An Experiment: Learning About Design Thinkers

In April, we put out a quick survey called “Learning About Design Thinkers”. The goal was simple: ask questions, get answers and then see what to do next. So the task of putting a survey out and getting folks to offer input was fairly simple.

The outcome of this experiment? We had 62 responses from across Canada and the United States and a few international guest appearances from China and Australia. Undoubtedly, if we had pushed this harder through our networks we might have received different answers and therefore different results. At this point, we are satisfied with the data set we have acquired and of course we are still hungry for more – this was just as much a test of the character our network as it was an experiment to learn more about design thinkers.

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Before I dive into the first overview of the collected responses, I just want to share a story about this very iterative process. I had been sharing the survey for about 3 weeks when one of my online colleagues messaged me privately and said that he really wanted to help but that the questions felt a little daunting. We had a discussion and through the back and forth came to the conclusion that it would be helpful to add a disclaimer in to the survey to articulate that the results were not there to be judged and in fact I wouldn’t even be looking at them in connection to anyone’s name. Additionally, adding some subtext to each question to further frame the type of conversation we were hoping to spark. As a facilitator, I like to leave questions to interpretation, especially since there is no right or wrong answer, but in this case if more context helped people participate than that was a greater goal. So, I want to thank Dan Ryder for our feedback session!

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The intent with this survey is to use this information to learn more about the people who are working around us. So that we may gain empathy for people practicing, learning and teaching design thinking alongside us; to articulate challenges that our clients might be facing; and to explore challenges and insights without a central context. As a tool, a survey comes with its own set of baggage. We understood this going into this discovery experiment, we are thankful to everyone that took the time to sit down and respond. We recognize that we have all participated in our fair share of surveys, whether it be for evaluation, for testing, or for entering a contest.

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Initially when we launched this survey, I thought the easiest way to share the responses would be to simply post them, raw and undigested. Having reviewed the many responses and being able to see the great depth, the level of vulnerability and the honesty that was shared, I don’t feel like that would be an appropriate use of the trust shared between the responders and us. Plus, there are many overarching themes from the results that seem to be tying this community of practitioners together; it would be a missed opportunity to draw out these insights to help us move towards better incorporating design thinking into our every day.

In the weeks ahead, I will be sharing our reflections from each question and will ultimately use this information to craft tools to try and respond the best we can to some of the overlapping challenges.

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The questions in the survey focused on our favourite areas of Task, Team, Self. We believe that this tool is a great entry point for reflection and learning in the journey of leveraging the design thinking process. Looking into the results, I am intrigued by the tensions I am noticing in responses and how that creates opportunities to start understanding gaps that we have in the design thinking process.

Road Trip: EdCamp Island

There is something about getting in your car, loading up on junk food and braving the traffic that is so rewarding. We ended up in a totally different place and it was only a few hours away.

Colin and I took a road trip to Manitoulin Island to visit our friend Julie Balen and for EdCamp Island. 

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Apparently there is a quintessential first trip to the island and that includes running on to the ferry with moments to spare. And our first trip was not unlike the rest. We made it and were grateful for the 2 hour ride from Tobermory to Manitoulin. It gave us time to decompress from the Art of Social Innovation training and to get ready for the weekend.

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The planning for this trip started probably last summer, when I first met Julie on twitter. And we had a few really great conversations and Julie along with her colleague Sue came down to Toronto last August for EdCamp BootCamp and for DT4i. At EdCamp BootCamp I delivered a training on unconference principles and the lessons I have learned from convening and planning EdCamps, Julie and Sue were among a group of educators looking to start their own EdCamp or other unconferences. In October, Julie came back to Toronto again to participate in EdCamp Design Thinking.

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At this point, Julie had started the wheels going for an EdCamp on Manitoulin and was joined by a few other educators to start the planning for EdCamp Island. Not unlike most EdCamps that run the first time, most of the team had never experienced an EdCamp before. They did a splendid job of picking a location that offered a cozy place for conversations and wasn’t a school (which I personally always think is good for getting out of the traditional headspace) and they kept us so well fed with lasagna and a huge plate of desserts!

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In the weeks leading up to going to Manitoulin, Julie and I spoke a few times about us doing the facilitation at EdCamp. It was our pleasure to step in and take on that role. Fitting in with our road trip theme, we were able to start the day with World Cafe and ask 2 framing questions to get conversations going.

1. Where are we on the journey?

2. What inspires you to take the next steps into unchartered territory?

I always find that starting with these open mind and open heart questions leads the Open Space conversations to intuitively go deeper.

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For fun, I brought Hello Kitty with us for the road trip as a way to capture the adventure and she ended up being the perfect companion. In the afternoon, during Open Space, one session talked about “Be More Dog”, a funny video about a cat realizing that dogs have more fun. And so Kitty in a Dog costume was iconic.

As a perfect end to the day, we spent time in Julie’s garden and playing fetch with Satchmo and Hawkeye! And we can not forget the hosting and cooking for Chef Norm! We had plenty to keep our minds and bellies full.

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Building Ownership and Capacity: Give the Gift of Holding

What is the role of holding?

It is a powerful gift to give someone something that they didn’t ask for and that they didn’t even know they wanted.

Or is it? This is a question that has been running in the back of my head for the past few weeks. 

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Primarily this swirling around after we came back from EdCamp Manitoulin and I was thinking about EdCamp Design Thinking that we helped pot on in the fall. Being at EdCamp Manitoulin reminded me how important it is for people to organize the event, to put out the invitation and to help convene the conversation. And the even better part is when they get to participate in the conversations. It is undoubtedly the hardest part of being a facilitator is being the one to hold the conversations and not fully get to participate. It was our pleasure to be able to give that gift to EdCamp Manitoulin. We were happy to step in and carry that weight for the EdCamp Manitoulin team so that they could do what they needed to do, which was be with their guests and host the party. It was a stress that we are used to carrying and gave us a chance to practice our documentation and harvesting techniques.

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Last year, I called a group together to host EdCamp Design Thinking and we were able to put on a fabulous event with over 70 people and a beautiful salad club lunch. I think it was what people needed. A place to connect, to be with peers and to have conversations about education.

Just tonight, I was at a powerful lecture about an innovative program that talks about the “professional in the background” and it struck me that there is an intense need for the “expert” to hold the space for practice and process to occur, but to let others take the reigns. The structures supporting the container can stand up on their own and can be filled in with gentle coaching and check-ins. It isn’t as simple as just passing the torch and walking away. But rather a process of building trust, showing how, growing confidence and lending support to make mistakes.

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Now, I am wondering how to we build ownership and capacity to have others hold EdCamp Design Thinking? What if no one wants to? If someone does, how do we support them? Does anyone what to take over? We are here to help you hold it!

The Future of Camaraderie

As March came in faster than a speeding bullet, our time at the Situation Lab came to a close. After wishing Jeff Watson and Stuart Candy farewell, our search for our new home began in earnest. Not wanting to settle for just any place, we decided to embrace the Café Nomad lifestyle in the meantime. The good news? Nearly a month ago, we stopped being nomads and moved in with Camaraderie Coworking!

We are pretty excited to give up our nomadic ways. While working from home and coffee shops was productive, we knew it couldn’t hold up forever. There is just something about being able to create that boundary from work and life and not having to buy endless coffees to have a place to meet. And they really don’t like it when you want to do post-it note brainstorming.

We are now the Innovators-in-Residence at Camaraderie Coworking and will be starting a foresight project as we settle into our new home.

The framing for this project is based on the definition of Camaraderie: a feeling of good friendship among the people in a group.

Our proposal is to work on a project that we are calling “The Future of Camaraderie.” This project will develop 4 scenarios based on current trends in the co-working industry projected 25 years out into the future. We believe that this project will offer intellectual collateral tied to the work and vision of the co-working space. This project will also be a great way for us to engage with the members of Camaraderie in a foresight activity to help us better understanding the work culture of freelancers.

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We can guarantee that we will be sharing our process and learnings along the way.

We will be practicing using foresight as a tool and methodology to explore current trends and drivers of change, a process that is meant to provoke strategies. Foresight is not to be used as a predictive tool but more so to create reactions and conversation. It is an exploration of the plausible. Strategic foresight is a combination of participatory design, research and systems thinking. We will be using Jim Dator’s work on four generic futures as the framework for this foresight work.

Camaraderie Coworking itself is part of the larger co-working ecosystem in a variety of ways, as co-founder Rachel Young is a member of Coworking Toronto & Coworking Ontario. This gives us access to coworking conversations happening locally, regionally, provincially and systemically. Trends and conversations of how freelancers and small businesses are coming together is permeating the culture of coworking spaces and actively influence the way we see the workplace.

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Through this project we plan to research and explore the emerging trends that are effecting the way we work socially, technologically, ecologically, economically, and politically. Additionally looking back in history as to when we did similar activities to what we do now. At the end of this process we may end up with a shared vision document, strategies to support the uncertain future of coworking or any variety of services or products to prototype.

“The future” cannot be “predicted” because “the future” does not exist.” – Jim Dator

 

 

 

Linking, Creating & Integrating

Over the past few weeks I have been dipping in and out of learning, education, academic, research, community spaces. These events each brought about a different perspective for me while simultaneously reminding me that nothing is really that different. At the core of each of these conversations, I was critically reminded how important it is for someone to host conversations that matter. These conversations each lead to a new connection, a new resource, a reminder of something you already knew and hopefully fuelling action.

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Each of these conversations were convened by different people or organizations and what is interesting is that they happened for me one after another felt like a building of a previous conversation.

Just yesterday, I was listening to a podcast by RadioLab about “What Does Technology Want?” and a story stood out for me about ow inventions all come at the same time, more or less. An invention needs to have a foundation of other ideas and technology before it to lay the ground work and then almost overnight the idea is born in many places at the same time. For example, the lightbulb was invented by Thomas Edison alongside 22 other patents filed around the same time.

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This seemed to be a resonating theme with these 3  conversations. Put on by different organizations, probably all catalyzed by something slightly different and yet the conversations all started to feel the same to me. I was drawn to these particular conversations for the knowledge that was going to be shared, the people I would meet and the sparks that would be created.

  • Linking People and Knowledge Symposium (University of Toronto OISE and HEQCO)- connect researchers and practitioners in knowledge mobilization
  • Creating the Future (Sheridan College and University of Toronto OISE) – establish a foundation and value of undergraduate applied research in partnership with industry, academic institution and students
  • Cafe Hub (by Woodgreen Community Services in partnership with SPACE Coalition, City of Toronto, Toronto District School Board, Ontario Public School Board Association and others) – create integrated service delivery that is fluid and effective for communities

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These events left me with 3 big “I wonders”:

  1. I wonder how these conversations would be different as they open up to the community and stakeholders who would be most greatly impacted by the conversation
  2. I wonder how these conversations stem from liabilities and risk aversion.
  3. I wonder how these conversations will turn into action

Community 

Each of these conversations left me wanting to see what the next would be like when more people were brought into the fold. There was a few too many, “well, I assume…” “what works for us will work for them…” “I don’t think that will matter…” statements being made that made me question the validity of the conversation. Each felt a little one-sided and a bit like it was meant to paint a certain picture.

Liabilities 

More than once, I heard people say “if only [insert rule here] didn’t exist, then…” or “we can’t do that for liability reasons”. It left me feeling like while rules give us order, at one point is it needed to revise what has come before and when do those rules, laws and procedures stop serving the people they were intended to protect.

Action 

Where are these conversations headed? Is this the first of many? Is there a plan that these conversations are a part of? Are we at the beginning, middle or end? What comes next? What keeps the momentum going? IMG_20140501_140514

Ultimately, I am seeing threads being pulled through each of these conversations and I will continue to try and weave these conversations together and participate as much as I can.

 

 

 

 

 

 

 

Practicing Being a Sponge

In 2010, I was lucky to be invited and hosted at a training on Toronto Island for the Youth Social Infrastructure (YSI) Collaborative. This training was transformative. I was able to connect to a group of extremely passionate, like-minded, action oriented folks who understood the value of reflection. It was powerful.

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Throughout the years, I have been intention about practicing these skills of participatory leadership and in particular Art of Hosting. The YSI introduced me to a way of working where voice and power and parallel to the calling to do work that moves you.

Last year, I was honoured to be brought into a calling team looking to connect with others and create another opportunity to practice these tools.

At Exhibit Change, we bring Art of Hosting and Design Thinking tools together specifically in our work to connect with stakeholders and facilitate co-design to build ownership and purpose into each project we work on.

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Next week, I am excited that Art of Social Innovation is finally happening. Being on this team has already taught me so much. Heading into next week’s training, I am delighted to be a host and a sponge.

I know that I will get the most from the 3 days of training and 1 day of design by opening myself up to people around me and learning with my heart and mind open.

Art of Hosting practices key principles that have resonated with me for some time. Primarily, it is about having conversations that matter. Honouring people for who they are and their voices and experiences.

“Give what you can and a little bit more” – Tim Merry

We have often integrated Art of Hosting tools into our work. You may have experienced a World Cafe or Open Space or Pro-Action Cafe with us. Each of these tools builds our tool kits and gives us methods of convening and cultivating relationships and connections.

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World Cafe is a great tool for getting a sense of the conversation in the room and drawing out themes in the room. The harvests from World Cafe are often nuggets of surprise or questions that lead to deeper conversations.

Open Space is a ideal tool for creating a container for participants to lead conversations or inquiries that they wish to share and jam on with others.

Pro-Action Cafe is useful for connecting others to one idea and working the intention towards action.

The best part about these tools is that we can facilitate conversations with them and scaffold a conversation for deeper meaning without having to explicitly tell participants about them. For example, here are 2 events we have used these tools in:

EdCamp Design Thinking (world cafe & open space)

Designing Toronto  (pro-action cafe)

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As a process and methods nerd, these trainings get me excited in a particular way as I know that they will stay with me long after the training has ended.

I am really looking forward to next week and being able to bring back and share learnings.

 

 

Connecting with Richmonders

The James River is 560 km long and one of the 12th longest rivers in the United States that remains within the same state (source: wikipedia) and the centre piece to a design challenge at Collegiate School in Richmond Virginia.

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How might we connect with Richmonders to bring awareness to the James River?

This HMW question was the frame for a 1 week design challenge and I had the pleasure of being able to kick of the design thinking work with Collegiate. I travelled to Virginia for 2 intense days of design thinking following a half day Jane’s Walk aka “Jenn’s Walk” designed specifically for me by the Collegiate Students 🙂

Often, the question about design thinking is around what are the outcomes and what are the students really learning by being involved. Most evidently are the practical outcomes of producing a product and being able to present that idea that get assessed and evaluated, and then there is the process and perhaps more intangible outcomes. These are the outcomes that I took notice of.

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Talk to strangers  We teach kids not to talk to strangers. For some of the students, it was unnerving to go up to complete strangers to ask questions and they soon realized that they had to pick themselves up quickly from rejection. It was invaluable how the students had to learn to grab someone’s attention and to try and state their intent quickly, this was something they had to iterate on often. These grade 8’s at Collegiate very quickly had to learn how to talk to strangers and we had a critical conversation about when it is appropriate to observe strangers and a few expressed concerns of unease when it came to people watching and making notes about it. The major difference between your personal comfort level as a researcher/designer and how to gain information needed to inform your work to be human-centered.

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Collaboration takes time We have expectations of what collaboration should look like. For students to work together is a key to learning how to negotiate, how to balance power and where the boundaries of roles are that influence and distract from the team. As Heidi Siwak once said “Collaboration is not group work“. It is not as easy as putting students in groups and expecting them to perform a specific way. On day 2, the teachers at Collegiate and I had a conversation that I think captures this well. It was pointed out to me that one of the groups “was behind”. This prompted an interesting conversation about what it meant to be in this emergent process and how this group was performing in comparison to the other groups. Ultimately, it was the tension of what collaboration should look like and what it actually did. The group stayed together and worked their way through the week at their own pace.

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Ask for what you need It takes vulnerability to verbalize how we work. During design thinking 101, I watched as groups pushed through the process and for some it was physically a struggle. I could see the frustration in some of the students faces as they worked through uncertainty and ambiguity. Following DT 101, we had a conversation about Task, Team, Self to reflect and in particular one student spoke up about her personal frustrations of having to move forward before she felt like a task was complete. It was inspiring to hear her share this and together we were able to work out a way for her to ask her team for time to pause before moving on. Later in the day, she told me that it helped her greatly to let her team know what she needed and for the team to be able to reciprocate.

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Our time was brief together, it was a ton of fun and I know the students got a lot out of it. It was exciting to be a part of their engagement with the James River. The river that runs through some of their backyards and is the root of a nature, physical activities and economy. Through design thinking 101, an introduction to ethnography through observations and interviews, and a deep dive into defining the problem and developing solid HMW questions; I was inspired to observe some of their lessons learned through engaging in the design thinking process.

 

 

 

 

Navigating the Emergent Process

The emergent process is often described as the way to deal with the ambiguity and uncertainty of complex problems. It is the opportunity to navigating the messy parts of usually social and systemic issues that are most commonly known in the design thinking world as “wicked problems” Wicked problems are problems that don’t stop moving and changing to be solved for. They are rapidly changing problems and therefore the solution must be adaptive and iterative to respond and react appropriately.The key is to work on pinning down the problem for long enough to propose a solution and recognizing that the solution is a piece of a much bigger puzzle.

It all starts with a single question. What if? How might we? I wonder? This curiosity can lead to many places.

The best example we have heard lately is that putting a man on the moon is not a complex or wicked problem. It is a technical problem. It requires specific expertise and planning. The details may change, but the outcome is the pre-determined.

However, something like education or healthcare is a complex or wicked problem. You cannot stop these systems from operating, there are many ways to decipher the future state of these systems and therefore many ways to interact and understand the problem.

We have learned a few lessons and wanted to share them as part of our ongoing learning:

1. Understanding Stakeholders

We strive to work in collaborations where the stakeholders are at the table, part of the decision-making process and can see themselves as part of the design and implementation. Our goal is to create engagement and ownership. Within in this principle we have to recognize how we are understanding stakeholders, who we see as having power, the relationships between stakeholders and the expectations that come along with that. We struggle to adhere to the status quo and often find ourselves challenging power dynamics. Ultimately, trust is the largest asset to be gained and lost by understanding stakeholders.

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2. Balancing Decision-Making

While working in collaborations with stakeholders the negotiation of decision-making is inherently at the forefront of each conversation as it can make or break the ownership we have worked to achieve. When we engage in a co-design relationship with our collaborators we have to be clear what that means and how decisions will impact our collaborators and the stakeholders. What does it really mean to be co-designing? Who is really making the call? If a decision is made that is in tension with what stakeholders have said, how will that be communicated and evaluated later on? We recognize that time, pressure and expectations can counter intentions for co-design and so we are working to document when and where that is happening.

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3. Embracing Messiness

Messiness, discomfort, awkwardness, uncertainty, unfamiliarity…whatever you want to call it, it is where the magic happens. We know it best as the ambiguity that we have to work to push towards and through to get to a solution that makes sense for this set of stakeholders, this moment in time and these circumstances. Our challenge is being able to walk people into the fog and convince them that there is certainty in the uncertainty. We battle with our collaborators desire to let their inner control freak come out when it starts to get messy. We are working on creating the safe space to help ourselves and others work in this awkwardness.

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Being able to work this way is sometimes seen as a luxury of time and resources and we have to wonder ask ourselves if we see another way of doing this work and if we can really afford to keep doing things the way always have. It seems fitting to put an Albert Einstein quote here.

Albert Einstein

Question. Provoke. Evolve.

The Purpose of Ice Cream

In March, we hosted a series of design thinking workshops. It was a workshop heavy month and one resounding question emerged, “What is the purpose of ice cream?”

Having put on a bunch of workshops like these, we like to play with different design challenges each time for the group. It is not something we choose arbitrarily, but actually something we discuss a lot and very intentionally put forward. For the whole month of March, for every workshop we did was centred around ice cream.

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Why ice cream? 

Our goal during design thinking workshops is for participants to walk away with tools that they can bring into their everyday work and lives and we have found if you are too close to the design challenge that you spend most of your time actually getting worked up with solving the problem rather than learning how to approach solving the problem.

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We are really good at solving problems. 

We do it everyday. It is in our nature. In fact, we can almost always come up with a solution. Our quest is to have you question what the problem is so that you can better define what it is you are trying to achieve before coming up with the solution. This is our work.

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We specifically choose a topic that we know our participants are not likely to have a large attachment to and instead can focus on getting through the process of learning design thinking. Often, in our everyday, we get told what the problem is and then everyone goes straight to solving for the problem without taking time to really understand what the problem is.

Ice cream is a perfect example of this. Through 3 workshops and 17 groups working on the problem of ice cream, we learned a few things too.

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The problem isn’t ice cream As groups tackled understanding ice cream, some became frustrated that ice cream wasn’t a complicated enough task, it is mundane and not difficult enough. Sometimes the task seems as simple as ice cream until you really start to unpack it. We began to recognize a tension where participants felt if they weren’t engaged with the problem, they had less motivation.

The user knows the way As groups worked on understanding the problem, one of the greatest tasks is thinking of who the users are beyond what you as the designer wants to achieve. When we can let go of our designer ego, and let the user guide you to the solution then we can be responsive and human-centred.

There is no right answer Every group we worked with started with the same prompt of ice cream and we wound up with 17 extremely different ideas. Granted some were a little silly but nevertheless, there were 17 beautifully well thought out prototypes ready for feedback and iteration.

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At the end of the day, there is no ideal design challenge to start learning about design thinking. The point is to start. The struggles that you face in learning will help you as you conquer greater and greater wicked problems.