Thinking in Experiments: Use If/Then (Maybe) To Try New Things
Building a Better Strategy with "Our Five Futures"
Our customers design “experiments” in nearly every meeting we facilitate at Filament: simple, easy, fast, and cheap things that might help their organization learn something, try something, or build something.*
Experiments are smaller than “pilots” and certainly not as large as “projects” or “initiatives.” They’re just big enough to provide a modicum of proof and direction that might help a team decide what to do next.
Workshop Weeks at Filament
The next time you need people to plan for a disruptive future, give them five to think about instead of just one. When we do this work, we divide people into at least five different groups, and give each group one of the following “futures” to discuss:
Explore Your Challenges Before Solving Them: Using "How Might We ..." to Ask Better Questions
We’ve been thinking about a new offering here at Filament called “Workshop Weeks.” In the spirit of “Shitty First Drafts” and working out loud, here’s a cleaned-up summary of a Twitter thread that captures the idea:
Three Rectangles and Four Circles
Abraham Lincoln once said, “Give me six hours to chop down a tree and I will spend the first four sharpening the axe.” Innovation doesn’t begin with finding better answers, it begins with building better questions. This exercise is where we sharpen the axe, by helping teams come up with a great “How Might We …” question before they begin to develop experiments to solve it.
Rethinking Process Mapping: Our Customer's Journey
If I can draw the format of 75% or more of your event in just three rectangles and four circles, you might want to shake things up a bit!
I have an unreasonable request for you ...
Every week, we work on something that (we hope) will help us improve the way our customers experience Filament. This week, we started with a quick “Sketch Session” to illustrate our customer’s journey.
When is the last time you asked a total stranger, business colleague, or casual acquaintance for a life-changing favor? For most of us, the answer is “never.” But why?
We brag about our meeting methodology being “content agnostic” because we believe it is more important to have someone running your meeting who knows how to get the most out of the smart people in the room vs. being smart about the same things they are.