[DevDay2018] Innovation Mindset: How to Think Outside the Box - By: Jolanda Tromp, Director of the Center for Visualization and Simulation, Computer Science Department at Duy Tan University
Design Thinking for innovation consists of solving problems that are typically ill-defined and solutions are largely unknown. Thinking outside the box is essential to find solutions to these kinds of problems. This presentation describes the best practices for facilitating small teams to think outside the box, based on sharing Design Thinking and “Design Doing” to IT entrepreneurs and IT students.
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[DevDay2018] Innovation Mindset: How to Think Outside the Box - By: Jolanda Tromp, Director of the Center for Visualization and Simulation, Computer Science Department at Duy Tan University
2. DevDay – Da Nang, 14 April 2018
Introduction
Speaker: Jolanda Tromp
•Director of the Center for Visualization & Simulation,
•Duy Tan University / State University of New York (SUNY) in Oswego, NY, USA
•Email: jolanda.tromp@duytan.edu.vn
•LinkedIn: https://www.linkedin.com/in/jolanda-tromp-phd-socialvr-638b84a
•Twitter: @jolandatromp
•Github: https://github.com/jolandata
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Background Info Dr. Tromp
• Human-Computer Interaction expert specialized in UX/UI for
Virtual Reality R&D, and design and evaluation methodology
for Collaborative Virtual Environments.
• Teach Human-Computer Interaction Methods, Virtual Reality
Design and Evaluation, Human Factors, Statistics, and Digital
Humanities.
• Facilitate and mentor Study Abroad programs at several VR
labs in Europe and the USA.
• Initiated and coordinate the DTU VR First lab.
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Center for Visualization & Simulation:
VR, AR, IoT, AI, 4IR
• PCs, mobile devices, VR (Oculus Rift, HTC Vive, Gear VR), AR (Hololens Microsoft,
QR Code).
4
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Overview of the Presentation
• Thinking Outside of the Box
• Innovation Mindset
• Innovation Culture
• Innovation in Practice: Design Thinking & Design Doing
• Stanford.d Design School
• Britisch Design Council
• IDEO Designkit
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Connect all the dots with 4 straight lines
1. Link all dots using four
straight lines or less,
2. without lifting the pen,
as a continuous line,
and
3. without tracing the
same line more than
once.
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Thinking Outside the Box
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Innovation Mindset
• Professor Dweck: Researched Growth Mindset versus Fixed Mindset
1. Learn from mistakes and embrace challenges, setbacks and obstacles with
creativity and imagination;
2. Receive and invite constructive feedback;
3. Encourage innovation and invite endless and infinite possibilities;
4. Master new skills, acquire new information and commit to a lifetime of
learning and doing.
• Anyone can initiate a shift to a growth mindset at any time.
• Shift your thought processes to be collaborative, open, authentic,
empathic and relevant.
• Embrace a growth mindset and unleash the creative, problem-solving
innovator that resides inside of you.
https://businessmagazinegainesville.com/innovative-thinking-fixed-vs-growth-mindsets/
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8 Traits of an Innovative Mindset
1. Empathetic – To create new and better ways of doing things, we need to first understand who
we are creating them for.
2. Problem Finders – All innovation starts from a question not an answer. If we want to be
innovative, we need to look at questions first.
3. Risk-Takers – To be truly innovative, you sometimes have to go off the beaten path.
4. Networked – Innovation does not happen in isolation, ideas that are being shared amongst
many that lead to new and better ideas being developed.
5. Observant – Constantly look around the world and create connections. It is normal to have a
notebook or use their mobile device to record ideas or thoughts around them and link them to
their own ideas.
6. Creators – Innovation is a combination of ideas and hard work. Conversation is crucial to the
process of innovation, but without action, ideas simply fade away and/or die.
7. Resilient – Try something and tweak it until it works, don’t give up as soon as it fails.
8. Reflective – What worked? What didn’t? What could we do next time? If we started again,
what would we do differently? What can we build upon?
https://georgecouros.ca/blog/archives/4783
10. DevDay – Da Nang, 14 April 2018http://www.socialinnovationtoolkit.com/innovation-mindset.html
Organizational Innovation Culture
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Innovation Culture
Three core principles that help organizations facilitate
innovation:
•Organizations operate on taken for granted ways of thinking
and acting on a daily basis. Innovation can interfere with these
usual processes.
•Deep thinking about the roots of problems, as well as a
critical examination of the response to issues, is required to
conceptualize change.
•The impact of innovation is the entire process of coming to
understand the data and which problems are to be
conceptualized and addressed.
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Stanford d.School: Design Thinking
Process
Learn about
the end users
for whom you
are designing
by observing
them and
interviewing
them.
Create a overview
of what the user
needs and
insights in what
can be improved.
Brainstorm
creative
solutions.
Combine
user needs
into design
ideas.
Build several
prototypes
as rough
drafts of
your ideas.
Share your
prototype(s) with
your original end
users for feedback
on task-flow
improvements,
functionality, and
aesthetics.
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British Design Council: Double Diamond
• Double Diamond
is a simple visual
map of the
design process
• Divided into four
distinct phases:
1. Discover,
2. Define,
3. Develop,
4. Deliver.
https://www.hyperisland.com/community/news/how-to-apply-a-design-thinking-hcd-ux-or-any-creative-process-from-scratch
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• The process of divergence
and convergence are key
moments in the design
process.
• Discover and develop
phases: divergent
processes.
• Define and distribute
phases: convergent
processes.
• The path is not linear:
iterations are needed to
frame the problem and the
solution.
https://ioannouolga.blog/2018/03/27/double-diamond/
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Design Thinking Styles and Design
Phases
Divergent and Convergent Thinking happens twice:
1st
: to confirm the problem definition and
2nd
: to create the solution.
• Discover phase: look at the world in a fresh way, notice new
things and gather insights
• Define phase: make sense of all the possibilities identified in
the previous phase (prioritize)
• Develop phase: solutions and concepts are created,
prototyped, tested and iterated (trial and error phase)
• Deliver phase: the resulting product is finalized, produced and
launched.
https://www.designcouncil.org.uk/news-opinion/design-process-what-double-diamond
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One of the
greatest
mistakes is
to omit the
left-hand
diamond
and end up
solving the
wrong
problem
http://www.andyeklund.com/how-design-thinking-works/
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https://cdn.evbuc.com/eventlogos/160332149/designthinkingphases.png
IDEO DESIGN THINKING STAGES
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https://www.quora.com/What-is-Design-Thinking
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IDEO: Human-Centered Design Process
• HCD is a process and a set of techniques used to create
innovations.
• It starts with the people we are designing for, and examines
their needs, dreams and behaviors through the “desirability
lens”.
• We seek to listen to and to understand what they want.
• Once we have identified what is desirable, we then view our
solutions through the lenses of “feasibility” and
“viability”. (IDEO)
• “The solutions that emerge at the end of the Human-Centered
Design process should hit the overlap of these three
lenses.” (IDEO)
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https://lushdesignsblog.files.wordpress.com/2015/06/screen-shot-2015-06-21-at-7-59-28-pm.png
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Overview of the IDEO Design Stages
1. Inspiration Phase
1.1 Observations
1.2 Interviews
1.3 Analogous
1. Ideation Phase
1.2.1 Finding themes
2.2.2 Creating frameworks
3.2.3 Creating insights
4.2.4 Creating How Might We statements
5.2.5 Discovering Design Principles
• Implementation Phase
3.1 Prototype
• Validation Phase
1. 4.1 Test
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1. IDEO Inspiration Phase
• Gain a deep understanding of people's needs.
• Learn directly from the people you're designing for e.g. ‘Fieldwork”:
• immerse yourself in their lives
• deeply understand their needs and aspirations.
• Learn on the fly, open yourself up to creative possibilities, and trust
that as long as you remain grounded in desires of the people you're
designing for, your ideas will evolve into the right solution.
• Make the most of your time in the field, plan who to speak with,
where you might visit, and the types of research that you(r team will)
conduct.
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IDEO Inspiration Phase
Find inspiration through:
1. Interviews with end-users
2. Analogous cases, situations, tools, user types, etc.
3. Other learnings
•Combine the information gathered via interviews, Analogous
Inspiration, and other learnings,
•Based on explorations of the needs of end-users, hidden
patterns, e.g. needs that many users have in common, are
likely to emerge, so-called “themes” .
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2.1 IDEO Finding Themes
Take a good long look across the information from your
Inspiration phase:
• Have any patterns emerged?
• Is there a compelling insight you heard again and again?
• A consistent problem the people you’re designing for face?
• What feels significant?
• What surprised you?
•Themes are bound to change as you move through the
Ideation phase,
•Continue looking for Themes and sorting out what they
mean.
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STEPS to Finding Themes
1. Go through all user needs exploration notes, identify and write all themes from the
user needs explorations on Post-its and gather your team around the Post-its.
2. Move the most compelling, common, and inspiring quotes, stories, or ideas to a new
board and sort them into categories.
3. Look for patterns and relationships between your categories and move the Post-its
around as you continue grouping.
4. Identify key Themes and then translate them into opportunities for design.
5. Arrange and rearrange the Post-its, discuss, debate, and talk through what’s
emerging.
6. Don’t stop until everyone is satisfied that the clusters represent rich opportunities for
design.
7. Identifying these Themes will help you Create Frameworks and write Design
Principles.
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2.2 IDEO Creating Frameworks
Create a Framework, a visual representation of these themes to:
• make sense of data by visualizing patterns
• highlight key relationships and develop your strategy.
• synthesize user needs to find clarity in what is often highly complex.
• understand the perspectives of the people you’re designing for.
• help you unpack the context you’re working in.
•Frameworks change as you move through the Ideation phase.
•Frameworks are not meant to capture everything perfectly first time
round, continue adjusting them as your understanding of the themes
evolves.
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http://www.city-id.com/processes/thinking/
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STEPS for Creating Frameworks
1. Listen for moments when the topic seems to fit into a larger system,
or feels related to something else you heard or saw.
2. When patterns start to emerge, draw them. At first they can be
simple Frameworks like Venn diagrams or two-by-two matrixes.
These simple diagrams can help you map a few forces at work at
once.
3. As the systems you hear about become more complex, and you
start to think about what you might design, your Frameworks will
too.
4. Keep refining your Frameworks as you move through the Ideation
Phase. They are bound to change, and that’s ok.
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http://www.bigapps.nyc/design-brainstorming/
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2.3 IDEO Creating Insight Statements
After talking to potential end-users and identifying key themes:
•Start the synthesis process to Create Insight Statements, i.e. succinct
sentences based on the user needs, themes and frameworks that you
identified.
•It is not always easy to create them, so take time.
•Edit them down to three to five main insights that will help drive
toward solutions.
•Insight statements frame How Might We questions and give shape
and form to subsequent Brainstorms.
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STEPS to Formulate Insight Statements
1. Take the themes that you identified and put them up on a wall or board.
2. Take one of the themes and rephrase it as a short statement.
3. Don’t start looking for a solution yet, merely transforming a theme into
what feels like a core insight of your research. This is a building block, not
a resolved question. Do this for all the themes.
4. Go back to the original design challenge. Sift through all insight
statements and discard the ones that don’t directly relate to the
challenge. You only want three to five insights statements.
5. Take another pass at refining your insights. Make sure they convey a new
perspective or possibility.
6. Consider inviting someone not part of your team to read the insight
statements; see how they resonate.
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http://www.startyouridea.today/define.html
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2.4 IDEO How-Might-We Questions
• Creating How Might We questions starts with rephrasing your
insight statements as questions by adding “How might we” at
the beginning.
• The goal is to find opportunities for design, so if your insights
suggest several How Might We questions that’s great.
• A good “How Might We” question gives both:
• A narrow enough frame to let you know where to start your
Brainstorm, and
• Enough breadth to give you room to explore wild ideas.
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https://mw2013.museumsandtheweb.com/paper/design-thinking/
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IDEO How-Might-We Questions
• Systematically frame insight statements as How Might We
questions to turn design challenges into opportunities.
• How Might We format is used because:
• it suggests that a solution is possible,
• it offers the chance to answer in a variety of ways.
• A properly framed How Might We doesn’t suggest a
particular solution.
• It gives the perfect frame for a team to start innovative
thinking.
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STEPS for creating How-Might-We
Questions
1. Add “How might we” at the beginning of your Insight
Statements.
2. If your insights suggest several How Might We questions
write them down too.
3. Look at your How Might We questions and ask yourself if it
allows for a variety of solutions. If it doesn’t, broaden it.
4. Your How Might We should generate a number of possible
answers and will become a launchpad for your Brainstorms.
5. Make sure that your How Might We’s aren’t too broad.
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2.5. IDEO Finding Design Principles
• Certain unifying elements will start to guide the design, these are your design
principles.
• Design Principles are the guardrails of your solution—quick, memorable recipes
that will help keep further iterations consistent.
• These principles describe the most important elements of the solution and give
integrity & form to the design. Usually they align with the Themes found during
the Ideation Phase.
• Themes and Design Principles evolve as you design things, so don’t be afraid to
revise them.
• Keep them short and memorable: i.e. “Talk like people talk,” “The service
always connects to the community,” or “Keep women at the center of
business.”
• Lower-level ideas like “The logo should be blue” or “We offer discounts” are
not Design Principles.
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STEPS for Identifying Design Principles
1. Look at your Post-its, and your Themes in particular.
2. Consider the core principles underpinning those themes, it’s likely that you’ll
need to identify several because Design Principles operate as a group.
3. Frame them as positive statements that might tell you how and what to design.
Try to avoid overly complicating them. Make them short and to the point.
Describe just one idea.
4. Look at the Design Principles you’ve come up with: If there are multiple ideas
going on, break them into smaller parts.
5. Review your Design Principles and make sure they cover the key aspects of your
solution. Modify any that don’t.
6. Revise your Design Principles as you start to build Prototypes and test your
ideas.
7. Some Design Principles won’t reveal themselves until you designed something.
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I
m
p
l
e
m
e
n
t
a
t
i
o
n
Prototype
Test
Iterate
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http://mindmappingsoftwareblog.com/creativity-divergence-and-convergence/
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http://www.billyloizou.com/uploads/6/3/3/9/63395385/7030023_orig.png
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Outcome Driven Ideation
• Not having loads of ideas, but having the right ideas - those that
address user needs in a way that is viable and feasible.
• Capture and prioritize all the end-users’ needs and generate insights
from these needs.
• This process also leads to information about:
• what end-user types there are,
• what task they are trying to get done,
• which market segment it fits in, and
• what price range the solution has to fit in.
• With the right information about user needs, you can recognize and
construct the big idea, because it is based on knowing, not
guessing. What Customers Want, by Tony Ulwick
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Contact Details
• Dr. Jolanda “Lan” Tromp
• Duy Tan University
• Room 404
• Nguyen Van Linh 254
• Da Nang, Vietnam
• +84 (0)936114564
• @jolandatromp
• jolanda.tromp@duytan.edu.vn
Notas del editor
Add 1) This include the language used to talk about problems and solutions, workspaces, and rhythm of work.
Add 2) This includes collection and analysis of data from a range of sources, thoughtful reflection and dialogue about what those data mean, and an actual change in practices as a result.
Add 3) more than reporting on the data that demonstrates outcomes