by DAVID RUBELI
Ethnographic Thinking: From Method to Mindset
2018, 120 pp, Routledge
I’ve been reading Jay Hasbrouck’s Ethnographic Thinking this spring, sneaking its pages into gaps in my daily routines. It’s part of my longer-term project of reading across the fields of service design, design anthropology, and applied research over the last few years.
I’m doing this reading survey at a time when practices, fields, and disciplines are converging, when design thinking, service design, and innovation are democratizing or—depending on your perspective—reifying and commodifying professions and practices that were once the domains of specialist practitioners. Interdisciplinary groups and teams within and among organizations are being assembled to tackle complex corporate and societal challenges. And these assemblages bring together constellations of stakeholders from industry, government, and other sponsoring organizations. In workplaces, labs and think tanks, there’s a growing effort to...
by JAY HASBROUCK, Founder, Filament Insight & Innovation
“Innovate or die"—this dictum is driving companies to build their innovation capacity, and fast. Most are turning to now-familiar practices such as Design Thinking, Lean, or Agile. But as they grow, many organizations find that they don’t see expected increases in innovation after deploying these practices. Why?
Although they’re originally meant to drive creative thinking and strategic risk taking, innovation methods can quickly become rote in large organizations, especially when teams are expected to deploy them without context, or simply to check off a box on their performance reviews. Worse yet, some companies struggle to manage a combination of different innovation practices between teams, leading to a breakdown in collaboration and disjointed project pacing. What these organizations lack is an overall innovation strategy that drives their efforts to build innovation capacity, engages their teams with a purposeful vision, and ensures their efforts can evolve...