After working for several years at a design and innovation firm, I’d grown to rely on Designers for creative problem solving… sort of thinking of myself as the person who leads the framing of the interesting, relevant questions and Designers as the ones who lead the elegant solution-finding. But in my new position I’ve been without Designers on my team. But because I position myself as a Design Researcher, I wanted to deliver insights that had solutions, at least the beginning of solutions, attached to them.
That’s when I realized that this was a chance to rely on the kindness of teammates. And they’d probably enjoy it along the way. I turned each of my findings presentations into brainstorming sessions– presenting compelling user stories alongside opportunity areas. I asked questions like “Imagine that 10 years from now we are wildly successful as _______. What would that experience be like?” And asked engineers, product and marketing managers to grab a sharpie and some half-sheets of paper and tell me what I didn’t already know.
It has been a great way to understand what my brilliant teammates know about the opportunity areas– and they have diverse perspectives. It’s also been a great way to learn what is most surprising and inspiring to the teams. Some insights they nod their heads, sometimes they even say, “we’re already working on that.” But other insights spark great conversations, light bulbs pop up around the room. Those are the topics I dig deeper into.
The best part is that I did this before delivering my final report. So now, as I craft that massive presentation, I know what my stakeholders care about. I know more about it than I did before. And I have funny little sketches to illustrate many of the important points.