about 2 years ago
Hello, everyone, my name is Dr Fiona Chambers and I'm talking to you from County Cork from Cork City in the south of Ireland. If you're watching this, this means you have signed up for the global design challenge for sport and physical activity. And we want to warmly welcome you to this challenge. And we are so thrilled that you want to help us. I'm now going to share my screen with you. And I want to spend the next while talking to you about how design thinking might shape and help you to walk through your 72 hours next weekend, i.e. competition time.
So the global design challenge for sport and physical activity, basically in this particular challenge, we are crowdsourcing ideas for incubation, this makes us very different to many competitions that are out there. This particular hackathon or design challenge, allows teams to submit ideas and if you're a finalist, you have a chance to have those ideas, incubated or tested.
And when I say we, it's quite a sizable range of partners from around the world. And you can see all of their logos here. So if you're successful, and you're a finalist, you may very well have your idea tested among a number or one of these particular partnerships, within the next number of months, so that makes it kind of exciting, I think.
We have set you a really, really big challenge and because we ourselves in doing the global design challenge, we ourselves have listened very carefully to what's going on around the world. And I suppose this is a distillation of what we're seeing. This particular challenge is complex. You can really see that from the wording we've used here, how might we sustainably redesign sports or physical activity for children and families, the young and the not so young, for participants, spectators fans and community groups so that it is inclusive, accessible, attainable and fun during the pandemic, and afterwards. That does seem like a very, very large challenge and a very complex challenge, which it is. But I do believe that at the end of this webinar, whether you're a beginner design thinker or not, that you will feel empowered to be able to tackle that in the short time that we've given you next weekend. There are six phases to this particular design challenge. We've launched it as you know, on the 10th of June. Registration opened last Friday on the 19th of June.
The competition will run next weekend for 72 hours, with submissions being uploaded by 9am on the 29th of June, judging happens pretty much immediately. After that, by a core panel of judges, and also a panel of experts, judges. And the matching phase then is probably one of the most exciting phases, whereby finalists are matched to our partner organizations for the incubation phase. So it's quite exciting, I think that particular phase and will happen quite quickly.
Why am I the right person to speak to you about this? Well, I'm an educational visionary, I suppose that's the best term to describe me and what I do have a lot of experience in education and also in the business sector. I'm an expert in a number of areas, particularly physical education and sport pedagogy, also in the area of mentoring and in social innovation. I'm also one of the only design thinking coaches in the world who works in this particular area. My day job is training teachers, I am the head of the School of Education at University College Cork in the south of Ireland. And in terms of my own expertise, and how that has been fine-tuned etc. I've studied at a number of institutions, some in Ireland, and others in the UK like Loughborough University and also more recently in the Hasso Plattner Institute in Germany. I would like to describe myself as a maven, my favourite thing to do is empowering networks to bring about radical change. And that's really what this global design challenge is about, as you probably have gathered. I'm a co founder, therefore of a number of very interesting initiatives ‘Made2Move’ which is around physical activity, ‘WickED’ is around using education for design challenges. And my most recent one, and in terms of music was Music Coram a new choir. I'm also the founder of this challenge. So I came up with the idea back in April, gathers a really fantastic bunch of people around me and we have iterated this into what you see now.
I was born in Tipperary in Ireland went to five schools lived in eight phases as a child and I think that we has shaped how I like to network etc. I really enjoy all of that. Pivotal moments for me, probably the most recent one was having an opportunity to work in New York for six months in Teachers College Columbia, and also in a school in Brooklyn. I am Norwegian, French, British and also I've New York roots and Sligo roots and for people from Ireland watching this West Cork roots, which will probably make them chocolate. I'm also a singer have been since the age of five, runner since the age of eight, and a dog lover all my life. And I'm a mom, a wife, daughter, sister, and a friend.
And my design thinking work has taken me all over the world. And not only do I do this within my own institution, I also do it in a range of different organizations, as you can see here from this long, long list. So basically I've been involved in developing design thinking, for strategy and also for services and social Innovation and it has been most exciting. And so hence I am speaking to you today from that particular platform. I've also written a number of books in the area of design thinking. And really, I suppose if I was to say my focus here is to try and empower people within my field educators, coaches, etc, to try and embrace design thinking as a way of grappling with innovation. And I think I've had some very good success in this area. So now to our design thinking webinar, which is why you're on the call. And what I'm going to do with you now is just to walk you through a number of different aspects just to try and get you set up and confident around this area. So I'm going to introduce you to the concept and the context. And why would we bother to use design thinking? I think that's a really good question.
How to do it step by step.
And I've some concluding comments to give you an I also have some more resources for you, for those of you who get very curious about this. So it is my firm belief that design is our superpower during this pandemic, and I think in it has never been more important to think like a design thinker. And you will see why as we walk through this. We have a pandemic that has up-ended our worlds, we are not really living in a new normal, we have to reimagine what normal is now. And I do think that we have the capacity to do that. And the fact that as I say you're on this webinar, and you're listening to me today, and wanting to help us means that I have great faith in that, that we can do something about this. I'd like you to remember as you're moving through this presentation and your competition period next weekend, that often the problems that we have today are yesterday solutions. So we have to be very careful how we respond to two times like this to issues like this. We have issues around lack of spectators. And we have the issue of data, lack of data not using enough data to try and make sense of the situation. And the idea of how we are going to prevent, and I suppose people succumbing to COVID-19. How are we going to use spaces differently? How are we going to move differently? And how are we going to interact differently, not only in our normal lives but also within sport and physical activity. And I would say there Salus and colleagues have identified a number of really, really interesting issues in this space. And I would encourage you to think and work through these carefully just to see if they resonate with you as you're trying to understand this particular issue. Sport and physical activity during the pandemic and after the pandemic, I think they've raised some really, really interesting issues. The other issue, which I think is fascinating is one that Mogens Kirkeby from ISCA, he's the president of the international sporting cultural association. He drew our attention to the idea that people are afraid, but yet they really want to be with each other. And that actually, the challenge at the heart of this global design challenge really hits upon that. How can we create sport and physical activity opportunities for people now, that can actually bridge that, so people feel safe again, they want to do and they can do it. So we're trying to empower people to reengage. If we're thinking like this, there is no way a cookie cutter solution is going to work for us, like a one size fits all, or a Ford production model, that's not going to work for us. So we have to look at this a little bit. differently. Everything is changing. Every single day data is changing, we're having new instances of COVID-19 popping up in areas where it has finally stopped. So data around the world in relation to the pandemic is changing every single day, data to do with sport and physical activity during the pandemic is changing every single day. So we liken this to building a raft with swimming, or as somebody said to us on our team, building a plane while we're flying. So we have to have a very particular mindset to handle that. Because it's not just discrete and straightforward and linear. This is really, really, really messy. So if we're going to go for this and try and come up with solutions, we have to keep thinking that it's constantly moving and changing as we go. For us to try and really find the right solution for this. We need to think of human centred innovation. We need to go to the people that it matters to the people that it affects. We need to try and understand what it's like for them. Because otherwise, whatever solution that we're going to come up with is not going to work. I'd like you to watch this video for a moment how wolves change rivers. And I think it might give you a sense of the power of a small team in the global design challenge of what your idea or your ultimate solution might do for sport and physical activity during this pandemic, and afterwards. It's about four minutes long, but I think you'll enjoy it. Just watch this for a moment and I'll be back to you.
One of the most exciting scientific findings of the past half century has been the discovery of widespread trophic cascades. A trophic cascade is an ecological process which starts at the top of the food chain, and tumbles all the way down to the bottom. And the classic example is what happened at the Yellowstone National Park in the United States. When wolves were reintroduced in 1995. We all know that wolves kill various species of animals, but perhaps we are slightly less aware that they give life to many others.
'Before the wolves turned up, they'd been absent for 70 years that the numbers of deer because there was nothing that could have been built up in the Yellowstone Park and despite efforts by humans to control them, that managed to reduce much of the vegetation there to all Nothing that just grazed it away. But as soon as the wolves arrived, do you remember that a few of them, they started to have the most remarkable effects. First, of course, they killed some of the deer. But that wasn't the major thing. Much more significantly, they radically changed the behaviour of the deer. The deer started avoiding certain parts of the park, the places where they could be trapped most easily, particularly the valleys and the gorges and immediately those places started to regenerate. In some areas, the height of the trees quintupled in just six years. Bear Valley sighs quickly became forests of Aspen and Willow and cottonwood. As soon as that happened birds started to move in and the number of songbirds migratory birds started to increase greatly. The number of beavers started to increase because beavers like to eat the trees and beavers like wolves are ecosystem engineers they create niches for other species, and the dams they built in the rivers provided habitats for otters, muskrats, and ducks and fish and reptiles and amphibians. The wolves killed coyotes. And as a result of that, the number of rabbits and mice began to rise which meant more hawks, more weasels, more foxes, more badges. ravens and bald eagles came down to feed on the carrier that the wolves had left, bears fed on it too and their population began to rise as well. Partly also because there were more berries growing on the regenerating shrubs, and the bears reinforce the impact of the wolves by killing some of the carbs of the deer.
Here's where it gets really interesting. The wolves changed the behaviour of the rivers they began to meander less, there is less erosion the channels narrowed. All pools formed more recently. sections over which are great for wildlife habitat, the rivers change in response to the wolves. And the reason was that the regenerating forests stabilize the banks so that they collapse less often so that the rivers became more fixed in that course. Similarly, by driving the deer out of some places, and the vegetation recovering on the valley sides, there is a soil erosion because the vegetation stabilized that as well. So, the wolves small in number, transform, not just the ecosystem of the Yellowstone National Park, this huge area of land but also its physical geograph'.
I think that it's quite interesting in this video. How it shows how something quite as you might think small, can have such a huge impact on an ecosystem. So in other words, I'd like you to have faith in what's possible. And keeping that in mind, I just want to talk to you a little bit now about the sweet spot of design innovation. There are three different areas really of design innovation. For the purposes of this webinar, we're going to focus on the desirability element. And that's all about design thinking. It's all about is this even something that people want, and you have to begin there if you're going to make change, if you're going to make change that will impact as you've seen in that previous video, the ecosystem, and sport of physical activity is part of such a huge ecosystem. The other two areas of feasibility and viability and are areas that you come to later. For some of you listening to this, you may very well have worked in those spaces. In relation to your idea, but for the purposes of this particular webinar, let's just focus entirely on design thinking and the desirability piece. And you'll see in a moment why that is entirely important. So we're going to use design thinking to define the problem. And then we're going to develop the solution. I'm going to say I'm going to say now a couple of times, so that you understand. You have to in design thinking, spend so so so long in the problem space before you move near the solution. As people we actually tend always, if we hear a problem, we say, Oh, I know exactly what to do here. And we come in with a solution. In design thinking, we try and slow it down. We spent 80% of the time available to us dealing with the problem and understanding the problem, and 20% of our time on the solution. It's a very difficult thing to try and do to unlearn previous behavior but it really pays dividends if you can do this, particularly when we're talking about a challenge like this. So we're not talking about a simple challenge, if we're trying to get sport and physical activity on its feet again, it's not simple. It's not like baking a cake. It's not like launching a rocket, which would be a complicated challenge. It's a really, really complex challenge, because it involves people. And anything that involves humans is really messy. And when I say complex, I'll give you an example. If I'm raising children, I raise one child. That does not tell me that when I've learned how to do that I can raise any child so often in complex challenges. It's not really and transferable to other situations, because they are equally complex.
Equally just to keep this same thread of thought going.
We're dealing with a challenge that we've set up that is really wicked. Data is not going to solve. An algorithm is not going to solve this. It's really wicked. We have stakeholders and links to the problem we've set you who may be in disagreement may look at things entirely differently to us. The system is hugely interconnected. If we change one aspect of the system, something else will have to change. goals may be very unclear and shifting, as I've said to you earlier, and everything is quite uncertain. As I said, in terms of data, it's changing every single day, every single hour. So it makes it very, very difficult. So in order to tackle this, we have to think like a design thinker. We have to do things in a design thinking way and follow a particular process. And we have to use space in a particular way, which I'll speak to you about in a moment. So the types of practices that we will be talking about here will be a human centred approach which I've just spoken to you about the fact that this is highly action oriented, we think by doing, we visualize we use postits, we're brainstorming, and then we're converging. It's highly collaborative. Teams are very, very diverse in this, the more diverse your team, the better for you actually, for this 72 hour challenge. And we engage in abductive reasoning, we're constantly reflecting and checking and changing and iterating. And the view is always holistic. And we like to integrate lots of things and viewpoints, backgrounds, ethnicities, skillsets, and disciplines, anything we can integrate, because diversity breeds sustainability, as we know, in terms of the mindset, it needs to be always experimental and explorative. And it needs to be tolerant of ambiguity and needs to be optimistic so your team needs to just even if things aren't going great for you in the in the competition Window find, just try and seek any iteration get your way out of it. And also, I would say that it's very future orientation. In other words, we are as design thinkers, we're very curious. And I think this is really helpful diagram. So if we're going to be thinking in a design thinking way, your team needs to be really open to each other's ideas, and not to knock them that you may Park them for a moment, but you need to listen, because you might be quite surprised. When you listen to an idea or you flip an idea something else will come from it. The other piece is stress tolerance, being okay, when things aren't going great in your 72 hours when oh my goodness me, whatever prototype you developed isn't working or the end user didn't like the look of it or whatever. So embracing, you're saying that's actually cool. If I fail if something goes wrong, that's all part of this. Because the more you fail in the 72 hours, the better your ideas going to be. The other piece I would say to you is this idea of being really excited about what you're up to joyous exploration. The idea of this is such a chance to work with your team that you pulled together on a really interesting challenge that matters to you. The last piece, and this is the most important part is this idea that you can recognize a gap, some space where your idea fits. And this is why spending so long in the problem space will help you. Because if you don't, you're not going to find the gap. You may just reproduce something that's already out there. The reason that such a mindset is really, really important is because there are issues as there always are in relation to any process that you try to follow. So design thinking is no different to anything else. There's one thing that I need to flag with you. And this has to do with cognitive bias. So as a design thinker, you have to be extremely careful about cognitive bias what helps you to mitigate against it is having diverse teams from multiple backgrounds, and skill sets, etc, because it creates this kaleidoscope of views of an issue. And it helps you to mediate against something like this. So if you can think carefully about how you construct your team, this certainly will help you. And further to that, as I come to the actual process itself, the different your ways of gathering your own data from your end users, the better, you're actually going to, again, try and stop this particular issue from coming through. And it will be there in some essence, what you need to be really aware of as you do your design thinking process. This is an example of what can happen depending on people's backgrounds and their skill sets and etc, etc. So, if you can imagine I'm by myself and I decided I'm going to work out this challenge. And I'm presented with a challenge which is the elephant in this photograph, and imagine the person at the back there and I'm looking at to tail and I'm saying all that feels to me as if it could be a rope.
Me by myself will have an entirely different viewpoint of the elephant. I may entirely misconstrue things as I'm going through. But the more diverse my team, the better, I'm going to be able to figure out that it's actually an elephant I’m looking at. Okay, so diversity in your team is going to be absolutely crucial here. Why do you think design thinking works? Well, and you may not be convinced of it yet, but certainly Jeanne Liedtka is a very, very interesting and very, I suppose she's a critical friend of design thinking. So she is somebody who totally values the process but is not afraid to critique it.
And I'd invite you to read the Harvard Business Review article that she wrote on the subject recently, what she did come out with at the end of the article was this idea of the innovators journey. And this is basically a confluence of a lot of the work there's the Jean has been doing in the area. Gut essentially what he says about design thinking is it provides immersion into the problem that you're trying to solve is very user centred. So it's all about the end user. It's always about data. It's not about hunches. The more multidisciplinary your team, the better for you. And it fosters articulation of ideas, multiple opportunities to articulate ideas to fine tune them, etc, etc. It also is founded on pre experience and this idea of learning in action, which is fundamental to it. And now I'm going to move to how do you do wish, okay, so we're going to work through this and we're just going to see how you get on. And I want you to have a little bit of confidence. By the end of this. I think you will have some competence in how to do this. And I think you'll be competent enough to go for it next weekend. So there are six phases, Hasso Plattner Institute came up with a number of phases and most recently in 2018, and these are tried and tested. There are basically if I described this diagram, six phases and they're broken to three and three, so understand, observe, point of view, all fit in the problem space. Ideate, prototype and test fit in the solution space. Understand observe and point of view, in the problem space should take you 80% of your time, ideation prototype and test in the solution space should take you 20% of the time available to you. The other thing I'd like you to note is all of the lines between each of these six stages. Basically, it's an iterative process, it is not linear. So for example, imagine you went from understand to observe to point of view, you weren't really that happy with your point of view, you can still go back, you can immediately say to yourself, okay, I'm not really sure if that I think I need to go back, do my understand observe again to check. So at any step of the process, you can go right back to a previous step or two steps back, etc. So please don't think it's like you're on a train, and you have to keep going along the tracks until you get to the destination point. It's highly iterative, that’s the beauty of this process. It basically fits into a Double Diamond in the first three phases, which you're going to be learning about the particular problem that's been said to you. Okay, so understand observe and point of view are all about learning. What is this problem? How can we fiddle with it? How can we figure it out? What are we going to do? So it's quite a divergent phase, where you're trying to figure things out, and then it converges on point of view. Then you start off into your ideation phase, prototype and test, and that's where you're coming up with your solutions and that's the create part of the process. Another diagram from Dave Sammon is really, really interesting and he speaks about the problem focus and the solution focus. And I really like this diagram because I think it really explains it well. So we're going to spend ages at the beginning of the design thinking process and problem space. And then you're going to move to solution. And I just want you to remember that you keep iterating through these steps just to make sure that you finally come up with a solution that you are happy with and want to submit. So let's have a little look at our challenge that we sent you. It's quite big. And it might be very,
I suppose it's, it's something that you might be a little bit in trepidation about. So let's break this up.
So this is our challenge. Quite wordy. Lots of interesting things going on in this. And it all came from our own data as we were designing this global design challenge ourselves, because we've also been data driven in this process. So we're moving through all of these processes to make sense of that huge challenge that we've set you. So in the understanding part of the process, the first step of those six steps, it's all about diverging. It's about figuring out the challenge. What is this huge challenge you've been set? And what does it mean for each of your own team members? What insights do they have about the challenge? And what are they see as its meaning? These are a couple of tasks you might do to really make sense of this understand phase. So the first task you might do, and I think this is a really good task to do when you're set a challenge of this nature, is to do a semantic analysis. And that means that you're actually trying to figure out what to each of the key words in that challenge mean? So you underline the most important words and sections of the challenge. You write down anything you can think of any question that comes to mind, I'm suggesting that you use post-its to do this. So you're using post-it’s, your markers and you're writing down as many ideas as you can. One idea per post-it. Okay, why am I saying one idea per post-it means that you can move and change them around as much as you can. I'm suggesting that you use a wall space or some space to try and help you with that. You may be working on a zoom call with your friends to try and start off this challenge or Microsoft Teams or whatever interface you want to use. And there are various I suppose platforms that you can use to help you. One that's really great, if you want to be shared whiteboard, try and work on is Conceptboard. So I would suggest for this task, and for all the tasks leading out from it, you should set up a concept board or some sort of mind mapping tool that you can start sharing and collaborating from the word go. So you're all putting up your post-its as you're thinking of them and you can start making sense of each other's ideas then. This means that you can really quickly in an online setting, start to cluster the information. You can identify patterns and themes. And really the function of this semantic analysis is to start to develop topics that you might use to interview a stakeholder or an end user. Okay, that might help you.
Just a thought there's another an interface that might help you as well other than Conceptboard and that's Mural, you may have more yourself. But if you can find a really good online collaborative tool for your 72 hours, that's going to be really key to this. Once you've done this, this task, I would say you would then move on to a stakeholder map. Brainstorm every single stakeholder you could possibly think of any end user that relates to the challenge we set you, map the relationship to each other. So you will need some sort of mind mapping tool to help you with that in an online setting. Who's the most influential, greatest impact? Maybe funding opportunities, I don't know whatever themes you want to do to it. In order to organize this particular stakeholder map, colour code them. And then at the end of that process, you choose who do you want to interview? Who do you think is the linchpin of the stakeholder map? So you might say, it could be young people who are under 18. You could say it is the chairperson of local clubs, you could say, I don't know who you're going to say it's going to be entirely up to you depending on what you're looking at. So you list the questions that you can use in an interview with one or more of those stakeholders or another word for stakeholders, end user somebody that this all matters to. Yeah. So at the end of task B, you should have a list of questions ready to go forward as you go through.
I want you to keep in mind one thing as you're doing it as you're mapping and that's the work of Mark McCrindle. Mark McCrindle is really, really interesting in that he has done a lot of work. In looking at the generations that are living on our planet, and how they think, how they interact, how they lead, how they influence, and I suppose how they socialize. So it may give you some sense when you're trying to prepare those questions how you might do this, for certain generation alpha and generation Z, they will be really comfortable with the digital, and maybe others less so. So please keep this in mind as you're moving through that it's just a thought, you may or may not want to do so it's just something to flag with you.
Then moving on to the second phase of the design thinking process, and that's observe. Observe is all about compassion and empathy for your end user or your stakeholder. How are they experiencing the challenge? What do they see here, do or feel, and we call, I suppose a lot of this empathy mapping, we'll try to figure out what's going on. So in the previous Phase you've identified stakeholders or end users you might want to interview or discuss matters with. Here, you're actually getting a chance to do that, to actually engage with them and to figure out what's happening for them. So there's a number of tasks here. This particular task for this phase is interview. Now, I want you to think of a number of ways of doing this. And particularly in the pandemic, many of you will not be able to interview somebody face to face, it will depend, maybe that person is living in your house, maybe they're a neighbour, and you can you can conduct an interview using social distancing. Or you may have to phone somebody, you may have to do a zoom call, or when you're planning is make sure you have two people on that call, or in the scenario where you're trying to do is through social distancing. You basically decide who's going to take notes and who's going to interview. And these are really, really important jobs. Because as it's happening, the person who's taking the notes is scribbling down quotes, personal stories etc. And I cannot tell you how important that is because the quotes they give you are going to be like gold. Those quotes are the seeds of future am I suppose iteration of your solution down the road. They're the things that are going to really direct you in terms of really understanding what this problem is. So don't just some summarize them, grab the quote, what is the quote that will stand out?
In a recent project that I was doing? We were looking at I will give you an example. We were looking at a person who am how would you design a shopping experience for a cohort of women who are in a certain age bracket. And what was really interesting was in the interview with one of these, these end users or stakeholders, the phrase this person used was slow shopping.
And when she said That phrase that changed everything in terms of the solution we were going to come towards. So in other words, that phrase slow shopping shaped every single step of this design process. So listen carefully to how they put things. And once you have that, it is like gold. Moving along to the point of view, this is the part at which you start to converge around a more distilled version of that huge challenge we've set you. So it's about converging. It's about using the end user and stakeholder insights to narrow down the challenge we set you so that it matches the need for the end user or stakeholder. And with that in mind, I have a couple of tasks I need you to try out for me. So the first one is unpacking the interview. So looking through the notes finding the most interesting data, writing each finding is a direct quote on one post-it, one post-it per idea.
Each team Member presents to the rest of the team and selects the top three findings from each interview. And you collapse these into three agreed findings. So you're starting to really converge here and trying to make sense of what's going on. The second task then is the user point of view. And this is the point where you're really narrowing it down into your challenge the challenge for your team, which is going to guide you through the rest of the process, towards your solution. You collapse into one further finding, you're reframing the challenge into a user point of view. So we met john, we were inspired to realize that john blady, blady, blay. Each would be life changing if blah, blah, blah happened for john, in a world where this is a context or a restriction. Once you tighten that up, and you make sure you're happy with this, you are ready to go into the solution space. Make sure every member of your team is really happy with that point of view statement because that becomes your North Star from this point forward.
And now we're moving into solution space. So we're starting to diverge. Again, it's about solutions to that really narrow challenge, that point of view that you have identified in the previous phase. So in Ideate I needed to think about two things. And we flagged these for you, when we set the global design challenge. Whatever solution you come up with, has to map onto the Sustainable Development Goals. And it must also speak to Kazan Action Plan. So take account of this in whatever solution that you have those on the side and you're watching how they map, how your solution will ultimately map onto that. So in Ideate this is a task that you might consider, you formulate a new How might we question via brainstorming? So you convert your point of view statement into how might we question. You share ideas, you PowerDot the best ideas. What does that mean? It means each team member has a PowerDot, and you can vote, it’s like a vote for the idea that you like best. So each team member has one. And you can actually choose which is the best one.
And I would suggest at this point, rather than narrowing it down to just one, I would actually narrow it down to the best two, and it must inspire solutions, whatever you come up with.
We now move to the prototyping phase, which is really exciting phase. And this is all about making a tangible model of your prototype of your idea. So you can use paper models you can use roleplay. You can use an idea napkin you can use a storyboard. I don't mind what you use, as long as you can actually use this to explain your idea. You should always iterate your prototype and check it with the end user and stakeholder to fine tune it in this phase. There is no Point in heading off into the distance with a really wonderful prototype as you see it. And actually your end user or stakeholder that you interviewed back along has no interest in it, thinks it doesn't answer their problem. So you check in and make sure that you're checking it and testing is with the right end user. So one task is the idea napkin, I listed it in the previous slide. And this is an example of one of them that has been used with Hasso Plattner Institute. So as a team, you complete one idea napkin for each idea that you've come up with. And then you do some rapid cross prototyping. You decide which of these idea napkins am I going to prototype into something a little bit more concrete. So you build quick prototypes of these little of these idea napkins. And then you do a number of iterative rounds, just keep tweaking, changing, etc. Once they're all finished, you get everybody back in together and You sharing you discuss what they've built. And then you show and fine tune them, you bring them back to the stakeholders or end users and say, what do you think, some of the prototypes are going to disappear, they're gone. And some are going to be amalgamated, some features will disappear, etc, some features will be added. The key here is active listening, you need to listen carefully to incorporate whatever those end users say, into the final version of your prototype, because that's what you're going to be submitting at the end of the 72 hours.
The final phase there is test. And actually, you're not really going to be doing that for all of you really, I'd say the majority of you. This is the phase that will happen in incubation later on in the global design challenge outside the competition, if you're a finalist. And so basically, this is something you don't need to be worried about. Okay, this is something for some of you, there might be a tiny, tiny number of you watching this who actually have an idea which is reasonably advanced and you may have tested it a bit that's cool as well, we're really happy to see those ideas. And we do have a pathway view if you're very advanced in your idea as well. So there's room for everybody really in the audience. So we're now coming to the part where we troubleshoot some of the questions that might occur to you and that you might have difficulty with as we're going through. So the first thing is frequently asked questions that that people often throw at me when I'm doing some of these sessions. So one is about how do I manage my time, the time that's allotted, so you've 72 hours starting on the 26th of June, and you will be uploading your submission on the 29th of June at 9am. British Standards time. So I always say to teams, it's all about preparation, preparation, preparation, preparation, you must have a very clear plan and you must assign tasks to your team members. You make sure that your team is strong and dynamic and diverse. I can't say that enough. different ethnicities, different backgrounds. different life experiences, different skill sets, just make sure they're all diverse, you will get way more from this competition if you can do that, and make sure they're from all over the world. That's why this competition is global. Use time boxing. Now, you may not know what that is. But time boxing is where you allocate certain amount of time to each task. And for that, I often start with, by when do I need to submit this idea, and then you work backwards to implement forwards so you know how much time you have. Please remember that within this time, 72 hours, you still have to write your submission and have supporting links. And you also have to prepare a pitch. So you need to use your time really, really effectively. If you don't spend enough time on the design you have nothing to pitch. If you spend too much time on the design and you don’t pitch it, the judges when they finally get to look at your submission are not going to know what it’s about. So obviously the design of your solution is really really important but the pitch is as important.
Can I use other methods within the six design steps and I said of course, whatever methods work for you and your team use them. It depends on your skill set your team members background and your idea, I am really fine with it, we are all fine with it these are just ideas about how you might approach it. Some of you are going to be way more, I suppose advanced in your design thinking and some are not. The purpose behind this if you are literally brand new to it and you are trying to figure it out is there a kind of hand rail or process that might help you and I certainly think that this shall do so.
So, just to flag with you in terms of our support, this webinar and also then Judy Russell’s fabulous pitching resource is going to be released as well on the 25th June and I think that’s really going to help you with pitching. What is really nice about what Judy has prepared for you, you can actually do pitch off your mobile phone and it’s going to look fantastic. So it doesn’t matter about WIFI, broadband, what device you have etc., there are lots of ways around it and Judy has a very pragmatic approach to how you are going to pitch your idea. So you are not to worry about that it’s really about the idea, we just want to see what you’re going to get across and please just look out for her pitching resource being released on the 25th.
So it’s over to you, we want you to prepare your submission for Devpost and upload by 9am (British Standard Time) on 29th June 2020.
I’d like you to follow us just to keep updated on what we are doing, on Twitter, Instagram and Facebook, please follow us, receive notifications stay really really tuned because it’s iterating and changing as we go and we have loads of information out there to really help you to be successful in this.
You register, some of you I don’t know may not have registered yet. But if you haven’t please register there – https://global-design-challenge.devpost.com/
And please follow me as well, because I will be updating you as I am the project lead on the Global Design challenge, so they are my contact details. And finally I have some more resources for you and they are free and they are on line and I think they are really super. So you can go to IDEO – and that is a really nice set of resources all free for you to use and you can use them within each of the phases, the six phases.
Stanford d school also has some super resources and Hasso Plattner Institute has super resources, so there is no shortage of things to really help you in this. So, what I would say to you is galvanise yourself, use the time you have to get the right team around you and start to do a little bit of data gathering yourself this week as you get ready for setting off in the competition phase.
Get yourself ready, I did say preparation, preparation, preparation. Have a really good team, start exploring collaborative tools, online tools that you might use during next weekend. Get them set up, get them ready, make sure you are familiar with them. Really familiar if you going to use Zoom, be very familiar with what it can do. ConceptBoard, Mural whatever is out there, MIRO this is another one, so there are lots and lots of different tools that you can use but this is the time to start organising yourself and getting yourself ready. Because once the window begins you don’t want to be wasting time on any of that stuff. So the sooner you can start getting ready and getting on the task the better for you and the better your solution is going to be when you submit it.
We are so excited to see what you are going to come up with, we can’t really wait until all of those submissions are in on the 29th and we can start looking at them.
The core judging panel and the expert judging panel are from all over the world, all different types of organisations and expertise, all ready to look at what you are going to come up with. And remembering again your answering our call to a very big challenge and you are trying to think and re-imagine how sport and physical activity can be during the pandemic and after the pandemic.
I want to wish you every every success, I want you to have a ball, I want you to have fun and I want you to make new friendships and new networking opportunities as you move through this. This is a wildly exciting opportunity and I am completely convinced that you are ready for this.
So thank you so much and thank you for listening and wishing you safety, happiness etc. as you embark on this particular challenge.
So it’s goodbye from me, best of luck and pull in as many teams as you can but the priority obviously is you and your own team.
Wishing you the absolute best for this, take care.