and solutions just aren't working.

Remember, design thinking is not a one-size fits all solution.

It's best for certain types of problems.

When you find yourself questioning your own definition of the issue,

chances are you're looking at a good choice for a design thinking approach.

The challenge you'll face is how to frame the specific opportunity you

want to pursue.

Look for something that seems actionable and that should generate interest

among the stakeholders that you're going to need to engage to tackle it.

You want to create a design brief, a short write up that clarifies

the projects intent underlines the questions you want to explore and

the stakeholders you want to explore them with.

It should also give some thought to what success ought to look like,

even though we have no idea how to get there yet.

Like virtually everything else in design thinking,

the design brief is a work in progress.

And it can and probably will change as you work through the creative process,

and your understanding of the issue involved.

Right up front especially when you're tackling messy issues in the social

sectors that tend to have lots of stakeholders with diverse

views on the subject.

You may want to consider creating a stakeholder map to lay out all of

the players involved.

Especially those whose cooperation you really need in some form.

Whether those are users, colleagues, partners,

front line workers, administrators, anyone whose input might

lead you to discover new insights around your area of opportunity.

Now when you've done all that,

you're ready to move into action and explore What Is.

In the What Is stage,

we explore a challenge in depth without trying to generate solutions.

Innovative solutions come from deep insights into the lives of

the stakeholders you want to serve.

So we're not yet looking for answers,

we're looking for insights into stakeholders' current reality.

Human-centered design is built on a foundation of empathy.

Our goal is to develop a deep understanding of our stakeholders and

their lives, to see and feel with them as real human beings.

Without deep insights about their current reality, our imagination will starve.

Now, when you finish gathering the ethnographic data that your research

plan specifies,

using probably some of the tools we'll talk about later in this module.

You will reach what we consider to be probably one of the most important

steps in the entire methodology, identifying insights.

This is probably the single most challenging aspect of the design

thinking process.

Now superficial insights lead to obvious ideas.

And without the discovery of new and deep insights,

the remaining design thinking steps are unlikely to produce intriguing results.

We are searching for things that are stakeholders themselves often

don't fully understand and probably can't articulate.

Now, the result of this insight identification is not a set of solutions

still.

Instead, it's a succinct expression of the job those

solutions must do in the form of design criteria.

These criteria capture the conclusions from the what is stage and they provide

the yardstick by which possible solutions will later be evaluated.

Now, the design criteria do not tell you what to do or how to do it.

Instead they describe the attributes of an ideal solution.

Design criteria are the bridge between what is and what if.

Now, I'd like to set up the two stories you'll learn about next.

Both stories illustrate the power of what is in helping us

understand the current reality of those we want to serve.

In the Kingwood Trust story you heard in module one,

Daisy talked about how Kingwood used design thinking to provide

opportunities to invite those previously excluded, even people who had

difficulty communicating their needs into the innovation process.

They reworked traditional design tools to accomplish this.

And they invited the adults with autism they supported along with their

families and the support staff in the design of their homes,

their outdoor spaces, and even the daily activities of life.

This week, you'll learn more about how Kingwood developed creative

ways to allow even those who don't use written language or spoken language

to participate actively in creating the designs that impact their life.

In the second clip, we'll travel to Australia to meet a group of dedicated

healthcare practitioners at the Monash University Medical Center.

They'll show us how they're using design thinking in combination with

traditional quantitative data to become truly patient centered.

And to achieve consensus on changes both small, like increasing hand washing and

large, like redesigning their entire Outpatient Psychiatric Clinic.

So are you ready?

Let's travel to the UK and revisit the Kingwood Trust.

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