DESIGN THINKING IN TEAMS
My previous article (click here) outlined how design thinking creates efficient, effective, and often unexpected solutions for even the most complex issues. It illustrated how design thinking works for both design-related and business problems. It also detailed how this repeatable, regimented thinking process ideates a “pool of possibilities.” From that pool, ideas are refined and combined until the most effective solution becomes evident.
But how do design thinkers work with analytical thinkers? How does design thinking change the team dynamic? And as a result, how does the team break through “conventional wisdom”?
Watch designers work. Why are they so often in open, airy “bullpens”? Why are their work areas so often cluttered with visual reference material? What inspiration do they draw from colleagues by huddling together, breaking apart and re-huddling back together again? Why do they seek insights from the most experienced as well as the freshest minds? How do they feed off of each other, further inspiring more numerous and better solutions? What is the value of this design charrette?
Design thinkers are natural collaborators or, dare I say, “conceptual plagiarists.” They co-opt others’ ideas as quickly as they offer up their own concepts to team challenges. They feed off one concept to inspire many more-not to mention that they perform this mental ballet quickly, effortlessly, intuitively, and together!
Given 10 hours to solve a problem, design thinkers would much rather share 2 hours with 5 colleagues than dedicate the full time to one “expert.” That’s why design thinkers so often make the best team leaders.
Surely the most complex problems demand a solution team with a widely diverse experience. Often, not all members of these multi-disciplined teams are, or need to be, design thinkers. However, almost every great team has a design thinker either at the helm or as a core contributor. Design thinkers help direct the flow of information, deferring to those analytical thinkers with the most expertise in certain areas while still challenging the team to “think differently.”
Prove this to yourself. In your next brainstorm, don’t just “storm”- instead, dream. Allow a design thinker to lead the dance. Set realistic expectations for the initiative at hand. Keep track of relevant progress; encourage and redirect divergent insights back to the core challenge. Analyze where this process takes you.
To borrow a concept from Daniel Pink, use the team as “one whole new mind” and allow design thinking to guide it.
In the last of my 3 articles I will outline how the ideation process, the solution process and the design process all change for the better as a result of it being lead by design thinkers.
Want to learn more? I recently delivered the keynote address at the Destination Design Management Conference. I’d be more than happy to forward you that presentation- or, based on our mutual interest, set up a proprietary meeting with you, your design team and your executive management over a working lunch in your offices. Please feel free to contact me at rob@wallacechurch.com for a link to the presentation and/or to coordinate a “Lunch and Learn” session.