Got a wicked problem? First, tell me how you make toast
-
0:00 - 0:02Some years ago,
-
0:02 - 0:05I stumbled across a simple design exercise
-
0:05 - 0:09that helps people understand
and solve complex problems, -
0:09 - 0:13and like many of these design exercises,
it kind of seems trivial at first, -
0:13 - 0:15but under deep inspection,
-
0:15 - 0:17it turns out that it reveals
unexpected truths -
0:17 - 0:21about the way that we collaborate
and make sense of things. -
0:21 - 0:22The exercise has three parts
-
0:22 - 0:25and begins with something
that we all know how to do, -
0:25 - 0:27which is how to make toast.
-
0:27 - 0:31It begins with a clean sheet of paper,
a felt marker, -
0:31 - 0:35and without using any words,
you begin to draw how to make toast. -
0:35 - 0:37And most people draw something like this.
-
0:37 - 0:40They draw a loaf of bread,
which is sliced, then put into a toaster. -
0:40 - 0:43The toast is then deposited for some time.
-
0:43 - 0:48It pops up, and then voila!
After two minutes, toast and happiness. -
0:49 - 0:54Now, over the years, I've collected
many hundreds of drawings of these toasts, -
0:54 - 0:55and some of them are very good,
-
0:55 - 0:59because they really illustrate
the toast-making process quite clearly. -
0:59 - 1:02And then there are some that are,
well, not so good. -
1:02 - 1:07They really suck, actually, because
you don't know what they're trying to say. -
1:07 - 1:09Under close inspection,
-
1:09 - 1:13some reveal some aspects of toast-making
while hiding others. -
1:13 - 1:15So there's some
that are all about the toast, -
1:15 - 1:18and all about the transformation of toast.
-
1:18 - 1:21And there's others
that are all about the toaster, -
1:21 - 1:24and the engineers love to draw
the mechanics of this. -
1:24 - 1:26(Laughter)
-
1:26 - 1:28And then there are others
that are about people. -
1:28 - 1:32It's about visualizing
the experience that people have. -
1:32 - 1:35And then there are others that are about
the supply chain of making toast -
1:35 - 1:37that goes all the way back to the store.
-
1:37 - 1:41It goes through the supply chain
networks of teleportation -
1:41 - 1:44and all the way back
to the field and wheat, -
1:44 - 1:47and one all actually goes
all the way back to the Big Bang. -
1:47 - 1:49So it's crazy stuff.
-
1:49 - 1:51But I think it's obvious
-
1:51 - 1:54that even though these drawings
are really wildly different, -
1:54 - 1:57they share a common quality,
and I'm wondering if you can see it. -
1:57 - 2:00Do you see it? What's common about these?
-
2:00 - 2:03Most drawings have nodes and links.
-
2:03 - 2:08So nodes represent the tangible objects
like the toaster and people, -
2:08 - 2:12and links represent
the connections between the nodes. -
2:12 - 2:15And it's the combination
of links and nodes -
2:15 - 2:17that produces a full systems model,
-
2:17 - 2:20and it makes our private
mental models visible -
2:20 - 2:23about how we think something works.
-
2:23 - 2:25So that's the value of these things.
-
2:25 - 2:27What's interesting about
these systems models -
2:27 - 2:29is how they reveal
our various points of view. -
2:29 - 2:33So for example, Americans
make toast with a toaster. -
2:33 - 2:34That seems obvious.
-
2:34 - 2:38Whereas many Europeans
make toast with a frying pan, of course, -
2:38 - 2:42and many students make toast with a fire.
-
2:42 - 2:46I don't really understand this.
A lot of MBA students do this. -
2:46 - 2:49So you can measure the complexity
by counting the number of nodes, -
2:49 - 2:53and the average illustration
has between four and eight nodes. -
2:53 - 2:56Less than that, the drawing seems trivial,
-
2:56 - 2:59but it's quick to understand,
-
2:59 - 3:04and more than 13, the drawing
produces a feeling of map shock. -
3:04 - 3:05It's too complex.
-
3:05 - 3:08So the sweet spot is between 5 and 13.
-
3:08 - 3:10So if you want to communicate
something visually, -
3:10 - 3:14have between five and 13 nodes
in your diagram. -
3:14 - 3:17So though we may not
be skilled at drawing, -
3:17 - 3:21the point is that we intuitively know
how to break down complex things -
3:21 - 3:24into simple things and then
bring them back together again. -
3:24 - 3:27So this brings us to our second part of
the exercise, -
3:27 - 3:29which is how to make toast,
-
3:29 - 3:32but now with sticky notes
or with cards. -
3:32 - 3:33So what happens then?
-
3:34 - 3:37Well, with cards, most people
tend to draw clear, more detailed, -
3:37 - 3:40and more logical nodes.
-
3:40 - 3:43You can see the step by step
analysis that takes place, -
3:43 - 3:47and as they build up their model,
they move their nodes around, -
3:47 - 3:49rearranging them like Lego blocks.
-
3:49 - 3:53Now, though this might seem trivial,
it's actually really important. -
3:53 - 3:58This rapid iteration of expressing
and then reflecting and analyzing -
3:58 - 4:01is really the only way
in which we get clarity. -
4:01 - 4:04It's the essence of the design process.
-
4:04 - 4:06And systems theorists do tell us
-
4:06 - 4:09that the ease with which
we can change a representation -
4:09 - 4:13correlates to our willingness
to improve the model. -
4:13 - 4:17So sticky note systems
are not only more fluid, -
4:17 - 4:21they generally produce
way more nodes than static drawings. -
4:21 - 4:23The drawings are much richer.
-
4:23 - 4:26And this brings us
to our third part of the exercise, -
4:26 - 4:30which is to draw how to make toast,
but this time in a group. -
4:30 - 4:31So what happens then?
-
4:31 - 4:33Well, here's what happens.
-
4:33 - 4:36It starts out messy,
and then it gets really messy, -
4:36 - 4:38and then it gets messier,
-
4:38 - 4:40but as people refine the models,
-
4:40 - 4:43the best nodes become more prominent,
-
4:43 - 4:45and with each iteration,
the model becomes clearer -
4:45 - 4:48because people build
on top of each other's ideas. -
4:48 - 4:52What emerges is a unified systems model
-
4:52 - 4:56that integrates the diversity
of everyone's individual points of view, -
4:56 - 4:58so that's a really different outcome
-
4:58 - 5:01from what usually happens
in meetings, isn't it? -
5:01 - 5:04So these drawings can contain
20 or more nodes, -
5:04 - 5:06but participants don't feel map shock
-
5:06 - 5:10because they participate in the building
of their models themselves. -
5:10 - 5:13Now, what's also really interesting,
that the groups spontaneously mix -
5:13 - 5:17and add additional layers
of organization to it. -
5:17 - 5:19To deal with contradictions, for example,
-
5:19 - 5:22they add branching patterns
and parallel patterns. -
5:22 - 5:25Oh, and by the way,
if they do it in complete silence, -
5:25 - 5:28they do it much better
and much more quickly. -
5:28 - 5:30Really interesting --
talking gets in the way. -
5:30 - 5:34So here's some key lessons
that can emerge from this. -
5:34 - 5:36First, drawing helps us
understand the situations -
5:36 - 5:40as systems with nodes
and their relationships. -
5:40 - 5:43Movable cards produce
better systems models, -
5:43 - 5:46because we iterate much more fluidly.
-
5:46 - 5:49And then the group notes produce
the most comprehensive models -
5:49 - 5:53because we synthesize
several points of view. -
5:53 - 5:54So that's interesting.
-
5:54 - 5:58When people work together
under the right circumstances, -
5:58 - 6:01group models are much better
than individual models. -
6:01 - 6:06So this approach works really great
for drawing how to make toast, -
6:06 - 6:10but what if you wanted to draw
something more relevant or pressing, -
6:10 - 6:15like your organizational vision,
or customer experience, -
6:15 - 6:17or long-term sustainability?
-
6:17 - 6:20There's a visual revolution
that's taking place -
6:20 - 6:24as more organizations
are addressing their wicked problems -
6:24 - 6:27by collaboratively drawing them out.
-
6:27 - 6:31And I'm convinced that those who see
their world as movable nodes and links -
6:31 - 6:33really have an edge.
-
6:33 - 6:35And the practice is really pretty simple.
-
6:35 - 6:38You start with a question,
you collect the nodes, -
6:38 - 6:41you refine the nodes,
you do it over again, -
6:41 - 6:47you refine and refine and refine,
and the patterns emerge, -
6:47 - 6:51and the group gets clarity
and you answer the question. -
6:53 - 6:59So this simple act of visualizing
and doing over and over again -
6:59 - 7:02produces some really remarkable outcomes.
-
7:02 - 7:04What's really important to know
-
7:04 - 7:07is that it's the conversations
that are the important aspects, -
7:07 - 7:10not just the models themselves.
-
7:10 - 7:11And these visual frames of reference
-
7:11 - 7:16can grow to several hundreds
or even thousands of nodes. -
7:16 - 7:19So, one example is from
an organization called Rodale. -
7:19 - 7:20Big publishing company.
-
7:20 - 7:23They lost a bunch of money one year,
-
7:23 - 7:27and their executive team for three days
visualized their entire practice. -
7:27 - 7:33And what's interesting is that
after visualizing the entire business, -
7:33 - 7:35systems upon systems,
-
7:35 - 7:38they reclaimed
50 million dollars of revenue, -
7:38 - 7:43and they also moved from a D rating
to an A rating from their customers. -
7:43 - 7:46Why? Because there's
alignment from the executive team. -
7:46 - 7:50So I'm now on a mission
to help organizations -
7:50 - 7:54solve their wicked problems
by using collaborative visualization, -
7:54 - 7:57and on a site that I've produced
called drawtoast.com, -
7:57 - 8:01I've collected a bunch of best practices.
-
8:01 - 8:03and so you can learn
how to run a workshop here, -
8:03 - 8:06you can learn more about
the visual language -
8:06 - 8:10and the structure of links and nodes that
you can apply to general problem-solving, -
8:10 - 8:14and download examples of various templates
-
8:14 - 8:19for unpacking the thorny problems
that we all face in our organizations. -
8:19 - 8:23So the seemingly trivial
design exercise of drawing toast -
8:23 - 8:27helps us get clear, engaged and aligned.
-
8:27 - 8:30So next time you're confronted
with an interesting challenge, -
8:30 - 8:32remember what design has to teach us.
-
8:32 - 8:36Make your ideas visible,
tangible, and consequential. -
8:36 - 8:39It's simple, it's fun, it's powerful,
-
8:39 - 8:42and I believe it's an idea
worth celebrating. -
8:42 - 8:44Thank you.
-
8:44 - 8:48(Applause)
- Title:
- Got a wicked problem? First, tell me how you make toast
- Speaker:
- Tom Wujec
- Description:
-
Making toast doesn’t sound very complicated — until someone asks you to draw the process, step by step. Tom Wujec loves asking people and teams to draw how they make toast, because the process reveals unexpected truths about how we can solve our biggest, most complicated problems at work. Learn how to run this exercise yourself, and hear Wujec’s surprising insights from watching thousands of people draw toast.
- Video Language:
- English
- Team:
- closed TED
- Project:
- TEDTalks
- Duration:
- 09:01
Morton Bast edited English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Morton Bast approved English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Morton Bast edited English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Morton Bast edited English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Morton Bast edited English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Morton Bast edited English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Morton Bast edited English subtitles for Got a wicked problem? First, tell me how you make toast | ||
Madeleine Aronson accepted English subtitles for Got a wicked problem? First, tell me how you make toast |