Design Thinking

Srimathi Venkatachalam
Corporate trainer
 UNIT-2

KEY HABITS
IDEO - Innovation Design Engineering Organization

IDEO founded in 1991

What does it do ?

It solve problem of a
business or
a company in a creative way.
IDEO is a design firm known for its interdisciplinary,
human centered approach. We create positive impact
through design as early leaders in the practice of design
thinking by applying our creative mindsets and skills
IDEO is a wonderful work environment. It cares about
its people and will do everything possible to help them.
It has an inclusive and welcoming culture in which
employees have the flexibility to work on successful
projects across the worldwide network.
What are the
three core activities of
Design Thinking ?
That gives you new and creative ideas.
The 'Inspiration step' is potentially the most important part of the design

thinking process because it creates the foundation for the following two

steps. The inspiration phase involves framing the problem and its scope,

collecting meaningful data from customers and their pain points, and then

reconstructing and analyzing the collected data for actionable steps in the
Designers will be learning how to

better empathize with people at this

stage. We might well also examine his\

her daily life, listen to one‘s dreams

and desires, and gain knowledge more

about our problem.​

Forming or entertaining
ideas​
✎ Ideation is the process of generating new
ideas through a variety of techniques such as
brainstorming and prototyping. Ideation, when
done correctly, that's what assists founders and
executives in choosing the best problem to
tackle and how to solve it.

✎ Ideation is quite often the most interesting

stage of a Design Thinking project because the
main objective is to gather a large number of
ideas which the group can then filter and cut
down into the best, most practical, or most
creative ones in order to stimulate new and
better design solutions and products.
Ideation tools help in managing the process
of translating ideas into better forms. The
visuals and aspects of ideation tools help to
clarify jumbled-up ideas. As an outcome,
the specify in the design thinking process are
speeded up.​​
Execution or practice of a plan,

a method or any design,

idea, model, specification,

standard or policy for doing

something.
 Now this is our The solution is
opportunity to being refined and
throw our solution improved. And the
into action. We'll purpose is to put
start figuring out the design through
how to carry our its steps. Real
idea to the market world application of
and ensure the design. And
maximum its global reviewing previous
impact. phases if necessary.
 A commonly used process,

system, or process, even if at

Anti -
first it appears to be an
Patterns
appropriate and effective

response to a problem, produce

s
7 - Key
Habits
Empathize with, talk Get the right skills &
Use Design Thinking
to, & get feedback drive
but for more than
from the users in multidisciplinary
workshopping.
your target market. collaboration.

Create minimal Embrace technology

You don’t have to fail
delightful but focus on the user
fast and often.
experiences. experience.

It’s a Team Sport-

deploy pervasively.
Empathize with, talk to, & get
feedback from the users in your target
market:

You can’t do design thinking without first

empathizing with, talking to, and getting

feedback from users in your target market,

the people you’d like to provide a solution

for.
skills & drive
multidisciplinar
y collaboration:

You also have to get the right

skills for your project (design,

business, engineering, etc.) and

drive effective multidisciplinary

collaboration.
Use Design Thinking but for more
than workshopping:

Workshopping is an important element of design

thinking, but design thinking is way more than just

workshopping. Design thinking should form the

mindset of every member of the team in what they

do every day. It should be more user research to

understand the problem and the results of

workshopping should inform follow-on activities.

 Create minimal delightful experiences:

Many teams using Agile development methods will aim to create a Minimal Viable

Product (MVP) which is a basic version of the product that supports minimal

functionality. However, often these MVP's don't have the user experience designed

optimally. We therefore argue for the design and development of Minimal Delightful

Experiences or MDEs. As an illustration of the difference, MVPs are like giving

someone the crust of a new pizza you’re developing whereas a MDE would involve a

smaller slice but with the entire experience included.

MINIMAL
VIABLE
PRODUCT MINIMAL DELIGHTFUL
EXPERIENCE
You don’t have to fail fast and often:

Fail fast and fail often is a phrase that's popular in

startup circles as well as in some enterprise ones as

well. While its good to be resilient and to learn from

failure, many people take the phrase literally

leading them to just start coding a product and if it

fails, they’ll learn from it and pivot. They should

instead start with user research in design thinking to

first understand the problem and prototype with

paper and pencil which may well surface problems

but they’re really easy to address.

Embrace technology but
focus on the user
experience:

Technology is really important

in many projects, but it should
only be used to provide the
user experience that’s desired
rather than be an end in itself.
It’s a Team Sport- deploy
pervasively:

Design Thinking shouldn’t be

practiced by the few but instead

should be deployed pervasively and

considered to be a team sport.

THE
LOOP
You would have seen the image above in the History
section, but it isn’t the way we depict Enterprise Design
Thinking. This simply implies serial progression and
essentially a waterfall approach which isn’t how
Enterprise Design Thinking works.

This is how we depict Enterprise Design Thinking, as a

loop
signifying iteration. You can start wherever you’d like as
THE
LOOP
 Get to know users:

Empathy begins with getting to know people

as people, not just as users. Ask open-ended

questions about how they live and work. Listen to

their stories to understand their hopes, fears, and

goals that motivate them. Better yet, put yourself in

Understand context
Users don’t live in a bubble. They’re often

part of complex, interdependent systems of people

and processes that work together to achieve a

greater goal. Watch users interact with the people

and tools in their environment. Find out who they

rely on and who relies on them. Sometimes the most

Understand context:

Your users don’t live in a bubble. They’re often part of complex,

interdependent systems of people and processes that work together to achieve a
greater goal. Watch users interact with the people and tools in their
environment. Find out who they rely on and who relies on them. Sometimes
the most effective way to help your users is to help the people around them.
Test ideas: ​
​
Test your ideas, assumptions, and prototypes by putting them in your
users’ hands. Observe their interactions, listen carefully, and capture their
feedback as faithfully as you can. Take care to avoid leading questions. When
you observe, make sure to set aside your assumptions and take it in without
judgement.​
A small group of users are selected who are representative of
the whole group of users to get addressed and potentially
even extreme representatives. These are called Sponsor
Users. There are hundreds of Observation methods, but we’ll
summarize four categories of methods here
Ethnographic Observation involves observing quite literally

and then capturing what users do and say in their natural

habitat. This is the most unbiased and powerful method of

Structured
Interviews
Structured Interviews
involves probing what users
do and say but also what they
think and feel about a
situation. It’s often good to
use Ethnographic
Observation and Structured
Interviews to the get the best
Audio/ Video Recording &
Journaling

We all have amazing audio and video recording tools right in our pockets in
our Smart Phones. Use them to document your observations in real time so
that you can refer to them later and have the full detail.
Reflect

Reflecting is about coming together and converging on a point of

view, to:

Align on intent: If you find yourselves drifting out of alignment,

slow down and examine the intent and motivations behind
your work. Come to a common understanding of your users,
the problem you’re solving, and the outcome you’re working to
achieve together. Take stock of the work you’re doing and
make sure it’s aligned with your team’s big picture mission.
Plan ahead:

As your understanding evolves, don’t move forward blindly.

Decide together on your next move. You can either take another
loop, or put a stake in the ground and commit to an idea.
Whatever you decide, make sure you’re all clear on what you’re
doing next.
Find common ground:

Cultivate a common identity by discovering what unites you as a

team. Get to know each other as people and build empathy with
them as you would with your users. Take stock of the diversity of
perspectives. Acknowledge everyone’s strengths and think of
your own limitations as an opportunity for others to shine.
Uncover insights:

As you take in new information, take stock of what

you know and what you don’t know. Synthesize your
knowledge to uncover hidden insight that illuminates
the path forward. An insight isn’t restating an
observation it’s a leap in clarity, reframing your point
of view and changing your convictions about what’s
important.
 Reflect
When you reflect, reflect together to stay in sync. Reflecting
individually is important, but reflecting as a team is fundamental to
great collaboration.

There are several tools available to you in order to Reflect on what

you’ve learned and captured through your observations. Let’s look at
Empathy Mapping:
Empathy Mapping is a great way to capture and organize what you have learned about
particular users. All your team members write down on Post-It notes what the person
does (in the context of the How Might We statement), what they
say to others about it, what they may not even say to others
but they think, and, importantly, what they feel about it.
You can do an Empathy Map
for each user you have observed.
After you’ve collected a number of

Empathy Maps, you can summarize the

insights from them in a Persona

description which can then be used as a

short- hand way of visualizing the user.

If the relationships the user has with
others is important in you addressing
the How Might We statement, then a
Stakeholder Map is a good way to write
down each stakeholder on a separate
sticky and then drawing lines between
the user and each stakeholder with
blue lines indicating positive
relationship and red lines indicating
The As-Is Scenario Map captures chronology,

the progression of steps or categories and

then what the user does, thinks, and feels at

each step. Make sure not to solution yet as

you’re still capturing the situation.

Once you’ve built an As-Is Scenario Map, you can get
each member of your team to vote typically with six
red dots each, what they believe has the greatest
opportunity to improve on the map. After looking at
the votes, the team decides
what one area (or possibly two
or three if they’re closely
related) will be addressed first.
Make
Making is about getting your hands dirty, to:

✭ Communicate concepts: A picture is worth a thousand words.

Don’t tell people our ideas, show them! Get your ideas across by
making something that expresses your intent. Come up with your
story and show them why it matters.

✭ Explore ideas: Don’t wait until an idea is perfect it won’t happen.

Think with your hands to uncover new ideas in real time. Find out what
works and what doesn’t. Take advantage of happy accidents. When
you’ve run out of ideas, invite others to respond, remix, and transform
✭ Prototype possibilities: Prototypes are experiments that help to validate
or invalidate your hypotheses and assumptions. Although it’s helpful to think of
everything you make as a prototype, low fidelity prototypes can help simulate
ideas and test hypotheses quickly and cheaply. No need to make it perfect just
make it appropriate for the feedback you need.

✭ Drive outcomes: Once you’ve committed to an idea, turn your intent into
an outcome. You don’t need to know everything to get moving. Listen, learn,
and course correct as you work out the details. Remember: everything is a
prototype even in market solutions. Fail early and learn fast.
There are several tools available to start Making. Let’s

briefly describe each of these.

  Big Idea Vignettes is a great activity
to generate creative ideas for
addressing the area(s) of
opportunity you identified with your
votes on the As-Is Scenario Map.

 Each member of the team comes up

 The first two ideas need to obey the with three ideas on how to address
the opportunity area focusing on the
laws of physics but the third doesn’t.
user experience using two sticky
It needs to be crazy and absurd.​
notes for each idea with a quick
sketch, a headline, and a little more
 Once everyone is​
done, each member
of​the group plays
back their ideas to
their group very
quickly. Then cluster
the ideas that are
similar
and label them.​
A good way to prioritize the big
ideas is to vote on two attributes,
impact to the persona in
addressing the How Might We
statement and feasibility of
implementation (which can be
time, money, effort, etc). Each
member of the team gets six
orange and six green dots place on
Once we have the votes counted for each cluster of big ideas, it's
time to plot them on an Impact/ Importance by Feasibility grid. This
grid is called as Prioritization Grid.
Iteration
What is iteration:
✯ Iterative processes are used to continuously
improve a concept, design, or product. Creators
create a prototype, test it, adjust it, and continue the
cycle in order to move closer to a solution.

✯ Iterative design allows designers to create and

test ideas quickly. Those that show promise can be
iterated rapidly until they take sufficient shape to be
developed; those that fail to show promise can quickly
How does iterative process works?

☛ Step One: Planning and Requirements:

In this stage, map out the initial requirements, gather the

related documents, and create a plan and timeline for the first

iterative cycle.

☛ Step Two: Analysis and Design:

Finalize the business needs, database models, and technical

requirements based on the plan. Create a working architecture,

☛ Step Three:
Implementation: Develop the functionality and design
required to meet the specifications.

☛ Step Four:
Testing: Identify and locate what’s not working or
performing to expectations. Stakeholders, users, and product
testers weigh in with their experience.

☛ Step Five:
Evaluation and Review: Compare this iteration with the
Pros:
♠ Increased efficiency. Because the iterative
process embraces trial and error, it can often help
you achieve your desired result faster than a non-
iterative process.

♠ Increased collaboration. Instead of working from

predetermined plans and specs (which also take a lot
 Increased adaptability.
As you learn new things during the
implementation and testing phases, you can tweak your
iteration to best hit your goals—even if that means
doing something you didn’t expect to be doing at the
start of the iterative process.

 More cost effective.

If you need to change the scope of the project,
 Inflexible planning and requirements.
The first step of the iterative process is to define your project

requirements. Changing these requirements during the iterative

Cons
process can break the flow of your work, and cause you to create

iterations that don’t serve your project’s purpose.

Vague timelines.
Because team members will create, test, and
revise iterations until they get to a satisfying solution, the
iterative timeline isn’t clearly defined. Additionally, testing for
different increments can vary in length, which also impacts the
overall iterative process timeline.