Design Thinking for the Greater Good
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3-D printing, 149, 155, 159
TOMS Shoes, 16
top-down management/approaches, 21, 162
Total Quality Management (TQM), 6–8
Triad of Strengths, 64–65
“trusted agents,” 221
TSA. See US Transportation Security Administration (TSA)
TSA Idea Factory, 191
Twitter use (TSA), 197–98
U
uncertainty, as inevitable, 27
“uncommon partner,” 232
United Cerebral Palsy (UCP): AbleGamers and, 148; design thinking at, 19; finding partners for, 151–53; funding problems at, 161; incubator process at, 159–60; Innovation Lab event, 147, 153–58; innovative thinking process, 151; Life Labs operation, 148; maker movement and, 149–50; outcomes at, 158; postmortem at, 161–64; process reflections, 160–61
United Kingdom. See Kingwood Trust
US Department of Health and Human Services (HHS), 19, 98. See also IDEA Lab; Ignite Accelerator program (HHS)
user-driven innovation. See US Transportation Security Administration (TSA)
US Food and Drug Administration (FDA): battery story, 107–8; brainstorming solutions, 112–13; challenges/challenge identification, 105–7, 111–12; designing the workshop, 108–10; design thinking at, 19; patient focus of, 104–5; process reflections, 122–23; refining/testing solutions for, 114–17; Respiratory Protective Devices (RPDs) story, 117–21
US Office of Personnel Management (OPM), 3–5, 21
US Paperwork Reduction Act, 105
US Transportation Security Administration (TSA): blog use, 184, 197–98; challenges facing, 184; connecting with traveling public, 187–89; design thinking at, 19; exploring traveler’s experiences, 189–91; FusionSM workshop, 187–91; implementation, of goals, 186; journey mapping, 191–93; minimizing risk at, 196–98; MyTSA app, 195–96, 198; other agency input and, 190; persona tool use, 192; policy changes at, 194–95; process reflections, 198–200; quantitative data use, 191; research findings, 186; user need focus of, 192–93; web strategy roadmap, 194
V
value chain, 189, 202, 211–12, 266
value test, 282
visualization (design tool): at Children’s Health System of Texas, 229–30; of ideas, 313; in Imagining Iveragh project, 140–41; in manager’s tool kit, 9; in TSA workshop, 189, 197; use of, 65
voices, engagement of new, 9–10, 76, 304–5, 311
W
wallow, willingness to, 312
Washington Post, 198
Weave (IwB proposal), 137–39, 143. See also Institute without Boundaries (IwB); Iveragh Peninsula (community project)
web strategy goals/roadmap (TSA), 193–94
Wells, Joan, 247, 251–56, 258–59, 261, 263, 267, 270, 272, 276, 288–93
What if?: actions at personal level, 313; at Children’s Health System of Texas, 242; for communities, 130; at CTAA, 170, 172; as design thinking question, 35–36, 62; for FDA, 112; at GCCA, 274; for Kingwood Trust, 65; at MasAgro, 203; at Monash Medical Centre, 81, 90, 95; overview of, 275; at TSA, 192; for Whiteriver Indian Hospital, 47
What is?: actions at personal level, 311–12; at Children’s Health System of Texas, 241; for communities, 130; at CTAA, 170, 172, 176; as design thinking question, 33–34, 62; at FDA, 111; at GCCA, 255, 269, 273–74; journey mapping in, 88; for Kingwood Trust, 65–72; at MasAgro, 203; at Monash Medical Centre, 81, 90, 94–95; at systems level, 79; at TSA, 192; for Whiteriver Indian Hospital, 47, 49, 52
What works?: actions at personal level, 314; at Children’s Health System of Texas, 242; at CTAA, 170, 174; as design thinking question, 37–38, 62; feedback and, 284; in Imagining Iveragh project, 145; for Kingwood Trust, 65, 75; at MasAgro, 203; at Monash Medical Centre, 96; overview of, 285; at UCP, 163; for Whiteriver Indian Hospital, 48
What wows?: actions at personal level, 313–14; at Children’s Health System of Texas, 242; at CTAA, 170, 177; as design thinking question, 36–37, 62; feedback and, 284; for GCCA, 281; in Imagining Iveragh project, 145; for Kingwood Trust, 65, 74–75; at MasAgro, 203; at Monash Medical Centre, 95; overview of, 279–80; at UCP, 163; for Whiteriver Indian Hospital, 47
“where,” in innovation, 12–14
Whiteriver Indian Hospital: assumptions/assumption testing, 47–48; data gathering, 49; emergency room use, 45–46; Ignite Accelerator experience, 46–47; learning launch, 49–51; process reflections, 55–59. See also Ignite Accelerator program (HHS)
“who,” in innovation, 9–10
“wicked” problems: BIF’s approach to, 219; at Children’s Health, 232, 243; design thinking and, 44; focus on, 308; in social sector, 4, 23, 31, 316; specialization and, 144; vs. “tame” problems, 256
workshop facilitation, roadmap for, 109
worldviews, 11, 12, 15, 32, 103, 298
Table of Contents
Title Page
Copyright
Contents
Acknowledgments
Part I. Why Design Thinking? 1. Catalyzing a Conversation for Change
2. How Do We Get There from Here? A Tale of Two Managers
Part II. The Stories 3. Igniting Creative Confidence at US Health and Human Services
4. Including New Voices at the Kingwood Trust
5. Scaling Design Thinking at Monash Medical Centre
6. Turning Debate into Dialogue at the US Food and Drug Administration
7. Fostering Community Conversations in Iveragh, Ireland
8. Connecting—and Disconnecting—the Pieces at United Cerebral Palsy
9. The Power of Local at the Community Transportation Association of America
10. Bridging Technology and the Human Experience at the Transportation Security Administration
11. Making Innovation Safe at MasAgro
12. Integrating Design and Strategy at Children’s Health System of Texas
Part III. Moving into Action: Bringing Design Thinking to Your Organization 13. The Four-Question Methodology in Action: Laying the Foundation
14. The Four-Question Methodology in Action: Ideas to Experiments
15. Building Organizational Capabilities
Notes
Index
Title Page
Copyright Page