Empathy as a starting point for innovation
Dana Silvers writing on design thinking and empathy. This matches up exactly with what we do at TACSI. I discussed how Strategy and Innovation in general starts with understanding customers. The starting point of that is Empathy.
Zakaras writes in his Huffington Post response,
In our efforts to solve difficult social problems in particular, we rely too heavily on reason and numbers and econometrics, and not often enough on empathy. And again, by empathy, I don’t just mean our emotions, and I certainly don’t mean feeling sorry — that’s sympathy. I mean the ability to truly understand the perspective of others, and to use that understanding to guide our actions…
Indeed, a great deal of our international development efforts, as well as the now-trendy philanthrocapitalism, have failed precisely because we looked at numbers and didn’t listen to people. Because we designed great mobile apps without bothering to see if women in India would actually use them. Because we don’t often enough approach problems with humility and we seldom solve them by unlocking agency in others.
This notion of truly understanding the perspective of others and using that understanding to guide our actions is exactly how empathy is used in design thinking. In the design thinking process, before you jump to solutions (“we need a mobile app,” “we need to redesign ticket purchase experience,” etc.) you start with building empathy for the people for whom you are designing. You engage with and observe those people and understand their needs and what is important to them before you even talk about your end product or solution.
She touches upon an interesting aspect of how design thinking is different from market research and what outcomes you can expect from this process.
In the design thinking process, empathy is the starting point in a process for innovation. We start with the needs of individuals because designing for individual needs often leads to greater insights and inspiration. The best solutions come out of the best insights into human behavior. When we design for average users, we may make incremental (but certainly valid and important) improvements to existing products, services, or experiences, but we typically won’t end up with radical insights, innovative game-changers, or re-definitions of complex, messy problems.
This is what we call Radical Innovation, or as Drucker would call in terms of Strategy, What you business should be in the future?