Many of us are charged at work by increasingly effective performance and results. The search for performance is annihilating our ability to try different paths. The fear of not meet targets and does not reach the goals leads us inexorably to the most secure and reliable among the well known and tested. Tim Brown, CEO of Ideo, became famous in 2009 for sharing with the world a different way which made the Ideo one of the ten most innovative companies in the world. This way is known as "design thinking", title of your book that sold thousands of copies worldwide and was released in Brazil by editora Campus in 2010.

As a designer, Brown found that a good design is not always sufficient to solve problems of the product and not the product itself often solves the problem. Studying better products that drew upon the request of their customers, he realized that his creative ability could go beyond the design and help rethinking the business under the end-consumer perspective. The essence of the concept of design thinking as an evolution of the traditional design process is placed in the following topics:

Insight: learn from the lives of others. When faced with a problem, we should rid ourselves from the bonds imposed by solutions based on the traditional way of thinking. The insights are discovered that pop up suddenly after a moment of reflection and contemplation on the situation that we want to solve. The insight is a result of much observation of the behavior of people and the way they deal with situation problem, how to improvise, how to reduce the impact, how to bypass the limitations imposed in different ways. To transform these observations into insights, we also need to put in the skin of the other and try to "live" the same problem. This empathy helps design thinker to explore the prospects who are "inside" of the problem, their interactions with the environment and its limitations display in innovative ways.

● Mind map: the paradox between the convergent and divergent thinking. The design thinking is a journey through different mental States. In it, we need to develop the divergent, a mental model of search for alternatives, paths, solutions, answers, possibilities which are, whenever possible, creative, logical, structured, strange, feasible, dubious of all kinds, to then explore the convergent thinking, which use practical criteria to decide between alternatives, comparing them with each other and testing some of them. Mental models are very different, and the biggest challenge is to consider both sides of the brain to think, now so analytical, aylight synthetic form.

● Prototyping: building for thinking. A prototype is a physical version of a product before it is made. To make a prototype, we are thinking with your hands, exploring the abstract, physically opening the mind to new possibilities and comparing different viewpoints. Many things arise from a prototype, but it wouldn't show up in a two-dimensional version, on paper. The prototype can be something shoddy, cheap, done quickly and even improvised-what matters is their ability to improve an idea. Intangibles can be also prototype. The storytelling of the film industry, the simulated experiments in the fields of services or the models of projections of the future for the development of organizational strategies are good examples.

● Integrative Thinking: Taking the order from the chaos. Is a typical skill people who exploit opposing ideas to build a new solution, unlike most, which only takes into account one template at a time. The thinkers integrators know how to enlarge the scope of the questions relevant to the problem and resist the logic of "this or that" to promote the logic of "this and that" and see non-linear and multidirectional relations as a source of inspiration, not contradiction. Who stands out as "integrative thinker" receives the clutter with open arms, well the existence of complexity, because it can identify patterns in the middle of the complexity and synthesize new ideas from fragments. For this, he sometimes gives a few steps behind to be able to see the whole of contemplative way, hoping that your brain identifies something that protrudes on the complexity and excess of variables that make up this all.

● Visual thinking: the science of the napkin. Some people can express themselves or understand from drawings, graphics, images or any visual representation that go beyond words and numbers. Many great ideas of today began with a sketch of a model in a paper napkin in a conversation between two people, watered the beer or wine. You don't have to know how to draw, the important thing is to develop a mental picture of the idea. It's like a previous step to the prototype, except in two dimensions only.

Through this concept and the tools associated with it, Ideo business solutions helping you come for business, as ways to increase customer retention, providing unforgettable experiences to savor a dish or minimize the risk of excessive exposure of corporate image. Are always situations and challenges that require the solution goes beyond the obvious and somewhat surprised to the point of turning something extremely negative in something extremely positive. To this end, the Ideo gathers all his creative capacity, before used to draw new products to draw new business solutions, including the way in which these products are used or that represent value.

* Marcos Hashimoto is a professor of entrepreneurship at ESPM, consultant and speaker (www.marcoshashimoto.com)

 

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