Design Thinking Tool Intro Slide Deck
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Design_Thinking_Workshop_MSIS_Core_Session_02_v1.pptxA Design Thinking Workshop for the MSIS Core: Session 2
Carl M. Briggs Ph.D.
Fettig/Whirlpool Faculty Fellow
Co-Director, Business Operations Consulting Workshop
Fall 2019
1
Outline
Review
Evaluating the problem: Does it fit?
What Is and What if
REVIEW
Design Thinking is a…
Perspective
Process
Practice
REVIEW
REVIEW
5
Start with the Right Problem
Narrowing the problem
Describe the three wicked problems you are each brining to the table
From the list of twelve, identify your top three
You have 20 minutes
Once you have identified your top 3, you are going to score each possible project on the basis of six criteria
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
3
4
5
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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5
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
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5
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
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Source: Liedtka et al. (2014)
Project Deliverable 1: Identifying your project
What is the top wicked problem based on your scoring?
Is this a project that the team can move forward with? If so, describe the problem in a paragraph and submit it as a text entry in Canvas
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
We are HERE!
The “What is” Steps
Identify an opportunity
Scope your project
Draft a “Design Brief”
Make your plan
Pre-Work: Opportunity and Plan
Identify an opportunity
Scope your project
Draft a “Design Brief”
Make your plan
Pre-Work: Opportunity and Plan
Identify an opportunity
Scope your project
Draft a “Design Brief”
Make your plan
Sweeping the Corners
Begin with the opportunity you have identified
Ask: What is one reason this maters?
Ask: What is a broader area of opportunity around this?
Ask: What is another reason this maters?
Ask: What is a broader area of opportunity around this?
Ask: What is one barrier that gets in the way?
Ask: What is a narrower area of opportunity focused on this?
Ask: What is another barrier that gets in the way?
Ask: What is a narrower area of opportunity focused on this?
5 Minutes
With your team take 5 minutes to conduct a “Sweep the Corners” exercise. Capture everything your team discovers in your process notebook. Document any changes to your opportunity statement
Is/Is Not
Clearly identify what IS in scope for the opportunity/project and what IS NOT.
IS
IS NOT
Pre-Work: Opportunity and Plan
Identify an opportunity
Scope your project
Draft a “Design Brief”
Make your plan
Project Deliverable 2
DESIGN BRIEF. Is a ONE PAGE documents that includes:
Project Description
Scope Statement
Constraints
Target User(s)
Exploration/Key Questions
Expected Outcomes
Metrics
PROJECT PLAN. A one page document that contains your project plan and team commitments. Negotiated, agreed on and signed by all team members.
Upload both to Canvas
We are HERE!
The “What is” Steps
Do your research
Identify insights
Identify Design Criteria
Do Your Research!
Primary
Secondary
Tools to Support Your Research
An Excellent Survey
Tools (A non-exhaustive list…)
A/B Testing
AEIOU
Affinity Diagramming (KJ Analysis)
Artifact Analysis
Behavioral Mapping
Bodystorming
Business Origami
Card Sorting
Cognitive Mapping
Concept Mapping
Content Analysis
Creative Toolkits
Critical Incident Technique
Design Ethnography
Kano Analysis
Elito Method
Focus Groups
Image Boards
The Love Letter
The Breakup Letter
Personal Inventories
Prototyping
Personas
Role-Playing
Source (Martin and Hanington, 2012)
Tools (Continued)…
Participatory Analysis Research
Scenarios
Semantic Differential
Shadowing
Speed Dating
Stakeholder Maps
Stakeholder Walkthrough
Storyboards
Territory Maps
Think-aloud Protocol
Triading
Unobtrusive Measures
User Journey Maps
Wizard of Oz
Word Clouds
Source (Martin and Hanington, 2012)
The Heavy-hitters…
Personas
360 Empathy
Ethnographic Interviews
Job To Be Done
Value Chain Analysis
Journey Mapping
Creating Posters
Building a Persona…
Persona Traps
Too general/broad
Vague
Not visual
Just “mental” exercise
Failure to connect – no empathy
Personas should be psychographic, not just demographic
Is your persona just an expression of a demographic group or market segment?
If so, you may be missing both the point and a significant source of impact.
Consider the psychographic elements of your persona…what do they NEED?
Human Needs… A Useful List
Source: Center for Non-Violent Communication
When you have a complete persona, the result is
who they really are
build their world based on your ethnographic research
demographics
behaviors
psychographics (wants/needs/beliefs)
relationships
things
believable
distinct
relevant
provable
Build Your Persona With your opportunity clearly in mind, and your thought-work completed, build the Persona that will experience your design solution. This is a team exercise, and it should be captured on large format, but also include the details of your persona in your individual process notebook.
15 Minutes
NOTE: One member of the team will digitize and upload your team’s work to “Persona Draft 1” in Canvas by EOD
Project Deliverable 3
PERSONA. Using the resources at hand create a highly visual, descriptive and detailed persona and display the results on a flip chart page.
When you are done, capture an image of your persona and record a short video introducing your persona.
Upload both to Canvas
One Tool That Can Help… Journey Mapping
Highs
Lows
“What is” means
Do your research
Identify insights
Establish Design Criteria
So just what is an “insight”?
How can we evaluate an insight?
From Empathy to Insight
360 Empathy
Developing Insights
Must be connected to your primary data (you must break out of the mental exercise trap—even if it is a “collective” mental exercise.)
Use tools like Affinity Diagramming (NGT) and Picture Gallery to represent your insights (“Show Don’t Tell”)
This process is iterative!
The “What is” Steps
Do your research
Identify insights
Establish Design Criteria
Design Criteria
Statement of what the ideal solution must produce/create
Succinct—no more than one page
“If anything were possible, our ideal solution would…”
From the customers POV
IS
IS NOT
A description of a solution or solutions
Long and detailed document
Based on assumptions unconnected to the customer and the process of empathetic human inquirey
Design Criteria
The Design Criteria is a succinct statement of the conditions of the ideal end state.
The Design Criteria isn’t a solution, but it does clearly state what the solution must deliver.
In most cases, a design criteria will include a core set of elements:
Design Criteria
Design Goal
What needs (functional, emotional, psychological, social) does the design have to fulfill for the stakeholder?
Why is it strategically important for your organization to address those needs?
User Perceptions
Are there aesthetic attributes necessary to succeed with the target stakeholder?
Does the target stakeholder expect the offering to have certain social, ethical, or ecological attributes?
What does ease-of-use mean to the target stakeholder?
Physical Attributes
Does the offering need to be designed for use in specific environments or situations?
Are there weight or size considerations for lifting, use, or transport?
Must the offering be able to capture, store, and/or transmit information about usage?
Design Criteria (Continued)
Functional Attributes
Does the design of the offering need to accommodate specific situations or occasions?
Does the design need to address compatibility or standards issues? Existing processes or procedures?
Constraints
Does the final offering need to be completed by a specific date? Within a defined budget?
What constraints does your current business impose (e.g., use of existing manufacturing base)?
Are there ecosystem and/or regulatory concerns (e.g., the height of shelves at retailers)?
ON ONE PAGE!
Project Deliverable 4
DESIGN CRITERIA. Submit your one-page Design Criteria in Canvas
What If
We are HERE!
The “What if” Steps
Brainstorm ideas
Develop concepts
Create some napkin pitches
Brainstorming
What are the problems with brainstorming?
How can we mitigate or avoid those problems?
Breakthrough Thinking from Inside the Box…
Ask the right questions…
Orchestrate the process…
Blue Card (Sky) and Trigger Questions
Give everyone blue post-it notes to represent “blue sky” thinking
Develop a set of 5-6 trigger questions very specific to your challenge
Introduce each question and have everyone write their responses (one per note)
Post and read notes (no ordering, no evaluation)
Repeat the process
Analogies (Thief and Doctor)
Analogies help us see the world with fresh eyes.
As a group, identify other situations that share some similarities with your challenge.
Steal the elements from the analogy (thief) and explore ways that you might fix them (doctor)
Worst Idea
The fear of looking bad is one of the greatest inhibitors of radical collaboration
In this technique you flip that and ask participants to provide bad ideas. In fact, the worse the better
When you have your ideas collected, consider how you might “flip” each one to a positive
How Might We
“How might we” is variation of the trigger question approach
Your trigger questions are all versions of “How might we improve” the current state
You can add your own variations, but HMW usually includes:
“How Might We” Questions
Amp up the good
Remove the bad
Explore the opposite
Question an assumption
Go after adjectives
ID unexpected resources
Create an analogy
Play POV against the challenge
Change a status quo
Break POV into pieces
The “How Might We?” Questions
Amp up the good
Remove the bad
Explore the opposite
Question an assumption
Go after adjectives
ID unexpected resources
Create an analogy
Play POV against the challenge
Change a status quo
Break POV into pieces
Use the “How Might We” questions with your persona and the pain point(s) they are facing.
Exercise: “How Might We”
Consider your persona and the issues/pain points they are facing.
Review the “How Might We” questions and pick/modify the one that best represents the issue/pain your persona is facing.
When you have settled on a “How Might We” question, write it so everyone on the team can see it.
Then writing one answer per post-it note, everyone on the team will produce five possible answers to the HMW question.
Exercise: “How Might We” (Continued)
The “What if” Steps
Brainstorm ideas
Develop concepts
Create some napkin pitches
Develop Concepts
Concept development is the act of choosing the best ideas from brainstorming and assembling them into an array of detailed solutions. You want to build multiple concepts so that you can offer a choice to your primary audience, your stakeholder. Think of your ideas as individual Legos—it is time to build some cool creations by combining them in different ways
The Way Brainstorming Usually Works…
Go through process
Pick the best idea
The analogy to that is the chef that goes to market…
Develop Concepts
Don’t come home with just one orange
Treat your concepts like Legos or Tinker Toys..
The “What if” Steps
Brainstorm ideas
Develop concepts
Create some napkin pitches
“Napkin Pitch”
A “napkin pitch” is a one page, visual expression of a concept/solution.
It should express the following:
The Big Idea
The Pain Point/Need/Benefit
How we will do execute
Business impact/justification
Concept/Big Idea
Need/Benefit
How we will do it
Business Rationale
When you’ve done your research, use your process notebook to start drafting napkin pitches. Use these with your team to identify the one you want to develop more fully and submit.
Do these categories remind you of anything you have seen before?
Concept/Big Idea
Need/Benefit
How we will do it
Business Rationale
The Napkin Pitch: Visual, One Page, Solution
Be iterative—many ideas, many drafts…
Project Deliverable 5
NAPKIN PITCH. Submit your one-page NAPKIN PITCH in Canvas. You have some time to think about and work on this…but submit a draft before our next session.
Next Steps
Next Steps
Do your research. Take your persona on a test drive—see if you know or can meet the real-life version of your persona
Work on your napkin pitch. Remember the mindsets—especially iteration and radical collaboration!
Come next week with your napkin pitch completed, your personas revised (based on research) and ready to prototype
