VERY MUCH FOR ATTENDING, THOSE IN PERSON AND ONLINE.

AT USUAL, LET ME GIVE YOU THE ADMINISTRATIVE NOTES FOR THOSE

HUD EMPLOYEES WHO WANT TO GET CREDIT FOR THIS, TRAINING

CREDIT. PLEASE SEND ME AN EMAIL AND

WE'LL MAKE SURE WE PUT YOU ON THE LIST.

FOR HUD EMPLOYEES HERE, PLEASE SIGN THE SIGN-IN SHEET AND WE'LL

MAKE SURE YOU GET TRAINING CREDIT.

LET ME START BY SAYING -- WE KEEP CHANGING THE FORMAT A

LITTLE BIT. THIS HAPPENS TO INVOLVE ME BEING

THE PRESENTER. I'M GOING TO BE TALKING ABOUT A

NEW AREA OF THINKING, WHICH IS A LITTLE BIT DIFFERENT THAN WE

NORMALLY DO. AND IT'S GOING TO BE A LITTLE

BIT MORE OF A PRESENTATION, BUT HOPEFULLY IT'S A PRESENTATION IN

A DIFFERENT WAY THAT YOU HAVEN'T SEEN THAT'S GOING TO SPUR SOME

IDEAS AND SOME NEW THINKING FOR YOU.

SO DESIGN THINKING. I DON'T KNOW IF PEOPLE ARE TOO

FAMILIAR WITH THAT IDEA OR NOT. I DON'T KNOW IF A LOT OF PEOPLE

HAVE EVEN HEARD ABOUT IT, SO LET'S DO THIS.

LET'S GO TO THE FIRST SLIDE, THE NEXT SLIDE, WHICH TALKS ABOUT

THE RIGHT BRAIN AND THE LEFT BRAIN.

I'M NOT SURE, AGAIN, IF PEOPLE ARE TOO FAMILIAR WITH THIS IDEA,

BUT LET ME TALK TO YOU A MINUTE ABOUT WHAT THE RIGHT BRAIN IS

AND THE LEFT BRAIN. IF YOU TAKE A LOOK AT THE SLIDE,

WHAT YOU SEE IS THE LEFT BRAIN, THAT'S ALL ABOUT ANALYTICAL

THINKING, RATIONAL THINKING, SORT OF STRAIGHT-LINE FUNCTIONS

AND WHEN YOU TAKE A LOOK AT IT, YOU GET THE VISUALIZATION OF

PEOPLE IN THEIR CUBICLES, RIGHT? ISN'T THAT KIND OF THE IDEA YOU

SEE? AND THEN WHEN YOU THINK ABOUT

RIGHT BRAIN, DESIGN THINKING IS KNOWN AS THE AREA OF THE RIGHT

BRAIN AND SO WHAT THAT INVOLVES IS, IT'S MORE ARTISTIC, MORE

INVOLVED WITH INTEGRATING DIFFERENT FUNCTIONS AND MORE

INVOLVED WITH IDEAS. WHEN YOU TAKE A LOOK AT THAT

SLIDE, WHAT YOU SEE IS SORT OF THIS HAPPY PLACE WHERE PEOPLE

AREN'T REALLY TIED UP TO BOUNDARIES.

RIGHT? THERE ARE NO BOUNDARIES THERE

BECAUSE IT'S THE WHOLE IDEA OF THINKING NEW, THINKING

DIFFERENT, INTEGRATING IDEAS AND LOOKING BEYOND THE BOUNDARIES OF

YOUR OWN AREA. SO LET'S GO TO THE NEXT SLIDE

BECAUSE WHAT I'M GOING TO GIVE YOU VERY BRIEFLY IS JUST SORT OF

THE FOUNDATIONS OF WHERE DESIGN THINKING CAME FROM.

AND LET ME JUST MENTION, BECAUSE I SEE A COUPLE OF PEOPLE TAKING

NOTES. NO NEED TO TAKE NOTES.

I'LL BE SENDING OUT SLIDES FOLLOWING THE PRESENTATION, SO

IT'S MORE IMPORTANT, REALLY, THAT YOU GET THE GIST OF AND AN

UNDERSTANDING FOR WHAT'S BEING SAID BECAUSE YOU WILL GET ALL

THE NOTES LATER. SYSTEMS THINKING.

IF ANYONE IS FAMILIAR WITH SYSTEMS THINKING, THAT'S THE

IDEA THAT BELIEFS ARE ABOUT WHOLISM.

IT'S THE PIECES OF THE PUZZLE THAT CREATE THE WHOLE, OKAY?

THAT'S REALLY THE MAIN THOUGHT BEHIND SYSTEMS THINKING.

BUT DESIGN THINKING IS SOMETHING A LITTLE BIT DIFFERENT

ALTOGETHER, BUT ITS FOUNDATIONS CAME FROM SYSTEMS THINKING, SO I

WANTED YOU TO GET THE SENSE OF WHERE THAT IDEA CAME FROM.

SO LET'S GO TO THE NEXT SLIDE BECAUSE I WANT TO START TALKING

ABOUT THE WHOLE IDEA OF TALKING ABOUT DESIGN THINKING, THINKING

IN A DIFFERENT WAY, AND THINKING GENERALLY, BECAUSE THAT'S OFTEN

HARD. THERE'S A COUPLE SLIDES THAT I

HAVE A LITTLE BIT LATER IN THE PRESENTATION WHICH WILL REALLY

LAY OUT FOR YOU THE DIFFERENCES BETWEEN THE WAY WE THINK THROUGH

PROBLEMS AND THE WAY WE TALK ABOUT PROBLEMS.

BUT LET'S TALK ABOUT PROBLEMS REALLY BRIEFLY NOW BECAUSE WHAT

I WANT TO GIVE YOU DEFINITIONS FOR AND IDEAS ABOUT ARE WHAT

WICKED PROBLEMS ARE AND IF PEOPLE ARE REALLY ADDRESSING

WICKED PROBLEMS. MOST PROBLEMS WE TALK ABOUT

GENERALLY ARE NOT WICKED PROBLEMS, THEY'RE JUST GENERAL

EVERYDAY ORGANIZATIONAL PROBLEMS.

BUT WICKED PROBLEMS HAVE NO DEFINITIVE FORMULATION, RIGHT?

THEY'RE VERY ILL-STRUCTURED, SO THE IDEA IS, IT'S NOT REALLY YOU

HAVE A BEGINNING AND YOU HAVE AN END.

WHAT YOU HAVE IS THIS KIND OF COMPLEX THING THAT'S HAPPENING,

OKAY? AND WHEN YOU THINK ABOUT

PROBLEMS YOURSELF AND YOU THINK ABOUT THE PROBLEMS THAT YOU FACE

AND YOU THINK ABOUT THE PROBLEMS IN YOUR ORGANIZATION, THERE

PROBABLY IS A LITTLE BIT OF A BEGINNING AND AN END TO THEN, SO

THEY'RE NOT NECESSARILY WICKED PROBLEMS.

I'M NOT GOING TO GO THROUGH EACH ONE OF THESE, BUT I'M JUST GOING

TO HIGHLIGHT A COUPLE OF THESE THUNTION.

WICKED PROBLEMS ARE ESSENTIALLY UNIQUE.

THEY'RE NOT THE EVERYDAY PROBLEM THAT YOU FACE IN YOUR OFFICE,

THE EVERYDAY ORGANIZATIONAL PROBLEM.

WHEN YOU THINK ABOUT THE PROBLEMS THAT YOU ENCOUNTER

EVERY DAY AT YOUR OFFICE, ARE THEY REALLY KIND OF THE SIMILAR

PROBLEM OVER AND OVER AGAIN, BUT IT HASN'T REALLY BEEN SOLVED

CORRECTLY? IT'S SORT OF MUTATING IN A

DIFFERENT DIRECTION, BUT IT'S REALLY NOT SO SIGNIFICANTLY

FUNDAMENTALLY DIFFERENT THAN WHAT YOU JUST TRIED TO SOLVE

BEFORE? A LOT OF TIMES, THAT'S WHAT THE

PROBLEMS ARE. AND NUMBER NINE ON THIS LIST,

MANY STAKEHOLDER PERSPECTIVES ABOUT THE PROBLEM, SO YOU HAVE A

LOT OF DIFFERENT THOUGHTS AND IDEAS AND INPUTS INTO WHAT THAT

PROBLEM IS ALL ABOUT. OKAY?

SO KIND OF THINK THROUGH THE PROBLEMS YOU HAVE, THINK THROUGH

WHAT WICKED PROBLEMS ACTUALLY ARE, AND THEN WE'RE GOING TO GO

THROUGH SOME PROBLEM-SOLVING TECHNIQUES AND I'M GOING TO SHOW

YOU -- AND, OF COURSE, FEEL FREE TO ASK QUESTIONS ANY TIME

BECAUSE THAT SORT OF ADDS TO THE WHOLE INTEREST OF THIS.

SO LET'S GO TO THE NEXT SLIDE. NOW, THIS IS THE TRADITIONAL

PROBLEM-SOLVING METHOD, OKAY? THE WATERFALL METHOD.

WHAT HAPPENS HERE IS -- AND THIS DOESN'T WORK FOR A WICKED

PROBLEM. SO WHAT HAPPENS HERE IS WE SPEND

A LOT OF TIME, BUT A FINITE TIME, GATHERING THE DATA OF WHAT

THE PROBLEM IS, RIGHT? WE GATHER SO MUCH DATA.

THEN WE SPENT ANOTHER FINITE AMOUNT OF TIME ANALYZING THAT

DATA, RIGHT? AND THEN WE BEGIN TO FORMULATE A

SOLUTION. BUT EACH OF THESE ARE DISCRETE

ACTIVITIES. THAT'S THE WATERFALL PIECE.

THEY'RE EACH DISCRETE ACTIVITY MUCH, AND THEN WHAT WE DO IS

IMPLEMENT SOME SOLUTION. NOW, IN THE INTERIM, THAT'S WHAT

I'M JUST SHOWING YOU RIGHT NOW IS THE TRADITIONAL

PROBLEM-SOLVING METHOD. IN THE INTERIM, WHAT SOMETIMES

HAPPENS IS -- AND LET ME JUST MENTION TOO, THIS IS A VERY

RATIONAL MODEL. THIS IS WHAT NORMALLY GETS DONE,

BUT IN THE INTERIM, SOMETIMES THE PROBLEMS CHANGES AND

SOMETIMES YOU GET NEW DATA. SOMETIMES YOUR ANALYSIS BEGINS

TO TAKE ON DIFFERENT SHAPE, BUT YOU HAVEN'T TAKEN ANY OF THAT

INTO EFFECT BECAUSE YOU'RE BUSY ON THE NEXT STEP.

SO WHAT I WOULD SUGGEST TO YOU, THIS IS A VERY RATIONAL MODEL

AND THIS IS WHAT WE DO EVERY DAY AND THIS IS WHAT'S DONE ALMOST

ALL THE TIME, IT'S DOOMED TO FAIL, OKAY?

THIS IS DOOMED TO FAIL. SO LET'S GO TO THE NEXT ONE.

WHAT'S DESIGN THINKING ANYWAY? SO I TALKED TO YOU JUST VERY

BRIEFLY ABOUT WHAT SYSTEMS THINKING IS.

DESIGN THINKING HAS A NUMBER OF DEFINITIONS AND PICTURES AND

WE'LL GO THROUGH THAT. HERE'S THE IDEA BEHIND IT.

IT'S THE IDEA OF INTEGRATING ANALYTICAL THINKING WITH

ABDUCTIVE THINKING. OKAY?

AND I'LL EXPLAIN WHAT THAT IS. BUT IT'S THE IDEA OF, WHEN YOU

THINK ABOUT ISSUES, YOU CAN EITHER DO ONE OF TWO THINGS.

YOU CAN EITHER USE STATISTICS AND TRENDS AND QUANTITATIVE

ANALYSIS AND SURVEYS AND HISTORICAL DATA, WHICH IS GOING

TO PRODUCE SOME SORT OF RELIABLE RESULT, RIGHT?

IT ALWAYS PRODUCES A RELIABLE RESULT BECAUSE YOU'RE USING

ACTUAL ANALYTICS. OR, OR, WHAT DESIGN THINKING IS,

YOU CAN BEGIN TO GET A BETTER UNDERSTANDING AND FRAMING OF

WHAT THE REAL PROBLEM IS BY UNDERSTANDING THE CONTENT AND

THE CONTEXT OF THE PROBLEM. WHICH IS WHAT MOST PEOPLE DON'T

DO. MOST PEOPLE HAVE A PROBLEM AND

THEY LOOK FOR A QUICK SOLUTION. YOU KNOW, WHEN YOU THINK ABOUT

IT, IS THAT WHAT OFTEN HAPPENS? YOU SORT OF -- YOU HAVE A

PROBLEM, YOU WANT TO SOLVE IT, AND YOU WANT TO MOVE ON TO

WHATEVER THE NEXT THING IS, BUT YOU DON'T TAKE THE TIME TO

REALLY THINK ABOUT AND UNDERSTAND THE COMPLEXITY OF

WHAT THAT PROBLEM IS ALL ABOUT. AND THAT'S THE IDEA BEHIND

DESIGN THINKING. IT'S THE IDEA OF UNDERSTANDING

THE PROBLEM, SORT OF -- I USE PROTOTYPING, BUT I USE

PROTOTYPING IN A DIFFERENT WAY. I DON'T MEAN PROTOTYPING LIKE

PROTOTYPING SYSTEMS OR PROTOTYPING, YOU KNOW, A

PRODUCT. I MEAN PROTOTYPING SOLUTIONS, SO

THAT YOU CAN TAKE THAT POTENTIAL PILOT SOLUTION, SEE IF THAT

SOLVES THE PROBLEM. NORMALLY IT WON'T SOLVE THE

PROBLEM, SO YOU NEED TO CONTINUE TO ADJUST THAT BECAUSE THE

PROBLEM CONTINUES TO MUTATE, AND THEN COME UP WITH SOMETHING

ELSE. SO IT'S REALLY AN ITERATIVE TYPE

OF APPROACH, WHICH IS SOMETHING VERY DIFFERENT THAN THE

TRADITIONAL PROBLEM-SOLVING. SO IF WE CAN GO TO THE NEXT

SLIDE, PLEASE. AND WHAT THAT IS IS ESSENTIALLY

I JUST WANT TO GIVE YOU SOME DEFINITIONS BECAUSE, REALLY

BECAUSE I'M AN ACADEMIC AND I LOVE DEFINITIONS.

BUT THAT'S NOT REALLY THE PART OF IT.

I WANT YOU TO UNDERSTAND, ALTHOUGH I'M EXPLAINING IT, I

WANT YOU TO UNDERSTAND WHAT SOME OF THE DEFINITIONS ARE.

SO IT'S DEFINED AS THE ABILITY TO COMBINE EMPATHY FOR THE

CONTEXT OF THE PROBLEM. THAT'S REALLY KEY.

EMPATHY FOR THE CONTEXT OF THE PROBLEM, UNDERSTANDING WHAT THE

PROBLEM REALLY IS, THE FOUNDATION OF THE PROBLEM BEFORE

YOU RUN AND TRY TO GET A SOLUTION BASED ON WHAT YOU THINK

THE PROBLEM IS AND IT'S ABOUT CREATING, RECREATING, AND