Learn how to sell the idea of a week-long intensive design thinking exercise to team members by appealing to their individual needs. Engage developers by showing how it makes it easier for them to provide cost estimates and prevents rework later. Get marketing involved by showing how they'll get deep insight into customer needs.
- I'm not gonna talk much in this course about the justifications and benefits of running a design thinking exercise. I have a companion course to this one called Understanding Design Thinking, which goes into all that. It also talks a bit more detail about how to persuade people to attend. Let's talk a little bit about that commitment here. You're going to be asking a group of 10 to 15 people at your company to give you about a week of their time, probably in one intensive chunk.
Each time I work with a company to implement design thinking, I get push back about this. Every time, at the end of the week, everyone there says they couldn't think of a better use of their time. Obviously, some people have existing commitments that they can't get out of, but I don't count a weekly status update meeting as a commitment. The world won't end if that status update is delayed by a week. Let people know what's expected of them but also let them know what they'll get from this process.
By participating in the design thinking session, each of the attendees is gonna end up with a much deeper understanding of what product you're going to build, or why you're going to build it. Each of them will use that understanding for different purposes. Developers for instance will find it easier to provide accurate cost estimates for the project, and that have more insight into why the interface is laid out in a particular way, or why as a team you decided to use one technology over another. Marketing on the other hand will gain deep insight into customer needs so they can craft messages that appeal to people in just the right way.
Operations takes something completely different away. They begin to understand your staging requirements for the production environment, so they can work out how much capacity your product will need when it launches. And so it goes, each individual brings their own expertise and takes away critical information that helps them in their work. That makes it clear why they have to commit to attend for the entire week. Being gone for an hour might hold up the entire team because they aren't there to answer a question. Missing even one stage of the design thinking process will mean they have to spend time getting caught up, which slows everyone else down too.
The idea is that you work as a team. I can guarantee at least that by the end of the week, if you do this right, you'll definitely feel much more like you're a team.
Along the way, you'll learn who should be involved, what activities you need to perform, and how to observe users, come up with great ideas, test solutions with prototypes, and plan development. Plus, discover how to avoid the common issues that can get in the way of a successful design thinking session, and the traps that people fall into when using the process for the first time.
- Assembling a team
- Finding a location
- Watching real users
- Mapping the customer journey
- Identifying pain points
- Coming up with good ideas
- Testing ideas with real customers
- Planning development
- Understanding the benefits of design thinking