Post on 06-Aug-2015
DESIGN THINKING
agendaday 1
3
9:00 Welcome & Check-‐in
09:30 Design Thinking Basics
10:00 Understand
11:00 Research Prepara<on
11:30 Research & Lunch
15:00 Check-‐in
15:15 Storytelling
16:00 Persona & POV
16:45 Closing Round
DESIGN THINKING
agendaday 2
4
9:00 Welcome & Check-‐in
09:30 Quick Presenta<on / Sync
10:00 Idea<on
11:00 Prototyping
12:00 Lunch
13:00 Tes<ng & Itera<on
15:00 Presenta<on Prepara<on
16:00 Final Presenta<on
16:45 Closing Round
DESIGN THINKING
innovation
people
space
approach.
,
,
8
Design Thinking means …
… crea<ng
by combining diverse
crea<ve
and an itera<ve
DESIGN THINKING
and the freedom to explore.
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and the freedom to explore.
and the freedom to explore.
DESIGN THINKING
design thinking steps
15
understand observe define point of view ideate prototype test
DESIGN THINKING
think like a designer
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GO BROAD AND FOCUS LATER.
? !create choices
make choices
create choices
make choices
diverge converge diverge converge
DESIGN THINKING
what are you trying to achieve?
20
focus of the solu<on.quick research to validate.shiM the project focus if necessary.plan the project, based on thephases of the Design Thinkingapproach
.
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creative reframing
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each team member has an individual view on the challenge
.
. invest <me to discuss in a structured way using crea<ve reframing result will be a clear, agreed upon, design challenge
.
DURING
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example
write down your challenge and underline keywords.brainstorm thoughts per keyword and op<onally discuss constraints .reframe the challenge: “Redesign the (experience) for (user & context) in a world where (constraint).”
.
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360
subject maRer experts
how to research, discover,explore & capture?
field research (users & customers)
stakeholders
analogous situa<ons
0
›
analysts & thought leaders
compe<<on
inspira<on & trends
DESIGN THINKING
empathy
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I run my own reports
THE BASIC PRINCIPLE
Strange, the numbers don’t
add up?!
say = do = think = feel
♥
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empathy
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Different methods of observa<on to get
try and do ask and listen watch and observe
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try and do
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■develop empathy■see through the eyes of your users■define your task and really do it■state your impressions■men<on all enablers and constraints■take it seriously
DESIGN THINKING
ask and listen
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■ask open-‐ended ques<ons■ask 5 <mes why■be aware of body language (own and interviewee)■LISTEN – you are the student (20-‐80)■Be curious!
■take photos■collect ar<facts■write down your impressions■pair up for interviews, interviewer and note taker■say thank you in the end■debrief and make the next interview even beRer
DESIGN THINKING
watch and observe
30
■ look for details■capture the atmosphere■be curious and talk to people■take photos and notes■speculate: what if...?■buy things, do things■collect ar<facts■write down your impressions■be polite and do not disturb■act as a guest
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? !create choices
make choices
create choices
make choices
diverge converge diverge converge
We sLll need to re-‐focus and make choicesreminder
DESIGN THINKING
1
34
Synthesis — The art of structuring your insights
storytelling
2 clustering
3 crea<ng a persona— experiment with different frameworks
4 defining a point of view
DESIGN THINKING
storytelling
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Make a list of users you saw. Start with stories of similar roles. As the storyteller, describe what you heard and observed: Set the stage, introduce “actors”, tell the story.Try not to (mis)interpret or judge and indicate if you make an assump<on.
bad post-‐its
good post-‐its
As the audience, try to note down all important details on post-‐its. Be visual :)Put one statement per post-‐it and ar<culate the statements clearly so that they are understandable without other context.Use one color per user to have a reference.
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clusteringclustering
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Sort your insights into categories or “buckets”.Which insights are related to each other in some way?Look for common paRerns and themes.
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persona
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Create a
Personas are fic<onal characters created to represent user types. They are useful in considering the goals, desires, and limita<ons of the users to help to guide design decisions. Personas put a personal human face on otherwise abstract data about customers.
Your persona descrip<on might include:■ name and picture■ demographics like age, educa<on■ needs and tasks ■ goals and aspira<ons
DESIGN THINKING
point of view
39
Coming up with a
The Point of View is one sentence that creates an image in your mind. Based on an understanding of a user group and an insight into a specific need, it narrows the focus and makes the problem specific.Template: [User] needs (to) [Need] because [Insight]Example: The Department Supervisor needs <me with customers, since knowing who they are enables her to op<mize her ordering plan.
POV = USER + NEED + INSIGHT
DESIGN THINKING
solution space
40
understand observe define point of view ideate prototype test
entering the
DESIGN THINKING 43
? !create choices
make choices
create choices
make choices
diverge converge diverge converge
We sLll need to re-‐focus and make choicesreminder
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be visual“draw a crazy picture…put something silly in the world that ain't been there before” – Shel Silverstein
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think progressive“criLcism is hard to take, parLcularly from a relaLve, a friend, an acquaintance or a stranger”– Franklin Jones
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encourage wild ideas“if at first, an idea doesn’t sound absurd,then there’s no hope for it”– Albert Einstein
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go for quantity“the best way to get a good ideais to get a lot of ideas”– Linus Pauling
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1 conversation at a time“it takes a great manto be a good listener”– Calvin Coolidge
DESIGN THINKING
coaching ideate
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As a team agree on a method for brainstorming Set a target, e.g. we need 50 ideas. Sort the post-‐it’s into themes according to similariLes of ideas. Discuss if the team can decide which soluLon ideas to pursue. If the team cannot decide, do a voLng exercise. Use five to seven voLng dots per parLcipant.
Care about good quesLon(s) to deal with. A good set of quesLons will inspire good ideaLon.Care about the energy level in your team.Take care that every idea is wriben down.Emphasize respect for “wild” ideas -‐ Do not constrain ideas to technical feasibility.If necessary, remind the parLcipants about the brainstorming rules.
tip
s
insructio
ns
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appropriate
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Fide
lity
Time
Storyboards
Paper Prototypes
Digital Mockups
HTML
Dynamic
Database
Use stage-‐ prototypes
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strategy
57
Prototyping – Cost of change over Time?CO
STS OF ER
RORS
PROJECT PROGRESS
X
X
XTest & Iterate:
Number of Errors
Cost p
er Failu
reDanger:
Post-‐decision dissonance!“Sunk cost fallacy”
Too late!
Learn here!
Procurement & Produc<onPlanning & Development Test, Delivery & Launch
DESIGN THINKINGDESIGN THINKING 62
paper prototypes
Looks cleanFeedback: tweaks to the screen as a whole – incremental improvements.“I don’t like the two-‐column layout for tools. Can we have them go across the top?”
Storyboard of how the user might interactFeedback: big-‐picture ideas – revolu<onary changes.“We should NOT try to put a drawing feature in here… it’s featuri<s without a key benefit to most users.”
Hand drawing look and feelFeedback: higher-‐level features are ques<oned, bigger change possible.“Maybe the tool should be context-‐specific… Let’s kill the toolbar and bring up only tools that make sense at that moment.
Looks doneFeedback: detailed tweaks to specific features – very focused and incremental.“Can you change the font on that ‘T’?Not sure I like this bevel line weight.”
DESIGN THINKING
coaching prototype
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Encourage the team to make a decision on the soluLon they want to pursue. Encourage the team to start building a prototype, think about a concept, and idenLfy knowledge gaps... Help as necessary.
Get them going!Step back—let the team members facilitate the final secLon of their project. Communicate to them that the ownership of the prototype is theirs, though you are sLll there to offer help.Help team members decide which prototyping method to use.Make sure that they understand that it's OK to be wrong—this is just a prototype, it's not a final design.Encourage the team to go with their gut feeling.
tip
s
insructio
ns
DESIGN THINKINGDESIGN THINKING 66
why test?why test?■to gather early feedback from users, stakeholders and experts, to be able to iterate■to learn about your idea’s strengths and weaknesses■to fail early
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1
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How to test
Let the prototype speak for itself – accept that you may show users something that‘s not perfect.
2 Don‘t defend your idea.It‘s for the user – not for you!
3 Be aware what you want to learn – stay on topic.
4 Be open-‐minded – you might hear new ideas and insights.
5 Be receptive and thankful for feedback – it‘s the best way to learn.
6 Ensure feasibility and viability.
7 Use roles to improve tes<ng success.
8 Capture and later synthesize all feedback.
9 Ideate how the feedback can be worked into the next itera<on.
DESIGN THINKING
pitch
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Your final presenta<on briefly describes the context of your solu<on. What were you asked to do? Who were you designing for? Which insights did you discover?
Then focus on the essence of your solu<on and how it solves your users’ needs.
5 minutes each team
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coaching tips
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■Make sure your elevator pitch is between 30 and 60 second in length.■Ensure your delivery is compelling and enthusias<c, but try not to use overly flashy openers-‐ don’t forget your audience has probably heard them all before.■Make certain your pitch is tailored to your audience and that it is easy to understand
DESIGN THINKING
implementation
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There’s no innovaLon without
observe define point of view ideate prototype testunderstand
› DFV ›