Design Thinking Overview
Lesson 2 from: Design Thinking for Strengths-Based LeadershipJohn K. Coyle
Design Thinking Overview
Lesson 2 from: Design Thinking for Strengths-Based LeadershipJohn K. Coyle
Lessons
Class Introduction
03:23 2Design Thinking Overview
02:04 3Strengths 2.0
13:42 4ACCEPT: What Are Your Weaknesses?
05:04 5DEFINE: What Are Your Specific Strengths?
05:15 6EMPATHIZE: Strengths and Weaknesses
04:24 7IDEATE: Generating Ideas
05:24 8PROTOTYPE/TEST: New ways to solve old problems
06:24Lesson Info
Design Thinking Overview
So here is the design thinking process in short. We covered it in the first module but we'll go through it in quick order here. The first step in design thinking is to accept that you have a problem. You can't really solve a problem you're not willing to have. So first step is acceptance. Second step is you have to define what the problem is, what is it, how is it, how does it look, how does it feel? Empathy and the definition phase go hand in hand. Are you in the shoes of the customer you're solving for? Do you understand the challenge from the perspective of who you are solving for and if not, get back to define. Then finally and only then do you get to ideate. Now people that are creative visionaries, they like to start ideating right away and that can be an okay thing if you just let them vent their ideas and then finally get them to understand the full perspective of the problem but ultimately you have to have these steps in order to generate ideas that are gonna be really meaning...
ful back to your core target. And then, finally test prototype and repeat. Design thinking in 30 seconds. What's always centered underneath design thinking is are we solving the right problem? And from my perspective, a lot of people, teams, and companies are solving the wrong problem. Lots and lots and all my corporate life, what I found that we were doing over and over again was looking at the competition and comparing ourselves and finding our flaws. Looking at the competition, comparing ourselves, and finding how we're not as good. Looking at how we don't have their technology or we don't have their pricing power or we don't have this or we don't have that and what we weren't doing was saying "What are we best at? "How do we design for what we do well rather "than constantly doing this whack a mole "with weaknesses that individuals do as well." Whose performance review is a list of all the things you're great at that you need to do more of? It actually should be but it rarely is.
Ratings and Reviews
Daniel Viscovich
This class was fantastic. I appreciate John's insights and his discussion of design thinking, a process that now that I have learned it, makes so much sense! This has been an amazing course that will impact my decisions in life and work for the rest of my career. Thank you John!
Student Work
Related Classes
Leadership & Management