book

Design Thinking for Tech: Solving Problems and Realizing Value in 24 Hours

by George W. Anderson

December 2022

Intermediate to advanced

448 pages

11h 56m

English

Pearson

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Why This Book?Organizing the BookAudience and Approach
Thinking Slower to Deliver FasterA Process for Progress: Popular Design Thinking ModelsOur Design Thinking Model for TechThe Battle Between Perfection and TimeThe What: Techniques and ExercisesThe How: The Design Thinking Cycle for ProgressThe When: Ambiguity, Complexity, and UncertaintyThe Why: Better Practices and Faster OutcomesThe Who: Design Thinking by Technology RoleDesign Thinking in Action: Real-world Tech ExamplesWhat Not to Do: Lessons Learned the Hard WaySummaryWorkshop
Human-Centered ThinkingDesign Thinking in Four PhasesWhat Not to Do: Exclusively Left to RightSummaryWorkshop
Design Thinking for MeLearning More QuicklyThinking and Problem SolvingCoping with AmbiguityPrioritizing Next Best Steps for UncertaintyExecuting More EffectivelyWhat Not to Do: This Isn’t for MeSummaryWorkshop
Design Thinking for Tech Team AlignmentDesign Thinking for Sustainable TeamsResponsibly Operating at SpeedWhat Not to Do: The Archipelago EffectSummaryWorkshop
Making Teamwork Visible and VisualTools for Visual CollaborationExecuting a Design Thinking ExerciseWhat Not to Do: Keeping It All InsideSummaryWorkbook
Listening and UnderstandingAssessing the Broader EnvironmentUnderstanding and Articulating ValueWhat Not to Do: Ignore the Culture FractalsSummaryWorkshop
A Framework for Finding and Prioritizing PeopleExercises for Stakeholder Mapping and PrioritizationExercises and Techniques for Engaging StakeholdersWhat Not to Do: Stick to the Happy PathSummaryWorkbook
From Stakeholders to PersonasThree Types of EmpathyA 360-Degree Model for EmpathizingA Recipe for EmpathizingWhat Not to Do: Ignore the 20 PercentSummaryWorkshop
Identifying and Understanding a ProblemThree Exercises for Problem IdentificationTechniques and Exercises for Problem ValidationWhat Not to Do: Jump In! (to the Wrong Problem)SummaryWorkshop
Ideation and Thinking for Problem SolvingDivergent and Convergent ThinkingWarm-ups for Thinking DifferentlyTechniques for Clearing the MindWhat Not to Do: Stay Convergent!SummaryWorkshop
Constraints and GuardrailsSimple Guardrails for Thinking DifferentlyExercises for Thinking Through RisksCrazy Techniques for Extreme ThinkingWhat Not to Do: Avoid the Silly-Sounding StuffSummaryWorkshop
Creativity and ThinkingTechniques and Exercises for Creative ThinkingWhat Not to Do: Concluding Thinking Too EarlySummaryWorkshop
Next-Step Thinking for Uncertain SituationsReducing Uncertainty and AmbiguityWorking Through Uncertainty and What’s NextWhat Not to Do: The Brute-Force PathSummaryWorkshop
From Ideas to Potential SolutionsVisual Exercises for Problem SolvingWhat Not to Do: Skimp on BrainstormingSummaryWorkshop
Cross-Boundary Teaming for CollaborationTechniques for Working Across TeamsTechniques for Communications ChallengesWhat Not to Do: Using Words When a Picture Is NeededSummaryWorkshop
The Prototyping and Solutioning MindsetMaking Progress versus Solving the Entire ProblemTechniques for Making Planned ProgressWhat Not to Do: Ignoring the Inverse Power LawSummaryWorkshop
The Progress Mindset: Showing Up and Starting SmallRealizing Value Through Objectives and Key ResultsStarting Small and Delivering FastTechniques for Delivering and Executing to ThinkFor a Limited Time Only…What Not to Do: The Forever MVPSummaryWorkshop
Delivery Techniques for Increasing Value VelocityTeam Considerations for VelocityChange Control Considerations for VelocityWhat Not to Do: Shrink Sprints to Speed UpSummaryWorkshop
The Testing MindsetTraditional Types of TestingTesting Techniques for Learning and ValidatingTesting Tools for FeedbackWhat Not to Do: Automate EverythingSummaryWorkshop
Simple Feedback TechniquesStrategic Feedback and Reflection TechniquesWhat Not to Do: Wait for Late FeedbackSummaryWorkshop
Avoiding Perfection TrapsNovel Techniques for Making ProgressEdge Case Techniques for Deploying and Realizing ValueWhat Not to Do: Deploying Too SoonSummaryWorkshop
Techniques and Exercises for Effective ScalingOperational Resiliency TechniquesTechniques for Sustaining Systems and ValueWhat Not to Do: The Scale versus Features MandateSummaryWorkshop
Change Management and AdoptionThe Four-Phase Change ProcessMethods for Creating AwarenessTechniques for Providing PurposeDriving Readiness Through Design ThinkingFour Techniques for Adopting ChangeTechniques for Timing ChangeWhat Not to Do: Change Management Can WaitSummaryWorkshop
Project Management VelocityLeadership and GovernanceStakeholders and ExpectationsDevelopment ApproachRisk ManagementSchedule ManagementManaging ScopeDelivery and QualityCommunications and CollaborationWhat Not to Do: No Courage, No FutureSummaryWorkshop

Content preview from Design Thinking for Tech: Solving Problems and Realizing Value in 24 Hours

Foreword

George Anderson and I first met in 2011, when I became his colleague at Microsoft. It was my first job at Microsoft, and George had only been there a few months longer than I, but it never seemed like it. As I struggled with impostor syndrome and felt almost completely unable to cope with the demands and workload around me, George seemed to be able to calmly get things done. He was, how can I put it? Just in control.

It was hardly surprising that within a few short months he was my manager. As I learned more about him, I could never quite figure out how one person could just DO so much. He and I were close to each other in age, but somehow this guy had managed to squeeze in an MBA and PhD, regularly taught at university, volunteered ...