Bill Burnett gives a presentation to the CLO about the design school - and the DESIGN THINKING and TEACHING

1. 1
“You can’t dig a new hole by
digging an old one deeper”
Edward DeBono
Airto Moreira: When Angels Cry

2. 2
Agenda
• Greetings and an exercise
• Design thinking
• Empathy and a needfinding exercise
• What we’ve learned about teaching
• d.school tour
• Q & A

3. Design Thinking and Teaching
Bill Burnett
Consulting Assistant Professor
Mechanical Engineering; Design
Executive Director of the Design
Program
Hasbro, Apple, & 4 start-ups
Nathalie Collins
Graduate Student: Design Program
formerly at Microsoft
BS.Computer Engineering; USC

4. Exercise: 30 circles
•please take out a piece of paper that
has thirty circles in 6 rows of 5
•turn the circles into something
•you will have 3 minutes

5. 5
go!
Bobbie McFerrin: Flight of the Bumblebee

6. 6
stop!

7. Questions:
• did you solve the problem?
• did you do as well as you wanted to?
• were you ever frustrated or stuck?
• did you have any “aha”moments

8. #2 - two circles
#3 - multiple circles
#4 - solid objects
#5 - the circle as a texture
• #1 - outside the circle
Solution Schemas

9. let’s do it again
three minutes
go
Vivaldi: "L'autunno" - 3. Allegro

10. Questions
• how did you do this time?
• what was different?

11. 30 circles
• creates the “getting stuck” feeling.
• organizations get stuck the same way.
• it explores how “aha” moments feel.
• organizations have “aha” moments.
• shows the power of prototyping.
• it is an introduction to design thinking’s
problem-based learning method.

12. Design Thinking

13. 13
Tim Brown’s article
• june 2008
• human centered, systems level approach
• case studies:
• Bank of America “Keep the Change”
• 2.5m customers, 1m new accts, $500m saved
• Kaiser’s redesign of nurse shift changes
• improved patient and nursing experience
• Aravind’s “eye care system - for the masses
• process: innovation - ideation - implementation

14. 14
“Culture eats process for lunch.”
Reported by CEO Alan Mulally from an anonymous Ford Motor Company engineer

15. It is about Creating Culture

16. A Culture of Radical Collaboration

17. A Culture of Empathy

18. A Culture of Ideas

20. The Pulse Newsreader
by Alphonso Labs
(8 weeks to revenue)

21. A Culture of Prototyping

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23. 18 minutes

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Prototyping cultures
• build to Think
• build to ask questions
• build to create “social
spaces”
• fail early to succeed often

33. A Company with Creative Confidence

34. 34
10 minute break

35. value creation + value capture = advantage
Total Quality Management, Six Sigma,
Maximizing Return on Assets, Outsourcing, Lean
Manufacturing, Corporate Redesign, Market
Segmentation, Licensing, Line Extensions, etc.
Why the sudden interest in Design?

36. Design thinking = Strategic thinking
value creation + value capture = strategy
Design is the one business discipline whose primary concern
is innovation.
When design thinking becomes a core competency,
companies become more nimble in the face of rapidly
changing markets and new competition.

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doing
the right
thing
problem
finding
doing
the thing right
problem
solving

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Innovation is hot
• Steve Jobs • A.G. Lafley

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Empathy

40. 40
DO
SAY
FEEL
THINK
40

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Needfinding:
the process for getting beyond what people say and do
• like an iceberg, some needs are apparent and
easy to see; other needs are deep and hidden.
• explicit needs come from above the waterline and
solutions lead to incremental improvements.
• understanding implicit needs leads to unique
insights and big new ideas Implicit needs come
from people’s stories.
• people can’t tell you what’s important but they
will often show you - observation is the key
• the more powerful design solutions create
meaning and value in people’s lives

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How do you needfind?

43. 1.
Cast aside your biases,
listen and observe
Let subjects tell their own story, and
listen for the things that elicit emotion,
cause them concern or frustration.
"If you want to find out what people
really need, you have to forget about
your problems and worry about their
lives."

44. 2.
Note the contradictions
between what people say
and what they do
Opportunities for innovation lie within
the disconnect between action and
words.

45. 3.
Listen to people's personal
stories
Let them relate their successes and
failures.
Stories encompass the implicit rules
that govern and organize peoples
lives and reveal what they find normal,
acceptable and true. They reveal
moral codes, sources of pride,
shames, shoulds and should-nots.

46. 4.
Watch for "work arounds"
People make do and work around the
shortcomings of products and
situations.
In everyday life, we all come up with
"work arounds," clumsy or
clever, that we usually are totally
unaware of.
You must take note.

47. 5.
Distinguish between needs
and solutions.
Needs open up possibilities, solutions
constrain them.
If you start with a solution then you
may overlook the possibility of coming
up with an entirely new and
revolutionary product or service.

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Needfinding Techniques
1. Cast aside your biases, listen and observe
2. Note the contradictions between what people say
and what they do
3. Listen to people’s personal stories
4. Watch for “work arounds”
5. Distinguish between needs and solutions

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The Driving Project
• break up into teams of two
• Your goal
• find out as much as possible about your
partner’s driving experience
• redesign it
• you will use interviewing (with empathy) and
rapid prototyping to solve this problem

50. WHATHOWWHY
what is this person doing while driving?
get them to talk about their activities and what they mean.
how are they doing it?
get them to describe things visually and physically.
why are they doing it this way?
get them to tell you a story.

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The Driving Interview
• you have five (5) minutes each
• the interview question is “What do you do while
driving?”
• write down all of your interview observations on
Post-it notes, one observation per note
• your goal is to re-design the experience

52. 52
Go
The Doo Bop Song
Miles Davis

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Report Out
• tells us about your partner’s driving activities
and what they mean.
• which behaviors are the most important, most
prevalent, and most meaningful?

54. 54
Switch
Suite in E-flat Major
Yo Yo Ma

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Prototype
• Now, using the materials at you desk - paper,
tape, pipe cleaners, etc. - design and build
something to enable the most important car
activity of your partner.
• You have 7 minutes - build roughly and at low
resolution
Moon Song
Dmitri Matheny

56. 56
Report Out
• Designer: Tells us how your prototype works
and what it does.
• Client: How do you feel about the solution the
designer has presented?

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Design thinking and teaching
(what we’ve learned in 5 years of d.school classes)

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Design thinking and learning
• we use a problem-based learning approach
• Facebook killed the lecture
• prompt - build - critique - iterate
• radical collaboration
• teaching teams - not “sage on stage”
• multi-disciplinary
• model creative behavior

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Design thinking and learning
• lower the status between teacher and student
• coaching model
• blogging, tweeting, co-authoring
• space is critical
• figure out the learning behaviors you want
• create spaces that promote those behaviors
• persistence of student information (war
rooms)
• self-authorship of space

60. Stanford University’s
INNOVATION MASTER SERIES
Gaining a Competitive Advantage in an
Uncertain Economy
June 15-17, 2011 at Stanford
December 14-16, 2011 at Stanford

61. 61
tour

62. Take-aways
• DT isn’t as much about process, it’s about
culture.
• a good culture can survive any process.
• It’s important as we shift from a value capture to
a value creation economy.
• The elements of an Innovation Culture:
• radical collaboration, empathy, love of ideas,
prototyping, creative confidence.
• Empathy for unmet human needs is the source
of frame-changing innovation.

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End
Dadra: Ravi Shankar