Assignment:
Q: Provide one paragraph introduction and one paragraph conclusion for the following reading:
Key design thinking components to a chosen innovation
Design thinking is the creative strategies adopted during the designing phase of innovation. Design thinking is essential for innovation. It is a method for addressing the needs of the people in a way which is both technically feasible and strategically viable. It is basically a problem solving protocol and enables the leaders to bring innovation. It involves defining the problem, creating many options, refine the selections and choose the most viable and execute it. When these components are applied to any innovation, it helps in understanding the viability and feasibility of the innovation.
Design thinking refers to creative strategies designers utilize during the process of designing to achieve the common goal. Design thinking is also an approach that can be used to consider issues and resolve problems more broadly than within professional design practice, and has been applied in business and to social issues. Design thinking in business uses the designer's sensibility and methods to match people's needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity. Below are the key components of the design thinking:
1. Start with Why; First, we start with the "why," which is what we know that we want to do, including our core purpose and goal. This helps us focus more on a certain aspect of a larger problem and not take on too much at one time.
2. Know Your Users and Get Them Involved; Empathy is the core component of design thinking and why I like it so much. It's people-centric, which is central to how I lead the organization and how I see our customers. This part of design thinking involves conducting user research, field studies, and interviews as well as reviewing experience maps. I get all employees involved in the design decisions as this helps to increase motivation and productivity to really gather the information we need for design thinking.
3. Give new Ideas; During this process, it is important to welcome any new idea that comes to mind. This can be something like visual storytelling, which has helped the team to sketch out ideas and assists me to see more of what they are trying to do.
4. Test the Design; We do this by testing the idea with our target audience by using tools Five Second Test. Before implementing any of this, I suggest having the outline a plan of attack on how to conduct the test. I encourage the team to ask plenty of open-ended questions so that we ensure that it is a comprehensive test.
5. Tolerate Failures; Finally, I let the team know that I realize failure is bound to happen. Our tests don't always pan out, and our progress often can be slow on some problems. While I push for getting it right the first time, I don't want the team to think that failure is the end of the road. I encourage the team to look at what happened together so we can learn from the experience. Even some of the most successful companies failed at certain things before they really succeeded.
Key components of design thinking process to a chosen innovation
Innovation refers to the development of a new element(s) or improvement in an existing element(s). This element can be, Idea, Technology, Product, Service etc. For applying design thinking process in any current process, services or product; it is necessary to understand what human mind thinks like. The basic concept of design thinking is to generate new opportunities and systematically solve problems. There are several design-centric firms that constantly apply the concept design thinking. These firms keep on innovate their products with extraordinary performance. The key components in innovation vary from application to application. The products I wish to innovate are the washing machines. The stages of design thing are applied in following ways:
Empathize: This is the first stage of innovative and design thinking. This stage deals with getting familiar with our target audience and crucial to observe the audience and take hint from that about their needs. During designing phase, there are discussion important with the audience to learn about their problems, understand their requirements and seek feedback. In this case our target customers will be people who are busy with their jobs and it is very difficult for them to manage daily domestic chores. During understanding their requirement, it is felt that they find it cumbersome to add detergent, conditioner to machines, setting it to the right program; and after the clothes are washed transferring them to dryer.
Define: After we understand the problem. In the next stage we define it. It is important to frame the problem clearly so that the proper solution can be determined by exploring the prospects of innovation. In this case the problem is "working people goes through hectic work schedule, they find it cumbersome and tiring to wash the clothes and transfer them to dryer."
Ideate: At this stage of design thinking we identify opportunities and prompt as many ideas as possible. Team thinking is desired at this stage, so that maximum possible ideas are generated and inbuilt. Collaborating by working with Vendors, dealers, researchers, subject matter experts collaboratively to get possible solution. Being open to ideas is crucial in design phase as small hint can be taken from any idea and can be worked upon to give concrete structure.
For example, my idea for solving this problem is that we need to manufacture an innovative product which doesn't require daily addition of detergent and fabric conditioner to washing machine. Instead there should be compartment to add monthly detergent and fabric conditioner to the machine. The machines should be smart enough to weight the clothes and utilize the detergent and conditioner accordingly. Also there should be inbuilt dryer so that the task of transferring the laundry to separate dryer is saved. The only task for consumer should be to switch on the machine and take out dried laundry. The machine should have inbuilt sensors to identify clothes category and wash accordingly.
Change management model
One of the simplest Change management models which can be used in the innovative process is the Lewin's change management model. This model defines change in three simple steps of unfreeze-change-unfreeze. Innovation requires bringing changes in the existing ways of doing things. Thus a change leader needs to first unfreeze the existing ways, procedures and thinking inside the organization by challenging them and convincing the employees that a change is required. After this the desired change is required to be introduced and the people need to be convinced so that they start thinking in a new way and move in the new direction. Refreeze is the last step in which the new thinking and knowledge needs to be institutionalized inside the organization. This creates a sense of stability in the new process.
This model is a structured, collaborative, problem solving and learning model which is based on the principle of design thinking. The people are involved in the change process by using this model by the change leaders by asking them questions, providing them with new knowledge, giving people responsibilities, fostering teamwork and through intervention and conflict resolution. At each stages of this model, the change leaders engage the people involved in the change, make them think and act and lead them direct interventions. Hence the role of the leader in this process is central and he or she facilitates the entire process.
Leadership practices used in an innovative change process
There are many leadership practices that could be used in an innovative change process . There are two leadership practices in which can be used in the innovative change process. Frist of the two practices is transformational leadership which inspires people to achieve unexpected or remarkable results. It gives workers autonomy over specific jobs, as well as the authority to make decisions once they have been trained. The term "transformational leadership" was coined by sociologist James V. Downton in 1973. Leadership expert James Burns defined transformational leaders as those who seek to change existing thoughts, techniques and goals for better results and the greater good. Burns also described transformational leaders as those who focus on the essential needs of the followers. There are four elements of transformational leadership:
Individualized Consideration - the degree to which the leader attends to each follower's needs, acts as a mentor or coach to the follower and listens to the follower's concerns and needs. The leader gives empathy and support, keeps communication open and places challenges before the followers. This also encompasses the need for respect and celebrates the individual contribution that each follower can make to the team. The followers have a will and aspirations for self development and have intrinsic motivation for their tasks.
Intellectual Stimulation - the degree to which the leader challenges assumptions, takes risks and solicits followers' ideas. Leaders with this style stimulate and encourage creativity in their followers. They nurture and develop people who think independently. For such a leader, learning is a value and unexpected situations are seen as opportunities to learn. The followers ask questions, think deeply about things and figure out better ways to execute their tasks.
Inspirational Motivation - the degree to which the leader articulates a vision that is appealing and inspiring to followers. Leaders with inspirational motivation challenge followers with high standards, communicate optimism about future goals, and provide meaning for the task at hand. Followers need to have a strong sense of purpose if they are to be motivated to act. Purpose and meaning provide the energy that drives a group forward. The visionary aspects of leadership are supported by communication skills that make the vision understandable, precise, powerful and engaging. The followers are willing to invest more effort in their tasks, they are encouraged and optimistic about the future and believe in their abilities.
Idealized Influence - Provides a role model for high ethical behavior, instills pride, gains respect and trust. As a development tool, transformational leadership has spread already in all sectors of western societies, including governmental organizations.
The second practise is of charismatic leadership which involves providing rewards for the desired behaviours and this can be used at the stage of refreeze. The charismatic leadership style relies on the charm and persuasiveness of the leader. Charismatic leaders are driven by their convictions and commitment to their cause. Many consider charismatic leaders similar to transformational leaders however, their main difference is focus and audience. Charismatic leaders often try to make the status quo better, while transformational leaders focus on transforming organizations into the leader's vision. The charismatic theory's driving force is Max Weber's study on political obligation. The German sociologist explored the reasons people follow authority and the findings were published posthumously in 1922 in Economy and Society. Weber thought people follow a leader or a state because they evaluate the authority and perceive it good, right or just form of power. Therefore, the leader's legitimacy is subjective to each subordinate. Charismatic leadership relies on three components in Weber's theory:
psychological dimension, which refers to the inner qualities of the leader. Weber talks about the trait being a "gift" of the leader, claiming it could be either a divine trait or a specific physical or mental state of being. But since charisma to Weber, is value-free and created by the subordinates' assumptions, there is no detailed explanation on the origins of charisma.
social aspect; Charismatic leadership might not stem purely out of one's inner being, but have a social source. This could be the cultural influence of society, family, work or even education. Charisma essentially takes on a traditional form and legitimizes its source. The impersonal nature of charisma implies that it can be taught, according to Weber.
relational dimension; between the leader and the subordinate. According to Weber, charisma is the "affectual relationship between leader and followers developing as the historical product of the interaction between person and situation". A leader has to prove his or her worth and the charisma in order to continue to enjoy legitimacy. Charismatic leadership is therefore relational because the subordinates can withdraw their support, leading the leader without legitimacy to rule.