Sparking Innovation in HR Using Human- Centered Design

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1 2015 PHRA Annual Cnference, Breakut Sessin 2 Sparking Innvatin in HR Using Human- Centered Design Adam Primi, Onclgy Nursing Sciety Steve Ptter, LUMA Institute 2013 LUMA Institute and its licensrs

2 LEARNING OBJECTIVES 1. Demnstrate a new and innvative apprach t prblem slving in HR 2. Prvide tls and techniques yu can immediately take back t the wrkplace t tackle challenges 3. Teach methds thrugh hands-n prblem slving and real wrld examples LUMA Institute and its licensrs 2

3 ABOUT LUMA INSTITUTE We equip individuals, teams, and rganizatins t accelerate innvatin. The LUMA System f Innvatin helps rganizatins learn and apply the discipline f Human-Centered Design t create new value and drive sustainable grwth LUMA Institute and its licensrs 3

4 ABOUT ONCOLOGY NURSING SOCIETY The Onclgy Nursing Sciety (ONS) is a prfessinal assciatin f mre than 35,000 members cmmitted t prmting excellence in nclgy nursing and the transfrmatin f cancer care 2013 LUMA Institute and its licensrs 4

5 Assignment: Yu wrk fr a cmpany that specializes in flwer vases. Yu have been tasked with designing a new flwer vase t be featured as part f a special prmtin fr Valentine s Day LUMA Institute and its licensrs 5

6 Assignment: Yu wrk fr a cmpany that specializes in flwer vases. Yur team has been challenged t cnceive new and different business ideas. Think abut the challenge: Hw might we help peple display flwers in 2020? 2013 LUMA Institute and its licensrs 6

7 If I had 60 minutes t slve a prblem and my life depended n it, I d spend 55 minutes defining the prblem and then 5 minutes slving it. ALBERT EINSTEIN 2013 LUMA Institute and its licensrs 7

8 Innvatin has histrically been viewed as a specialty 2013 LUMA Institute and its licensrs 8

9 Smething mastered and practiced by nly a handful f scientists and bld entrepreneurs LUMA Institute and its licensrs 9

10 We are entering a new age in which everyne s ability t innvate is ging t matter as much as their ability t read, write and d basic arithmetic LUMA Institute and its licensrs 10

11 Innvatin is a grwing, glbal, scial and ecnmic imperative CREATIVE AGE 2013 LUMA Institute and its licensrs 11

12 Calling fr mre peple t be mre innvative mre ften. Business leaders rank innvatin (creativity) as the 3 rd mst necessary skill in their rganizatin. * 81% f frtune 500 cmpanies have appinted and individual respnsible fr driving innvatin. ** China s gvernment is puring billins f dllars int research and develpment. Their current five-year plan calls fr indigenus innvatin. *** * IBM CEO Study ** Frbes *** The Ecnmist 2013 LUMA Institute and its licensrs 12

13 THE INNOVATION STRUGGLE 50% f business leaders surveyed cnsider their rganizatins deficient at innvatin. DDI 84% f thse same Frtune 500 cmpanies fcused n driving innvatin said they have n effective hlistic apprach t innvatin r well-defined innvatin strategy. FORBES Only 27% f leaders feel they have mastered the elements they will need fr innvatin success ver the next decade. PWC 2013 LUMA Institute and its licensrs 13

14 INFORMATION AGE CREATIVE AGE 2013 LUMA Institute and its licensrs 14

15 WTF? 2013 LUMA Institute and its licensrs 15

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23 S hw? And hw in Human Resurces? 2013 LUMA Institute and its licensrs 23

24 Human-Centered Design 2013 LUMA Institute and its licensrs 24

25 Human-Centered Design The discipline f develping slutins in the service f peple 2013 LUMA Institute and its licensrs 25

26 Human-Centered Design The discipline f develping slutins in the service f peple LUMA Institute and its licensrs 26

27 Design is nt a ne-sht vaccine; it s an innvatin fitness prgram that puts an rganizatin n tp f its game. It is nt an event, it is a way f thinking, cmmunicating and ding every day. HEATHER FRASER Prfessr, Rtman Schl f Business University f Trnt 2013 LUMA Institute and its licensrs 27

28 Human-Centered Design The discipline f develping slutins in the service f peple LUMA Institute and its licensrs 28

29 Everyne designs wh devises curses f actin aimed at changing existing situatins int preferred nes. HERB SIMON Nbel Laureate in Ecnmics 2013 LUMA Institute and its licensrs 29

30 Human-Centered Design The discipline f develping slutins in the service f peple LUMA Institute and its licensrs 30

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32 The LUMA System f Innvatin 2013 LUMA Institute and its licensrs 32

33 CHARACTERISTICS OF INNOVATIVE PEOPLE (KEY BEHAVIOR TRAITS) 2013 LUMA Institute and its licensrs 33

34 CHARACTERISTICS OF INNOVATIVE PEOPLE (KEY BEHAVIOR TRAITS) A. Gd Prblem Framer B. Empathetic/Curius C. Imaginative Visinary D. Iterative, Experimental/Nt Afraid t Fail 2013 LUMA Institute and its licensrs 34

35 CHARACTERISTICS OF INNOVATIVE PEOPLE (KEY BEHAVIOR TRAITS) A. Gd Prblem Framer B. Empathetic/Curius C. Imaginative Visinary D. Iterative, Experimental/Nt Afraid t Fail Right! But Hw? 2013 LUMA Institute and its licensrs 35

36 CHARACTERISTICS OF INNOVATIVE PEOPLE (KEY BEHAVIOR TRAITS) SKILLSET OF INNOVATIVE PEOPLE (THE DISCIPLINE OF HUMAN-CENTERED DESIGN) A. Gd Prblem Framer A-ha! B. Empathetic/Curius C. Imaginative Visinary D. Iterative, Experimental/Nt Afraid t Fail 2013 LUMA Institute and its licensrs 36

37 - THE LUMA SYSTEM OF INNOVATION Lking Methds fr bserving human experience: Understanding Methds fr analyzing challenges and pprtunities: Making Methds fr envisining future pssibilities: ETHNOGRAPHIC RESEARCH PEOPLE & SYSTEMS CONCEPT IDEATION Interviewing Cntextual Inquiry Walk-a-Mile Immersin Fly-n-the-Wall Observatin... Stakehlder Mapping Persna Prfiles Experience Diagramming Cncept Mapping... Thumbnail Sketching Creative Matrix Rund Rbin Alternative Wrlds... PARTICIPATORY RESEARCH PATTERNS & PRIORITIES MODELING & PROTOTYPING What s-n-yur-radar? Build-yur-Own Buy-a-Feature Jurnaling... Affinity Clustering Bull s-eye Diagramming Imprtance/Difficulty Matrix Visualize-the-Vte... Strybarding Schematic Diagramming Rugh & Ready Prttyping Appearance Mdeling... EVALUATIVE RESEARCH PROBLEM FRAMING DESIGN RATIONALE Think-Alud Testing Heuristic Review Critique System Usability Scale... Prblem Tree Analysis Statement Starters Abstractin Laddering Rse, Bud, Thrn... Cncept Psters Vide Scenaris Cver Stry Mck-ups Quick Reference Guides LUMA Institute and its licensrs 37

38 Traditinal (DIRECTED) Human-Centered (EMERGENT) Viability & Feasibility First Then we cnsider hw they apply t peple Having the Right Answer Tp dwn Executin minded Lts f Ideas Divergent thinking Brainstrming Suggestin bxes Rapid Develpment Spec then build Failure is bad Risk Averse Speed t market Putting Desirability First Ideas and Technlgy are inspired by empathy with custmers/stakehlders. Prblem Framing Make sure we re slving the right prblem. Valuable Cncepts Divergent and cnvergent thinking Cncepts are what we need a lt f Rapid Iteratin & Imprvement Experiment Fail early, small, and ften Infrmed risk taker Speed t market tractin 2013 LUMA Institute and its licensrs 38

39 Why des this matter? 2013 LUMA Institute and its licensrs 39

40 BENEFITS OF HUMAN-CENTERED DESIGN Reduces verall develpment csts and mitigates the risk f big failure Helps teams get the right slutin t market, faster Equips yu t tame highly cmplex prblems Prmtes cllabratin and prblem slving Prvides teams a framewrk fr repeatable innvatin 2013 LUMA Institute and its licensrs 40

41 Gd design is gd business. THOMAS J. WATSON, JR. American Entrepreneur and Funder f IBM 2013 LUMA Institute and its licensrs 41

42 HCD helped bst prfits 5%, ffered new revenue streams, and drve 130% increase in stck value. PROCTER & GAMBLE 2013 LUMA Institute and its licensrs 42

43 HCD helped the US Army deply a new digital cmmand system that increased missin efficiency by 300% and reduced training time frm 14 t 1 day 12 mnths ahead f schedule. DEFENSE ADVANCE RESEARCH PROJECTS AGENCY 2013 LUMA Institute and its licensrs 43

44 BENEFITS OF HUMAN-CENTERED DESIGN A prtfli f design-centric cmpanies utperfrmed the S&P Index by 219% frm Surce: January 2015 Design Management Institute Study LUMA Institute and its licensrs 44

45 Strytelling 2013 LUMA Institute and its licensrs 45

46 TO BE SKILLED AT HUMAN-CENTERED DESIGN IS TO BE SKILLED AT 2013 LUMA Institute and its licensrs 46

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50 OTHER POTENTIAL STORIES Steve Develpment Plan Bulls-eye Pittsburgh Mayrs Office LUMA Onbarding/HR Magazine Cver Stry Gas cmpany client services Safety cmmunicatin prttypes 2013 LUMA Institute and its licensrs 50

51 OBSERVING HUMAN EXPERIENCE LOOKING 2013 LUMA Institute and its licensrs 51

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57 What peple say, what peple d, and what they say they d are entirely different things. MARGARET MEAD ANTHROPOLOGIST 2013 LUMA Institute and its licensrs 57

58 ANALYZING CHALLENGES & OPPORTUNITIES UNDERSTANDING 2013 LUMA Institute and its licensrs 58

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63 BULL S - EYE DIAGRAMMING Bull s-eye diagrams help prduct develpment teams understand what is significant and what is irrelevant in rder t prevent feature creep LUMA Institute and its licensrs 63

64 ENVISIONING FUTURE POSSIBILITIES MAKING 2013 LUMA Institute and its licensrs 64

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67 43 peple. 9 teams. 797 ideas in 20 minutes LUMA Institute and its licensrs 67

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70 Yu can use an eraser n the drafting table r a sledge hammer n the cnstructin site. FRANK LLOYD WRIGHT 20 TH CENTURY ARCHITECT 2013 LUMA Institute and its licensrs 70

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73 I have nt failed. I ve just fund 10,000 ways that wn t wrk. THOMAS EDISON ENGINEER, INVENTOR, ENTREPRENEUR 2013 LUMA Institute and its licensrs 73

74 ACTIVITY: PROBLEM FRAMING Let s give it a try! 2013 LUMA Institute and its licensrs 74

75 - THE LUMA SYSTEM OF INNOVATION Lking Methds fr bserving human experience: Understanding Methds fr analyzing challenges and pprtunities: Making Methds fr envisining future pssibilities: ETHNOGRAPHIC RESEARCH PEOPLE & SYSTEMS CONCEPT IDEATION Interviewing Cntextual Inquiry Walk-a-Mile Immersin Fly-n-the-Wall Observatin... Stakehlder Mapping Persna Prfiles Experience Diagramming Cncept Mapping... Thumbnail Sketching Creative Matrix Rund Rbin Alternative Wrlds... PARTICIPATORY RESEARCH PATTERNS & PRIORITIES MODELING & PROTOTYPING What s-n-yur-radar? Build-yur-Own Buy-a-Feature Jurnaling... Affinity Clustering Bull s-eye Diagramming Imprtance/Difficulty Matrix Visualize-the-Vte... Strybarding Schematic Diagramming Rugh & Ready Prttyping Appearance Mdeling... EVALUATIVE RESEARCH PROBLEM FRAMING DESIGN RATIONALE Think-Alud Testing Heuristic Review Critique System Usability Scale... Prblem Tree Analysis Statement Starters Abstractin Laddering Rse, Bud, Thrn... Cncept Psters Vide Scenaris Cver Stry Mck-ups Quick Reference Guides LUMA Institute and its licensrs 75

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77 THE WHAT, WHY, WHEN AND HOW OF PROBLEM FRAMING AKA prblem shaping r prblem finding Invlves refining r explring characterizatins f a prblem Humans are susceptible t Functinal fixedness. Can prfundly influence thughts, behavir and utcmes Key mments thrughut a prject 2013 LUMA Institute and its licensrs 77

78 PROBLEM FRAMING IN SUPPORT OF Facilitating tp-level alignment Facilitating feedback and discussin Generating new ideas t reslve wrkplace issues Narrwing fcus t expend energies effectively; wrk smarter, nt harder Slving the right prblems nw 2013 LUMA Institute and its licensrs 78

79 A gd pair f methds fr framing and reframing a prblem 2013 LUMA Institute and its licensrs 79

80 UNDERSTANDING PROBLEM FRAMING Abstractin Laddering A way f recnsidering a prblem statement by bradening r narrwing its fcus 2013 LUMA Institute and its licensrs 80

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83 NEW PROBLEM STATEMENT In what ways might we reduce ur verall csts NEW PROBLEM STATEMENT In what ways might we imprve ur prfitability? NEW PROBLEM STATEMENT WHY? NEW PROBLEM STATEMENT WHY? In rder t cut ur verall csts. WHY ELSE? In rder t imprve ur prfitability. WHY? INITIAL PROBLEM STATEMENT HOW? INITIAL INITIAL PROBLEM STATEMENT We must reduce ur human capital csts. NEW PROBLEM STATEMENT HOW? HOW? By reducing ur healthcare csts. HOW ELSE? By prmting better health and wellness in the wrkplace. NEW PROBLEM STATEMENT NEW PROBLEM STATEMENT In what ways might we reduce ur healthcare csts? NEW PROBLEM STATEMENT In NEW what PROBLEM ways might STATEMENT we prmte health and wellness in the wrkplace? 2013 LUMA Institute and its licensrs 83

84 NEW PROBLEM STATEMENT In what ways might we reduce ur verall csts NEW PROBLEM STATEMENT In what ways might we imprve ur prfitability? NEW PROBLEM STATEMENT WHY? NEW PROBLEM STATEMENT WHY? In rder t cut ur verall csts. WHY ELSE? In rder t imprve ur prfitability. WHY? INITIAL PROBLEM STATEMENT HOW? INITIAL INITIAL PROBLEM STATEMENT We must reduce ur human capital csts. NEW PROBLEM STATEMENT HOW? HOW? By reducing ur healthcare csts. HOW ELSE? By prmting better health and wellness in the wrkplace. NEW PROBLEM STATEMENT NEW PROBLEM STATEMENT In what ways might we reduce ur healthcare csts? NEW PROBLEM STATEMENT In NEW what PROBLEM ways might STATEMENT we prmte health and wellness in the wrkplace? 2013 LUMA Institute and its licensrs 84

85 NEW PROBLEM STATEMENT NEW PROBLEM STATEMENT In what ways might we reduce ur healthcare csts? NEW PROBLEM STATEMENT In what ways might we make ur cmpany mre attractive t prspective hires? WHY? NEW PROBLEM STATEMENT WHY? In rder t reduce ur healthcare csts. WHY ELSE? In rder t t make ur cmpany mre attractive t prspective emplyees? WHY? INITIAL PROBLEM STATEMENT HOW? INITIAL INITIAL PROBLEM STATEMENT In what ways might we prmte health and wellness in the wrkplace? NEW PROBLEM STATEMENT HOW? HOW? By ffering cmpany-spnsred prgrams t emplyees. HOW ELSE? By ffering cking classes that prmte healthy eating. NEW PROBLEM STATEMENT NEW PROBLEM STATEMENT In what ways might we ffer cmpany-spnsred prgrams? NEW PROBLEM STATEMENT In what ways might we ffer healthy cking classes t staff? 2013 LUMA Institute and its licensrs 85

86 ABSTRACTION LADDERING QUICK GUIDE Identify an initial prblem statement. Make a laddering wrksheet (rungs as blank spaces). Write yur initial statement n the middle rung. Explre varius ptins fr revising the statement. Mve up the ladder by asking Why? Cnsider the ptins (brader than the initial ne). Mve dwn the ladder by asking Hw? Cnsider the ptins (narrwer than the initial ne). Discuss and decide which ptin t use fr ideatin LUMA Institute and its licensrs 86

87 ABSTRACTION LADDERING HELPFUL HINTS Cnsider the use f Statement Starters t reframe. Take a quick pll t help decide which ptin is best. In the end, the initial statement might be the best LUMA Institute and its licensrs 87

88 UNDERSTANDING PROBLEM FRAMING Abstractin Laddering BENEFITS Challenges yur precnceptins Helps yu refcus a prblem statement Builds a shared understanding Prvides a directin fr prblem-slving 2013 LUMA Institute and its licensrs 88

89 Assignment: <Ask fr audience t shut ut sme prblems they face currently> Insert the prblem int an Abstractin Ladder Template and have them wrk individually n their ladder LUMA Institute and its licensrs 89

90 A gd pair f methds fr framing and reframing a prblem 2013 LUMA Institute and its licensrs 90

91 UNDERSTANDING PROBLEM FRAMING Statement Starters An apprach t phrasing prblem statements that invites brad explratin 2013 LUMA Institute and its licensrs 91

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98 Assignment: Using the Abstractin Laddering Template create sme Statement Starters fr a cuple f reframed prblem statements participants made earlier LUMA Institute and its licensrs 98

99 Thank yu! Adam Primi Steve Ptter 2013 LUMA Institute and its licensrs 99