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![Minto-ized
S: The watches category is critical to our growth strategy. It’s 15% of our sales and a
gateway category for jewelry and shoes.
C: Repeat purchase rates are down 10% versus last month.
Q: What should we do?
A: Let’s improve marketing and merchandising to our buyers.
1. Increase cross-marketing of other categories in email [evidence]
2. Accelerate release of two new sub-categories [evidence]
3. Do a price-promo to lapsed buyers test [evidence]](https://image.slidesharecdn.com/designthinkingforyourteammichaeldearing6-170616183004/75/Design-Thinking-for-Your-Team-21-2048.jpg)
Uploaded byHannah Knapp
Design Thinking for Your Team
The document discusses various models of communication and behavior, particularly focusing on Aaron Beck's cognitive behavioral model and Barbara Minto's executive communication framework. It stresses the importance of recognizing personal filters in decision-making and offers techniques for effective communication and problem-solving. The emphasis is on using structured approaches to improve clarity and impact in both personal and professional contexts.
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Design Thinking for Your Team
- 2. Source: J. BradfordDeLong, “Estimating World GDP, One Million B.C. - Present,” Department of Economics, U.C. Berkeley, 1998. Raw data at http://www.j-bradford-delong.net/TCEH/1998_Draft/World_GDP/Estimating_World_GDP.html accessed on July 20, 2014. ● Products = prototype, iterate, destroy, create, start over (design thinking) ● Work practices and organization = same, same
- 3. Three Idea Sprints ●Empathy & Colleagueship ● Executive Communication ● New Management Meditation
- 4.
- 5. Classical model ofbehavior Information --> Observation --> Processing --> Conclusion --> Action Rational
- 6.
- 7. Cognitive behavioral model Information--> Observation --> Processing --> Conclusion --> Action
- 8. Cognitive behavioral model Information--> Observation --> Processing --> Conclusion --> Action Filtered lens Filtered lensFiltered lens
- 9. Cognitive behavioral model Information--> Observation --> Processing --> Conclusion --> Action Filtered lens Filtered lensFiltered lens self image world-view future expectations
- 10. Cognitive behavioral model Information--> Observation --> Processing --> Conclusion --> Action Filtered lens Filtered lensFiltered lens self image world-view future expectations
- 11. Beck’s model --world view, future expectations, self-image create distortions -- helps us design shock-absorbers and amplifiers for daily life. Shock Absorbing the Distortions 1. Note the “lenses” or “filters” 2. Pause to examine strengths and deadly weaknesses 3. Offer shock absorbers and amplifiers to help
- 12. Practical Application = LifeStory Conversations
- 13. Life Story Conversations Information--> Observation --> Processing --> Conclusion --> Action Filtered lens Filtered lensFiltered lens self image world-view future expectations 1. How does the world work? 2. What does the future hold? 3. Who is she or he?
- 14.
- 15.
- 16. The best executivecommunication Situation — the state of affairs, fact-based, unambiguous Complication — the thing that’s changed, making things harder Question — the question raised by S and C Answer — the answer to Q in pyramid form, answer-first
- 17. SCQA SCQ — Non-controversial, easyto swallow — Comprehensive of the necessary background information — Question begs for resolution of the complication A — Based on evidence — Modular and presented in series — Resolve the complication
- 18. Situation: This isthe state of affairs. Complication: This is what is changing. Question: What should we do? Answer: Do x. Minto's Pyramid
- 19. Let’s see anexample! How does this make things better?
- 20. Narrative style “We’re doingOK in the watches category but not as great as we could be doing. We have decent growth rate and the new promotions coming up are excellent. But I don’t like what I am seeing on the repeat purchase rates. They are down about 10% versus last month. I think we should make it a priority to do more research with users. Maybe we can also test some higher frequency email campaigns. We’re already locked and loaded on those new promotions so that will be good to get those out.”
- 21. Minto-ized S: The watchescategory is critical to our growth strategy. It’s 15% of our sales and a gateway category for jewelry and shoes. C: Repeat purchase rates are down 10% versus last month. Q: What should we do? A: Let’s improve marketing and merchandising to our buyers. 1. Increase cross-marketing of other categories in email [evidence] 2. Accelerate release of two new sub-categories [evidence] 3. Do a price-promo to lapsed buyers test [evidence]
- 22. Let’s practice! Write anSCQA for a thorny problem you face.
- 23. Why Practice This? ●Communicating poorly stunts your growth; doing it expertly opens up opportunities to you ● Communication is grease in the gears ● Barbara Minto is your new best friend
- 24. A Meditation Just whenyou thought the fun was ending...it’s really just beginning
- 25.