Your Imagination Is Very Important In Your Work.

From high technology to everyday consumer products, "design" has become the favorite phrase of every enterprise.

This is not a slogan, it is a fact.

In the future, design decides everything. Everyone must have the core ability of an excellent designer: imagination.

How do you differ from others? The answer lies in your imagination and intelligence quotient.

How tall is your IQ?

Don't misunderstand, not your intelligence quotient, but your Imagination Quotient.

In today's meager profit era, competition is not cost, not speed, but imagination.

Fast Company, the latest American Journal of fast business, describes how to develop imagination and intelligence.

Roger, President of Rotman (Rotman) business school, University of Toronto, Canada?

Martin (Roger Martin) pointed out that the key factor of future business competition is "better than others, and you must be different from others."

The answer lies in your imagination and intelligence quotient.

It is the designer's core competence to think of others' unexpected problems and discover the possibility that others have not found them.

They often perceive a specific phenomenon and have doubts in their minds, so they begin to "use imagination to think of what is possible, design a general framework, and start to do it at once."

In the past, enterprises emphasized continuous improvement. As long as they did better than others, they could make money, but in the final analysis, you did the same thing with others.

If you do well, there will be others who are better than you and will always be trapped in endless competition.

Martin believes that all organizations in the future should be pformed into design shop, and every worker should become a designer.

Work mode, process and thinking method must be changed.

Working mode: fixed work to project mode. The design studio's work mode is carried out in a project way, and the human organization is also configured according to project needs. There is no so-called fixed or long term work.

Everyone converts between different projects.

The biggest feature of project mode is variability.

According to the different needs of the project, each time's manpower combination is also different. No one's work is fixed, and will not fall into a fixed mode of thinking or habit, and cooperate with different people can also stimulate each other's thoughts.

Most of the enterprises are accustomed to collect all the data or data, analyze them with various theoretical models, and then find that they are the most perfect and best way to start executing.

In fact, this is a waste of time and inefficiency.

If you look at the workflow of any designer, it is totally not the same.

The designers emphasize the idea of "learning by doing": envisage various possibilities, try and make corrections, and then execute them.

It is not to wait until everything is ready, but to strengthen the original deficiencies from the implementation.

"You can't think of everything before you know it, only if you do it," said David, chairman of IDEO, a world-renowned design company.

Kelly (David Kelley) stressed that it is better to act at once than to talk on paper.

The mode of thinking: proving feasibility and trying any possibility, but many enterprises are constantly emphasizing the importance of innovation, but in fact, they are stifling innovation.

If someone puts forward new ideas, they are immediately asked, "you have to prove that it is really feasible". "You have to prove that things are exactly what you say," "you have to prove..."

Martin pointed out that traditional enterprises only encourage two kinds of thinking logic: induction (proving something is really feasible) and deductive method (proving that something must be so).

But designers combine two kinds of thinking logic to form a new model, abductive thinking: suppose what a situation may be and try to do it.

"Designers may not be able to prove that it will be A or B, but they will explain why it might be A.." Martin believes that enterprises should not "prove that this is feasible", but to encourage everyone to have a daring taste and try to solve problems in the process as long as there is a glimmer of possibility.

"For designers, nothing is impossible," Martin said. In the past, enterprises were always constrained by external constraints and did not dare to let go, such as: unless we have enough budget to do it.

However, if this matter is very important and must be done, the problem is not to have no budget, but to find a way to win the budget.

In addition to enterprises and workers, Martin thinks that business school education also needs to be changed.

Therefore, his first step is to work with Ontario College of Art & Design in Ontario.

In addition, business schools in American universities are beginning to change.

The design school of Illinois Institute of Technology has recently opened a 9 month EMBA course, which focuses on design methods.

Stanford University also invested $35 million to establish the design institute "d.school", from David?

Kelly served as Dean, Professor including Stanford University's business management department, social sciences, engineering, and art. Edio's designers will also participate in teaching. Students from big business executives to small business owners.

"We need to cultivate people with T thinking, that is, those who have rational thinking and emotional thinking at the same time: intuition, experimental personality and empathy."

Kelly said.

Reason enables you to follow directions, and sensibility allows you to develop possibilities in the general direction.

No matter what profession or job you are in, imagination will be one of the necessary working abilities.

Don't let your thoughts be framed by various rules, formulas, or data. Creativity usually takes place in your most unexpected place.

Because your imagination is different and unique.