What’s Your Mindset for Prototyping Ideas?

When you need to quickly evaluate whether or not an idea is worthwhile (or will even work), that’s where prototyping comes in. Over at The Amsterdam School of Leadership (or THNK), they’ve broken down the advantages and mindsets required for serious prototyping:

It is virtually impossible to develop creative solutions to complex challenges and get this perfectly right the first time around. Hence prototyping…we have noticed that true innovation leadership means adopting a number of mindsets when prototyping…

Think with your hands. Building a concrete and tangible prototype taps a different source of creativity…When the creator moves his energy from his head to his hands, the idea often improves…Building the prototype surfaces potential misunderstandings, different interpretations or assumptions, and then resolves them.

Bias towards action. …Stop talking about it and do it, build it! One of the big insights from data about prototyping contests is that teams that start building immediately end up with better results than teams that analyze and plan before they start building.

Celebrate Failure. …If the prototype runs smoothly, nothing new will be learned. And prototyping is all about learning! So failures are to be expected and innovation leadership even seeks them out, as long as you get feedback on what went wrong.

Quick and dirty. Rapid prototyping is about churning out one prototype after another. This means resisting the tendency to improve and perfect things before testing them….For a new variation to be born, an old one must die.

Of course, to get the absolute best benefits from prototyping your ideas or solutions, you have to go into the process with the right mindset (and tools). Thankfully THNK covers these mindsets in detail, plus a few tools to help you with your prototypes, over on their website.

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Can’t Fall Asleep? Do a Nighttime Audit

By Dadu Shin

By Dadu Shin

Almost half the people you’ll run into today are suffering from some level of sleep deprivation. This is largely because we don’t know when (or how) to call it a night. Tethered to our devices, work more often than not spills into the precious time that we need to decompress and prepare for a good night’s sleep.

Ron Friedman, author of The Best Place to Work: The Art and Science of Creating an Extraordinary Workplace, suggests that we conduct a “nighttime audit” to better understand where we’re going wrong:
Do a nighttime audit of how you spend your time after work. For one or two evenings, don’t try to change anything—simply log everything that happens from the moment you arrive home until you go to bed. What you may discover is that instead of eliminating activities that you enjoy and are keeping you up late (say, watching television between 10:30 and 11:00), you can start doing them earlier by cutting back on something unproductive that’s eating up your time earlier on (like mindlessly scanning Facebook between 8:30 and 9:00).
It’s not a matter of giving things up, so much as simply rescheduling them. Avoid burnout by understanding how to set yourself up for the expert-recommended minimum 30 minutes that you need to wind down before attempting to sleep.

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Know the Difference Between Having Focus (Noun) vs. Focus (Verb)

By Michael Dales

By Michael Dales

As the story goes, Bill Gates first met Warren Buffett at a dinner. Gates’ mother (and dinner host) asked everyone around the table to identify what they believed to be the most important factor in their success. The two moguls gave the same answer: “Focus.” 

An advocate for focus in work, life and leadership, Greg McKeown, the author of Essentialism: The Disciplined Pursuit of Less, believes that many people mistakenly believe that there’s only one type of focus, when there are in fact two. We often miss the nuance and depth associated with the concept of focus:

Focus as a Noun. 
When people speak of focus they usually mean having a single goal. It is a static thing, a thing you have. This kind of focus conjures pictures of Roger Bannister relentlessly pursuing his goal of breaking the four-minute mile, John F. Kennedy challenging NASA to put a man on the moon within a decade or, coming back to Bill Gates, a vision of a personal computer on every desk. The upside to this kind of focus is clear and compelling: you pursue a single objective and don’t get distracted along the way; you build momentum as many different people aligned behind achieving this one goal.

Focus as a Verb. 
Focus is not just something you have it is also something you do. This type of focus is not static; it is an intense, dynamic, ongoing, iterative process. This kind of focus conjures pictures of Steve Jobs saying to Jony Ive day after day, “This might be crazy, but what if we…” until once in a while the idea took the air out of the room. It’s the constant exploration needed to see what is really going on and what the “noun focus” should be.

Focus is a powerful attribute, especially in a world that is tirelessly trying to compete for your time, energy, and attention. McKeown says that if we want to direct ourselves toward what’s essential, then we need to develop both kinds of focus. It’s the only way to confidently answer the question, “What’s important now?”

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Make a Good Impression: Introduce Yourself by Who You Help

By Leah Pavkov

By Leah Pavkov

Introductions are crucial. As the adage goes, “first impressions are lasting impressions.”  Neuroscientists even found that 7 percent of what people think of you is cemented upon meeting you for the first time.

This explains our aversion to name-droppers, ramblers or the people making it rain business cards at networking events – the “dirty” networkers. Bernard Marr, author of Doing More with Less  recommends a simple adjustment to our personal introductions to make a good impression:

Instead of leading with what you do, lead with who you help. As in, “Hi, my name is Bernard, and I help companies identify and make the best use of their key performance indicators and big data.” Done. You know who I am, what I do, and more importantly, whether or not I can help you or someone you know.

Human beings make snap decisions – our brains are hardwired in this way as a prehistoric survival mechanism. However we can use this to our advantage by focusing on how we help others, rather than flaunting how well we’ve helped ourselves.

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How to See Inspiration in the Everyday

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You can’t force inspiration, but how do you cultivate an environment where you are open to it? When the Los Angeles Hammer Museum’s breakout artist Jennifer Moon was looking for a new source of inspiration, she unexpectedly found it on her 5 a.m. drive from Los Angeles to Big Bear. She noticed the dreamlike, half-conscious state of mind was not only soothing and meditative, but allowed her mind to be open to new ideas:

When I’m driving and things come to me, it’s definitely not forced. The times when I try to force it, it usually doesn’t happen. Really, my only job as an artist is to remain as open as possible and as aware as possible, so for ideas to enter me I have to be open. That’s the only thing I really need to focus on.

 As we learned from Moon’s experience, our mind requires moments of rest to collect, organize and connect the abundance of information from our busy lives. This information is supplied through new experiences; in Moon’s case, driving at 5 a.m. has a completely different ambiance than 5 p.m. And lastly, she found inspiration in the everyday. When on vacation, it’s easy to fully engage in every aspect of a new environment.

The challenge is to keep that wonderment alive in the day to day.

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David Rockwell’s Secret To Design: “What If?”

Portrait of David Rockwell
Architect David Rockwell, in his soon-to-be-published monograph What If…?: The Architecture and Design of David Rockwell, describes how he distills his creative process down into one phrase: “What if?”

A recent FastCoDesign feature quotes Rockwell on his penchant for curiosity:

The central question the firm asks on any project… is “what if?”—a query that opens up what could be cut-and-dry design projects (say, the firm’s umpteenth collaboration with chef Nobu Matsuhisa) to unexpected possibilities, like “what if a restaurant became a hotel?”

“I’m interested in hybrids—what happens when you sort of have various things rub up against each other and infiltrate each other?” [Rockwell] explains. “I think this is a time where barriers between what a hotel is, what an office is, what a restaurant is, what a cultural event is, those are all merging.”

This question powers each of Rockwell’s projects. For example, his current undertaking is something called Chefs Club, a Manhattan restaurant he’s designing that will feature a constant rotation of chefs hosted by Food & Wine. If it weren’t for wondering “what if?” Rockwell would not have opened his mind to the possibility of transforming an airport terminal into a “food theme park” or making the cavernous Kodak Theatre into an elegantly intimate supper club for the 2010 Oscars.

Sometimes in the creative process, the right question is the answer.

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How the Tiniest of Improvements Can Have the Biggest Impact

By Dave Huth

By Dave Huth

It’s easy to feel like making tiny tweaks has minimal overall impact. That’s because we often feel pressure to achieve something concretely noticeable, in so doing overlooking the value of minor victories.

In his newsletter, James Clear shares the concept of “the aggregation of marginal gains.” If you improve every minute thing that relates to a project, goal, or product by just 1 percent, all those small gains add up over time to a massive win:

Most people love to talk about success (and life in general) as an event. We talk about losing 50 pounds or building a successful business or winning the Tour de France as if they are events. But the truth is that most of the significant things in life aren’t stand-alone events, but rather the sum of all the moments when we chose to do things 1 percent better or 1 percent worse.

When you’re making agonizingly slow progress on a project, remember that even just 1 percent improvement across the board can make the difference between total inertia and a breakthrough. After all, 1 percent times 100 is 100 percent.

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