了解并认同个体的思维差异，能让你的团队最大限度的解锁设计创意。

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如何像设计师那样思考

几个世纪以来，那些世界上最聪明的智者们就思考本身展开了诸多思考。他们所思索的内容既包括我们怎样寻找知识，也包括我们怎样理解知识。我们一直在不断尝试理解“智慧”，它的哲学意义是什么？它的工作原理又是什么？而对于设计过程而言，获取知识并将其应用于创新更是关键。创新无疑是设计和思考的集合。设计师们不但需要调动起灵活的思维模式，而且要整合不同的智力类型，从而构思出产品设计、服务设计和体验设计的最佳方案。
在 frog，我们会定期开展协作会议，指导团队如何借助设计手段发掘用户需求。这是一项充实且令人着迷的工作，因为它能让我们多样的技能得以充分发挥。但这也是一项极为困难的工作，因为它要求我们在深入研究设计问题的同时，思维不会因此受限，而忽视该问题所在的宏观情景和前因后果。在此之上，你还需要耗费更多的精力，用充满创造力的方式构思解决问题的方案。
这些都是为了帮助我们理解设计过程中思考的多样性，毕竟并非所有的设计挑战都会运用到相同类型的思维模式。简而言之，像设计师那样思考意味着你要兼具灵活性和适应性，根据需要在不同的情境运用不同类型的智力。
Robert J. Sternberg 教授是一名美籍心理学家和研究员，他提出的<a href="https://www.intelltheory.com/sternberg.shtml#:~:text=Sternberg's%20Triarchic%20Theory%20of%20(Successful,(Sternberg%2C%201988%2C%201997%2C">智力三元论</a>分辨了三种智力类型。下文是对这三种智力类型的定义，以及这些智力类型在设计团队中的运用场景。

分析性智力指解决学术问题的能力，即传统智商测试所衡量的智力。衡量这种智力的通常是经过精心设计的、只有单一正确答案的问题。在设计过程中，这种类型的思维常常被应用于减少顾客体验中的摩擦、解决技术性问题、以及制定战略决策中。

分析性智力

创造性智力又称综合智力，指的是利用已有的技能和专业知识处理陌生情境的能力。在这种情况下，“错误的答案” 有时也是可以接受的，因为这正体现了思维方式的多样性。创造性智力对于创新的、颠覆性的思考是必不可少的——它为设计开启了无限的可能性。

创造性智力

实践性智力是一种 “顺势而为” 的能力，即利用已有的知识和技能适应日常生活。我们通过实践性智力评估情况，了解解决问题的必要步骤并采取相应的行动。实践性智力能让设计团队的成员们基于以往的经验随机应变，让他们可以稳健应对不断变化的项目需求和繁杂琐事。

实践性智力

什么是智力？

<h1>
关于智力我们需要了解些什么</h1>
现在我们明确了不同类型的智力在设计过程中发挥的作用，下面是一些在组建设计团队的过程中，我们应当如何使用这些知识的要点：
首先，知识是多维度的。带领一个由接受过不同类型的培训、扮演着不同角色、年龄各异、技能和观点都各不一样的人组成的团队是至关重要的。只有团队里的观点尽可能的多元化，你才更容易得出最有意义、最为贴切的见解。这么做还能产生更多战略上的好处。在适当的情况下邀请不同的人参与其中，可以让人们保持信息通畅，从而让团队中的每一名成员都能更有策略的行动。在 frog，我们会邀请不同业务部门的成员参与到共创协作会议当中，不仅是设计团队，从市场、财务、人事到 IT，融合这些不同的新鲜思维让我们在进行设计时受益匪浅。
其次，智力的运用需要合适的条件。要想发挥出团队的实力，无论是环境角度还是<a href="https://info2.frog.co/en/building-studio-culture-critique">文化层面</a>，人们都需要适合的工作氛围。构思创意需要耗费精力，向团队里的其他成员提出萌芽阶段的方案也需要承担风险。因此，为这些行为提供保障就成为了一件非常关键的事。在 frog，我们致力于创造一个互相支持的环境。在这里，团队的大部分精力都能被应用在手头的设计挑战上，而非被应用在调整不健康的工作状态中，或去担心如何保护自己的提案或创意。当团队成员们能在安全且稳定的环境中自由思考，并获得身边同事的支持时，他们自然而然就会高质量地完成工作。
最后，人们在思考之余还要多多感受。我们不能指望端着杯咖啡盯着电脑看，灵感就能自己找上门来。灵感往往源于办公桌之外、屏幕之外。当你散步时、跟别人聊天时、搬东西时、还有洗澡时，在这些精神放松的时候，我们更有可能得到灵感的拜访。虽然灵感可能来自于任何地方，但这位“不速之客”很少会在你坐下等待它时到来。你需要做的便是去寻找它。允许你自己和你的团队远离办公桌，给自己和他人一些空间去探索和处理信息。
 
<h1>如何掌握洞察力</h1>
从团队和企业的角度来看，了解人们的思维方式有助于为企业运转、团队架构以及工具使用提供参考。通过 frog 的<a href="https://www.frogdesign.cn/services/org-activation">组织赋能</a>服务，我们帮助企业组建更加强大的团队，围绕客户需求赋能企业，并随着时间的推移持续传达价值。
对智力的理解还有助于明确项目的价值和意义，尤其是当我们需要从设计调研中总结洞察的时候。洞察对于设计过程来说是非常宝贵的——它们能清晰地反映出设计中存在的挑战，并引领团队探索更加成熟、更加可行的设计概念。如果想要了解更多关于设计洞察的内容，请阅读我之前的文章<a href="https://www.frog.co/designmind/is-your-design-insight-really-just-info">《洞察和信息间的区别》</a>。
如果你想知道如何在团队合作中获得具有价值的设计洞察，请下载指南：<a href="https://info2.frog.co/en-us/uncover_design_customer_insights?utm_campaign=EMEA_Future_Human_Insights&#038;utm_source=web-designmind&#038;utm_content=toolkit">《如何发掘具有价值的设计洞察：了解未知的三部曲》</a>。

按照指南中所述的三个步骤，你将为设计调研的成果寻得全新意义，并从新发现里获得意想不到的创新机会。

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Cristóbal Perán

作者

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知晓人类行为背后的逻辑并不简单，了解我们周围的世界也并非易事。想要践行以人为本的设计理念，对人与环境的洞察却是不可或缺的。

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设计师所说的“洞察”到底是什么？

千百年来，科学家和哲学家们都深深痴迷于探索宇宙内部的运作方式。尽管在这个过程中诞生了数不清的理论，但毋庸置疑的是，无论哪一种阐释都是以人类为中心出发的。英国作家 Alan Wilson Watts 曾留下过这么一句话：“透过我们的眼睛，宇宙正感知着自己；透过我们的耳朵，宇宙正聆听着它的和谐；我们是见证者——透过我们，宇宙逐渐意识到它的荣耀，它的辉煌。”
 
如果我们试图理解的宇宙其实是自己，那么作为人类，又该如何理解自己、彼此和我们周围的世界呢？答案是通过感知。我相信爱尔兰哲学家 George Berkeley 的表述最为贴切：“我们所能感知的唯一事物便是我们的感知本身。”换句话说，人类意识是理解宇宙的基体。
 
作为设计师，我们尤其喜欢探索事物的内在本质：了解不同事物的运作方式和原理，以及不同决策背后的动机。事实上，这种对事物本质的探索能力是行为预测和依照预测进行设计的基础。这就是为什么我们在进行<a href="https://designmind.frog.co/collections/frog-design-research/">设计调研</a>的时候，会观察、提问、质疑事物的运作方式，并试图根据我们的所见所闻塑造自身对事物的洞察与理解。这些洞察至关重要——它们为产品和<a href="https://www.frog.co/designmind/building-loyalty-customer-experience">服务体验</a>的设计奠定了基础。
 
 
 
 
<h2>洞察包含了什么？</h2>
首先，我们需要知道“洞察”在本文中的含义。在 frog，我们将洞察定义为对用户、消费者和客户行为背后所隐藏动机的深入探索，而不是留于表面的客观信息。我们将这些洞察作为创新的基础，通过整合不同的洞察，帮助群体和企业蓬勃发展。

因此，不是随意一条信息都可以被称作洞察。以下是两者间的区别：
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洞察人类行为是我们在 frog 做设计的核心所在。我们在颠覆企业和行业的运作方式上有着超过五十年的经验。通过了解和重构人们与周围环境的互动方式，我们为客户、终端用户和整个社会创造了可观的价值。
 
随着我们向分析时代、<a href="https://www.frog.co/designmind/cant-nice-things-or-can">人工智能</a>时代、机械学习时代、物联网以及大数据时代的不断过渡，我们对人类行为的理解也将不断强化。这些新兴科技解锁了各种新的人类行为，也在这一过程中创造了未被满足的全新需求。在这个大背景下，我们作为设计师和创新者的职责是提升人类体验。而要做到这一点，我们首先需要对当前的现实有深刻的理解。

下面我将简要地概括一下洞察的收集方式，以及洞察收集对设计过程的意义。

古往今来，人类的基本需求（住所，食物，情感等）从未改变，发生改变的是我们所在的客观环境。当我们收集洞察时，我们其实是在寻找对人们一言一行的解释，并从中揭示出人们在日常生活中所面临的挑战，这让我们可以清晰地看到用户旅程中存在的所有细节，并从中找出那些未被满足的需求。

洞察能帮我们看到未被满足的需求

一个设计概念的成功，源于其带给人们的价值，这是一个显而易见却常被忽略的事实。通过洞察，我们将了解到驱使用户各种行为背后的实际动机和潜在痛点，这让我们可以跳脱原本思维的限制，从新的角度思考如何为用户打造更有意义的解决方案。

洞察能启发新的概念、体验及思维

无论是律法、潮流、还是科技 —— 当任何社会制度发生<a href="https://www.frog.co/designmind/designing-the-business-of-change">新的变化</a>时，之前的制度都会失去平衡，新的需求便会出现，以洞察的形式捕捉这些变化能为我们带来新的机遇。
 
<h2>你的洞察足够好吗？</h2>
正如我前面所述，不是所有的观察都称得上洞察。洞察是经得起测试的。即使是合作最默契的团队，人们也会执着于自己的所见所闻，从而忽略其他人的观点。正是因为人们与自己的观察和洞察间存在情感连接，才更容易在表述中夹杂主观情感。因此，洞察需要经过他人的客观评估才能成立。
 
 
在探讨个人洞察时，记得问问自己和团队：这条洞察是否能引起共鸣？它是否新颖？它是否可重复？要想提高一个观点多元、培训多元、背景和技能多元的团队的决策力，探讨以上这类问题将让你受益匪浅。
 
 
由于人们倾向于对自己做出的洞察产生情感依赖，创造出能让人们互相支持、互相合作的氛围便显得尤其重要。你要让团队将尽可能多的精力放在思维拓展，而不是捍卫自己的观点上。这意味着你和你的团队都要保持正确的心态，意味着我们要在开放和包容的同时，保持创造力、分析能力、理性和批判性，而不是一味批评他人的观点、对不同的意见怀有偏见，或对他人的看法不屑一顾。
 
 
<h2>解锁洞察潜能，你足够坚定吗？</h2>
 
仅仅“心怀宇宙”当然不够，想要获得好的洞察，毅力、劳动和资源也是必不可少的。尽管好的洞察需要大量投入，一旦我们将其加以应用，这些洞察便能为设计带来无限可能。
 
 
在 frog，我们了解了如何在设计过程中捕捉和应用设计洞察。这些知识体系是在 frog 与其他企业的合作中逐步构建起来的，它们将持续赋能我们的客户，并为他们持续提供价值。我们相信，洞察是实践以人为本的设计过程中必不可少的一步。
 
 
 
如果你想知道如何在团队合作中获得具有价值的设计洞察，请下载指南：<a href="https://fro.gd/33y6JYQ">《如何发掘具有价值的设计洞察：了解未知的三部曲》</a>。

洞察能让我们发掘出不断变化的社会中存在的痛点

洞察能为我们带来什么？

按照文章中提及的三个步骤来为你的设计调研寻找全新意义和创新机会吧！

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A recent frog webinar shared why remote work matters now and looking into the future, as well as how companies can bring their teams together for creative, collaborative work sessions.

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9 Keys to Remote Collaboration

We are living in a historic moment. Elements of remote work that may have been only a small part of our business have become our everyday working reality. Even once we return to working in-person, the patterns we are setting today will transform the way we work moving forward. Now more than ever, we’ll need creativity and collaboration to succeed.
In this time of Coronavirus, we’ve shifted frog’s working tools to enable ongoing design at scale. We now have more than 60 programs running this way globally. We recently decided to host a webinar to share some of our experiences in working together even at a time of physical isolation.
During the webinar, we talked about collaboration and problem-solving in a remote context. We discussed the difference between an operational and creation mindset&#8211;and how both are necessary for a successful business. We also shared three collaboration methods often used in-person, which you can use remotely to good effect with commonly available online tools:
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<ul>
<li>‘Person in the Pit’ model to help you frame your session</li>
<li>‘Mental Excursion’ to help you keep a remote team engaged</li>
<li>‘Intrigue Selection’ to down-select with a growth mindset</li>
</ul>
In addition, we talked about how critical it is to establish a climate for your team that supports their creative performance. This is one in which everyone understands and supports the task they&#8217;re all after, everyone has each other’s back, and all believe they can find a solution. We then demonstrated how a team at frog recently used these tools and principles to solve a specific, pressing challenge many know all too well: working from home while helping children also “work” from home.
<a href="https://go.frog.co/en/en/remote-collaboration-problem-solving-webinar-recording">Watch the webinar recording</a> to hear the full discussion.

Throughout, attendees asked questions related to their biggest remote collaboration challenges. We received hundreds of compelling questions, on topics ranging from how to create the right remote work environment to how to manage team dynamics from a distance. There were far too many to go through during the webinar, but we still wanted to share a look at our responses to some of the key recurring question themes. 


Cris Perán (CP): Creativity is something we’re all born with. In fact, leading experts like <a href="https://www.youtube.com/watch?time_continue=1&amp;v=iG9CE55wbtY&amp;feature=emb_logo">Ken Robinson</a> and multiple studies support that all of us are born creative geniuses, but at a certain moment in our lives, we learn that being creative can bring unwanted consequences. This happens specifically within our educational systems where we are taught there’s only one answer to every exam question.
As a result, learning to be creative is rather an unlearning process more than anything else. Often when we feel people are not being creative around us during a session, it’s actually our fault, not theirs. People may feel worried that they are being tested to come up with the right answer, rather than feel free to be creative. As a member of the team, it’s your job to ensure all feel safe to explore in this context. Working remotely is of absolutely no consequence to your team’s creative potential, but you will need to adapt your process to the circumstances.

How can I instill a creative mindset and culture while working remotely?

Turi McKinley (TM): I think of design as making-based problem-solving, so I throw quite a wide net around how that translates into the digital world. Digital tools let us get to know our users, synthesize that learning into actionable insights that drive rich concepting, and then help us iteratively refine those concepts into viable solutions. However, just like a post-it note in your team room, or a white board in a meeting room, it’s not the tool itself that is valuable. It’s about how the team uses those tools to make things happen.
So, what changes for a traditional design team? Let’s assume that ‘traditional’ here means a team working together in a team room, engaging in regular collaboration and crit sessions, directly sharing work, and (hopefully) frequently engaging with their users in the process of designing something and making it real. With that definition, the main change now is in leadership. For the team leader and the program manager, how you curate tools and direct the group to capture insights will have a big impact on the ease and speed of this work.
This will require more planning and preparation to make it go smoothly. In a physical space, it’s quite easy to move, re-sort, build understanding and share to a group using just post-its and markers. In the digital world, different tools fulfill different needs. Some, like Excel, are great for capture, but don’t help groups ‘see and feel’ emerging knowledge. That’s where digital canvas tools like Miro or Mural can bridge the gap. Teams can decide when to literally zoom out together to see the big picture of affinity groups, and when to dive into the details.

How do traditional design methods translate into a completely digital environment?

CP: Technology has evolved wonderfully during the last decades. The quality of audio and video communication improves with every blink of our eyes. New ways of remote collaboration have emerged, whether they are over “traditional” formats like word processing documents or presentations, or via digital canvas tools like Miro or Mural. The reality is that there’s a tool for mostly every task and for every team. We have found that when engaging people to participate, it ultimately boils down to ensuring they CAN contribute and that their contribution is VALUED. Of course, they will also want their effort to be MEANINGFUL, so showing you’re actually doing something with the content of the session is also crucial.

How can I better engage my team during a remote work session? 

CP: Someone told me something once about trust: It takes a lifetime to build and a second to destroy it. And right he was. Especially if you’re a lead member of the team, but also if not, you have to give trust to receive it. For people to believe you really value their contribution, you need to really value their contribution.
There’s not much you can do about what people think about themselves, but you can show them what you think of them. If you assume value on everybody’s contribution and give them credit and recognition for it, eventually everyone will feel good about contributing in your sessions. This is assuming there are no hidden agendas or underlying conflicts within the team, which unfortunately is not uncommon. For those cases, we have answers, too, but they need to be considered on a case-by-case basis.

How do I build trust and encourage team members to do their best work during remote work sessions?

TM: Someone who is resistant has likely already had a bad experience with digital or remote work. Perhaps they were frustrated finding necessary information or have felt embarrassed by their inexperience. Re-engaging them can take both empathy and patience. I’m a fan of one-to-one conversations in situations like this. I try to remember my own learning curve and frustrations with the tools (ask my colleagues how I feel about Slack). You may find that the resistant person is aware that these new ways of work are needed, and that sharing their experience with someone is enough to tip the balance towards engagement.
For both the new and resistant participants, my recommendation is to assign someone on your team to become an internal expert on each digital tool so they can be live ‘customer support’ as needed. For example, in a recent workshop with a new client in the broadcast space, we used a digital canvas tool that was new to many of us. Miguel, an interaction designer at frog, committed to really learning the tool, and it was lucky that he did. When the key stakeholder kept getting lost on the board, zooming way out, Miguel knew about a specific product feature, the ability to jump to another user’s cursor, that brought everyone quickly back to the area in focus for the topic at hand. It was an enormous help for the stakeholder, and it really eased the tensions among the client team (and our team, too.)
Our ability as designers to ‘think like a user’ needs to be turned to how we can help our colleagues become comfortable using these new tools—and in the process we’ll end up improving our own ability as well.

How can I better support colleagues and clients who are new or even resistant to remote work styles and tools?

CP: I’m sad to report a collaborative session will need your full attention…and so will your child (eventually). So, what can you do? Set firm time restrictions for the session, and find a way for your children to be occupied. Better if it is something they really like and makes them happy so they don’t feel on the losing end of the deal (Pokémon is quite high in my house’s chart right now). 
Once your session is complete, be clear with your team that you will be dedicating your full attention back to home responsibilities. Half running the session while half being with your children will make everyone wholly unhappy—probably you most of all.

How can working parents and caregivers manage a collaboration session from a busy home? 

TM: To be effective, design teams need tools to support two broad activities: (1) working together and (2) designing and delivering great experiences customers love.
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<ul>
<li style="font-weight: 400;">For working together, we need video communication to let us see each other and share in real time. Collaboration and documentation tools provide us the ability to communicate asynchronously and structure our knowledge. In addition, program and project management software help us know where to focus next.</li>
<li style="font-weight: 400;">When designing and delivering great experiences, we need remote design research and user validation to enable us to know and interact with our users. We need digital canvas tools to give teams a place to think visually and explore ideas, as well as collaborative design and delivery platforms to make things real.</li>
</ul>
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There are many tools to address these needs. Overall, frog is tool-agnostic, though we do offer <a href="https://go.frog.co/en/en/remote-ideation-problem-solving-workshop">a focused workshop</a> to help you define the remote collaboration tools and processes that will work best for your environment.

What tools and resources are available to support remote ways of working and designing?

CP: Think in terms of outcome, team, process and tools. And in that order. Otherwise, you might be running a session for the wrong reasons or modifying something without the right people involved. Not every problem even needs a remote session—some challenges can be solved over email.

What practical, actionable advice can I use to conduct better remote collaboration sessions? 

TM: Kara Pecknold, Design Director at frog Munich, wrote a great piece for <a href="https://thenextweb.com/growth-quarters/2020/04/24/innovative-leaders-must-practice-radical-empathy-especially-in-times-of-isolation/">The Next Web</a> all about why leaders need to practice radical empathy during this time. In her article, she cites an example of how the frog team eased anxieties while collaborating remotely with Médecins Sans Frontières (MSF; AKA Doctors without Borders). In addition, Matteo Penzo, Executive Director at frog Milan, recently gave a fully remote presentation on <a href="https://go.frog.co/en/en/remote-ideation-problem-solving-workshop">digital product delivery</a>.  
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<h6>What&#8217;s Next?</h6>
If you and your team are ready to come together with frog experts to solve real, pressing problems within your organization, we’re ready to help. Find out more about <a href="https://go.frog.co/en/en/remote-ideation-problem-solving-workshop">frog-led remote training workshops and strategic problem-solving sessions</a>. We also invite you to learn more about frog’s <a href="https://www.frog.co/services/org-activation">Org Activation</a> practice, a service that helps unleash the human potential in organizations.

What are some examples and frog case studies that relate to this style of remote collaboration? 

Your 9 Key Questions Answered

Turi McKinley

Albert Dang

Turi McKinley focuses on developing frog’s design research, participatory design and creative collaboration skills. She partners closely with companies seeking to develop new skillsets and capabilities for user centered design and innovation.

Cris has led innovation and R&amp;D teams for over 20 years, specializing In creative problem solving, as well as the development and launch of new products and services. His expertise involves setting up innovation models for businesses and organizations, fostering company culture, insight-led product and service design, and running inventive problem-solving projects.

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