3: Always ask: “How do we want people to feel after they experience this?”

Too often we focus all of our energy on designing the thing, and forget about the people who will use it.  As we approach any design effort, we must step back and always ask: "How do we want people to feel after they experience this?"

Part of the challenge lies in taking an "ecosystem" approach to the human experience.  It's relatively easy to think about the experience of the end user of the thing you design, but what about the experience to be had by the person who sells it?  How could we make that better?  Who will service it?  Who will retire it?  Who will market it?  Who will provide training and education?  A comprehensive look at all of their needs will help (but not guarantee) a better overall experience for the end user.

Another part of the challenge lies in thinking about usage through time.  We often design for those few moments that make up the core value proposition.  But what about all the other experiences?  How does it feel to start using it?  What does mastery feel like — is it exhilarating or boring?  How does using this expand our human experience?  How does it influence our environment?  What does it feel like to extend one's relationship with the offering?  Does it help someone get to a state of flow?

There are many examples where designing for the entire experience has made for success in the world (here's a list of "well done" vs. "not so well done"):

  • Apple Store vs. Sony Style
  • Dream Dinners vs. Hamburger Helper
  • Trekking in Bhutan vs. in Nepal
  • Disneyland vs. your local amusement park
  • World of Warcraft vs. Second Life
  • Mint.com vs. your credit card and bank statements

As Lance Armstrong would say, it's not about the bike.  We must keep asking "How do we want people to feel after they experience this?"

This is the third of 21 principles.  Please give me your feedback and ideas.

2: See and hear with the mind of a child

If experiencing the world firsthand is about wisdom, then being open to what that world tells you requires cultivating the un-wise mind of a child: open, curious, fun-loving. 

Being open and curious takes practice. 

Having an open mind requires one to suspend (or at least defer) judgment.  This is an acquired skill. 

Curiosity must be fed: when asked by a classmate of mine how we should best spend our time preparing ourselves for a life spent designing stuff, the great design guru Sara Little Turnbull said, "Great designers are great readers."  In other words, you must feed your curiosity, because it grows stronger as it is fed, and the cognitive foundation set by that curiosity is what enables one to recognize patterns and make connections across disparate elements of complex systems.

Having fun (especially as you work) requires energy and time.  But it’s worth it: fun shows ways forward other than the drab grey of the mundane, and it can shake us out of the path of an obvious solution.

Without the mind of a child, one can’t see or act deeply.  We must see and hear with the mind of a child.

This is the second of 21 principles.  Please give me your feedback and ideas.

1: Experience the world instead of talking about experiencing the world

The signature behavior of people who routinely achieve innovative outcomes is that they constantly seek to experience the world instead of talking about experiencing the world. 

Instead of only reading someone else's market research summary, they go in the field and shop across the category in question.  That way they can get a feel for all the intangibles which are lost in translation, as language, photos, and even video are imperfect mediums.  Honda's innovative rethink of the pickup truck came from Saturday mornings spent in the parking lot of Home Depot.

Instead of taking someone else's diagnosis of a problem at face value, they seek a second opinion, and the deliverer of that second opinion is their own person.  When there's a problem on the production line at Toyota, they don't wait for a PowerPoint to circulate with photos and diagrams of the bug in question.  Instead, everyone concerned walks over to experience the bug firsthand.  And then they ask:  why, why, why, why, and why?

Instead of spending sixty minutes talking about what might be done, they build four 15-minute prototypes to immediately jump to the lessons that only come when you start breaking things.  At the Stanford d.school, we hold "Iron Chef" prototyping sessions where small teams receive a problem statement from the audience (show me a way to run fast on the Moon!), and then they prototype the hell out of it for five minutes.  And invariably they get somewhere interesting that would have been unreachable via conversation and hand waving.

Instead of only reading second-hand source or searching on Google, they go to the place and talk to people and see the sights.  Talking to a person living on a dollar a day is much different than reading about it, as important as that background knowledge is.  Experiencing the Mona Lisa in person is something quite different than viewing it on your MacBook.  In order to understand what was really going on in Dubai, Joi Ito picked up house in Japan and moved there.

To truly start living as a design thinker, experience the world instead of talking about experiencing the world.

This is the first of 21 principles.  Please give me your feedback and ideas.

Simple Pleasures

In this age of economic swirl and uncertainty, quality is more important than ever.  As people decide where and how to spend their precious dollars, I think they're going to vote in favor of things of high quality, and hence greater meaning.  It's a good time to be a design thinker who intuits quality, and the great news is that lessons in the do's and don'ts of quality surround us each and every day.  It's relatively easy to enroll in a continuing education course in the art of bringing good stuff to life — all you have to do is to be mindful in your daily journey.  They constantly surround us, these simple pleasures.

When I feel something is of high quality, I literally feel it — my world calms down, and I experience an emotional response which is not unlike the feeling you get upon settling in to a champagne jacuzzi.. ah, this is nice, this is good. I can look at a high-quality object for unreasonable amounts of time, entranced by the quality of the details that make up the whole, as well as with the whole itself. Paying attention to quality is of prime importance to those of us dedicated to bringing cool stuff to life; knowing what goodness feels like is a key enabler of having a strong point of view, and it also keeps us from settling on the mediocre or the convenient. It's good to look and to know.

And what do I mean by quality? I'm not talking about process control and six-sigma methodologies, as much as respect them when used at the right time and place. Nor am I conflating quality with high prices; the realm of yuppie-driven quality is a place where price and opinion leaders combine to dictate what's hot and what's not to a club of self-selected consumers, and the value proposition there is nothing if not hollow. The quality I speak of has to do with materials, fit, proportions, workmanship, and care of assembly and upkeep.  It is unavoidably a function of what something is in the world.  In short, it has much more to do with the visceral (it looks and smells right)  and behavioral (it works right) elements of design than it does the reflective (the meaning is right).

Taken in mindfully, life offers us a continual flow of lessons in quality.  No matter if you are experiencing the built environment or nature, taking the time to really look around will deliver a constant stream of opportunities to think about quality.   Because this isn't about money, I don't think you have to be in a high-zoot environment to see interesting stuff.  Sometimes a lack of quality can be as instructive as its presence.

Just the other weekend I made a quick trip to my local grocery store, and happened across two wonderful chances to feel, hear, and see quality at work. 

The first was this charming 1959 Porsche 356: 

356

It was in beautiful shape, likely restored, but not over-the-top
perfect.  I spent a few minutes sitting across the street so that I could
admire its proportions in profile.  Why am I the only person admiring this thing?  Come on, people!  An open driver's-side window
allowed me to admire the deep red leather interior, as well as the
creamy steering wheel, a color combination which works wonderfully.  I
waited long enough for the owner to come out (by which time I was
distracted by the bike below) so that I could hear the motor start up. 
It cranked up immediately, with zero smoke or stumbling, and its
exhaust note was a smooth mix of metallic crispness and baritone song. 
It's educational to experience a machine in good tune.  Quality.

Parked right across the street was this bike:
Jitensha

What sublime aesthetics.  I love the way the metal fenders exactly match the arc of the wheels, the artful way the side marker lamps are positioned, and the highly considered color scheme.  Everything is just so.  I find bikes fascinating because they are endlessly customizable.  Cars, and to a lesser extent, motorcycles, must meet regulatory concerns to be considered roadworthy, but with a bike, you can go to town and make it just as you see it in your mind's eye.  Without any badges in evidence, I couldn't ascertain the make of this bike, but looking at the compontents and accessories, I'd wager that the owner is a frequent shopper at Rivendell and Jitensha, both local purveyors of (extreme) quality bicycle paraphernalia.

The simple pleasures of quality: feel it, imbibe it, know it.

A Harvard Business Review Debate: How to Fix Business Schools

110-how-to-fix-business-schools 

I'm participating is something new for me, an extended online debate.  I'm a panelist for How to Fix Business Schools, which is being hosted by the Harvard Business Review.  Here's the blurb:

Are our business schools up to the job? Many critics have charged
that the values imparted in MBA programs contributed significantly to
the ethical and strategic lapses that led to the current economic
crisis. Is that fair? And if so, what needs to change? How can business
schools regain popular trust?

For the next several weeks Harvard Business Review
will be discussing these and related questions in the HBR Debate: How
To Fix Business Schools. For this online symposium, we’ve invited an
impressive roster of experts to lead the debate—and to try to come up
with solutions.

So there you go.  This should be fun: I can't wait to see what many of my co-panelists — many of whom are former professors of mine or individuals whose writing has been a big influence on my own worldview — have to say about the debate topic.

If I write anything particularly meaty or inflammatory I'll make a note of here on metacool.

Yet another thought on prototyping…

1901 Glider Kited

Thanks to everyone who gave me input on these thoughts.  I particularly like this build, which was related to me yesterday:

As you make a prototype, assume you are right and everyone else is wrong.  When you share your prototype, assume you are wrong and everyone else is right.

A thought on prototyping

My colleague Bob Sutton has a great set of "15 Things I Believe", which you can find along the left side of his blog.  No. 5 is one of my favorites:

Learn how to fight as if you are right and listen as if you are wrong: It helps you develop strong opinions that are weakly held.

I was thinking about Bob's belief today in the context of innovating on a routine basis.  What if I built on his belief but modified some of the language?  Here's what I came up with:

Try to prototype as if you are right but listen and observe as if you are wrong:  it helps you develop more valid ways of doing, and limits our tendency to settle for the merely adequate.

What do you think?