title
Stanford Webinar - Apply Design Thinking in Your Work

description
Transform the way you think about innovation and how to go to market with new ideas. Design Thinking is a widely recognized practice you can use to integrate design, technology and business practices to train tomorrow's leaders. From radical collaboration to problem-based learning, explore tools and techniques that will help drive change within your organization. This webinar will give you a taste of what will be taught during the Innovation Masters Series - Design Thinking and the Art of Innovation (XDES400) program being held this June 17-19, 2015 at Stanford University. Learn more about the Innovation Masters Series at http://scpd.stanford.edu/design 0:00 Introduction 0:26 DESIGN THINKING started at Stanford 2:54 TRANSFORMING WORK-d.thinking 5:50 DESIGN THINKING - PROCESS 6:31 DESIGN THINKING - MINDSETS 9:33 DESIGN THINKING - TWO THINGS 14:13 EMPATHY MAPPING 18:20 MASLOWS HIERARCHY 20:59 Frameworks FOR EMPATHY 23:57 BRAINSTORMING (FOR REAL) 26:59 Jazz ensemble = brainstorming group 28:58 It's partly a 10,000 hours problem 32:38 4 Steps to Better Brainstorming 32:53 Re-)Framing 35:12 Warming Up - Part of the Process 35:33 Brainstorming everyone writes/posts their own ideas 39:49 Grouping and Selecting 42:17 Take-aways 45:14 Meet Today's Speakers 46:10 Innovation Masters Series: Design Thinking and the Art of Innovation

detail
{'title': 'Stanford Webinar - Apply Design Thinking in Your Work', 'heatmap': [{'end': 397.085, 'start': 357.916, 'weight': 0.751}, {'end': 1986.076, 'start': 1952.951, 'weight': 1}, {'end': 2166.879, 'start': 2103.801, 'weight': 0.854}], 'summary': 'The stanford webinar covers design thinking in the workplace, its evolution, impact, and relevance, empathy-driven user experience, jazz ensemble analogy for innovation, effective brainstorming techniques, and fostering creativity through innovative brainstorming.', 'chapters': [{'end': 71.501, 'segs': [{'end': 71.501, 'src': 'embed', 'start': 31.23, 'weight': 0, 'content': [{'end': 36.092, 'text': "David's also the founder of the d.school, our institute for design thinking here at Stanford.", 'start': 31.23, 'duration': 4.862}, {'end': 44.817, 'text': "And prior to that was the founder of which is probably one of the world's premier innovation consultancies.", 'start': 36.732, 'duration': 8.085}, {'end': 50.621, 'text': 'And David is the big thinker behind the design thinking idea.', 'start': 45.558, 'duration': 5.063}, {'end': 54.643, 'text': 'We have been teaching design at Stanford for over 50 years.', 'start': 51.181, 'duration': 3.462}, {'end': 62.128, 'text': 'The design program that I run, which has both an undergraduate and a graduate degree program in it.', 'start': 55.664, 'duration': 6.464}, {'end': 69.052, 'text': 'You can get an undergraduate degree in mechanical engineering and product design, and you can get a graduate degree in design.', 'start': 62.288, 'duration': 6.764}, {'end': 71.501, 'text': 'both from the mechanical engineering school.', 'start': 69.48, 'duration': 2.021}], 'summary': "David is the founder of stanford's d.school and has been teaching design for over 50 years.", 'duration': 40.271, 'max_score': 31.23, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY831230.jpg'}], 'start': 10.182, 'title': 'Design thinking in the workplace', 'summary': 'Delves into the application of design thinking in the workplace, led by bill burnett, the executive director of the stanford design program, with over 50 years of experience in teaching design through undergraduate and graduate degree programs.', 'chapters': [{'end': 71.501, 'start': 10.182, 'title': 'Design thinking in the workplace', 'summary': 'Explores the application of design thinking in the workplace, led by bill burnett, the executive director of the design program at stanford. the program has been teaching design for over 50 years and offers undergraduate and graduate degree programs.', 'duration': 61.319, 'highlights': ['The program at Stanford has been teaching design for over 50 years, offering both undergraduate and graduate degree programs in mechanical engineering and product design, led by Bill Burnett, the Executive Director of the Design Program.', 'David Kelly, the founder of the d.school and a pioneer in design thinking, has been a key figure in promoting the concept, with extensive experience in the field and as the founder of a premier innovation consultancy.']}], 'duration': 61.319, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY810182.jpg', 'highlights': ['The program at Stanford has been teaching design for over 50 years, offering both undergraduate and graduate degree programs in mechanical engineering and product design, led by Bill Burnett, the Executive Director of the Design Program.', 'David Kelly, the founder of the d.school and a pioneer in design thinking, has been a key figure in promoting the concept, with extensive experience in the field and as the founder of a premier innovation consultancy.']}, {'end': 1018.377, 'segs': [{'end': 143.311, 'src': 'embed', 'start': 73.322, 'weight': 0, 'content': [{'end': 84.908, 'text': "That program started in 1963, and we've been working in this very multidisciplinary radical collaboration methodology for a long, long time.", 'start': 73.322, 'duration': 11.586}, {'end': 96.293, 'text': 'But around 2004, 2005,, David came up with the idea of moving our work into a wider domain of problem solving for everybody sort,', 'start': 85.628, 'duration': 10.665}, {'end': 99.445, 'text': 'of reframing it as method of thinking, design thinking.', 'start': 96.293, 'duration': 3.152}, {'end': 111.61, 'text': "And he's been quoted in his TED talk and in his book on creative confidence and saying we believe that the next generation of innovators and leaders need to be great design thinkers.", 'start': 100.385, 'duration': 11.225}, {'end': 115.211, 'text': 'And design thinking is just a way of solving problems.', 'start': 112.39, 'duration': 2.821}, {'end': 118.813, 'text': 'David will describe it often as just another tool in your tool belt.', 'start': 115.231, 'duration': 3.582}, {'end': 128.901, 'text': "Just because you master the principles of design thinking doesn't mean that you using other powerful methods, scientific method, engineering thinking.", 'start': 119.673, 'duration': 9.228}, {'end': 135.966, 'text': "And the methods of making decisions that you're taught in a sort of a business school or business kind of thinking.", 'start': 130.103, 'duration': 5.863}, {'end': 143.311, 'text': 'But design thinking works particularly well on large scale multidisciplinary problems,', 'start': 136.727, 'duration': 6.584}], 'summary': 'Started in 1963, design thinking is a method of problem-solving for all, emphasized by david in 2004, as a tool for leaders and innovators.', 'duration': 69.989, 'max_score': 73.322, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY873322.jpg'}, {'end': 300.151, 'src': 'embed', 'start': 274.99, 'weight': 4, 'content': [{'end': 281.873, 'text': "And what are the skills that you'll employ with these new behaviors to kind of change the way work occurs for you?", 'start': 274.99, 'duration': 6.883}, {'end': 288.395, 'text': 'And we think that you change those things by first training yourself up on these new ideas, like design thinking.', 'start': 282.553, 'duration': 5.842}, {'end': 291.256, 'text': 'And then essentially modeling these new behaviors.', 'start': 288.975, 'duration': 2.281}, {'end': 293.637, 'text': 'When you behave like a creative person.', 'start': 291.316, 'duration': 2.321}, {'end': 300.151, 'text': "Your staff, your team, other people see those behaviors and they want to emulate you, particularly if you're in a leadership position.", 'start': 294.167, 'duration': 5.984}], 'summary': 'Adopt design thinking and model creative behaviors to inspire others in leadership position', 'duration': 25.161, 'max_score': 274.99, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY8274990.jpg'}, {'end': 372.62, 'src': 'embed', 'start': 339.06, 'weight': 3, 'content': [{'end': 342.162, 'text': 'And then we think about what you need to do to kind of learn those skills.', 'start': 339.06, 'duration': 3.102}, {'end': 348.046, 'text': 'We can have a pretty robust conversation about how do you transform your work environment.', 'start': 342.723, 'duration': 5.323}, {'end': 352.194, 'text': 'So design thinking is both a process and a series of mindsets.', 'start': 348.973, 'duration': 3.221}, {'end': 354.695, 'text': 'The design thinking process starts with empathy.', 'start': 352.314, 'duration': 2.381}, {'end': 356.915, 'text': "We always say don't start with a problem, start with people.", 'start': 354.715, 'duration': 2.2}, {'end': 362.957, 'text': 'People are where the interesting data is, and people are an interesting thing to observe.', 'start': 357.916, 'duration': 5.041}, {'end': 365.238, 'text': 'Then we redefine the problem.', 'start': 363.877, 'duration': 1.361}, {'end': 372.62, 'text': 'We ideate, and ideation is just a general term for lots and lots of ways that we have of coming up with lots and lots of ideas.', 'start': 365.278, 'duration': 7.342}], 'summary': 'Design thinking involves empathizing with people, redefining problems, and ideating to generate numerous ideas.', 'duration': 33.56, 'max_score': 339.06, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY8339060.jpg'}, {'end': 397.085, 'src': 'heatmap', 'start': 357.916, 'weight': 0.751, 'content': [{'end': 362.957, 'text': 'People are where the interesting data is, and people are an interesting thing to observe.', 'start': 357.916, 'duration': 5.041}, {'end': 365.238, 'text': 'Then we redefine the problem.', 'start': 363.877, 'duration': 1.361}, {'end': 372.62, 'text': 'We ideate, and ideation is just a general term for lots and lots of ways that we have of coming up with lots and lots of ideas.', 'start': 365.278, 'duration': 7.342}, {'end': 376.441, 'text': 'The theory being with the more ideas you have, the better your choices will be.', 'start': 373.28, 'duration': 3.161}, {'end': 380.137, 'text': "And then we know that you can't just design in a vacuum.", 'start': 377.216, 'duration': 2.921}, {'end': 382.278, 'text': 'So we have a bias to action.', 'start': 380.197, 'duration': 2.081}, {'end': 385.36, 'text': 'We like to build stuff and test it, and build stuff and test it.', 'start': 382.318, 'duration': 3.042}, {'end': 389.701, 'text': 'And then that way we kind of seek to understand the problem in a different way.', 'start': 385.38, 'duration': 4.321}, {'end': 395.484, 'text': "Even if you don't use that process, you could think like a design thinker.", 'start': 391.562, 'duration': 3.922}, {'end': 397.085, 'text': 'You can think like we think.', 'start': 395.504, 'duration': 1.581}], 'summary': 'Design thinking emphasizes ideation, prototyping, and bias to action for problem-solving.', 'duration': 39.169, 'max_score': 357.916, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY8357916.jpg'}, {'end': 564.827, 'src': 'embed', 'start': 537.751, 'weight': 5, 'content': [{'end': 543.695, 'text': 'and the kinds of things that might delight these users and give that team that special information.', 'start': 537.751, 'duration': 5.944}, {'end': 550.118, 'text': "they're going to come up with much better ideas, just because they reframed the problem.", 'start': 543.695, 'duration': 6.423}, {'end': 556.222, 'text': 'Everybody else was working on the coffee cup and they were working on creating the Starbucks experience,', 'start': 550.659, 'duration': 5.563}, {'end': 558.083, 'text': 'which is really a completely different problem.', 'start': 556.222, 'duration': 1.861}, {'end': 560.565, 'text': "So when we talk about reframing, it's a super powerful tool.", 'start': 558.103, 'duration': 2.462}, {'end': 564.827, 'text': "And we're going to get into that a little bit in this talk,", 'start': 561.225, 'duration': 3.602}], 'summary': 'Reframing the problem led to better ideas and a unique starbucks experience.', 'duration': 27.076, 'max_score': 537.751, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY8537751.jpg'}, {'end': 771.841, 'src': 'embed', 'start': 746.69, 'weight': 6, 'content': [{'end': 751.733, 'text': "But the one I want to look at is when we're trying to get some insights from our observation.", 'start': 746.69, 'duration': 5.043}, {'end': 755.835, 'text': 'we have a couple of different techniques over in this top left quadrant.', 'start': 751.733, 'duration': 4.102}, {'end': 759.377, 'text': 'Digesting customer and user needs at the abstract level.', 'start': 756.195, 'duration': 3.182}, {'end': 762.136, 'text': "We do a thing called an empathy map that I'm going to show you.", 'start': 759.775, 'duration': 2.361}, {'end': 771.841, 'text': "And we use the hierarchy of needs Maslow's hierarchy of needs in a specific way to try to capture information and framework it in a way that we can do something with.", 'start': 762.216, 'duration': 9.625}], 'summary': "Using empathy maps and maslow's hierarchy to capture customer needs and insights.", 'duration': 25.151, 'max_score': 746.69, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY8746690.jpg'}], 'start': 73.322, 'title': 'Evolution and impact of design thinking', 'summary': 'Discusses the evolution of design thinking since 1963, its relevance for future innovators and leaders, its effectiveness in solving multidisciplinary problems, transforming work environments, generating innovative solutions, and designing user-centric products.', 'chapters': [{'end': 166.013, 'start': 73.322, 'title': 'Evolution of design thinking', 'summary': 'Discusses the evolution of design thinking, beginning with its inception in 1963 and detailing its expansion into a wider domain of problem solving, emphasizing its relevance for the next generation of innovators and leaders, and highlighting its effectiveness in solving large-scale multidisciplinary problems despite the lack of clear boundary conditions and data.', 'duration': 92.691, 'highlights': ['Design thinking is emphasized as essential for the next generation of innovators and leaders David emphasized that the next generation of innovators and leaders need to be great design thinkers, positioning design thinking as a crucial skill for future success.', "Design thinking is effective for solving large-scale multidisciplinary problems despite the lack of clear boundary conditions and data Design thinking works particularly well on large scale multidisciplinary problems where it's really difficult to get clear boundary conditions and lots of data, highlighting its effectiveness in addressing complex challenges.", 'The inception of design thinking in 1963 and its expansion into a wider domain of problem solving The program started in 1963 and evolved into a wider domain of problem solving, reframing it as a method of thinking, design thinking, signifying its evolution and adaptability.']}, {'end': 779.964, 'start': 166.754, 'title': 'Transforming work with design thinking', 'summary': 'Discusses the concept of transforming work environments through design thinking, emphasizing the importance of empathy and brainstorming, the need for new behaviors and skills, and the impact of reframing problems on generating innovative solutions.', 'duration': 613.21, 'highlights': ['Design thinking emphasizes empathy and brainstorming as crucial starting points for problem-solving, focusing on people and generating hundreds of ideas. Design thinking emphasizes empathy and brainstorming as crucial starting points for problem-solving, focusing on people and generating hundreds of ideas.', 'The chapter emphasizes the need for new behaviors and skills to transform work environments, suggesting that creativity is a simple and natural trait that can be cultivated through training and modeling. The chapter emphasizes the need for new behaviors and skills to transform work environments, suggesting that creativity is a simple and natural trait that can be cultivated through training and modeling.', 'Reframing problems is highlighted as a powerful tool for generating innovative solutions, with the example of approaching the design of a coffee cup versus creating the Starbucks experience. Reframing problems is highlighted as a powerful tool for generating innovative solutions, with the example of approaching the design of a coffee cup versus creating the Starbucks experience.', "The importance of observation, ethnographic techniques, and frameworks in understanding actionable insights from user data is emphasized, with the use of empathy maps and Maslow's hierarchy of needs. The importance of observation, ethnographic techniques, and frameworks in understanding actionable insights from user data is emphasized, with the use of empathy maps and Maslow's hierarchy of needs."]}, {'end': 1018.377, 'start': 780.705, 'title': 'Designing user-centric products', 'summary': "Discusses the importance of understanding users' thoughts and feelings to design better products or services and provides a framework for gathering and interpreting user feedback. it emphasizes the need to go beyond observing behaviors and listening to what users say, and to consider their underlying thoughts and emotions to create user-centric solutions.", 'duration': 237.672, 'highlights': ["Designing user-centric solutions requires understanding users' thoughts and emotions, which may not align with their behaviors and verbal expressions. The chapter emphasizes the importance of going beyond observing behaviors and listening to what users say, to consider their underlying thoughts and emotions in order to design better products or services.", "A simple framework for gathering and interpreting user feedback is presented, involving observing behaviors, listening to what users say, and making guesses about their thoughts and feelings. The framework involves observing users' behaviors, listening to what they say, and categorizing observations into 'do' and 'say' columns, followed by making guesses about users' thoughts and feelings to gain insights for product or service design.", 'The chapter provides an example of observing users on a job site to understand their needs and behaviors, emphasizing the importance of framing the problem around user needs rather than specific solutions. An example is given of observing users on a job site to understand their needs and behaviors, highlighting the significance of framing the problem around user needs rather than specific solutions, such as asking how to move stuff around rather than asking for a new wheelbarrow.']}], 'duration': 945.055, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY873322.jpg', 'highlights': ['Design thinking is emphasized as essential for the next generation of innovators and leaders', 'Design thinking is effective for solving large-scale multidisciplinary problems despite the lack of clear boundary conditions and data', 'The inception of design thinking in 1963 and its expansion into a wider domain of problem solving', 'Design thinking emphasizes empathy and brainstorming as crucial starting points for problem-solving, focusing on people and generating hundreds of ideas', 'The chapter emphasizes the need for new behaviors and skills to transform work environments, suggesting that creativity is a simple and natural trait that can be cultivated through training and modeling', 'Reframing problems is highlighted as a powerful tool for generating innovative solutions, with the example of approaching the design of a coffee cup versus creating the Starbucks experience', "The importance of observation, ethnographic techniques, and frameworks in understanding actionable insights from user data is emphasized, with the use of empathy maps and Maslow's hierarchy of needs", "Designing user-centric solutions requires understanding users' thoughts and emotions, which may not align with their behaviors and verbal expressions", 'A simple framework for gathering and interpreting user feedback is presented, involving observing behaviors, listening to what users say, and making guesses about their thoughts and feelings', 'The chapter provides an example of observing users on a job site to understand their needs and behaviors, emphasizing the importance of framing the problem around user needs rather than specific solutions']}, {'end': 1587.393, 'segs': [{'end': 1068.084, 'src': 'embed', 'start': 1044.175, 'weight': 1, 'content': [{'end': 1051.179, 'text': "you realize I can make you fall in love with my product if I don't make you feel stupid, if I make you feel powerful.", 'start': 1044.175, 'duration': 7.004}, {'end': 1064.083, 'text': "And so all of Apple's work is really just focused around that idea of putting the power in the hands of the user and making the actions so transparent.", 'start': 1051.839, 'duration': 12.244}, {'end': 1068.084, 'text': "But you don't have to learn them, you just know how to do them right?", 'start': 1064.662, 'duration': 3.422}], 'summary': 'Apple focuses on empowering users and making actions transparent to the user, without the need to learn them.', 'duration': 23.909, 'max_score': 1044.175, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81044175.jpg'}, {'end': 1120.486, 'src': 'embed', 'start': 1095.825, 'weight': 5, 'content': [{'end': 1104.032, 'text': "Another way to map things sort of according to the human need, again, we don't start with a problem, we start with the people.", 'start': 1095.825, 'duration': 8.207}, {'end': 1109.537, 'text': 'So we go out and we talk to bricklayers and carpenters and stuff on the job site, or we talk to cell phone users.', 'start': 1104.072, 'duration': 5.465}, {'end': 1120.486, 'text': 'We have a theory that every action, every interaction, every product actually touches on all five levels of the hierarchy of needs.', 'start': 1111.238, 'duration': 9.248}], 'summary': 'Mapping products to human needs through user research and interaction theory.', 'duration': 24.661, 'max_score': 1095.825, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81095825.jpg'}, {'end': 1446.059, 'src': 'embed', 'start': 1420.591, 'weight': 0, 'content': [{'end': 1430.006, 'text': 'And so when you open up your design process to the empathy step, It really changes the information you have to design with.', 'start': 1420.591, 'duration': 9.415}, {'end': 1433.549, 'text': "And we find that that's one of the major things that leads to innovation.", 'start': 1430.186, 'duration': 3.363}, {'end': 1446.059, 'text': "Okay, so if you're the team that's got all this new data about how users think and feel and how the product, even the simplest little product,", 'start': 1435.991, 'duration': 10.068}], 'summary': 'Empathy in design process leads to innovation and improved user understanding.', 'duration': 25.468, 'max_score': 1420.591, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81420591.jpg'}, {'end': 1512.039, 'src': 'embed', 'start': 1479.392, 'weight': 3, 'content': [{'end': 1483.714, 'text': "But brainstorming can really not work when you don't do it correctly or you don't do it well.", 'start': 1479.392, 'duration': 4.322}, {'end': 1491.294, 'text': 'But when it is done properly, it creates the opportunity to generate hundreds of ideas.', 'start': 1485.953, 'duration': 5.341}, {'end': 1497.095, 'text': "And number one thing we see when we're working with startups, when we're working with large companies, it doesn't matter the scale.", 'start': 1491.394, 'duration': 5.701}, {'end': 1504.217, 'text': 'People grab their first idea or the first couple of ideas and run with them.', 'start': 1497.896, 'duration': 6.321}, {'end': 1512.039, 'text': 'And 99 out of 100 times, those first couple of ideas are the things that are available to you.', 'start': 1505.417, 'duration': 6.622}], 'summary': 'Proper brainstorming generates hundreds of ideas, but most people run with their first ideas, which are often limited.', 'duration': 32.647, 'max_score': 1479.392, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81479392.jpg'}, {'end': 1599.277, 'src': 'embed', 'start': 1569.782, 'weight': 2, 'content': [{'end': 1571.043, 'text': 'You have kinesthetic intelligence.', 'start': 1569.782, 'duration': 1.261}, {'end': 1573.404, 'text': 'You have emotional intelligence, which we were just talking about.', 'start': 1571.063, 'duration': 2.341}, {'end': 1578.868, 'text': 'The whole empathy piece is about amplifying the emotional intelligence and information in that spectrum.', 'start': 1573.444, 'duration': 5.424}, {'end': 1581.99, 'text': 'You have information about cultural things.', 'start': 1579.388, 'duration': 2.602}, {'end': 1583.851, 'text': 'You have information about physical things.', 'start': 1582.01, 'duration': 1.841}, {'end': 1587.393, 'text': 'All of that gets employed in a robust brainstorming process.', 'start': 1584.371, 'duration': 3.022}, {'end': 1596.096, 'text': 'And I like to use the analogy to jazz because If you think about what a jazz ensemble does, it gets together and it innovates in the moment.', 'start': 1587.853, 'duration': 8.243}, {'end': 1599.277, 'text': "It tries to play songs in a way that's never been played before.", 'start': 1596.176, 'duration': 3.101}], 'summary': 'Utilize kinesthetic and emotional intelligence, cultural and physical information in robust brainstorming process, similar to jazz innovation.', 'duration': 29.495, 'max_score': 1569.782, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81569782.jpg'}], 'start': 1018.857, 'title': 'Empathy-driven user experience and design thinking', 'summary': "Emphasizes the crucial role of empathy in user experience design, citing apple's success, and discusses the application of abraham mansell's hierarchy of needs in design thinking, highlighting the importance of empathy, emotional intelligence, and robust brainstorming in creating innovative solutions.", 'chapters': [{'end': 1094.18, 'start': 1018.857, 'title': 'Empathy and user experience', 'summary': "Highlights how apple's focus on making users feel powerful and not stupid has been crucial in making their products successful, emphasizing the importance of empathy in user experience design.", 'duration': 75.323, 'highlights': ["Apple's success is attributed to making users feel powerful and not stupid, shifting the focus to user empowerment rather than making them feel inadequate (e.g., feeling inadequate and stupid due to inability to find data on a phone).", 'Empathy mapping is a crucial tool for understanding user behavior and feelings, leading to insights that can be applied to product design (e.g., looking at thoughts and feelings derived from user actions and words).']}, {'end': 1587.393, 'start': 1095.825, 'title': 'Design thinking and innovation', 'summary': "Discusses the application of abraham mansell's five levels of the hierarchy of needs in design thinking, emphasizing the importance of empathy, emotional intelligence, and robust brainstorming in creating innovative solutions for products and experiences.", 'duration': 491.568, 'highlights': ["Abraham Mansell's five levels of the hierarchy of needs are applied in design thinking, emphasizing the importance of empathy, emotional intelligence, and robust brainstorming in creating innovative solutions for products and experiences. The chapter emphasizes the application of Abraham Mansell's five levels of the hierarchy of needs in design thinking, focusing on the importance of empathy, emotional intelligence, and robust brainstorming to create innovative solutions for products and experiences.", 'Every action, interaction, and product touches on all five levels of the hierarchy of needs, challenging the traditional belief that lower-level needs must be fulfilled before higher-level needs. It challenges the traditional belief that lower-level needs must be fulfilled before higher-level needs, stating that every action, interaction, and product touches on all five levels of the hierarchy of needs.', 'Brainstorming, when done properly, creates the opportunity to generate hundreds of ideas, preventing the tendency to grab the first few familiar ideas that are not truly innovative. It highlights that when brainstorming is done properly, it creates the opportunity to generate hundreds of ideas, preventing the tendency to grab the first few familiar ideas that are not truly innovative.', 'The importance of engaging emotional intelligence, cultural intelligence, and physical intelligence in a robust brainstorming process to create innovative solutions. It emphasizes the importance of engaging emotional intelligence, cultural intelligence, and physical intelligence in a robust brainstorming process to create innovative solutions.', 'The chapter stresses the need to open up the design process to empathy, as it significantly influences the information available for designing innovative solutions. It stresses the need to open up the design process to empathy, as it significantly influences the information available for designing innovative solutions.']}], 'duration': 568.536, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81018857.jpg', 'highlights': ['Empathy mapping is a crucial tool for understanding user behavior and feelings, leading to insights that can be applied to product design.', "Apple's success is attributed to making users feel powerful and not stupid, shifting the focus to user empowerment rather than making them feel inadequate (e.g., feeling inadequate and stupid due to inability to find data on a phone).", 'The importance of engaging emotional intelligence, cultural intelligence, and physical intelligence in a robust brainstorming process to create innovative solutions.', 'Brainstorming, when done properly, creates the opportunity to generate hundreds of ideas, preventing the tendency to grab the first few familiar ideas that are not truly innovative.', 'The chapter stresses the need to open up the design process to empathy, as it significantly influences the information available for designing innovative solutions.', 'Every action, interaction, and product touches on all five levels of the hierarchy of needs, challenging the traditional belief that lower-level needs must be fulfilled before higher-level needs.']}, {'end': 1912.884, 'segs': [{'end': 1626.023, 'src': 'embed', 'start': 1587.853, 'weight': 0, 'content': [{'end': 1596.096, 'text': 'And I like to use the analogy to jazz because If you think about what a jazz ensemble does, it gets together and it innovates in the moment.', 'start': 1587.853, 'duration': 8.243}, {'end': 1599.277, 'text': "It tries to play songs in a way that's never been played before.", 'start': 1596.176, 'duration': 3.101}, {'end': 1603.518, 'text': "But everybody's playing the same song and everybody's trying to sort of solve the same problem.", 'start': 1599.697, 'duration': 3.821}, {'end': 1614.781, 'text': "And I love this analogy because when I see people getting together for brainstorming and they aren't prepping properly or they're not assembling the team properly,", 'start': 1604.998, 'duration': 9.783}, {'end': 1620.523, 'text': "it sort of feels to me kind of like a jazz ensemble that's disorganized, right?", 'start': 1614.781, 'duration': 5.742}, {'end': 1622.9, 'text': 'So I happen to be a jazz fan.', 'start': 1621.138, 'duration': 1.762}, {'end': 1626.023, 'text': 'Kind of Blue is the best selling jazz album of all time.', 'start': 1622.9, 'duration': 3.123}], 'summary': 'Successful brainstorming is like a well-prepared jazz ensemble, innovating in the moment to solve the same problem. kind of blue is the best selling jazz album of all time.', 'duration': 38.17, 'max_score': 1587.853, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81587853.jpg'}, {'end': 1734.736, 'src': 'embed', 'start': 1700.293, 'weight': 5, 'content': [{'end': 1701.634, 'text': 'I mean so.', 'start': 1700.293, 'duration': 1.341}, {'end': 1706.338, 'text': 'the mechanics of brainstorming are exactly identical to the mechanics of great jazz.', 'start': 1701.634, 'duration': 4.704}, {'end': 1708.34, 'text': 'You have to be expert at your instrument.', 'start': 1706.498, 'duration': 1.842}, {'end': 1709.361, 'text': "Your instrument's your brain.", 'start': 1708.36, 'duration': 1.001}, {'end': 1715.126, 'text': "You have to be willing to be free and connected in the moment to every idea that's on the table.", 'start': 1709.941, 'duration': 5.185}, {'end': 1721.871, 'text': 'And you have to be able to respond without internal criticism or external criticism.', 'start': 1715.746, 'duration': 6.125}, {'end': 1728.537, 'text': 'And your goal is to make something happen that you had no idea of when you started.', 'start': 1722.412, 'duration': 6.125}, {'end': 1734.736, 'text': 'And so the mechanics of this are difficult, and even perfect mechanics do not make great improvisation.', 'start': 1729.412, 'duration': 5.324}], 'summary': 'Brainstorming is like jazz improvisation, requiring expertise, freedom, and openness to new ideas to create unexpected outcomes.', 'duration': 34.443, 'max_score': 1700.293, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81700293.jpg'}, {'end': 1783.91, 'src': 'embed', 'start': 1759.065, 'weight': 3, 'content': [{'end': 1765.066, 'text': "with facilitation to make sure that you're doing it well for at least 100 hours, you're still not even competent.", 'start': 1759.065, 'duration': 6.001}, {'end': 1768.747, 'text': 'And to move from competent to expert is probably going to take you 1, 000 hours.', 'start': 1765.466, 'duration': 3.281}, {'end': 1777.169, 'text': "So even if you brainstorm three hours a week every week on your job, that's only going to get you 150 hours.", 'start': 1769.187, 'duration': 7.982}, {'end': 1783.91, 'text': "And so when you sit down to brainstorm, make sure you're brainstorming with people who are at least expert or at least competent at this.", 'start': 1777.309, 'duration': 6.601}], 'summary': 'It takes 100 hours to be competent, 1000 hours to be an expert, and 150 hours of weekly brainstorming may not be sufficient.', 'duration': 24.845, 'max_score': 1759.065, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81759065.jpg'}, {'end': 1872.591, 'src': 'embed', 'start': 1840.776, 'weight': 4, 'content': [{'end': 1842.016, 'text': 'We do really structured brainstorming.', 'start': 1840.776, 'duration': 1.24}, {'end': 1843.757, 'text': 'We do two hours in the morning and two hours in the afternoon.', 'start': 1842.036, 'duration': 1.721}, {'end': 1847.077, 'text': "That's really different than today is the day we come in and do planning.", 'start': 1844.297, 'duration': 2.78}, {'end': 1849.138, 'text': 'Today is the day we come in and do budgeting.', 'start': 1847.538, 'duration': 1.6}, {'end': 1850.718, 'text': "It's a different behavior.", 'start': 1849.618, 'duration': 1.1}, {'end': 1855.179, 'text': 'And once it becomes a normal behavior, a normative behavior in your organization,', 'start': 1851.198, 'duration': 3.981}, {'end': 1860.301, 'text': "you've started to move the organization from saying the most important.", 'start': 1855.179, 'duration': 5.122}, {'end': 1865.202, 'text': 'clearly, the most important thing we do in the organization is what we spend the most time on right?', 'start': 1860.301, 'duration': 4.901}, {'end': 1872.591, 'text': "So if we spend the most time on planning, it must be that we're not a product organization, we're a planning organization.", 'start': 1866.769, 'duration': 5.822}], 'summary': 'Structured brainstorming for 4 hours daily shifts focus to planning and budgeting, transforming organizational behavior and priorities.', 'duration': 31.815, 'max_score': 1840.776, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81840776.jpg'}], 'start': 1587.853, 'title': 'Jazz ensemble and brainstorming for innovation', 'summary': "Explores the analogy of a jazz ensemble to illustrate the importance of proper preparation and team assembly, emphasizing the impact of talented collaboration on creativity and innovation. it also discusses the parallels between brainstorming and jazz improvisation, emphasizing the importance of practice and expertise, with a recommendation of at least 100 hours of structured brainstorming to achieve competency and 1,000 hours to reach expertise, highlighting the impact of structured brainstorming sessions on an organization's behavior and culture.", 'chapters': [{'end': 1651.203, 'start': 1587.853, 'title': 'Jazz ensemble innovation', 'summary': 'Explores the analogy of a jazz ensemble to illustrate the importance of proper preparation and team assembly in brainstorming, emphasizing the impact of talented collaboration on creativity and innovation.', 'duration': 63.35, 'highlights': ['The importance of proper preparation and team assembly in brainstorming is illustrated through the analogy of a jazz ensemble, emphasizing the impact of talented collaboration on creativity and innovation.', 'Jazz ensemble innovation is likened to brainstorming, highlighting the significance of assembling the right team for problem-solving and creativity.', 'The significance of assembling the right team is emphasized through the example of the best-selling jazz album Kind of Blue, showcasing how a talented ensemble can create groundbreaking work.']}, {'end': 1912.884, 'start': 1653.185, 'title': 'Brainstorming for innovation', 'summary': "Discusses the parallels between brainstorming and jazz improvisation, emphasizing the importance of practice and expertise, with a recommendation of at least 100 hours of structured brainstorming to achieve competency and 1,000 hours to reach expertise, highlighting the impact of structured brainstorming sessions on an organization's behavior and culture.", 'duration': 259.699, 'highlights': ['The importance of practice and expertise in brainstorming, with a recommendation of at least 100 hours of structured brainstorming to achieve competency and 1,000 hours to reach expertise. 100 hours of structured brainstorming for competency, 1,000 hours for expertise', "The impact of structured brainstorming sessions on an organization's behavior and culture, emphasizing the shift towards normative behavior and its influence on the organization's priorities. Shift towards normative behavior and influence on organizational priorities", "The parallels between brainstorming and jazz improvisation, highlighting the need for expert understanding of the 'instrument' (brain), freedom to connect in the moment, and the ability to respond without internal or external criticism. Parallels between brainstorming and jazz improvisation, emphasizing expert understanding, freedom, and response without criticism"]}], 'duration': 325.031, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81587853.jpg', 'highlights': ['The analogy of a jazz ensemble illustrates the importance of proper preparation and team assembly in brainstorming.', 'Jazz ensemble innovation is likened to brainstorming, emphasizing the significance of assembling the right team for problem-solving and creativity.', 'The example of the best-selling jazz album Kind of Blue showcases how a talented ensemble can create groundbreaking work.', 'A recommendation of at least 100 hours of structured brainstorming is given to achieve competency, and 1,000 hours to reach expertise.', "Structured brainstorming sessions have an impact on an organization's behavior and culture, leading to a shift towards normative behavior and influencing organizational priorities.", 'The parallels between brainstorming and jazz improvisation highlight the need for expert understanding, freedom, and the ability to respond without criticism.']}, {'end': 2208.922, 'segs': [{'end': 1938.12, 'src': 'embed', 'start': 1912.904, 'weight': 0, 'content': [{'end': 1920.025, 'text': 'Take your calendar from last week, add up the amount of time you did, different activities, planning, budgeting, creative,', 'start': 1912.904, 'duration': 7.121}, {'end': 1921.225, 'text': 'innovative activities and other things.', 'start': 1920.025, 'duration': 1.2}, {'end': 1926.611, 'text': 'And the thing you spent the most time on is the thing that, Evidently, your organization values the most,', 'start': 1921.766, 'duration': 4.845}, {'end': 1928.753, 'text': "because that's where it's spending all the time and money.", 'start': 1926.611, 'duration': 2.142}, {'end': 1938.12, 'text': 'When you change out some of those behaviors for brainstorming, a new norm is established and a shift in the culture is established,', 'start': 1929.754, 'duration': 8.366}], 'summary': 'Analyze time spent to determine organizational values and initiate cultural change.', 'duration': 25.216, 'max_score': 1912.904, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81912904.jpg'}, {'end': 1990.199, 'src': 'heatmap', 'start': 1949.288, 'weight': 1, 'content': [{'end': 1950.93, 'text': 'Brainstorming actually has four parts to it.', 'start': 1949.288, 'duration': 1.642}, {'end': 1952.611, 'text': 'Only one part is the brainstorming session.', 'start': 1950.95, 'duration': 1.661}, {'end': 1954.132, 'text': 'Most people skip the other three.', 'start': 1952.951, 'duration': 1.181}, {'end': 1955.707, 'text': 'So here are the four parts.', 'start': 1954.847, 'duration': 0.86}, {'end': 1964.37, 'text': "Framing the problem, warming up the actual brainstorm, which is what everybody says they're doing, even though they don't necessarily do it.", 'start': 1958.308, 'duration': 6.062}, {'end': 1965.33, 'text': "that well, but that's the thing.", 'start': 1964.37, 'duration': 0.96}, {'end': 1970.792, 'text': "And then they tend to stop right there, and then they don't do the next step, which is grouping and selecting ideas.", 'start': 1965.87, 'duration': 4.922}, {'end': 1975.653, 'text': 'So you gotta frame a good problem, right? Framing is actually really the reframing thing.', 'start': 1971.832, 'duration': 3.821}, {'end': 1986.076, 'text': "It's the coming up with something that's open-ended enough so A large number of ideas can exist under that question.", 'start': 1975.773, 'duration': 10.303}, {'end': 1990.199, 'text': 'But setting a goal without describing the solution,', 'start': 1987.337, 'duration': 2.862}], 'summary': 'Brainstorming has four parts: framing the problem, warming up the brainstorm, grouping and selecting ideas, and setting open-ended goals.', 'duration': 40.911, 'max_score': 1949.288, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81949288.jpg'}, {'end': 2166.879, 'src': 'heatmap', 'start': 2103.801, 'weight': 0.854, 'content': [{'end': 2113.591, 'text': 'We steal a lot just from, if you come to most d.school classrooms, it almost looks like a kindergarten, because we have Play-Doh and Popsicle sticks.', 'start': 2103.801, 'duration': 9.79}, {'end': 2118.733, 'text': 'And pipe cleaners and construction paper and little scissors.', 'start': 2114.569, 'duration': 4.164}, {'end': 2121.556, 'text': 'But we get people in a building mode.', 'start': 2119.754, 'duration': 1.802}, {'end': 2123.818, 'text': 'We give them clay and we have them play.', 'start': 2121.596, 'duration': 2.222}, {'end': 2131.426, 'text': 'And we do other things to sort of move them out of their critical to their non-judgmental synthesis focus.', 'start': 2124.299, 'duration': 7.127}, {'end': 2138.733, 'text': "In the brainstorm itself, we find that if you have a central facilitator who's writing down all the ideas, it goes too slowly.", 'start': 2133.147, 'duration': 5.586}, {'end': 2147.506, 'text': "Typically a brainstorming team is three to five, don't go much more than five or six or you just can't get enough conversation going rapidly enough.", 'start': 2139.801, 'duration': 7.705}, {'end': 2153.13, 'text': 'Think about it, you never see jazz, improvisational jazz groups that are bigger than six.', 'start': 2148.026, 'duration': 5.104}, {'end': 2158.313, 'text': "By the time they get to eight, 12, 14, it's not really improvisational anymore, they're playing off a score.", 'start': 2154.11, 'duration': 4.203}, {'end': 2162.376, 'text': 'You gotta be able to see each other and react to each other.', 'start': 2159.774, 'duration': 2.602}, {'end': 2166.879, 'text': "So in human beings, that's about a five person circle, no bigger than that.", 'start': 2162.476, 'duration': 4.403}], 'summary': 'D.school classrooms use creative materials to facilitate brainstorming with small teams of 3-5 people for better idea generation and collaboration.', 'duration': 63.078, 'max_score': 2103.801, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82103801.jpg'}, {'end': 2158.313, 'src': 'embed', 'start': 2121.596, 'weight': 2, 'content': [{'end': 2123.818, 'text': 'We give them clay and we have them play.', 'start': 2121.596, 'duration': 2.222}, {'end': 2131.426, 'text': 'And we do other things to sort of move them out of their critical to their non-judgmental synthesis focus.', 'start': 2124.299, 'duration': 7.127}, {'end': 2138.733, 'text': "In the brainstorm itself, we find that if you have a central facilitator who's writing down all the ideas, it goes too slowly.", 'start': 2133.147, 'duration': 5.586}, {'end': 2147.506, 'text': "Typically a brainstorming team is three to five, don't go much more than five or six or you just can't get enough conversation going rapidly enough.", 'start': 2139.801, 'duration': 7.705}, {'end': 2153.13, 'text': 'Think about it, you never see jazz, improvisational jazz groups that are bigger than six.', 'start': 2148.026, 'duration': 5.104}, {'end': 2158.313, 'text': "By the time they get to eight, 12, 14, it's not really improvisational anymore, they're playing off a score.", 'start': 2154.11, 'duration': 4.203}], 'summary': 'Facilitate brainstorming with small teams to enhance creativity and productivity.', 'duration': 36.717, 'max_score': 2121.596, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82121596.jpg'}], 'start': 1912.904, 'title': 'Effective brainstorming techniques', 'summary': 'Focuses on time allocation, organizational values, and the four essential components of effective brainstorming: problem framing, warm-up, idea grouping, and reframing questions. it also highlights the importance of focused questions, transitioning from critical to non-judgmental thinking, and utilizing small brainstorming teams of 3-5 members for rapid conversation and creativity.', 'chapters': [{'end': 2031.292, 'start': 1912.904, 'title': 'Effective brainstorming techniques', 'summary': 'Emphasizes the importance of time allocation as a reflection of organizational values, and highlights the four essential components of effective brainstorming, including problem framing, warm-up, idea grouping, and reframing questions.', 'duration': 118.388, 'highlights': ["The most time spent on an activity reflects the organization's values, thus necessitating a shift in behaviors for establishing new norms and culture.", 'Brainstorming comprises four parts: problem framing, warm-up, idea grouping, and reframing questions, with an emphasis on reframing questions to focus on actions or verbs rather than nouns, which represent solutions.', 'Framing the problem in brainstorming involves creating open-ended questions that allow for a large number of ideas to exist, while reframing questions to focus on actions or verbs is crucial for effective brainstorming.', 'The chapter emphasizes the importance of allocating time to different activities as a reflection of organizational values, with the activity receiving the most time being the one the organization values the most.']}, {'end': 2208.922, 'start': 2032.673, 'title': 'Effective brainstorming techniques', 'summary': 'Emphasizes the importance of focused questions, transitioning from critical to non-judgmental thinking, and utilizing small brainstorming teams of 3-5 members to generate rapid conversation and creativity.', 'duration': 176.249, 'highlights': ['Transitioning from critical to non-judgmental thinking is essential for innovation, achieved by using warm-up exercises and non-traditional materials like Play-Doh and Popsicle sticks.', 'Utilizing small brainstorming teams of 3-5 members is crucial for rapid idea generation and effective conversation, similar to the dynamics of improvisational jazz groups.', 'Emphasizing the importance of using verbs, not nouns, for open-ended questions to focus the energy of the group and avoid abstractness.']}], 'duration': 296.018, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY81912904.jpg', 'highlights': ["The most time spent on an activity reflects the organization's values, necessitating a shift in behaviors for establishing new norms and culture.", 'Brainstorming comprises problem framing, warm-up, idea grouping, and reframing questions, with an emphasis on reframing questions to focus on actions or verbs rather than nouns.', 'Transitioning from critical to non-judgmental thinking is essential for innovation, achieved by using warm-up exercises and non-traditional materials like Play-Doh and Popsicle sticks.', 'Utilizing small brainstorming teams of 3-5 members is crucial for rapid idea generation and effective conversation, similar to the dynamics of improvisational jazz groups.']}, {'end': 2999.735, 'segs': [{'end': 2267.002, 'src': 'embed', 'start': 2210.303, 'weight': 0, 'content': [{'end': 2216.766, 'text': 'You defer judgment because the number one thing that crushes human creativity is fear.', 'start': 2210.303, 'duration': 6.463}, {'end': 2220.215, 'text': "You're afraid you'll be called out to be stupid.", 'start': 2218.174, 'duration': 2.041}, {'end': 2222.017, 'text': "You're afraid you'll say something that's offensive.", 'start': 2220.235, 'duration': 1.782}, {'end': 2224.959, 'text': "You're afraid you'll say something that's so weird that people will look at you funny.", 'start': 2222.037, 'duration': 2.922}, {'end': 2234.431, 'text': "And if we don't make a safe space and disconnect the fear motivation, You'll pre-censor ideas even before you know you've had them.", 'start': 2226.18, 'duration': 8.251}, {'end': 2239.633, 'text': "Literally, things won't even come into consciousness because you'll be in a state of fear.", 'start': 2234.731, 'duration': 4.902}, {'end': 2244.094, 'text': 'We measure people in a brain scanner and we notice the amygdala is firing.', 'start': 2239.693, 'duration': 4.401}, {'end': 2246.355, 'text': 'We notice the fight or flight or freeze response is firing.', 'start': 2244.134, 'duration': 2.221}, {'end': 2249.616, 'text': 'When that is happening, it is almost impossible to be creative.', 'start': 2246.715, 'duration': 2.901}, {'end': 2255.998, 'text': "So you've got to defer judgment and let people feel safe in order to have the kinds of ideas that you want to have.", 'start': 2249.636, 'duration': 6.362}, {'end': 2260.681, 'text': "You're visual because you want to give voice to nonverbal thinking.", 'start': 2256.98, 'duration': 3.701}, {'end': 2263.101, 'text': "About 60% of your brain's a visual processor.", 'start': 2260.901, 'duration': 2.2}, {'end': 2267.002, 'text': "A lot of ideas show up as images, but they can't be put into words.", 'start': 2263.121, 'duration': 3.881}], 'summary': 'Creating a safe space and deferring judgment fosters creativity and allows nonverbal thinking to surface, with about 60% of the brain being a visual processor.', 'duration': 56.699, 'max_score': 2210.303, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82210303.jpg'}, {'end': 2353.907, 'src': 'embed', 'start': 2322.756, 'weight': 3, 'content': [{'end': 2324.117, 'text': 'We call those popcorn brainstorms.', 'start': 2322.756, 'duration': 1.361}, {'end': 2328.54, 'text': 'Everything, you know, ideas just explode randomly from the center of the group.', 'start': 2324.337, 'duration': 4.203}, {'end': 2335.113, 'text': 'When you use a yes and methodology out of improv, the ideas get better and better, much faster.', 'start': 2329.068, 'duration': 6.045}, {'end': 2340.077, 'text': "And encouraging wild ideas because there's always group think in any group.", 'start': 2335.673, 'duration': 4.404}, {'end': 2342.238, 'text': "There's always the sort of stereotypical thinking.", 'start': 2340.277, 'duration': 1.961}, {'end': 2347.622, 'text': "People show up at a brainstorming session with a whole bunch of ideas they've already had and they wanna tell you those ideas.", 'start': 2342.639, 'duration': 4.983}, {'end': 2353.907, 'text': 'Great, those are typically the ideas I refer to as the junk people come with.', 'start': 2348.243, 'duration': 5.664}], 'summary': 'Using yes and methodology from improv leads to faster, better ideas in brainstorming sessions.', 'duration': 31.151, 'max_score': 2322.756, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82322756.jpg'}, {'end': 2457.414, 'src': 'embed', 'start': 2427.416, 'weight': 4, 'content': [{'end': 2432.781, 'text': "And it's like, well, what happened? So you don't want to be judging during the brainstorm.", 'start': 2427.416, 'duration': 5.365}, {'end': 2437.366, 'text': 'But right after the brainstorm is the perfect time to group and select ideas that look promising.', 'start': 2432.822, 'duration': 4.544}, {'end': 2442.005, 'text': "Now here's the deal, if you just select, lots of ideas overlap.", 'start': 2438.16, 'duration': 3.845}, {'end': 2451.797, 'text': 'And so one of the reasons you put them on post is you can kind of cluster all the ideas about changing the way the field service organization works and cluster all the other ideas about the way wheelbarrows have two wheels or five wheels or ten wheels.', 'start': 2442.045, 'duration': 9.752}, {'end': 2457.414, 'text': 'And then you start overlaying some questions on the ideas.', 'start': 2453.071, 'duration': 4.343}], 'summary': 'After brainstorming, group and select promising ideas to avoid overlap. cluster and overlay questions on the ideas.', 'duration': 29.998, 'max_score': 2427.416, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82427416.jpg'}, {'end': 2689.728, 'src': 'embed', 'start': 2658.214, 'weight': 5, 'content': [{'end': 2662.437, 'text': 'Even at the d.school we have a class called Entrepreneurial Design for Extreme Affordability,', 'start': 2658.214, 'duration': 4.223}, {'end': 2670.042, 'text': "where we're trying to work on the big questions poverty, infant mortality, food supply, particularly in the developing world.", 'start': 2662.437, 'duration': 7.605}, {'end': 2671.663, 'text': 'And there was a team that was given a problem.', 'start': 2670.082, 'duration': 1.581}, {'end': 2676.219, 'text': 'to go to Nepal and design really inexpensive, low-cost incubators.', 'start': 2672.536, 'duration': 3.683}, {'end': 2683.644, 'text': 'Because incubators, US incubators, made in the technological world are $40, 000, $50, 000, $60, 000, $70, 000 things.', 'start': 2676.799, 'duration': 6.845}, {'end': 2689.728, 'text': "And there was a theory that the third world or the developing nations couldn't afford incubators, so that we needed a low-cost one.", 'start': 2683.684, 'duration': 6.044}], 'summary': "D.school's entrepreneurial design class aims to create low-cost incubators for developing world, where us incubators cost $40,000-$70,000.", 'duration': 31.514, 'max_score': 2658.214, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82658214.jpg'}, {'end': 2898.448, 'src': 'embed', 'start': 2870.812, 'weight': 6, 'content': [{'end': 2878.798, 'text': "So if you're not willing to act like a venture capitalist, you're not ready for innovation, would be one argument.", 'start': 2870.812, 'duration': 7.986}, {'end': 2883.261, 'text': 'So what the boss can do at his level is change the incentive.', 'start': 2878.818, 'duration': 4.443}, {'end': 2887.564, 'text': 'We actually do incentives for failure, for what we call good failures.', 'start': 2884.242, 'duration': 3.322}, {'end': 2890.306, 'text': 'Failures that you learn a lot from that are highly generative.', 'start': 2887.684, 'duration': 2.622}, {'end': 2891.603, 'text': "So that's what a boss can do.", 'start': 2890.742, 'duration': 0.861}, {'end': 2898.448, 'text': "How do you convince a boss to try this stuff? It's almost always you pick a small project that's not on a critical path.", 'start': 2891.623, 'duration': 6.825}], 'summary': 'Incentivize failure for learning and innovation to convince bosses.', 'duration': 27.636, 'max_score': 2870.812, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82870812.jpg'}], 'start': 2210.303, 'title': 'Fostering creativity and innovative brainstorming', 'summary': "Emphasizes creating a safe space for creativity to address fear's impact, as revealed through brain scans. it also discusses innovative brainstorming techniques such as sketching, building on others' ideas, and selecting and grouping ideas for proactive outcomes.", 'chapters': [{'end': 2267.002, 'start': 2210.303, 'title': 'Creating a safe space for creativity', 'summary': 'Emphasizes the importance of creating a safe space for creativity by addressing fear, which can crush human creativity and hinder the generation of ideas, as revealed through brain scans showing the impact of fear on creativity.', 'duration': 56.699, 'highlights': ['The impact of fear on creativity is highlighted through brain scans showing the amygdala firing and the fight or flight or freeze response, making it almost impossible to be creative.', 'Creating a safe space for creativity is essential to allow nonverbal thinking and visual processing, as about 60% of the brain is a visual processor, and many ideas show up as images that cannot be put into words.', 'Defer judgment to address the fear of being called out or saying something offensive, which can hinder the generation of ideas and lead to pre-censorship of thoughts.']}, {'end': 2999.735, 'start': 2267.382, 'title': 'Innovative brainstorming techniques', 'summary': "Discusses innovative brainstorming techniques, emphasizing the importance of sketching, building on others' ideas, and selecting and grouping ideas for proactive and useful outcomes.", 'duration': 732.353, 'highlights': ['Encouraging stealing and wild ideas in brainstorming sessions leads to better and faster idea generation, using the jazz group model as an example.', "Grouping and selecting ideas into feasible and delightful categories, inspired by Apple's approach, is crucial for proactive and useful brainstorming outcomes.", 'Using empathy to reframe problems was exemplified through a case study of designing low-cost incubators, leading to the creation of a successful infant sleeping bag solution.', 'Changing incentives to promote good failures and convincing bosses to try innovative approaches through small successful projects are essential for transforming organizations into creativity-based entities.']}], 'duration': 789.432, 'thumbnail': 'https://coursnap.oss-ap-southeast-1.aliyuncs.com/video-capture/U499U4TcyY8/pics/U499U4TcyY82210303.jpg', 'highlights': ['Creating a safe space for creativity is essential to allow nonverbal thinking and visual processing, as about 60% of the brain is a visual processor, and many ideas show up as images that cannot be put into words.', 'The impact of fear on creativity is highlighted through brain scans showing the amygdala firing and the fight or flight or freeze response, making it almost impossible to be creative.', 'Defer judgment to address the fear of being called out or saying something offensive, which can hinder the generation of ideas and lead to pre-censorship of thoughts.', 'Encouraging stealing and wild ideas in brainstorming sessions leads to better and faster idea generation, using the jazz group model as an example.', "Grouping and selecting ideas into feasible and delightful categories, inspired by Apple's approach, is crucial for proactive and useful brainstorming outcomes.", 'Using empathy to reframe problems was exemplified through a case study of designing low-cost incubators, leading to the creation of a successful infant sleeping bag solution.', 'Changing incentives to promote good failures and convincing bosses to try innovative approaches through small successful projects are essential for transforming organizations into creativity-based entities.']}], 'highlights': ['The program at Stanford has been teaching design for over 50 years, offering both undergraduate and graduate degree programs in mechanical engineering and product design, led by Bill Burnett, the Executive Director of the Design Program.', 'David Kelly, the founder of the d.school and a pioneer in design thinking, has been a key figure in promoting the concept, with extensive experience in the field and as the founder of a premier innovation consultancy.', 'Design thinking is emphasized as essential for the next generation of innovators and leaders', 'Design thinking is effective for solving large-scale multidisciplinary problems despite the lack of clear boundary conditions and data', 'The inception of design thinking in 1963 and its expansion into a wider domain of problem solving', 'Design thinking emphasizes empathy and brainstorming as crucial starting points for problem-solving, focusing on people and generating hundreds of ideas', 'The chapter emphasizes the need for new behaviors and skills to transform work environments, suggesting that creativity is a simple and natural trait that can be cultivated through training and modeling', 'Reframing problems is highlighted as a powerful tool for generating innovative solutions, with the example of approaching the design of a coffee cup versus creating the Starbucks experience', "The importance of observation, ethnographic techniques, and frameworks in understanding actionable insights from user data is emphasized, with the use of empathy maps and Maslow's hierarchy of needs", 'Empathy mapping is a crucial tool for understanding user behavior and feelings, leading to insights that can be applied to product design.', "Apple's success is attributed to making users feel powerful and not stupid, shifting the focus to user empowerment rather than making them feel inadequate (e.g., feeling inadequate and stupid due to inability to find data on a phone).", 'The importance of engaging emotional intelligence, cultural intelligence, and physical intelligence in a robust brainstorming process to create innovative solutions.', 'Brainstorming, when done properly, creates the opportunity to generate hundreds of ideas, preventing the tendency to grab the first few familiar ideas that are not truly innovative.', 'The analogy of a jazz ensemble illustrates the importance of proper preparation and team assembly in brainstorming.', 'Jazz ensemble innovation is likened to brainstorming, emphasizing the significance of assembling the right team for problem-solving and creativity.', 'The example of the best-selling jazz album Kind of Blue showcases how a talented ensemble can create groundbreaking work.', 'A recommendation of at least 100 hours of structured brainstorming is given to achieve competency, and 1,000 hours to reach expertise.', 'Creating a safe space for creativity is essential to allow nonverbal thinking and visual processing, as about 60% of the brain is a visual processor, and many ideas show up as images that cannot be put into words.', 'The impact of fear on creativity is highlighted through brain scans showing the amygdala firing and the fight or flight or freeze response, making it almost impossible to be creative.', 'Defer judgment to address the fear of being called out or saying something offensive, which can hinder the generation of ideas and lead to pre-censorship of thoughts.', 'Encouraging stealing and wild ideas in brainstorming sessions leads to better and faster idea generation, using the jazz group model as an example.', "Grouping and selecting ideas into feasible and delightful categories, inspired by Apple's approach, is crucial for proactive and useful brainstorming outcomes."]}