Orig­i­nal Post from 2011 When work­ing with new teams it should be assumed that par­tic­i­pants have lit­tle or no expe­ri­ence with project man­age­ment and task del­e­ga­tion with­in a team envi­ron­ment. A brief intro­duc­tion to agile and scrum sys­tems is ben­e­fi­cial. Each of the new teams takes time to famil­iarise them­selves with their final con­cept and […]

No More Managers. Everyone Leads

An engi­neer­ing researcher was clair­voy­ant when he said in 1994 that sub­or­di­nates often make the best lead­ers: Often with small groups, it is not the man­ag­er who emerges as the leader. In many cas­es it is a sub­or­di­nate mem­ber with spe­cif­ic tal­ents who leads the group in a cer­tain direc­tion. Lead­ers must let vision, strate­gies, […]

Teamwork Ground Rules

Good advice from Kristof Kovacs There’s only three things: ASK: If a task is not clear, or more infor­ma­tion is need­ed, please ask as soon as pos­si­ble. Ask­ing is always ok. Doing the wrong thing (or doing noth­ing) because you did­n’t ask is not ok. DEBRIEF: It’s not done until you report­ed it done. This […]


This part of the work plan is depen­dent on both the brief and the scope of the pro­gramme. After Note: Pro­duc­tion can be explained in iso­la­tion but is exe­cut­ed with Plan­ning. I have updat­ed the pre­vi­ous post “Plan” to reflect some of this.     This post is incom­plete and needs so much more detail […]


Deci­sion Time—Convergent Think­ing This point marks a sud­den change of gears, where phase one and two come to a sud­den and marked end. With the lead­er­ship of the Facil­i­ta­tors the group eval­u­ates the most pop­u­lar con­cepts against the brief’s cri­te­ria until a top con­cept is found. In a sit­u­a­tion where there are many teams work­ing […]


The con­cept phase is an explo­sion of ideas shoot­ing off in almost ran­dom direc­tions. In the refine­ment phase of the cre­ative process we look for links between con­cepts, grad­u­al­ly build­ing upon what has been devel­oped and refer­ring to both the brief and reflect­ing on the inspi­ra­tions gath­ered in phase one. The refine­ment process draws to […]


Explode—Divergent think­ing Take risks, be per­sis­tent, be curi­ous. Fail ear­ly and fail often. Using the inspi­ra­tions that were col­lect­ed in phase one, the team offer up ideas that address the needs of the brief. Team mem­bers can offer up fresh con­cepts or build on the work of oth­ers. Go for quan­ti­ty, explore each idea entire­ly. […]

Some Design Principals

Com­plex prob­lems require sim­ple, clear and hon­est solu­tions. Suc­cess­ful solu­tions will move peo­ple by sat­is­fy­ing their needs, giv­ing mean­ing to their lives and rais­ing their hopes and expec­ta­tions. Excep­tion­al prob­lems demand excep­tion­al solu­tions that may be rad­i­cal and even dis­rup­tive. Effec­tive solu­tions will be col­lab­o­ra­tive, inclu­sive and devel­oped with the peo­ple who use them. No […]

Introduction to facilitating Design Thinking

Run cor­rect­ly this cre­ative process will bring out desired behav­iours in the indi­vid­u­als tak­ing part. These behav­iours will ini­tial­ly be reac­tions against the process, aggres­sive­ly defend­ing the way they have been taught to think since child­hood. Sup­port and encour­age­ment from the facil­i­ta­tors, rather than cor­rec­tion will allow the par­tic­i­pants to see the ben­e­fit and strengths […]