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Hackathons are one of the most unique and rewarding parts of working in creative technology. At their most rewarding, hackathons can be an experience that sees teams go from a completely blank page to a minimally viable business in less than 48 hours. My team at SwiftKick Mobile recently stepped up to the plate in response to COVID-19 and attempted to do the impossible; come up with four viable businesses in two days to help people with their changing lifestyles in the aftermath of the virus. How we managed to start with a blank page on a Miro board and end with four businesses is a magic trick, and it wouldn’t be possible without total commitment to how we think about creativity and product development at SwiftKick. With the problems our society is facing seemingly mounting by the day, I wanted to share our framework for that process, in the hopes that it helps you and your team contribute to the side of history that finds solutions to our problems in a rapidly changing world.
黑客马拉松是从事创造性技术工作中最独特，最有意义的部分之一。 骇客马拉松最有意思的是，它可以使团队在不到48小时的时间内从完全空白的页面变成最低限度的业务。 我在SwiftKick Mobile的团队最近响应COVID-19登上了榜首，并试图做到不可能。 在两天之内提出四个可行的业务，以帮助人们在病毒感染后改变自己的生活方式。 我们如何以Miro板上的空白页开始并以四项业务结束是一个魔术，如果没有全力投入我们对SwiftKick的创造力和产品开发的思考，这是不可能的。 由于我们的社会似乎每天都在面临着越来越多的问题，我想分享我们在这一过程中的框架，希望它可以帮助您和您的团队为历史的一面做出贡献，从而在瞬息万变的世界中找到解决我们问题的方法。
步骤1：广告素材摘要 (Step 1: Creative Briefs)
It’s common wisdom in Silicon Valley that ideas are cheap, but execution is everything. Why are ideas so cheap? Because they are nearly infinite. We, as humans are constantly producing thoughts, some estimate a new one pops into our heads every three seconds, the average span of what we can perceive as the “present moment”. That’s a lot of thoughts! With such a massive supply of thoughts, how does one begin to direct the flow of thoughts towards opportunities to become ideas that generate demand?
硅谷的常识是，想法很便宜，但执行就是一切。 为什么想法这么便宜？ 因为它们几乎是无限的。 我们作为人类不断产生想法的人，有人估计每三秒钟就会有一个新的想法突然出现在我们的脑海中，即我们可以感知的“当前时刻”的平均跨度。 有很多想法！ 有了如此大量的思想，人们如何开始将思想流引向机会，以成为产生需求的思想？
When constructing an agenda for hackathons, I like to view the creative process as a funnel that seeks to direct thought towards opportunities that become ideas and then converge on solutions. For this hackathon, the team at SwiftKick wanted to cast a wide net at the top of the funnel. COVID-19 had disrupted so many parts of our society, we could find opportunities to help people with mobile technology just about anywhere. We also didn’t know for certain heading into the hackathon where our team’s interest level or expertise would be. So instead of focusing on one problem, we created six briefs to focus on problems we saw in six different verticals; School & University, Entertainment, Mental & Physical Health.
在为黑客马拉松制定议程时，我喜欢将创意过程视为一个漏斗，该漏斗旨在将思想引导到成为思想的机会，然后集中于解决方案。 对于这次黑客马拉松，SwiftKick的团队想在漏斗的顶部放宽网。 COVID-19破坏了我们社会的许多地方，我们可以找到机会在几乎任何地方帮助人们使用移动技术。 我们还不确定要进入黑客马拉松，我们团队的兴趣水平或专业水平将是多少。 因此，我们没有关注一个问题，而是创建了六个摘要来关注在六个不同行业中看到的问题。 学校和大学，娱乐，心理和身体健康。
The goal of the briefs was to begin to narrow the funnel of infinite ideas down, beginning with six specific focus areas. We sent these briefs out before the first day of the hackathon to give individuals time to start their internal creative process, spark conversations with others, and indicate to us, the organizers, where their existing interests and expertise lied before the formation of teams. Doing this enabled teams to be self-organized around existing interests and initial ideas from the team.
简介的目的是从六个特定的重点领域开始，缩小无限创意的范围。 我们在骇客马拉松比赛的第一天之前发出了这些摘要，以使个人有时间开始自己的内部创作过程，激发与他人的对话，并向我们指示组织者，他们现有的兴趣和专长在团队成立之前就存在于那里。 这样做使团队可以围绕团队的现有兴趣和最初想法进行自我组织。
The briefs themselves relied on a tool to spark creativity known as “how might we” questions. The purpose of “how might we” questions is, as defined by Stanford’s dschool, to “create questions that provoke meaningful and relevant ideas … by keeping the questions insightful and nuanced.” We have found “how might we” questions essential in starting ideation discussion. You can find out more about the methodology and construction of questions here.
简报本身依赖于一种激发创意的工具，称为“我们如何”问题。 按照斯坦福大学的定义，“我们怎么可能”的问题的目的是“通过激发问题的洞察力和细微差别，创造出激发有意义和相关思想的问题。” 我们发现“想法如何”问题对于开始构想讨论至关重要。 您可以在此处找到有关方法和问题构造的更多信息。
步骤2.发现(发散思维) (Step 2. Discovery (Divergent Thinking))
Entering the morning of the first day of our hackathon, the SwiftKick hackers have already begun individually collecting their thoughts and forming teams around shared interests, but they haven’t yet begun the process of sharing their ideas and further narrowing each of their individual ideas, interests, and assumptions down to one product that they will be spending the weekend hacking on. Before a group can narrow ideas, they need to get every individual idea out of the table through a process commonly called “divergent thinking” in a group ideation session to officially begin the hackathon weekend.
进入骇客马拉松比赛的第一天早晨，SwiftKick黑客已经开始单独收集他们的想法并围绕共同的利益组建团队，但是他们尚未开始分享想法并进一步缩小每个想法的过程，兴趣以及对他们将花费整个周末进行黑客攻击的一种产品的假设。 在小组缩小想法之前，他们需要通过在小组构思会议中通常被称为“发散思维”的过程来将每个单独的想法从桌面中拿出来，以正式开始黑客马拉松周末。
In my experience, this step is the most important and the most challenging. On many teams not used to regularly creating on an empty canvas, group ideations can be bogged down in deliberation. If this sounds like your typical ideation process, you are likely pitching ideas to your team members more than you are collaborating and ideating with your team members. In ideations that feel more like pitch meetings, existing office dynamics can unfairly influence this process. Team leaders like CEOs, tech leads, and product managers are accustomed to having top-down influence in daily operations. Other team contributors also contribute to that dynamic because used to deferring to that influence. In hackathons, this is unproductive, because if a team spends too much time on one person’s perspective, and that perspective turns out to be misguided, teams will have no chance to pivot to another idea in the short amount of time the hackathon is designed for.
以我的经验，这一步骤是最重要和最具挑战性的。 在许多不习惯在空的画布上定期创建的团队中，小组思想可能会陷入沉思。 如果这听起来像是您的典型构想过程，那么与向团队成员进行协作和构想相比，向团队成员推销思想的可能性更大。 在感觉上更像是会议的想法中，现有的办公室动态可能会不公平地影响此过程。 首席执行官，技术负责人和产品经理等团队领导者习惯于在日常运营中自上而下地产生影响。 其他团队贡献者也为这种动力做出了贡献，因为过去习惯于这种影响。 在黑客马拉松中，这是没有效果的，因为如果团队花太多时间在一个人的观点上，而这个观点被误导了，那么团队将没有机会在短时间内为黑客马拉松设计出另一个想法。 。
So, in a hackathon group ideation, I am looking to accomplish something more meritocratic and collaborative. The solution we used for our hackathon teams were divergent thinking exercises. Divergent thinking is a spontaneous, free-flowing, non-linear form of group ideation. For this particular hackathon, SwiftKick hackers utilized an exercise called “ Crazy 8s” for this step. The purpose of Crazy 8s is to get each team member to produce eight idea sketches in eight minutes. These ideas could pull from what our hackers researched or prepared before the hackathon began, or it could be a completely new idea thought of within the exercise as well. After the eight minutes, teams share the ideas with each other and vote on which pose the most valuable or intriguing answers to the posed “how might we” question in the brief. As individuals share their initial ideas with their teams on the first day of the hackathon, their teammates should be seeking to accept and add to the ideas, like the “yes, and…” rule in improv comedy, and build as large and as varied a list of potential ideas as possible before starting to draw connections and conclusions towards one solution to the chosen “how might we?” question. The ultimate goal is to get as many of the existing ideas before the group ideation exercise as possible out on the table for teams to evaluate meritocratically and begin the process of narrowing those ideas down towards a singular solution to the “how might we” question.
因此，在hackathon小组的构想中，我希望完成一些更具优点和协作性的工作。 我们用于黑客马拉松团队的解决方案是不同的思维练习。 发散思维是自发的，自由流动的，非线性的小组构想。 对于此特定的黑客马拉松，SwiftKick黑客在此步骤中使用了名为“ Crazy 8s ”的练习。 Crazy 8s的目的是让每个团队成员在八分钟内制作八个创意草图。 这些想法可能来自黑客马拉松开始之前我们的研究人员或研究人员准备的内容，或者也可能是演习中想到的全新想法。 八分钟后，各小组彼此交流想法，并就简短提出的“我们如何”问题提出最有价值或最有趣的答案进行投票。 在骇客马拉松比赛的第一天，当个人与团队分享最初的想法时，他们的队友应该设法接受并添加这些想法，例如临时喜剧中的“是和……”规则 ，并尽可能多地构建在开始就所选择的“我们将如何？”的一种解决方案得出联系和结论之前，列出一系列可能的想法。 题。 最终目标是在小组构思之前将尽可能多的现有想法摆在桌面上，以供团队进行精英评估，并开始将这些想法缩小为“我们如何”问题的单一解决方案。
步骤3.产品开发(融合思维) (Step 3. Product Development (Convergent Thinking))
Now that each team has a variety of ideas sketched out, it’s time to pull them together and make a product that solves the “how might we”. The common term for this process “convergent thinking” as we are looking to converge on one product after first getting as many ideas out as possible from divergent thinking.
现在，每个团队都提出了各种各样的想法，是时候将它们聚在一起，制作出解决“我们将如何做”的产品了。 这个过程的通用术语是“趋同思维”，因为我们希望先从趋异思维中获得尽可能多的想法，然后才能趋同于一种产品。
The tool the SwiftKick hackers used to begin converging from the web of divergent ideas is a MoSCoW, or “Must Have, Could Have, Should Have, and Won’t Have (Right Now)”. Each team creates a two by two grid, each quadrant labeled with one MoSCoW category, and works with each other to organize the highest vote-getting ideas generated in Crazy 8s into what the first version of the product must have, what it should have, what it could have, and what may have to wait for a future version. Organizing in this way keeps a history of every idea while whittling the sketches down to the most valuable for the Minimum Viable Product, or the most barebone version of the product that we could build in a weekend and that communicates the value and utility of the app to the user.
SwiftKick黑客用来从各种各样的想法开始融合的工具是MoSCoW ，即“必须具备，可以拥有，应该拥有和不应该拥有(现在)”。 每个团队都创建一个2 x 2的网格，每个象限都标有一个MoSCoW类别，并相互协作，将Crazy 8s中产生的最高投票想法组织成该产品的第一个版本必须具备的功能，应具有的功能，它可能拥有什么，以及可能需要等待什么版本。 通过这种方式进行组织，可以保留每个想法的历史记录，同时将草图简化为最小可行产品或我们可以在周末构建的产品的最准系统版本中最有价值的版本，以传达应用程序的价值和实用性给用户。
Up until this point, our teams have been looking to be unconditional and supportive of other people’s ideas to get as much out on the table. But it is important in this step to have a good sense of what ideas would be a valuable solution to the “How Might We?” question and be extremely discerning with what should go in the Must Have square especially. This will mean that some members’ ideas will be rejected. But that isn’t a bad thing. In one of SwiftKick’s favorite books on creativity “How To Fly a Horse”, Kevin Ashton writes “Rejection is not persecution. Drain it of its poison and what remains may be useful”. This is the ultimate purpose of a MoSCoW, reject anything that doesn’t fully solve the problems posed by a “How Might We?” question so that only the most valuable ideas remain.
到目前为止，我们的团队一直在寻求无条件和支持他人想法的想法，以尽可能多地发挥作用。 但是，在此步骤中，重要的是要对什么想法将是“我们的力量如何”的宝贵解决方案有一个很好的认识。 问题，尤其要对“必须有”广场中的内容非常清楚。 这意味着某些成员的想法将被拒绝。 但这不是一件坏事。 在SwiftKick最喜欢的关于创造力的一本著作《如何飞马》中，凯文·阿什顿(Kevin Ashton)写道：“拒绝不是迫害。 排干它的毒药，剩下的可能有用。” 这是MoSCoW的最终目的，拒绝任何不能完全解决“我们如何力量”所带来的问题的东西。 问题，以便仅保留最有价值的想法。
Teams should now have a very good handle on how each team member’s ideas could fit into a Minimum Viable Product to pitch at the end of the hackathon. From there, it’s a matter of dividing, conquering, and managing time. Our teams took the results of their respective MoSCoW exercises and spent the rest of the weekend coding, designing, and crafting a pitch deck for their product to present to the rest of the company. Once the teams submitted their final deliverables, we held a small pitch competition, picked a winner, and unwound with some beers!
现在，团队应该很好地掌握每个团队成员的想法如何融入最小可行产品中，以便在黑客马拉松结束时进行宣传。 从那里开始，这是划分，征服和管理时间的问题。 我们的团队接受了各自的MoSCoW演习的结果，并在周末的剩余时间里进行编码，设计和制作产品的音高平台，以呈现给公司的其余部分。 一旦车队提交了最终的交付物，我们便举行了一场小型沥青比赛，选出了冠军，并解开了一些啤酒！
And with the pitch competition, the magic trick is over. Our hackers arrived at the end of our 48-hour marathon with four amazing product ideas. The secret is that the work does not end there. In a lot of ways, hackathons are just the beginning. At SwiftKick, we are currently exploring all of the ideas we generated that weekend, either by finding the best ways we can bring them to market ourselves, or connecting them with people outside our offices who may be better equipped to do so. After all, “Ideas are cheap, execution is everything”.
随着比赛的进行，魔术结束了。 在48小时马拉松比赛的最后，我们的黑客带着四个令人惊叹的产品创意来到了这里。 秘密在于，工作并没有就此结束。 在许多方面，黑客马拉松仅仅是一个开始。 在SwiftKick，我们目前正在探索周末产生的所有想法，方法是找到可以将其推向市场的最佳方法，或者将其与我们办公室以外的人员联系起来，这些人可能会更好地做到这一点。 毕竟，“想法很便宜，执行就是一切”。
In a lot of ways, I view the lifecycle of developing a product is a continuing cycle of convergent and divergent thinking as market conditions shift and new opportunities emerge. Once the first version of a product is shipped, new problems will present themselves, and the team will once again diverge together to find the patterns between each team member’s sea of infinite ideas, then converge to find a solution. With enough divergent and convergent cycles, you and your team may just have a valuable product and a solution to one of the many problems in our changing social and economic landscape.
在很多方面，我认为随着市场条件的变化和新机遇的出现，产品开发的生命周期是不断融合和发散的思维的循环。 产品的第一个版本发布后，就会出现新的问题，团队将再次分散在一起，以寻找每个团队成员无限创意之海之间的模式，然后收敛以寻找解决方案。 通过足够多的发散和收敛周期，您和您的团队可能只是有价值的产品，并且是我们不断变化的社会和经济格局中众多问题之一的解决方案。
Marc Andreessen, prolific venture capitalist of Netscape fame, wrote in April shortly after nationwide lockdown began, that it’s “time for full-throated, unapologetic, uncompromised political support … for aggressive investment in new products, in new industries, in new factories, in new science, in big leaps forward.” I couldn’t agree more with his assessment of our times, and I, along with my teammates at SwiftKick, took it upon ourselves to invest our time and explore what we could do to contribute. I hope this blog acts as a toolkit for you to do the same.
Netscape声名pro起的风险投资家马克·安德森(Marc Andreessen )在四月全国封锁开始后不久就写道 ，现在是“全力以赴，毫不歉意，毫不妥协的政治支持……积极投资新产品，新行业，新工厂，新科学，正在飞跃发展。” 我完全同意他对我们时代的评估，我和我在SwiftKick的队友一道，把自己的时间投入到自己的工作中去，探索我们可以做些什么。 我希望该博客充当您的工具包，以帮助您完成同样的工作。
It’s time to build!
是时候建造了！
Originally published at https://www.swiftkickmobile.com on July 16, 2020.
最初于 2020年7月16日 发布在 https://www.swiftkickmobile.com 上。
翻译自: https://medium.com/swiftkickmobile/creating-on-a-blank-canvas-7702f0e30fdc
python创建画布