Set Your Design Thinking Process up for Success

On Tuesday I co-facilitated a design thinking education event with Google in Melbourne. We worked alongside 50 teachers from Catholic schools.

It got me wondering about what it takes to get the most from a design thinking (DT) process. Although my lense is for teachers and education teams, these ideas apply to anyone using the DT process.

For each idea, I have shared some links to further articles and readings to allow you to dig deeper.

Context

Design Thinking (DT) has to be meaningful for us to make the most from it. Connecting to a clear context is a vital commitment. We might do this by thinking clearly about the people at the heart of the problem. Unless we have a meaningful purpose we might easily check out.

Collaboration

Forming a team to work with is a basic tenet of quality design thinking. Every phase of DT benefits from sharing and critique from others. In fact when we say “How Might We” we are signalling our intent to share and create a solution with others.

Concept

Our willingness to explore ideas that are barely formed is a critical disposition. In fact, we might say this is a prototyping disposition. Ideas and solutions from DT are often first explored in conceptual ways. We need to know when to bridge from this to enacted or built forms.

Challenge

There has to be enough of this component to instil an urgent, edge of your seat, discomfort to do good. Our message to the teachers was to take the ideas and make them happen. Build-in milestones and opportunities for really early (painfully early) feedback with the people we are trying to help. Increasing the level of challenge often materialises from connecting our DT process to a real context or stakeholder group. Invite them in to see your results – keep the whole effort grounded in who we are trying to help.

Conditions

The teachers working with us were outside of their normal physical space. The renowned function and aesthetic of a Google workplace formed a provocative backdrop for our group. This was not just the living moss wall Google sign in the Melbourne office or perfectly formed booths, it is what these spaces represent. If we want more creative thinking in our schools, we need to consider how the physical environment can mediate that.

Another key reflection from one of the participants about the conditions was time. I know that allowing ourselves dedicated time to immerse in a topic or challenge is very powerful. It often feels like a luxury, but we will likely be more creative and productive if we can be present and focused.

Critique

One of the ways I describe the prototyping phase of DT is that it is about communicating your idea so that other people can share feedback. A prototype is not an end of itself. It is created to provoke critique from others so that we can refine our idea and make another version.

But the impact of critique cuts through the whole process. Early feedback helps us understand we are on track. Critique about our reframed problem always provides a new perspective or language we can use.

Culture

The big question for us all is how we shift the culture in our schools. The design thinking process challenges our capacities and dispositions – perhaps stretching them in new ways.

But really it is the persistent, ongoing, intentional use of the DT protocols and practices that reap the greatest reward. Not just once every term but an effort over many months and years.

When we utilise DT day in day out. When we normalise the language and the critical thinking expectations, that come with DT, it elevates the impact beyond just a process to a better collaborative culture.


An interesting mix of ideas there for you to ponder on. Certainly not an exhaustive list of the considerations, but a strong set of provocations nonetheless.

In order for us to make the most of the Design Thinking process we need the tools and activities, but perhaps, more importantly, we need to intentionally build the best possible conditions for the deeply creative and critical thinking that occurs.


Google for Education, Forward events are an opportunity for Educators, IT leaders, Googlers and Design Thinkers to tackle some of the big educational challenges we face. This is a chance to bring your creativity, collaboration skills and critical thinking to an authentic challenge.

Drop me a note if you are interested in learning more about these events.

tom@dialogiclearning.com

Tear Off Your Label

When we pay attention to setting clear expectations and creating the optimum conditions for dialogue, our meetings and sessions with our colleagues will be much improved.

This effort to establish a safe environment for talk – before the talking – is one of my core activities when working with a team.

It holds for me that this effort will have a significant impact on the quality of the experience. It is one of my 20% activities that has 80% of the impact – Pareto Principle in action.

Anthony Bourke, a former fighter pilot, refers to a version of this during flight debriefs. In his article he explains how members of a squadron remove their symbols of hierarchy to signal an open space for feedback.

However you structure it, the debrief must be a safe place where all team members — regardless of rank or seniority — are free to share their open and honest observations on how they and their teammates performed during the mission.

In the military, we create that safe space by stripping off our nametags and rank insignia at the beginning of the debrief (they attach to our flight suits with Velcro). With the nametags off, we create a learning environment where the sole purpose is to improve performance both as individuals and as a team.

All the practice has been hard to verify, it got me thinking about how powerful that would be for members of the military.

The very symbol we covert is removed and any hierarchy is set aside for open dialogue and critique.

I wonder how we might create strong gestures and symbols of equality in meetings and development sessions?

I am sure you have been in meetings when a more senior member of the team arrives part way through and the whole dynamic changes and we all become a little more closed.

Equally I have been fortunate enough to work with leadership teams who have explciitly developed habits that allow open dialogue, however tough those interactions may be.

Perhaps it is just continued intentional practice from all of those involved to lift up every voice in the room – but especially for those who hold a “rank” to reinforce the open protocol.

What do you think?

#28daysofwriting

Photo by Nick Hillier on Unsplash

Why Am I Talking?

I am always on the lookout for useful mental models, protocols and habits to improve the quality of dialogue and I discovered this little acronym to improve participation.

W.A.I.T = Why Am I Talking?

One of my favourite maxims and something I wrote down when I started Dialogic Learning is to “Listen twice as much as you talk.” This is based on a quote by the Greek Stoic philosopher Epictetus:

We have two ears and one mouth so that we can listen twice as much as we speak.

One of the strengths of this and the Why Am I Talking? protocol is that it encourages us to carefully reflect on what we are sharing and think about our thinking.

Any habits and protocols that encourage us to slow down a little are really valuable at improving the quality of our dialogue and discussion.

It was hard to find the original attribution for the idea but I did come across some useful questions that you can use to elaborate further.

Questions for Reflection

The following is from a post on the The Power of TED* website.

  • Am I talking for approval and to be overly helpful? (Rescuer)
  • Am I talking to control and take charge of the situation? (Persecutor)
  • Am I talking to complain and whine about all I don’t like? (Victim)
  • What is my intention behind what I am about to say?
  • Is there a question I could ask that would help me better understand what the other person is saying and perceiving?
  • How might I simply listen and let go of my urge to talk at this moment?

Perry Holley posted last year about the WAIT habit encouraging us to ask the following questions:

  • Is this the time to share? Is what I want to share on the topic? Don’t divert the conversation away from what they are speaking about just because “that reminds me of a time when…”
  • Is it my turn to share? Are you mastering the pause?
  • Is what I want to share going to add to or subtract from what they are sharing? The temptation here is to divert the conversation from them to you.
  • If you do interject, be concise. Add value and then shut up.

Strategies to Try

Perry goes on to share a few other strategies which I have come across before and are well worth including in the mix. His titles in bold, but my explanations:

  1. Dare to be Dumb – This is all about asking questions and being open to new ideas. Often a dialogue or discussion can falter because we halt, cut down or stomp all over other people’s ideas. When we ask questions we are also much more likely to challenge assumptions in a group setting. Our curiosity should be a guide.
  2. Master the Pause – This one reminds me of running interviews during design thinking processes and also during coaching sessions. Just because it is quiet does not mean we are not thinking or engaged. Every second does not need to be filled with talk. Pausing allows others to extend their stories and contributions and sometimes reveal new ideas. Also pauses and lower volume time encourages reflection and thinking.
  3. Don’t top someone’s story – My favourite. I have been a victim of this so many times. The other person is simply waiting for their chance to speak. This is the antithesis of high-quality participation and nowhere close to a behaviour associated with rich dialogue. Story topping is the closest thing to competitive conversation.

Why Am I Talking Chart

If an acronym is not enough then here is a handy flow chart to keep us straight from Alan O’Rourke over at AudienceStack.

18956529930 6901758a35 z

When I just reviewed those questions above I wondered if you can practically be referencing those in the midst of your interactions with others? I suppose you could be but it might slow things down too much and reduce everything to an internal reflection process.

However, these structures and protocols are not meant to be explicitly used ad infinitum – I have seen groups internalise and normalise similar structures over time and with practice. That is the goal here – to have high-quality dialogue and discussion by normalising reflective participation.

Free Bonus Resource

Interested in protocols for better meetings?

Subscribe to my newsletter and get yourself a copy of my eBook on feedback, collaboration and dialogue.

Screenshot 14
  • 55 Ideas & Protocols to improve your feedback, collaboration and dialogue.
  • Practical Strategies to get the most out of every feedback experience.
  • Expert Advice to avoid typical feedback pitfalls.

Photo by Antenna on Unsplash