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Creative Challenge : 30 Circles Exercise

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Creative Challenge : 30 Circles Exercise

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This is an individual activities.

1. Each participant will have one 30 Circles sheet of paper and try to draw something on it.

2. Turn as many of the blank circles as possible into recognisable objects in 5 minutes (think clock faces, billiard balls, etc.)

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PROTÉGÉ IDX Oct 2023 : Post-Evaluation Form: Let us be a Creative and Critical Thinker! (Design Thinking Modules) - 14 hours

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Feedback Form for Design Thinking by Ms. Dee

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I really appreciate your evaluation and comment for future improvements :) //This form will acknowledge you anonymously. This is just for my personal reference.//

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Pitch your viable business Idea to be present this Monday (1 group 1 Business Idea). Grouping is based on the mini team that I have assigned for you in Breakout Room & JamBoard. There is not specific direction how you can present your idea tomorrow. Be Creative! You have 3 minutes to pitch your Idea. Link attached are some of the inspiration for you, it's case study from Design Thinking approach.
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How will our world evolve in the decades ahead of us? What will be the new normal for our children? What new product or services will be used? What are the jobs of the future?

Ideation Session : Try to play around with any of the innovation tool. This will stir up conversations and fuel brainstorms.

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I suggest you to use the “Future Scan” to kickstart your business idea.

Rules : The product / Service are able to kickstart in less than 2 years.

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How do you lift up the middle class in a developing country?

That was the challenge facing Peruvian entrepreneur Carlos Rodriguez-Pastor, who hired IDEO to build an entire network of schools powered by a progressive new learning model. IDEO's mandate: to redesign Innova's entire K-12 learning experience, from the curriculum to the teacher training to the school buildings, with an eye toward expansion and a goal to provide international-quality education at an affordable price-about $100 a month.

Innova Schools is a part of Intercorp, a family of 35 businesses that span everything from banks to retail stores and added schools to its portfolio. In 2010, the company had five existing schools but realized that its existing model could not grow. The shortage of well-trained, high-quality teachers in Peru, combined with rising land costs, meant the schools would need to radically change course to succeed.

To learn about scalable school models around the world, IDEO researchers visited inspirational schools and learning programs, and looked to analogous systems like retail, hospitality, and health care to understand their approaches to scale. Throughout the project, they collaborated with teachers, students, and the Innova Schools team in co-designing the work itself.

Together, Innova Schools and IDEO developed the curriculum, teaching strategies, buildings, operational plans, and underlying financial model to run the network of schools.

"I was blown away by Innova Schools," said Salman Khan, founder of Khan Academy. "It's inspiring to see such an affordable school deliver a quality of education that would rival schools in the richest countries."

Early sketches of the classroom experience.

The new Innova Schools combine teacher-led, project-based learning in small groups with self-directed time using digital learning tools. Teachers monitor students' work online and offer personalized guidance. Parents can view their children's progress online as well.

Dynamic learning environments include community spaces, media labs, rooftop study areas, amphitheaters, and cafés that are optimized for flexibility: furniture on wheels, movable walls, and efficient uses of space to allow for different modes of learning.

An online Teacher Resource Center includes a database of more than 18,000 custom lesson plans based on a progressive new teaching approach. The center helps teachers learn their craft and gives them a chance to connect across the network.

The business model of Innova Schools was developed at the same time as the school experience. Designers leveraged the economies of scale that come from building a network of schools and centralized tools, such as data systems that allow all the schools to learn together.

The project has allowed Innova to open more schools at an affordable cost to families, ultimately giving more of Peru's youth the chance to compete in the global economy. This comprehensive approach to system design ranks as one of Latin America's most ambitious privately funded educational projects, and is on track to become the largest private school network in the region. To date, Innova has opened 63 schools in Peru that are serving more than 50,000 students.

A blended learning approach combines self-directed and group time.

A good system design doesn't end with strategy. The work on Innova Schools also had a huge influence on the company, according to Rodriguez-Pastor. Through the creation of new roles and an aligned set of values, Innova's central office has become a much more nimble and creative organization. They're constantly scanning the world for inspiration in how to best educate their students, while building out the new innovations. They realize that design thinking can become an integrated part of their daily management of this growing network of schools.

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Designing a School System from the Ground Up

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Scaling an entire network of schools for the growing Peruvian middle class

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For you guideline. (Not compulsory- just suggestion)

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We are interested in developing the skills and abilities of our training staff. Please take a minute to rate your trainer so that we can improve our trainers and the training program.

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It's a script for you to act!

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Please watch before class.

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3:56 minutes video for you to watch before training.

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Puzzle activity: 5 Steps Design Thinking

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Puzzle activity: 5 Steps Design Thinking

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Brainstorm and discuss in group, which way that is correct for your team.

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Welcome to #ELITDT2022!

We find ourselves at an exciting moment in time for Human-Centered Design as the world continues to navigate a fluctuating landscape. Spreading an empathetic, experimentative and co-creative way of thinking is truly more important today than ever before.

My class is a highly interactive virtual workshop that will provide a crash course on the fundamentals of Design Thinking from the comfort of your own home.

This introduction to Design Thinking will take an in-depth look into the foundational skills that a human-centred approach offers. You will leave with an actionable toolkit and practical lessons to take back and apply throughout your own organization – both at the project and functional levels.

p/s: AND make sure you're camera-ready too! ;)

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PROTÉGÉ IDX Oct 2023 : Pre-Evaluation Form: Let us be a Creative and Critical Thinker! (Design Thinking Modules) - 14 hours

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FYI, If you want to watch for inspiration.

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Is your school or workplace divided between the “creatives” versus the practical people? Yet surely, David Kelley suggests, creativity is not the domain of only a chosen few. Telling stories from his legendary design career and his own life, he offers ways to build the confidence to create. (From The Design Studio session at TED2012, guest-curated by Chee Pearlman and David Rockwell.)

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Check out their inspiration

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This Startup Revolutionised an Industry Through Design

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This Startup Revolutionised an Industry Through Design

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Dealing with medication can often be a bigger pain than the ailment itself. Standing in long lines at the pharmacy, keeping up with expiration dates, making sure you take this medicine with food and that one on an empty stomach-it can be overwhelming.

An online pharmacy called PillPack had a mission to make it easier. PillPack worked to build a prescription home-delivery system that takes the pain out of the whole process. The venture brought their business to IDEO's Cambridge office as a startup-in-residence, and worked with designers to fine-tune their offer and showcase it to the world.

Here's how it works: Your doctor sends your prescriptions straight to the pharmacists at PillPack, who organize the medications-including refills, over-the-counter drugs, vitamins, and supplements-into presorted, personalized packets. These tidy little packets are labeled by date and time and delivered to your doorstep. Every 14-day supply of medication fits neatly into an IDEO-designed durable dispenser that is meant to become part of customers' routines and fit seamlessly into their homes. IDEO also designed a travel pouch that makes taking medicine on-the-go simple and discreet. For those who need a human to talk to, pharmacists at PillPack's pharmacies are available anytime via phone or email to answer questions.

PillPack delivers everything you need from the pharmacy to your door.

PillPack was the second startup-in-residence to work with IDEO Cambridge. Company founders Elliot Cohen and TJ Parker joined forces with the design team to redefine how consumers engage with their pharmacy. During the three-month residency, the teams focused on making sure that every customer interaction with PillPack-from signing up for the service online to using its product daily-was straightforward and reassuring.

Designers worked to refine the company's brand vision, strategy, and identity across channels, and used this framework to completely redesign PillPack's website, as well as a private dashboard for customers and a suite of physical products.

The result was a set of tools that reflected a true understanding of PillPack's customers, a well-articulated product and service, and a human-centered approach. PillPack is still the only independent pharmacy in the U.S. that serves customers nationwide.

"PillPack has revealed the massive potential of combining design thinking and the drug market... This simple innovation makes life easier for seniors who can be a bit forgetful and have difficulty with bottles," Wired wrote in an article about the company. "Younger patients with active lifestyles and chronic diseases can just pull as many packets as they need and go. All told, PillPack means you'll never have to help your grandma sort pills into a tacky day-of-the-week organizer again."

In June 2018, Amazon outbid other retailers to acquire PillPack for $1 billion.

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This Startup Revolutionized an Industry Through Design

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Launching a nationwide venture that redefines and simplifies how customers engage with their pharmacy

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Why Fashion Brands Don’t Understand Biomimicry

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Why Fashion Brands Don’t Understand Biomimicry

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For your inspiration

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Harvard Business Review : for your motivation.

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Most people are born creative. As children, we revel in imaginary play, ask outlandish questions, draw blobs and call them dinosaurs. But over time, because of socialization and formal education, a lot of us start to stifle those impulses. We learn to be warier of judgment, more cautious, more analytical. The world seems to divide into "creatives" and "noncreatives," and too many people consciously or unconsciously resign themselves to the latter category.

And yet we know that creativity is essential to success in any discipline or industry. According to a recent IBM survey of chief executives around the world, it's the most sought-after trait in leaders today. No one can deny that creative thinking has enabled the rise and continued success of countless companies, from start-ups like Facebook and Google to stalwarts like Procter & Gamble and General Electric.

Students often come to Stanford University's "d.school" (which was founded by one of us-David Kelley-and is formally known as the Hasso Plattner Institute of Design) to develop their creativity. Clients work with IDEO, our design and innovation consultancy, for the same reason. But along the way, we've learned that our job isn't to teach them creativity. It's to help them rediscover their creative confidence-the natural ability to come up with new ideas and the courage to try them out. We do this by giving them strategies to get past four fears that hold most of us back: fear of the messy unknown, fear of being judged, fear of the first step, and fear of losing control.

Easier said than done, you might argue. But we know it's possible for people to overcome even their most deep-seated fears. Consider the work of Albert Bandura, a world-renowned psychologist and Stanford professor. In one series of early experiments, he helped people conquer lifelong snake phobias by guiding them through a series of increasingly demanding interactions. They would start by watching a snake through a two-way mirror. Once comfortable with that, they'd progress to observing it through an open door, then to watching someone else touch the snake, then to touching it themselves through a heavy leather glove, and, finally, in a few hours, to touching it with their own bare hands. Bandura calls this process of experiencing one small success after another "guided mastery." The people who went through it weren't just cured of a crippling fear they had assumed was untreatable. They also had less anxiety and more success in other parts of their lives, taking up new and potentially frightening activities like horseback riding and public speaking. They tried harder, persevered longer, and had more resilience in the face of failure. They had gained a new confidence in their ability to attain what they set out to do.

We've used much the same approach over the past 30 years to help people transcend the fears that block their creativity. You break challenges down into small steps and then build confidence by succeeding on one after another. Creativity is something you practice, not just a talent you're born with. The process may feel a little uncomfortable at first, but-as the snake phobics learned-the discomfort quickly fades away and is replaced with new confidence and capabilities.

Fear of the Messy Unknown

Creative thinking in business begins with having empathy for your customers (whether they're internal or external), and you can't get that sitting behind a desk. Yes, we know it's cozy in your office. Everything is reassuringly familiar; information comes from predictable sources; contradictory data are weeded out and ignored. Out in the world, it's more chaotic. You have to deal with unexpected findings, with uncertainty, and with irrational people who say things you don't want to hear. But that is where you find insights-and creative breakthroughs. Venturing forth in pursuit of learning, even without a hypothesis, can open you up to new information and help you discover nonobvious needs. Otherwise, you risk simply reconfirming ideas you've already had or waiting for others-your customers, your boss, or even your competitors-to tell you what to do.

At the d.school, we routinely assign students to do this sort of anthropological fieldwork-to get out of their comfort zones and into the world-until, suddenly, they start doing it on their own. Consider a computer scientist, two engineers, and an MBA student, all of whom took the Extreme Affordability class taught by Stanford business school professor Jim Patell. They eventually realized that they couldn't complete their group project-to research and design a low-cost incubator for newborn babies in the developing world-while living in safe, suburban California. So they gathered their courage and visited rural Nepal. Talking with families and doctors firsthand, they learned that the babies in gravest danger were those born prematurely in areas far from hospitals. Nepalese villagers didn't need a cheaper incubator at the hospital-they needed a fail-safe way to keep babies warm when they were away from doctors who could do so effectively. Those insights led the team to design a miniature "sleeping bag" with a pouch containing a special heat-storing wax. The Embrace Infant Warmer costs 99% less than a traditional incubator and can maintain the right temperature for up to six hours without an external power source. The innovation has the potential to save millions of low-birth-weight and premature babies every year, and it came about only because the team members were willing to throw themselves into unfamiliar territory.

You can work up the confidence to tackle the big fears that hold most of us back by starting small. Here are a few ways to get comfortable with venturing into the messy unknown. The list gets increasingly challenging, but you can follow the first two suggestions without even leaving your desk.

1. Lurk in online forums. Listen in as potential customers share information, air grievances, and ask questions-it's the virtual equivalent of hanging around a popular café. You're not looking for evaluations of features or cost; you're searching for clues about their concerns and desires.

2. Pick up the phone and call your own company's customer service line. Walk through the experience as if you were a customer, noting how your problem is handled and how you're feeling along the way.

3. Seek out an unexpected expert. What does the receptionist in your building know about your firm's customer experience? If you use a car service for work travel, what insights do the drivers have about your firm? If you're in health care, talk to a medical assistant, not a doctor. If you make a physical product, ask a repair person to tell you about common failure areas.

4. Act like a spy. Take a magazine and a pair of headphones to a store or an industry conference (or, if your customers are internal, a break room or lunch area). Pretend to read while you observe. Watch as if you were a kid, trying to understand what is going on. How are people interacting with your offering? What can you glean from their body language?

5. Casually interview a customer or potential customer. After you've gotten more comfortable venturing out, try this: Write down a few open-ended questions about your product or service. Go to a place where your customers tend to gather, find someone you'd be comfortable approaching, and say you'd like to ask a few questions. If the person refuses? No problem, just try someone else. Eventually you'll find someone who's dying to talk to you. Press for more detail with every question. Even if you think you understand, ask "Why is that?" or "Can you tell me more about that?" Get people to dig into their own underlying assumptions.

Caroline O'Connor is a lecturer at the Hasso Plattner Institute of Design. Sarah Stein Greenberg is its managing director.

Another example comes from two students, Akshay Kothari and Ankit Gupta, who took the d.school's Launchpad course. The class required them to start a company from scratch by the end of the 10-week academic quarter. Both were self-described "geeks"-technically brilliant, deeply analytical, and definitely shy. But they opted to work on their project-an elegant news reader for the then-newly released iPad-off-campus in a Palo Alto café where they'd be surrounded by potential users. Getting over the awkwardness of approaching strangers, Akshay gathered feedback by asking café patrons to experiment with his prototypes. Ankit coded hundreds of small variations to be tested each day-changing everything from interaction patterns to the size of a button. In a matter of weeks they rapidly iterated their way to a successful product. "We went from people saying, 'This is crap,'" says Akshay, "to 'Is this app preloaded on every iPad?'" The result-Pulse News-received public praise from Steve Jobs at a worldwide developer's conference only a few months later, has been downloaded by 15 million people, and is one of the original 50 apps in Apple's App Store Hall of Fame.

It's not just entrepreneurs and product developers who should get into "the mess." Senior managers also must hear directly from anyone affected by their decisions. For instance, midway through a management off-site IDEO held for ConAgra Foods, the executives broke away from their upscale conference rooms to explore gritty Detroit neighborhoods, where you can go miles without seeing a grocery store. They personally observed how inner-city residents reacted to food products and spoke with an urban farmer who hopes to turn abandoned lots into community gardens. Now, according to Al Bolles, ConAgra's executive vice president of research, quality, and innovation, such behavior is common at the company. "A few years ago, it was hard to pry my executive team away from the office," he says, "but now we venture out and get onto our customers' home turf to get insights about what they really need."

Fear of Being Judged

If the scribbling, singing, dancing kindergartner symbolizes unfettered creative expression, the awkward teenager represents the opposite: someone who cares- deeply -about what other people think. It takes only a few years to develop that fear of judgment, but it stays with us throughout our adult lives, often constraining our careers. Most of us accept that when we are learning, say, to ski, others will see us fall down until practice pays off. But we can't risk our business-world ego in the same way. As a result, we self-edit, killing potentially creative ideas because we're afraid our bosses or peers will see us fail. We stick to "safe" solutions or suggestions. We hang back, allowing others to take risks. But you can't be creative if you are constantly censoring yourself.

Half the battle is to resist judging yourself. If you can listen to your own intuition and embrace more of your ideas (good and bad), you're already partway to overcoming this fear. So take baby steps, as Bandura's clients did. Instead of letting thoughts run through your head and down the drain, capture them systematically in some form of idea notebook. Keep a whiteboard and marker in the shower. Schedule daily "white space" in your calendar, where your only task is to think or take a walk and daydream. When you try to generate ideas, shoot for 100 instead of 10. Defer your own judgment and you'll be surprised at how many ideas you have-and like-by the end of the week.

Also, try using new language when you give feedback, and encourage your collaborators to do the same. At the d.school, our feedback typically starts with "I like..." and moves on to "I wish..." instead of just passing judgment with put-downs like "That will never work." Opening with the positives and then using the first person for suggestions signals that "This is just my opinion and I want to help," which makes listeners more receptive to your ideas.

We recently worked with Air New Zealand to reinvent the customer experience for its long-distance flights. As a highly regulated industry, airlines tend toward conservatism. To overcome the cultural norm of skepticism and caution, we started with a workshop aimed at generating crazy ideas. Executives brainstormed and prototyped a dozen unconventional (and some seemingly impractical) concepts, including harnesses that hold people standing up, groups of seats facing one another around a table, and even hammocks and bunk beds. Everyone was doing it, so no one was scared he or she would be judged. This willingness to consider wild notions and defer judgment eventually led the Air New Zealand team to a creative breakthrough: the Skycouch, a lie-flat seat for economy class. At first, it seemed impossible that such a seat could be made without enlarging its footprint (seats in business and first-class cabins take up much more space), but the new design does just that: A heavily padded section swings up like a footrest to transform an airline row into a futonlike platform that a couple can lie down on together. The Skycouch is now featured on a number of Air New Zealand's international flights, and the company has won several industry awards as a result.

Fear of the First Step

Even when we want to embrace our creative ideas, acting on them presents its own challenges. Creative efforts are hardest at the beginning. The writer faces the blank page; the teacher, the start of school; businesspeople, the first day of a new project. In a broader sense, we're also talking about fear of charting a new path or breaking out of your predictable workflow. To overcome this inertia, good ideas are not enough. You need to stop planning and just get started-and the best way to do that is to stop focusing on the huge overall task and find a small piece you can tackle right away.

Best-selling writer Anne Lamott expertly captures this idea in a story from her childhood. Her brother had been assigned a school report about birds, but he waited to start on it until the night before it was due. He was near tears, overwhelmed by the task ahead, until his father gave him some wise advice: "Bird by bird, buddy. Just take it bird by bird." In a business context, you can push yourself to take the first step by asking: What is the low-cost experiment? What's the quickest, cheapest way to make progress toward the larger goal?

Or give yourself a crazy deadline, as John Keefe, a d.school alum and a senior editor at radio station WNYC, did after a colleague complained that her mom had to wait at city bus stops never knowing when the next bus would come. If you worked for New York City Transit and your boss asked you to solve that problem, how soon would you promise to get a system up and running? Six weeks? Ten? John, who doesn't work for the transit authority, said, "Give me till the end of the day." He bought an 800 number, figured out how to access real-time bus data, and linked it to text-to-speech technology. Within 24 hours, he had set up a service that allowed bus riders to call in, input their bus stop number, and hear the location of the approaching bus. John applies the same fearless attitude to his work at WNYC. "The most effective way I've found to practice design thinking is by showing, not telling," he explains.

Another example of the "start simple" strategy comes from an IDEO project to develop a new dashboard feature for a European luxury car. To test their ideas, designers videotaped an existing car and then used digital effects to layer on proposed features. The rapid prototyping process took less than a week. When the team showed the video to our client, he laughed. "Last time we did something like this," he said, "we built a prototype car, which took almost a year and cost over a million dollars. Then we took a video of it. You skipped the car and went straight to the video."

Our mantra is "Don't get ready, get started!" The first step will seem much less daunting if you make it a tiny one and you force yourself to do it right now. Rather than stalling and allowing your anxiety to build, just start inching toward the snake.

Fear of Losing Control

Confidence doesn't simply mean believing your ideas are good. It means having the humility to let go of ideas that aren't working and to accept good ideas from other people. When you abandon the status quo and work collaboratively, you sacrifice control over your product, your team, and your business. But the creative gains can more than compensate. Again, you can start small. If you're facing a tough challenge, try calling a meeting with people fresh to the topic. Or break the routine of a weekly meeting by letting the most junior person in the room set the agenda and lead it. Look for opportunities to cede control and leverage different perspectives.

That's exactly what Bonny Simi, director of airport planning at JetBlue Airways, did after an ice storm closed JFK International Airport for a six-hour stretch in 2007-and disrupted the airline's flight service for the next six days. Everyone knew there were operational problems to be fixed, but no one knew exactly what to do. Fresh from a d.school course, Bonny suggested that JetBlue brainstorm solutions from the bottom up rather than the top down. First, she gathered a team of 120 frontline employees together for just one day-pilots, flight attendants, dispatchers, ramp workers, crew schedulers, and other staff members. Then she mapped out their disruption recovery actions (using yellow Post-it notes) and the challenges they faced (using pink ones). By the end of the day, Bonny's grassroots task force had reached new insights-and resolve. The distributed team then spent the next few months working through more than a thousand pink Post-its to creatively solve each problem. By admitting that the answers lay in the collective, Bonny did more than she could ever have done alone. And JetBlue now recovers from major disruptions significantly faster than it did before.

Our own experience with the open innovation platform OpenIDEO is another case in point. Its launch was scary in two ways: First, we were starting a public conversation that could quickly get out of hand; second, we were admitting that we don't have all the answers. But we were ready, like Bandura's phobics, to take a bigger leap-to touch the snake. And we soon discovered the benefits. Today, the OpenIDEO community includes about 30,000 people from 170 countries. They may never meet in person, but together they've already made a difference on dozens of initiatives-from helping revitalize cities in economic decline to prototyping ultrasound services for expectant mothers in Colombia. We've learned that no matter what group you're in or where you work, there are always more ideas outside than inside.For people with backgrounds as diverse as those of Akshay, Ankit, John, and Bonny, fear-of the messy unknown, of judgment, of taking the first step, or of letting go-could have blocked the path to innovation. But instead, they worked to overcome their fears, rediscovered their creative confidence, and made a difference. As Hungarian essayist György Konrád once said, "Courage is only the accumulation of small steps." So don't wait at the starting line. Let go of your fears and begin practicing creative confidence today.

A version of this article appeared in the December 2012 issue of Harvard Business Review.

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Reprint: R1212K Most people are born creative. But over time, a lot of us learn to stifle those impulses. We become warier of judgment, more cautious, more analytical. The world seems to divide into "creatives" and "noncreatives," and too many people resign themselves to the latter category.

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Vote for yourself or for other people.
I need only 2 leaders at the end of the course.

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Vote for leaders - The APPRENTICE Challenge!

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Learn IDEO’s methods to scale creativity within your team and organization.
You’ll learn how to guide teams into the unknown through the process of experimentation, break down a bold vision into actionable challenges, and make adjustments to culture by designing rituals to encourage beliefs and behaviors that support creativity.

you’ll explore how a curious mindset can help challenge assumptions, inspire others, and unlock creativity

• Unlock the power of questions to inspire others to navigate their work with confidence.
• Set a new course for your team or organization by crafting a well-framed challenge.
• Design rituals that reinforce the beliefs and behaviors of creative teams and organizations.
• Stay present and engaged with the work of your team as they experiment with innovative ideas.

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Instagram : https://www.instagram.com/diyana.mahad/
Facebook : https://www.facebook.com/Diyana.AbdulMahad

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diyana.mahad@mmu.edu.my

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JB - Biz idea & 30 circle ex - Google Jamboard

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