If you ever wondered, you might find some help through this Innovation Blog post which gives you 10 tips on how to create one.
Its a clear and understandable overview and there are some good points but I feel the issue is "how" rather than "what"…even if you do the right thing, you have to do it right to get it right, so to speak.
I guess this is where the design process, the design thinking comes into play. At a high level of abstraction all development processess might look the same. First, you create a goal, then you research, then you create something and finally you put it out on the market…
The difference between the design process and other approaches is how the activities are carried out: how do you set goals?, how/when do you change them? how do you research?, with whom do you create something (the customers, with people from other disciplines then your own) and how do you put it out on the market (how do you use your initial user research in your launch timing)?
The Innovation Blog continuous:
A successful innovation strategy will create an organization that is constantly learning and evolving.
This type of organization welcomes change, and understands that
change is the raw material of innovation and thus change management is
a vital component of success.
I also believe that this is correct - the challenge is again "how". How do you make an organization comfortable, effective, productive and attractive while in change? Is change management the (only) answer? Again I think design thinking might help. But does that mean that change management is in reality related to the definition of design processess/thinking we use in our discussions?
Any thoughts on this?
Imagine Copenhagen during spring (24. and 25. of March 2006); imagine being here meeting great people igniting important dialogue and everlasting friendships and of course some cutting edge presentations and lectures.
What would you consider as “good stuff”, excellent showcases, presenters, themes and would you find it interesting to “plan” the event with us?
The idea is to create a concept with great intimacy but also with different tracks – how does that sound? And maybe Open Space? 
Fee for participation will be cost-dependent, not profit-oriented.
Please please tell us what you think…..
This morning my ICOGRADA newsletter http://www.icograda.org arrived in my inbox. I was a little surprised at the results of the poll from last issue…
Do you ever collaborate with people from other disciplines when working on design projects?
13% Yes
17% Sometimes
72% No
Totals shown may be more or less than 100% due to rounding.
Given that the results are drawn from an international audience of designers it may be that the multidisciplinary team is not yet so prevalent in business - at least business involving designers.
This echoes some of Van Patters ideas over at Next D http://www.nextd.org
Why is a sense-making process crucial in design processes and why do we care here at CPH127?
Communication is everyting and is key to the organizing process because it is a large factor in the sense-making process people use when they organize. The sense-making process is an attempt to reduce equivocality, or multiple meanings, in the information used by the people in the organization. When information is handled by the organizers they go through the stages of:
- Enactment - where they define the situation and begin the process of dealing with the information,
- Selection - where they narrow the equivocality by deciding what to deal with and what to leave along, ignore, or disregard, and
- Eetention - where they decide what information, and its meaning, they will retain for future use.
In both the selection and retention stages there are additional processes. These processes depend on double interacts. An act occurs when you say something ("Can I have a popsicle?"). An interact occurs when you say something and I respond ("No, it will spoil you dinner."). A double interact occurs when you say something, I respond, then you respond to that, adjusting your first statement ("Well, how about half a popsicle?"). Double interacts works in:
- Assembly rules - the operating procedures (e.g., all requests for information from the media must be handled by the Corporate Communications Dept., requests for pay raises must be made through your immediate supervisor, etc.) used by the company to choose what to do maximize the likelihood of achieving the goal at hand, and in the
- Behavior cycles - sets of double interacts the organization uses to facilitate the selection and retention process. Examples of behavior cycles include staff meetings, coffee-break rumoring, e-mail conversations, internal reports, etc.
Weick sees the the organization as a system taking in equivocal information from its environment, trying to make sense of that information, and using what was learned in the future. As such, organizations evolve as they make sense out of themselves and their environment.
Do you make sense when communicating? What do you do to facllitate common sense?
Just found a post about a Co-Creation presentation at Putting people first which Mark in turn refers to from Customer Experience Strategy.
The presentation is done by Chris Lawer of the OMC group and "the pdf paper defines the "story of co-creation", explores his research question, presents a conceptual framework for
market-learning capabilities (before and after co-creation) and
suggests some of the challenges to be resolved when conducting
the research."
Interesting if you want to get an overview of the term and how it can be used by companies.
Download presentation
3 or 4 years back I experienced “Open Space” on my own body for the first time. It was great fun, it was at reboot, it was HIGHLY productive for those who saw the potential and not just felt they paid a lot of money to entertain them self’s. It was one of my first open-minded-joint-participating-experiences.
Today I found a post and a post about Appreciative Inquiry and “Open Space” and by that I re-discovered the very good principles.
Have you tried being a part of an “Open Space”-proces. How did you feel? Did you lead the process? If not, who? How did he do/manage?
“Open Space” has 4 principles:
1. practice of opening. it’s about willingness. willingness to see, to know, to open. it’s personal and reflective, but can be felt physically in body and charted in organizations.
2. practice of inviting. it’s about goodness. finding benefits TO others, as in what’s in it for them, and also benefits IN others, as in recognizing what they can add to the process of achieving what is desired personally in the first practice. it makes that first practice social, collective, organizational, and cultural, but also documented in invitation emails, letters, posters.
3. practice of holding. it’s about supporting movement and change. providing space and time, structures that support without making decisions for people, giving attention, carrying in awareness or carrying forward, holding in one’s heart or home or conference room. it creates room for others to expand, explore, experiment… to bring new things out in the world. it is simultaneously logistical, mental, and emotional.
4. practice of practicing. it’s about sustaining, returning, realizing, and making real. this is action, taking a stand, making progress, going somewhere, documenting results. this implies the continuation and diffusion of the above. standing ground, staying the course, seeing things through. it is the personal and individual (I, me, my) pursuit of the good that WE invite, in the space that WE provide. It can look simply mechanical and become deeply meditative, as we go round again, starting with Opening. (note… this might also be called the practice of ‘participating,’ perhaps ‘making,’ or simply ‘doing’ or ‘changing.’ stay tuned.
Do you see your self in those principles? Be honest.
I found this:
In many ways, design has been moving away from the physical
object.[2] Emerging
practices such as interaction, experience and service design, often utilising
new technologies with almost ‘immaterial’ properties, seem to point to a
situation where the material ‘thing’ as we used to know it is replaced by
communication, information, systems and infrastructures.
Did anyone say "Experience"?
Read more
I wish I’ve been the one making those GREAT comparisons between the business- and design-approach done Tim Brown in "Strategy by Design", Roger L. Martin in "Creativity Runs Deep", and Richard Florida in the "Rise of the Creative Class"
LukeW, (http://www.lukew.com/ff/entry.asp?205) and I must admit that I think he has done a GOOD post.
Other perspectives on the different approaches?