Today’s workplace calls for a new style of leadership to embolden and accelerate innovation. Design offers a novel way to discover market opportunities, experiment to validate concepts and mitigate risk, and deliver value to all stakeholders. This course offers hands-on experience applying human-centered design process to real-world challenges, and requires you to explore the world around you. Learn how to engage with end users, effectively frame problems, identify potential solutions, and build prototypes to test assumptions and learn what works (and doesn’t). Then dive into a range of ways large and small to bring design innovation into your organization.
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Exploring Ideas
How do we take the opportunities that we've uncovered and turn them into new possibilities? In this module we'll explore ideation, sketching, and storyboarding as tools to generate and communicate ideas.
Associate Professor, Co-director of the Research Cluster at the Segal Design Institute McCormick School of Engineering and Applied Science (Segal Design Institute), School of Communication, Kellogg School of Management (by courtesy), School of Education and Social Policy (by courtesy)
Pam Daniels
Clinical Assistant Professor, Design Innovator in Residence McCormick School of Engineering and Applied Sciences (Segal Design Institute)
Ed Colgate
Allen and Johnnie Breed University Design Professor, Professor of Mechanical Engineering, Director of the Engineering Design and Innovation Masters Program at the Segal Design Institute McCormick School of Engineering and Applied Science
Greg Holderfield
Pentair - D. Eugene and Bonnie L. Nugent Clinical Associate Professor of Design, Director of the Segal Design Institute, Co-Director of the MMM Program McCormick School of Engineering and Applied Science (Segal Design Institute)
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In the last video, we talked about rapid visualization, and
why it's an important element of ideation.
In this video, well put those skills to use and
teach you how to lead an effective brainstorm.
A successful brain storm is not an ad hoc exercise.
It must be thoughtfully planned and
executed in order to get actionable results.
There are three key elements to a successful brain storm, a place, a plan,
and people.
First you need to identify and or
create a place that maximizes the team's creativity.
When you think about choosing a location, consider selecting an environment
where people will feel relaxed, a place where social hierarchies are not at play.
So not in someone's office.
Find a room where sound is relatively isolated so
people's conversations can be boisterous and lively without disturbing others.
We want a space where there's room enough to spread out and
collaborate, one that inspires a different way of thinking.
So not at your desk and not in your office.
Supplies we suggest bringing for your brainstorm include bold markers
which can be read from a distance, sticky notes, half sheets of paper, and tape.
You'll also want to think about a large wall or a clear panel
where the ideas can be posted for everyone to see and interact with.
The next step is to make a plan.
You want to clearly define your objectives in advance.
What do you hope to achieve?
How can this group of people help?
Use a How Might We statement to frame the session and
offer your team some inspiration.
Need a quick, five minute warm-up activity to get people active and engaged.
For example, conduct a simple, fun brainstorm on an individual topic
other than the one that you are going to solve.
This gets people in the right frame of mind.
The notion of time is critically important to a successful brainstorm.
An individual session should last no more than 30 minutes.
You will need to sense the energy in the room and
be prepared to adjust accordingly.
Brainstorming is like popping popcorn, it's slow to start.
But eventually gets going fast and then towards the end, it slows down again.
Call it quits before the popcorn burns.
We found conducting these sessions in the morning maximizes the alertness and
energy of the team.
We also recommend coming into the session
with some individual pre-work in order to hit the ground running.
This pre-work may include reviewing the problem statement, prior research,
and even the rapid visualization of a quick idea to share with a larger group.
Finally, think about the people you want to include.
You need to invite a diverse group of people who bring different perspectives to
the problem.
They may represent key stakeholders from various business groups like marketing,
R&D, design, engineering, manufacturing, or operations.
Mostly, they should be great at generating ideas and willing participants.
Fresh perspectives are important, and
it's okay to invite people who have no expertise.
The focus of this session is to create possibilities over probabilities.
This requires an optimistic mindset and the discipline not to be judgmental.
So let's see what this looks like.
The team is exploring ideas around the future of the library, and
how it could change.
Notice how there are no bystanders.
Everyone in this session is actively involved in the brainstorming process.
Everyone also appears to be well rested and ready to go.
Antonio is leading the brainstorming session.
He brought supplies and a warm-up activity.
Now that they're ready to begin brainstorming, Antonio presents the first
How Might We statement, for he and Brandon to brainstorm around.
In this case the team is brainstorming around the question, how might we
transform the traditional public library into a hub for youth creativity?
Notice how they are both visualizing their concepts with a simple sketch and
verbalizing them as they put them up.
That way they can build on each other's ideas.
Antonio had an idea that built upon one Brandon originally posed.
Notice how Brandon's idea seemed to spark Antonio's thinking, and
help him generate another idea.
Brandon just posed an outrageous solution.
Antonio's excited about the idea, even though it seems implausible.
By doing this, Antonio is encouraging more out of the box thinking.
Notice what isn't happening.
Neither Brandon nor
Antonio has critiqued any of the solutions that have been generated.
Notice there are no devil's advocates in a brainstorming session.
There will be plenty of time to decide whether or not an idea has merit or
is technically feasible afterwards.
A brainstorm is neither the time nor place.
Healthy environments for
innovation involve lots of conditional language, such as, I wonder...
What if...
Could we?
At this point, things are starting to die down in this session.
Antonio could now transition to a new question to brainstorm around,
which allows for a different approach to another facet of the subject and
stimulate more ideas, or maybe it's time to step back and look at what we've got.
It's always wise to do shorter sessions and
pivot, with fresh prompts whenever the energy starts lagging.
For example, you might continue the brainstorm with a question such as,
how might we make libraries more inviting to older folks?
Or, what if we had to relocate libraries to outer space?
Let's take a look at this session here and wrap it up.
Wow, there are lots of ideas on the board.
Of course, they're flying at different levels.
Some are small kernels of ideas, while others are large and rather conceptual.
Not all of them are great ideas in isolation, but
the team wasn't focused on quality, they were focused on quantity,
generating a lot of ideas in a short period of time, that they can sort and
categorize later, selecting the best ones to merge or move forward.
The brainstorm is a collaborative cycle that enables creative thinking.
Don't let people have discussions or evaluate ideas,
encourage the team to think expansively, and save critique for a designated time.
Ideas will build off each other, so slow starts are okay.
Let's take a look at the physical outcome of the brainstorming session.
Here are a few of the ideas.
Notice how they are captured, each one has a word or
two to name the concept, a simple sketch, and maybe a little detail.
The goal is to have enough context to know what the idea
is after the brainstorm is over.
These aren't bulleted lists or short stories.
They're simple, but explanatory.
Step back to organize what was created.
Encourage discussion by finding themes and
identifying gaps that will move the team forward.
You are essentially doing the same thing you did in the design research phase,
looking for patterns and seeing where the energy is.
Consider how well the concepts meet the needs and
pain points identified by your users.
Consider ways of combining discrete ideas and concepts into a broader solution
that might work as a system for a broader experience.
With that, you can begin to develop a user story,
which we will cover in the next video, on storyboarding.
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Elizabeth GerberAssociate Professor, Co-director of the Research Cluster at the Segal Design Institute
Pam DanielsClinical Assistant Professor, Design Innovator in Residence
Ed ColgateAllen and Johnnie Breed University Design Professor, Professor of Mechanical Engineering, Director of the Engineering Design and Innovation Masters Program at the Segal Design Institute
Greg HolderfieldPentair - D. Eugene and Bonnie L. Nugent Clinical Associate Professor of Design, Director of the Segal Design Institute, Co-Director of the MMM Program
