2.4 How to Design Part 2: Identify the Most Powerful Insights and Potential Solutions by Building a Mind Map

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来自 University of Pennsylvania 的课程

Social Impact Strategy: Tools for Entrepreneurs and Innovators

387 个评分

University of Pennsylvania

Social Impact Strategy: Tools for Entrepreneurs and Innovators

387 个评分

This course offers an introduction to social impact strategy and social entrepreneurship, including key concepts, an overview of the field, and tools to get started as a changemaker. Students will learn how to innovate and design new ideas and new organizational forms to implement those ideas. Students who take this course will be better prepared to launch social impact organizations of their own invention. By moving through four stages, Define, Design, Pilot, and Scale, students will turn their passion for changing the world into concrete plans for launching a nonprofit or for-profit venture designed to achieve a social goal. This course will allow students to systematically think through problems; develop and test an innovative solution; assess risk, competition, and performance; and spread impact in a way that is financially sustainable. Students who complete the course become eligible to apply for an in-person educational experience, called the Global Social Impact House. GSIH is a seven-day residential program that provides fellows with the tools, community and training they need to advance their ventures. Workshops are customized to the needs of fellows and explore advanced concepts in business models, design thinking and leadership. The program is also designed to help fellows build meaningful, global connections while living together in an inspirational host location. For more information on the Global Social Impact House, please visit: socialimpactstrategy.org/residential/gsih

从本节课中

Define and Design

Learn the inputs and basic blueprints of a well-articulated vision. Develop an understanding of the design process, and learn to use an empathy map and a mind map for client-oriented innovation. Learn to build a logic model, which will help you articulate your innovation's theory of change from resources (inputs) to activities to impact. We encourage students to apply these tools immediately, to an active or idea-stage social initiative, that you are working directly on or that you admire.

2.1 How Do We Find Innovations? Introduction to the Design Process6:36

2.2 Why is Design Thinking Important for Social Innovation?4:20

2.3 How to Design Part 1: Spark Useful Insights by Listening with Empathy5:25

2.4 How to Design Part 2: Identify the Most Powerful Insights and Potential Solutions by Building a Mind Map6:00

2.5 How to Design Part 3: Prototyping3:22

2.6 Embracing Creativity and Innovation3:45

2.7 Articulating your Roadmap to Impact: The Logic Model3:19

2.8 The Logic Model: Critical Elements6:02

2.9 The Logic Model: How to Use It7:09

2.10 Three Examples of Logic Models10:11

2.11 Tips for Building a Strong Logic Model2:17

2.12. Carlos and Coco Define and Design (Part 1: Listening with Empathy, Empathy Maps, and Mind Maps)7:02

2.13. Carlos and Coco Define and Design (Part 2. Prototyping and Logic Models)4:44

与讲师见面

Peter Frumkin
Professor
Nonprofit Leadership Program, School of Social Policy & Practice

[MUSIC]

We've talked about the process of collecting information.

Now let's talk a little bit more about a tool you could use in the second part

of this process, which is organizing the information that you've received.

want to introduce a concept called the mind map

as a tool you could use to bring together some of the information

that you've collected in this deep listening first part process.

So think about this moment where you're going through a kind of

process of sorting, developing and refining an idea.

You have a lot of inputs, you have a lot of data points.

You have to start to organize them,

you have to start to put them in a certain sequence.

You have to start to synthesize and bring them together, find overlaps and

find points of tension and possible interaction.

You have to start to analyze the way in which the inputs and

data that you have fit together.

And finally, you have to go from there to process of generating some conclusions,

some brain storm solutions.

So let's go within to this process of how do you actually take a lot of inputs.

So, in that empathy map with all that input from the clients and

customers you're trying to serve from all the interviews that you've conducted,

from all this listening.

What do you do with it?

How do you start to kind of put it together?

I think what you're trying to do is you're trying to extract out

of a sea of data points, a few powerful insights.

And those are going to be things that are going to be recurrent,

things that you're going to hear more than once.

An order that you're going to hear with a lot of feeling and a lot of conviction.

And you're going to want to start to organize the insights and

the ideas that you hear in terms of their significance.

You're going to start to develop a hierarchy of things that are most

powerful, most commonly said, most commonly felt.

Then you're going to start looking for these themes for

the way in which these ideas might be connected,

the related elements across the pain point that you're analyzing.

And ultimately, you're going to want to move to a visual representation where

you start to picture and sketch out the lay of the land in terms of how these data

points connect to one another, how they relate in a broader sense.

So let's drive a little bit further.

When you start to get a lot of input, and that's a key part of this design

thinking process, is receiving all this information.

Not assuming that you have the solution at the start,

but opening yourself up to hearing from others what they see as a problem.

Once you get all this information,

you need to start to move to a smaller list of possible key drivers.

At the start of our talk about design thinking,

remember we talked about creating possibilities and then making choices?

We're now getting to the part of the process where we're starting to narrow.

We're starting to say what do we really want to focus on?

What are the key things?

What are the five or

maximum ten key things that have emerged from everything we've heard.

How do we start to put them into a sequence and an order that makes sense?

Now we're moving beyond just collecting a huge bag full of information.

We're sorting, narrowing, tapering and focusing.

And we're going to look for similarities.

We're going to look for overlaps, we're going to look for

key incites in this process of narrowing and tapering.

But one way you could start to think about kind of pulling all this

information together is through a tool people call a mind map.

Mind maps are one of many possible tools.

You can think about Venn diagrams, a process map,

a two by two, I'm just going to focus on one today, which is the mind map.

Because I think it's a nice way of taking all this information and sorting it.

A mind map is a way in which you start to put into a visual form,

a lot of related ideas.

Instead of putting them into the comms, you start to put them

into a kind of visual sequence that kind of shows the linkages and

connections in a very kind of clear way.

A mind map starts with a core problem pain point or central idea.

And then it starts to develop a ring of first level drivers,

the things that are most closely connected with that central problem or paying point.

And beyond that first ring of related topics and

issues is a second and even third and fourth layer.

And as you build out, you start to see the connections

among the issues that you have heard and listened to.

So think about a mindmap as a multi level visual representation of the interactions,

the relationships, the connections among the facts and issues that you've heard.

It's the amount where you're going to begin to sort and

present how you think the lay of the land actually looks.

It can be a visually arresting exercise, or it can be a very simple sketch.

It doesn't have to go in a very graphic direction.

It can, but it can be very simple and

serve your needs rather than those of others.

It's your way of putting together all the facts that you've heard.

So the key thing is think about the mind map as having at its core the pain point,

the central issue that you've uncovered.

Then around it, a small group, three, four, five,

key drivers that you've heard from people are deeply related to the problem at hand.

And then, from those drivers, you go out and you start to think about all the other

related points and issues that are on the table that might be related to those.

So it starts at the core with the pain point and builds out in layers from there.

And once you develop a mind map,

you're going to have a very powerful visual representation of how the issue

that you're trying to confront actually kind of presents itself to the world.

[MUSIC]

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