the art of creativity: asking provocative questions
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![do’s + don’ts for
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7 Do’s and Don’ts for Co-Creation
- 1. do’s + don’ts for co-creation7 [stoppassingaroundfilesandstart actuallymakingthingswithpeople] @sdgarguilo @theonlypinaki
- 2. Let’sbereal: co-creationisnot anewconcept.
- 3. creepytitle?maybe. writtenin1936 stillabestseller
- 4. “People support a world they help create.” —DALE CARNEGIE
- 5. We might call it different things. Crowdsourcing Open Innovation Open Source Co-creation Ambassador Advocacy
- 6. Butitallcomesdowntothis: Producingsomethingbetter andfasterthanyoucould haveonyourown.
- 7. Let’s look at a few examples.
- 8. Fisher Price® Little People® have been around for a long time.
- 9. Creating a new little person cost the company up to $200,000 and took months and months. (market research, test groups, prototypes, etc.)
- 10. Until somebody at the company had the idea to just ask customers which new characters they’d like to see. And then they made those.
- 11. This new process took less than 4 weeks, cost less than $10,000, and it involved the community of people who love Little People®.
- 12. For years Proctor & Gamble was the company that made all different kinds of goop.
- 13. By inviting millions of people into their R&D process, things like Mr. Clean® Car Washes…
- 14. …and Tide® Dry Cleaners are now a thing. They’re not just making goop, they’re building experiences.
- 15. In the mid-90s, Microsoft spent millions to create the world’s best digital encyclopedia — hiring writers, professors, and project managers to build it. (And you might remember the CD-ROMs that it came on. )
- 16. At the same time a guy in his boxer shorts sat at his computer and said, “I want to create a great encyclopedia. Anyone want to help me?” And that is Wikipedia.
- 17. That is co-creation.
- 18. research reviewdevelop revise Historical way of producing things
- 19. And this is what it looks like today.
- 20. • We meet to talk about what we’re going to do.
- 21. • We meet to talk about what we’re going to do. • We go off and work in our vacuum.
- 22. • We meet to talk about what we’re going to do. • We go off and work in our vacuum. • We come back to another meeting to review and get feedback.
- 23. • We meet to talk about what we’re going to do. • We go off and work in our vacuum. • We come back to another meeting to review and get feedback. • We go back to our vacuum, complain, then work to revise.
- 24. • We meet to talk about what we’re going to do. • We go off and work in our vacuum. • We come back to another meeting to review and get feedback. • We go back to our vacuum, complain, then work to revise. • We do it again and again and again.
- 25. • We meet to talk about what we’re going to do. • We go off and work in our vacuum. • We come back to another meeting to review and get feedback. • We go back to our vacuum, complain, then work to revise. • We do it again and again and again. • Ultimately we spend a lot of time to create something that’s“meh.”
- 26. Co-creationgetsyoutomarket faster,reducestheknowledge gapbetweenpeople,andallows everyonetotakeandfeel ownership.
- 27. Gettingyourmindright. Questionstoaskyourself: AmIreadytoputitoutthere? AmIreadyforhonestfeedback? HowwillIhandlecriticism? AmIreadytopushpeopletoputthemselvesoutthere? CanImanageandsometimesinstigateconflict? AmIreadytostepoutsideofmycomfortzone? HowfaramIwillingtogoforit? AmIreadytoun-learnorre-learn?
- 28. Knowyourwhy+articulate aninspiredmission. 1
- 29. Engineersuseatechniquecalled RootCauseAnalysistogettotheirwhy.
- 30. Engineersuseatechniquecalled RootCauseAnalysistogettotheirwhy. First,askyourself:“Whatistheproblemthatneedstobesolved?”
- 31. Engineersuseatechniquecalled RootCauseAnalysistogettotheirwhy. First,askyourself:“Whatistheproblemthatneedstobesolved?” Thenask:“Whydoesthisproblemneedtobesolved?”
- 32. Engineersuseatechniquecalled RootCauseAnalysistogettotheirwhy. First,askyourself:“Whatistheproblemthatneedstobesolved?” Thenask:“Whydoesthisproblemneedtobesolved?” Whenyouhaveananswer,askwhyagain.
- 33. Engineersuseatechniquecalled RootCauseAnalysistogettotheirwhy. First,askyourself:“Whatistheproblemthatneedstobesolved?” Thenask:“Whydoesthisproblemneedtobesolved?” Whenyouhaveananswer,askwhyagain. Andagain.
- 34. Engineersuseatechniquecalled RootCauseAnalysistogettotheirwhy. First,askyourself:“Whatistheproblemthatneedstobesolved?” Thenask:“Whydoesthisproblemneedtobesolved?” Whenyouhaveananswer,askwhyagain. Andagain. Dothisatleast5times.
- 35. SimonSinek’sTEDTalk “Howgreatleadersinspireaction” doesabeautifuljobofexplainingwhyyoushould startwithwhy.Watchithere:bit.do/startwithwhy
- 36. “People don’t buy what you do, they buy why you do it.” —SIMON SINEK
- 37. Takeextremeownership. 2
- 38. Mindsetsforyourself: Byanymeansnecessary. Whateverittakes. Nevergiveup. Mindsetsforyourteam: Choosetherightpeople. Letthemknowwhatyouexpect. Letthemleaveiftheywantto.
- 39. Bringtogethertherightpeople. 3
- 40. Two Pizza Rule: If a team can’t be fed by two pizzas then it’s too big. —JEFF BEZOS, Amazon
- 41. diverse skills diverse experience diverse personalities Intentionallycastroleswithvariety.
- 42. critic analyst logical negative emotions hunches intuition gut feelings facts neutral objective information cool agenda process organizer overview decision sunshine optimism logical positive creative growth possibilities ideas diverse personalities We like the SixThinking Hats concept designed by Edward de Bono. Look for these traits in the room and fill gaps where needed.
- 43. Facilitatetheconversation. 4
- 44. Facilitationisthemost underratedskillthatpeople bringintoanycreationprocess.
- 45. Bethecustodian oftheconversation. You (ideally) can’t be a participant. Beintentional. More people = more planning. 25+ people means you need to plan down to the second. Bechildishlycurious. Questions are your best tool. Think like a child and follow your own curiosity. Probe for deep answers. Don’thaveaspecific plannedoutcome. It’s not about your ideas or agendas. Go in with a discovery mindset. Maintainopen dialogueandcandor. Do not be averse to conflict. This is not the place for diplomacy. Create an atmosphere that invites people to be bold. Gettheteamonthe samepagefirst. Everyone should know why they are there, what the scope and parameters are, and what they are doing vs. not doing. Useenergytoactivate theirbrains. The human brain is much more powerful when activated — get people moving. Gettoideas, agreement,andaction. Without action, everything was a waste of time. Write permission slips. Make sure everyone feels accountable. Havea separatescribe. You should not be worried about capturing information — focus on drawing out more information.
- 46. 5 Usedesignthinkingactivities.
- 47. Activitiesarethefoundation ofhowweashumans worktogether.
- 48. 7designthinking activities
- 49. Ask“What if?” questions: What if an 8 year old had to do this? What if the power went out? What if you had to explain this to your grandmother? What if we could teleport ourselves? What if we could read his/her mind?
- 50. The Orange perspective
- 51. The Orange perspective Perspective activity: Choose anything. Let’s say an orange. Ask everyone to write down words that come up in their minds when they see an orange. Then ask them to write down several words that their great- grandparents would come up with when they see an orange. Again with people who live in Florida. Again with the owner of an orange juice company. Again with a child. This exercise helps the team to break out of their own persona and start thinking and creating other personas.
- 52. The Medici Effect: intersection
- 53. The Medici Effect: intersection Intersection exercises: The Medici effect refers to how ideas in seemingly unrelated topics intersect. Think of a goal: you want to create a better something. Find a bunch of random things. We tell people to go on a walk and take pictures. For each picture write down the characteristics of those pictures. Finally you start mashing characteristics and ideas together. This helps to gain inspiration from seemingly totally different and random things.
- 54. design a wallet exercise
- 55. design a wallet exercise 90-minute design thinking activity from Stanford’s D-school: learn more at bit.do/walletexercise
- 56. reversal thinking
- 57. reversal thinking Reversal thinking: Write down the characteristics of something related to your goal. Let’s say that you are trying to innovate on libraries. Some characteristics of libraries: libraries are quiet and libraries lend people books. Now let’s reverse those assumptions. Libraries are not quiet and they are noisy. Libraries do not lend out books. Use some ‘what if’ thinking to create ideas. What if the library had people read books aloud for audiences? What if the library borrowed books from people and created a book borrowing exchange? This exercise helps you take your beliefs, turn them around, and re-build from there.
- 58. 100 mph thinking
- 59. 100 mph thinking 100 MPH thinking: It’s easier to come up with 50 ideas than it is to come up with the 1 perfect idea. Use speed and quantity to generate lots of ideas and judge them yourself to see which are good. Here’s how it works. You toss out a goal. In our case, “We’re going to create a better bed.” Everyone comes up with 25 ideas in 3 minutes. The point is to get a lot in a little amount to time. They don’t have to be good ideas, they just have to be 25 ideas (or more). So most of the ideas will be bad. But there will be at least 2 – 5 good and interesting ideas worth looking into. Look over the ideas and circle the ones that are interesting. The idea here is to generate lots of ideas then use your judgement to weed out the bad ones.
- 60. 180 degree thinking
- 61. 180 degree thinking 180 degree thinking: This exercise forces people to come up with many ideas in a short time frame with an interesting difference. In 180 degree thinking, you think of as many bad ideas as you can in a short amount of time. This takes our brains away from conventional thinking. Then take the bad ideas and one-by-one turn them into good ideas. Something crazy will happen in this exercise: you’ll come up with ideas that you never would have dreamed of conventionally.
- 62. 6 Maintainabiastowardsaction.
- 63. Fact: Ourday-to-daybusinessculture containsastrongbiastowards inaction.
- 64. Ifyoutakeonethingawayfromthispresentation: Createashiftinyourmindsetto alwayserronthesideoftaking action.Themistakesyoumake willbeworthit.
- 65. 7 Failfast,failcheap, succeedsooner.
- 66. Childrenareexpectedtomake mistakesandfail.
- 67. Schoolteachesusthatwecan’t andshouldn’tfail.
- 68. Schoolteachesusthatwecan’t andshouldn’tfail.Butfailureis ourbestteacher.
- 69. Prototypingisthenewresearch. Instead of getting things perfectly right, get things out there and see what happens.
- 70. Bonus(No.8): Makeco-creation sustainableinyour organization.
- 71. Createsharedspaces. Let designers sit next to developers. Create spaces where diverse groups come together.
- 72. Flattenyourstructure.
- 73. Flattenyourstructure. TonyHsieh’sDesk — ZapposCEO
- 74. Flattenyourstructure. TonyHsieh’sDesk — ZapposCEO FredMossler’sDesk — Zappos“NoTitle”
- 75. Integratedesignthinking everyday. Humans are born to think and create. Provoke those instincts in everyday meetings.
- 76. Pickyourself. You have picked yourself to read this presentation. You have picked yourself to focus on co-creation. Take a moment right now to make an action plan. What are you going to do differently?
- 77. sdgarguilo theonlypinaki STEVE GARGUILO PINAKI KATHIARI
