Design Thinking Tool Intro Slide Deck
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Design_Thinking_Workshop_MSIS_Core_Session_01_v1.pptxA Design Thinking Workshop for the MSIS Core
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
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Outline
Welcome & Introductions
What is Design Thinking?
About the class
Exercises:
Conditioning Exercise
Show Don’t Tell
Welcome & Introductions
Introductions…
Professor Carl M. Briggs Ph.D.
26 years of experience leading, and managing projects, and teaching the principles of effective project management to undergraduates, MBA’s and executives in the United States, Europe and Asia. Academic appointments in the United States (IU) , the Europe (Berlin) and Asia (Seoul).
Married to Annette Hill Briggs and father to Mariah, Ben and Emily.
Academia
Industries
Companies
Consulting
Mfg.
Healthcare Life Sciences
Supply Chain & Strategic Sourcing
Regions
NASA
Toyota
Samsung
FedEx
WalMart
Samsung
US DOD
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Why we’re here…
?
?
?
What kind of problems have you solved?
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MY STORY
YOUR WORLD…
MY WORLD…
What is Design Thinking?
BAD DESIGN MAY NOT BE IMMEDIATELY OBVIOUS
BUT OVER TIME THE TRUTH BEGINS TO SHOW
UNTIL IT IS ALL THAT IS LEFT, AND ALL
THAT YOUR CUSTOMERS REMEMBER
Bad design is all around us…
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Design is not everything, but it somehow gets into everything.
Ralph Caplan, By Design
Design Thinking is …
… human-centered, collaborative, possibility-driven, options-focused, and iterative.
… the confidence that new, better things are possible and that you can make them happen.
Ralph Caplan, born January 4, 1925 is a design consultant, writer and public speaker. After serving in the Marines in WWII, he graduated from Earlham College and then went on to Indiana University for his Masters Degree. He later taught at Wabash College before moving to NYC where he became editor of Industrial Design.
He is the author of By Design: Why There are No Locks on the Bathroom Doors in the Hotel Louis XIV and Other Object Lessons.
He is considered a founding father of modern design thinking.
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Roots of Design Thinking…
Developed/Made famous by Tim Brown at IDEO, taught at the Stanford School of Design.
Very influential in design circles, but becoming more influential in business
DEFINITION:
“A making-based problem solving process that is rooted in human empathy, done iteratively in collaborative multi-disciplinary teams.”
The Thought Leaders…
Tim Brown (IDEO)
When did Design Thinking Become Small?
“Instead of starting with technology, the team started with people and culture…”
Design vs. Design Thinking
Design became small when it became the tool of consumerism
“Instead of starting with technology, the team started with people and culture…”
Design Thinking is about collaborative human creativity applied using a specific mindset and process framework focused on solving a wicked problem
Collaborative
Human
Creativity
Mindset
The Design Thinking Mindset(s)
Process Framework
Design Thinking is a Process
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“Wicked” Problem
How we will proceed?
Practice
Exercise 1: Conditioning
Why?
Exercise 2: Your 2D Prototype Introduction
You are designing a two dimensional representation of yourself that will be used as your introduction.
It should be visually appealing, and cover the important points you would want to include in helping a team know who you really are.
Take one post-it note and create your 2-D prototype
Put your name on the back
Exercise 2: Your 2D Prototype Introduction Review…
Share your prototype at your table.
After each presentation, quickly share ideas on how to make the next prototype more visual, clearer, fun, etc… (Make sure you are taking notes on this feedback.)
Exercise 2: Your 2D Prototype Introduction Next Steps
Take your feedback, and produce a second prototype (in the 8x11 format).
Scan your second prototype, and produce a quick video of yourself explaining it.
Upload the image of your 8x10 and your video in In-Class Assignment 1
This completes your first assignment
Exercise 2: Remember!
Collaboration and Iteration are central mindsets in DT
You don’t know until you try it
You don’t master until you can teach it
About the Class
Deliverables
Participation & Professionalism (10%)
Design Thinking Group Project (40%)
Design Thinking Tool (30%)
Final Exam (20%)
Design Thinking Group Project (40%)
Group Deliverable
In your team you are going to select a wicked problem, create an end user persona, and use design thinking to propose a solution
Before next session your job is to identify an end user and a possible problem
Your final deliverable is a video in which you will detail your proposed solution
Design Thinking Tool (30%)
Individual Deliverable
Based on your research and review of design thinking tools, you are going to select one tool that you feel you are most likely to use in your future.
You will develop a slide deck you might use to teach this tool to your team.
Final Exam (30%)
Individual Deliverable
The exam is open note, open book. Once we have completed session 3, you will have the opportunity to take the final exam anytime during the following week (check canvas for the exact due date.)
You may take your exam anytime during that window, but once you begin you have two hours to complete the exam.
Course Materials (Optional)
Process Notebook
(aka Sketchbook)
Hard cover – Portable writing surface that protects your pages
Spiral Bound – So your pages will lay flat for scanning
50+ Sheets – You will need at least that many pages
Unruled – because your ideas may not fit between the lines
Acid Free – Your ideas are important and should last!
Heavyweight paper – It feels “substantial”
Course Materials (Recommended)
Is Design Thinking “Normal”?
Another view…
How did your experience in school shape your approach to problem solving?
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Convergent Thinking
PRODUCT
& PROCESS
EXAMPLES:
Exercise:
You are in the top management of a leading candle manufacturer late in the nineteenth century. Your objective is to become the premier best-in-quality candle maker. You will achieve this by satisfying customer needs.
In a group of four, make a list/draw of the attributes your product will have.
Draw/illustrate (and label as you think necessary) the attributes of your best candle, and share it with your group…
5 Minutes
“Best In-Class Candles”
The result?
Divergent Thinking
PRODUCT
& PROCESS
Desired customer outcomes
Desired customer outcomes
Desired customer outcomes
Desired customer outcomes
EXAMPLES:
The cycle within a larger business problem solving framework
Source: Cross 2000. See “How do you design?”
Iterative Cycles of Divergence and Convergence
WHAT
IS?
WHAT
IF?
WHAT
WOWS?
WHAT
WORKS?
DIVERGENT THINKING
CONVERGENT
THINKING
INSPIRATION
IDEATION
IMPLEMENTATION
Source: Liedtka 2011
Start with the Right Problem
Make sure you have the right kind of problem…
“There are two types of problems. There are mysteries and there are puzzles.”
Gregory Treventon, RAND Corporation
Puzzle
Has a clear, describable solution
Just requires more pieces (more data) in order to solve
Solved through incremental improvements
Requires “brute force”
Has an ambiguous or unknown solution
More data doesn’t help solve the problem and sometimes hurts
Solved though breakthrough improvements
Requires insight and creativity
Mystery
In Our VUCA World…
Mysteries outnumber puzzles!
Don’t confuse a condition with a problem.
2a. And when you do, REFRAME!
Not all problems are Design Thinking problems.
To the man with only a hammer, everything….
Design Thinking isn’t best for all problems…
Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
There are relatively few human beings directly involved in the problem
1. Is the problem human centric?
A deep understanding of the people involved is both possible and necessary in solving the problem
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2
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Source: Liedtka et al. (2014)
Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
The problem is understood very clearly, and there is great certainty that the correct problem is being addressed
2. How clearly do you understand the problem
We have a hunch about the problem or opportunity but we need to do some exploration to reach agreement
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4
3
2
1
Source: Liedtka et al. (2014)
Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
There are many unknowns (large and small), and past data is unlikely to help us
3. What is the level of uncertainty?
The past is a good predictor of the future
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2
3
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Source: Liedtka et al. (2014)
Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
The path to solving the problem is clear, and analytic methods have succeeded in solving similar problems in the past
4. What is the level of complexity?
There are many connecting and interdependent facets of the problem; it’s hard to know where to start
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2
3
4
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Source: Liedtka et al. (2014)
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Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
There are several clear sources of analogous data
5. What data is already available?
There is very little relevant existing data to analyze
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4
3
2
1
Source: Liedtka et al. (2014)
Is Design Thinking the Right Tool?
QUESTION:
Linear analytic method may be better if
Design thinking may be better if:
The problem feels routine to me, and I have to follow existing processes and systems
6. What is your level of curiosity and influence?
I’m excited to explore more and can get a group of people willing to help me.
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2
3
4
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Source: Liedtka et al. (2014)
Ask the Right Questions
The Four Questions
What is?
What if?
What wows?
What works?
What is?
“What is? Because our goal in addressing a challenge is to envision and implement an improved future state, it is always tempting to jump right to the future and get started solving. Many managers have been taught that creative thinking starts with brainstorming solutions. But the design process is human-centered and starts with the present, not the future—it begins with what is happening now. Innovative ideas are generated from insights about the current reality for real users, and without those insights, the imagination starves. That is why the What is stage is so important.”
Source: Liedtka, 2012
Thinking about “What Is” in a human-centric way… In search of your wicked problem
Source: Liedtka, 2012
My Wicked Problem…
In your team, think about and illustrate FIVE POSSIBLE opportunities connected with a wicked problem. Identify the problem and the person(s) affected. Meet with and share all five with your design team before our next session.
Homework
What is
The “What is” Steps
Identify an opportunity
Scope your project
Draft a “Design Brief”
Make your plan
Design Thinking is a Process
Next Steps
Next Steps
Work on your “wicked problem” for your final project. Think individually and with your team about the problem and the user.
Look for some examples of design thinking applied to information systems. Bring them with you next week
Identify the tool you plan to use for your Design Thinking
