Delft Design Guide -Revised edition - Annemiek van Boeijen

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Realise that the best constructions, requirements, and designs emerge from self-organising teams.

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      12. Allow the team to regularly reflect on how to become more effective and to adjust accordingly.

      What & Why? Innovation is often being slowed down due to delays and rework, particularly in the phase of delivery. Writing elaborate plans or project initiation documents often takes a lot of time, and once delivered, these plans and documents take away most flexibility to adapt to new insights, changes in context, and so on. People are often seen as interchangeable resources to be moved around, rather than part of teams that drive innovation. Clients are also viewed as legal entities rather than collaborators. Speed is essential in innovation, especially towards delivery. Agile comes into play at this stage; it helps to put well-performing teams in the driver’s seat of innovation and fast-track development while keeping maximum flexibility in what to deliver.

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      Mindset: Agile is a mindset that is based on four values that are formulated in the Agile Manifesto. Value individuals and interactions over processes and tools; working results over comprehensive documentation; customer collaboration over contract negotiation, and responding to change over following a plan.

      Tips & Concerns

      A common means of making the progress visual is working with a Scrum board and Post It notes. All these could easily camouflage that the actual Agile mindset itself is absent, and these boards and notes only serve as innovation theatre.

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      Limitations

      The Agile mindset is a rather abstract set of values and principles. It takes effort and practice as well as an open mind to grasp and internalise it.

      Agile is an approach to design and development. Its purpose is to accelerate the process and add flexibility. Agile values and principles originated in software development, and they are being applied to more and more disciplines, including design.

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      References & Further Reading Jongerius, P., Offermans, A., Vanhoucke, A., Sanwikarja, P., & van Geel, J., 2013. Get Agile!: Scrum for UX, Design & Development . BIS Publishers.

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      Modern composers like Thelonious Monk no longer write detailed scores to be meticulously reproduced, but instead compose within a personal idiom based on parameters that support systems of change and interaction. Ideas are generated and implemented on the spot, tested and improved until the music ‘works’. Solutions need to be found for musical problems like expressing a certain mood or feeling or for going from one tempo to another. During solos, individual musicians are given the floor to show their skills and creativity. Creative processes are all about postponing judgement, fresh ideas need a safe environment and time to grow into better ideas. (Photo: Eugene Smith 1959)

      Problem Finding

      Idea Finding

      Solution Finding

      project management

      Information Finding

      Collecting data

      Acceptance Finding

      Anticipation & organisation

      Content Finding

      Creative sessions

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      Integrated Creative

      Problem Solving

      MODELS

      How? ICPS includes the following three sub-processes which need to be managed simultaneously. The project management process leads the creative sessions and embeds the project into the larger organisation.

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      1. Content Finding: is the process of finding the actual goal – such as a need, a wish, or an opportunity – and is often conducted within one or more creative sessions. Content finding includes three stages:

      • Problem finding: Explore and identify the goal, wish, challenge, or opportunity, with an aim to clarify and formulate the problem.

      • Idea finding: Generate novel and useful ideas to solve the identified problem.

      • Solution finding: Move from the idea to an implementable solution, develop the criteria for success, and anticipate the follow-up.

      Each stage entails five steps: Task Appraising, Diverging, Reverging, Converging, and Reflecting. Navigating through these steps is guided by the facilitator. There are numerous methods and techniques that can be used for content finding, such as Brainstorming, Brainwriting, WWWWWH, SCAMPER, and Synectics.

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      2. Information finding: is the process of collecting data and information that could be used to influence and stimulate the creative sessions on the content level.

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      3. Acceptance finding : is the process of anticipating and organising the future implementation of the generation solutions, which goes beyond agreement on implementation plans.

      What & Why? Whenever a creative session is needed for generating novel and useful solutions within a group, iCPS is a powerful approach you can use. The model is integrated into the entire innovation trajectory – including the periods before, in-between, and after creative sessions. In iCPS, the roles of facilitator, problem owner, and resource group are clearly delegated and supported. The main principle of iCPS is the clear separation between the diverging, reverging, and converging stages.

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      Mindset: The needed mindset is very different for each stage because iCPS is based on the principle of a strict separation between the five steps in the iCPS basic module. (see below). This separation is essential.

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      Integrated Creative Problem Solving (iCPS) is a structured, iterative model that helps with developing novel and useful solutions to open problems in groups. It comprises four interdependent sub-processes that work together: Content finding, information finding, acceptance finding, and project management.

      Tips & Concerns

      Create a safe environment where the resource group feels free to share any thoughts and ideas.

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      Use a structured process and clear rules to manage the creativity

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