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Luma Institute is a global education company that teaches human-centered design and innovation. It has developed a framework that organizes 36 common innovation tools into three categories - looking, understanding, and making - to help people choose the right tools at each stage of the innovation process. Bill Lucas, Luma's cofounder, recommends using methods from at least two categories for each innovation activity and sampling from all categories over multiple projects to improve familiarity with the tools.
Luma Institute is a global education company that teaches human-centered design and innovation. It has developed a framework that organizes 36 common innovation tools into three categories - looking, understanding, and making - to help people choose the right tools at each stage of the innovation process. Bill Lucas, Luma's cofounder, recommends using methods from at least two categories for each innovation activity and sampling from all categories over multiple projects to improve familiarity with the tools.
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Luma Institute is a global education company that teaches human-centered design and innovation. It has developed a framework that organizes 36 common innovation tools into three categories - looking, understanding, and making - to help people choose the right tools at each stage of the innovation process. Bill Lucas, Luma's cofounder, recommends using methods from at least two categories for each innovation activity and sampling from all categories over multiple projects to improve familiarity with the tools.
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Unduh sebagai PDF, TXT atau baca online dari Scribd
teaches people how to be more innovative by applying
the discipline of human-centered design. Vision Statement Innovation begins with the keen observation of people and their behavior. The tools in this category are intended to foster curiosity, empathy, and objectivity. Thoughtful analysis, critical thinking, and problem framing are vital to successful innovation. These tools help to iden- tify patterns, determine priorities, and translate research into actionable insights. To understand an idea and see its strengths and weaknesses, you have to bring it to life. These tools enable creative visual expression and constant improvement through iteration. A SAMPLE INNOVATION PATH LOOKING OBSERVING HUMAN EXPERIENCE UNDERSTANDING ANALYZING CHALLENGES & OPPORTUNITIES MAKING ENVISIONING FUTURE POSSIBILITIES Luma Institute has distilled 36 of the most eective methodsthe majority of them in common use. As illustrated here, it organizes them in three categorieslooking, understanding, and makingand nine subcategories. This framework can help you choose the best tool for each step of the innovation process, according to the people youre designing for and the complexity of the systems in which you operate. Bill Lucas, Lumas cofounder and director of curriculum, recom- mends that at least one method from at least two categories be applied during each round of innovation activity. If the situation calls for evolutionary improvement, for example, you might start with the subcategory evaluative research and then synthesize and sum- marize your ndings. If youre seeking a disruptive breakthrough, its good to start with a combination of methods for understanding people and framing problems and then use observational methods to inform conceptualization and prototyping. Lucas urges that over the course of a larger eort, a healthy sam- pling from all three categories be used frequently. Familiarity with the attributes of individual methods is the key to learning which ones work well together. But wherever you start, dont delay making something to assess and prioritizing improvements. The diagram below shows how a company might move through Lumas innovation system to create a new line of products. HBR Reprint F1401Z A Taxonomy of Innovation Based on the work of Luma Institute Fast-changing markets demand that new products and processes be designed rapidly. At least 1,000 tools and methods are available to help innovators discover what users want or need and how to deliver on their expectations. The challenge is to gure out which ones to use when. Its important to use methods from each category and to move back and forth among categories to rene your thinking. + 30 Harvard Business ReviewJanuaryFebruary 2014 IDEA WATCH Studying human behavior in its natural setting to uncover opportunities for innovation Synthesizing and sum- marizing the understand- ing of all kinds of people, places, and things to create new value Exploring numerous pos- sibilities using alterna- tives to conventional brainstorming Learning from people by giving them ways to express themselves, revealing critical and latent needs Identifying relationships to determine what is related, relevant, and important Combating risk aversion by modeling new ideas through fast and frequent iteration Assessing the useful- ness and usability of products and processes in order to set a course for improving them Characterizing the situ- ation dierently so that innovative solutions can emerge Conveying a concepts full potential so that participants will do whats needed for ideas to ourish ETHNOGRAPHIC RESEARCH PEOPLE & SYSTEMS CONCEPT IDEATION EVALUATIVE RESEARCH PROBLEM FRAMING DESIGN RATIONALE PARTICIPATORY RESEARCH PATTERNS & PRIORITIES MODELING & PROTOTYPING 3 3 3 1 1 1 4 4 4 2 2 2 INTERVIEWING Gathering information through direct dialogue STAKEHOLDER MAPPING Diagram- ming peoples roles in a system THUMBNAIL SKETCHING Making quick drawings to generate new ideas FLY-ON-THE-WALL OBSERVATION Doing unobtrusive eld research PERSONA PROFILE Summarizing stakeholder views, needs, and goals CREATIVE MATRIX Sparking new ideas at the intersection of categories CONTEXTUAL INQUIRY Interviewing people in their own environment EXPERIENCE DIAGRAMMING Mapping a journey through tasks ROUND-ROBIN Evolving ideas by passing them from person to person WALK-A-MILE IMMERSION Building empathy through rsthand experience CONCEPT MAPPING Depicting rela- tionships within a given domain ALTERNATIVE WORLDS Using dier- ent perspectives to generate ideas 3 3 3 1 1 1 4 4 4 2 2 2 WHATS ON YOUR RADAR? Plotting items according to personal signicance AFFINITY CLUSTERING Sorting items by similarity STORYBOARDING Showing new processes through a series of images BUY A FEATURE Using articial money to express trade-o decisions BULLS-EYE DIAGRAMMING Ranking items by importance SCHEMATIC DIAGRAMMING Outlining a systems structure and components BUILD YOUR OWN Expressing ideal solutions with symbolic elements IMPORTANCE/DIFFICULTY MATRIX Plotting items in a 2x2 analysis ROUGH & READY PROTOTYPING Modeling an idea quickly JOURNALING Recording personal expe- riences in words and pictures VISUALIZE THE VOTE Polling collabora- tors to reveal preferences APPEARANCE MODELING Emphasizing visual styling with a rened model 3 3 3 1 1 1 4 4 4 2 2 2 THINK-ALOUD TESTING Narrating ones experience while performing a task PROBLEM TREE ANALYSIS Exploring the causes and eects of an issue CONCEPT POSTER Presenting the main elements of an idea HEURISTIC REVIEW Auditing on the basis of 10 rules of good design STATEMENT STARTERS Phrasing problem statements to invite exploration VIDEO SCENARIO Showing the attributes of a new concept in use CRITIQUE Giving and receiving constructive feedback ABSTRACTION LADDERING Reconsid- ering a problem by adjusting its focus COVER STORY MOCK-UP Describing an ideas future success in a faux article SYSTEM USABILITY SCALE Quantifying feedback from a usability survey ROSE, THORN, BUD Identifying things as positive, negative, or having potential QUICK REFERENCE GUIDE Summarizing the principles and elements of an idea HBR.ORG JanuaryFebruary 2014Harvard Business Review31
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