[Business Communication]Doris Davis
Kate Hamilton
Marie Motley
Catherine Seage
Visualization
Mind-mapping
Catherine Seage
In today's business world, Designing for Growth suggests a new way of thinking called Design thinking. The book suggests that there are 4 things that are different in todays fast paced work environment to support this change of thinking:
“1st design is all about action, and business often gets stuck at the talking stage.
2nd design teaches us how to make things feel real and most business rhetoric today remains largely irrelevant to the people who are supposed to make things happen.
3rd design is tailored to dealing with uncertainty and business’s obsession with analysis is best suited for a stable predictable world.
4th design understands that products and services are bought by human beings, not target markets segmented into demographic categories.”
In the article design principles and practice: An International Journal, “Dialogue includes both giving and taking between the group members. Members need to actively express their ideas, make others understand their ideas, actively listen, and try to
understand others’ ideas” (Olsson & Florin, 2011, pg.490).
Liedtka, J., & Ogilvie, T. (2011). Designing for Growth. New York: Columbia Business School Publishing.
Olsson, B., & Florin, U. (2011). Idea Exchange and Shared Understanding: Tools Stimulating Thought and Conveying Ideas. Design Principles & Practice: An International Journal, 5(4), 487-502.
2
Concept Development
Catherine Seage
Now we know reasons to use design thinking in our workplace, but…
How do you generate a new idea?
Brainstorming is one step in generating a new idea. Designing for Growth suggests that braining storming is “ 90 percent planning and 10 percent execution” (Liedtka & Ogilvie, 2011, pg.104).
“Creative group sessions demand a specific structure and interactants’ improvisational attitudes (se below), as well as facilitating and supportive adaptability” (Olsson & Florin, 2011, pg.487). design principles and practice: An International Journal,
The “zen” of brainstorming includes the following: The right people, the right challenge, the right mindset, the right empathy, the right inspiration, the right stimulus, right facilitation and right follow up.
The next step is concept development, and this mean taking the ideas from brainstorming and deciding what works and what might night work.
Olsson, B., & Florin, U. (2011). Idea Exchange and Shared Understanding: Tools Stimulating Thought and Conveying Ideas. Design Principles & Practice: An International Journal, 5(4), 487-502.
Liedtka, J., & Ogilvie, T. (2011). Designing for Growth. New York: Columbia Business School Publishing.
3
Ways to make change easier
Learning Launch Concept
Catherine Seage
After you have an idea that you want to implement, you must help your employees adapt to change. If you implement small changes over time, or if your employees are involved in the generation of the change, they are more likely to adapt easier.
The Learning Launch concept, I think of this as putting money where your mouth is, you launch your prototype and see what works and what doesn’t work. This allows you to better your product and make any changes necessary before fully launching it into a market.
Doris will now share about the cultural aspects of change.
Liedtka, J., & Ogilvie, T. (2011). Designing for Growth. New York: Columbia Business School Publishing.
4
What is culture in the organization?
It involves groups of people collaborating to become cohesive for change in the organization.
What are the factors in cultural change?
There are three levels that include:
Artifacts- organizational structures and processes
Espoused Values- strategies, goals and philosophies (espoused justifications)
Underlying Assumptions-unconscious taken for granted beliefs, perceptions and thoughts and feelings (ultimate source of values and actions.
What is cultural aspects of change
Examples of cultural aspects of change.
Change results in growth, creativity, innovation, and taking risks in the organization while developing a vision for change in the organization.
What are the cause and effect of cultural aspects in the organization.
Causes
Interaction with one another in the organization
The way that the policies and procedures are implemented and how are they utilized in the organization
Diversity of skills and talents in the organization for connectivity
Effects
Individuals that do not comply with the policies and procedures.
Breaking down barriers such as, communication, motives, and the leadership in the workplace
Cultural Aspects of Change (cont.) Presenter – Doris Davis
What are the outcome of change due to cultural aspects? Presenter – Doris Davis
Continuous changes and learning in the organization.
New leadership with different ideas, and norms.
Better relationships internally and externally in the organization.
Focus on the goals and objectives of the organization for superior outcomes.
High performance, productivity and employee satisfaction
Leadership Roles and Innovation
How do leaders lead the process in organizational change?
What are the challenges that a leader will face?
Marie Motley
What is innovation?
What are the roles of innovation and change in an organization?
Marie Motley
Leadership Roles and Innovation
Why do people have a resistance to change in an organization?
What are some check points for a leader to have successful change?
Marie Motley
Follower Expectations
Clear Expectations & Goals
Growth
Trust
Responsibility
Respect
Learning
Achievement
Cameron, S., & Whelton, D. (1983). Organizational Effectiveness: A comparison to multiple models. Acedemic press.
Conlow, R. (2014, March 27).
Deetz, S. A., Tracy, S. J. J. J., & Simpson, M. J. L. L. (1999). Leading organizations through transition: Communication and cultural change. Sage Publications.
Evans, R. (2013). What is organizational innovation? Retrieved from http://artsfwd.org/what-is-organizational-innovation /
The Top Ten Things Employees Want From Their Job. Retrieved October 3, 2014.
Hogg, B. (2013). Seven Steps for Creating Behavior and Performance Expectations that Drive Employee Engagement. Retrieved October 4, 2014.
References (cont.)
Liedtka, J., & Ogilvie, T. (2011). Designing for Growth. New York: Columbia Business School Publishing.
Liedtka, J., & Ogilvie, T. (2012). Helping Business Managers Discover Their Appetite for Design Thinking. Design Management Review, 23(1), 6-13.
Nohria, N., Groysberg, B., & Lee, L. (2008). Employee motivation: A powerful new model. Harvard Business Review, 86(7/8), 78.
Olsson, B., & Florin, U. (2011). Idea Exchange and Shared Understanding: Tools
Stimulating Thought and Conveying Ideas. Design Principles & Practice: An International Journal, 5(4), 487-502.
Rezaei, M., Salehi, S. Schafiei, S. (2012). Servant Leadership roles and organizational trust: The mediating effect of the leader trust and organizational communication. University of Pittsburg, 2, 21-299.doi 10.51951emaj.2012.12
Schein, E. H. (2003). Organisationskultur: The Ed Schein corporate culture survival guide. EHP, Ed. Humanistische Psychologie.