The Interweaving practices and the books of knowledge are being improved by better documentation and graphics.
Books of Knowledge
We believe so.
We are now actively practicing and researching a fusion and synthesis with several (better) practices, to gain experiences and data points. The result is - “interweaved Design Thinking”, which aims to boost organisational performance of design thinking in transformation and innovation efforts. Through an Interweaving process we are incorporating successful parts from management, performance management, agile, reflection, learning and unlearning, design science research, impact making and Interweaving itself. We intend to share the results of the research efforts as soon as they become available.
Now you will find us at Impact Hub.
Focusing on making Change and Impact with Design and Interweaving. "The world is changing. We are on the transitioning team. Create impact with us."
What would happen if we use Design Thinking to Reimagine the traditions of Enterprise Architecture (EA)?
Where would we end up? What are the problems to solve? Are they the same as the EA tradition prescribes? Are there other problems that need solving? Is the solution the same?
In a series of “What if we …” design steps I intend to illustrate the power of interweaved Design Thinking (iDT) on the initial challenge - Why does the tradition of EA have so much problems outside the application on IS/IT?
The focus of the series is Ideation.
I have just come back from presenting two novel techniques from the Interweaving and Concept Development practices at the VMBO 2019 research conference.
These techniques enrich the value of information products, canvases, diagrams, and models.
In a later post Ill share the techniques and why they are important. But here is a teaser.
...that is lean and mean as opposed to rigid and comprehensive, open as opposed to closed and predefined …
and meet the modern needs and insights of agility, experimentation, fail forward, build-learn-measure, growth hacking, design, open questions and learning, critical thinking, …
The Concept Development practice plays an important role by grounding and anchoring people, knowledge, and discussions.
The grounding and anchoring are critical for describing, thinking and working with strategies, business and operational models and other kinds of knowledge.
Take the example of describing a Need, something when dysfunctional would cause a negative outcome.
Before one can describe a 'Need’ then one must first be clear on what is needed. It is rather meaningless to talk about a ‘need for a football’ if one does not know what a football is.
The same applies in many cases, one must know what “Marketing Management” is before one can discuss a “Marketing Management Capability”.
The Concept Development practice delivers knowledge that can ground and anchor many kinds of entities.
Key deliverables of the Concept Development practice are situated knowledge and learning.
This knowledge comes in many forms, not only as as powerpoints, models, or documents. The knowledge is anchored and situated in peoples daily work, their interests, questions, decisions, actions and other information needs, to be relevant and useful.
All forms of knowledge are important to create and harvest.
The Concept Development and Interweaving practices can be used in varied circumstances.
These circumstances are characterised by many people, many ideas and intentions, many work practices, many perspectives, complications, VUCA, variations, interconnections, etc. That is, where there is a need to weave people and things together over time, place and boundaries.
The aim of both the Concept Development and Interweaving practices is to use art, craft, and science to unlock, realise and optimise the value of Togetherness. This makes them a good choice for empowering journey’s and efforts. Here are a few examples.