This page is a translated version of the page Chapters Dialogue/Project/Methodology and the translation is 46% complete.

Mokhoa

Ho Nahana ka Moralo

Ho thehoa ha litharollo tse ncha ho thata ebile ho thata, ho sa tsotellehe hore na ho amana le litšebeletso tsa sechaba, maano kapa likamano tsa machaba. Ha mekhoa e teng ea liphororo e nkoa e le ea bohlokoa haholo ka lebaka la ho se feto-fetohe ha bona ho sebetsana le maemo a hlahang kapa a sa lebelloang, tlhokahalo ea mekhoa e mecha ea mekhoa e mecha e hlahile. Tlhaloso e latelang e bululetsoe ke Ingo Rauth's "ho rarolla mathata lekaleng la sechaba.pdf Design Thinking: mokhoa oa ho rarolla mathata a khopo lekaleng la sechaba" (2014).

'Moetso o ile oa ntlafatsoa qalong e le mokhoa oa ho hlahisa liphetho tse ncha le tse sa lebelloang ho latela maemo a rarahaneng. Le hoja ka tloaelo boqapi bo shebane le mekhoa ea botekgeniki, e thehiloeng ho boenjiniere, bothata ba ho hlahisa tharollo bakeng sa bokamoso bo rarahaneng le bo sa tsitsang bo baka mathata a fapaneng. Design Thinking e 'nile ea ithutoa ho tloha mathoasong a lilemo tsa bo-1960, ho tloha ha litsebi tsa tsamaiso li ntse li phehisana khang hore tsela eo baqapi ba nahanang le ho sebetsa ka eona e ka thusa baetsi ba liqeto ho sebetsana le mathata a rarahaneng.

Empa e ne e se ho fihlela lilemong tsa pele tsa 2000 moo mokhoa o akaretsang oa ho qapa ("Design Thinking") o ile oa hlalosoa. Ka kutloisiso e akaretsang, Design Thinking e ka hlalosoa e le mokhoa oa boqapi bo shebaneng le batho. E fana ka moralo oa ts'ebetso le khiti ea lisebelisoa e tsepamisitseng maikutlo haholo moelelong oa mosebedisi, litekanyetso le litlhoko, 'me e li nka e le qaleho ea ho hlahisa litharollo tse nang le moelelo (lihlahisoa, lits'ebeletso, lits'ebetso, libopeho tsa mokhatlo jj.) . Pono ea basebelisi e ka thusa ho fana ka tumellano lipakeng tsa lihlopha tse fapaneng le mafapha a mokhatlo.

Taba ea pele, Ho Nahana ka Moralo ho matlafatsa matla a tšebelisano-'moho le mefuta-futa Sehlopha se fapaneng se tla tlisa maikutlo a fapaneng ha se ntse se nahana ka mekhoa ea ho rarolla phephetso le mekhoa e fapaneng e ts'ehetsang ts ebetso ea tlhahiso ea mehopolo e kopanetsoeng Ha litebello kapa liqeto li etsahala ka thoko ho ts ebetso, ho na le kotsi ea hore li tla ipapisa le kutloisiso e arohaneng ea bothata.

Ts'ebetsong ea ho Nahana ka Moralo, khatiso e matla ke kutloisisong e tebileng ea phephetso ka ho rarahana ha eona, pele o qala ho nahana ka tharollo e ka bang teng. Mekhahlelo ea pele e meraro ea ho Nahana ka Moralo ka hona e mabapi le ho utloisisa bothata: 'Utloisisa, Ela Hloko le Tšimoloho. Ke kutloisiso e tebileng feela le moralo o nepahetseng oa phephetso (e rarahaneng) e lumellang ho theoa ha litharollo tse amehang le tse nang le moelelo karolong ea bobeli ea Design Thinking e nang le mekhahlelo ea Ideation, Prototyping & Testing and Kemplementation . Karolong ena ea ts'ebetso, ho tsepamisitsoe maikutlo holim'a tlhahlobo ea litharollo tse ka khonehang ka ho hlahisa mehopolo e mengata kamoo ho ka khonehang, ho aha li-prototype tse potlakileng le tse bonolo ho etsa hore mohopolo o bonahale le ho o leka kapele kamoo ho ka khonehang ka basebelisi ba ka bang teng.

Mokgwa wa ho Nahana ka Moralo o na le sebopeho sa e pheta-phetoang se kgothaletsa ho ithuta le ho ntlafatsa ka potlako mokgahlelong ofe kapa ofe Mohlala, maikutlo a mokhahlelong oa Teko a fana ka thuto e tebisang kutloisiso ea bothata Thuto ena e ka sebelisoa ho ntlafatsa mohlala, kapa ho hlahisa maikutlo a macha, kapa esita le ho hlophisa bocha polelo eohle ea bothata Mokhoa ona o ka sireletsa mekhatlo ho hloleheng ho bitsang chelete e ngata ho latela nako le chelete Ho e na le hoo, ba ka iphetola mekhatlo ea ho ithuta e tsamaellanang le pono ea basebelisi me e khona ho etsa lihlahisoa, litšebeletso, maano le mekhoa e metle.

Qetellong ho na le karolo e thata ka ho fetisisa ea ho Nahana ka Moralo: ho tlisa tharollo bophelong ka ho e sebelisaHo kenya ts'ebetsong ha e le hantle ha se karolo ea moralo oa ho Nahana, empa ke phetoho lipakeng tsa ho Nahana ka Moralo le tsamaiso ea khale: leano la khoebo (kapa le sa etseng phaello), taolo ea projeke le lits ebetso tsohle tse hlokahalang ho phethahatsa se hlalositsoeng leano lipakane Ntle le ts ebetsong, esita le maikutlo a molemo ka ho fetisisa a ke ke a ba le tšusumetso leha e le efe.

'Utloisisa le ho Shebella ka bobeli li tšoaea karolo ea lipatlisiso tsa ts'ebetso Ho e-na le ho haha menahano e thehiloeng mehopolong ea (ea botho), ho bohlokoa ho utloisisa moelelo oa mosebedisi, boitšoaro, litlhoko tsa motheo le mathata. Kutloisiso e khetholla mefuta eohle ea lipatlisiso tsa litafole, ho kenyeletsoa ho beha moralo oa lipatlisiso tsa tšimo le ho lokisa lipuisano litebello le ho qoelisoa Ho shebella ke karolo ea lipatlisiso tsa tšimo e bolelang ho buisana le basebelisi, ho shebella boitšoaro, ho qoelisoa maemong le ho sebelisa linyeoe.

search e etsahalang ts ebetsong ea Mehopolo ea Moralo ke ea boleng ha karolo ea palo e kenella ho e-na le ho kenya tšebetsong mohopolo Mefuta ena ka bobeli ea lipatlisiso hangata e kopanngoa, mohlala, tlhahlobo ea palo ea lintlha tse bokelletsoeng ho tsoa lipatlisisong tsa boleng. Haeba Moralo oa ho Nahana o sebelisoa ka mokhoa oa ho hlahloba e le ho utloisisa bothata bo fetileng bo sa utloahaleng kapa bo sa hlalosoang hantle, bo sa utloisisoang ka botlalo (ho fapana le Tlhahlobo ea Mosebelisi bakeng sa sehlahisoa kapa tšebeletso e teng) - lipatlisiso tsa boleng ke sesebelisoa sa bohlokoa bakeng sa seo. morero.

Lipatlisiso tsa boleng bo botle li ka ba molemo haholo neng kapa neng ha ho hlokahala ho cheka lipale le ho fumana temohisiso maemong a rarahaneng le ba amehang ba fapaneng Ke sesebelisoa se thusang ho fumana lipaterone le likhanyetsano lipaleng tseo batho ba li phetang.

Mokhahlelo oa lipatlisiso ha o bue feela ka ho bokella lintlha (ka mokhoa oa lipale le kutloisiso) empa hape ke ho aha kutloelo-bohloko Ho mamela ka hloko le ho ba le kutloelo-bohloko mabapi le maemo a motho eo ho buisanoeng le eena, ntle le kahlolo kapa leeme ho lumella ho senola lipale tse makatsang le tse sa lebelloang, likarolo le liphephetso. Ka nako e ts oanang, kutloelo-bohloko bakeng sa batho le moelelo o hloka ho tsamaisana le ho ba le kelello ho hlahloba boemo.

Ho feta moo, ho ela hloko bankakarolo bohle ba amehang le maikutlo a bona ho e-na le ho ama feela likarolo tse ikhethileng tsa phephetso ho bohlokoa haholo. Ka katamelo e kenyeletsang e bolelang ho buisana le bankakarolo bohle, ho na le monyetla oa hore “360° pono” nang le likotoana tse nyane kamoo ho ka khonehang, e tla fumanoa. Ho aha kutloelo-bohloko ho bohle ba amehang le maikutlo a bona (hangata a hanyetsanang a hanyetsanang), e lumella ho ba le pono e hlakileng ea sehlooho se rarahaneng.

The third phase in the Design Thinking process is Synthesis, which can also be described as problem framing. While Understanding and Observing all about collecting as much information as possible, Synthesis is about narrowing down the amount of information to its “nuggets”. Synthesis means making sense of bits and pieces of information, grouping it into a whole picture and understanding relationships, causes and contradictions. Divergence and problems are often not expressed in a clear statement by users, but rather emerge through opposing ideas, values or requirements. By bringing together information from different sources, it is possible to uncover patterns that are not obvious in the beginning. The process of Synthesis is best supported by visualisation and can include various tools and frameworks, depending on the content, amount of time and goals of the project.

The second half of the process is about creating solutions by using different techniques for Idea Generation, Prototyping & Testing and bringing the idea to life through Implementation.

Once a precise problem statement has been framed, it is then about Idea Generation: a large number of ideas permits exploration of the different aspects of a problem. A diverse team will bring in different perspectives while thinking about ways to solve the challenge, and different techniques support the process of idea generation.

Prototyping & Testing is about translating an idea into something tangible and testing it with potential users. It can be a paper sketch, a role play, a Lego construction, a comic strip or just about anything that helps to explain the core value of an idea. Prototyping helps teams to align the core functions of an idea and to get quick feedback from users in order to learn from it. Users can interact with the prototype, which is far more valuable for feedback than only talking theoretically about an idea. A quick & dirty prototype invites users to review it critically, whereas shiny and “finished” prototypes will mostly receive feedback about their look and usability.

As Implementation is not a direct part of the Design Thinking process (yet a crucial factor for Innovation!), we will not go into detail about this topic. Please see theory on Strategic Management and Business Administration for further information.

All phases utilise a number of techniques (e.g. brainstorming, storytelling, visualisation) from various disciplines (business development, systemic thinking, service innovation, ethnography, lean software development etc.). Design Thinking can therefore also be considered as a toolbox. It is not a newly invented method, but rather a framework that brings together existing tools and practices and makes use of them in different phases. Rather than strictly following procedures, it is more useful to adapt the principles of Design Thinking to the individual context.

Adapting the Design Thinking process to the Chapters Dialogue project

Choosing the Tools

Before starting such a project, it is important to get an idea about the individual culture of the organisation (here: the Wikimedia movement) because, as previously mentioned, all methods or tools need to fit the context. And if the tools don’t work for the project, one needs to “hack” the tools. Kira therefore started by evaluating what kind of Design Thinking practices were relevant for the Chapters Dialogue.

The Wikimedia movement is international, with Chapters spread all over the world and run by people with the most varied backgrounds, all operating in highly differing social, economic and cultural systems. Each unique context setting needed to be taken into consideration when trying to create an understanding about the Wikimedia movement. How else could one understand the decisions and behaviour of those local organisations and their stakeholders?

We knew that we needed to work with a high level of empathy. This is why we chose to meet as many interviewees as possible personally and to visit them in their environment in order to gain a deep understanding about their work, their aspirations and their challenges. Building trust was a precondition for a fruitful interview and it was important to give each interviewee the space they needed to tell their own individual story.

In a movement so complex and diverse, it is only natural that the many opinions of its players are different, some even opposing and contradictory, controversial and emotional. The situation included a large group of organisations and individuals from all over the world, a complex history of the movement and different, interdependent issues and challenges all of them were facing. What was needed most in this situation was clarity. Clarity about the different perceptions, problems and challenges, presented in a frank and open way.

It was clear that this project was all about Understanding, Observing and Synthesis of insights. We set the goal of designing and conducting extensive story-based research, interviewing all the Chapters individually. Rather than crunching numbers, we were looking for stories. Qualitative research is best suited to finding patterns and contradictions in stories people tell. In the case of Chapters Dialogue, this was exactly what was needed.

The Design Thinking philosophy strongly emphasises empathic skills, which are crucial for any proper field research. Being a good “story collector” means properly listening to people, leading to meaningful insights about their concerns, beliefs and motivation.

Combining inside knowledge & outside perspective

One crucial aspect of such a project is the combination of inside knowledge and outside perspective. As the topics that we wanted to address were in part highly sensitive and emotional, we needed to approach them in a careful and respectful way. This was only possible by combining knowledge about movement culture, behaviour, rituals, must-haves and no-gos with methodological skills. Having both of these aspects go hand in hand was a key asset for the project.

This included:

A thorough briefing: Nicole provided Kira with the basic knowledge about the Wikimedia movement, provided several links and documents (it’s all on Meta!) and introduced her to Wikimedians from around the world.
Leadership and support by Nicole: From strategic decisions and iterative alignment of the project goal and scope through to agreements on details and next steps, Nicole provided strong but participatory leadership. Since Kira was new to the movement, Nicole supported her in terms of communication and stakeholder involvement, introduced her to the target group and helped her to avoid possible pitfalls. This way, Kira could adjust her project management, methodology and execution accordingly.
Constant exchange of thoughts: In the course of the project, we experienced so many mind-boggling situations and personalities and had to cope with greater and lesser challenges. All of that required a constant exchange of our own perceptions and alignment of our thoughts for subsequent decisions and actions. The synchronising was crucial for pushing the project forward together and prevented us from getting lost on the way to the next phase. And even if that does sound and challenging, we can say: Yes, it was a lot of fun, too!
Preparing all presentations together: We paid special attention to the respective audience and each presentation pursued a particular goal. Preparing the presentations together helped us to again consider both the Wikimedia view and the Design Thinking approach. We presented the insights several times, and each presentation required re-definition and adjustment the presentation style, tone and final appeal.

Learn more about

the implementation of the project

Or go back to know more about

the motivation behind the project

the project's set-up