Page 328 - The Design Thinking Playbook

#2.5 Facilitation & visualization #1.5 Empathy with the users

RÉSUMÉS As a facilitator, design thinker, and graphic recorder, he is out and Dominic teaches at Bern University of Applied Sciences, Innovation
about with his own company, Osterwalder & Stadler GmbH. In and Change Management, and is the founder of INNOLA GmbH,
conjunction with companies, he developed various thinking labs which addresses innovations for life in old age. His journey led him
in which participants also learn to persevere in the somewhat through a wide variety of occupations and locations: gardener in
unfamiliar emergence of such laboratories. He is also known for his Ireland, care professional in Antigua in the Caribbean, instructor
very impressive graphic recordings on meter-long paper strips. at the AIDS Federation in Bern, and process manager in the Swiss
financial industry. In design thinking, Dominic saw an opportunity to
deploy his T-shaped personality to create an impact.

WHY ARE YOU A As a facilitator and volunteer coach in professional sports, I’m I got to know design thinking during my master’s degree studies in
DESIGN THINKING mainly interested in the way the coaching and support for innova- 2010. Since then, I have been practicing design thinking in a wide
EXPERT? tive processes and projects is done as well as the question of how variety of projects and a wide range of areas, including the health
peak performances can be achieved over and over. In addition, I care sector, insurance, and education. The challenge in the context
teach design thinking in the context of facilitation change, so that of design thinking switched from a focus on methods to conveying
the big picture of a transformation does not get lost in the shuffle. the mindset in a zero-error culture, especially in large companies.

YOUR MOST IMPORTANT Dialog begins with listening. It is—as William Isaac said so Human beings have two ears and one mouth. Thus the ratio is set:
DESIGN THINKING TIP? wonderfully aptly—the art of thinking in common and—I’d like Listen twice as much as you speak. One big mistake: “I know what
to add—acting in common. When you manage design thinking my customer wants. I don’t have to ask him.” Don’t be afraid of
projects, you should be present but low key; be there, follow things people’s eyes rolling and the feeling you’re the pollo (Spanish for
with every fiber of your mind and body, and pay the utmost atten- chicken). Only those who ask questions will get an answer and the
tion to how you can promote and encourage this way of thinking in opportunity to learn. Another mistake: “My customer can say to me
common. what he wants.” Customers usually express what they would like
or what gets them angry. Only rarely do they suggest an innovative
solution. Empathy is the key.
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