UID:
almafu_9960073728602883
Format:
1 online resource (0 p.)
Edition:
1st edition
ISBN:
9780128030875
,
0128030879
Content:
Everything you know about the future is wrong. Presumptive Design: Design Provocations for Innovation is for people “inventing the future: future products, services, companies, strategies and policies. It introduces a design-research method that shortens time to insights from months to days. Presumptive Design is a fundamentally agile approach to identifying your audiences’ key needs. Offering rapidly crafted artifacts, your teams collaborate with your customers to identify preferred and profitable elements of your desired outcome. Presumptive Design focuses on your users’ problem space, informing your business strategy, your project’s early stage definition, and your innovation pipeline. Comprising discussions of design theory with case studies and how-to’s, the book offers business leadership, management and innovators the benefits of design thinking and user experience in the context of early stage problem definition. Presumptive Design is an advanced technique and quick to use: within days of reading this book, your research and design teams can apply the approach to capture a risk-reduced view of your future. Provides actionable approaches to inform strategy and problem definition through design thinking Offers a design-based research method to complement existing market, ethnographic and customer research methods Demonstrates a powerful technique for identifying disruptive innovation early in the innovation pipeline by putting customers first Presents each concept with case studies and exploration of risk factors involved including warnings for situations in which the technique can be misapplied
Note:
Description based upon print version of record.
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Cover -- Title Page -- Copyright Page -- Dedication -- Table of Contents -- Foreword -- Preface -- Why We're Excited About Presumptive Design -- Who Is This Book For? -- How to Use This Book -- Part 1: Context (the Why) -- Part 2: Principles and Risks (the What) -- Part 3: How-To Manual and Recipes (the How) -- Appendices -- On a Personal Note -- Acknowledgments -- Part 1 - Context -- Chapter 1 - Introducing Presumptive Design -- Overview -- This Book's Value Proposition -- A Twist to the Familiar -- Agile Culture -- Participatory -- A High-Wire Act -- Rapid Prototyping -- The Five Principles of Presumptive Design -- Design to Fail -- Create, Discover, Analyze -- Create -- Discover -- Analyze -- Make Assumptions Explicit -- Iterate, Iterate, Iterate -- The Faster You Go, the Sooner You'll Know -- Have Fun! -- So, Why Bother? -- Chapter 2 - PrD and Design Thinking -- Overview -- Design Thinking -- A Brief Review of Design Thinking Models -- The IIT School of Thought -- Charles Owen -- Vijay Kumar/Steve Sato Model -- Bill Buxton and Paul Laseau's Models -- The UK Design Council Double Diamond Diagram -- PrD and Sato's Design Thinking Model -- How PrD Accelerates Learning -- How PrD Differs from Traditional UCD -- The Traditional (Waterfall) UCD Cycle -- The PrD (Agile) Approach -- Summary -- Chapter 3 - PrD and an Agile Way of Business -- Overview -- The Changing Nature of Business Strategy -- An Agile Notion of Strategy -- Knowledge and Decision Frameworks -- Snowden's Cynefin Framework -- PrD in the Context of Unknowns -- Disruptive Innovation and PrD -- Disruptive Innovation -- Increasing the Value of Ideas in the Innovation Funnel -- A Hypothetical Example -- PrD in a Culture of Agility -- A Culture of Agility -- PrD, Design Thinking, and Business Value -- Summary -- Part 2 - Principles and Risks -- Chapter 4 - Design to Fail -- Overview.
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We're Going to Fail-It's a Question of When and by How Much -- Designing the Right Thing -- There's Nothing Wrong About Being Wrong -- We Seek Intelligent Failures -- Risk Factors -- Conclusion -- Summary -- Chapter 5 - Create, Discover, Analyze -- Overview -- Begin at the End -- The Artifact Provokes Discovery -- Analyze What They Mean, Not Just What We Heard -- Taking the Low Road -- High-Fidelity Artifacts Look and Feel Like Finished Products -- Low-Fidelity Artifacts Cost Less -- Risk Factors -- Effort -- Reality, Timidity, and Incrementalism -- Missing the Point -- Focusing on the Small -- Hiding in Plain Sight -- Diminished Value -- Summary -- Chapter 6 - Make Assumptions Explicit -- Overview -- Revealing Assumptions Isn't Easy -- Discussing Solutions, not Assumptions -- Released Product is No Place to Learn What Stakeholders Need -- Nonsensical Artifacts Generate Useful Results -- Good Assumptions are Hard to Find -- Ass.U.Me-Implicit Assumptions Make Us All Look Stupid -- We Really Want to Believe -- We Don't Know Anybody Else's Assumptions Either -- Risk Factors -- Insincerity -- Not Getting to Yes -- Summary -- Chapter 7 - Iterate, Iterate, Iterate! -- Overview -- Iterating Is Not Wasted Effort -- Iteration Begins Day One -- Iterating is a Risk Reduction Strategy -- Time -- Money -- Learning Nothing New -- Risk Factors -- Project Constraints -- Stalling -- Summary -- Chapter 8 - The Faster We Go, the Sooner We Know -- Overview -- Just Get Started -- Protecting Our Assets -- An Early Start Reduces Cost -- The Future Wasn't Built to Last -- Predecision Versus Postdecision Timing -- How Faithful Is Our Artifact? -- How Little Do We Need? -- Maximize Insight, Minimize Investment -- Discovery Through Agility -- Moving Fast While Staying Real -- Get Real -- Real Is in the Eye of the Stakeholder -- Risk Factors -- The Need for Design Thinking.
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Analysis Paralysis -- Summary -- Chapter 9 - The Perils of PrD -- Overview -- Is It the Right Problem? -- PrD Needs Two Things -- A Provocative Artifact -- Magical Artifacts -- An Artifact to Use -- Additional Ways PrD Can Fail -- Talent -- Courage -- Must Be Present to Win -- Building the Artifact -- Convenience -- Cost -- Summary -- Chapter 10 - Lack of Diversity -- Overview -- The Hazards of Homogeneity -- Social Conformity + Homophily = Groupthink -- Disagreement Deficit -- How Groupthink Impacts PrD -- Diversity of Reasoning -- Reasoning Roles -- Researcher -- Activities in the Creation Session -- Activities in the Engagement Session -- Analyst -- Activities in the Creation Session -- Activities in the Engagement Session -- Designer -- Activities in the Creation Session -- Activities in the Engagement Session -- The Builder -- Activities in the Creation Session -- Activities in the Engagement Session -- The Facilitator -- Activities in the Creation Session -- Activities in the Engagement Session -- How Many Again? -- Personality Attributes -- Thinking Style Questionnaire -- Team Balancing Exercise -- Where Things Go Wrong -- How Many Is Too Few? -- Failure to Cohere -- Detractors -- Summary -- Chapter 11 - Believing Our Own Stories -- Overview -- Increasing Investment Increases Belief -- The Three Traps -- Pitching the Design -- Presenting the Design -- Arguing with Stakeholders -- Confirmation Bias -- Seeking Supporting Data -- Resisting Effort -- Experience Is Not Our Guide -- Success Is Not So Easily Defined -- In a Small Pool, Any Fish Looks Big -- Been There, Done That -- Owning the Stakeholder's Story -- The Stakeholders' Stories Reinforce the Team's Assumptions -- Summary -- Chapter 12 - Unclear Objectives -- Overview -- Explicit and Implicit Objectives -- It Takes a Village … -- Structural Failures -- Lack of Well-Defined Objectives.
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Specific -- Measurable -- Achievable -- Realistic -- Time-Bound -- Too Many Objectives -- The Artifact Serves the Objectives -- Doing Too Much -- Doing Too Little -- The Objectives Frame the Report -- Summary -- Chapter 13 - Losing Our Audience -- Overview -- Users Catch on Rough Edges -- When Confusion is a Distraction Versus Branch Point -- Difficult Conversations (Uncooperative Stakeholders) -- The Discussion Strays from the Objectives -- Summary -- Part 3 - How-To Manual and Recipes -- Chapter 14 - Master Facilitation -- Overview -- Fundamental Facilitation Techniques -- Offering the Artifact, Not the Design -- Staying Present in the Present Tense -- Use Their Words -- Being Present -- Keeping it Real -- Maintaining Engagement -- Judicious Prompting -- Building Rapport -- Actively Listening Without Judgment -- Prompt, but Don't Lead -- Leading Through Body Language -- The Five Prompts and How to Avoid Three of Them -- Honoring Silence -- The Five Whys -- Facilitation Unique to PrD -- The Artifact Is the Thing -- Social Objects -- A Personal Object -- An Active Object -- A Provocative Object -- A Relational Object -- Improvisation Is Key -- Why PrD Isn't Usability -- Performing a Task -- User Goals -- Thinking Aloud -- Noting Confusions -- Capturing Quantitative Data -- Relevance -- Collecting Requirements -- Refining the Design -- Refining -- Exploring -- Do You Like It? -- The Perils of Subjunctivity -- Summary -- Chapter 15 - The Creation Session -- Overview -- How Big, How Complicated? -- Staffing -- Example 1: Product Line Refresh -- Example 2: Product Refresh -- Example 3: New Product Introduction -- Budget -- Environment -- Location -- Size and Setup -- Amenities -- Food -- A Printed Program -- Prepping for the Session -- Invitations, Calendaring, and Prework -- Agenda -- Establishing a Theme -- Running a Creation Session.
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Kicking Off with a Bang -- Pacing the Session -- Introducing the Goals -- Level Setting on Existing Data -- Presentations -- Information Kiosks -- Walking the Walls -- Engagement Session Tasks and Objectives -- Artifact Creation -- Engagement Session Prep and Execution -- Engagement Sessions in the Creation Session -- Reporting Out -- Critique -- Rewards -- Judging -- Orienting the Judges -- Running the Judging -- Awards -- Debrief and Closure -- Debrief -- Closure -- Outcomes -- The Script -- The Artifact -- Facilitation -- Timing -- Respect -- Improvisation -- Reflection -- Summary -- Chapter 16 - The Engagement Session -- Overview -- Prepping for the Engagement Session -- Sampling -- Users -- Sample Size -- Saturation -- Recruitment -- Using Sales Teams -- User Groups -- Panels of Experts -- Support Call Center -- Web or Social Media -- Third Parties -- Calendaring, Communication, Setting Expectations -- Special Preparation -- Nondisclosure Agreements -- Logistics: Traveling with an Artifact, Traveling with a Herd -- Remote or Collocated -- Nonverbal -- Context -- Simplicity of Engagement -- To Record -- Capturing Words, Gestures, and Behaviors Literally -- Providing Evidence to Skeptics -- Highlight Reels -- Not to Record -- Invasive -- Postprocessing Time -- Running the Engagement Session -- How Many Stakeholders, How Many Team Members? -- How Many Stakeholders? -- A Case for Two -- The Environment: The Room, the Table, the Proxemics -- Facilitating the Session -- When is the Engagement Session Finished? -- After the Engagement Session -- Postsession Dynamics -- Hot Wash Critique -- Changing the Artifact or the Script -- Changing the Artifact -- Changing the Script -- The Cold Wash -- But Really, When is Enough Enough? -- Summary -- Appendix A - The Cases -- Challenging Research Protocols/Social Innovation.
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The Case of Constricted Collective Conversation.
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English
Additional Edition:
ISBN 9780128030868
Additional Edition:
ISBN 0128030860
Language:
English
Keywords:
Electronic books.
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