Category: innovation

evaluationinnovation

Understanding Value in Evaluation & Innovation

on September 10, 2018

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Value is literally at the root of the word evaluation yet is scarcely mentioned in the conversation about innovation and evaluation. It’s time to consider what value really means for innovation and how evaluation provides answers.

Design can be thought of as the discipline — the theory, science, and practice — of innovation. Thus, understanding the value of design is partly about the understanding of valuation of innovation. At the root of evaluation is the concept of value. One of the most widely used definitions of evaluation (pdf) is that it is about merit, worth, and significance — with worth being a stand-in for value.

The connection between worth and value in design was discussed in a recent article by Jon Kolko from Modernist Studio. He starts from the premise that many designers conceive of value as the price people will pay for something and points to the dominant orthodoxy in SAAS applications  “where customers can choose between a Good, Better, and Best pricing model. The archetypical columns with checkboxes shows that as you increase spending, you “get more stuff.””

Kolko goes on to take a systems perspective of the issue, noting that much value that is created through design is not piecemeal, but aggregated into the experience of whole products and services and not easily divisible into component parts. Value as a factor of cost or price breaks down when we apply a lens to our communities, customers, and clients as mere commodities that can be bought and sold.

Kolko ends his article with this comment on design value:

Design value is a new idea, and we’re still learning what it means. It’s all of these things described here: it’s cost, features, functions, problem solving, and self-expression. Without a framework for creating value in the context of these parameters, we’re shooting in the dark. It’s time for a multi-faceted strategy of strategy: a way to understand value from a multitude of perspectives, and to offer products and services that support emotions, not just utility, across the value chain.

Talking value

It’s strange that the matter of value is so under-discussed in design given that creating value is one of its central tenets. What’s equally as perplexing is how little value is discussed as a process of creating things or in their final designed form. And since design is really the discipline of innovation, which is the intentional creation of value using something new, evaluation is an important concept in understanding design value.

One of the big questions professional designers wrestle with at the start of any engagement with a client is: “What are you hiring [your product, service, or experience] to do?”

What evaluators ask is: “Did your [product, service, or experience (PSE)] do what you hired it to do?”

“To what extent did your PSE do what you hired it to do?”

“Did your PSE operate as it was expected to?”

“What else did your PSE do that was unexpected?”

“What lessons can we learn from your PSE development that can inform other initiatives and build your capacity for innovation as an organization?”

In short, evaluation is about asking: “What value does your PSE provide and for whom and under what context?”

Value creation, redefined

Without asking the questions above how do we know value was created at all? Without evaluation, there is no means of being able to claim that value was generated with a PSE, whether expectations were met, and whether what was designed was implemented at all.

By asking the questions about value and how we know more about it, innovators are better positioned to design PSE’s that are value-generating for their users, customers, clients, and communities as well as their organizations, shareholders, funders, and leaders. This redefinition of value as an active concept gives the opportunity to see value in new places and not waste it.

Image Credit: Value Unused = Waste by Kevin Krejci adapted under Creative Commons 2.0 License via Flickr

Note: If you’re looking to hire evaluation to better your innovation capacity, contact us at Cense. That’s what we do.

design thinkingevaluationinnovation

Beyond Bullshit for Design Thinking

on October 4, 2017

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Design thinking is in its ‘bullshit’ phase, a time characterized by wild hype, popularity and little evidence of what it does, how it does it, or whether it can possibly deliver what it promises on a consistent basis. If design thinking is to be more than a fad it needs to get serious about answering some important questions and going from bullshit to bullish in tackling important innovation problems and the time is now. 

In a previous article, I described design thinking as being in its BS phase and that it was time for it to move on from that. Here, I articulate things that can help us there.

The title of that original piece was inspired by a recent talk by Pentagram partner, Natasha Jen, where she called out design thinking as “bullshit.” Design thinking offers much to those who haven’t been given or taken creative license in their work before. Its offered organizations that never saw themselves as ‘innovative’ a means to generate products and services that extend beyond the bounds of what they thought was possible. While design thinking has inspired people worldwide (as evidenced by the thousands of resources, websites, meetups, courses, and discussions devoted to the topic) the extent of its impact is largely unknown, overstated, and most certainly oversold as it has become a marketable commodity.

The comments and reaction to my related post on LinkedIn from designers around the world suggest that many agree with me.

So now what? Design thinking, like many fads and technologies that fit the hype cycle, is beset with a problem of inflated expectations driven by optimism and the market forces that bring a lot of poorly-conceived, untested products supported by ill-prepared and sometimes unscrupulous actors into the marketplace. To invoke Natasha Jen: there’s a lot of bullshit out there.

But there is also promising stuff. How do we nurture the positive benefits of this overall approach to problem finding, framing and solving and fix the deficiencies, misconceptions, and mistakes to make it better?

Let’s look at a few things that have the potential to transform design thinking from an over-hyped trend to something that brings demonstrable value to enterprises.

Show the work

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The journey from science to design is a lesson in culture shock. Science typically begins its journey toward problem-solving by looking at what has been done before whereas a designer typically starts with what they know about materials and craft. Thus, an industrial designer may have never made a coffee mug before, but they know how to build things that meet clients’ desires within a set of constraints and thus feel comfortable undertaking this job. This wouldn’t happen in science.

Design typically uses a simple criterion above all others to judge the outcomes of its work: Is the client satisfied? So long as the time, budget, and other requirements are met, the key is ensuring that the client likes the product. Because this criterion is so heavily weighted on the outcome, designers often have little need to capture or share how they arrived at the outcome, just that they do it. Designers may also be reluctant to share this because this is their competitive advantage so there is an industry-specific culture that prevents people from opening their process to scrutiny.

Science requires that researchers open up their methods, tools, observations, and analytical strategy to view for others. The entire notion of peer review — which has its own set of flaws — is predicated on the notion that other qualified professionals can see how a solution was derived and provide comment on it. Scientific peer review is typically geared toward encouraging replication, however, it is also to allow others to assess the reasonableness of the claims. This is the critical part of peer review that requires scientists to adhere to a certain set of standards and show their work.

As design moves into a more social realm, designing systems, services, and policies for populations for whom there is no single ‘client’ and many diverse users, the need to show the work becomes imperative. Showing the work also allows for others to build the method. For example, design thinking speaks of ‘prototyping’, yet without a clear sense of what is prototyped, how it is prototyped, what means of assessing the value of the prototype is, and what options were considered (or discarded) in developing the prototype, it is impossible to tell if this was really the best idea of many or the one decided most feasible to try.

This might not matter for a coffee cup, but it matters a lot if you are designing a social housing plan, a transportation system, or a health service. Designers can borrow from scientists and become better at documenting what they do along the way, what ideas are generated (and dismissed), how decisions are made, and what creative avenues are explored along the route to a particular design choice. This not only improves accountability but increases the likelihood of better input and ‘crit’ from peers. This absence of ‘crit’ in design thinking is among the biggest ‘bullshit’ issues that Natasha Jen spoke of.

Articulate the skillset and toolset

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What does it take to do ‘design thinking’? The caricature is that of the Post-it Notes, Lego, and whiteboards. These are valuable tools, but so are markers, paper, computer modeling software, communication tools like Slack or Trello, cameras, stickers…just about anything that allows data, ideas, and insights to be captured, organized, visualized, and transformed.

Using these tools also takes skill (despite how simple they are).

Facilitation is a key design skill when working with people and human-focused programs and services. So is conflict resolution. The ability to negotiate, discuss, sense-make, and reflect within the context of a group, a deadline, and other constraints is critical for bringing a design to life. These skills are not just for designers, but they have to reside within a design team.

There are other skills related to shaping aesthetics, manufacturing, service design, communication, and visual representation that can all contribute to a great design team and these need to be articulated as part of a design thinking process. Many ‘design thinkers’ will point to the ABC Nightline segment that aired in 1999 titled “The Deep Dive” as their first exposure to ‘design thinking’. It is also what thrust the design firm IDEO into the spotlight who, more than any single organization, is credited with popularizing design thinking through their work.

What gets forgotten when people look at this program where designers created a shopping cart in just a few days was that IDEO brought together a highly skilled interdisciplinary team that included engineers, business analysts, and a psychologist. Much of the design thinking advocacy work out there talks about ‘diversity’, but that matters only when you have a diversity of perspectives, but also technical and scholarly expertise to make use of those perspectives. How often are design teams taking on human service programs aimed at changing behaviour without any behavioural scientists involved? How often are products created without any care to the aesthetics of the product because there wasn’t a graphic designer or artist on the team?

Does this matter if you’re using design thinking to shape the company holiday party? Probably not. Does it if you are shaping how to deliver healthcare to an underserved community? Yes.

Design thinking can require general and specific skillsets and toolsets and these are not generic.

Develop theory

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A theory is not just the provenance of eggheaded nerds and something you had to endure in your college courses on social science. It matters when it’s done well. Why? As Kurt Lewin, one of the most influential applied social psychologists of the 20th century said: “There is nothing so practical as a good theory.”

A theory allows you to explain why something happens, how causal connections may form, and what the implications of specific actions are in the world. They are ideas, often grounded in evidence and other theories, about how things work. Good theories can guide what we do and help us focus what we need to pay attention to. They can be wrong or incomplete, but when done well a theory provides us the means to explain what happens and can happen. Without it, we are left trying to explain the outcomes of actions and have little recourse for repeating, correcting, or redesigning what we do because we have no idea why something happened. Rarely — in human systems — is evidence for cause-and-effect so clear cut without some theorizing.

Design thinking is not entirely without theory. Some scholars have pulled together evidence and theory to articulate ways to generate ideas, decision rules for focusing attention, and there are some well-documented examples for guiding prototype development. However, design thinking itself — like much of design — is not strong on theory. There isn’t a strong theoretical basis to ascertain why something produces an effect based on a particular social process, or tool, or approach. As such, it’s hard to replicate such things, determine where something succeeded or where improvements need to be made.

It’s also hard to explain why design thinking should be any better than anything else that aims to enkindle innovation. By developing theory, designers and design thinkers will be better equipped to advance its practice and guide the focus of evaluation. Further, it will help explain what design thinking does, can do, and why it might be suited (or ill-suited) to a particular problem set.

It also helps guide the development of research and evaluation scholarship that will build the evidence for design thinking.

Create and use evidence

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Jeanne Leidtka and her colleagues at the Darden School of Business have been among the few to conduct systematic research into the use of design thinking and its impact. The early research suggests it offers benefit to companies and non-profits seeking to innovate. This is a start, but far more research is needed by more groups if we are to build a real corpus of knowledge to shape practice more fully. Leidtka’s work is setting the pace for where we can go and design thinkers owe her much thanks for getting things moving. It’s time for designers, researchers and their clients to join her.

Research typically begins with taking ‘ideal’ cases to ensure sufficient control, influence and explanatory power become more possible. If programs are ill-defined, poorly resourced, focus on complex or dynamic problems, have no clear timeline for delivery or expected outcomes, and lack the resources or leadership that has them documenting the work that is done, it is difficult to impossible to tell what kind of role design thinking plays amid myriad factors.

An increasing amount of design thinking — in education, international development, social innovation, public policy to name a few domains of practice — is applied in this environmental context. This is the messy area of life where research aimed at looking for linear cause-and-effect relationships and ‘proof’ falters, yet it’s also where the need for evidence is great. Researchers tend to avoid looking at these contexts because the results are rarely clear, the study designs require much energy, money, talent, and sophistication, and the ability to publish findings in top-tier journals all the more compromised as a result.

Despite this, there is enormous potential for qualitative, quantitative, mixed-method, and even simulation research that isn’t being conducted into design thinking. This is partly because designers aren’t trained in these methods, but also because (I suspect) there is a reticence by many to opening up design thinking to scrutiny. Like anything on the hype cycle: design thinking is a victim of over-inflated claims of what it does, but that doesn’t necessarily mean it’s not offering a lot.

Design schools need to start training students in research methods beyond (in my opinion) the weak, simplistic approaches to ethnographic methods, surveys and interviews that are currently on offer. If design thinking is to be considered serious, it requires serious methodological training. Further, designers don’t need to be the most skilled researchers on the team: that’s what behavioural scientists bring. Bringing in the kind of expertise required to do the work necessary is important if design thinking is to grow beyond it’s ‘bullshit’ phase.

Evaluate impact

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From Just Design by Christopher Simmons

Lastly, if we are going to claim that design is going to change the world, we need to back that up with evaluation data. Chances are decent that design thinking is changing the world, but maybe not in the ways we always think or hope, or in the quantity or quality we expect. Without evaluation, we simply don’t know.

Evaluation is about understanding how something operates in the world and what its impact is. Evaluators help articulate the value that something brings and can support innovators (design thinkers?) in making strategic decisions about what to do when to do it, and how to allocate resources.

The only time evaluation was used in my professional design training was when I mentioned it in class. That’s it. Few design programs of any discipline offer exposure to the methods and approaches of evaluation, which is unfortunate. Until last year, professional evaluators weren’t much better with most having limited exposure to design and design thinking.

That changed with the development of the Design Loft initiative that is now in its second year. The Design Loft was a pop-up conference designed and delivered by me (Cameron Norman) and co-developed with John Gargani, then President of the American Evaluation Association. The event provided a series of short-burst workshops on select design methods and tools as a means of orienting evaluators to design and how they might apply it to their work.

This is part of a larger effort to bring design and evaluation closer together. Design and design thinking offers an enormous amount of potential for innovation creation and evaluation brings the tools to assess what kind of impact those innovations have.

Getting bullish on design

I’ve witnessed firsthand how design (and the design thinking approach) has inspired people who didn’t think of themselves as creative, innovative, or change-makers do things that brought joy to their work. Design thinking can be transformative for those who are exposed to new ways of seeing problems, conceptualizing solutions, and building something. I’d hate to see that passion disappear.

That will happen once design thinking starts losing out to the next fad. Remember the lean methodology? How about Agile? Maybe the design sprint? These are distinct approaches, but share much in common with design thinking. Depending on who you talk to they might be the same thing. Blackbelts, unconferences, design jams, innovation labs, and beyond are all part of the hodgepodge of offerings competing for the attention of companies, governments, healthcare, and non-profits seeking to innovate.

What matters most is adding value. Whether this is through ‘design thinking’ or something else, what matters is that design — the creation of products, services, policies, and experiences that people value — is part of the innovation equation. It’s why I like the term ‘design thinking’ relative to others operating in the innovation development space simply because it acknowledges the practice of design in its name.

Designers rightfully can claim ‘design thinking’ as a concept that is — broadly defined –central, but far from complete to their work. Working with the very groups that have taken the idea of our design and applied it to business, education, and so many other sectors, it’s time those with a stake in seeing better design and better thinking about what we design flourish to take design thinking beyond its bullshit phase and make it bullish about innovation.

For those interested in evaluation and design, check out the 2017 Design Loft micro-conference taking place on Friday, November 10th within the American Evaluation Association’s annual convention in Washington, DC . Look for additional events, training and support for design thinking, evaluation and strategy by following @CenseLtd on Twitter with updates about the Design Loft and visiting Cense online. 

Image credits: Author. The ‘Design Will Save The World’ images were taken from the pages of Christopher Simmons’ book Just Design.

design thinkinginnovation

Design thinking is BS (and other harsh truths)

on September 19, 2017

Ideas&Stairs

Design thinking continues to gain popularity as a means for creative problem-solving and innovation across business and social sectors. Time to take stock and consider what ‘design thinking’ is and whether it’s a real solution option for addressing complex problems, over-hyped BS, or both. 

Design thinking has pushed its way from the outside to the front and centre of discussions on innovation development and creative problem-solving. Books, seminars, certificate programs, and even films are being produced to showcase design thinking and inspire those who seek to become more creative in their approach to problem framing, finding and solving.

Just looking through the Censemaking archives will find considerable work on design thinking and its application to a variety of issues. While I’ve always been enthusiastic about design thinking’s promise, I’ve also been wary of the hype, preferring to use the term design over design thinking when possible.

What’s been most attractive about design thinking has been that it’s introduced the creative benefits of design to non-designers. Design thinking has made ‘making things’ more tangible to people who may have distanced themselves from making or stopped seeing themselves as creative. Design thinking has also introduced a new language that can help people think more concretely about the process of innovation.

Design thinking: success or BS?

We now see designers elevated to the C-suite — including the role of university president in the case of leading designer John Maeda — and as thought leaders in technology, education, non-profit work and business in large part because of design thinking. So it might have surprised many to see Natasha Jen, a partner at the prestigious design firm Pentagram, do the unthinkable in a recent public talk: trash design thinking.

Speaking at the 99u Conference in New York this past summer, Jen calls out what she sees as the ‘bullshit’ of design thinking and how it betrays much of the fundamentals of what makes good design.

One of Jen’s criticisms of design thinking is how it involves the absence of what designers call ‘crit’: the process of having peers — other skilled designers — critique design work early and often. While design thinking models typically include some form of ‘evaluation’ in them, this is hardly a rigorous process. There are few guidelines for how to do it, how to deliver feedback and little recognition of who is best able to deliver the crit to peers (there are even guides for those who don’t know about the critique process in design). It’s not even clear who the best ‘peers’ are for such a thing.

The design thinking movement has emphasized how ‘everyone is a designer.’ This has the positive consequences of encouraging creative engagement in innovation from everyone, increasing the pool of diverse perspectives that can be brought to bear on a topic. What it ignores is that the craft of design involves real skill and just as everyone can dance or sing, not everyone can do it well. What has been lost in much of the hype around design thinking is the respect for craft and its implications, particularly in terms of evaluation.

Evaluating design thinking’s impact

When I was doing my professional design training I once got into an argument* with a professor who said: “We know design thinking works“. I challenged back: “Do we? How?” To which he responded: “Of course we do, it just does — look around.” (pointing to the room of my fellow students presumably using ‘design thinking’ in our studio course).

End of discussion.

Needless to say, the argument was — in his eyes — about him being right and me being a fool for not seeing the obvious. For me, it was about the fact that, while I believed in the power of the approach that was loosely called ‘design thinking’ offered something better than the traditional methods of addressing many complex challenges, I couldn’t say for sure that it ‘works’ and does ‘better’ than the alternatives. It felt like he was saying hockey is better than knitting.

One of the reasons we don’t know is that solid evaluation isn’t typically done in design. The criteria that designers typically use is client satisfaction with the product given the constraints (e.g., time, budget, style, user expectations). If a client says: “I love it!” that’s about all that matters.

Another problem is that design thinking is often used to tackle more complex challenges for which there may be inadequate examples to compare. We are not able to use a randomized controlled trial, the ‘gold-standard’ research approach, to test whether design thinking is better than ‘non-design thinking.’ The result is that we don’t really know what design thinking’s impact is in the products, services, and processes that it is used to create or at least enough to compare it other ways of working.

Showing the work

In grade school math class it wasn’t sufficient to arrive at an answer and simply declare it without showing your work. The broad field of design (and the practice of design thinking) emphasizes developing and testing prototypes, but ultimately it is the final product that is assessed. What is done on the way to the final product is rarely given much, if any attention. Little evaluation is done on the process used to create a design using design thinking (or another approach).

The result of this is that we have little idea of the fidelity of implementation of a ‘model’ or approach when someone says they used design thinking. There is hardly any understanding of the dosage (amount), the techniques, the situations and the human factors (e.g., skill level, cooperation, openness to ideas, personality, etc..) that contribute to the designed product and little of the discussion in design reports are made of such things.

Some might argue that such rigorous attention to these aspects of design takes away from the ‘art’ of design or that it is not amenable to such scrutiny. While the creative/creation process is not a science, that doesn’t mean it can’t be observed and documented. It may be that comparative studies are impractical, but how do we know if we don’t try? What processes like the ‘crit’ does is open creators — teams or individuals — to feedback, alternative perspectives and new ideas that could prevent poor or weak ideas from moving forward.

Bringing evaluation into the design process is a way to do this.

Going past the hype cycle

Gartner has popularized the concept of the hype cycle, which illustrates how ‘hot’ ideas, technologies and other innovations get over-sold, under-appreciated and eventually adopted in a more realistic manner relative to their impact over time.

 

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Gartner Hype Cycle (source: Wikimedia Commons)

 

Design thinking is most likely somewhere past the peak of inflated expectations, but still near the top of the curve. For designers like Natasha Jen, design thinking is well into the Trough of Disillusionment (and may never escape). Design thinking is currently stuck in its ‘bullshit’ phase and until it embraces more openness into the processes used under its banner, attention to the skill required to design well, and evaluation of the outcomes that design thinking generates, outspoken designers like Jen will continue to be dissatisfied.

We need people like Jen involved in design thinking. The world could benefit from approaches to critical design that produces better, more humane and impactful products and services that benefit more people with less impact on the world. We could benefit greatly from having more people inspired to create and open to sharing their experience, expertise and diverse perspectives on problems. Design thinking has this promise if it open to applying some its methods to itself.

*argument implies that the other person was open to hearing my perspective, engage in dialogue, and provide counter-points to mine. This was not the case.

If you’re interested in learning more about what an evaluation-supported, critical, and impactful approach to design and design thinking could look like for your organization or problem, contact Cense and see how they can help you out. 

Image Credit: Author

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The logic of a $1000 iPhone

on September 12, 2017

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Today Apple is expected to release a new series of iPhone handsets with the base price for one set at more than $1000. While many commentators are focusing on the price, the bigger issue is less about what these new handsets cost, but what value they’ll hold. 

The idea that a handset — once called a phone — that is the size of a piece of bread could cost upward of $1000 seems mind-boggling to anyone who grew up with a conventional telephone. The new handsets coming to market have more computing power built into them than was required for the entire Apollo space missions and dwarf even the most powerful personal computers from just a few years ago. And to think that this computing power all fits into your pocket or purse.

The iPhone pictured above was ‘state of the art’ when it was purchased a few years ago and has now been retired to make way for the latest (until today) version required not because the handset broke, but because it could no longer handle the demands placed on it from the software that powered it and the storage space required to house it all. This was never an issue when people used a conventional telephone because it always worked and it did just one thing really well: allowed people to talk to each other at a distance.

Changing form, transforming functions

The iPhone is as much about technology as it is a vector of change in social life that is a product of and contributor to new ways of interacting. The iPhone (and its handset competitors) did not create the habits of text messaging, photo sharing, tagging, social chat, augmented reality, but it also wasn’t just responding to humans desire to communicate, either. Adam Alter’s recent book Irresistible outlines how technology has been a contributor to behaviours that we would now call addictive. This includes a persistent ‘need’ to look at one’s phone while doing other things, constant social media checking, and an inability to be fully present in many social situations without touching their handset.

Alter presents the evidence from a variety of studies and clinical reports that shows how tools like the iPhone and the many apps that run on it are engineered to encourage the kind of addictive behaviour we see permeating through society. Everything from the design of the interface, to the type of information an app offers a user (and when it provides it), to the architecture of social tools that encourage a type of reliance and engagement that draws people back to their phone, all create the conditions for a device that no longer sits as a mere tool, but has the potential to play a central role in many aspects of life.

These roles may be considered good or bad for social welfare, but in labelling such behaviours or outcomes in this way we risk losing the bigger picture of what is happening in our praise or condemnation. Dismissing something as ‘bad’ can mean we ignore social trends and the deeper meaning behind why people do things. By labelling things as ‘good’ we risk missing the harm that our tools and technology are doing and how they can be mitigated or prevented outright.

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Changing functions, transforming forms

Since the iPhone was first launched, it’s moved from being a phone with a built in calendar and music player to something that now can power a business, serve as a home theatre system, and function as a tour guide. As apps and software evolve to accommodate mobile technology, the ‘clunkiness’ of doing many things on the go like accounting, take high-quality photos, or manage data files has been removed. Now, laptops seem bulky and even tablets, which have evolved in their power and performance to mimic desktops, are feeling big.

The handset is now serving as the tether to each other and creates a connected world. Who wants to lug cables and peripherals with them to and from the office when you can do much of the work in your hand? It is now possible to run a business without a computer. It’s still awkward, but it’s genuinely possible. Financial tools like Freshbooks or Quickbooks allow entrepreneurs to do their books from anywhere and tools like Shopify can transform a blog into a full-fledged e-commerce site.

Tools like Apple Pay have turned your phone into a wallet. Paying with your handset is now a viable option in an increasing number of places.

This wasn’t practical before and now it is. With today’s release from Apple, new tools like 3-D imaging, greatly-improved augmented reality support and enhanced image capture will all be added to the users’ toolkit.

Combine all of this with the social functions of text, chat, and media sharing and the handset has now transformed from a device to a social connector, business driver and entertainment device. There is little that can be done digitally that can’t be done on a handset.

Why does this matter?

It’s easy to get wrapped up in all of this as technological hype, but to do so is to miss some important trends. We may have concern over the addictive behaviours these tools engender, the changes in social decorum the phone instigates, and the fact that it becomes harder to escape the social world when the handset is also serving as your navigation tool, emergency response system, and as an e-reader. But these demands to have everything in your pocket and not strapped to your back, sitting on your desk (and your kitchen table) and scattered all over different tools and devices comes from a desire for simplicity and convenience.

In the midst of the discussion about whether these tools are good or bad, we often forget to ask what they are useful for and not useful for. Socially, they are useful for maintaining connections, but they have shown to be not so useful for building lasting, human connections at depth. They are useful for providing us with near-time and real-time data, but not as useful at allowing us to focus on the present moment. These handsets free us from our desk, but also keep us ‘tied’ to our work.

At the same time, losing your handset has enormous social, economic and (potentially) security consequences. It’s no longer about missing your music or not being able to text someone, when most of one’s communications, business, and social navigation functions are routed through a singular device the implications for losing that device becomes enormous.

Useful and not useful/good and bad

By asking how a technology is useful and not useful we can escape the dichotomy of good and bad, which gets us to miss the bigger picture of the trends we see. Our technologies are principally useful for connecting people to each other (even if it might be highly superficial), enabling quick action on simple tasks (e.g., shopping, making a reservation), finding simple information (e.g., Google search), and navigating unknown territory with known features (e.g., navigation systems). This is based on a desire for connection a need for data and information, and alleviating fear.

Those underlying qualities are what makes the iPhone and other devices worth paying attention to. What other means have we to enhance connection, provide information and help people to be secure? Asking these questions is one way in which we shape the future and provide either an alternative to technologies like the iPhone or better amplify these tools’ offerings. The choice is ours.

There may be other ways we can address these issues, but thus far haven’t found any that are as compelling. Until we do, a $1000 for a piece of technology that does this might be a bargain.

Seeing trends and developing a strategy to meet them is what foresight is all about. To learn more about how better data and strategy through foresight can help you contact Cense. 

Image credits: Author

 

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Decoupling creators from their creations

on June 1, 2017

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The world is transformed by creators — the artists, the innovators, the leaders — and their creations are what propel change and stand in the way of it. Change can be hard and its made all the more so when we fail to decouple the creator from the created, inviting resistance rather than enticing better creations. 

If you want to find the hotspot for action or inaction in a human system, look at what is made in that system. Human beings defend, promote and attend to what they made more than anything. Just watch.

Children will rush to show you what they made: a sandcastle, a picture, a sculpture, a…whatever it is they are handing you. Adults don’t grow out of that: we are just big kids. Adults are just more subtle in how we promote and share what we do, but we still place an enormous amount of psychological energy on our creations. Sometimes its our kids, our spouses (which is a relationship we created), our ideas, our way of life, our programs, policies or businesses. Even something like a consumer purchase is, in some ways, a reflection of us in that we are making an identity or statement with it.

Social media can feel like one big echo-chamber sometimes, but it’s that way because we often are so busy sharing our opinions that we’re not listening — focusing on what we made, not what others made. Social media can be so harsh because when we attack ideas — our 140 character creations sometimes — we feel as if we are being attacked. This is one of the reasons we are having such traumatized, distorted discourse in the public domain.

Creations vs creators

The problem with any type of change is that we often end up challenging both the creator and the creation at the same time. It’s saying that the creation needs to change and that can hurt the creator, even if done unintentionally.

The interest in failure in recent years is something I’ve been critical of, but a positive feature of it is that people are now talking more openly about what it means to not succeed and that is healthy. There are lots of flaws in the failure talk out there, mostly notably because it fails (no pun — even a bad one, intended… but let’s go with it) to decouple the creator from the creation.  In many respects, creators and their creations are intimately tied together as one is the raw material and vehicle for the other.

But when we need to apologize for, make amends because, or defend our creations constantly we are using a lot of energy. In organizational environments there is an inordinate amount of time strategizing, evaluating and re-visiting innovation initiatives, but the simple truth is that — as we will see below — it doesn’t make a lick of difference because we are confusing the creators with the creations and the systems in which they are creating.

Sometimes we need to view the creator and creation separately and that is all a matter of trust – and reality.

 

A matter of trust, a matter of reality

If you are part of a team that has been tasked with addressing an issue and given a mandate to find and possibly create a solution, why should it matter what you produce? That seems like an odd question or statement.

At first it seems obvious: for accountability, right?

But consider this a little further.

If a team has been given a charge, it presumably is the best group that is available given the time and resources available. Maybe there are others more suited or talented to the job, perhaps there is a world expert out there who could help, but because of time, money, logistics or some combination of reasons in a given situation that isn’t possible. We are now dealing with what is, not what we wish to be. This is sometimes called the real world. 

If that team does not have the skills or talent to do it, why is it tasked with the problem? If those talents and skills are unknown and there is no time, energy or commitment  — or means — to assess that in practice then you are in a truly innovative space: let’s see what happens.

In this case, accountability is simply a means of exploring how something is made, what is learned along the way, and assessing what kind of products are produced from that, knowing that there is no real way to determine it’s comparative merit, significance or worth — the hallmark tenets of evaluation. It’s experimental and there is no way to fail, except to fail to attend and learn from it.

This is a matter of trust. It’s about trusting that you’re going to do something useful with what you have and that’s all. The right / wrong debate makes no sense because, if you’re dealing with reality as we discussed above there are no other options aside from not doing something. So why does failure have to come into it?

This is about trusting creators to create. It has nothing to do with what they create because, if you’ve selected a group to do something that only they are able to do, for reasons mentioned above, it has nothing to do with their creation.

Failing at innovation

The real failure we speak of might be failing to grasp reality, failing to support creative engagement in the workplace, and failing to truly innovate. These are products of what happens when we task individuals, groups, units or some other entity within our organizations, match them with systems that have no known means forward and provide them with no preparation, tools, or intelligence about the problem to support doing what they are tasked with. The not knowing part of the problem is not uncommon, particularly in innovative spaces. It’s nothing to sneer at, rather something that is a true learning opportunity. But we need to call it as it is, not what we want it or pretend it to be.

My colleague Hallie Preskill from FSG is big on learning and is not averse to rolling her eyes when people speak of it, because it’s often used so flippantly and without thought. True learning means paying attention, giving time and focus to what material — experience, data, reflections, goals and contexts — is available, and in . Learning has a cost and it has many myths attached to it. It’s difficulty is why many simply don’t do it. In truth, many are not as serious about really learning, but talking about learning. This is what Hallie sees a lot.

The material for learning is what these innovators, these creators, are producing so if we are valuing creation and innovation we need to pay attention to this and entice creators to continue to generate more quality ‘content’ for us to learn from and worry less about what these creators produce when we task them with innovation missions that have no chance to ‘succeed’ just as they have no chance to ‘fail’

A poor question leads us to poor answers.

Consider what we ask of our innovators and innovation and you’ll see that, if we want more and better creators and if we want more and better creations we need to see them in a new light and create the culture that sees them both for what they are, not what we want them to be.

Image credit: Author

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Jaded: Whether You Are a Plant or a Stone Makes All the Difference

on May 11, 2017

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An attempt to innovate – do something new to produce value — is always fraught with risk and a high likelihood that things won’t go as planned, which can leave people jaded toward future efforts. Whether that metaphor of jade is one of a rock (static) or a plant (growth) makes all the difference. 

Innovation is hot. Innovation is necessary. Innovation is your competitive advantage. Innovate or die.

You’ve probably heard one or all of these phrases or one of the myriad variants of them out there. Innovation is a hot word. To innovate is to transform new thinking into new value, but it is used euphemistically to represent all kinds of ‘hot’ things without appropriate framing. It’s not just doing something different, it’s about producing something new that improves on the situation at hand, even if the solution might actually be an old idea re-introduced.

A recent article for the online version of Harvard Business Review suggests that many companies are just giving up, ceding the ‘innovation’ space to large firms with a reputation for innovation. Why? One of the reasons cited is that the developing social and technological change has created a situation where “many firms seem to be unable to keep up with the pace at which this development is unfolding.”

The painful experience of failure

Another reason might be the problem of failure. Failure has become another cool word in the language of business and social innovation (even, government) to the point of being fetishized as something noble. The issue with failure is not just accepting that it can happen, but learning from it and acting on that learning. It also means understanding what failure is and whether an outcome is even best described in terms like “success” and “failure” . Too often in innovation, particularly social innovation, we actually don’t know what success looks like so how is it that we can use the term failure so readily?

Failure is a word with enormous negative cultural baggage. Despite all the positive rhetoric of failure, corporations, social enterprises and governments are judged on their ability to deliver what is expected of them. Expectations are really the key here. If you’re a corporation that promises to deliver a certain rate of return on investment over a specific time period, you’re going to be held to task for that. We can speak of failure positively all we’d like, but try explaining the ‘learning’ outcomes to a group of angry shareholders?

Politicians don’t get judged on their ability to manage complexity, they are judged by making and keeping promises — even if those promises are based on (overly) simplistic ways of viewing complex problems. As we entangle ourselves with more complex problems, the promise of a simple solution will be harder to come by. Yet, it’s that hope for the solution that is what ultimately gets us. As I once read in a newsletter advertising an online dating service in a very cheeky manner:

It’s not the rejection that kills you, it’s the hope.

It’s actually quite true. If you don’t expect to succeed, “failure” isn’t really that bad.

Lowered expectations, risk avoidance & path dependencies

When you’re jaded, you tend to lower your expectations. The analogy of online dating above is also an apt descriptor for ways in which lowered expectations changes the very game of innovation in real ways in people’s lives. As divorce rates approach 50%, it is becoming common that many people are starting over sometime in their 30’s and 40’s and trying, once again, to find love. What’s interesting in terms of dating is that, particularly if you’ve been dating a little, you face two big issues: 1) you’re a bit cautious about what you do or say because you know that things might not last and you want to conserve your energy and 2) you’ve become accustomed to the way you do things on your own.

The result might be less adventurousness, more conservative thinking about the choice of partner, a greater willingness to settle for what is, rather than what could be (risk avoidance). An established pattern of living might also predispose you to looking for partners who are a lot like you, which maintains a level of consistency (path dependence). An argument can be made that this is more about knowing yourself and your preferences than being set in your ways, but there is a fine line between that and resistance to change.

This is exactly what we see in organizations around innovation.

They have tried innovation before, it’s failed to deliver what they expected (because they probably set their expectations poorly, not realizing that the outcomes of innovation could be something other than they had designed for), and now don’t want to try. Or rather, they don’t want to try enough. This is why we see so many organizations trumpet themselves as innovative, when what they are really doing is the most basic, simplistic forms of innovation. Rather than a moonshot, they are looking to simply move the yardsticks just a little.

Plant vs stone

Jade is both a plant and a stone. A jade plant is a solid, semi-broad leafed plant that is well suited to dry climates and a variety of light situations, making it a great houseplant. It’s adaptive, easily transplantable and hearty. Jade, as a stone, is relatively soft and while it is also adaptable, once carved into a shape, it’s no longer going to change.

The jade / jaded metaphor is designed to consider the ways in which we approach developing our innovation potential. A jade plant is still firm, but flexible. It grows and changes over time, but isn’t as free flowing as others. The jade plant offers a useful metaphor for ensuring that lessons learned from past actions inform future strategy, but not to the point where the fear of risk calcifies the organization into a static state, unable to change.

A plant exists largely because it has a steady stream of nutrients, water, sunlight and a reasonable stability of growing conditions, yet conditions that can change and will change over time. This consistency as well as requisite variety (in systems terms) is what keeps a plant alive and thriving. The same is true for an organization. Ongoing, steady innovation, consistency over time and the occasional change in conditions to keep things on their toes (and used to adaptation) are all a part of what makes an organization or individual innovative. Build in a regular practice, become a mindful organization (or practitioner) and consider changes in the way you speak about innovation to yourself and others.

Bruce Lee would advocate that his students become like water. Innovators? They should become more like plants for that water.

Image Credit: Jade Plant by Andrew Rivett used under Creative Commons License. Thanks for sharing Andrew!

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What’s in your baggage?

on April 19, 2017

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Social and emotional baggage is what we bring with us and, like the real thing, it’s all in what we pack, how we pack it and how aware we are of what we’re packing it for. And like the real thing, individuals and organizations can’t go on much of a journey without carrying some of it with us.

Social and emotional baggage is a concept that has been drawn from psychology to metaphorically represent the things — memories, expectations, experiences — that we bring from our past into our present context, usually in a negative, debilitating or otherwise limiting way. It’s something that is attributed to individuals, but may also fit organizations, too. But baggage is a part of any trip and looking at it as part of the journey might provide us better ways to use it, rather than ignore it.

Metaphors are useful ways to take what we cannot see or touch, but nonetheless are experienced as real and makes the concept more tangible. The metaphor of baggage is useful because we can look at it in many different ways.

Baggage is what we bring with us on our journey and, like real baggage, it matters what we bring, how much of it, and how amenable it is to being moved.

What’s in your carry-on?

Let’s consider what we might bring with us this journey of ours and consider what roles these items play in our lives and organizations. What’s going in our bag?

Clothing: Different outfits allow us to transform our appearance, to stand out or blend in, or express ourselves in creative ways (along with keeping us comfortable while avoiding the whole “naked in public” thing that’s a bit problematic in most cultures). Spare clothes provide us with the ability to envision ourselves in different forms. They represent our ability to adapt and to dream new futures. There’s a difference between having the latitude to transform and having so much stuff that either it’s not all that different or is so different, we lose our sense of who we are. When we’ve packed too much of anything, we get lost in choice and focus. If we don’t pack the right stuff, we lose our ability to adapt to changing conditions.

Toiletries: A basic toiletry set allows us to care for ourselves, maybe even make ourselves up a little. These are the things that repair the damage from day-to-day wear and tear on the body, heal, and protect ourselves from the wear to come and prevent future damage (hello, sunscreen!). We might also wish to make ourselves up a little sometimes, too (hello, lipstick or cologne!). If we pack too much of these things we can get vaingloriously trapped in what others might think of us and present a face that’s less authentic than our true selves. We might also be so focused on repair and prevention that we fail to recognize what’s in front of us in the present moment (the only moment when we can do anything to change the game).

Gifts: These are things we bring to others based on our experience and are shared best through acts of service, kindness, generosity and love. They may be souvenirs, stories, photos and keepsakes – things given and transported with care for others and might include sharing our knowledge (tacit and explicit) and experience with others through storytelling. Our fellow travellers benefit from our gifts, and so do we as they often bring joy to the giver through the giving. However, if we pack our bags with too many we may wind up looking more after others than ourselves. Our focus is on giving to others at the expense of caring for ourselves. Our bags only have so much room and gifts take up some of that room.

Memories & Experience: This is our past. This is the part that accumulates over time as we get older and experience the world. It builds on and continually adds to our carriage, meaning we need to consider how we pack it, what we choose to hold on to from this vast collection, and what we might want to discard. This is where wisdom resides. It’s also a seat of some of our biggest problems. If real healing — that integration of experience with understanding, reflection and growth through our social life — doesn’t take place, we might find ourselves with things in our bag that we’d thought we’d discarded, but didn’t. It’s like finding the scorpion that might have hid in your luggage from your tropical vacation as you go home. If we’re not careful and mindful about what we pack, we might let in things we thought we’d left behind.

Cargo: This last element is cartage from one space to another. This is the stuff we bring from one place to another that may or may not have any purpose. It’s ‘stuff’. It’s trivia, the news, pop culture, or the flotsam and jetsam of everyday life. It seems like this would be the easiest thing to disregard, but it’s not. It can take up a lot of room. Consider where you put your attention and what you consume in a day — your social media feeds, gossip at the office or the dog park, advertisements, broadcast media — and what you hang on to. This is the stuff that can make us lose sight of what we think is important, so it’s critical that we are mindful about what cartage we add to our baggage.

As my colleague Alex Jadad says:

Nothing really matters apart from what matters to us. Therefore, we must be very careful about what we choose to matter to us.

Packing what matters most

Our baggage represents a system. We create the boundaries by the shape and size of the bag (or bags) we choose to bring with us and all of what goes in the bag interacts (it all has to work together to fit). What happens when we pack piecemeal, we throw all of the stuff above into a bag and try and organize it. Sometimes we seek to bring more bags or getting a bigger suitcase; maybe that will work. But things don’t fit, it doesn’t go together. Or we find ourselves laden with luggage, slow to move, strained in the back and joints from carting it around…but at least we have our stuff, right? (if we can find it).

The problem with that ‘add more’ strategy is that, the more we have, the slower we are, the more encumbered, and the more confused. We add to complexity, rather than create simplicity. We need to design better.

The best packers are those who create extra space for things they’ll pick up along the way, put in things that go together (e.g., outfits that mix and match), and they determine their essentials ahead of time. They spend the time considering what is most important, most used, most necessary and organize around those things: they employ strategy (and they adapt their strategy along their journey). They know what they need, what they like, and what makes them comfortable, safe and happy on their journey. Why? They’ve paid attention and collected data to support that decision (e.g. through ongoing evaluation, reflective practice, mindfulness, personal therapy).

This is all about being mindful about our work and life. For organizations, there are things you can do to create mindfulness in the way you work to help understand the choices you make and their consequences. For individuals, it’s about doing self-development work and engaging in reflective practice — in work and life.

If we don’t know what’s in our bags, we might be surprised what comes out. The subconscious works that way: it will pop things out at times of its choosing when we are often not expecting it or desiring it. Subconscious processes work at the individual and collective levels — it’s not just a personal thing.

Mindful packing

We are contributors to the story of our lives, but not the sole authors (despite what many seem to think). What has happened to us because of others matters as much as what we create for ourselves. It’s not about labeling those experiences as ‘good’ things and ‘bad’ things, rather dealing with the consequences that those experiences bring to our life in the here and now and asking if they are helpful or unhelpful to living the life we want.

Were you under appreciated by your colleagues or family? Bullied? Neglected? Think it’s all in the past? Replicate that situation in the present and see how you feel — it might not be all in the past. Abuse and neglect are common experiences at home and work and how we integrate that into our lives — or whether we do at all — can be a key factor in determining how we relate to the experiences in the present.

What about that project at work that got everyone excited and failed to deliver the value that everyone expected or felt promised? Is that going to temper the willingness to try again, to innovate or risk something new again? Organizations and teams might be tempted to ‘lower the bar’ to avoid disappointment, despite suggestions that an organizations’ settling for ‘mediocrity’ drives quality people away from work. 

What about that romantic relationship that was perfect, but ended because it was too perfect? How is too perfect even possible, you ask? If you’re not accustomed to being loved and cared for you might find it very uncomfortable to get exactly what you want (and need) and find (invent?) reasons why the relationship won’t work and end it (or sabotage it so you don’t have to end it). The issue isn’t that you don’t aspire for this ‘perfect love’, it’s that you’re not used to it; maybe the only way you were loved before was through neglect, abuse, or simple disinterest and partner disengagement. When that changes, so does our narrative about what real love is all about and if we don’t ‘flip the script’ we’ll write the new story into the old one and that just won’t work. (And if you’ve not experienced this in romance, how about a job? A friendship? An opportunity at work? — self sabotage is very real and underexamined).

None of this is crazy-making: it’s just how some people deal with the intense sadness of not knowing how to be loved or to achieve real success.

Like anything in life: change challenges us and these experiences (fears, hopes, unrequited dreams, and victories) go into our luggage and often not by choice — or awareness. But knowing this can happen will help us understand our baggage and how our past and hopes for the future affect the present.

The temptation is to make some sort of judgement about baggage and assume its a problem. We bring what we need with us and that means that we each will have and will need baggage differently. What we wish is for it to serve us, not debilitate us or keep us from growing. Being mindful, reflective and careful about what we have already packed is another critical step.

The next is realizing that, like real baggage, we can re-pack. We can discard things, re-organize, re-prioritize what goes inside. It’s never too late, but it does require work. The best thing of all is that, when we reorganize our baggage we create more of what we want — what matters to us — and less of what we don’t want or others want for us. Our baggage is our asset if we allow it to be.

Reflective practice, healing (to be covered in a future post in more depth), compassion (because we all have things we wish weren’t packed for us in our bags – be good to ourselves), systems thinking (and design thinking — creatively considering how we pack, not just what we pack) and healthy social engagement are all ways to improve our relationship with baggage.

And that’s something to hang our hats on.

Happy, healthy travels.

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Image credits: Author

 

 

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