Design Sprints as a Tool for Organizational Change

Google Design2018-12-12

material#design#google#designers#form#Design Sprints as a Tool for Organizational Change#innovation#product challenges#design sprint#design thinking#design tools#cultural change#building consensus#design sprint conference#Google Design Sprint Conference 2018#Josh Lovejoy#GDS: Yes;

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💫 Short Summary

Josh Lovejoy from Microsoft emphasizes the importance of human-centered design in AI and mixed reality development. He highlights the need for inclusive spaces to encourage diverse perspectives and creative expression. Leadership involves granting individuals the freedom to collaborate on meaningful projects, creating a feedback loop for recognition, and fostering shared affinities to align colleagues with organizational goals.

✨ Highlights

📊 Transcript

✦

Importance of human-centered design in the development of emerging technologies like AI and mixed reality.

00:20

Short, time-constrained meetings limit meaningful discussions and decision-making.

Creating spaces for everyone to share ideas, especially those who may not feel psychologically safe to do so, is crucial.

Leaders play a key role in facilitating creative expression and inspiring makers to take action.

✦

Leadership is about empowering individuals to collaborate and work on meaningful projects.

03:33

Creating a feedback loop for recognition is crucial in fostering a culture of appreciation.

Shared affinities help in aligning colleagues towards desired organizational behaviors.

Effective leadership aims to encourage and cultivate these behaviors within the team.

00:01[Music]

00:04I'm Josh Lovejoy I'm a designer at

00:07Microsoft I hope to start a team called

00:09ethics in society and we work to elevate

00:12the role of human centered design in the

00:16development of emerging technologies

00:18like AI mixed reality and machine

00:20perception a lot comes down to what I

00:23see is the the biggest fundamental issue

00:25and organizational behaviors it's the

00:29tyranny of the 30 minute meeting

00:32everything has to be confined and

00:34constrained to some small chunk of time

00:37where people are asked to get the most

00:40important points across and to somehow

00:42come to some sort of agreement everybody

00:45has a picture in their head about

00:47something that they want to see realized

00:48in the world seconds are afraid of

00:51something they care about and usually

00:55when there's time compression like those

00:58short meetings that appear on our

00:59calendar or some focused got to make a

01:03decision right away what tends to happen

01:06is that people just magnify the most

01:08important part of the picture they have

01:11in their head and they just try to get

01:12that across and the result is it doesn't

01:14leave a lot of room for people to

01:16actually uncover the truth which is they

01:20have more in common than they really

01:22think that they might and this has a

01:24detrimental effect to a lot of aspects

01:26of I think healthy culture

01:28but most notably on those that might not

01:32feel as psychologically safe to always

01:34jump in and respond and express their

01:37idea there's a there's a bias towards

01:41low latency responses not necessarily

01:45the best well-thought-out response and

01:47as a result the pictures that we end up

01:49extracting from our heads more often

01:52than not are though pictures that are

01:54already well represented by a majority

01:57or by people who feel safe enough

02:00already to share those so our task as

02:04design sprint facilitators whether it's

02:06in one sort of focused sprint or more at

02:09an organizational level is to create

02:11those spaces where people have both the

02:14the environment and the conditions but

02:16also the types of exercises and the

02:18types of like modalities of creative

02:21expression that can elicit and extract

02:24those pictures from the heads of folks

02:26that might not have otherwise felt like

02:29they could rush in with their low

02:31latency response or that they thought

02:33everyone needed to hear their ideas

02:34right away so the funny thing about

02:36leaders and big organizations the sort

02:40of secret truth is that often they're

02:45actually even capable of telling people

02:47what to do really what leaders are

02:49trying to do laughs and they're not is

02:51greenlight things that they want to see

02:53more of and red light the things they

02:56want to see less of and so there's a gap

02:58where makers want to make stuff but they

03:02aren't always sure who will be ready to

03:05hear it

03:06or if they'll be recognized for the work

03:08that they do and leaders don't always

03:11know how to inspire makers to act and so

03:16one of the incredible things about

03:17design sprints is that they offer

03:21license to makers to come together and

03:25to do something with the awareness that

03:28there's a waiting with leadership if

03:32there is an aligned set of their

03:33colleagues who are excited to spend time

03:36and energy focusing on something that

03:38they also care about and that there will

03:40be a feedback loop that can be created

03:42where they can be recognized for the

03:44consensus and the shared affinities

03:46delimit that begins to emerge

03:48and the types of organizational

03:51behaviors that leadership wants to

03:53encourage some more

03:56[Music]

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