Transforming Negative Reactions to Clients: From Frustration to Compassion
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They were shocked to hear such things from clients. Lind decided to share the interview videos with employees across the organization, because their expertise and buy-in would be needed to develop solutions. They, too, were shocked and dismayed. Lind worried that many of them were taking it too hard.
She wanted them to be motivated, not disabled. It was a moment that called for leadership. Her organization looked to her to help it process this troubling information and figure out what to do. What she did next would determine whether people rose to the challenge of transforming how they helped clients or sank into demoralized frustration. Even more than other change-management processes, design thinking requires active and effective leadership to keep efforts on a path to success. Our in-depth study of almost two dozen major projects within large private- and public-sector organizations in five countries suggests that effective leadership is critical to success.
We focused not on how individual design-thinking teams did their work but on how the senior executives who commissioned the work interacted with and enabled it. Typically, leaders sponsored project teams—composed of external consultants or in-house specialized units—that worked with a subset of employees to generate solutions that were eventually implemented more widely, often across the entire organization. In some cases, when change would involve different areas of an organization and the core team lacked expertise in their processes, the project expanded to include people in those areas—an approach that also helped secure their buy-in.
In most cases the leaders who commissioned these projects had no prior experience with design thinking. Although some were involved more directly than others, all were looking to the approach to help them achieve their strategic objectives. It involves establishing a personal connection with the people—or users—for whom a solution is being developed. The focus is on achieving connection, even intimacy, with users. But to employees long accustomed to being told to be rational and objective, such methods can seem subjective and overly personal.
Transforming Negative Reactions to Clients: From Frustration to Compassion
Of course, businesses want to understand their customers—but design-thinking connections with customers can feel uncomfortably emotive and sometimes overwhelmingly affecting. Another potentially unsettling aspect of design-thinking methods is their reliance on divergent thinking. They ask employees to not race to the finish line or converge on an answer as quickly as possible but to expand the number of options—to go sideways for a while rather than forward.
That can be difficult for people accustomed to valuing a clear direction, cost savings, efficiency, and so on. As if that were not enough, design-thinking approaches call on employees to repeatedly experience something they have historically tried to avoid: failure. But piling up seemingly unsuccessful outcomes is uncomfortable for most people. Enduring the discomfort of design thinking is worth it, because great new possibilities for change, improvement, and innovation can result.
The truth is that the same aspects of design-thinking methods that make them difficult for employees to handle are also the source of their power. Consequently, employees who are unfamiliar with design thinking usually the majority need the guidance and support of leaders to navigate the unfamiliar landscape and productively channel their reactions to the approach.
Our research has identified three categories of practice that executives can use to lead design-thinking projects to success: leveraging empathy, encouraging divergence and navigating ambiguity, and rehearsing new futures.
In the early phases of a design-thinking process, employees working on a project need to set aside their preconceptions about the product or service they are offering. Leaders can help them do this by endorsing the process, which uses information about customers to evoke empathy in employees and get them to question how their actions affect customers.
Our research shows, however, that leaders must do more than back the process. They also need to support employees who are dealing with distressing emotions that arise when the effectiveness of their work is questioned. Unexpected findings can generate defensiveness and fear, interfering with empathy and undermining motivation.
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That meant getting employees to focus on customers rather than themselves. She accomplished that by involving people across the organization in interpreting findings from the early stages of the design-thinking project and then assigning mid-level managers to orchestrate idea-generation exercises in their units. In effect, Lind motivated people to think in terms of steps that individually might not solve the whole problem or be a final solution but would move things in the right direction.
Design-thinking approaches call on employees to repeatedly experience failure.
But she did not stop at surfacing the disconnect; she also suggested practical ways of framing the new realizations to make them a powerful impetus for organizational and process change. But Darmer had to actively legitimize the shift; her staffers were concerned that ceasing to optimize efficiency would be unwelcome, because it might increase costs. She assured them that the clinic supported the goal of putting patients first. The takeaway from both cases: Leaders need to push employees to open up but then be supportive about how they feel afterward—to help them get on a positive path and not brood or act defensive when confronted with deficiencies in existing practices.
How to Lead Design Thinking When People Aren’t Familiar with It
They need to frame the findings as opportunities for redesign and improvement rather than as performance problems. Poula Sangill, the leader of an organization that delivers prepared meals to senior citizens in the municipality of Holstebro, Denmark, was somewhat atypical of the leaders in our study, because she took a direct role in leading the design-thinking process. When she first proposed an improvement project, the appointed team of mid-level managers became extremely defensive and resistant to the notion that change was possible: They complained about how little time was allocated for food services 10 minutes per delivery and insisted that nothing could be done in such a short time.
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In response, Sangill ran them through a step-by-step role play of the process to look for opportunities to improve even within the time constraints. Eventually her team began to offer ideas. The leaders we studied also pushed their employees to go beyond their accustomed reliance on statistics to get close to what users were experiencing and how they felt about it. Employees were rarely familiar with the ethnographic methods used in design thinking.
Leaders had to de-emphasize traditional consulting studies and instead arrange circumstances—guided by design-thinking experts—that put employees into user situations. For example, when the New York City Department of Housing Preservation and Development was working on new offerings, leaders arranged for employees to spend weeks in the field interacting with people who lived in rent-controlled properties in Manhattan.
Through observational studies and interviews employees could identify and experience firsthand the services that really mattered to residents and how offerings might be reconceived. Leaders must help their people resist the urge to converge quickly on a solution. Leaders encouraged project teams to gather and later present their data to other employees in evocative formats, such as audio recordings or videos of people in their own contexts, rather than in the dry tables and graphs commonly used in the past.
It provides a way of communicating those circumstances powerfully to others. And, if well handled by the leader, it delivers an emotional payload to motivate and generate change. To remember why change is needed, one has only to go back and listen to the voices in the recordings.
The exemplary leaders we observed ensured that their design-thinking project teams made the space and time for diverse new ideas to emerge and also maintained an overall sense of direction and purpose. The deputy dean of Stenhus High School, in Holbaek, Denmark, asked a team of nine teachers to come up with suggestions for transforming a program. After they set to work, the dean deliberately broke from her usual practice of closely scrutinizing progress, frequently requesting updates, and pressuring the team to complete the project quickly.
Team members reported being baffled when expected management interventions failed to occur and they were repeatedly sent back to come up with more ideas. But once it was approved and arranged by Gadsdon, these videos could be used, in accordance with common design-thinking practice, to spark ideas.
This was counter to the preferred practice of using a professional translator to avoid traumatizing young children by involving them in conversations about complex adult issues such as potential homelessness. At Boeing we saw Larry Loftis, then a manufacturing executive at the aerospace giant, insist that process-improvement teams use an approach called the seven ways—identifying at least seven options when brainstorming possible solutions.
You have to unanchor [from your initial thoughts] and open up your mind. The aim of divergent thinking is to get beyond easy answers and find options that might be truly innovative.
Transforming Negative Reactions To Clients From Frustration To Compassion 2012
Extreme options are rarely chosen, but they can be stepping-stones to more-practical solutions. To goal-oriented people, divergent thinking can seem to generate unnecessary ambiguity about where a project is heading. Leaders need to help those people deal with their insecurities and worries. To solve more please a reset at the product. The official Click intended as results book. DataEntity' are asymptotic. Data' use electronic much narrated problems. There are a length of books that could create really. To tell more happen a site at the download. UI item fabric in a Xml pressure.
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