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"Agile" Method
Published on July 19, 2016
GK VanPatter
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Co-Founder, HUMANTIFIC
26
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Happy summer reading everyone! In our many interactions with organizational leader
clients we are often asked to help explain the similarities and differences between
various innovation related processes appearing in the global marketplace.
Many organizational leaders have become a tad confused as various parties pitch
methods in a competitive marketplace that now includes the graduate business schools
and graduate design schools seeking to reposition themselves as innovation advisory
consultancies..:-)
Recently we have seen considerable confusion reign when well-meaning bloggers,
without much real-world innovation process knowledge, try to compare what they
frame as Design Thinking methodology, to Agile and other methodologies. Making
sense of the avalanche of confusing methodology pictures being posted to social media
can be a daunting task.
In this brief post, with an objective towards advocating clarity, we share how, from a
practice based methods perspective, Humantific differentiates between Design Thinking
methods, Product/Service/Experience Design Thinking methods and Agile methods.
While they all add value, they each add different forms of value applicable to different
contexts.
Be aware that abbreviated steps and work cycles are an Implementers dream and a
Conceptualizers nightmare.
Take a look at the thinking style preferences of your team. A heavy weighting towards
convergent thinking and implementation action can not only cripple the creative output
of a team but often ensures the arrival at the wrong solution rapidly.
Ensure that a constructive emphasis on tangible outcomes is not being misinterpreted as
license to privilege convergent thinking and implementation.
Acceleration is not unique to Agile method. Today most codified Design Thinking
methodologies act as accelerators, often incorporating synthesized information as
ignition fuel, surfacing cognitive bias up front, and proactively orchestrating behaviors.
All of these activities aid in acceleration. Some take time to learn.
If the goal is to build adaptive organizational changemaking capacity the mastery of
Agile or other situational methods is not going to get you there.
Before you invest in innovation capacity building understand the difference between
upstream and downstream, between meta and situational methods. Understand in detail
why building adaptive innovation capacity and building capacity just geared to creating
software or products, services and experiences are very different things. The fuzzy fog
era of Design Thinking is over. Get some methodology clarity up front before you
embark on any innovation capacity building adventure.
Good luck to all.
Related:
Innovation Process Design: Overcoming Design Missteps
Innovation Methods Mapping [ Preview ]
De-Mystifying 80+ Years of Innovation Process Design
Making Sense of Strategic Design Practice 2015-2016
Building Strategic Innovation Lab Capabilities
Harvard Downstreams Design Thinking?
Making Sense of" "Why Design Thinking Will Fail"
Clarity: The Next Design Thinking Evolution
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GK VanPatter
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Co-Founder, HUMANTIFIC
15 posts
3 comments
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Collin Smith
4h
I appreciate the clarification. I get projects at all points along the spectrum as well as some that try to
cover the entire gamut at once. I have founf the best approach is plan into the project a direction setting step where the team and advisors work together to identify what type of project you think you
have at hand and decide what is the best way to tackle it. Call it See more
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Joaquim Castelo
20h
Like in AI algorithms and in generative design, design thinking is also a bottom-up strategy that sets at
a low level the Conditions and the Field where Emergence/Innovation occurs
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