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Download the cards - Design with Intent Toolkit

Download the cards - Design with Intent Toolkit
From Design with Intent Toolkit Design with Intent: 101 Patterns for Influencing Behaviour Through Design by Dan Lockton with David Harrison & Neville A. Stanton Blog post introducing the cards - please read Download draft version 1.0 of the cards Please note, this draft version is missing 8 pages of introductory material, including suggestions for how to use the cards. Copyright & Creative Commons information Download the complete draft card deck(Mirror) 29 MB PDF, 300dpi. ISBN 978-0-9565421-1-3 (ebook) Download the set of A3 workshop sheets 26 MB PDF, 300dpi. Download the cards for each section individually Front matter (title card + copyright info) 78 kB PDF Architectural Lens cards 3.8 MB PDF | (A3 workshop sheet) Errorproofing Lens cards 2.7 MB PDF | (A3 workshop sheet) Interaction Lens cards 2.4 MB PDF | (A3 workshop sheet) Ludic Lens cards 2.9 MB PDF | (A3 workshop sheet) Perceptual Lens cards 4.6 MB PDF | (A3 workshop sheet) Cognitive Lens cards 3.8 MB PDF | (A3 workshop sheet) iPad app Survey

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Thinking Hats – Development Impact and You Thinking Hats allow a range of different viewpoints and perspectives to be brought into a discussion, whilst still keeping the focus on the issue at hand. It’s a technique which can be used to encourage people to look at a topic from a number of different perspectives, making what might be a very complex issue a stimulating focus point for conversation. The team learns how to separate thinking into six clear functions and roles, getting them to look at all sides of an issue. Structuring the conversation around these different viewpoints helps avoid endless, free flowing debates around topics, and instead helps create a meaningful, focused discussion. This technique was popularised in the book Six Thinking Hats (De Bono E. 1985).

Managing the business risks of open innovation Several years ago, something interesting happened in the infrastructure software sector: IBM and a number of other companies pledged some of their own patents to the public to create IP-free zones in parts of the value chain. They did so when a 2004 report showed that Linux, the open-source operating system that had emerged as a viable, low-cost alternative to established operating systems, such as Microsoft Windows and Unix, was inadvertently infringing on more than 250 patents. By voluntarily pledging not to enforce hundreds of IBM’s own patents so long as users of the IP were pursuing only open-source purposes, the company led the creation of an alliance of patent holders dependent on (and willing to defend) open-source software against lawsuits. One result: IBM substantially increased the share of its new products based on Linux.

Rudy De Waele - cambridge, london, Speaker, Innovation Strategist, Wearable Technology, Wearables, Internet of Things, Lifestyle, Emerging Markets, Robotics, Futurist, Smart Cities Rudy propels leaders to stay ahead of what will transform their business through hosting innovation events, speaking live at conferences, and facilitating senior executive brainstorms. Over the past 18 years, Rudy has coached CXOs on how to unpack grassroots innovations that pose a risk to core business and how to predict staying ahead of the early adopter to mass-market conversion. He has helped diverse global brands such as BMW, IBM, Louis Vuitton, PayPal, Samsung and World Bank. His latest book shift 2020 - How Technology Will Impact Our Future delivers impactful insights into how future influences such as wearables, IOT, robotics and AI will have on our collective daily lives and includes foresights by some of the world's leading technology experts from Google, Kickstarter, Microsoft, Spotify, and Telefonica. Rudy is a Belgium native currently based in Cambridge, UK. On Fridays he disconnects from technology to practice yoga and study the saxophone.

The next step in open innovation For most companies, innovation is a proprietary activity conducted largely inside the organization in a series of closely managed steps. Over the last decade, however, a few consumer product, fashion, and technology businesses have been opening up the product-development process to new ideas hatched outside their walls—from suppliers, independent inventors, and university labs. Executives in a number of companies are now considering the next step in this trend toward more open innovation. For one thing, they are looking at ways to delegate more of the management of innovation to networks of suppliers and independent specialists that interact with each other to cocreate products and services. They also hope to get their customers into the act.

Anatellô > Innovation Consultancy > Find Out About Our People Trudy Lloyd is the founder and Managing Director of Anatellô. Trudy has extensive experience in innovation and growth, having consulted in the field for over ten years. She was a partner at the Synectics Innovation Consultancy for five years. Prior to that she held senior roles in Ranks Hovis Mcdougall and Allied Domecq - where she was Brands Director. Client companies Trudy has helped include LloydsTSB, Coca Cola, Astrazeneca, Nestle, Sainsburys, Marks and Spencers, Philips, KCI, Ingredion formerly National Starch, Firmenich, BT, Barclays, Aviva and GE Healthcare.

Bracket LAUNCH! Our new Bracket Salon publication We’ve been holding regular events – Bracket Salons – which bring together a team of selected experts from our network to discuss and brainstorm around a specific topic. The Salons are always fun, but also extremely productive in generating some great ideas. We’ve been sharing some of this content on our blog, but decided that a better way to pull the content together is to produce a handy publication with top tips for that subject, and information on the team. Read more » Building Innovation Capabilities We are a small but growing team of innovation consultants and marketing professionals bent on delivering our clients with the insights they need to grow their company. At the end of the day it’s all about working with the right people! Adrian Cole

Managing technical professionals Author: Elisa Warner Trusting and supporting your tech team helps them to achieve collaborative goals. Although your technical knowledge is limited, you must effectively manage a group of technical professionals. Earn the respect of your team by utilizing your unique perspective and abilities, while acknowledging your limitations. Help your team to shine by enlisting their participation and investing in their development. The onsite office techie no longer spends the day hunched over a computer in a dark corner near the server closet.

The art of asking questions - BracketBracket - Image by Raymond Bryson on Flickr I remember when I was growing up, I’d ask my mother how to do something and she’d often respond with “what do you think you should do?”. We’d then have a conversation about the various options and solutions. Even though she clearly knew the answer, she also was aware that I could find it too, and was encouraging me to reflect and think for myself.

What Would Happen If Tinder Existed In Real Life? (Video) Technology• Robert Gordon • Tinder has pretty much taken away all of the traditional aspects of dating and hooking up, from getting to know people and learning their interests, to even what their voices sound like, an often overlooked trait that can be a deal breaker. What Tinder does is pair you up with random people in your general area. Based on their appearance, you swipe left if you don’t like what you see, and right if you do.