How would be the future if the present were design thinking?

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.

Roger Martin considers that integrative thinking should be a key discipline of management. Design thinking is the application of integrative thinking.

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.


Por jabaldaia
http://abaldaia.wordpress.com/2010/12/10/how-would-be-the-future-if-the-present-were-design-thinking/

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.

Roger Martin considers that integrative thinking should be a key discipline of management. Design thinking is the application of integrative thinking.

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.

Leer más “How would be the future if the present were design thinking?”

The Core Challenge in Managing Innovation

It’s so important that the people that write about innovation keep coming up with new ways to state the challenge. James March talks about the need to be good at both exploration and exploitation. Roger Martin reframes this as the need to be good at both reliability (producing consistent results) and validity (producing novel outcomes the fulfil important needs). John Hagel, John Seeley Brown and Lang Davison contrast the creative activities that take place at the edge with the re-creative activities that go on in the core of an organisation.

To innovate we have to discover new things. This requires creativity, experimentation, risk, failure, and novelty. At the same time, to innovate we have to be able to consistently re-create the things that we have discovered. This requires discipline, the elimination of variance, and efficiency.


A consistent point of controversy is whether or not innovation can be managed. If you think of innovation only as generating new, novel ideas, then it is very difficult to see how this could be actively managed (although there are in fact things we can do to encourage and improve creative thinking, so even here there is some scope for managing). On the other hand, if you view innovation as a process that includes steps such as generating, selecting, executing and diffusing ideas, then it is a bit easier to see how it might be managed.

Part of the problem here is how we define management. If we view it only as control, then it is hard to manage innovation because control will stifle the creativity needed at the front end of the process. However, if we view the main job of managers as enabling, or removing obstacles, then managing innovation starts to make more sense.

I ran across a quote today from the performance artist Marina Abramovi? that helps illustrate the issue. She is talking about how working in a studio can inhibit creativity by encouraging artists to follow a formula:

You understand the kind of work tha twill have success with your audience and you start making it again and again, and you lose yourself. The worst part is that you don’t surprise yourself with your work, you don’t get new ideas, or take risks, because of the possibility of failure. But failure is an incredibly important part of the work. Life itself is what’s important, not studio space.

So this is the problem: to create novel ideas, we have to be working at the edge – out where failure is a distinct possibility, out where the artists are. However, within organisations, unlike artists once we discover something new, we also have to figure out a way to make it again and again.

Managing the tension between these two acts – creation and re-creation – is the core challenge in managing innovation. Leer más “The Core Challenge in Managing Innovation”

Integrative thinking and the misuse of power

The cascade

Some say that the power affects the world view and I agree!

Some experiments show that people in a position of power shows to have patterns of behavior usually associated with fault zones of the cerebral cortex that control the empathy and the ability to imagine the world from the point of view of others .

The power destroys the ability to understand that there are other perspectives in addition to the hierarchy. The hierarchy works like a waterfall.

But there is no easy cure for the paradox of power. [Más…]

Keltner argues that “the best treatment is transparency, and that the worst abuses of power can be prevented when people know they are being monitored. This suggests that the mere existence of a guard dog or a regulatory active directory may help deter people from doing bad things.

However, people in power tend to reliably overestimate their moral virtue, which leads them to stifle oversight” Lehrer

But power can also be refined in other ways and become a lever for success as declaring the Mattimore Laura, Procter & Gamble.

“Integrative Thinking has become an essential component of the training and development program for our most senior managers at P&G. Our executives are able to take the lessons of integrative thinking back to their jobs with them, putting the tools into action to solve the thorniest issues in their businesses.”

How integrative thinking can help managers and holders of power to look into the “world” and for people as an important part in their decisions ?


The cascade

Some say that the power affects the world view and I agree!

Some experiments show that people in a position of power shows to have patterns of behavior usually associated with fault zones of the cerebral cortex that control the empathy and the ability to imagine the world from the point of view of others .

The power destroys the ability to understand that there are other perspectives in addition to the hierarchy. The hierarchy works like a waterfall.

But there is no easy cure for the paradox of power. Leer más “Integrative thinking and the misuse of power”

Interactions and strategies in Design Thinking & What is the strategy?

Who deals with the interactions of interactions in the systems, i.e. combinations of many simple interactions, knows that these can lead to surprising emergent phenomena.

Although the interaction has different meanings in different disciplines, all point to systems that are interrelated and interdependent. Every action has a consequence.

As in any situation of questioning it is necessary to find an answer to our strategy. But that is not enough!

This is not a relation of cause and effect but an interaction where the consistency of response is crucial for the mutual reinforcement of each.

The place where we play can shape the way we play to win and it’s good to think back and think about what our objectives are and how we play. We do not think the field without considering what our aspirations are or how we play to get there. We go back and refine some passes and how they master the moves…


After all things are simple!

Interaction is a kind of action that occurs when two or more objects or things have an effect one on another.

If we think a situation is often seen as cause / effect, we come easily to the concept of interaction thought otherwise. The idea of a two-way effect is essential to the concept of interaction.

In a commentary to the title, ” Where is the problem” a recent post I wrote, @ joerka , whom I thank , mentioned in twitter ” The problem is hidden in an infinite network of causes effect. It’s pragmatism of reality that comes to your rescue. Defines it. “


It is perhaps this detail of cause and effect that causes all the difference when we want to go further.

Who deals with the interactions of interactions in the systems, i.e. combinations of many simple interactions, knows that these can lead to surprising emergent phenomena.

Although the interaction has different meanings in different disciplines, all point to systems that are interrelated and interdependent. Every action has a consequence.

For most of us achieve good results in solving problems or meeting needs , means we need to increase the number of positive interactions they have at home and at work and reduce our negative interactions .

To promote these actions you must create personal rituals and team to help us interact more positively. If we make them part of our organizational process and individual habits, is more likely to happen.

When discussing the business and want to contribute with design thinking for their development, there is always an issue facing us :

According to Gary Hamel 90% of strategies fail due to poor implementation and think that design can help reduce this failure rate with the methods and design processes, such as observation, visualization of ideas and interaction prototypes.

Roger Martin says: “That’s actually a lot easier that it sounds. My preferred approach is to treat strategy– making as developing a set of answers to five interlinked questions. The questions — which cascade logically from the first to the last — are as follows:

  1. What are our broad aspirations for our organization & the concrete goals against which we can measure our progress?
  2. Across the potential field available to us, where will we choose to play and not play?
  3. In our chosen place to play, how will we choose to win against the competitors there?
  4. What capabilities are necessary to build and maintain to win in our chosen manner?
  5. What management systems are necessary to operate to build and maintain the key capabilities?” Leer más “Interactions and strategies in Design Thinking & What is the strategy?”

Conflicts, storytelling and design thinking

Por jabaldaia

Observing conflicts to leverage new ideas on design thinking

It seems trivial to create something from a conflict, but if the aim is to create something new and that solves a problem no longer seems so banal.

The same conflict can be observed by different people with different results according to the environments or contexts.

We Observe conflicts in meeting rooms to set company strategy or in the operating room of a hospital by the divergence of views regarding the best procedure or in the next room, in the same hospital for a diagnosis to a child.

GE can help us to think a little about the use of observation of the conflict to find solutions to various problems. But GE is not alone, is also with the assistance of design thinking.

For GE, the design process begins not from the standpoint of engineering, but gaining a deep understanding of people who will interact with the equipment. They do not leave from ideas they begin from unmet needs.


Por jabaldaia

Observing conflicts to leverage new ideas on design thinking

It seems trivial to create something from a conflict, but if the aim is to create something new and that solves a problem no longer seems so banal.

The same conflict can be observed by different people with different results according to the environments or contexts.

We Observe conflicts in meeting rooms to set company strategy or in the operating room of a hospital by the divergence of views regarding the best procedure or in the next room, in the same hospital for a diagnosis to a child.

GE can help us to think a little about the use of observation of the conflict to find solutions to various problems. But GE is not alone, is also with the assistance of design thinking.

For GE, the design process begins not from the standpoint of engineering, but gaining a deep understanding of people who will interact with the equipment. They do not leave from ideas they begin from unmet needs. Leer más “Conflicts, storytelling and design thinking”