People first, then process
Design thinking, team intent and psychological safety.
Three and a half hours on people first, then process: design thinking, leading agile organisations through intent, designing agile teams, trust and psychological safety, and collective intelligence.
- Level
- Focus
- Learning time
- 3 hours 30 minutes
- Where
- Strategy and the future
- Price
- £69
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion, or Certificate of Completion and Assessment with a short assessment
Overview and Outcomes.
Who It's For
Team leaders, managers and service leads introducing new ways of working in public services
Overview
New ways of working only succeed when people are clear on the intent and safe to speak up. From Built to adapt, this course begins with design thinking, comparing Stanford's d.school, IDEO and the Design Council's Double Diamond, with Airbnb and the Government Digital Service's redesign of GOV.UK. It then turns to leading agile organisations, drawing on Bungay's three gaps, Moltke's mission command and McChrystal's team of teams, and to agile teams through Skelton and Pais's Team Topologies, cognitive load and Conway's Law. It ends with Edmondson's hospital study and three moves, the hidden profile problem and closed-loop communication.
Aims
Its purpose is to help leaders frame problems around real users, give teams direction without control, design teams that can carry their cognitive load, and make it safe for people to speak, so that new processes rest on clear intent and trust.
In summary, you will be able to:
- Apply the four core practices of design thinking to a service you lead, and assess whether the exercise changed real decisions.
- Set intent and boundaries for a team, checking understanding through backbriefing, so that those closest to the work decide how.
- Explain the hidden profile problem, and use Edmondson's three moves to keep standards high while making it safe to speak.
What you'll develop
Through this Focus course, you will build the ability to:
- Explain what makes design thinking human centred, empathy driven and non-linear, and compare the Double Diamond, d.school, IDEO and IBM models.
- Distinguish technical problems from adaptive challenges, and explain Bungay's three gaps and why the instinctive response to each makes it worse.
- Compare points on the spectrum of team stability, and explain why stable, cross-functional teams that own a service suit work that keeps changing.
- Explain Edmondson's definition of psychological safety and use the standards and safety matrix to place your team.
- Explain the hidden profile problem and why groups tend to lose information that only one member holds.
- Apply the four core practices of deep user research, reframing, low fidelity prototyping and testing with real users to a service you lead.
- Set intent and boundaries for a team, checking understanding through backbriefing, so that the people closest to the work can decide how.
- Use Team Topologies, cognitive load and the inverse Conway manoeuvre to design or review teams around the service you want users to experience.
Built from 3 parts.
3 hours 30 minutes of learning.
- 01Starting with peopleDesign thinking principles and processBitesize · Creativity and Innovation1 module
- 02Clear intent, free handsLeading agile organisations and agile teamsBitesize · Agile and New Ways of Working2 modules
- 03Trust at the centreTrust and psychological safety in teamsBitesize · Team Development2 modules