Penn Impact Lab Student Workbook
Grand Canyon, Arizona May 15 - 21, 2018 1
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Welcome to the Penn Impact Lab Welcome p.03 Course Objectives and Values p.04 House Rules p.05 Schedule p.06 Student and Staff Bios p.08 May
16, 2018 p.10 Intention Setting p.12 Entrepreneurship Tools and Models p.13 Introduction to Design Thinking p.24
May 17, 2018 p.38 Design Things Tools and Models p.40 May 18, 2018 p.50 Field Notes p.52 May 19, 2018 p.54 Persuasive Storytelling p.56 May 20, 2018 p.60 Life Lab p.62 Design our Community p.77 May 21, 2018 p.78
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2018 PENN IMPACT LAB
Objectives Our goals for Penn Impact Lab fall in three major categories: self-development, community development, and global social impact. In addition to our core goals, we seek to cultivate certain mindsets throughout PIL that we see as integral to the success of a social impact leader. We accomplish our mission by: 1. Introducing students to the concepts and practices of social entrepreneurship; 2. Introducing students to the components of a successful social enterprise; 3. Training students to view the world from a perspective of social innovation; 4. Encouraging and empowering students to develop their own innovative solutions to different social problems around the world; and 5. Introducing students to real social issues and social innovations in a real-world setting.
Our Center’s Values
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Lead with Empathy
Establish Intention
Build Community
Create Every Day
Believe in a Better World
Make It Happen
2018 PENN IMPACT LAB
House Rules These guidelines are compiled from Grand Canyon National Park’s rules for visitors and volunteers, and CSIS’ code of conduct. We expect these will help us all have a safe and productive learning experience. SHARED AGREEMENTS Take Care of our Shared Home • Quiet hours 10pm-6am • No food in Albright Training Center • Beverages in covered containers • Leave no trace: Pick up for yourselves + classmates Keep an Eye Out for Each Other • Prioritize safety • Buddy system for hike, runs, etc. • Keep a distance from elk! Full Engagement • Preserve space for learning, inclusivity, vulnerability, and creativity • No cell phones or laptops during programming • Digital detox: consider leaving laptops at home and cell phones off. • Full attendance in all required class activities. • Adhere to UPenn’s drug and alcohol policy • No smoking within 25 feet of buildings Hiking Guidelines • If you intend to hike for more than 1 hour, plan to leave before 10am or after 4pm. • Make sure to bring: Brimmed hat; Sunglasses; 2 reusable water bottles at least 16 oz; 100 calories for each hour of hiking (ie, handful of nuts or 1/2 muffin); Backpack to carry water and food CONTACT INFORMATION Ariel Schwartz Anna Dausman 607.227.5269 404.247.9374
RECREATIONAL CENTERS IN THE PARK Grand Canyon Visitors Center 9:00 AM to 5:00 PM 1.9 Miles from Albright Training Center Yavapai Geology Museum 8:00 AM to 7:00 PM 2 Miles from Albright Training Center Verkamp’s Visitor Center 8:00 AM to 7:00 PM 0.9 Miles from Albright Training Center RANGER PROGRAMS & HIKES • Fossil Walk 9:00 AM - 10:00 AM Daily Location: Bright Angel Trailhead This easy 1/2-mile (0.8 km) one-way walk explores an exposed fossil bed along the rim. • History Walk 10:30 AM - 11:15 AM Daily Location: Verkamp’s Visitors Center Join a ranger to discover different stories of humankind’s enduring relationship with the canyon. • Geology Glimpse 2:00 - 2:30 PM and 3:30 - 4:00 PM Daily Location: Yavapai Geology Museum Learn how Grand Canyon formed while exploring Yavapai Geology Museum during this short introductory talk. • Bright Angel Trail Up to 10 Miles, 4380’ Elevation Change 1.2 Miles from Albright Training Center
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2018 PENN IMPACT LAB
Schedule Tuesday, May 15th
Wednesday, May 16th
5:00pm Arriving and Getting Settled
7:30am Breakfast
6:00pm Welcome Tour
8:30am Introductions
8:00pm Dinner & PAKS
Entrepreneurship Tools and Models 1:00pm Lunch 2:30pm Persuasive Communication 3:30pm Introduction to Design Thinking 6:00pm Dinner
Saturday, May 19th
Sunday, May 20th
6:30am Rise & Shine (Optional)
6:30am Rise & Shine (Optional)
7:30am Breakfast
7:30am Breakfast
8:30am Service
9:30am Life Lab
Lunch
1:00pm Lunch
1:30pm Small-Group Dialogue
2:30pm Odyssey Planning
3:00pm Persuasive Presentations
4:00pm Scenario Planning for Organizations
6:00pm Dinner
5:00pm Packing Time 6:00pm Dinner 7:29pm Sunset 8:00pm Variety Show
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Thursday, May 17th
Friday, May 18th
6:30am Rise & Shine (Optional)
7:30am Breakfast
7:30am Breakfast
8:30am Free Day
9:00am Design Thinking Tools and Mindsets
Entrepreneurship Exercise A Entrepreneurship Exercise B 1:00pm Lunch
5:00pm Check In
2:30pm Service
5:30pm Dinner in the Park
8:00pm Dinner
8:00pm Evening Program
Monday, May 21th
Locations Legend
5:00am Sunrise Hike
Karraker Lounge
7:30am Breakfast
Albright Training Center
8:30am Shuttle Departs for Phoenix Airport
Outdoors
Shuttle ETA at Phoenix Airport
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2018 PENN IMPACT LAB
Meet the Students
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Alex Wong wongalex@sas.upenn.edu Biology & Economics, Class of 2019 Palo Alto, CA
Isabel Zapata izapata@sas.upenn.edu Biology, Class of 2019 Virginia
Amanda Ngo amngo@wharton.upenn.edu International Studies & Business, Class of 2020 Auckland, New Zealand
Jeffery Gao jeffgao@wharton.upenn.edu Wharton, Class of 2019 Vancouver, Canada
Amber Dietrich damber@upenn.edu Nonprofit Leadership, Masters Student Lawrenceville, NJ
Jennifer Langer langerje@sas.upenn.edu Urban Studies, Class of 2019 Villanova, PA
Aula Ali aulaali@sas.upenn.edu Economics, Class of 2020 Khartoum, Sudan
JJ Vulopas jvulopas@wharton.upenn.edu Wharton, Class of 2019 Lititz, PA
Benjamin Worsham bworsham@wharton.upenn.edu International Studies & Business, Class of 2019 Chattanooga, TN
Julia Slater juslater@sas.upenn.edu Education, Masters Student Burbank, CA
Carmen Lau carlau@wharton.upenn.edu Wharton, Class of 2020 Glen Burnie, MD
Katelyn Stoler kastoler@upenn.edu Nonprofit Leadership, Masters Student Philadelphia, PA
Caroline Scown caroline.scown@gmail.com Political Science, Class of 2019 Hong Kong, Hong Kong
Kaylee Slusser kslusser@sas.upenn.edu Art History & PPE, Class of 2019 Mocanaqua, PA
Danielle Gelb danigelb@seas.upenn.edu Mechanical Engineering, Class of 2019 Columbia, MD
Kevin Bui kevinbui@seas.upenn.edu Bioengineering, PhD Student Portola Valley, CA
Lauren Grow lgrow@upenn.edu Nonprofit Leadership, Masters Student Unionville, PA
Soomin Shin soomins@sas.upenn.edu PPE, Class of 2019 Cary, NC
Matthew Mizbani mmizbani@wharton.upenn.edu Wharton, Class of 2019 Schenectady, NY
Tonna Obaze tobaze@sas.upenn.edu PPE, Class of 2019 Iselin, NJ
Mohammad Oulabi oulabi@sas.upenn.edu Logic and Computer Science, Class of 2020 Aleppo, Syria
Varun Vallabhaneni vvarun@wharton.upenn.edu Wharton, Class of 2019 Columbus, OH
Sonali Dane sdane@wharton.upenn.edu Wharton, Class of 2019 Ho Chi Minh City, Vietnam
Willy Thomas thomaw@sas.upenn.edu Political Science, Class of 2019 Scottsdale, AZ
Meet the Staff Ariel Schwartz Managing Director ariel@socialimpactstrategy.org
Todd Nelson Grand Canyon National Park todd_nelson@nps.gov
Anna Dausman Program Coordinator anna@socialimpactstrategy.org
Sam Orskog Chef sam.orskog@gmail.com
Kaveh Sadeghian Creative Director kaveh@socialimpactstrategy.org
Kyle Orskog Sous Chef
Ben Weimer Student Intern weimerbe@sas.upenn.edu 9
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GOETHE
“Whatever you do or dream you can do, begin it. Boldness has genius and power and magic in it.�
Wednesday, May 16, 2018
REFLECTION
Daily Log I am grateful for... 1. 2. 3. What would make today great? 1. 2. 3.
3 amazing things that happened today 1. 2. 3. How could I have made today even better?
Adapted from The Five Minute Journal: A Happier You in 5 Minutes a Day
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SESSION
Setting Intentions 1 is what matters to me.
I'm here because...
2
This is who I am:
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VALUES W H AT I ' M LOOKING FOR
ACTIONS WH AT I'll CONTRIBUTE
... and this is how I'll represent myself with my community.
SESSION
Entrepreneurship Tools and Models Ecosystem Models Asset Map Competitive Analysis Evaluating Alliances
Questions that Ecosystem Models Help Answer: • What else is • Who/What might you happening around design with? the stakeholders x the problem Things you might look for: • Assets • • Partners (Competitors) • • Projects •
Stakeholder Models Stakeholder Segmentation Customer Journey Empathy Map
Culture Norms Power
Questions that Stakeholder Models Help Answer: • Who experiences a perspective of: the problem you touch? problem; a solution • Who cares about your already available; your work solution • What is the experience from the stakeholder’s Clients you might seek to better understand: • Customers • Funders • Clients • Team • Beneficiaries • Government
Choice Models theories of change Theory of Change Portfolio Analysis Performance Scorecard
What do Choice Models Illuminate? • Controllable features • What you are doing to internal to the participate in public organization. problem-solving What you might look for: • Values • Norms • Routines • Policies • Action plans
• • •
Budgets & expenditure Income generation Performance assessment
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TOOLS & MODELS |
ECOSYSTEM MODELS
Asset Map
Individual
Youth Elderly Artists Skills Activists Labor force Experience Income
Groups
Clubs Businesses Sports leagues Cultural groups Places of Worship Neighborhood associations Philanthropic organizations
Institutions
Government Libraries Hospitals Schools Parks Public art Museums Newspapers Industry Infrastructure
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Questions this tool helps answer: • What do you need to know about this community?
•
How might you learn?
Things you might look for: • Demographic Information • Physical Characteristics • Belief Systems • Power Structures
• • •
Contemporary Issues History Economic, Civic, Social, Physical, and Cultural Assets
TOOLS & MODELS |
ECOSYSTEM MODELS
Competitive Analysis Trait 1
Trait 2
Trait 3
Trait 4
Trait 5
Trait X
Competitor 1 Competitor 2 Competitor 3 Competitor 4 Competitor 5 Competitor X Focal Venture
Similar Product
Similar Audience
Similar Geography
1.
1.
1.
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3.
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4.
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5.
5.
5.
6.
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6.
7.
7.
7.
8.
8.
8.
9.
9.
9.
10.
10.
10.
X.
X.
X.
Questions this tool helps answer: • What key criteria distinguish my venture from others? • How do criteria change depending on audience? • Which of these criteria are long-term stable advantages, and which could change at any minute?
• •
What important advantages do my competitors have that I lack? How might I leverage strategic partnerships or other tactics to overcome these differences
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TOOLS & MODELS |
ECOSYSTEM MODELS
Evaluating Alliances Resources
Give
Receive
Pool / Create
Expertise
Material Assets
Social Capital
Organizational Culture and Mission
Questions this tool helps answer: • How might two ventures work together to • create social impact? • What does your venture offer, from the • potential partner’s perspective?
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Terms and Definitions: • Expertise: Knowledge, unique • capabilities, skills, experience • Material Assets: Money, time, technology, • infrastructure • Social Capital: Relationships with clients • or sponsors, reputation, brand identity, credibility • Organizational Culture and Mission: Purpose, values, ways of doing things, character and style of leadership, employee engagement
What does your partner do that you can’t, in service of your mission? What unique social benefit can come as a result of this partnership?
Give: What your venture will contribute to the partnership Receive: What the potential partner will contribute Pool/Create: The unique social benefit that will come as a result of this partnership
TOOLS & MODELS |
STAKEHOLDER MODELS
Stakeholder Segmentation People
Product or Service
Distribution Channel
Price
Promotion
Note: Each row tells a story from the stakeholder’s perspective about how they experience an offer Terms and Definitions: • People: Input, Throughput, Output Publics. Differentiated by geography, demographic, behavior, attitude, or task they’re trying to accomplish • Product or Service: from that person’s perspective
• • •
Price: Can be money, time, brainspace, opportunity cost Distribution Channel: Where the message is heard Promotion: A rational, emotional, moral message said directly to the stakeholder
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TOOLS & MODELS |
STAKEHOLDER MODELS
Reflection
Exit & Ending
User & Engagement
Decision
Orientation & Interactions
Research & Discovery
Awareness
Customer Journey
Actions Environments Interactions Objects Users Emotions
Questions this tool helps answer: • What is the experience from the stakeholder’s perspective? (i.e., the problem, a solution already available, your solution, etc.) Terms and Definitions: • Actions: What activities are people engaged in? • Environments: Note physical / virtual spaces and locations. What’s unique about them? How do they support or frustrate people? • Interactions: Who interacts with users in this context? What’s the purpose of the interactions? What’s the tone? 18
• •
Who experiences a problem you touch? Who cares about your work
•
Objects: Are there any objects being used? If so, how, and why are they important? Users: Listen to the person you observe. What words do they use to describe this journey? Emotions: What is the range of emotions people are expressing? What stimuli are they responding to?
• •
TOOLS & MODELS |
STAKEHOLDER MODELS
Empathy Map
Think and Feel
Hear
See
Say and Do
Wants and Needs
Fears and Frustrations
Stakeholders you might seek to better understand: • Customers • Funders • Clients • Team • Beneficiaries • Government 19
TOOLS & MODELS |
CHOICE MODELS
Theory of Change Inputs
Activities
What resources and What are the key assets do we need activities we need to do our work? to carry out to deliver value to our key customers?
Outputs
Outcomes
What observable, quantifiable, measurable indicators demonstrate that we are faithfully doing our activities, and give some indication that those activities immediately helped someone?
If these outputs happen in sufficient quantity, how will key features of peoples’ lives improve?
Impact How will the world look different if these outcomes come to pass?
theories of change theories of change
Mission Critical? (Y/N)
In Venture’s Control? (Y/N)
1. 2. 3. X.
When assessing theories of change, consider: • What are the key hypotheses that must be • true in order to achieve the impact I seek? • What is the venture’s overarching Theory of Change – how it will convert resources to activities to qualitative and quantitative societal improvements? • What are the 100s of theories of change (ex., we can buy a key piece of equipment for $X, the weather will allow us to hold our event, people care about apps) that undergird the Theory of Change? 20
How might we reduce the number of theories of change that are out of our control, by bringing them under our control or for proactively planning around them?
TOOLS & MODELS |
CHOICE MODELS
Portfolio Analysis
High
High
Sustaining Necessary evil? How might the activity realign with mission?
Beneficial Best of all worlds. Invest in program growth.
Detrimental No redeeming qualities. Spin off, outsource, or cut.
Worthwhile Satisfying. Good for society. Seek sponsors, alternate revenue strategies, ways to cut costs.
Financial Return
Low
Low
Social Return
Questions this tool helps answer: • Where do activities, projects, and programs fall along the matrix? • What is the venture’s mix of sustaining, detrimental, worthwhile, and beneficial activities?
•
What opportunities are revealed, or changes needed based on this analysis?
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TOOLS & MODELS |
CHOICE MODELS
Performance Scorecard Social Impact
Past Year
Target
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X.
Financial Sustainability
Past Year
Stakeholder Satisfaction
Target
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1.
2.
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3.
3.
X.
X.
Terms and Definitions: • Social Impact: Logic model outputs & outcomes • Quality of Product/Service: Outputs, error rates
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Quality of Product
• •
Past Year
Target
Past Year
Target
Financial Sustainability: Profit, liquidity, efficiency, resource diversification, key ratios Stakeholder Satisfaction: Clients, donors, partners, staff, board, volunteers
TOOLS & MODELS |
CHOICE MODELS
Additional Considerations What questions might you ask? • What is the key hypothesis about how this organization will change the world? • What hypotheses have to be true in order for that theory of change to become reality? • What is happening in the organization, and how do these activities support the mission and/or organizational health? • How do we know whether the organization is healthy, faithfully administering its activities, meeting stakeholder needs, and achieving its theory of change?
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SESSION
Introduction to Design Thinking
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Design research both inspires imagination and informs intuition through a variety of methods with related intents: to expose patterns underlying the rich reality of people’s behaviors and experiences, to explore reactions to probes and prototypes, and to shed light on the unknown through iterative hypothesis and experiment. 25
JANE FULTON SURI
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Design Thinking for Social Innovation Design Challenge
How might we redesign the morning routine?
Define
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Discover
Ideate
Prototype
Iterate
Participants Groups of 2
Time 8 minutes
Activity Interviewing
Skill Empathy
Mindset Be Curious
Discover Interview your Partner Ask your Partner about the last time they woke up at home. Capture what they said here:
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Discover
Participants Groups of 2
Time 8 minutes
Activity Interviewing 2.0
Skill Empathy
Iterate
Dig Deeper. Probe into areas that seem interesting, continue to ask “why� until you get to the underlying motivations, beliefs, and meaning. Record your findings here:
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Mindset Deepen
Participants Solo
Time 3 minutes
Activity Capture Raw Learnings
Skill Converging
Mindset Motivate
Synthesize Capture your findings Needs: What is your Partner really trying to accomplish? (Tip: Use verbs!)
Insights: What are the nuggets of wisdom you uncovered that will best inform your design (e.g. emotions, motivations, values)? (Tip: Think revealing, non-obvious, and authentic.)
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Participants Solo
Time 3 minutes
Activity Craft your Challenge
Skill Framing
Define Your Problem Statement: (Tip: Keep it short, specific, and to the point.)
Partner
needs to find a way to Underlying Need
in order to Powerful Insight
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Mindset Strategic
Participants Solo
Time 5 minutes
Activity Sketch Ideas
Skill Diverging
Mindset Be Playful
Ideate Sketch at least 5 wild ideas you can come up with to meet your Partner’s needs. Be sure to add a short, concise label to each drawing.
Keep sketching! There's more room on the other side of this page. 31
Participants Solo
Time 5 minutes
Activity Sketch Ideas
Skill Diverging
Ideate Brainstorming Rules from IDEO Defer judgement Encourage wild ideas Build on the ideas of others Stay focused and on topic One conversation at a time Be visual Go for quantity
Reserved for wild ideas (continued from the prior page) 32
Mindset Be Playful
Discover
Participants Groups of 2
Time 8 minutes
Activity Request Feedback
Skill Converging
Mindset Sense
Iterate
Gather feedback from end users. Capture your Partner’s feedback here. What was most memorable? What do you have questions about? What might you do differently?
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Participants Solo
Time 15 minutes
Activity Generate your Solution
Skill Prototyping
Mindset Build to Think
Prototype Take your feedback and get tangible with your idea. Sketch out your big idea here and then build your solution using prototyping materials provided (get creative!). Create something your Partner can interact with.
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Participants Groups of 2
Time 8 minutes
Activity Request Feedback
Skill Idea Refinement
Mindset Experiment your way forward
Iterate Gather feedback... again! Capture your Partner’s feedback here. What was most memorable? What do you have questions about? What might you do differently? Ideas?
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Design Thinking for Social Innovation Debrief
Define
Discover
Ideate
Prototype
What aspects of design thinking might be useful in working on your venture?
Identify one thing that surprised you today.
Document one "aha!" moment that you experienced today.
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Iterate
DESIGN THINKING FOR SOCIAL INNOVATION
Additional Considerations The design process moves between: •
Divergence
•
Convergence
Generally, expect the following phases: •
Inspiration Empathy Diverse viewpoints Challenging assumptions Building new mental models
•
Ideation “Yes and...” Open up Many undeveloped ideas No idea is precious
•
Iteration Continuous improvement Useable Useful Improves an experience
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BUDDHA
“Thousands of candles can be lighted from a single candle, and the life of the candle will not be shortened.”
Thursday, May 17, 2018
REFLECTION
Daily Log I am grateful for... 1. 2. 3. What would make today great? 1. 2. 3.
3 amazing things that happened today 1. 2. 3. How could I have made today even better?
Adapted from The Five Minute Journal: A Happier You in 5 Minutes a Day
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SESSION
Design Thinking Tools and Models
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DESIGN THINKING TOOLS AND MODELS
Understand Empathy Empathy is a mindset and a behavior. Empathy is emotional, historical, and logical. Doing empathy: Learning someone’s feelings, perspective, experience. Goals: De-isolate + Be an ally -> Improve an experience To improve someone’s experience, to reduce isolation, be an ally, or design a product, you must understand the experience from their perspective. Empathy is not self-centered. X Experiencing someone’s feelings
Not Possible
X Sympathizing with someone
Not Useful
X Seeking agreement
Not Relevant
X Imposing feedback or advice
Distracting at Best
X Asking leading, normative, or future-oriented Advice disguised as a questions: “Have you thought about...” “What if you did...” question
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DESIGN THINKING TOOLS AND MODELS
Check your Baggage To understand someone’s experience from their perspective, you must explore how your experience is an asset and liability to information-gathering.
Your professional expertise and direct experience with your subject can help you and undermine you. Your lack of personal or professional knowledge with your subject can help you and undermine you.
Before you start any project that’s intended to help someone, write down: • Your relevant experience and knowledge (Self-interview, Empathy Map) • Your understandings about the people you care about and the problem you think they face (Check your Baggage, Customer Journey Map)
Gather Information Listen. Observe. Ask. Practice interviewing: Ask diverse, average, & extreme users. For interviews to be useful ideation inputs, get clarity before jumping to the next question! Power Dynamic: Hierarchies and structures can affect who you need to interview, who you can or should interview, all parties’ interview conduct, and more. Ethical Research: Do no harm. Before asking a vulnerable person anything: • Build a research plan and interview questions that pass ethical review • Ask nothing you can learn online or at the library • Don’t (over)promise Framing: Use empathy, customer journey, & mind maps to help organize info.
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DESIGN THINKING TOOLS AND MODELS
How Might We Anatomy of the "How Might We" HOW MIGHT WE
Creative Confidence Provider. The "how" assumes there are solutions out there. Failure is okay. We can put ideas out there that "might" work or might not-- either way, it's okay. We're in this together. We are going to build on each others' ideas, and it's together that we'll find better solutions.
Adapted from Warren Berger’s Article: https://hbr.org/2012/09/the-secret-phrase-top-innovato
Crafting your Design Challenge
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1
Focus on a need (rather than a functional benefit)
2
Choose a challenge that is ambitious, yet achievable
3
Keep it broad enough to discover unexpected values
4
Keep it tight enough to make the topic manageable
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Phrase it as a goal (e.g., to understand how people manage their time within the context of their social lives).
Write a HMW Statement.
What’s stopping you from doing this?
Why would you want this?
Iterate your HMU.
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DESIGN THINKING TOOLS AND MODELS
Brainstorming The 7 Rules of Brainstorming
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1
Defer judgment. You never know where a good idea is going to come from. The key is to make everyone feel like they can say the idea on their mind and allow others to build on it.
2
Encourage wild ideas. Wild ideas show what we really want without constraints. We can then take those magical possibilities and perhaps invent new technologies to deliver them.
3
Build on the ideas of others. Being positive and building on the ideas of others take some skill. In conversation, we try to use "and" instead of "but."
4
Stay focused on the topic. Keep the discussion on target, otherwise you can diverge beyond the scope of what we're trying to design for.
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One conversation at a time. It's easy to have a lot of conversations happening at once. Always think about the topic and how this could apply.
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Be visual. Nothing gets an idea across faster than drawing it. Doesn’t matter how terrible of a sketcher you are! It's all about the idea behind your sketch.
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Go for quantity. Aim for as many new ideas as possible. In a good session, up to 100 ideas are generated in 60 minutes. Crank the ideas out quickly.
Considerations for Rapid Prototyping Build to think. Making something stimulates different parts of your brain, and is a great way to jumpstart your creativity. The goal is to quickly get an idea, experience, or product in front of the people you’re designing. Get your ideas out of your head so you can test your assumptions. It doesn’t have to be pretty. Better to test a miserable failure and learn from it, rather than take ages making a beautiful, highly refined prototype. It’s ok if it’s ugly, and covered in tape, just make something. You’re trying to learn something from every prototype. You don’t have to get it right the first time. The goal is to learn from your customers, not to show off how smart you are! Before you make your prototype, know what questions you are trying to answer: “Will they use it?”, “Which option do they prefer?”, “How long will they wait?” Get into character. A quick way to test out an idea is to act it out. Your audience’s reactions will surprise you. Be a helpful “tour guide” for the experience, or be a character that helps to engage your users. Make it experiential. Design a fully immersive experience. Remember to include people, space, costumes, props and the environment to your advantage. Design for all five senses, and user emotions, too. Get feedback in context. Test your prototype with real customers in the context of where they will be using it. Be an empathetic listener, and aim to collect authentic responses to your design. Iterate & iterate, again. Use your feedback to iterate, and improve your idea and prototype. A prototype should always be evolving to something better and more informed by your customer’s needs and desires.
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DESIGN THINKING TOOLS AND MODELS
Storyboarding
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Title:
Title:
Concisely describe what is happening:
Concisely describe what is happening:
Title:
Title:
Concisely describe what is happening:
Concisely describe what is happening:
It's important to break your idea into bite-sized pieces that can be easily made and tested. A great way to do this is by creating a customer journey: a visualization of the end-to-end experience a customer might have with your idea over time. (It is also sometimes referred to as a “experience map.�)
Title:
Title:
Concisely describe what is happening:
Concisely describe what is happening:
Title:
Title:
Concisely describe what is happening:
Concisely describe what is happening:
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ALBERT EINSTEIN
“Look deep into nature, and then you will understand everything better.”
Friday, May 18, 2018
REFLECTION
Daily Log I am grateful for... 1. 2. 3. What would make today great? 1. 2. 3.
3 amazing things that happened today 1. 2. 3. How could I have made today even better?
Adapted from The Five Minute Journal: A Happier You in 5 Minutes a Day
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FREE DAY
Field Notes
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ALBERT CAMUS
“Were it not for the storytelling, civilization would destroy itself.”
Saturday, May 19, 2018
REFLECTION
Daily Log I am grateful for... 1. 2. 3. What would make today great? 1. 2. 3.
3 amazing things that happened today 1. 2. 3. How could I have made today even better?
Adapted from The Five Minute Journal: A Happier You in 5 Minutes a Day
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SESSION
Persuasive Storytelling
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10 Priciples of Storytelling 1. Tell your story as if you’re telling it to a friend: this applies no matter where you are or who your audience is. 2. Set the GPS: give the place, time, setting, and any relevant context. Keep it factual, short and sweet. 3. Action! Use active verbs or, as I like to say, ‘Think Hemingway’: spice up your verb choices but keep them succinct. Invest in a thesaurus (or a free app). Avoid multisyllabic, erudite, four-dollar words, over-intellectualising, philosophising, qualifying. See how many I just used? It’s boring to keep reading them, isn’t it? 4. Juxtapose: take two ideas, images, or thoughts and place them together. Let them collide. Remember German philosopher, Friedrich Hegel, here: that in posing two opposing ideas, a whole new idea is created (thesis + antithesis = synthesis). This tool wakes up your audience, and is the root of many successful stories. 5. Gleaming detail: choose one ordinary moment or object that becomes a ‘gleaming detail’. Something that best captures and embodies the essence of the story. Make the ordinary extraordinary. 6. ‘Hand over the Spark’: reflect on the experience or idea that originally captivated you and simply hand it to your audience as if it were aflame. Carry the fire. 7. Be vulnerable: dare to share the emotion of your story. Be unafraid to ask your audience what you questioned along the way so they share your doubt, confusion, anger, sorrow, insight, glee, delight, joy, epiphany. 8. Tune in to your sense memory: choose the strongest of the five senses in your story and use it to make a deeper connection with your audience. There is always one primary sense that dominates every memory. 9. Bring yourself: a story is as much about you as anything else. 10. Let go: hand over your story, letting it build to its natural, emotional punchline, then end it and get out fast. Leave the audience wanting more. Less is more. Aparted from Do/Story by Bobette Buster
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PERSUASIVE STORYTELLING
Workshop your Story
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YUVAL NOAH HARARI
“What I try to focus on is not to try to stop the march of technological progress. Instead, I try to run faster. If Amazon knows you better than you know yourself, then the game is up.”
Sunday, May 20, 2018
REFLECTION
Daily Log I am grateful for... 1. 2. 3. What would make today great? 1. 2. 3.
3 amazing things that happened today 1. 2. 3. How could I have made today even better?
Adapted from The Five Minute Journal: A Happier You in 5 Minutes a Day
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SESSION
Life Lab
Key Mindsets
Bias Towards Action
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Radical Collaboration
Curiosity
Reframing
Self-Awareness
LIFE LAB
Balance Dashboard Current Dashboard
Revised Dashboard
LOVE 0 FULL
LOVE 0 FULL
PLAY 0 FULL
PLAY 0 FULL
WORK 0 FULL
WORK 0 FULL
HEALTH 0 FULL
HEALTH 0 FULL
Awareness Questions: 1. What do you observe (and are you being fair?)
3. What would you get if you could attain this revised level of balance? How would life (really) change for you?
2. If you could make one incremental adjustment, what would it be? Redraw your revised, improved dashboard.
4. What incremental change could you attempt to move in this direction? What would it take to live this way for two weeks?
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LIFE LAB
Your Workview Write a short reflection about your workview. This should take about 20 minutes and be about 250 words. It is your definition for what good work deserves to be. Please note that this is not a job description. It is not what work you want to do, but why you work.
Examples of questions to answer: • Why work? • What’s work for? • What does work mean? • How does it relate to the individual, others, society? 64
• • •
What defines good or worthwhile work? What does money have to do with it? What does experience, growth and fulfillment have to do with it?
LIFE LAB
Your Lifeview What kind of values and perspectives provide the basis of your understanding of life? What matters to you? Take 20 minutes to reflect and write about 250 works. The questions are to provoke your thinking, not about religious or political debates. Ask the questions that work for you, make up your own, and see what you discover.
Examples of questions to answer: • Why are we here? • What is the meaning of purpose of life? • What is the relationship between the individual and others? • Where do family, country, and the rest of the world fit in?
• • •
What is good and what is evil? Is there a higher power, God, or something transcendent, and if so, what impact does this have on your life? What is the role of joy, sorrow, justice, love, peace, and stride in life? 65
LIFE LAB
Integrating Work + Lifeview Read over your workview and lifeview. Write down a few thoughts about the following questions:
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1. Where do your view on work and life complement one another? 2. Where do they clash? 3. Does one drive the other? How?
LIFE LAB
Brainstorm Take any insights or hunches you’ve identifies and build off them. You might use use a mind map, theming techniques, or other brainstorming tools to do this.
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LIFE LAB
Odyssey Plan 6 Word Title Questions this plan addresses
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Year 1
Year 2
0
100 Resources
Year 3
Cold
Hot I like it
Year 4
Empty
Full
Confidence
0
100
Alignment
Year 5
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LIFE LAB
Odyssey Plan 6 Word Title Questions this plan addresses
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Year 1
Year 2
0
100 Resources
Year 3
Cold
Hot I like it
Year 4
Empty
Full
Confidence
0
100
Alignment
Year 5
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LIFE LAB
Odyssey Plan 6 Word Title Questions this plan addresses
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Year 1
Year 2
0
100 Resources
Year 3
Cold
Hot I like it
Year 4
Empty
Full
Confidence
0
100
Alignment
Year 5
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LIFE LAB | JOURNAL TEMPLATES
Flow Journal
Activity
Engagement
0
100
Energy
-
0
+
-
0
+
-
0
+
-
0
+
Flow
0
100 Flow
0
100 Flow
0
100 Flow
Instructions: Use this page to log 3-5 activities you engaged in throughout the day, making note of the engagement and energy levels. These are the first two cluse to wayfinding your way towards an aligned life plan. 74
LIFE LAB | JOURNAL TEMPLATES
Ask for Help Page
Ask
Why
Deadline
Insight
Instructions: Use this page to log actionable asks you want to make of others. You can’t build your life alone-- and a lot of your success will be contingent on asking for help. Use this page to keep track of your asks, why they’re important, and when you want to make them by. 75
LIFE LAB | JOURNAL TEMPLATES
Failure Immunization
Failure
Type
Insight
Flow Weakness Growth Opporunity
Flow Weakness Growth Opporunity
Flow Weakness Growth Opporunity
Flow Weakness Growth Opporunity
Instructions: Use this page to log failures you’ve experienced, making sure to identify what type of failure it was and pulling a learning opporunity from any failure that might have one. Do this enough times and you’ll start to become immune to the negative effects of failure. 76
SESSION
Design our Community
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EDWARD EVERETT HALE
“Coming together is a beginning; keeping together is progress; working together is success.�
Monday, May 21, 2018
REFLECTION
Daily Log I am grateful for... 1. 2. 3. What would make today great? 1. 2. 3.
3 amazing things that happened today 1. 2. 3. How could I have made today even better?
Adapted from The Five Minute Journal: A Happier You in 5 Minutes a Day
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2018 PENN IMPACT LAB
Special Thanks Penn Impact Lab is the product of extensive and ongoing collaboration across CSIS’ various program teams. Since the first impact house pilot in 2012 (sponsored by the Dell Social Innovation Challenge) CSIS has implemented 18 residential programs around the world, training 250+ people in various sectors and disciplines on best practices for social innovation. Each time, we learn just as much from our students as we do from our teachers and teammates. We’re grateful for each piece of feedback and hope to see this program continue to grow. PIL would not exist without the contributions of a few integral people and institutions: the Penn School of Social Policy and Practice, which partners on every aspect of the Center’s work; Dr. Peter Frumkin, who developed the initial concept for CSIS; Ranger Todd Nelson, our steadfast guide and co-host in Grand Canyon National Park; Rachele Funk and Rebecca Potter, our extra eyes and ears in the park; and Ben Weimer, our cocollaborator and student intern. A very special thanks to Randi and Brian Schwartz, whose generous support has made CSIS’ residential programs possible since 2013.
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