This program introduces Kentucky’s Hal Rogers Scholars to IDEO’s methods of design thinking and human-centered design principles through a set of exercises in creativity, improv, “ball games,” empathy training and opportunity recognition and teamwork. This presentation was for the Hal Rogers Scholars Program on June 25th, 2013 at Lindsey Wilson College in Columbia, KY.

1. Entrepreneurial
Leadership Training
Hal Rogers Scholars Program
June 25, 2013
Lindsey Wilson College
Columbia, Kentucky
Peter H. Hackbert, Director
Entrepreneurship for the Public Good
Berea College

2. Let’s introduce you to
IDEO

3. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-3
IDEO
THE MOST CREATIVE,
INNOVATIVE COMPANY
ON THE PLANET

4. Creativity- The “box” #1
Thinking

5. You will need a pencil and
something to draw on.

6. Origins of the “box” #1
Thinking
Can you draw four straight lines,
without lifting your pencil from the
"paper," through all nine dots?

7. Solution of the “box” #1
Thinking
Can you draw four straight lines,
without lifting your pencil from the
"paper," through all nine dots?

8. Breakthrough thinking
requires you to break
through something, and
that something is your
normal, linear thinking
pattern. Let’s try an
example to get us started.
You will need a pencil and
something to draw on.

9. Lateral Think Exercise #2
By moving two “sticks” change the
direction the dog is looking, but you
must keep the tail pointing upwards

10. Mental
Frameworks
Mental scaffolds
help us to
understand new
ideas and to
integrate them
(often in original
ways)—with
information we
already possess
Before – no
connection
between neurons
After – a
new neural
pathway

11. “The era of ‘left brain’ dominance is
giving way to a new world in which
‘right brain’ qualities — inventiveness,
empathy, meaning — will govern.”
- Dan Pink, A Whole New Mind

12. Creativity,
Inventiveness and
Innovation are HIGHLY
valued

13. Breakthr
ough
Insights -
Whitaker and
Hackbert
Overhe
ad
Chart
Ideas
Occur when individuals use
existing knowledge they
have gained (and retained)
from their experience to
generate something new—
thoughts they did not have
before.

14. Diversity
Innovation
Drives
Diversity drive
innovation

15. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-15
THE BEST
WAY TO
GRASP
DIVERSITY IS
IN OUR
PERCEPTIONS

16. Shifting Perspectives
#4
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-16
Source: Michael Michalko, Cracking Creativity,
Berkeley, CA: Ten Speed Press, (2001)

17. Breakthr
ough
Insights -
Whitaker and
Hackbert
Overh
ead
Chart
What do
What do you see?
What do you see? #6

18. Breakthr
ough
Insights -
Whitaker and
Hackbert
Overh
ead
Chart
What do you see?
What do you see? #7

19. Breakthr
ough
Insights -
Whitaker and
Hackbert
Overh
ead
Chart
Which center circle is
bigger?Which center circle is
larger? #8

20. Breakthr
ough
Insights -
Whitaker and
Hackbert
Overh
ead
Chart
What do you see?
What do you perceive?
#9

21. What must I do to
Think Creatively?
#10
Please
fold your
arms.

22. What must I do to
Think Creatively? #10
Please
fold your
arms.
Creative thinking does
not require you to do
something different…
but it does require you to
process information
DIFFERENTLY.

23. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-23
IN
PAIRS
WITH BACK
TO THE
SCREEN

24. In Pairs, describe the picture
to your illustrator #11
[front row / back row]
Image # 1

25. Describe the picture to
your illustrator #12
Image # 2

26. Image #1 and
#2
Image # 2Image # 1
What is happening with
the two images? #13

27. Key Ability: Pattern
Recognition Exercise #15
Fill in the missing number.
3
4 5
144
6 1
2
81
4
5 6
?
Source: Michael Michalko, Cracking Creativity,
Berkeley, CA: Ten Speed Press, (2001)

28. Key Ability: Pattern
Recognition Exercise #15
Fill in the missing number.
3
4 5
144
6 1
2
81
4
5 6
225
Each number in the center is the sum,
squared, of the numbers outside.

29. Cracking Creativity –
Interactive Exercise:
Cross out six letters to form a
common word?
C S R I E X L E A T T T E R E S
C S R I E X L E A T T T E R E S

30. Cracking Creativity –
Interactive Exercise
#17
One of your new employees
insists on being paid daily in gold.
You have a gold bar whose value
is that of seven days’ salary for
this employee.
The bar is already segmented into
seven equal pieces.
If you are allowed to make just
two cuts in the bar, and must
settle with the employee at the
end of each day, how do you do
it?

31. Cracking Creativity –
Interactive Exercise
#17
Solution
7 Segment
7 6 5 4 3 2 1
Day 1 = Segment 1
2 = Exchange 1 for 2
3 = Give 1 & 2
4 = Give segment 3
5 = Segment 3 & 1
6 = Segment 3 & 2
7 = Segment 4 & 2 & 1

32. Cracking Creativity –
Interactive Exercise
#18
Make this equation read
correctly without touching
anything.

33. Cracking Creativity –
Interactive Exercise
#18
Want new insights?
Get out of your box.
Change your perspective.

34. Design Thinking
Ball Games
Define improv

35. Design Thinking
Ball Games
The Name Game
Exercise

36. Design Thinking
Ball Games
The Ball Game
Exercise

37. Design Thinking
Ball Games
The Sound Ball
Game Exercise

38. Design Thinking
Ball Games
The Word Ball Game
Exercise

39. Design Thinking
Ball Games
The Last Letter –
First Letter Game
Exercise

40. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-40
WHAT ARE YOU
DISCERNING
THAT IS
CHALLENGING
YOUR
ASSUMPTIONS
ABOUT
CREATIVITY?

41. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-41
IDEO
THE MOST CREATIVE,
INNOVATIVE COMPANY
ON THE PLANET

42. Human-centered
design: Empathy
Training
Pair up
Instead of a lecture…
The Kick-off
Sketch your idea here…

43. Human-centered
design: Empathy
Training
Pair up
Instead of a lecture…
Sketch your idea here…
False-start

44. Human-centered
design: Empathy
Training
Start by gaining empathy
Play the Music
Partner A interviews B
Partner B Interviews A
Partner A “digs deep” with B
Partner B “digs deep with A

45. Human-centered
design: Empathy
Training
Capture the findings – 3
Minutes
Goals and Wishes:
Insights:

46. Human-centered
design: Empathy
Training
Ideate: Generate
alternatives to test – 5
Minutes
Share solutions - 4 Minutes
Partner A, share sketches with
Partner B first
Partner B, share sketches with
Partner A

47. Human-centered
design: Empathy
Training
Iterate based on feedback
– 3 Minutes each

48. Human-centered
design: Empathy
Training
Build and Test = 7 minutes
Share and get feedback
Group gather and debrief

49. Human-centered
design: Empathy
Training
Build and Test = 7 minutes
Share and get feedback
Group gather and
debrief

50. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-50
WHAT ARE YOU
DISCERNING
THAT IS
CHALLENGING
YOUR
ASSUMPTIONS
ABOUT
CREATIVITY?

51. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-51
RECOGNIZING
OPPORTUNITIES

52. Opportunity recognition
exercise
Opportunity recognition is an
essential skill for
entrepreneurial leaders.

53. Opportunity recognition
exercise
Goals:
Birth of an idea
Stages to new venture
Have participants review and
hear ideas at stages
Serve as a judge

54. Opportunity recognition
exercise
Divide the participants into
Entrepreneurs
Judges
A Score Keeper
Remainder of the participants

55. Opportunity recognition
exercise: Reflection

56. Opportunity recognition
exercise take-away
Fewer words have
greater lasting impact
People Are Busy!
An Effective Elevator
Pitch Has Four
Characteristics
Don’t Get Lost In The
How

57. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-57
WHAT ARE YOU
DISCERNING
THAT IS
CHALLENGING
YOUR
ASSUMPTIONS
ABOUT
CREATIVITY?

58. The Marshmallow
Challenge

60. Instructions for the
Marshmallow Challenge
Build the Tallest Freestanding Structure: The
winning team is the one that has the tallest
structure measured from the table top surface to
the top of the marshmallow. That means the
structure cannot be suspended from a higher
structure, like a chair, ceiling or chandelier.
The entire marshmallow needs to be on the top of
the structure. Cutting or eating part of the
marshmallow disqualifies the team.
The team can use as many or as few of the 20
spaghetti sticks, and as much or as little of the
string or tape. The team cannot use the paper bag
as part of their structure.
Teams are free to break the spaghetti, or cut up
the tape and string to create new structures.
Teams cannot hold on to the structure when the
time runs out. Those touching or supporting the
structure at the end of the exercise will be
disqualified.

61. The Marshmallow
Challenge: Reflection

63. IDEO
Breakthr
ough
Insights -
Whitaker and
Hackbert
Slide
1-63
WORKSHOP
TAKEAWAYS

64. Reference / Notes
1. Medic Effect, Frans Johansson
2. How Would You Move Mt. Fuji. William
Poundstone
3. eVolve. Roseabeth Moss Kanter.
4. The Ten Faces of Innovation. Tom
Kelley.
5. The World is Flat. Tom Friedman.
6. The Art of Innovation. Tom Kelley.
7. A Whole New Mind, Dan Pink.
8. Cracking Creativity, Michael Michalko.
9. The Deviant Advantage, Ryan Mathews,
and Watt Wacker.
10. Weird Ideas that Work, Robert I. Sutton.
11. Mavericks at Work, William C. Taylor and
Polly Labarre
12. The Deep Dive – Night Line: July 1999
available from IDEO. [www.ideo.com]