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Design thinking is a mindset and an approach to collaboration and problem solving. Design thinking teaches us a process for identifying a problem, gathering valuable information, generating a range of possible solutions, testing ideas and refining the solution.

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Communicating and defining a problem.

Conducting interviews and practicing empathy.

Problem solving and creativity.

Understanding the needs of others.

Contributes to meta-cognition.

Hands on, social, interactive, collaborative approach.

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When implementing this approach with teachers, they might feel overwhelmed from being asked too many questions.

Teachers might need more support and training.

Need to learn about the concepts as well as content.

Some people struggle to collaborate and prefer working alone.

This kind of non-traditional approach may be new to schools and education systems.

Needs commitment. Schools will need to embed this approach and embody it as part of their culture. Improvements in outcomes will happen over time.

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HGSE Design Thinking Infographic https://tll.gse.harvard.edu/files/hgsetll/files/designthinkingeducation.pdf

Stanford — d.school http://dschool.stanford.edu/

IDEO — 'Design Thinking for Educators' http://td4ed.businessinnovationfactory.com/

Business Innovation Factory — 'Teachers Design for Education' and the TD4Ed Curriculum

Research — Design Thinking in Pedagogy http://nowadays.home.pl/JECS/data/documents/JECS=202014=20=282=29=2063.74.pdf

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Co-creation is a form of collaborative innovation: ideas are shared and improved together. Co-creation is meant to generate input from the stakeholders for a specific purpose which is defined by the facilitator who is implementing the process. The purpose of co-creation is related to when the approach is used. For example, co-creation implemented early on in the project phase will help generate genuine and new ideas. If the facilitator already has a solution in mind, then co-creation can be helpful to further refine the existing solution. Finally, if co-creation is implemented at the later stages of an existing solution or project, then co-creation can be helpful in gaining buy-in from stakeholders.

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Stimulates creativity. Better ideas from stakeholders.

Helps to gain better knowledge about the stakeholders involved in the process.

Encourages teamwork and improves collaborative relationship between the organization and the stakeholders (People involved in the co-creation process).

Increases competitiveness and excitement among teams.

Accommodates different learning styles.

Engages even demotivated team members.

Good for developing strategic and tactical decision making.

Great for critical thinking and problem solving.

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People involved in the process can lose trust in the organization if their contribution is not valued.

Facilitator of the co-creation process must be a strong, patient, and focused mediator.

Stronger opinions can take precedence and group dynamics have to be managed.

The sheer number of ideas generated might be overwhelming and will require a talented synthesizer to pull things together.

The process can get out of hand and can take much longer than originally planned for.

The process could be done over a series of days and in the beginning, participants might be confused of possible results. Synthesis of ideas takes time.

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Co-creation skills and training http://www.cocreate.training/

https://www.interaction-design.org/literature/topics/co-creation

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A hackathon is an event where people engage in rapid and collaborative problem solving over a relatively short period of time such as 24 or 48 hours. Primarily used in the tech sector, more and more organizations are utilizing this approach for their organizations, using it to come up with solving educational problems with a healthy, competitive amount of pressure. Hacks were designed as temporary spaces for group problem-solving and prototyping

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Hackathons can bring innovation to the education system.
Good for attracting subject matter experts around a particular issue in education.

May provide newcomers to have a way to join existing team members.

Provides a space and a time for participants to make headway on problems they are interested in.

Gives all the participants to learn new things they have not thought about before.

Good for collaboratively investigating a very specific problem.

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Not suitable for certain types of educational challenges. Especially if a specific problem requires collaboration, group discussions, or facilitating.

May not actually produce a solution. Real life problems are hard, especially in the education sector.

May put unrealistic pressure on participants.

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Hackathon guide https://hackathon.guide/

Examples of Hackathon events in education https://www.tomorrowsuccess.com/hackathon-events.html

Hackathons: A Creative Approach to Developing Researchers and Solving Educational Challenges https://blog.eera-ecer.de/hackathons-in-educational/

Eduhack, Hacking Education, is an Erasmus Plus project
(KA2 – Cooperation for innovation and the exchange of good practices) developed by a group of 6 organisations across Europe (AHHAA, HOPU, Hugin and Munin, Dublin City University, Tekkekoy and Ergon). https://hackingeducation.eu/

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Innovation Crowdsourcing can be defined as a business practice that demands the company to engage its internal and external networks to generate ideas and innovative solutions to solve a problem within an end-to-end innovation process. “crowdsourcing is an online, distributed problem solving and production model where organizations tap the collective intelligence of online communities.” (Brabham, 2013).

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Creates a culture of innovation.

May be a good way to invite feedback from families or even the children themselves.

Crowdsourcing has the potential to become a part of formal education systems.

Can be used to gather suggestions, feedback toward a particular policy, verify complex data, critique a process.

Can be used to develop new and more personalized learning journeys, broadening access and providing different opportunities for people at all education levels to engage.

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Participants must be open to a 'crowd-oriented' learning style. This means that their contributions are made openly to the public.

Facilitator must monitor the appropriateness of the content.

Participants and facilitators need to have crowd-oriented training. More suitable for experienced supervisors.

Quality of contributions varies.

Important to consider privacy, security, and intellectual property protection.

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How crowdsourcing is changing education https://www.luciditysolutions.co.uk/single-post/how-crowdsourcing-is-changing-education

Crowd-based Trends in Innovation for Education https://crowdsourcingweek.com/blog/crowd-based-innovation-for-education/

Ethical issues of crowdsourcing in education https://www.sciencedirect.com/science/article/pii/S2666659620300044

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Innovation prizes or awards showcase organizations, coalitions, groups, or individuals that present innovative solutions to a particular educational problem or challenge. The award incentivizes the creativity, applicability, innovativeness, scalability, and potential of an idea, program, initiative or project.

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•Open to any participant or idea

•Fosters originality

•Incentivizes people to be innovative for the public good of education

•Avoids bureaucratic entanglements

•Encourages people to exert additional effort

•Promotes research

•Defuses ideas

•Shifts risk

•Leverages key resources

•Only rewards success

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•Must make sure that we properly articulate the problem.

•Generating the actual prize (financial benefit, gifts, awards, etc.)

•Reaching the right people and inviting them to participate.

•Ensuring that solvers have equal access to resources when submitting their solutions.

•The reluctance of people’s protection of their intellectual property.

•Prizes only reward the winner, but it's also important to reward effort.
•High-powered rewards can disempower people. The more money you offer as a prize, the more people the program attracts, which makes it harder for any single individual to win. Employees convince themselves they can’t win and resent it.

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The Hidden Pitfall of Innovation Prizes by Reto Hofstetter, Z. John Zhang, and Andreas Herrmann https://hbr.org/2017/11/the-hidden-pitfall-of-innovation-prizes

The Power of Prizes: Incentivizing Radical Innovation https://www.uschamberfoundation.org/power-prizes-incentivizing-radical-innovation-0

Grand Innovation Prizes: A theoretical, normative, and empirical evaluation. https://www.sciencedirect.com/science/article/abs/pii/S004873331200217X

Competition-Based Innovation: The Case of the X Prize Foundation https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2549616

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360 Degree Innovation was developed in 2015 by Benno van Aerssen and Christian Buchholz and can be used both for self-reflection and for discovering innovation potentials in teams

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Lean LaunchPad is an entrepreneurship methodology created by Steve Blank to test and develop business models based on querying and learning from customers.

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Innovation Labs are a co-working space – both virtual and physical – in which new ideas can be explored, in which hands-on project management takes place.

Innovation labs are useful because they can provide training, networks, and other resources to help intrapreneurs succeed

Universities may have innovation labs, organizations can open their own innovation lab, to help dream up new and innovative ideas.

Innovation labs can also be incubators, hubs, or accelerators. Design thinking, co-creation, and brainstorming takes place in innovation labs.

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Adaptive innovation is concerned with the discovery process itself. We don’t have clear ideas about what we are innovating, but we are exploring what is possible.

Adaption is exploring in the ground exploration of new ideas.

This might help challenge what we have already in place.

There are no rules, the game is ever-changing.

Adapt and overcome consistently.

Dynamically adopting scenario driven resources, tools and methodologies for gathering knowledge, analyzing and developing insights and abstractly specifying innovative ideas that drive creating valued, viable inventions.

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•Helps align your team with why you want to innovate. The why questions cover whether the organization aims for profit or growth.

•It helps build the innovation operational system within your organization.

•Using this approach, your other departments or business units will be ready to incorporate and actually implement the innovation.

•Minimize risk

•Maximize opportunity

•If your using this framework for innovation, then you will be able to deploy your innovation with greater speed and accuracy.

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•Allows you to rigorously test your innovative ideas with teachers, parents, children, or other stakeholders in the education sector. Testing if it fits.

•Incubating and validating new ideas.

•Helps you think about the actual needs of your beneficiaries, not what you think their needs are.

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•Helps attract and retain innovative talent in education settings

•Helps create an innovative culture within the organization

•Helps staff stay motivated, encouraged, and energized towards innovation

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•Transformative things may emerge from the process

•Makes you plan to be flexible

•May help increase program efficiency

•Quicker decision-making process

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•Not easy to get buy it from everyone on the team

•Requires a culture of innovation from within, which takes time to develop

•Harder to decide on things initially when there are more people involved

•Will have to use other innovation-related tools and approaches to extract out innovative ideas from within thee team.

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•The innovation might not be competitive

•Errors can have serious consequences.

•Might not work with big ideas or big educational challenges.

•Never know when to stop

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•If there is no clear goal. Then the innovation lab can become useless.

•There should be a clear relationship between the innovation lab and the parent company.

•The output and the impact of these labs need to be measured

•The labs are sometimes costly.

•You need the expertise to run the lab.

•The lab needs to have some regular programming and activities.

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•Regulatory and approvals for innovative solutions may take time.

•There may be logistical issues related to actually putting the innovation into implementation.

•Harder for bigger issues

•Power: adaptive innovation shifts the power from the top leadership to all members of the team who are involved in the solution.

•Requires constant change. Team members may be hesitant

•Overly responsive.

•Overgeneralizing

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•https://innovation360.com/innovation-analytics/#1536832881632-b6fb9914-2111

•https://innovationglobalexpert.com/innovation-360-approach

•The Innovator's Dictionary by Christian Buchholz  (Author, Editor), Benno Van Aerssen (Editor)

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https://www.berkeleyleanlaunchpad.net/