Kevin Popovic

Strategic Prioritization Begins for UC San Diego’s Recreation Department

Kevin Popovic · August 31, 2024 ·

The Recreation Department at UC San Diego hosted the first workshop in its strategic alignment initiative with the Recreation Department: From Problems to Problem Statements. Designed and led by Kevin Popovic, Education Manager of The Design Lab, this interactive session brought together 20 leadership members to define the department’s most pressing challenges and articulate them as actionable, measurable problem statements.

The workshop began with an inspiring introduction from Rich Mylin, who set the tone by encouraging participants to be candid in their discussions, emphasizing that no topic was off limits. His words fostered an atmosphere of openness, laying the groundwork for honest collaboration.

The Goal: From Problems to Problem Statements

This workshop was designed to help participants transform vague challenges into well-defined problem statements that:

Detail what needs to be accomplished.
Define the changes required.
Establish measurable outcomes.

By focusing on clarity and specificity, the workshop aimed to provide a foundation for actionable solutions, ensuring that the department’s efforts align with UC San Diego’s broader goals outlined in the Student Affairs and Campus Life Strategic Plan (SACLSP).

The Outcomes: 13 Problem Statements

After extensive discussion and collaboration, the leadership team produced 13 priority problem statements across four thematic areas:

Priority 1: Culture and Communication

How might we help Recreation Staff define and improve culture and communication to improve employee satisfaction scores and increase productivity?
How might we help Rec Employees gain the resources they need to increase job satisfaction and decrease burnout?
How might we help Struggling Staff complete their UC-mandated learning trainings in a timely manner so they remain in compliance?

Priority 2: Funding and Systems

4. How might we help Directors, Administration, and the Rec Board prioritize funding of programs based on analysis of costs, need, and resources to improve the current situation and impact future funding decisions?
5. How might we help Rec Units, Management, and University Admins integrate systems for better data analysis and consistent use of tools to make better decisions, centralize data capture, create efficiencies, and foster predictable data?

Priority 3: Campus Recognition and Engagement

6. How might we help Rec Leadership increase recognition and respect from campus leadership to secure additional resources like funding and facilities?
7. How might we help Recreation better showcase its impact on campus life to improve support from the campus community?
8. How might we help the Chancellor and other campus leaders make recreation a priority by raising funds and investing in new facilities and programs?
9. How might we help all Rec users engage in and buy into recreation activities to create more room for students, address management challenges, and improve funding and KPIs?

Priority 4: Facilities Expansion

10. How might we help undergraduate students put forth a referendum to build new recreation spaces to increase square footage, eliminate lines, enhance programs, reduce waitlists, and improve student satisfaction?
11. How might we help campus leadership recognize the impact of recreation and its alignment with leadership objectives to grow facilities?
12. How might we help undergraduate students and Rec staff provide better/newer Rec facilities and increase centralized community/wellness spaces to improve access to wellness resources and the overall collegiate experience?
13. How might we help students and campus leadership understand the importance of new recreational facilities to increase programs, improve student group reservations, and meet the growing needs of the UCSD community?

What’s Next?

The insights gathered from this workshop will guide the next step: a Management Workshop focused on refining these problem statements into actionable plans. By aligning these priorities with the university’s strategic plan, the Recreation Department is setting the stage for transformational change.

This workshop highlights the power of design thinking in addressing complex organizational challenges. Stay tuned as we continue to support UC San Diego Recreation in their journey to make a greater impact on campus life!

LEARN

Kevin Popovic · August 3, 2024 ·

Gathering Insights: Understanding People, Needs, and Context

Introduction

Now that we’ve defined the problem in the Problems stage, it’s time to dig deeper. The Learn stage is all about gathering knowledge, data and insights that will shape the solutions to come. This is where you step into the shoes of the people involved within the problem, explore their perspectives, needs, and uncover opportunities. Think of it as building the foundation for informed, user-centered innovation.

What is the Learn Stage?

The Learn stage focuses on collecting the information you need to better understand the problem. This might involve engaging with stakeholders, conducting primary research, observing behavior, or analyzing data. The goal is to uncover insights that help you validate (or challenge) your assumptions about the problem.

Key activities in the Learn stage include:

Interviews and Surveys: Directly asking people about their experiences, needs, and challenges.
Observation: Watching how people interact with systems or environments related to the problem.
Research and Analysis: Reviewing existing data, studies, or trends for context.
Thematic Clustering: Identifying patterns in feedback to focus on what matters most.

These methods help ensure you’re solving the right problem with the right context in mind.

Why is the Learn Stage Important?

This stage ensures your solutions are informed by reality rather than assumptions. Without understanding the people and environments involved, even the best ideas can fall flat. The Learn stage:

Builds empathy for those affected by the problem.
Validates the problem statement and aligns the team’s focus.
Identifies opportunities and challenges you may not have considered.

Example

Let’s revisit the university recreation center example. After defining the problem as:
“How might we help students at our university create flexible, tech-enabled recreation spaces to improve collaboration and attendance?”

The Learn stage might involve:

Interviews: Speaking with students to understand their preferences and barriers to participation.
Observation: Noting how existing spaces are used—what works, and what doesn’t.
Research: Exploring trends in recreation technology and how other universities are innovating their spaces.
Through these activities, you discover students want more group workout options, spaces with better lighting, and the ability to book equipment online. These insights will guide the brainstorming in the next stage.

How Learn Connects to Work

The insights gathered in the Learn stage provide the fuel for creativity in the Work stage. By understanding what users need and value, you can brainstorm solutions that are both innovative and practical. For example, knowing students want group workout options might inspire ideas for modular workout spaces or a social fitness app. Without this research, brainstorming could lack focus or miss key opportunities.

FAQs

Q1: How do I know when I’ve learned enough?
A: When patterns begin to emerge, and you feel confident in your understanding of the problem and user needs. If new data isn’t adding value, it’s time to move forward.

Q2: What if my findings challenge my original problem statement?
A: That’s a good thing! Use what you’ve learned to refine the problem statement. The process is iterative and should adapt to new insights.

Q3: How do I engage people effectively during interviews or surveys?
A: Keep questions open-ended, actively listen, and ensure participants feel comfortable sharing honest feedback.

Learn More

Dive deeper into the Learn stage and other parts of the Innovation Funnel:

What’s Your Problem?

Innovation Funnel Overview

PROBLEMS

Kevin Popovic · August 3, 2024 ·

Defining the Challenge: Identifying What Needs to Be Solved

Introduction

Every great innovation begins with asking the right question. The first step in the Innovation Funnel is all about defining the problem you’re solving. By crafting a strong problem statement and using the “How Might We” (HMW) model, you can focus on the root cause of the issue and uncover opportunities for creative solutions.

What is Problem Identification?

Problem identification is the foundation of the Innovation Funnel. It’s the process of uncovering and clearly defining the challenge you’re facing. A good problem statement gives your team a shared focus and ensures everyone is working toward solving the same issue.

To guide this process, we use the “How Might We” (HMW) model. This framework transforms vague problems into actionable, opportunity-driven questions. The HMW model has four parts:

How Might We – Opens the question optimistically.
- Example: How might we…?
Help Who – Focuses on the group you’re helping.
- Example: …help students at our university…
Do What – Identifies what you aim to do.
- Example: …create a recreation experience that supports health and wellness…
Achieve Which Goals – Defines the desired outcomes.
- Example: …to improve academic performance and community engagement.

By combining these four parts, you get a focused question that sparks ideas:
“How might we help students at our university create a recreation experience that supports health and wellness to improve academic performance and community engagement?”

Why is Problem Identification Important?

Starting with a clear, user-focused problem ensures you’re solving the right issue. Without this step, your solutions may only address symptoms rather than the root cause. The HMW model helps you think critically, align your team, and approach challenges with an open mind.

Example

Let’s say your university recreation center has seen a drop in attendance. Initially, the problem might appear to be low visibility. However, after conducting interviews and surveys, you learn students feel the programs lack modern spaces and up-to-date technology.

Using the HMW model, you could frame the challenge as:

“How might we help students at our university create flexible, tech-enabled recreation spaces to improve collaboration and attendance?”

This question highlights the real issue and provides a clear focus for brainstorming.

How Problems Connects to Learn

A well-defined problem sets the stage for the Learn phase by clarifying what information you need to gather. In the Learn stage, you’ll dive deeper into understanding the people affected by the problem, their needs, and the environment in which the challenge exists. The problem statement serves as a compass, guiding your research and ensuring you stay focused on uncovering insights that matter most.

For example, if your problem is about tech-enabled recreation spaces, the Learn phase might involve interviewing students, observing how current spaces are used, and researching what technologies would best meet their needs. Without a clear problem statement, this research could easily go off track or become unfocused.

FAQs

Q1: How do I know if my problem statement is strong enough?
A: Test it! Share it with others and ask if it’s clear, user-focused, and actionable. A good problem statement sparks ideas and aligns your team.

Q2: What if I get stuck crafting my HMW question?
A: Start with “How might we?” and then brainstorm answers for the “Help Who,” “Do What,” and “Achieve Which Goals” parts. Keep iterating until it feels right.

Q3: Can I have multiple HMW questions for one problem?
A: Absolutely! Exploring multiple angles can help you uncover new insights and opportunities.

Learn More

Discover more about the “How Might We” model and the Innovation Funnel process on my website:

What’s Your Problem?

Innovation Funnel Overview

The Innovation Funnel: A Research Framework for Transformational Solutions

Kevin Popovic · August 2, 2024 ·

Guiding Ideas from Discovery to Impactful Implementation

Introduction

Innovation isn’t just about ideas—it’s about solving the right problems in the right way. The Innovation Funnel, developed by Kevin Popovic, is a research-based methodology designed to guide teams through every phase of the innovation process. From understanding challenges to implementing solutions, this framework ensures clarity, collaboration, and continuous refinement.

Built on six interconnected stages—Problems, Learn, Work, Develop, Present, and Synthesis—the Innovation Funnel transforms abstract ideas into actionable outcomes. However, the value of the output is only as good as the quality of the input. By emphasizing inclusive collaboration, research-driven insights, and iterative feedback, the funnel delivers transformational results.

Filling the Funnel: The Right Inputs for Success

What goes into the Innovation Funnel is as critical as what comes out. To achieve impactful results, the process begins with:

Insights and Information: Research, stakeholder feedback, and data analysis.
Problems and Challenges: Core issues that require solutions.
Ideas and Inspiration: Brainstormed concepts and creative thinking.
Tools and Resources: Collaboration platforms and methodologies.
Diverse Perspectives: Interdisciplinary expertise and user feedback.
Metrics and Criteria: Measures of feasibility, viability, and desirability.

These inputs ensure the funnel operates with relevance and purpose, setting the stage for meaningful innovation.

How the Innovation Funnel Works

1. Problems: Defining the Challenge

Innovation begins with identifying the right problem. By crafting actionable problem statements using the “How Might We” (HMW) model, teams can focus on the root causes of challenges.

Outcome: Well-defined problem statements that guide the process.

2. Learn: Gathering Insights

The Learn stage digs deeper into the problem, uncovering valuable insights through research and stakeholder engagement. This ensures that the solutions address real needs and challenges.

Outcome: A rich understanding of the problem’s context and key user needs.

3. Work: Generating and Refining Ideas

Teams collaborate to brainstorm and evaluate ideas. Tools like empathy maps and clustering help prioritize creative, user-focused solutions.

Outcome: A prioritized set of ideas aligned with user needs and organizational goals.

4. Develop: Prototyping Solutions

This stage transforms ideas into testable prototypes. Iterative feedback loops help refine concepts and ensure feasibility before implementation.

Outcome: Actionable, user-centered prototypes ready for implementation.

5. Present: Aligning for Action

Solutions are shared with stakeholders to validate and build alignment. Clear communication and collaboration ensure buy-in and readiness for the next steps.

Outcome: Stakeholder buy-in and final adjustments to the solution.

6. Synthesis: Refining and Preparing for Implementation

The final stage integrates feedback and ensures the solution is aligned with the original problem statement. Synthesis creates a roadmap for launch and ensures sustainability.

Outcome: A polished, actionable solution and a clear implementation plan.

Why the Innovation Funnel Works

Each stage of the funnel builds on the previous one, creating a seamless progression from identifying problems to implementing solutions. Its structured approach ensures:

Inclusivity: Capturing diverse perspectives throughout the process.
Collaboration: Leveraging teamwork to generate and refine ideas.
Iteration: Refining solutions through continuous feedback.

By focusing on the quality of input—diverse data, inclusive collaboration, and iterative refinement—the funnel delivers solutions that are both innovative and practical.

Real-World Applications

The Innovation Funnel has driven success in various projects, including:

SPUR (Scaling Paid Undergraduate Research):
- Increased paid undergraduate research opportunities without additional overhead.
- Engaged students and faculty through iterative feedback loops to align solutions with academic and institutional goals.
- Demonstrated scalability by applying the model across departments, providing experiential learning that benefited students and strengthened the university’s capacity.
DATALIS (Developing and Advancing Transformational Approaches to Libraries Information Sciences):
- Addressed challenges in recruitment, retention, and growth in the library sciences field.
- Created solutions that were tested and refined through stakeholder collaboration and iterative feedback loops.
- Leveraged modular design to ensure scalability and adaptability across diverse institutions.
UC San Diego Recreation:
- Used the funnel to align leadership and team efforts, creating a shared vision for improved student engagement.
- Prototyped new programming ideas to address gaps in student participation, such as tech-enabled fitness spaces.

Learn More

Discover how the Innovation Funnel can transform your challenges into opportunities:

Stay tuned for updates as the Innovation Funnel continues to drive transformational solutions at UC San Diego and beyond.