Liz Fosslien and Mollie West Duffy, authors of the Wall Street Journal bestselling book No Hard Feelings, say embracing our emotions makes us better at our jobs. They outline a framework for making better decisions by tapping into our emotions and explain how to move from emotional intelligence to emotional agility.

The most impactful lessons and skills we’ve gained from our podcast guests, learners, and IDEO U instructors in 2020.

Jim Keane, President and CEO of Steelcase, shares techniques for empowering your employees to make decisions through humble and empathic leadership.

When you’ve spent countless hours, months, or years deep inside a particular field or system, a radically fresh perspective can help unlock sticky problems or inspire new directions of exploration. Use this activity solo or with your team to draw insight from analogous contexts and provoke new areas of thinking.

 

 

 

 

 

 

 

 

Design thinking has a human-centered core. It encourages organizations to focus on the people they're creating for, which leads to better products, services, and internal processes. When you sit down to create a solution for a business need, the first question should always be what's the human need behind it?

Regardless of role, work can suck sometimes. Laszlo Bock, CEO and Co-Founder of Humu, a company that aims to make work better by encouraging people towards better habits and unlocking their potential, is focused on changing that. He’s dedicated the last decade of his career to bridging the gap between what we wish work was and what it actually is. In this episode of the Creative Confidence Podcast, he shares insights and tips on how we can make work better by sending small behavioral nudges to cultivate more empathy, equity, and resilience in the office.

In service of inspiration, we wanted to share some of the things we think about when designing human-centered online learning experiences. At IDEO U, teaching online has always been our reality—we’ve never coexisted in a physical space with our global community. We hope that some of the things we’ve learned along the way can help you teach whatever it is you need to teach in a virtual setting, and find creative joy in a new set of constraints.

In this Office Hours episode of our Creative Confidence Series, Jane Fulton Suri, IDEO Partner Emeritus and Executive Design Director, chats with IDEO U Dean Suzanne Gibbs Howard and answers questions from our community on design research, empathy, and observation. The interview has been edited for length and clarity. Listen to this episode on our podcast, and check out their full conversation to hear more about Jane’s experience over her 30-year career at IDEO and in design research.

There’s a reason why the saying “curiosity killed the cat” has stuck around. Not all cultures or workplaces welcome curiosity as a path toward innovation. Some see it as questioning orthodoxy or stirring up trouble. But asking questions to uncover new problems and drive your thinking is a critical step toward achieving innovation. So how do we bridge the gap between those two competing perspectives?

In this episode of our Creative Confidence Series, Jane Fulton Suri, IDEO Partner Emeritus and Executive Design Director, and Dean of IDEO U Suzanne Gibbs Howard reflect on the evolution of empathy in design during Jane’s 30-year career at IDEO and why bringing curiosity into your work takes courage.

Research shows that we view our future selves as strangers. There’s a disconnect between the objective truth that we will age over time and the ability for people to feel like their future self is a real person. Just as it’s imperative to build empathy for users when designing solutions to meet their needs, could we make better decisions by building empathy for our future selves? 

More and more businesses are in touch with their customers from an information perspective, but not necessarily an insights perspective. The purpose of insights is to connect head and heart knowledge—information plus inspiration. Too often, information just describes phenomena with no clear path of what to do with it. But the best insights reveal behaviors or phenomena and point to solutions or ideas. And because insights are grounded in human needs and desires, they lead to ideas that create value in people’s lives.