Join Turi McKinley for an in-depth discussion in this video Culture change, part of Design Thinking: Lead Change in Your Organization.
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- As you reflect on the activities and topics covered in this course, you may find that some of them are not business as usual within your organizations. And some of them might even seem impossible to implement. There are many common barriers. They can be, "The sales team will never let us "talk to a customer," or, "The next open cycle with the dev team "is in three months, we don't have time to prototype." Bringing a making-based problem-solving mindset to your company is often a culture change as much as it is about the internal workings of your team.
So examining the openness of your organization to these new ways of work and identifying the likely barriers and advocates will help you spread these ideas within your organization and set your team up for success. At the start of the next program, I recommend you set up a meeting with representatives from parts of the business you expect your final solutions to touch. It might be the sales team or marketing, or the development teams or outside partners.
At that meeting, share with them how you want to run this effort. Describe the human-centered approach. Highlight the emphasis on making light and fast experiments and prototypes. Note the intensity of the collaboration you're planning, and be honest about the amount of ambiguity that may enter into what the outcomes will be. And then, ask them to provide feedback about how this will work for them.
Approach the conversation with optimism, and be sure to communicate both the expected gains and acknowledge that this may not work, and appreciate their feedback. One way to do this is to use Post-It notes and have all of your participants share what they see as the opportunities or enablers in the organization that might align with or support your initiative, and to indicate key blockers which might get in your way.
You might use one color, like green, for the enablers and another, red, for the blockers. But however you structure this, time box the activity to get a good list started. Generally about 10 to 15 minutes is enough time. Then engage your participants in helping you identify potential solutions for the blockers. Maybe there's a skunksworks dev team that's seeking a new project that maybe can help you get over that three-month hurdle, or a new head of sales who believes the sales process needs to become more collaborative, who you might approach to champion this project.
These can be hard conversations. But understanding the readiness of your broader organization for the change you hope to bring will help you be more strategic in how you involve stakeholders and communicate and expand the impact of your work.
The course opens with a definition of design thinking, including the roles and spaces required for success. You will then learn how to be a good design thinking leader, with specific advice on topics from setting goals to engaging the different skill sets and personalities in the room (introverts and extroverts alike). Next, Turi dives into creative collaboration: the heart of design thinking. She covers planning, research, and concept creation, and explains how to create a "service blueprint" that will help make the design a reality. Chapter 4 introduces prototyping techniques to advance the design.
Design thinking is all about collaboration so we've integrated a LinkedIn Group called "Design Thinking: frog + Lynda.com course." Throughout the course, the author will suggest opportunities for you to share what you're learning. You'll be able to participate in course-related discussions through your web browser at https://linkedin.com/groups/7022790 or via the LinkedIn Groups app, which is available for most smartphones. This is a great way to expand your learning and get additional insights from other members taking the course.
- Defining design thinking
- Implementing a design thinking mindset and approach
- Leading design thinking
- Aligning the design team
- Managing creative flow
- Guiding collaboration
- Generating hypothesis
- Prototyping fast and often
- Making a culture change