1. CHANGE BY DESIGN STRATEGIC HORIZON NETWORK FALL COLLOQUIUM Ann Arbor, Michigan October 23, 2011 C ENTER FOR C OMMUNITY C OLLEGE D EVELOPMENT

2. 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. 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. 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. 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 an institution, a program, or a service would look like at its very best.

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

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 7

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

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

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