Presumptive design : design provocations for innovation / Leo Frishberg, Charles Lambdin ; acquiring editor Todd Green.

Format:

Book

Author/Creator:

Frishberg, Leo, author.

Lambdin, Charles, author.

Contributor:

Green, Todd, editor.

Language:

English

Subjects (All):

Design--Social aspects.

Design.

Industrial design--Research.

Industrial design.

Physical Description:

1 online resource (0 p.)

Edition:

1st edition

Place of Publication:

Amsterdam, [Netherlands] : Morgan Kaufmann, 2016.

Language Note:

English

System Details:

text file

Summary:

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

Contents:

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

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

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

Part 2 - Principles and Risks

Chapter 4 - Design to Fail

Overview.

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

Chapter 5 - Create, Discover, Analyze

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

Effort

Reality, Timidity, and Incrementalism

Missing the Point

Focusing on the Small

Hiding in Plain Sight

Diminished Value

Chapter 6 - Make Assumptions Explicit

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

Insincerity

Not Getting to Yes

Chapter 7 - Iterate, Iterate, Iterate!

Iterating Is Not Wasted Effort

Iteration Begins Day One

Iterating is a Risk Reduction Strategy

Time

Money

Learning Nothing New

Project Constraints

Stalling

Chapter 8 - The Faster We Go, the Sooner We Know

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

The Need for Design Thinking.

Analysis Paralysis

Chapter 9 - The Perils of PrD

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

Chapter 10 - Lack of Diversity

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

Designer

The Builder

The Facilitator

How Many Again?

Personality Attributes

Thinking Style Questionnaire

Team Balancing Exercise

Where Things Go Wrong

How Many Is Too Few?

Failure to Cohere

Detractors

Chapter 11 - Believing Our Own Stories

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

Chapter 12 - Unclear Objectives

Explicit and Implicit Objectives

It Takes a Village …

Structural Failures

Lack of Well-Defined Objectives.

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

Chapter 13 - Losing Our Audience

Users Catch on Rough Edges

When Confusion is a Distraction Versus Branch Point

Difficult Conversations (Uncooperative Stakeholders)

The Discussion Strays from the Objectives

Part 3 - How-To Manual and Recipes

Chapter 14 - Master Facilitation

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

Chapter 15 - The Creation Session

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.

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

Chapter 16 - The Engagement Session

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?

Appendix A - The Cases

Challenging Research Protocols/Social Innovation.

The Case of Constricted Collective Conversation.

Notes:

Description based upon print version of record.

Includes bibliographical references and index.

Description based on online resource; title from PDF title page (ebrary, viewed December 4, 2015).

ISBN:

9780128030875

0128030879

OCLC:

932328761