CHANGE BY DESIGN STRATEGIC HORIZON NETWORK FALL COLLOQUIUM

1. Center for Community College Development CHANGE BY DESIGNSTRATEGIC HORIZON NETWORK FALL COLLOQUIUM Ann Arbor, Michigan October 23, 2011

2. Why Design Thinking? If you always do what you’ve always done, you’ll always get what you’ve always gotten Why is Design Thinking Important?

3. Design Thinking & Big Questions It helps us address and resolve big questions that require fresh thinking • What will be the future of access? • What is the value of a community college education? [Academically Adrift: Limited Learning on College Campuses] • How will student success be defined, conceptualized, and measured in the future?

4. Big Questions (Cont.) • What frameworks will evolve for determination of institutional performance and success? Completion / Economic Development / Sustainability Civility / Quality of Life / Efficiency / Competitiveness • Who will pay and how much? Arizona proposal for reduced funding in flush years South Carolina governor/ new appropriations criteria • What criteria will evolve and shape public funding?

5. Design Thinking, Capacity & Change Design Thinking is an approach to organizational change accomplished through leveraging capacity. It is insufficient in and of itself, however, to achieve abundance … In the absence of a compelling vision of what aninstitution, a program, or a service would look like at its very best.

6. Concept in Action Inputs Throughput Outputs Student Demand Desired Outcomes Resources Capacity *space *programs/courses *services *staff *technology Student Progress *retention *formative learning *satisfaction *goal attainment Gap Accountability Expectations *completion *evidence of learning Actual Outcomes

7. Linking Design Thinking & Abundance ABUNDANCE A condition achieved by a organization when its resources are leveraged to a level beyond reasonable expectation. Simply put: it is a college at its very best—a college working at or beyond optimum capacity DESIGN THINKING A uniquely human-centered activity in which change and innovation are powered by a deep understanding through observation and reflection of what people want and need in their lives and what they like or dislike about the way particular services are created, organized, packaged, and delivered

8. Modeling Abundance Positive Deviance Normal Negative Deviance Leveraging Individual Wellness Wellness Physiological Psychological Superior Health Vitality Illness Illness Organizational Goal Focus of Leaders Mode Adaptation Risk Change Effectiveness Result Attractiveness Equilibrium Efficiency Solve Problems Adapting Selective Incremental Effective Stasis Attractive Survival Stability Manage Crisis Coping Aversive Decremental Ineffective Erosion Unattractive High Performance Leveraging Create Ideal Future Flourishing Embracing Frame Breaking Excellent Optimization Compelling Abundance Gap Deficit Gap

9. Design Thinking Ideation Step 3 Create Design Prototypes Understand Design Constraints Step 4 Step 2 Synthesize Insights Abstract Gather User Feedback Concrete Perform User Observation Iterate Design Step 1 Step 5 Final Expression Identify the Real Challenge Conception of Abundance

10. Small Groups What are the obstacles? Create a Design Prototype Present Prototype • Forgetting what we • have always done, how might we reinvent student completion? • Develop a new idea • Describe the challenge it poses What are we trying to accomplish? What is our performance objective?