Interested in learning more about design thinking? Attend this IFLA webinar to learn more and get ideas for how to use it to design your better library.
Here’s a good opportunity to get a global perspective on how design thinking is being used in libraries to promote better services, as well as help staff go through a change process and adapt to new ways of delivering services.
Here’s a description of the webinar from the official site:
How can libraries adopt “design thinking” to improve their library services, programming and spaces? What do libraries need to do to prepare staff for the change? According to Tim Brown, president and CEO of IDEO, “Design thinking is a human-centered approach to innovation that draws from the designer’s toolkit to integrate the needs of people, the possibilities of technology, and the requirements for business success.”
This webinar explores design thinking principles, showcases how design thinking can be used to improve what libraries do and how libraries address user needs, and identifies strategies that libraries can use to adopt design thinking into their own work.
Full disclosure: I am one of the invited speakers and I am looking forward to sharing an experience from my library with a design challenge we took on to rethink and redesign our service delivery model.
The keynote speaker is Rolf Hapel, Director of Citizens’ Services and Libraries in Aarhus, Denmark. I know they are doing some amazing work at the Aarhus public library system – and they partnered with IDEO and Chicago Public Library for a well known application of design thinking to improve library service.
Librarians take great pride in being problem solvers. I want to be a better problem finder. Here’s why.
Design thinking is about problem solving.
Ultimately, I’d say that’s true. Properly applied, it’s a process that should lead to an elegant, thoughtful solution.
Where I tend to deviate from most of what I read about design thinking in the library literature is that to my way of thinking it’s much more about problem finding than problem solving. If you want to solve the problem you need to truly understand what the problem is.
Go back to the 1991 “Deep Dive” episode of Nightline. The designers at IDEO have little expertise other than their understanding of and ability to carry out the design thinking process. Whatever the challenge, be it designing a better shopping cart or revolutionizing the education system for an entire country, it all starts with finding the problem.
I was reminded of this when watching Bill Burnett, Executive Director of the Stanford Design School, and Dave Evans of Electronic Arts, talk about their book Designing Your Best Life in this video. Go to the 4:05 mark and you will hear Burnett say:
Designers look around and they try to find the right problem because problem finding turns out to be way more important than problem solving ’cause if you’re working on the wrong problem you will get the wrong answer every single time.
Thomas Wedell-Wedellsborg’s expands on Burnett’s point in his article “Are You Solving the Right Problem” found in the January-February 2017 issue of Harvard Business Review. The gist of his global research into the problem-solving behavior of executives at 91 private and public-sector organizations is that “managers tend to switch quickly into solution mode without checking whether they really understand the problem.”
The way design thinking is discussed in libraryland, the focus is frequently on the solving and not so much the finding. We need to rethink that.
One way is to pay more attention to those initial phases of design thinking. Early on the team has a mission, a desired outcome, but has only a vague sense of what’s broken. By starting off with efforts to understand the problem from the user’s perspective (thus “human-centered design”) and then analyzing the accumulated intelligence, a more accurate definition of the problem precedes any deep dive into potential solutions. Wedell-Wedellsborg offers us some advice on how to get better at problem finding by using a “problem-diagnosis framework”.
It starts with reframing the problem. Instead of responding to the problem with the most obvious, and possibly costly solution, the idea is to examine the problem from a different perspective. One of Wedell-Wedellsborg’s examples is the slow elevator problem. When people complain about long waits, what’s the solution? Get a faster elevator? Turns out there is a better solution that costs almost nothing – if you reframe it from a slowness problem to a waiting problem.
As s I’ve written previously, this is easily said but hard to accomplish. Wedell-Wedellsborg offers seven practices to help us with the reframing task:
* Establish Legitimacy – Get the rest of the team on board with the idea of reframing the problem and looking beyond the most obvious solutions; is there more to the problem than meets the eye?
* Invite outsiders into the discussion – Get the viewpoint of someone detached from the situation; not necessarily an outside consultant but possibly someone else in the organization with a different view.
* Get it in writing – There could be a considerable difference between what we say we think the problem and how we define it in writing; ask team members or outsiders to write down how they perceive the problem and then make sure everyone agrees on what the actual problem is.
* What are we missing – With a good written description in hand a more methodical review is possible; focus on what’s missing. Keys to solutions are often in what’s been overlooked.
* Consider multiple categories – Broaden the perspective of a problem situation by identifying more than one or two categories (e.g., incentive problem; money problem; apathy problem) into which it could fit. This exercise can help avoid groupthink and a too narrow view of the problem.
* Analyze positive exceptions – When didn’t this problem happen? What were the circumstances at that time that kept it from happening? An analysis of a problem-free time may help identify what’s no longer working and how to correct things.
* Question the objective – Keep asking questions about each possible problem scenario. What is it we really want to accomplish? What does success look like? Only then can we be clear about what solutions will get us to that end.
It’s encouraging to see more librarians viewing their problems as design challenges. It is a refreshing change from a past where we jumped quickly to solutions. Too often it was based on assumptions about what librarians thought was right for community members, rather than a human-centered design process.
No doubt we can get even better at using design for better libraries. Let’s continue to work on putting problem finding ahead of problem solving.
There are a couple of new developments that could speed up the rate at which “design thinking” is catching on with librarians. If and when it does, will it be mostly about space design or really motivate more librarians to integrate design into their practice?
Designing Better Libraries has offered posts about design thinking, on and off, for nearly a decade now.
During that time the global interest in design thinking has grown considerably, but not so much in the library world. Other than an occasional glimpse of the possibility that design thinking was catching on in a bigger way with librarians, it is mostly the case that the interest is limited at best.
I thought that publishing this article would stimulate more interest but other than an “Oh, that’s interesting” reaction and a few invitations to talk on design thinking, I’ve witnessed only minimal progress in librarians’ awareness of or adoption of design thinking as a tool for problem finding and solution development.
At the risk of being wrong again, Designing Better Libraries thinks the tipping point for design thinking in librarianship is perhaps upon us – or getting closer. Here are two indicators.
Design Thinking Toolkit for Libraries
This was probably the most exciting development in terms of bringing design thinking into mainstream library practice. When I wrote about Design Thinking for Libraries: A Toolkit for Patron-Centered Design, I really believed it had the capacity to generate interest about design thinking. One of the problems with design thinking, is that it tends to be rather abstract for many librarians. What does it mean to think like a designer? How does a librarian actually do that?
The Toolkit puts design thinking into concrete terms by delivering practical examples, tools and techniques that any library staff can implement. Someone even wrote about it in American Libraries. I’m expecting more conference talks and local workshop events on design thinking as a result of the Toolkit. Whether that translates into more instances of design thinking activity in libraries is less certain.
Library Journal Design Programming
For a number of years the folks at Library Journal have been issuing special design supplements to highlight new library building projects along with renovations and other matters related to the design of library space. So the LJ take on design has mostly been “library design = space design”. Focusing more on building and space design, LJ has offered a series of Design Institutes that move around the country. Librarians gather with architects to explore space challenges and using design to solve them.
More recently, perhaps spurred by the Design Thinking Toolkit, LJ is moving more directly into promoting design thinking as a resource librarians can use to improve their libraries and practitioner skills. For the first time they are offering a design thinking workshop in partnership with the Chicago Public Library. A look at the program indicates that attendees will learn how to put what’s in the Toolkit into practice. It’s just one workshop, but I think it will put lots more eyeballs on the term “design thinking” and make the connection with libraries.
If we add this, maybe it’s two and a quarter indicators:
I’m not quite sure what to make of this tweet, and I wasn’t at this program. Whatever you may think about the interchangeability of design thinking and strategic planning, does this suggest that the ARL group will soon be talking about how to integrate design thinking into their libraries. Only time will tell if that turns into more than a tweet-worthy statement.
By themselves these indicators are unlikely to provide the necessary momentum to generate large scale interest in design thinking. I thought the delivery of the openly available Design Thinking Toolkit would have a major impact. Just one significant advancement is not quite enough.
Perhaps it will take three or four events coming together, fairly close to one in another in time, to achieve the tipping point. Taken together, there is greater likelihood to generate the necessary energy to get more librarians to connect with the possibilities of design thinking. What would that look like?
What remains a barrier is “the example”. Librarians are practical. Before they buy into a new idea (and not that design thinking is particularly new) they want some evidence. They want to know how it works, how to make it happen and who is using it to create positive change. The design toolkit does that to an extent and certainly brings design thinking into the domain of practical application.
After all, it is a step-by-step how-to-get-it-done manual. That moves design thinking from the abstract to the concrete.
What LJ is doing will put more examples, even if they are limited to space design, in front of large numbers of librarians. It also gets librarians connected to the term “design thinking”.
From there, it may be possible to make the leap from “design thinking contributes to better library space owing to its human-centered philosophy” to “we apply design thinking to improve library service as many touchpoints”.
Perhaps “tipping point” is too strong a term for what is happening with design thinking right now in librarianship. What is happening might be more accurately described as “growing interest”. I’ll be watching for more growth.
“[Enter Name] consulted/partnered/teamed [choose one] with IDEO to transform/re-imagine/design [choose one] an innovative/revolutionary/empathic [choose one] solution.”
Is it my imagination or does it seem that a sentence like this one appears with increasing frequency.
It certainly is a long way from shopping cart re-design projects. In addition to product design, IDEO and other firms now bring their design thinking process to industries of all types, for- and non-profit. Librarians, for example, can use IDEO’s Design Thinking Toolkit for Libraries to create challenges for the improvement of services, workflows and more.
It is not my imagination. Design firms, according to this article have conquered the world. They are everywhere. It suggests that the selling of design thinking as a competitive advantage for organizations is itself a competitive advantage. Design firms that don’t offer IDEO-type consulting services may find themselves losing business to the ones that do.
* Organizations are looking to gain a competitive advantage when factors such as cost or features no longer offer much leverage;
* Desire for an organizational creative culture – or at least one that lends itself to creativity
* Improving services from the customer’s perspective
Given the number of industries where there is interest in adopting design thinking, it seems there currently is no limit to the ways in which organizations will seek to apply it nor is it limited to any one type of organization.
Of course, large corporations know this too. They’ve realized design’s importance in nearly everything they do, and are either acquiring independent firms, or developing their own internal capabilities.
As more organizations catch on they are realizing the value of moving to a design culture, and they will go to design firms like IDEO or they will try to develop the appropriate resources in house. In his essay “The Next Big Thing in Design” Tim Brown, CEO of IDEO, writes:
We’re excited that design has become the keystone of doing business. That’s good for everyone. But when a company of tens or even hundreds of thousands hires a few hundred designers, the practice is still being treated as a tool, not as a core competence. That makes the longevity of independent design companies—and collectives that have creative mastery at their core—all the more important.
Just as design thinking is sweeping through multiple industries, the library world’s interest in it is expanding as well. While it’s unlikely most library organizations will partner with IDEO the way this one did, more libraries across all sectors of the profession can use IDEO’s library toolkit to explore design thinking as an option for tackling challenging problems where a design approach could make a difference. Some libraries may discover design thinking through an exploration of user experience, which is catching on even more quickly as a way to design better libraries.
Libraries may be lagging a number of other industries (e.g.,hospitality, health care, automotive) when it comes to design thinking, but at least we can say “IDEO was here”.
When commencement time rolls around we are suddenly inundated with reports of all the wise advice for future success that college graduates receive. Whether it’s celebrities, politicians, newscasters or scholars, all seek to impart some wisdom on this year’s crop of graduating students. What happens when experts are asked to give design advice to graduating design students? Some potentially useful advice for librarians who have a passion for (or even serious interest) design is what happens.
In the article “9 Top Designers On What Every New Grad Should Know” we learn what the experienced designers think is the best advice for the new designers. Learn to code? Hire on with a top design firm or go out on your own? How to apply what you learned? Some of that to be sure but also some basics that we can all appreciate.
For example, Tim Brown, the president and CEO of Ideo, recommends paying attention to organizational culture. It won’t matter how creative you if you fail to understand how the organization behaves. He advises approaching organizational culture as one more constraint with which designers must work.
Gadi Amit, president and principal designer of New Deal Design, also has some basic advice about complexity. Use design to bring about the clarity from within complexity. Use the constraints to create “one magical experience of physical and digital design.” Likewise, Kate Aronowitz, vice president of design at Wealthfront, advises grads to keep it simple and be intentional. Don’t wait for luck to shape your career with a big surprise.
Jessica Walsh, partner at Sagmeister & Walsh, advocates for new designers to take risks. Worry less about a big paycheck than understanding what type of work ignites your passion. Also, be nice because no one wants to hire a-holes or egomaniacs. Definitely advice we can all use.
Maria Giudice, vice president of user experience at Autodesk, believes it’s important to think of oneself as a leader or future leader. She believes that everything that students are learning in design school today, from design thinking to learning how to execute, is what is needed to be a great leader. As always, don’t wait to be asked to take a leadership role.
Aron Shapiro, CEO of Huge, says that it’s important to keep the focus on what products do as a way to inform what they look like. The future of products and services is to design so that people’s needs are anticipated and decisions are made for them. Understand that and the opportunities are limitless.
My takeaway from all this advice is that a passion for design, a desire to help people find clarity when confronting confusion and paying attention to people’s needs are a large part of what designers need to do to be successful. It helps to work well with others and believe in yourself, but it’s important to understand the constraints of the workplace and our projects if we are to make the most of our talent.
And yeah, learn to code – says Irene Au, design partner at Khosla Ventures.