Humantific Innovation Methods Mapping by HUMANTIFIC

Humantific Innovation Methods Mapping ©

PROJECT LEARNINGS OVERVIEW GK VanPatter Systemic Design Conference Oslo School of Architecture & Design Oslo, Norway, 2013

CONTEXT

Innovation Methods Mapping / Where It Fits Our Practice

INFORMS

Viewable on Issuu.com

INFORMS

Viewable on Issuu.com

INFORMS

My short talk today 2

CONTEXT

Innovation Methods Mapping Project / Where It Fits

System 2

System 3

ORGANIZATIONS

INNOVATION HARMONICS

Patt Opti ern mizi Visio ng n

System 1 PLANET EARTH

Patt Crea ern Visioting n

Patt Opti ern Stramizi tegyng

Our new book fits hereâ&#x20AC;Ś

Horizontal Harmonics

Pa Opt tter n im Visi izin g on

Patt Crea ern Stra ting tegy

Pa Cre ttern Visiating on

1 3

Patte Optim rn Value izing s

Patte Creat rn Valueing s

Imple Soluti ment on 11 Managing

12 Measuring

9 Influencing

8 Planning

1 Discovering

10 Implementing

Pa Opt tter n Str imizin ateg g y

Formu Problelate Oppor m tunity 2 Understanding

Formu Soluti late on

3 Framing

4 Ideating

7 Analyzing 6 Refining

Pa Cre tter Str atin n ateg g y

5 Conceptualizing

Patte Optim rn Think izing ing

Patte Creat rn Think ing ing

Horizontal Harmonics

Vertical Harmonics Patte Optim rn Inform izing ation Patte Creat rn Inform ing ation

Patte Optim Techn rn izing ologie s

Patte Creat rn Techn ing ologie s

2 Patte Optim rn Enviroizing ns

Patte Creat rn Enviro ing ns

Patte Optim rn Cultu izing res

Pa Op tte tim rn Va izing lues

Patte Creat rn Cultu ing res

Pa tte Crea rn tin Va lues g

Im ple So lutment ion 11 Manag ing

12 Measu ring

8 Planni ng

1 Discov ering

10 Implem enting

9 Influen cing

Fo Sormula lut ionte

Fo rm Prob ula Op po lemte rtu nit y 2 Under standi ng

3 Framin g

4 Ideatin g

7 Analyz ing 6 Refinin g

5 Conce ptualiz ing

Pa Op tte tim rn Thin izi kin ng g Pa tte Crea rn Thin tin kin g g

Vertical Harmonics Pa Op tte rn Info tim rm izing atio n

Continuous Adaptability

Pa tte Crea rn Info rm ting atio n

Pa Op tte Tech tim rn no izing logie s

Continuous Change

Pa tte Crea Tech rn no ting logie s

Pa Op tte Entimizirn vir on ng s

Pa Op tte Cutimizirn ltu resng

Pa Cr tte En eatinrn vir on g s

Pa Cr tte Cu eatinrn ltu resg

Continuous Adaptability System

Underneath what Humantific does: ThinkBlending incorporating: Change Making Thinking

Design Thinking +

Culture Construction Thinking

Systems Thinking

Team Dynamics Thinking Design Research Thinking

Applied Creativity Thinking

Open Innovation Thinking Innovation Acceleration Thinking

CONTEXT

Underneath What Humantific Does / ThinkBlending

•  Design Thinking

•  Open Innovation Thinking

Optimism & Courage Creation of New Options Human/Life-Centered Considerations Aesthetic Considerations

Integration of Outside & Inside Integration of Open Tools Open Tools History Open Tools Creation

•  Applied Creativity Thinking

•  Visual SenseMaking Thinking

Orchestration of Behaviors Upstream Framing How Might We? Facilitation as Leadership

Cognition Considerations Visualization of Data, Info Complexities Clarity Considerations Ordering Systems Logic

•  Systems Thinking

•  Innovation Acceleration Thinking

Holistic Universe Views Inputs & Output Considerations Mapping Interconnections Broader Implication Considerations

Role of the Physical Environment Acceleration Framework Considerations Integration of Information Tools Process Skill as Acceleration

CONTEXT

Underneath What Humantific Does / ThinkBlending

•  Design Research Thinking

•  Organizational ChangeMaking Thinking

Objective Views On-site Observational Fact-Finding Pattern Recognition Insight Construction

Strategic Planning Considerations Change Initiative Design Considerations Upstream Participation Enabling ChangeMaking Leadership

•  Team Dynamics Thinking Thinking Made Visible Championing Thinking Diversity Conflict Intervention Considerations Teaching Adaptability

•  Culture Construction Thinking Design of Inclusion Championing Diversified Value Systems Privileging Intervention Considerations Inclusion Leadership

Humantific proudly stands on the shoulders of numerous pioneers, including: Alex Osborn Sidney Parnes JP Guilford WJJ Gordon Otto Neurath Marie Neurath David Kolb

Harold J. Leavitt Charles Eames Ray Eames Karl E. Weick M Basadur Ikujiro Nonaka Richard Saul Wurman

Underneath What Humantific Does

Key Model: Inclusive Innovation

Humantific defines Integrative Thinking & Inclusive Innovation

HERE!

CONTEXT

Innovation Methods Mapping / Where It Fits

How Balanced

How Aligned

Humantific’s Innovation Harmonics

Our new book fits here… 10 LEVERAGE POINTS TO INTERVENE IN INNOVATION CAPACITY BUILDING WITHIN ORGANIZATIONAL SYSTEMS.

Underneath What Humantific Does / Double Excellence

Typical Organization Types / Seen Thru Innovation Harmonics

Underneath What Humantific Does / Double Excellence

Organizational Skills Progression Ladder Our Practice

5 4 3 2 1 0 Most Graduate Schools

Common Process Mastery

Double Excellence Integrated System

Common Process Connected to CultureBuilding

Common Externalized Process

Individual Externalized Process

No Externalized Process

Working with Humantific what it looks likeâ&#x20AC;Ś

Company Profile Map

The image cannot be displayed. Your computer may not have enough memory to open the image, or the image may have been corrupted. Restart your computer, and then open the file again. If the red x still appears, you may have to delete the image and then insert it again.

Company Profile Map

Our new book…

SERIES: MAKING SENSE OF INNOVATION

INNOVATION METHODS MAPPING DE-MYSTIFYING 80+ YEARS OF INNOVATION PROCESS DESIGN

GK VanPatter Elizabeth Pastor

Commissioned by OPEN Innovation Consortium

â&#x20AC;&#x153;Today, the synchronization of tools and skills to challenge scale is a quest underway in many disciplines around the world.â&#x20AC;? GK VanPatter

OPEN INNOVATION CONSORTIUM

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

CONSORTIUM BACKGROUND

OPEN Innovation Consortium: A non-profit think-tankâ&#x20AC;Śfounded 2009â&#x20AC;Ś explores the subject of open innovation as it applies most broadly to research, history, knowledge, methods, exercises, models, tools, techniques, systems, and futures. Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

CONSORTIUM BACKGROUND

draw from 150+ years of combined co-creation and innovation leadership experienceâ&#x20AC;Ś Seven Consortium Founders: Martha Batorski, KT Conner, Tony Fross, Janet Getto, Elizabeth Pastor, Gene Recker, GK VanPatter

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

CONSORTIUM BACKGROUND

OPEN Innovation Consortium recognizes that open innovation has its roots in the 1940s and 50s rather than in 2003. This study builds on that awareness.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Innovation Methods Mapping was inspired by the spirit of original open innovation pioneers:

ALEX F. OSBORN, L.H.D. SIDNEY J. PARNES, Ph.D.

INTRODUCTION

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

SPECIAL THANKS TO ALL CONTRIBUTORS! Copyrights of all process models remain with copyright holders.

INTRODUCTION

This two-year study has been created & is being shared for educational purposes.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INTRODUCTION

This workbook presents a new kind of methods analysis frameworkâ&#x20AC;Ś

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INTRODUCTION

applied to 50+ innovation process model examples spanning a period of 80+ years. Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INNOVATION METHODS TIMELINE (OVERVIEW) 50+ Method Models

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INNOVATION METHODS TIMELINE (DETAILED VIEW) GROUP 1:

CREATIVE PROBLEM SOLVING (CPS) PROCESS MODELS

1926

2007

Wallas Creativity Process

Fraley CPS Design Thinking Process

GROUP 2:

DESIGN PROCESS MODELS

1964

2009

Mesavoric Design Process Model

Beaumont Iterative Design Process

1986

2013

Cooper Stage-Gate Model

Google Ventures Product Design Process

GROUP 3:

PRODUCT DESIGN PROCESS MODELS

1989

2010

Scheuing & Johnson Service Design Process

Connect Consortium Innovation Process

GROUP 4:

SERVICE DESIGN PROCESS MODELS

GROUP 5:

ORGANIZATIONAL INNOVATION PROCESS MODELS

1979

2008

MG Taylor Process

No-Where Group Innovation Process

2006 2011

GROUP 6:

SOCIAL INNOVATION PROCESS MODELS Humantific for OPEN Innovation Consortium

Structured Dialogic Design 49

Design Against Crime Innovation Process Innovation Methods Mapping

INTRODUCTION

Study Focus: to better understand the timeline of methods history in terms of knowledge evolution, design, and architectural construction. Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INTRODUCTION

Study Purpose: NOT to judge the effectiveness of various processesâ&#x20AC;Ś Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INTRODUCTION

Study Purpose: To Inspire & Informâ&#x20AC;Ś Future Methods Design Innovation

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

INTRODUCTION

Ultimate Goal: to help move the art, science, and design of innovation process modeling forward into st the 21 century. Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

ANALYSIS FRAMEWORK

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Many Process Models Gathered

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Analysis Framework Created.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Step 1 Unpack & ReMap

Step 2 ReMap

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Step 1 Unpack & ReMap

Step 2 ReMap

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

10 Dimensions of Consideration

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

ANALYSIS FRAMEWORK

HOW THE FRAMEWORK WORKS VIEW 4

Process Type

NOTE: SEE GLOSSARY OF TERMS FOR DEFINITIONS

Process Starting Point VIEW 6

Process Language Modes VIEW 1

Process mapped to Step-by-Step

Process Use

Presence of Differentiated Roles VIEW 9

Presence of Behaviors

Process mapped to Hemispheres View

Presence of Values

METHOD MAPPING ANALYSIS TOOL COPYRIGHT ÂŠ 2011-2013 HUMANTIFIC

Process mapped to Quadrants View Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

ANALYSIS FRAMEWORK

10 VIEWS EXPLAINED The analysis framework is focused on 10 views important in understanding innovation process today across multiple knowledge arenas.

Process mapped to Step-by-Step

Process mapped to Hemispheres view

Process mapped to Quadrants View

Process Type

Process Starting Point

VIEW 1 shows the process unpacked from its graphic depiction and mapped as a Step-by-Step view.

VIEW 2 shows the process components mapped to the two Hemispheres view on continuous innovation. (Defined on page 38.)

VIEW 3 shows the process components mapped to the four-part Quadrants view on continuous innovation. (Defined on page 40.)

VIEW 4 shows the type of process, noted as Zone, Script or combined Zone/Script.

VIEW 5 shows the starting point of the process. Does it begin upstream or downstream from a framed brief?

Process Language Modes

Process Use

Presence of Differentiated Roles

Presence of Behaviors

Presence of Values

VIEW 6 shows the Language Mode of the process: Content (C) and Process (P), Mixed or Split.

VIEW 7 shows the context use of the process, whether the process is intended for use by individuals or groups.

VIEW 8 indicates whether or not Roles are graphically indicated as part of the process.

VIEW 9 indicates whether or not Behaviors are graphically indicated as part of the process.

VIEW 10 indicates whether or not Values are graphically indicated as part of the process.

METHOD MAPPING ANALYSIS TOOL COPYRIGHT ÂŠ 2011-2013 HUMANTIFIC

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Process Analysis

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Process Analysis

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Process Analysis

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS MODELS ANALYSIS

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

Humantific for OPEN Innovation Consortium InsightLab | StrategyLab | UnderstandingLab

Innovation Mapping Copyright ÂŠ 2009 Humantific Inc. AllMethods Rights Reserved.

GROUP 1 ANALYSIS:

CREATIVE PROBLEM SOLVING (CPS) PROCESS MODELS [6 of 50 shown here]

Humantific for OPEN Innovation Consortium InsightLab | StrategyLab | UnderstandingLab

Innovation Mapping Copyright ÂŠ 2009 Humantific Inc. AllMethods Rights Reserved.

PROCESS 1 | GROUP 1: CPS

WALLAS CREATIVITY PROCESS ORIGINAL PROCESS VIEW

1926

ORIGIN Developed by Graham Wallas.

1  Preparation –  Definition of issue –  Observation –  Study

SOURCE

Wallas, G. The Art of Thought. New York: Harcourt Brace, 1926. “Graham Wallas.” Wikipedia: The Free Encyclopedia. Wikimedia Foundation, Inc. <http://en.wikipedia.org/wiki/Graham_Wallas>.

2  Incubation

Copyrights of all process models remain with copyright holders.

–  Laying the issue aside

3  Illumination –  The moment when a new idea finally emerges ANALYSIS NOTES

4  Verification –  Checking it out

•  One of the earliest creative thinking process models defined by a list of words. •  In his 1926 book entitled The Art of Thought, Wallas wrote that two types of thinking are complementary. He called the two types creative and analytical thinking. Later others would refer to the two types as imaginative and analytical thinking. •  In numerous early process models including this one, the emphasis was on generation of ideas. Wallas’s suggests ideas “emerge” during the Illumination step. •  In this early model we see a step called “Incubation” that is not seen in many later process models.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 1 | GROUP 1: CPS

ANALYSIS: WALLAS CREATIVITY PROCESS

1926

TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Preparation

Incubation

Illumination

Verification

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 2 | GROUP 1: CPS

OSBORN’S CREATIVE PROBLEM SOLVING PROCESS

1953

(VERSION 1.0) ORIGINAL PROCESS VIEW

ORIGIN Developed by Alex F. Osborn. This model appears in Applied Imagination, first published in 1953, and was reprinted many times over the course of years. SOURCE

Osborn, Alex. Applied Imagination. New York: Charles Scribner’s Sons, 1953. Isaksen, S., and D. Treffinger. Celebrating 50 Years of Reflective Practice: Versions of Creative Problem Solving. The Creative Problem Solving Group, 2008. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  Among the most widely known and most influential early Creative Problem Solving (“CPS”) process models. •  Like other early models, it was first described in list form and later appeared as a visual box model. •  Note the appearance of Hypothesis as Step 4. By 1967, several steps including this one had been redesigned and renamed as the emerging CPS procedural language became more clear, thanks to Osborn, Parnes and their associates. •  Osborn believed that everyone has the capacity to be creative. •  Note that the term “Brainstorming” does not appear in this model, although it appears in Osborn’s 1953 Applied Imagination book.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 2 | GROUP 1: CPS

ANALYSIS: OSBORN’S CREATIVE PROBLEM SOLVING PROCESS

1953

(VERSION 1.0) TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Orientation

Preparation

Analysis

Hypothesis

Incubation

Synthesis

Verification

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

YES

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 4 | GROUP 1: CPS

PARNES CPS SPIRAL MODEL

1967

(VERSION 2.1) ORIGINAL PROCESS VIEW

ORIGIN Developed by Sidney J. Parnes. This model appeared in the tear-out pocket card inside the front cover of Sidney Parnes’ highly influential 1976 Creative Actionbook. SOURCE

Noller, R. B., S.J. Parnes, and A.M. Biondi. Creative Actionbook. New York: Charles Scribner’s Sons, 1976. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  An early illustrative depiction of CPS process showing a human figure on a journey. •  Note how the process is described as being five steps beginning with Fact Finding and ending in Acceptance Finding. Later Mess Finding was recognized as a step before Fact Finding, later called Discovery in many models. •  The “New Challenges” notation suggests a continuum, early recognition that each solution creates new challenges resulting in a continuous flow. •  Note that no behaviors are yet visually indicated. •  Parnes believed that everyone has the capacity to be creative.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 4 | GROUP 1: CPS

ANALYSIS: PARNES CPS SPIRAL MODEL

1967

(VERSION 2.1) TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Mess

Fact Finding

Problem Finding

Idea Finding

Solution Finding

Acceptance Finding

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR

DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 6 | GROUP 1: CPS

LEAVITT TRIPARTITE CPS MODEL

1974

(VERSION 1) ORIGINAL PROCESS VIEW

ORIGIN Developed by Harold J. Leavitt. SOURCE

Leavitt, Harold J. Beyond the Analytical Manager. Research Paper, Stanford University, Graduate School of Business, 1974. This model was further developed (Version 2) and explained by Leavitt in Corporate Pathfinders, Dow Jones-Irwin, 1986. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  This is an important tripartite CPS chunking model that was created by Leavitt to point out his concern regarding the dominance of analytical thinking in business organizations (problem solving) and a lack of emphasis on problem finding and solution implementation. Other process creators subsequently incorporated this meta chunking model.

Version 2 (1986) #1 Path Finding #2 Problem Solving #3 Implementing

•  In 1986, Leavitt rebranded Problem Finding as Path Finding. •  In a parallel universe to Osborne and Parnes, Leavitt at Stanford was also concerned about the dominance of analytical thinking in business school education. He was advocating a rethinking/redesigning of what constitutes managing and leading to include all three CPS phases. Others subsequently built on Leavitt’s rethinking managing logic.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 6 | GROUP 1: CPS

ANALYSIS: LEAVITT TRIPARTITE CPS MODEL

1974

TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Problem Finding

Problem Solving

Solution Implementing

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

NO PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

YES

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 7 | GROUP 1: CPS

OSBORN-PARNES CPS PROCESS MODEL

1976

(VERSION 2.2) ORIGINAL PROCESS VIEW

ORIGIN Developed by Alex F. Osborn and Sidney J. Parnes. SOURCE

Noller R. B., S. J. Parnes, and A. M. Biondi. Creative Actionbook. New York: Charles Scribner’s Sons,1976. Isaksen, S., and D. Treffinger. Celebrating 50 Years of Reflective Practice: Versions of Creative Problem Solving. The Creative Problem Solving Group, 2008. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  Among the most influential creative problem finding/solving (CPS) process models ever created. •  This is an eight-step process model known inexplicably as the “Five Stage Osborn-Parnes CPS Model.” 1. Mess, 2. Fact Finding, 3. Problem Finding, 4. Idea Finding, 5. Solution Finding, 6. Acceptance Finding, 7. Plan, 8. Action •  Note that the steps of Mess, Plan and Action were graphically depicted here as outside the (divergent/convergent) diamonds. •  Most early CPS models, including this one, do not indicate Language Mode graphically.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 7 | GROUP 1: CPS

ANALYSIS: OSBORN-PARNES CPS PROCESS MODEL

1976

(VERSION 2.2) TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Mess or Objective

Fact Finding

Problem Finding

Idea Finding

Solution Finding

Acceptance Finding

Plan

Action

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

YES

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR

DIVERGENCE

OPTIMIZE & PLAN

DEFINE & CONCEPTUALIZE

CONVERGENCE

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

YES

DEFERRAL OF JUDGEMENT

Innovation Methods Mapping

PROCESS 15 | GROUP 1: CPS

Circa

CREATIVE EDUCATION FOUNDATION

2000

CPS PROCESS MODEL ORIGINAL PROCESS VIEW

ORIGIN Developed by the Creative Education Foundation. “Influenced by Osborn and Parnes’ research on the steps that are involved when people solve problems.” [CEF, 2011] SOURCE

Creative Education Foundation. Creative Education Foundation, Inc, 2011. <www.creativeeducationfoundation.org/our-process/what-is-cps>. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  This process continues the Osborn-Parnes historical logic. This model reflects the Linear Break Movement that began in the CPS community in the 1980s. The waterfall depiction logic has been broken and process is now shown as interconnected zones with steps within. •  Behaviors of divergence and convergence remain in each step. •  As per the very early CPS models, this process ends in Acceptance Finding (AF). •  As in numerous earlier CPS models, this process is weighted towards Pattern Creation.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 15 | GROUP 1: CPS

Circa

ANALYSIS: CREATIVE EDUCATION FOUNDATION

2000

CPS PROCESS MODEL TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

Generate Ideas

Explore the Challenge

SCRIPT

Prepare for Action

DOWNSTREAM

LANGUAGE MODE

Objective Finding

Fact Finding

Problem Finding

Idea Finding

Solution Finding

Acceptance Finding

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

YES

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR

DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

YES

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

GROUP 2 ANALYSIS:

DESIGN PROCESS MODELS [3 of 50 shown here]

InsightLab | StrategyLab | UnderstandingLab

PROCESS 22 | GROUP 2: DESIGN

FULLER DESIGN SCIENCE PLANNING PROCESS

1967

ORIGINAL PROCESS VIEW

ORIGIN

ANALYSIS NOTES

Developed by Buckminster Fuller.

•  An 8-12-step design process.

“Design science is “the effective application of the principles of science to the conscious design of our total environment in order to help make the Earth’s finite resources meet the needs of all of humanity without disrupting the ecological processes of the planet.”

•  Includes problem choosing and problem definition rather than jumping from “brief.” •  Includes activity of describing “preferred” and “present” states. •  Seems to presume artifact creation.

Buckminster Fuller believed that this study needs to be comprehensive in order to gain a global perspective when pursuing solutions to problems humanity is facing.” [B.F. Institute]

•  No behaviors present. •  Weighted towards Conceptualization.

SOURCE

“Overview.” The Buckminster Fuller Institute. Buckminster Fuller Institute, 2011. <http://www.bfi.org/design-science/overview>.

Copyrights of all process models remain with copyright holders.

“Design Science Planning Process.” Image. n.d. Web. <http:// www.nices.com/RBFwords/designscience.html>. Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 22 | GROUP 2: DESIGN

ANALYSIS: FULLER DESIGN SCIENCE PLANNING PROCESS TYPE

STEP-BY-ST EP VIEW

1967

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Choose Problem Situation

Define Problems

Define Preferred State

Describe Present State

Design Preferred System

Develop Implementation Strategies

MIXED

Document Develop artifacts, Process Communicate plan, Initiate large planning process

Inventory Alternatives / Develop Evaluation Criteria

HEMISPHERE VIEW PATTERN OPTIMIZATION

INDIVIDUAL

GROUP

ROLES

QUADRANT VIEW PATTERN CREATION

SPLIT

USE

EXECUTE & MEASURE

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR

DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 28 | GROUP 2: DESIGN

UK DESIGN COUNCIL DESIGN PROCESS MODEL ORIGINAL PROCESS VIEW

2005

ORIGIN Developed by the UK Design Council. “Developed through in-house research at the Design Council UK as a simple graphical way of describing their interpretation of a design process.” SOURCE:

Design Council—The Design Process. Design Council UK, 2011. <http://www.designcouncil.org.uk/designprocess>. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  This four-phase, two-cycle design process begins, like many other process models, with Discover and ends with Deliver.

DISCOVER DEFINE

DEVELOP DELIVER

•  It suggests that the design process contains two diverge/converge cycles. In comparison, a typical CPS process contains 6-8 such cycles covering the same terrain. •  Presumably, Define is where challenge framing would occur. •  No values present.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 28 | GROUP 2: DESIGN

ANALYSIS: UK DESIGN COUNCIL DESIGN PROCESS MODEL TYPE

STEP-BY-ST EP VIEW

2005

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Discover

Define

Develop

Deliver

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

NO PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

DEFINE & CONCEPTUALIZE

CONVERGENCE

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

YES

DEFERRAL OF JUDGEMENT

Innovation Methods Mapping

PROCESS 30 | GROUP 2: DESIGN

Circa

D.SCHOOL DESIGN THINKING PROCESS ORIGINAL PROCESS VIEW

2009

ORIGIN Developed by Hasso Plattner Institute of Design, d.school at Stanford University. “The elements underlying the process are the mindsets of empathy, and an attitude of prototyping, collaboration, iteration, and feedback. The process draws on methods from engineering and design, combined with ideas from the arts, tools from the social sciences, and insights from the business world.” SOURCE

d.school bootcamp bootleg. Hasso Plattner Institute of Design at Stanford University, 2010. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  This appears to be a five-phase update on the six-phase 2007 d.school design process model. •  This is a zone model inside which 37 activities or sub-methods exist, including “Interview for Empathy,” “Journey Map,” and “Why-How Laddering,” among others. Utilizing the descriptions in the above publication, we mapped 17 of those sub-methods to Zone 1, 11 to Zone 2, 11 to Zone 3, and 0 to Zone 4. •  Typical of design methods, there is a “Prototype” phase. •  Typical of pre 2010-2011 design process models, no behaviors or values are graphically represented.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 30 | GROUP 2: DESIGN

Circa

ANALYSIS: D.SCHOOL DESIGN THINKING PROCESS

2009

TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Empathize

Define

Ideate

Prototype

Test

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW

QUADRANT VIEW

PATTERN OPTIMIZATION

PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

GROUP 3 ANALYSIS:

PRODUCT DESIGN PROCESS MODELS [1 of 50 shown here]

InsightLab | StrategyLab | UnderstandingLab

PROCESS 36 | GROUP 3: PRODUCT DESIGN

GOOGLE VENTURES PRODUCT DESIGN PROCESS

Circa

2013

ORIGINAL PROCESS VIEW

ORIGIN

ANALYSIS NOTES

Developed internally by Google Ventures for use across many internal “portfolio” businesses.

•  Not sure where the “Hacker Way” is here as this is a straightforward 5-step model with one cycle of divergence and convergence. Historically speaking, the steps are renamed, but not really reconfigured: 1. Understand, 2. Diverge, 3. Decide (Converge), 4. Prototype, 5. Validate.

“4 Steps for Combining the Hacker Way with Design Thinking.” SOURCES

Fast Company, 6/25/2013. YouTube: http://www.youtube.com/watch?v=qvdO0G4uQgc#at=184

•  Google’s version of Step 1. Understand seems to contain the problem/opportunity framing, Steps 2 and 3 are the solution formulation en route to Step 4. which is solution prototyping.

Copyrights of all process models remain with copyright holders.

•  The process appears to be geared towards features and functionalities creation. Diverge and Decide (Converge) are described as specific steps rather than behaviors. Visualization plays a significant role in this process. •  Typical of many post-2010 process models, it is being depicted as a “design thinking” model.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 36 | GROUP 3: PRODUCT DESIGN

ANALYSIS: GOOGLE VENTURES PRODUCT DESIGN PROCESS TYPE

STEP-BY-ST EP VIEW

Circa

2013

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Understand

Diverge

Decide

Prototype

Validate

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

DEFINE & CONCEPTUALIZE

CONVERGENCE

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

FUZZY

DEFERRAL OF JUDGEMENT

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

GROUP 4 ANALYSIS:

SERVICE DESIGN PROCESS MODELS [1 of 50 shown here]

InsightLab | StrategyLab | UnderstandingLab

PROCESS 41 | GROUP 4: SERVICE DESIGN

EVENSON & DUBBERLY SERVICE DESIGN PROCESS

2005

ORIGINAL PROCESS VIEW

ORIGIN

ANALYSIS NOTES

Described in “Designing for Service” by Shelley Evenson.

•  Like most Service Designing process models, this one presumes service as outcome, i.e., service is the predetermined solution path.

“This process is designed to be fluid and change according to the design challenge.”

•  One cycle divergence (generate) and convergence (evaluate) is a graphic depiction often seen in design process models.

SOURCE

Dubberly H., and S. Evenson. “Designing for Service: Creating an Experience Advantage.” Dubberly. Dubberly Design Office, 2010. <http://www.dubberly.com/wp-content/uploads/2010/03/ ddo_article_designing_service.pdf>.

•  It locates “Generative” at mid-process and Evaluate near the end of process. It is more likely that divergence (generate) and convergence (evaluate) occur throughout the process as per typical CPS models.

Copyrights of all process models remain with copyright holders.

•  Most Service Design models, including this one, assume Mixed Language Mode.

Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 41 | GROUP 4: SERVICE DESIGN

ANALYSIS: EVENSON & DUBBERLY SERVICE DESIGN PROCESS TYPE

STEP-BY-ST EP VIEW

2005

STA RTI NG POI NT UPSTREAM

ZONE

Exploratory Generative

SCRIPT DOWNSTREAM

Evaluative

LANGUAGE MODE

Observe

Reflect

Make

Socialize

Implement

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW

QUADRANT VIEW

PATTERN OPTIMIZATION

PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

DEFINE & CONCEPTUALIZE

CONVERGENCE

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

DEFERRAL OF JUDGEMENT

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

GROUP 5 ANALYSIS:

ORGANIZATIONAL INNOVATION PROCESS MODELS [2 of 50 shown here]

InsightLab | StrategyLab | UnderstandingLab

PROCESS 45 | GROUP 5: ORGANIZATIONAL INNOVATION

Circa

MG TAYLOR PROCESS

1979

ORIGINAL PROCESS VIEW

ORIGIN Developed by Matt Taylor and Richard Goring of MG Taylor Corporation. SOURCE

MG Taylor Corporation. Seven Stages of the Creative Process. http://www.mgtaylor.com/mgtaylor/glasbead/7stagcrp.htm Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  Among the most highly-developed process model systems reviewed to date in this study. •  This process system has multiple views containing multiple overlapping steps within each view. Shown here is one of several interconnected views or "recursions" within the system. The process begins at the top with “Identify” and circles from right to left. The circular shape suggests a continuous cycle similar to the 1967 Parnes pocket-card spiral model. •  This process system articulates a total of 294 stages in the creative process. In addition, the authors have made direct connections to the physical work environment as an integral component of their process system. •  Noteworthy is that Step 2, "Vision,” jumps to imagined solutions and then back to confirming "Intent." Humantific for OPEN Innovation Consortium

Innovation Methods Mapping

PROCESS 45 | GROUP 5: ORGANIZATIONAL INNOVATION

Circa

ANALYSIS: MG TAYLOR PROCESS

1979

TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Identity

Vision

Intent

Insight

Engineering

Building

Using

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW PATTERN OPTIMIZATION

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

YES

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

YES

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 47 | GROUP 5: ORGANIZATIONAL INNOVATION

NOWHERE GROUP INNOVATION PROCESS ORIGINAL PROCESS VIEW

2008

ORIGIN “Developed by the nowhere group.” “Involves art and practice wheels of inspiring-innovation. These wheels are based on ancient taxonomies of the universe and are maps of human systems. They use eight directions of the compass, starting in the East like the sun and then moving clockwise around the wheel. Each direction of the wheel has two different states: an allied energy which enables us to release our creative potential, and a distorted energy which disables it.” SOURCE

Udall, N., and N. Turner. The Way of Nowhere. London: HarperCollins Publishers, 2008. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  This is another circular eight-step transformation process. •  Appears holistic graphically in shape, but is weighted in activity towards Pattern Creation. •  It is notable that Strategic Innovation, Transformation and Creativity are defined as phases within. •  Typical of pre-2010 design-oriented process models, there are no behaviors or values indicated graphically.

Humantific for OPEN Innovation Consortium

100

Innovation Methods Mapping

PROCESS 47 | GROUP 5: ORGANIZATIONAL INNOVATION

ANALYSIS: NOWHERE GROUP INNOVATION PROCESS

2008

TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

1 E Purpose (Proving)

6 NW

Creativity Relationships Attunement Inter(Pre(Over(Drifting) dependence conceptions) Reaction) (Completion)

HEMISPHERE VIEW PATTERN OPTIMIZATION

Foresight (Forcing)

MIXED

Strategic Transformation Innovation (Blaming) (Analysis Paralysis)

SPLIT

USE INDIVIDUAL

GROUP

ROLES

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

101

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

102

GROUP 6 ANALYSIS:

SOCIAL INNOVATION PROCESS MODELS [2 of 50 shown here]

InsightLab | StrategyLab | UnderstandingLab

103

PROCESS 48 | GROUP 6: SOCIAL INNOVATION

STRUCTURED DIALOGIC DESIGN

2006

ORIGINAL PROCESS VIEW

DISCOVER

DEFINITION

DESIGN

ACTION PLANNING

ORIGIN

ANALYSIS NOTES

Developed by Alexander Christakis as an evolution of Interactive Management circa 1980 and Interpretive Structure Modeling circa 1973.

•  This is among the most complicated process models reviewed in this study. Its advocates suggest that it is “a rigorous multi-facilitator process that hides its complexity from participants.”

Structured Dialogic Design (SDD) process has four stages, each with recommended steps that have some known variations: 1) Discover, 2) Definition, 3) Design, and 4) Action Planning.

•  It is a four-phase process inside which ten component activities may or might not occur, including 1. Problem Situation, 2. Focus & Frame, 3. Articulate Observations, 4. Clarify Meaning, 5. Inductivity Cluster, 6. Create Shared Language, 7. Assign Voting, 8. Abductively Structure, 9. Interpret Learning, and 10. Evaluate Cross-Impact.

SOURCE

Christakis, A., and K. Bausch. How People Harness Their Collective Wisdom and Power. Greenwich, CT: Information Age Publishing, Inc., 2006.

•  The graphic depiction shows one configuration of possible combinations. •  SDD depicts a set of seven value considerations, “Laws of Dialogue” based on “Dialogic Design Science.”

Copyrights of all process models remain with copyright holders

Humantific for OPEN Innovation Consortium

104

Innovation Methods Mapping

PROCESS 48 | GROUP 6: SOCIAL INNOVATION

ANALYSIS: STRUCTURED DIALOGIC DESIGN

2006

TYPE

STEP-BY-ST EP VIEW

STA RTI NG POI NT UPSTREAM

ZONE

SCRIPT DOWNSTREAM

LANGUAGE MODE

Discover

Definition

Design

Action Planning

MIXED

SPLIT

USE INDIVIDUAL

GROUP

ROLES HEMISPHERE VIEW

QUADRANT VIEW

PATTERN OPTIMIZATION

PATTERN CREATION

EXECUTE & MEASURE

YES

DISCOVER & ORIENT

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

OPTIMIZE & PLAN

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

105

YES

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

CONVERGENCE

Innovation Methods Mapping

PROCESS 49 | GROUP 6: SOCIAL INNOVATION

INSTITUTE FOR THE FUTURE: FORESIGHT TO INSIGHT TO ACTION PROCESS ORIGINAL PROCESS VIEW

2009

ORIGIN Developed by Bob Johansen of Institute for the Future, Palo Alto, California. The Institute focuses on research relating to the impact of technology on society. “Its mantra is “Foresight to insight to action” – the idea of understanding knowledge about the future to brainstorm new possibilities and channel them to action. The purpose is not to predict the future, but rather to make a difference in the present through linear progression of thinking and understanding.” SOURCE

HC2020 Toolkit. Institute for the Future, 2009. Copyrights of all process models remain with copyright holders.

ANALYSIS NOTES •  This is a four-phase, 12-step process with three steps within each phase. Getting Started begins with Observation oriented to the top left of the circle. •  Explanation screens further describe activities within each step. •  Appears holistic graphically in shape, but is weighted in activity towards Zone 1 Discover & Orient. •  No behaviors are indicated. •  No values are indicated.

Humantific for OPEN Innovation Consortium

106

Innovation Methods Mapping

PROCESS 49 | GROUP 6: SOCIAL INNOVATION

ANALYSIS: INSTITUTE FOR THE FUTURE:

2009

FORESIGHT TO INSIGHT TO ACTION PROCESS TYPE

STEP-BY-ST EP VIEW Getting Started

STA RTI NG POI NT UPSTREAM

Foresight

ZONE

Tell a Story about the Past

Identify Present Artifacts

Explore Future Artifacts

Scan the Current Environment

Build Alternative Scenarios

Assess the Pace of Change

Insight

LANGUAGE MODE MIXED

Identify Forecast Implications

Identify Forecast Intersections

Identify Innovation Spaces

Prototype the Future

Create a Commons Approach

Develop a Roadmap

PATTERN OPTIMIZATION

DOWNSTREAM

Action

HEMISPHERE VIEW

SPLIT

USE INDIVIDUAL

GROUP

ROLES

QUADRANT VIEW PATTERN CREATION

EXECUTE & MEASURE

DISCOVER & ORIENT

10 11 12

SCRIPT

OPTIMIZE & PLAN

PROCESS

CONTENT

BEHAVI OR DIVERGENCE

VALU ES ORGANIZATION COMMUNITY EARTH

Humantific for OPEN Innovation Consortium

107

DEFERRAL OF JUDGEMENT

DEFINE & CONCEPTUALIZE

10 11 12

CONVERGENCE

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

108

25 KEY FINDINGS WHAT THE RESEARCH SHOWS [8 of 25 shown here]

InsightLab | StrategyLab | UnderstandingLab

109

FINDING

DIVERSE PERSPECTIVES

Looking across 80+ years of history, it is evident that a wide variety of innovation process models have been created since the 1920s by individuals, organizations, experts, and nonexperts. In that diverse mix, it is not difficult to find many commonalities and many differences. While the analysis in this study reveals patterns across many models, no one unified theory of innovation process exists. Many diverse perspectives remain in the mix today.

Humantific for OPEN Innovation Consortium

110

Innovation Methods Mapping

FINDING

GRAPHIC DEPICTIONS

Since the 1950s, graphic depictions have often been used to differentiate one innovation process model from another. Two process models that look different graphically might contain the same step or steps. Two that look similar might be significantly different in terms of activities within. The key to understanding historical innovation process evolution is to look underneath the graphic depictions.

Humantific for OPEN Innovation Consortium

111

Innovation Methods Mapping

FINDING

MODEL TYPES

We found that three basic types of innovation process models exist: •  Script models prescribe a series of detailed actions or behaviors, often with the caveat that nonlinearity is intended. •  Zone models are more like scaffolds or frameworks inside which many action options are possible, often without any behavior prescribed. •  Script/Zone models combine the two.

Humantific for OPEN Innovation Consortium

112

Innovation Methods Mapping

FINDING

EMBEDDED ASSUMPTIONS

Most product and service design process models seen in this study have embedded assumptions that the challenges being faced are product- or service-related, and that solution outcomes will be products or services. These built-in assumptions place product and service process models downstream from the more upstream-oriented CPS models. In highly complex, fuzzy situations at the scale of organizations and societies, presuming up-front what the challenge and solution paths are has become obsolete.

Humantific for OPEN Innovation Consortium

113

Innovation Methods Mapping

FINDING

BEHAVIOR ORIENTATION

Most applied creativity (CPS) process models contain graphically-depicted behavior signals: diverge <, converge > and deferral of judgment, while historically, most design process models do not. This historical appearance and nonappearance still represents today fundamental differences in orientation to behavior in the design and applied creativity communities of practice.

Humantific for OPEN Innovation Consortium

114

Innovation Methods Mapping

FINDING

LANGUAGE MODE

Language Mode has historically been a hidden dimension of innovation processes. Most innovation process models created prior to the 2010-2013 era do not contain graphic depiction of Language Mode. Mixed Language Mode is when content and process are combined in one role, often an assumption in Design process. Split Language Mode is when content and process are separated in roles, often an assumption in CPS process. Large complex organizational and societal challenges involving multiple stakeholders often require the application of Split Language Mode. Humantific for OPEN Innovation Consortium

115

Innovation Methods Mapping

FINDING

STARTING POINTS

The starting points of the various process models seen in this study vary significantly. CPS process models tend to begin further upstream than most design process models. Design process models most often start with a â&#x20AC;&#x153;briefâ&#x20AC;? which is a framed or semi-framed challenge. Today these starting point differences have significant implications in highly complex organizational and societal situations where often no defined brief exists. Humantific for OPEN Innovation Consortium

116

Innovation Methods Mapping

FINDING

DEPICTING VALUES

Most innovation process models created prior to the 2010-2013 era do not contain any visual depiction of values. In early innovation process models, values were constructed by the participants during creation of judgment criteria. We call these situational values. We recognize that today there is growing interest in defining a set of universal values that work in tandem with situational values.

Humantific for OPEN Innovation Consortium

117

Innovation Methods Mapping

InsightLab | StrategyLab | UnderstandingLab

118

10 DESIGN IMPLICATIONS [5 of 10 shown here]

InsightLab | StrategyLab | UnderstandingLab

119

10 PROCESS DESIGN IMPLICATIONS

1.â&#x20AC;ŻThe innovation process history seen in this study suggests that there is no one perfect innovation process.

Humantific for OPEN Innovation Consortium

120

Innovation Methods Mapping

10 PROCESS DESIGN IMPLICATIONS

2. Depending on what it is that you seek to accomplish on your innovation journey, you might decide to spend more time and effort in one hemisphere/ quadrant or another.

Humantific for OPEN Innovation Consortium

121

Innovation Methods Mapping

10 PROCESS DESIGN IMPLICATIONS

3. A perfectly balanced process may or may not be perfectly suited for your project.

Humantific for OPEN Innovation Consortium

122

Innovation Methods Mapping

10 PROCESS DESIGN IMPLICATIONS

5. Process Balance Literacy (i.e., awareness of balance, imbalance and various implications) is more important than having the perfectly balanced process model.

Humantific for OPEN Innovation Consortium

123

Innovation Methods Mapping

10 PROCESS DESIGN IMPLICATIONS

8. Consider the relationship between the scale/complexity of your challenge and the process being used to address it.

Humantific for OPEN Innovation Consortium

124

Innovation Methods Mapping

WHAT’S NEXT? org

InsightLab | StrategyLab | UnderstandingLab

INNOVATION METHODS MAPPING BOOK 2 is already under way. Humantific for OPEN Innovation Consortium InsightLab | StrategyLab | UnderstandingLab

126

We welcome feedback! If you find this book useful, please send us a quote! kickitup@humantific.com

Humantific for OPEN Innovation Consortium InsightLab | StrategyLab | UnderstandingLab

PreOrder the Book!

127

“A masterful piece of work” DR. SID PARNES & BEA PARNES

“fantastic” DR. BETTINA VON STAMM

“excellent commentary” DR. TERRENCE LOVE

“yields important insights” ALEX J. RYAN, Ph.D.

“elegant simplicity” PETER JONES, Ph.D.

“an important reference” UDAY DANDAVANTE

“impressive, relevant, necessary” DR. TIIU POLDMA

“well documented” LUIS ARNAL

“incredibly clear and useful” RAMON SANGÜESA, Ph.D.

ABOUT THE AUTHORS GK VanPatter and Elizabeth Pastor are CoFounders of Humantific in New York City.

Humantific for OPEN Innovation Consortium www.openinnovationconsortium.org

ABOUT THE PROJECT

www.humantific.com

Innovation Methods Mapping has been created and is being shared for educational purposes. This study maps across 50+ innovation process model examples spanning an 80+ year period from 1926 to 2013. This book is part of an ongoing innovation methods research initiative.

ABOUT THE DESIGN Humantific is an internationally recognized Visual SenseMaking & ChangeMaking firm headquartered in New York City.

Before Change Happens:

New Seeing Happens New Understanding Happens New Thinking Happens

Humantific for OPEN Innovation Consortium

130

Humantific

SenseMaking for ChangeMaking

www.humantific.com Humantific for OPEN Innovation Consortium

Innovation Methods Mapping