Part of frog’s commitment to social impact, the Collective Action Toolkit is a set of activities and methods that enables groups of people anywhere to organise, collaborate, and create solutions for problems affecting their community. From Malawi to Milwaukee, the Collective Action Toolkit has empowered change agents of every age and ethnicity, with over 30,000 downloads in English, French, Spanish, and Chinese since its launch in 2012.
The CAT is open-source, allowing for adaptation and use by anyone, in any country, via a Creative Commons license. With simple vocabulary and concrete insights into how to build a team, carry out research, and develop solutions, the CAT distills design-thinking down to essential building blocks. The result is a stand-alone resource designed to lead anyone, anywhere through the problem-solving process, to any problem, any time.
What is this toolkit?
The Collective Action Toolkit was created to help bring groups together to accomplish a shared goal. It consists of an action map and activities six areas. These activities offer different ways to develop solutions to make change happen in a community or organisation.
Why do people use it?
Many groups are looking for a creative process to help them solve challenges. The CAT provides a framework that offers guidance just when you need it. Your team can decide exactly which activities you need on your own terms.
Link to download CAT: Collection Action Toolkit
Link to frog design: https://www.frogdesign.com/
Design Thinking is one of the more recent buzz words in the design community. In this introductory article, Gerd Waloszek, UX Design expert (retired) SAP AG, will investigate what Design Thinking is, what its main characteristics are, and take a look at the process and the methods associated with it. Gerd Waloszek also takes a brief look at the history of Design Thinking.
As a solution-based approach to solving problems, Design Thinking is particularly useful for addressing so-called “wicked” problems. Wicked means that they are ill-defined or tricky. For ill-defined problems, both the problem and the solution are unknown at the outset of the problem-solving process (as opposed to “tame” or “well-defined” problems, where the problem is evident and the solution is possible with some technical knowledge.) Even when the general direction of the problem may be clear, considerable time and effort is spent on clarifying the requirements. Thus, in Design Thinking, a large part of the problem-solving activity is comprised of defining and shaping the problem.
Link: SAP Design Guild