From Design Thinking To Doing

From Design
Thinking to Doing
A Toolkit for Collaborative Leaders
2010 Interaction Associates, Inc.

From Design Thinking to Doing: A Toolkit for Collaborative Leaders
TOTAL ACCESS COLLECTION #2730
All rights reserved. This work, or parts thereof, may not be reproduced in any form,
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BOSTON OFFICE
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Boston, MA 02210
Problem Space Tools

Select from the tools for each space to surface and organize the information about the situation you will change.
Perception
Legitimize
How Does It Feel?
Open-Ended Questions
Best/Worst/Most Probable
Whose Problem?
Definition
State the Problem as a "How To"

Problem as Given/Problem as Understood
(PAG/PAU)
Lasso
Is/Is Not
Diagram
The Problem Statement
Analysis
Basic Questions
Break it Down
Force Field Analysis
Ask the Expert
Cause and Effect Diagram
The 5 Why's
[TAC-2730] Copyright, Interaction Associates, Inc., 2010, used with permission. Page 1
Solution Space Tools

Select from the Solution Space tools for each phase to identify, evaluate and select optimal solutions.
Alternative Generation
Brainstorming
Checkerboard
Cut Up and Move Around
What Others Have Done
What If...
Evaluation
Criteria Checkerboard
Spend a Dollar
Live with a Decision
Advantages/Disadvantages
What I Like About It
Decision Making
Both/And
Build Up/Eliminate
Straw Poll
Negative Poll
Focus on Agreements
Back Off
Stakeholder Analysis
A stakeholder is any person (or group of people) who is responsible for the final decision, is likely to be affected by
the outcome, or is in a position to prevent a decision from being implemented. Stakeholder involvement is best
managed proactively beginning with a thorough stakeholder analysis. This process enables early identification of
issues and clarification of perceptions regarding the people who need to be included in the change effort.
Stakeholder Analysis
.
A stakeholder analysis is done by:

identifying the stakeholders and developing hypotheses
about their current issues, mindset and wins;
validating hypotheses through interviews;
questionnaires or other means; and
completing the analysis with sound data.
.
Why It's
Important
All efforts to make change in organizations involve politics at some point. Stakeholder
analysis allows an understanding of key issues at the outset and sets the foundation for
dealing with people's concerns and tapping their expertise in a proactive way that builds
agreement. Without a Stakeholder analysis, any business case is in jeopardy of being
rejected by individuals whose needs have not been addressed.
How to
Identify
Stakeholders
People who:
are final decision makers.
must ratify or who can veto the decision.
must be consulted prior to the decision being made.
have expertise crucial to realizing the desired outcomes.
will be affected by the outcome.
must implement the changes.
will need to be informed of the changes.
Stakeholder Analysis Matrix

INSTRUCTIONS
Column A: Key Stakeholders
List all the key stakeholders (name and title) to the change.
Column B: Importance
Rate each stakeholder according to her or his importance in helping (or hindering) the change effort:
3 = Critical
2 = Very Important
1 = Somewhat Important
The assumption is that all key stakeholders are important.
Column C: Current Level of Support
Assess each stakeholders current (or anticipated) level of support:
= Opposed (may work actively against the change)
0 = Neutral (will neither support nor oppose the change)
+ = Favorable (will actively support the change)
? = Unknown
Column D: Source of Resistance
If opposed, note the source of resistance.
(T) = Is the resistance technical in nature?
(P) = Is the resistance political?
(C) = Is there cultural resistance?
Column E: Issues, Wins and Mindset
Identify issues that are important to each stakeholder. What would a win be for her or him? What would
influence her or him to support the change? What does she or he need? What benefit might she or he derive?
Any other notes about his or her current mindset?
Column F: Stakeholder Strategy

Particularly for critical stakeholders, consider:
How will you validate your hypotheses? (Interviews? Meetings?)
Who could help to influence this stakeholder?
What approach might work?
How might you proceed if you dont win her or his support?
POSSIBLE STAKEHOLDER STRATEGIES

Enroll the stakeholder on the change team.
Have the stakeholder help identify team members.
Involve the stakeholder at critical phases of the project.
KEY
STAKEHOLDERS
IMPORTANCE
CURRENT
LEVEL OF
SUPPORT
IF OPPOSED,
WHAT IS THE
SOURCE OF
RESISTANCE?
3 = Critical
2 = Very
important
1 = Somewhat
important
(-) = Opposed
(0) = Neutral
(+) = Favorable
(?) = Unknown
(T) = Technical
(P) = Political
(C) = Cultural
ISSUES,
WINS AND
MINDSET
INFLUENCE
STRATEGY
AND
COMMENTS
Exercise: Designing a Pathway to Action

An exercise to become familiar with the Pathway to Action tool.
Purpose
Become familiar with the Pathway to Action tool and how to design a pathway for a project
of your own.
Task
With a partner, design a Pathway to Action for the work situation you identified in "Exercise:
Describing the Big Picture."
Instructions
1. You will work with a partner for this exercise. One of you will use your own situation to
work on. The other person will assist you in developing your pathway.
2. Refer to your completed "Exercise: Describing the Big Picture" for use in completing this
form.
3. With your partner, review your completed "Exercise: Describing the Big Picture."
4. Identify two pathway options to complete question 1. To complete question 2 identify the
advantages and disadvantages of each.
5. Complete question 3 by selecting the most appropriate pathway and explain your
rationale, then list what you hope to accomplish in each space (e.g., agreements,
products), and identify when key stakeholders need to be involved.
Tips
While doing this work, you are in the Pathway Design Space, not the Solution Space.
Use the example from "Example Radiology Lab: Designing A Pathway to Action" to help
you sort through your pathway options.
1. Identify two pathway options to consider.
A.
B.
Name of
Pathway:
2. List the advantages/disadvantages of each pathway.
A. + /
B. + /
3. Select the most appropriate pathway option and explain your rationale.
Name of Pathway:
4. List the agreements you will build in each space and which stakeholders will participate in making those
agreements.
SPACE
AGREEMENTS
STAKEHOLDER INVOLVEMENT
Exercise: Describing the Big Picture

An application exercise to determine the Big Picture.
1. Define:
A. The Work Situation:

.
B. The Definition of Success:
2. Explore the context in which this issue is being tackled.
Why is this work issue important?

What else is going on in the organization that could
impact the work effort?
3. Complete a Stakeholder Analysis.
STAKEHOLDER/JOB TITLE
WIN
Who are the Key Stakeholders

(individuals or groups who can
substantially support, influence or
block the effort)?
What would be success or "the win"
for each?
Example Radiology Lab: Designing a Pathway to Action

An example of a completed Pathway to Action worksheet.
Pathway options to consider

.
A. Problem-Solving Pathway
B. Problem/Vision Pathway
Advantages/Disadvantages of Options
.
A. Problem-Solving Pathway
Provides early opportunity to ven

on key problems
Shortest time to solutions
Senior management will see that
Could generate solutions based

perspective.
Stakeholders may have ideas th
resulting in missed opportunities
taken.
.
B. Problem/Vision Pathway
Opportunity for team leader to es
Process man take more time.
Enables all stakeholders to vent
Possible disenchantment if solut
key problems.
intention of a shared vision.
Opportunity to make immediate f

causes, and provide framework f
improvement effort.
Builds ownership
Most Appropriate Pathway Option

.
Problem/Vision Pathway
It has the most likelihood of creating meaning and buy-in for st

foundation for long-term improvements.
List the agreements you will build in each space and which stakeholders will participate in making those agreements.
SPACE
AGREEMENTS
STAKEHOLDER INVOLVEME
Pathway Design
1. Agreement on the planning pathwa
Linda, Lab Staff, Timothy (sub-team
people will participate.

.
Problem
2. Agreement on the key problems w
Lab Staff, Timothy, Linda, Casey, Ma
and their root causes.

.
Vision
3. Agreement on a vision of a highly
Lab Staff, Timothy, Linda
process - from intake through fulfillm

.
Solution
4. Agreement on the strategies or so
Lab Staff, Timothy, Linda, Bob, Case
eliminate root causes of long-standin

move us toward our vision of succes
.
Implementation
5. Agreement on an action plan.
Lab Staff, Timothy, Linda
The 64 Heuristics
Source: How to Make Collaboration Work, David Straus, 2002
Metaheuristics
Change
Vary
Cycle
Repeat
Strategies for Information Retrieval

Memorize/Recall
Record/Retrieve
Search/Select
Master Heuristics
Build Up/Eliminate
Work Forward/Work Backward
Strategies for Set Manipulation
Associate/Classify
Generalize/Exemplify
Compare/Relate
Strategies for Involvement
Commit/Defer
Leap In/Hold Back
Focus/Release
Force/Relax
Dream/Imagine
Purge/Incubate
Strategies for Dealing with the

Future
Plan/Predict
Assume/Question
Hypothesize/Guess
Define/Symbolize
Simulate/Test
Strategies for Physical Manipulation
Play/Manipulate
Copy/Interpret
Transform/Translate
Expand/Reduce
Exaggerate/Understate
Adapt/Substitute
Combine/Separate
Strategies for Manipulating

Information
Display/Organize
List/Check
Diagram/Chart
Verbalize/Visualize

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From Design

2010 Interaction Associates, Inc.

SAN FRANCISCO OFFICE

Problem Space Tools

State the Problem as a "How To"

Solution Space Tools

A stakeholder analysis is done by:

Stakeholder Analysis Matrix

Column F: Stakeholder Strategy

POSSIBLE STAKEHOLDER STRATEGIES

Exercise: Designing a Pathway to Action

1. Identify two pathway options to consider.

2. List the advantages/disadvantages of each pathway.

Exercise: Describing the Big Picture

A. The Work Situation:

B. The Definition of Success:

2. Explore the context in which this issue is being tackled.

Why is this work issue important?

3. Complete a Stakeholder Analysis.

Who are the Key Stakeholders

Example Radiology Lab: Designing a Pathway to Action

Pathway options to consider

Provides early opportunity to ven

Could generate solutions based

Opportunity for team leader to es

Process man take more time.

Enables all stakeholders to vent

Possible disenchantment if solut

intention of a shared vision.

Opportunity to make immediate f

Most Appropriate Pathway Option

It has the most likelihood of creating meaning and buy-in for st

1. Agreement on the planning pathwa

Linda, Lab Staff, Timothy (sub-team

people will participate.

2. Agreement on the key problems w

Lab Staff, Timothy, Linda, Casey, Ma

and their root causes.

3. Agreement on a vision of a highly

Lab Staff, Timothy, Linda

process - from intake through fulfillm

4. Agreement on the strategies or so

Lab Staff, Timothy, Linda, Bob, Case

eliminate root causes of long-standin

5. Agreement on an action plan.

Lab Staff, Timothy, Linda

Strategies for Information Retrieval

Strategies for Dealing with the

Strategies for Manipulating

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