Clarify the analytical thinking and design
According to Roger Martin, AG Lafley when he was CEO of P&G always made a great effort to explain their thinking. Be transparent “with his logic”, gave those who are below, in the hierarchy of Lafley, the guidance they need to one day succeed him, and to organize all the chances to keep its trajectory.
This is certainly not the posture of many of the leaders of organizations and companies, especially if we consider the financial areas.
However, there are still a large number of designers who would like design to be an art, and are really offended by the concept of design thinking. Martin said: “I had several nasty notes saying,” you’re not a designer, you are not trained in design, how dare to talk about it? “
Firstly it is easy to see that there are not only silos in organizations, where everyone learns well their model and closes in their habitat, without concern for clarify their thinking and its intention to management, but also in designers who hid behind a search of a path that does not converge to the business.
Integrative thinking often arises as a discomfort for both managers and designers when it comes to creating a model that is neither A nor B but can be a new created from the design and business processes.
For example, when speaking to clarify the thought of a manager of a financial area, surely we aren’t waiting for behaviors that are identical to those of AG Lafley, although this was desirable.
Garr Reynolds says ” Managers may be afraid to embrace simplicity. In business we are all scared of being called “too simple.” People confuse simplicity, which is hard to achieve, with simplistic, which is easy and usually lacking value. When in doubt, a manager may add a layer of complexity where it is not needed just to be safe. It takes courage to be simple. And don’t throw away “good” in pursuit of “perfect.” The simplest solution is often the best (though not always), yet the first idea you have is not always the simplest. Be careful of going with the first idea. Designers often create three to five solutions to the same problem.”
It is adding layers of complexity that the financial management more laurels. Create complex content allegedly to allow deep analyses and results only understood by few.
But when it asks Roger Martin what he thinks about thinking design and financial systems he says:
“As for a redesign of the financial system, “We need to step back and say a lot of the fantasies we believe are the case, are not. Let’s design our world around something that’s a little closer to real than fantasy.”
There are intangible issues such as services or systems that are not yet dealt with the same rigor and discipline that uses with the products and hence the difficulty imagining solutions to some problems in the financial sphere we face.
But this is possible if we take a step back and going by paths creating templates than not the image of past experiences.
“We might concentrate on how to make the process of the design of the intangible as transparent and open to observation as the design of the tangible. We might develop prototyping environments that allow us to learn through failure without catastrophic implications. We might accept that we need better mechanisms for criticism and feedback so that we begin to establish a body of knowledge about what works, and what does not, in the design of these things that don’t go ‘thud’ when we drop them.” Tim Brown
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