DTI Consolidated

Design Thinking
S-1: Why Design Thinking?
Dr. KC John
AGBI
Serial Tech Ford
Entrepreneur Foundation
KC John World
DEV Adj. Professor – Strategy & Bank
NGOs Entrepreneurship
Ph.D.
IIMA Qualcomm
Govt./Public
FORTUNE
Systems
500
Moses Myth
4 Questions: Each represent a different stage of
design experience.
“What is” refers to the present.
“What if” builds on the present to envision a new

future.
“What wows” helps teams focus on solutions that

stand out, and
“What works” tests possible solutions with actual

users in the real world.
What is Design Thinking?
Hear From Experts
Short Video - 1
How Design Thinking Used in
Real World?
Case:
The Good Kitchen
Short Video - 2
Wicked Problems
 Wicked problems are problems with many interdependent factors
making them seem impossible to solve.
 Because the factors are often incomplete, in flux, and difficult to
define, solving wicked problems require a deep understanding of
the stakeholders involved, and an innovative approach provided
by Design Thinking.
 DT’s iterative process is extremely useful in tackling ill-defined
wicked problems:
 Reframing the problem in human-centric ways
 Creating many ideas
 Adopting a hands-on approach in prototyping and testing.
Component Weightage
Mid-Term 30%
Group Project 30%
End-Term 40%
Total 100%
Thank You!
How Prepared is Your
Mindset?
Design Thinking
Dr. KC John
Fixed vs Growth Mindset
Prepared Mind
Assess Your Repertoire
• Make a list of all the key positions you’ve held and the
two to three experiences that gave you the most new
perspectives and skills.
• Now assess the list and look for themes, areas of
concentration, and broad capabilities you’ve
developed.
• Drill down on one or more specific experiences by
asking, What was the challenge or opportunity?
• What did I do?
• What resulted?
• What did I learn?
• Next, look for what’s missing:
• what are the industries, functions, and experiences I need
more of for my current and future growth initiatives?
Expand Your Repertoire
• Examine different businesses and industries.
• Seek out and get to know different kinds of people.
• Look for patterns and interconnections between
seemingly disparate ideas.
• Seek to understand the context of problems and
opportunities.
• Expose yourself to entrepreneurial thinking by talking
to entrepreneurs.
• Take on different roles within the organization where
you currently work.
• Learn from failures and successes and apply what you
learn.
Examine Your Mindset
• Do you spend a lot of energy worrying about
making mistakes?
• Do you consider your ideas as fully formed rather
than as starting points?
• When confronted with disconfirming data, do you
find yourself debating the data’s validity or trying
to understand them?
• Do you measure your progress relative to others or
to your own improvement?
• How do you handle setbacks? As signals to
abandon ship or as opportunities to learn and to
try something different?
Broaden Your Mindset
• Find some quiet time every day for reflecting on
what you’re thinking and why.
• When you find yourself in a fixed mindset, ask if it
is coming from discomfort with change or fear of
making mistakes.
• Make it a priority to learn or try something new
every day.
• Ask questions more often than you give answers.
• Do something that stretches you beyond your
capabilities at least once a week.
Think About Your Repertoire
• What’s your mindset?

• How can you become more growth and less
fixed?
• Maintain a reflective journal
• Daily
• Find a coach/mentor
• Share your issues while navigating from fixed
to growth mindset
Can Company Foster
Growth-Mindset?
What is Growth-Mindset?
1. A growth-mindset is defined as both the
belief that skills and abilities can be
improved and that developing your skills
and abilities is the purpose of the work
you do.
2. A culture that fosters a growth-mindset,
then, is a culture which all employees are
seen as possessing potential, and are
encouraged to develop and are
acknowledged and rewarded for
improvement.
What is Growth-Mindset?
3. Leader’s approaches actually help
people see their own potential on a
regular basis. Do direct reports and team
members view failures as threat or
opportunities? Measuring these factors,
starting with everyday conversation, can
help guide leaders foster a genuine
growth-mindset.
IDEO – “T-shaped Person
Tim Brown, CEO & President, IDEO has
emphasized the value of the “T-
shaped person”.
• The vertical line of the ‘T’ represent
one’s depth of expertise in a field,
whereas the horizontal line represents
one’s diverse interests, and ability to
work and collaborate across areas.
IDEO – “T-shaped Person
• Like those with a stronger growth-
mindset, T-shaped people are experts
but do not necessarily have a singular
focus, and look for inspiration from
multiple areas.
Microsoft Uses Growth-Mindset to
Develop Leaders
• Microsoft, under the leadership of Satya Nadella,

has deliberately created a growth-mindset
culture that empahsizes “learning and creativity”.
Programs
1. The Hackathons
2. High-risk Projects
3. A Redefined Talent Program
The Hackathons
• Annual event that encourages employees to step

outside their day jobs and develop leadership
skills like Collaborating across disciplines and
Advocating for ideas.
• An employee has an idea with business or
societal merit (Hack). Others who share that
interest apply to join the team to:
• Develop a Business Plan
• Create the Prototype
• Pitch it Company Wide
• Sometime team members move into leadership
roles even if they weren’t already on that path.
High-Risk Projects
• New kinds of leaders step-up when
risk-taking is explicitly rewarded.
• Hololens project defined holographic
computing. It began as a “Monshot”
goal with significant risk of failure.
• Team members had to welcome that
risk and the chance to learn as they
joined a cause “to put technology on
a more human path”. The gamble
paid off.
High-Risk Projects
• Microsoft recognized and rewarded
members for learning quickly thru faster trial
and error.
• People who had a clear sense of purpose
and an appetite for risk emerged as
incredible leader.
• Microsoft, as the next step, ensure that
Smart Risks are encouraged and rewarded,
whether the team succeed or not, as long
as they yield insights that propel the
business forward.
A Redefine Talent Program
• Besides identifying and nurturing “High
Potentials”, Microsoft supplemented “Talent
Talks” program.
• CEO and senior leadership team meet with
heads of each arm of the organization –
Engineering, Sales, Corporate Functions – to
review their employees, discuss moving people
up and across teams and brainstorm methods
of augmenting skills and building experiences.
• CEO’s over one full week, lead to a much
broader view of up-and-coming talent and
provide a more effective way of detecting and
fostering new talents.
A Redefine Talent Program
• Early talent identification and development
while creating opportunities for everyone to
grow.
• These 3 programs unleash greater potential
across the Microsoft and has proven
instrumental in attracting new talents, also.
Takeaways
• Managers and organizational

cultures often signal employees
what types of mindsets are
valued on the job – such as
whether employees should be
singular in focus or open to new
areas.
Takeaways
• In the VUCA world, we need

novel solutions to new and old
problems. These solutions will be
driven, in large part, by people
with deep interests who also
draw connections across
disciplines.
• Encouraging employees to
adopt a growth-mindset may
help spark the process.
Reference:
Carol Dweck: “Mindset:
The Psychology of
Successess.
Thank You!
Design Thinking Step 4
Make Your Plan
Dr. KC John
Make Your Plans
Activities:
• What tools you will use?
• What will you do?
People:
• Stakeholders, Sponsors and Supporters
Research:
• How will you gather data to inform your
work?
Make Your Plans
What is? What If? What Wows? What Works?
Step 5: Research Step 8: Brainstorm Step 11: Surface Key Step 13: Feedback
Secondary Research Ideas Assumptions from Stakeholders
Direct Observation Blue Cards and
Ethnographic interviews Trigger Questions
Jobs to be Done Analogies
Value Chain Analysis Worst Ideas
Journey Mapping Contra-logic
Personas Change Perspective
360 Empathy
Creating Posters
Step 6: Identify Step 9: Business Step 12: Make Step 14: Run
Insights Concepts Prototypes Learning Launches
Anchors
Bring-Build-Buy Map
Forced Connections
Combinatorial Plays
Step 7: Design Step 10: Pitches Step 15: Design the
Criteria On-Ramp
Your People Plan
Stakeholder/User #1 Stakeholder/User #2 Stakeholder/User #3
Name: Name: Name:
What is their current PoV? What is their current PoV? What is their current PoV?
How will their behaviour or How will their behaviour or How will their behaviour or
actions need to be different in actions need to be different in actions need to be different in
order to address my order to address my order to address my
challenges? challenges? challenges?
What am I curious about What am I curious about What am I curious about

related to this stakeholder? related to this stakeholder? related to this stakeholder?
How can I develop empathy for How can I develop empathy for How can I develop empathy for
this stakeholder? this stakeholder? this stakeholder?
Your Research Plan
Design Thinking Step 5
Conduct Research
S-E-T Factors &
Opportunity Gap
The Upper Right
Key Success Factors
1. Ability to identify POG.

2. Heightened understanding of consumer NEEDS –
UNARTIULATED – translated into ACTIONABLE INSIGHTS
3. Feature and Forms that consumers recognize as
– Useful
– Usable
– Desirable
4. Multidisciplinary team environment of Engineering, Design
and Marketing. Each discipline respects and appreciates the
perspective of others
SET and POG
Source: Ca gan & Vogel (2002) SET - PoG

Secondary Research
• Review past research reports, user surveys,
performance data, and financial reports
• Form a tentative but rich picture of current
reality
• Discern larger trends and uncertainties in the
environment
• Use your favorite search engine and explore a
bit
Question 1: What do I already know about my

business and customers or users that might
matter to my design thinking challenge project?
Secondary Research
Question 2: What are some of the trends and
uncertainties in the larger environment surrounding
my project?
Focus Relevant Trends Big Uncertainties

Industry/Domain
Target Customer
Technology
Society
Economics
Ethnography
Etymology:
ethnos (Gr): people, race, culture;
graphy (Gr): study
Ethnographic research is a qualitative method

where you observe and/or interact with a project’s
users in their real-life environment.
Direct Observation
• Observe users do what they’re already
doing.
• Direct observation is stepping into the
user’s “native habitat” and capturing full
context, without interpretation or
judgment.
• Observe about 5 – 6 subjects, make scores
of observations about each subject.
• Objective is not statistical certainty but the
cultivation of new hypotheses that can be
explored later.
Caution: Make factual observation devoid
of judgment and interpretation.
Checklist for Direct Observation Research
1. Set the Scene:

• Record the time, date, and place where you are observing.
• Are you attending a particular event?
• Who is present in the environment?
2. Observe the Physical Space:

• Notice how the room or venue is set up.
• What artefacts are in the room?
• What is the smell? Temperature? Is it dark or stuffy? Or, light
and breezy? Is the music too loud to hear voices?
3. Observe the people:

• Who is present?
• What is their age?
• Their appearance: What are they wearing – dress, footwear,
apparels,etc? Colors ?
• If you know their names, jot them down.
4. Observe Group Interactions:

• Are people standing in groups?
• What is their attitude towards one another?
• Is one person always the first to talk?
5. Observe non-verbal behaviours:

• Are people laughing? Smiling?
• What is their body language? Facial expressions?
• Who is making eye contact? Crossing their arms?
6. Just the Facts:

• Avoid judgment and interpretation at all costs.
• An observation is: The two women are facing each other
and laughing.
• An interpretation is: The two women are friends or one
woman just said something funny.
7. Record with your hands and with tools:

• Our memories are not cameras and few of us are reliable
about little details.
• Using a camera or other recording device useful when you
review written observations, later.
8. Zero in on the Unexpected:

• Organize your notes. Jot down unexpected observations in
the margins.
• Use your intuition – things that jump out at you might
develop into questions and insights later on.
Ethnographic Interviews
Conversation with users to:

• Capture the full context of their experience.
• Access to their thoughts, attitudes, beliefs, cultural
meaning and needs.
• The goal is to identify unmet, unarticulated needs
that will help you create a compelling new
solution.
Ethnographic Interviews: Steps
1. Select people to interview. Identify specific individuals

based on their relationship to your challenge.
2. Develop an interview guide.

• Identify themes that you would explore.
• Keep your questions open-ended and exploratory.
• Learn to use 5W1H.
• Examples of open ended questions begin with, “Tell me
about a time when …”
3. Maked contact and schedule your interviews.

• Ethnographic interviewing techniques require time to
establish rapport and explore topics deeply, so plan 60 to
120 minutes for each interview.
4. Conduct your interview.

• Consider making an audio or video recording. Of course,
interviewee’s permission is a must.
• If you can’t record the interview, capture as many details
and verbatim comments as possible in your notes.
• Try to interview in pairs.
5. Be curious about everything.

• Encourage the interviewees to expand and elaborate.
• Look out for body language and signs of emotions.
6. Capture your findings.
• Review your notes with your partner and identify the key
takeaways from each interview.
• Try to create a one- or two-page summary.
• Ensure to include actual quotes from the interview that
capture the discussion.
• Highlight the interviewee’s reality and unmet needs.
• Download: Share your findings and insights with other
members of the project team.
Thank You!
bootcamp
bootleg
d.
Check this out —
It’s the d.school bootcamp bootleg.
This compilation is intended as an active toolkit to support your design
thinking practice. The guide is not just to read – go out in the world and try
these tools yourself. In the following pages, we outline each mode of a human-
centered design process, and then describe dozens of specific methods to do
design work. These process modes and methods provide a tangible toolkit which
support the seven mindsets — shown on the following page – that are vital
attitudes for a design thinker to hold.
The bootleg is a working document, which captures some of the teaching we

impart in “design thinking bootcamp,” our foundation course. An update from the
2009 edition, we reworked many of the methods based on what we learned from
teaching and added a number of new methods to the mix. The methods
presented in this guide are culled from a wide range of people and organizations
who have helped us build the content we use to impart design thinking. Think of
this guide as a curation of the work of many individuals, who hail both from the
d.school and also from other far-reaching areas of the design world. We thank all
the people who have contributed to the methods collected in this guide.
This resource is free for you to use and share – and we hope you do.
We only ask that you respect the Creative Commons license (attribution, non-
commercial use). The work is licensed under the Creative Commons Attribution-
NonCommercial-ShareAlike 3.0 Unported License. To view a copy of this license,
visit http://creativecommons.org/licenses/by-nc-sa/3.0/
We welcome your reactions to this guide. Please share the stories of how you
use it in the field. Let us know what you find useful, and what methods you have
created yourself – write to: [email protected]
Cheers,
The d.school
Show Don’t Tell
Communicate your vision in an impactful and
meaningful way by creating experiences, using
illustrative visuals, and telling good stories.
Focus on Human Values Craft Clarity

Empathy for the people you are Produce a coherent vision out of messy
designing for and feedback from these problems. Frame it in a way to inspire
users is fundamental to good design. others and to fuel ideation.
Embrace Experimentation Be Mindful Of Process

Prototyping is not simply a way to validate your Know where you are in the design process,
idea; it is an integral part of your innovation what methods to use in that stage, and
process. We build to think and learn. what your goals are.
Bias Toward Action Radical Collaboration

Design thinking is a misnomer; it is more about Bring together innovators with varied
doing that thinking. Bias toward doing and backgrounds and viewpoints. Enable
making over thinking and meeting. breakthrough insights and solutions to
emerge from the diversity.
d.mindsets
MODE
MODE
Empathize
WHAT is the empathize mode

Empathy is the foundation of a human-centered design process. To empathize, we:
- Observe. View users and their behavior in the context of their lives.
- Engage. Interact with and interview users through both scheduled and short ‘intercept’ encounters.
- Immerse. Experience what your user experiences.
WHY empathize
As a human-centered designer you need to understand the people for whom you are designing. The
problems you are trying to solve are rarely your own—they are those of particular users; in order to design
for your users, you must build empathy for who they are and what is important to them.
Watching what people do and how they interact with their environment gives you clues about what they
think and feel. It also helps you to learn about what they need. By watching people you can capture
physical manifestations of their experiences, what they do and say. This will allow you to interpret
intangible meaning of those experiences in order to uncover insights. These insights will lead you to the
innovative solutions. The best solutions come out of the best insights into human behavior. But learning to
recognize those insights is harder than you might think. Why? Because our minds automatically filter out a
lot of information in ways we aren’t even aware of. We need to learn to see things “with a fresh set of eyes”
– tools for empathy, along with a human-centered mindset, is what gives us those new eyes.
Engaging with people directly reveals a tremendous amount about the way they think and the values they
hold. Sometimes these thoughts and values are not obvious to the people who hold them. A deep
engagement can surprise both the designer and the designee by the unanticipated insights that are
revealed. The stories that people tell and the things that people say they do—even if they are different from
what they actually do—are strong indicators of their deeply held beliefs about the way the world is. Good
designs are built on a solid understanding of these kinds of beliefs and values. Engage to:
•! Uncover needs that people have which they may or may not be aware of
•! Guide innovation efforts
•! Identify the right users to design for
•! Discover the emotions that guide behaviors
In addition to speaking with and observing your users, you need to have personal experience in the design
space yourself. Find (or create if necessary) experiences to immerse yourself to better understand the
situation that your users are in, and for which you are designing.
:: 1 ::
MODE
Define
WHAT is the define mode

The define mode is when you unpack and synthesize your empathy findings into compelling needs and
insights, and scope a specific and meaningful challenge. It is a mode of “focus” rather than “flaring.” Two
goals of the define mode are to develop a deep understanding of your users and the design space and,
based on that understanding, to come up with an actionable problem statement: your point of view. Your
point of view should be a guiding statement that focuses on specific users, and insights and needs that you
uncovered during the empathize mode.
More than simply defining the problem to work on, your point of view is your unique design vision that you
crafted based on your discoveries during your empathy work. Understanding the meaningful challenge to
address and the insights that you can leverage in your design work is fundamental to creating a successful
solution.
WHY define
The define mode is critical to the design process because it explicitly expresses the problem you are
striving to address through your efforts. In order to be truly generative, you must first craft a specific and
compelling problem statement to use as a solution-generation springboard.
As a test, a good point of view (POV) is one that:

•! Provides focus and frames the problem
•! Inspires your team
•! Provides a reference for evaluating competing ideas
•! Empowers your team to make decisions independently in parallel
•! Fuels brainstorms by suggesting “how might we” statements
•! Captures the hearts and minds of people you meet
•! Saves you from the impossible task of developing concepts that are all things to all people
•! Is something you revisit and reformulate as you learn by doing
•! Guides your innovation efforts
:: 2 ::
MODE
Ideate
WHAT is the ideate mode

Ideate is the mode during your design process in which you focus on idea generation. Mentally it
represents a process of “going wide” in terms of concepts and outcomes—it is a mode of “flaring” rather than
“focus.” The goal of ideation is to explore a wide solution space – both a large quantity of ideas and a
diversity among those ideas. From this vast depository of ideas you can build prototypes to test with users.
WHY ideate
You ideate in order to transition from identifying problems into exploring solutions for your users. Various
forms of ideation are leveraged to:
•! Step beyond obvious solutions and thus increase the innovation potential of your solution set
•! Harness the collective perspectives and strengths of your teams
•! Uncover unexpected areas of exploration
•! Create fluency (volume) and flexibility (variety) in your innovation options
•! Get obvious solutions out of your heads, and drive your team beyond them
Regardless of what ideation method you use, the fundamental principle of ideation is to be cognizant of
when you and your team are generating ideas and when you are evaluating ideas – and mix the two only
intentionally.
:: 3 ::
MODE
Prototype
WHAT is the prototype mode

Prototyping is getting ideas and explorations out of your head and into the physical world. A prototype can
be anything that takes a physical form – be it a wall of post-it notes, a role-playing activity, a space, an
object, an interface, or even a storyboard. The resolution of your prototype should be commensurate with
your progress in your project. In early explorations keep your prototypes rough and rapid to allow yourself
to learn quickly and investigate a lot of different possibilities.
Prototypes are most successful when people (the design team, the user, and others) can experience and
interact with them. What you learn from those interactions can help drive deeper empathy, as well as
shape successful solutions.
WHY do we prototype
Traditionally prototyping is thought of as a way to test functionality. But prototyping is used for many
reasons, including these (non-mutually-exclusive) categories:
•! Empathy gaining: Prototyping is a tool to deepen your understanding of the design space and your user,
even at a pre-solution phase of your project.
•! Exploration: Build to think. Develop multiple solution options.
•! Testing: Create prototypes (and develop the context) to test and refine solutions with users.
•! Inspiration: Inspire others (teammates, clients, customers, investors) by showing your vision.
Many of the goals of prototyping are shared across all four of the above categories.
We prototype to:
Learn. If a picture is worth a thousand words, a prototype is worth a thousand pictures.
Solve disagreements. Prototyping is a powerful tool that can eliminate ambiguity, assist in ideation, and
reduce miscommunication.
Start a conversation. A prototype can be a great way to have a different kind of conversation with users.
Fail quickly and cheaply. Creating quick and dirty prototypes allows you to test a number of ideas without
investing a lot of time and money up front.
Manage the solution-building process. Identifying a variable to explore encourages you to break a large
problem down into smaller, testable chunks.
:: 4 ::
MODE
Test
WHAT is the test mode

Testing is the chance to refine our solutions and make them better. The test mode is another iterative mode
in which we place our low-resolution artifacts in the appropriate context of the user’s life. Prototype as if
you know you’re right, but test as if you know you’re wrong.
WHY test
To refine our prototypes and solutions. Testing informs the next iterations of prototypes. Sometimes this
means going back to the drawing board.
To learn more about our user. Testing is another opportunity to build empathy through observation and
engagement—it often yields unexpected insights.
To test and refine our POV. Sometimes testing reveals that not only did we not get the solution right, but
also that we have failed to frame the problem correctly.
:: 5 ::
METHOD
Assume a Beginner’s Mindset
WHY assume a beginner’s mindset

We all carry our experiences, understanding, and expertise with us. These aspects of yourself are
incredibly valuable assets to bring to the design challenge – but at the right time, and with intentionality.
Your assumptions may be misconceptions and stereotypes, and can restrict the amount of real empathy you
can build. Assume a beginner’s mindset in order to put aside these biases, so that you can approach a
design challenge afresh.
HOW to assume a beginner’s mindset

Don’t judge. Just observe and engage users without the influence of value judgments upon their actions,
circumstances, decisions, or “issues.”
Question everything. Question even (and especially) the things you think you already understand. Ask
questions to learn about how the user perceives the world. Think about how a 4-year-old asks “Why?”
about everything. Follow up an answer to one “why” with a second “why.”
Be truly curious. Strive to assume a posture of wonder and curiosity, especially in circumstances that seem
either familiar or uncomfortable.
Find patterns. Look for interesting threads and themes that emerge across interactions with users.
Listen. Really. Lose your agenda and let the scene soak into your psyche. Absorb what users say to you,
and how they say it, without thinking about the next thing you’re going to say.
:: 6 ::
METHOD
What? | How? | Why?
WHY use What? | How? | Why?

During observation mode, What? | How? | Why? is a tool that can help you drive to deeper levels of
observation. This simple scaffolding allows you to move from concrete observations of the happenings of a
particular situation to the more abstract potential emotions and motives that are at play in the situation
you’re observing. This is a particularly powerful technique to leverage when analyzing photos that your team
has taken into the field, both for synthesis purposes, and to direct your team to future areas of needfinding.
HOW to use What? | How? | Why?

Set-up: Divide a sheet into three sections: What?, How?, and Why?
Start with concrete observations:
What is the person you’re observing doing in a particular situation or photograph? Use descriptive phrases
packed with adjectives and relative descriptions.
Move to understanding:
How is the person you’re observing doing what they are doing? Does it require effort? Do they appear
rushed? Pained? Does the activity or situation appear to be impacting the user’s state of being either
positively or negatively? Again, use as many descriptive phrases as possible here.
Step out on a limb of interpretation:
Why is the person you’re observing doing what they’re doing, and in the particular way that they are doing
it? This step usually requires that you make informed guesses regarding motivation and emotions. Step out
on a limb in order to project meaning into the situation that you have been observing. This step will reveal
assumptions that you should test with users, and often uncovers unexpected realizations about a particular
situation.
:: 7 ::
METHOD
User Camera Study
WHY do a user camera study

In empathy work, you want to understand your users’ lives, and specific tasks within the context of their
lives. A User Camera Study allows us to understand a user’s experience by seeing it through their eyes. It
will also allow you to understand environments to which you might not normally have access.
HOW to do a user camera study

1. Identify subjects whose perspective you are interested in learning more about.
2. Briefly explain the purpose of the study, and ask if they would be willing to take photographs of their
experiences. Get permission to use images they take.
3. Provide a camera to your subject and instructions such as: “We would like to understand what a day in
your life feels like. On a day of your choosing, take this camera with you everywhere you go, and take
photos of experiences that are important to you.” Or you could try: “Please document your [morning
routine] experience with this camera.” Or, “Take pictures of things that are meaningful to you in your
kitchen.” Frame your request a little broader than what you believe your problem space might be, in order
to capture the surrounding context. Many insights can emerge from that surrounding space.
4. Afterwards, have your subject walk you through the pictures and explain the significance of what they
captured. Return to a good empathetic interviewing technique to understand the deeper meaning of the
visuals and experience they represent.
:: 8 ::
METHOD
Interview Preparation
WHY prepare for an interview

Time with users is precious, we need to make the most of it! While we always must allow room for the
spontaneous, blissful serendipity of a user-guided conversation, we should never abdicate our responsibility
to prepare for interviews. Especially in following up with users (after testing, etc.), it is imperative to plan
your interviews. You may not get to every question you prepare, but you should come in with a plan for
engagement.
HOW to prepare for an interview

Brainstorm questions
Write down all of the potential questions your team can generate. Try to build on one another’s ideas in
order to flesh out meaningful subject areas.
Identify and order themes

Similar to “grouping” in synthesis, have your team identify themes or subject areas into which most
questions fall; once you’ve identified the themes of your question-pool, determine the order that would
allow the conversation to flow most naturally. This will enable you to structure the flow of your interview,
decreasing the potential for hosting a seemingly-scattershot interaction with your user.
Refine questions
Once you have all the questions grouped by theme and order, you may find that there are some redundant
areas of conversation, or questions that seem strangely out of place. Take a few moments to make sure that
you leave room in your planning to ask plenty of “why?” questions, plenty of “tell me about the last time you
_____?” questions, and plenty of questions that are directed at how the user FEELS.
:: 9 ::
METHOD
Interview for Empathy
Explore
Emotions
Evoke Question
Stories Statements
Thank &
Build Wrap-up
Intro Rapport
Intro Project
Yourself
WHY interview
We want to understand a person’s thoughts, emotions, and motivations, so that we can determine how to
innovate for him or her. By understanding the choices that person makes and the behaviors that person
engages in, we can identify their needs and design for those needs.
HOW to interview
Ask why. Even when you think you know the answer, ask people why they do or say things. The answers
will sometimes surprise you. A conversation started from one question should go on as long as it needs to.
Never say “usually” when asking a question. Instead, ask about a specific instance or occurrence, such as
“tell me about the last time you ______”
Encourage stories. Whether or not the stories people tell are true, they reveal how they think about the
world. Ask questions that get people telling stories.
Look for inconsistencies. Sometimes what people say and what they do are different. These
inconsistencies often hide interesting insights.
Pay attention to nonverbal cues. Be aware of body language and emotions.
Don’t be afraid of silence. Interviewers often feel the need to ask another question when there is a pause.
If you allow for silence, a person can reflect on what they’ve just said and may reveal something deeper.
Don’t suggest answers to your questions. Even if they pause before answering, don’t help them by
suggesting an answer. This can unintentionally get people to say things that agree with your expectations.
Ask questions neutrally. “What do you think about buying gifts for your spouse?” is a better question than
“Don’t you think shopping is great?” because the first question doesn’t imply that there is a right answer.
Don’t ask binary questions. Binary questions can be answered in a word; you want to host a conversation
built upon stories.
Only ten words to a question. Your user will get lost inside long questions.
Only ask one question at a time, one person at a time. Resist the urge to ambush your user.
Make sure you’re prepared to capture. Always interview in pairs. If this is not possible, you should use a
voice recorder—it is impossible to engage a user and take detailed notes at the same time.
:: 10 :: Visual adapted from Michael Barry, Point Forward

METHOD
Extreme Users
WHY engage with extreme users

Designers engage with users (people!) to understand their needs and gain insights about their lives. We also
draw inspiration from their work-arounds and frameworks. When you speak with and observe extreme
users, the needs are amplified and their work-arounds are often more notable. This helps you pull out
meaningful needs that may not pop when engaging with the middle of the bell curve. However, the needs
that are uncovered through extreme users are often also needs of a wider population.
HOW to engage extreme users

Determine who’s extreme
Determining who is an extreme user starts with considering what aspect of your design challenge you want
to explore to an extreme. List a number of facets to explore within your design space. Then think of
people who may be extreme in those facets. For example, if you are redesigning the grocery store shopping
experience you might consider the following aspects: how groceries are gathered, how payment is made,
how purchase choices are made, how people get their groceries home, etc. Then to consider the aspect of
gathering groceries, for example, you might talk to professional shoppers, someone who uses a shopping
cart to gather recyclables (and thus overloads the cart), product pullers for online buyers, people who bring
their kids shopping with them, or someone who doesn’t go to grocery stores.
Engage
Observe and interview your extreme user as you would other folks. Look for work-arounds (or other
extreme behaviors) that can serve as inspiration and uncover insights.
Look at the extreme in all of us
Look to extreme users for inspiration and to spur wild ideas. Then work to understand what resonates with
the primary users you are designing for.
:: 11 :: photo: flickr/bitchcakesny
METHOD
Analogous Empathy
WHY use analogous empathy

During empathy work, analogies can be a powerful tool for developing insights that aren’t obvious in a direct
approach. Analogous needfinding spaces can offer up inspiration, a way to get unstuck, a fresh perspective
on a space, or a useful work-around when direct observation is difficult.
HOW to use analogous empathy

Identify specific aspects of the space that you’re interested in
Get your team together to talk about what aspects of the empathy space you’re exploring are particularly
interesting. If you’re looking at hospitals, for example, you may be focusing on extreme time pressures, very
high stakes decisions or perhaps long wait times. Look for spaces that are tangential to your design
challenge, but share enough attributes that there may be insight cross-over.
Brainstorm opportunities for analogous spaces

If, for example, you think customer service is an important aspect of the space you’re looking at, brainstorm
places you might go to find particularly strong (or weak) customer service. You may also want to brainstorm
specific people you could interview about these analogous spaces, or how you might do a quick
observation.
Make an analogous inspiration board

Saturate a space with photos and quotes from your analogous space; this can help the team share
inspiration, or bring in the analogous insight later in the process.
:: 12 :: photos: flickr/xcode, flickr/watt_dabney

METHOD
Story Share-and-Capture
WHY story share-and-capture

A team share serves at least three purposes. First, it allows team members to come up to speed about
what different people saw and heard in the field. Even if all the team members were present for the same
fieldwork, comparing how each experienced it is valuable. Second, in listening and probing for more
information, team members can draw out more nuance and meaning from the experience than you may
have initially realized. This starts the synthesis process. Third, in capturing each interesting detail of the
fieldwork, you begin the space saturation process.
HOW to story share-and-capture

Unpack observations and air all the stories that stick out to you about what you saw and heard during your
empathy fieldwork. Each member in the group should tell user stories and share notes while other members
headline quotes, surprises, and other interesting bits – one headline per post-it. These post-its become part
of the team’s space saturation, and can also be physically grouped to illuminate theme and patterns that
emerge (See “Saturate and Group” method card). The end goal is to understand what is really going on with
each user. Discover who that person is and what that person needs in regard to your problem space.
:: 13 ::
METHOD
Saturate and Group
WHY saturate and group

You space saturate to help you unpack thoughts and experiences into tangible and visual pieces of
information that you surround yourself with to inform and inspire the design team. You group these findings
to explore what themes and patterns emerge, and strive to move toward identifying meaningful needs of
people and insights that will inform your design solutions.
HOW to saturate and group

Saturate your wall space (or work boards) with post-its headlining interesting findings (see “Story Share-and-
Capture”) plus pictures from the field of users you met and relevant products and situations.
In order to begin to synthesize the information, organize the post-its and pictures into groups of related parts.
You likely have some ideas of the patterns within the data from the unpacking you did when producing the
notes. For example, you may have seen and heard many things related to feeling safe, and many things
regarding desire for efficiency. Within the group of ‘safety’, go beyond the theme and try to see if there is a
deeper connection that may lead to an insight such as “Feeling safe is more about who I am with than where I
am”. Maybe there is a relation between groups that you realize as you place items in groups – that safety is
often at odds with users’ desire for efficiency. Try one set of grouping, discuss (and write down) the findings,
and then create a new set of groups.
The end goal is to synthesize data into interesting findings and create insights which will be useful to you in
creating design solutions.
It is common to do the grouping with post-its headlining interesting stories from fieldwork. But grouping is
also useful to think about similarities among a group of products, objects, or users.
:: 14 ::
METHOD
Empathy Map
WHY use an empathy map

Good design is grounded in a deep understanding of the person for whom you are designing. Designers
have many techniques for developing this sort of empathy. An Empathy Map is one tool to help you
synthesize your observations and draw out unexpected insights.
HOW to use an empathy map

UNPACK: Create a four quadrant layout on paper or a whiteboard. Populate the map by taking note of the
following four traits of your user as you review your notes, audio, and video from your fieldwork:
SAY: What are some quotes and defining words your user said?
DO: What actions and behaviors did you notice?
THINK: What might your user be thinking? What does this tell you about his or her beliefs?
FEEL: What emotions might your subject be feeling?
Note that thoughts/beliefs and feelings/emotions cannot be observed directly. They must be inferred by
paying careful attention to various clues. Pay attention to body language, tone, and choice of words.
IDENTIFY NEEDS: “Needs” are human emotional or physical necessities. Needs help define your design
challenge. Remember: Needs are verbs (activities and desires with which your user could use help), not
nouns (solutions). Identify needs directly out of the user traits you noted, or from contradictions between
two traits – such as a disconnect between what she says and what she does. Write down needs on the side
of your Empathy Map.
IDENTIFY INSIGHTS: An “Insight” is a remarkable realization that you could leverage to better respond to
a design challenge. Insights often grow from contradictions between two user attributes (either within a
quadrant or from two different quadrants) or from asking yourself “Why?” when you notice strange
behavior. Write down potential insights on the side of your Empathy Map. One way to identify the seeds of
insights is to capture “tensions” and “contradictions” as you work.
:: 15 ::
METHOD
Journey Map
WHY use a journey map

To gain empathy for a person or understanding of one’s process through an experience, consider the details
of that process to illuminate areas of potential insights. Creating a journey map is an excellent way to
systematically think about the steps or milestones of a process. A journey map can be used for your own
empathy work, or to communicate your findings to others.
HOW to use a journey map

Create diagrams that capture multiple observations, e.g. a map of a user’s day, a map of a user’s experience,
or a map of how a product moves through space and time (from manufacturing to store shelf to user’s hands).
Consider a process or journey that is relevant, or even tangential to, your problem space. For example, you
could consider your user’s morning breakfast routine. You could capture every event of one person’s
exercise in a month – and consider who she was with, where she came from, where she exercised, and where
she went afterwards. Or perhaps you are developing a dating service website; you could document every
communication between two people before the first date. One important concern is to be comprehensive
within the variables you choose to capture. (Don’t overlook the opening of the window shades in the morning
breakfast routine.) What seems meaningless, could actually be the nugget that develops into a stunning
insight. You can create a journey map based on observation and interview – or you might ask a user to draw a
journey map and then explain it to you.
Organize the data in a way that makes sense: a timeline of events, a number of parallel timelines that allows
for easy comparison, a series of pictures, or a stack of cards. Then look for patterns and anomalies and
question why those themes or events occurred. Push yourself to connect individual events to a larger
context or framework. It is often the pairing of an observation with the designer’s knowledge and
perspective that yields a meaningful insight.
:: 16 ::
METHOD
Composite Character Profile
WHY use a composite character profile

The composite character profile can be used to bucket interesting observations into one specific,
recognizable character. Teams sometimes get hung up on outlying (or non-essential) characteristics of any of
a number of particular potential users, and the composite character profile is a way for them to focus the
team's attention on the salient and relevant characteristics of the user whom they wish to address. Forming
a composite character can be a great way to create a "guinea pig" to keep the team moving forward.
HOW to use a composite character profile

The composite character profile is a synthesis method whereby the team creates a (semi)-fictional character
who embodies the human observations the team has made in the field. These might include "typical"
characteristics, trends, and other patterns that the team has identified in their user group over the course
of their field work.
In order to create a composite character profile, a team needs to have unpacked its field observations and
saturated its team space. After this is done, a team should survey across the individual users it encountered
in the field to identify relevant dimensions of commonality and/or complementarity – these dimensions
could be demographic information, strange proclivities and habits, or sources of motivation, to name only a
few. After several dimensions of commonality have been identified, list these features of the user; if there
are any dimensions of complementarity (those which may not be shared by all users, but are interesting to
the team and not necessarily mutually exclusive), the team should add these as well. Last, give your
character a name, and make sure every member of the team buys into the identity and corresponding
characteristics that the team has created.
:: 17 ::
METHOD
Powers of Ten
WHY use powers of ten

Powers of Ten is a reframing technique that can be used as a synthesis or ideation method. It allows the
design team to use an intentional approach to considering the problem at varied magnitudes of framing.
HOW to use powers of ten

The concept of Powers of Ten is to consider one aspect over increasing and decreasing magnitudes of
context. Let’s take two examples to illustrate how Powers of Ten could be used during a design process:
POWERS OF TEN FOR INSIGHT DEVELOPMENT: In this example, imagine you are designing a checkout
experience, and you are trying to understand a user’s motivation and approach to an aspect of her life. You
are thinking about how she makes buying decisions. You made the observation that she read a number of
customer reviews before making a purchase and are developing an insight that she values her peers’
opinions when making purchases. Consider what her behavior might be for buying various items over a
wide range of costs, from a pack of gum, to a pair of shoes, to a couch, to a car, to a house. Capture this in
writing. Probe for nuances in your insight and see where it breaks down. Perhaps this could develop into a
framework, such as a 2x2 (see the 2x2 Matrix method card).
POWERS OF TEN FOR IDEATION: During brainstorming groups idea generation lulls from time to time.
One way to facilitate new energy is to use Powers of Ten. Continue with your brainstorming topic, but add
a constraint that changes the magnitude of the solution space. “What if it had to cost more than a million
dollars to implement?,” “What about under 25 cents?,” “What if it was physically larger than this room?,”
“Smaller than a deck of cards?,” “Had no physical presence?”, “Took more than four hours to complete the
experience?”, “Less than 30 seconds?”. More power to you.
:: 18 :: image: Charles and Ray Eames, www.powersof10.com

METHOD
2x2 Matrix
WHY use a 2x2 matrix

A 2x2 matrix is tool to scaffold thinking and conversation about your users and problem space. Use it
during your synthesis process to help you think about relationships between things or people. The hope is
that insights or areas to explore more deeply will come out from using a 2x2. 2x2 matrices are also a great
way to visually communicate a relationship you want to convey.
HOW to use a 2x2 matrix

Pick two spectra (one on each axis), draw a 2x2 matrix, and plot items in the map . The items could be
product, objects, motivations, people, quotes, materials – any group of things that would be useful to explore.
Put opposites on either end of each axis. For example, you might place different people on a matrix of
passion for their career (low-to-high) vs. technology adoption (early-adopter-to-late-adopter). Look for
relationships by seeing where groups start to form. See what quadrants are very full or empty; where does
the assumed correlation break down? The discussion that is spurred by trying to place items on the matrix is
often more valuable than producing the map itself. You may need to try a number of combinations of spectra
to get one that is meaningful and informative. Try some combinations, even if you are not sure which is right –
the first attempts will inform the ones to follow.
One common use for a 2x2 matrix is a competitive landscape. In this case, an empty quadrant could signal a
market opportunity (or a very bad idea).
:: 19 ::
METHOD
Why-How Laddering
WHY why-how ladder

As a general rule, asking ‘why’ yields more abstract statements and asking ‘how’ yields specific statements.
Often times abstract statements are more meaningful but not as directly actionable, and the opposite is
true of more specific statements. That is why you ask ‘why?’ often during interviews – in order to get toward
more meaningful feelings from users rather than specific likes and dislikes, and surface layer answers.
Outside an interview, when you think about the needs of someone, you can use why-how laddering to flesh
out a number of needs, and find a middle stratum of needs that are both meaningful and actionable.
HOW to why-how ladder

When considering the needs of your user, start with a meaningful one. Write that need on the board and
then ladder up from there by asking ‘why’. Ask why your user would have that need, and phrase the answer
as a need. For example, “Why would she ‘need to see a link between a product and the natural process
that created it’? Because she ‘needs to have confidence that something will not harm her health by
understanding where it came from’.” Combine your observations and interviews with your intuition to
identify that need. Then take that more abstract need and ask why again, to create another need. Write
each on the board above the former. At a certain point you will reach a very abstract need, common to just
about everyone, such as the ‘need to be healthy’. This is the top of that need hierarchy branch.
You can also ask ‘how’ to develop more specific needs. Climb up (‘why?’) and down (how?) in branches to
flesh out a set of needs for your user. You might come up to one need and then come back down. In the
previous example, you climbed up to the ‘need to understand where a product came from’. Then ask ‘how’
to identify the ‘need to participate in the process of creating a product’. There will also be multiple answers
to your ‘whys’ and ‘hows’ – branch out and write those down.
The result (after some editing and refining) is a needs hierarchy that paints a full picture of your user or
composite user. Alternatively, you can use this tool to hone in on one or two particularly salient needs.
:: 20 ::
METHOD
Point-of-View Madlib
WHY use a POV madlib

A point-of-view (POV) is your reframing of a design challenge into an actionable problem statement that will
launch you into generative ideation. A POV Madlib provides a scaffolding to develop your POV. A good
POV will allow you to ideate in a directed manner, by creating How-Might-We (HMW) questions based on
your POV (see “Facilitating Brainstorms”). Most of all, your POV captures your design vision – your
responsibility and opportunity as a designer is to discover and articulate the meaningful challenge.
HOW to use a POV madlib

Use the following madlib to capture and harmonize three elements of a POV: user, need, and insight.
[USER] needs to [USER’S NEED] because [SURPRISING INSIGHT]
Use a whiteboard or scratch paper to try out a number of options, playing with each variable and the
combinations of them. The need and insight should flow from your unpacking and synthesis work.
Remember, ‘needs’ should be verbs, and the insight typically should not simply be a reason for the need, but
rather a synthesized statement that you can leverage in designing a solution. Keep it sexy (it should intrigue
people) and hold the tension in your POV.
For example, instead of “A teenage girl needs more nutritious food because vitamins are vital to good health”
try “A teenage girl with a bleak outlook needs to feel more socially accepted when eating healthy food,
because in her hood a social risk is more dangerous than a health risk.” Note how the latter is an actionable,
and potentially generative, problem statement, while the former is little more than a statement of fact, which
spurs little excitement or direction to develop solutions.
:: 21 ::
METHOD
Point-of-View Analogy
WHY use a POV analogy

launch you into generative ideation. A POV Analogy can be a concise and compelling way to capture how
you define the design challenge (your POV!). A good analogy will yield a strong directive of how you go
about designing the final solution.
HOW to use a POV analogy

Use concise analogies to distill ideas. Metaphors and similes can encapsulate your insights in a rich picture.
Discover metaphors from the work you do in synthesizing information, and looking at analogies between your
user’s situation and other areas.
For example, one metaphor from industry is:

“Personal music player as jewelry,”
which provides the directive for creating the iPod. Looking at the headset as jewelry, rather than simply
speakers, allows the designer to create a product that users will enjoy as a projection of themselves, rather
than merely a utilitarian device. You can imagine this could have been seeded by an insight about how a user
views her music collection – that “her identity is linked to the bands she listens to, and her relationships are
bolstered by shared music taste.”
A metaphor can also be embedded into a more comprehensive POV.

For example you may create the following POV:
“A works-hard-plays-hard young professional needs to be motivated at work with a job that is more like a
first-person-shooter than Tetris.”
:: 22 ::
METHOD
Point-of-View Want Ad
WHY use a POV want ad

launch you into generative ideation. A POV Want Ad can be a good way to express your distilled findings in
an intriguing format. The want ad format tends to accentuate a specific user, and her important character
traits.
HOW to use a POV want ad

Embed your user, his or her need, and your insights within the format of a want ad. This way of expressing a
POV is often more playful and nuanced than the simple USER+NEED+INSIGHT madlib, but should still have
a clarity about how you have reframed the problem.
Try this format:

Descriptive characterization of a user,
followed by “seeks” an ambiguous method to meet an implied need,
plus additional flavor to capture your findings.
For example: “High-energy teenager seeks awesome social network. Interests should include issues of
societal importance (e.g. how much parents suck and also why being a vegetarian might be cool).
Willingness to IM constantly during the school year is a MUST!”
:: 23 ::
METHOD
Critical Reading Checklist
Critical Reading Checklist

WHAT :
WHY use a critical reading checklist

The Checklist is a tool used to determine whether a team has arrived at a meaningful, unique Point of View
(POV). The original “Critical Reading Checklist” tool was developed by David Larabee, of the Stanford
School of Education, and repurposed in the context of a design process to evaluate POVs.
Use this Checklist to ensure that your team's POV is valid, insightful, actionable, unique, narrow, meaningful,
and exciting. While this method is not in itself sufficient to address the deficiencies of a POV, it is a great
tool to think through and evaluate the usefulness of the POV.
HOW to use a critical reading checklist

We ask ourselves four basic questions about our Point of View:
1. What's the point? – What is your team's angle?
• What is your team's framework in stating a POV?
• Is it User-centered, Need-based, and Insight-driven?
2. Who says? – How valid is your team's POV?
• Is your position supported by findings from users?
• Is it a distillation of findings? Is this applicable outside of one colorful interview?
3. What's new? – What is the value-add of your POV?
• Have you articulated your findings in a new way?
• Are they placed in the context of a user?
• If your POV doesn’t feel new, try being more specific.
4. Who cares? – How is your POV significant?
• Your team should be excited at this point!
• Is this work worth doing? If not, ask yourself why?
• Reframe/rephrase until you get it right.
:: 24 ::
METHOD
Design Principles
WHY use design principles

Design principles are strategies to solve a design challenge independent of a specific solution. You, as the
designer, articulate these principles, translating your findings – such as needs and insights – into design
directives. These principles give you a format to capture abstracted, but actionable, guidelines for
solutions, and communicate your design intentions to others.
HOW to use design principles

Develop a list of statements – using imperative phrasing – that outlines essential guidelines to create
successful design solutions. The guidelines should distill your understanding of the design space and user.
That is, you define what would be the meaningful challenge to solve, based on your empathy work, and then
create the design principles to outline what’s necessary to achieve that success.
You develop design principles in a number of ways. You can translate your point of view, needs, and insights
into design principles by stating your findings in terms of solutions rather than the user, while maintaining
the focus on the user-centered needs and insights you discovered. For example, a user’s “need to feel
instrumental in creating a gift” could become a design directive that the solution should “involve the user in
creating the final gift outcome.” You can also back out design principles from potential solutions that you
and users find compelling. Ask yourself what aspects of the solution resonated with users, and those
aspects may be abstracted and formed into design principles.
Design principles should be independent of a specific solution – i.e. useful guidelines regardless of the
particular solution. However, it is helpful to identify the broad solution context to help you develop design
principles. For example, you may know that you are designing a physical space – that would help you
understand how to phrase your principles. In another case, you might know you are creating a gift – but not
know whether it will be physical, digital, or experiential. Still, that context would allow you articulate the
meaningful principle mentioned above to “involve the gift-giver in creating the final outcome.”
:: 25 ::
METHOD
“How Might We” Questions
How Might We . . .?
WHY create how might we questions

“How might we” (HMW) questions are short questions that launch brainstorms. HMWs fall out of your
point-of-view statement or design principles as seeds for your ideation. Create a seed that is broad enough
that there are a wide range of solutions but narrow enough that the team has some helpful boundaries. For
example, between the too narrow “HMW create a cone to eat ice cream without dripping” and the too
broad “HMW redesign dessert” might be the properly scoped “HMW redesign ice cream to be more
portable.” It should be noted, the the proper scope of the seed will vary with the project and how much
progress you have made in your project work.
HOW to generate how might we questions

Begin with your Point of View (POV) or problem statement. Break that larger challenge up into smaller
actionable pieces. Look for aspects of the statement to complete the sentence, “How might we…” It is often
helpful to brainstorm the HMW questions before the solutions brainstorm. For example, consider the
following POV and resulting HMW statements.
:: 26 ::
METHOD
Stoke
WHY stoke
Stoke activities help teams loosen up and become mentally and physically active. Use stoke activities when
energy is wavering, to wake up in the morning, to launch a meeting, or before a brainstorm.
HOW to stoke
Do an activity that gets your creativity going and increases your team members’ engagement with each
other. A good stoke activity not only increases energy but also requires each person to actively engage,
listen, think, and do. For example, when playing Pictionary you must watch a teammate drawing, listen to
other teammates guessing the answer (allowing you to build on those ideas), think of what the answer might
be, and call out guesses yourself. Keep the activity brief (5-10 minutes) and active so you can jump into your
design work after. Many improv games are good stoke activities. Try one of these:
Category, category, die! Line folks up. Name a category (breakfast cereals, vegetables, animals, car
manufacturers). Point at each person in rapid succession, skipping around the group. The player has to
name something in the category. If she does not, everyone yells “die!!” and that player is out for the round.
Sound ball Stand in a circle and throw an imaginary ball to each other. Make eye contact with the person
you are throwing to, and make a noise as you throw it. The catcher should repeat the noise while catching,
and then make a new noise as he throws to next person. Try to increase the speed the ball travels around
the circle. Add a second ball to the circle to increase each person’s awareness.
“Yes, Let’s” Everyone walk around the room randomly, and then one person can make an offer: “Let’s act
like we’re all at a cocktail party,” “Let’s be baby birds,” or “Let’s act like we don’t understand gravity.” Then
everyone should shout in unison the response, “Yes, let’s” and proceed to take the directive by acting it out.
At anytime someone else can yell out the next offer. The answer is always, “Yes, let’s!”
:: 27 :: photo: flickr/James Willamor

METHOD
Brainstorming
WHY brainstorm
Brainstorming is a great way to come up with a lot of ideas that you would not be able to generate by just
sitting down with a pen and paper. The intention of brainstorming is to leverage the collective thinking of
the group, by engaging with each other, listening, and building on other ideas. Conducting a brainstorm also
creates a distinct segment of time when you intentionally turn up the generative part of your brain and turn
down the evaluative part. Brainstorming can be used throughout a design process; of course to come up
with design solutions, but also any time you are trying to come up with ideas, such as planning where to do
empathy work, or thinking about product and services related to your project – as two examples.
HOW to brainstorm
Be intentional about setting aside a period of time when your team will be in “brainstorm mode” – when the
sole goal is to come up with as many ideas as possible, and when judgment of those ideas will not come into
the discussion. Invest energy into a short period of time, such as 15 or 30 minutes of high engagement. Get
in front of a whiteboard or around a table, but take an active posture of standing or sitting upright. Get
close together.
Write down clearly what you are brainstorming. Using a How-Might-We (HMW) question is a great way to
frame a brainstorm (e.g. HMW give each shopper a personal checkout experience?). (See more on the
“’How Might We’” Questions” method card.)
There are at least two ways to capture the ideas of a brainstorming:

1.! Scribe: the scribe legibly and visually captures on the board ideas that team members call out. It is very
important to capture every idea, regardless of your own feelings about each idea.
2.! All-in: Each person will write down each of his or her ideas as they come, and verbally share it with the
group. It is great to do this with post-it notes, so you can write your idea and then stick it on the board.
Follow and (nicely) enforce the brainstorming rules – they are intended to increase your creative output.
:: 28 ::
METHOD
Facilitate a Brainstorm
WHY facilitate a brainstorm

Good facilitation is key to a generative brainstorm. You brainstorm to come up with many, wide-ranging
ideas; a good facilitator sets the stage for the team to be successful doing this.
HOW to facilitate brainstorm

ENERGY – As the facilitator it is your task to keep the ideas flowing. Perhaps the most important aspect of
a successful brainstorm is the seed question that you are brainstorming about (see the “How Might We”
method card for more information). During the brainstorm keep a pulse on the energy of the group. If the
group is slowing down or getting stuck, make an adjustment. Create a variation to the “How-might-
we?” (HMW) statement to get the group thinking in another direction (prepare some HMW options ahead
of time). Or have a few provocative ideas in your back pocket that you can lob in to re-energize the team.
CONSTRAINTS – Add constraints that may spark new ideas. “What if it had to be round?,” “How would
superman do it?,” “How would your spouse design it?,” “How would you design it with the technology of 100
years ago?” Additionally you can create process constraints. Try putting a time limit on each how-might-we
statement; shoot for 50 ideas in 20 minutes.
SPACE – Be mindful about the space in which you conduct a brainstorm. Make sure that there is plenty of
vertical writing area. This allows the group to generate a large number of potential solutions. Strike a
balance between having a footprint that is big enough for everyone, but also is not so large that some
people start to feel removed. A good rule of thumb is that all members of the group should be able to
reach the board in two steps. Also, make sure each person has access to sticky notes and a marker so they
can capture their own thoughts and add them to the board if the scribe cannot keep up with the pace. (See
more about scribing on the “Brainstorming” method card.)
:: 29 ::
METHOD
Selection
WHY brainstorm selection is important

Your brainstorm should generate many, wide-ranging ideas. Now harvest that brainstorm, so those ideas
don’t just sit there on the board. Harvesting is straight forward for some brainstorms (pick a couple of
ideas), but when ideating design solutions give some thought to how you select ideas. Carry forward a
range of those ideas, so you preserve the breadth of solutions and don’t settle only for the safe choice.
HOW to select
In the selection process, don’t narrow too fast. Don’t immediately worry about feasibility. Hang on to the
ideas about which the group is excited, amused, or intrigued. An idea that is not plausible may still have an
aspect within it that is very useful and meaningful.
Different selection techniques can be used, including these three:

1.! Post-it voting – each team member gets three votes and marks three ideas that he or she is attracted to.
Independent voting allows all team members to have a voice.
2.! The four categories method – the method encourages you to hang onto those crazy but meaningful
ideas. Elect one or two ideas for each of these four categories: the rational choice, the most likely to
delight, the darling, and the long shot.
3. Bingo selection method – like the four categories method, this is designed to help preserve innovation
potential. Choose ideas that inspire you to build in different form factors: a physical prototype, a digital
prototype, and an experience prototype.
Carry forward multiple ideas into prototyping. If an idea is so far out there that it seems pointless to test,
ask yourselves what about that solution was attractive, and then test that aspect or integrate it into a new
solution.
:: 30 ::
METHOD
Bodystorming
WHY bodystorm
Bodystorming is a unique method that spans empathy work, ideation, and prototyping. Bodystorming is a
technique of physically experiencing a situation to derive new ideas. It requires setting up an experience -
complete with necessary artifacts and people - and physically “testing” it. Bodystorming can also include
physically changing your space during ideation. What you're focused on here is the way you interact with
your environment and the choices you make while in it.
We bodystorm to generate unexpected ideas that might not be realized by talking or sketching. We
bodystorm to help create empathy in the context of possible solutions for prototyping. If you're stuck in
your ideation phase, you can bodystorm in the context of a half-baked concept to get you thinking about
alternative ideas. Designing a coffee bar? Set up a few foam cubes and "order" a coffee! Bodystorming is
also extremely useful in the context of prototyping concepts. Have a couple concepts you're testing?
Bodystorm with both of them to help you evaluate them. Developing any sort of physical environment
demands at least a few bodystorms.
HOW to bodystorm
This a straight-forward method, but one that is only useful if you fully engage with it. Get physical! If you are
trying to ideate in the context of hospital patients, try walking through the experience to come up with new
ideas. If you are designing products for the elderly, rub some Vaseline on your glasses to view the world
through older eyes. Bodystorm by moving around and becoming aware of the physical spaces and
experiences related to your solutions. Pay close attention to decision-making directly related to your
environment and related emotional reactions. Dig into the "WHY"!
:: 31 :: photo: Deb Meisel and Francisco Franco

METHOD
Impose Constraints
WHY impose constraints

It is a bit counterintuitive, but imposing constraints with intention can actually increase your creative
potential. Try it: Think of as many white things as you can in ten seconds. Now think of white things in your
kitchen. Did the more constrained prompt spark more ideas?
HOW to impose constraints

There are many times throughout the design process when imposing constraints can help you be a more
successful designer. However, being conscious of what filters you place on your design process, and when,
is very important. Imposing a specific constraint on your idea generation is different than rejecting ideas
because of pre-conceived notions of what you are trying to make.
Three areas where imposing constraints can be useful are in ideation, in prototyping, and with time:
IDEATION: During a brainstorm, or when you are ideating with a mindmap, temporarily add a constraint.
This constraint might be “What if it were made for the morning?” or “How would McDonald’s do it?”. Keep
this filter on the ideation for as long as it is useful. (For more, see the “Facilitate a Brainstorm” card.)
PROTOTYPING: In prototyping, particularly in early stages, you build to think. That is, you reverse the
typical direction – of thinking of an idea and then building it – to using building as a tool to ideate. You can
increase the output of this process by imposing constraints. Constrain your materials to push toward faster,
lower resolution prototypes and increase the role of your imagination. Developing a checkout service?
Prototype it with cardboard, Post-its and a Sharpie. Making a mobility device? Do it with cardboard, Post-
its and a Sharpie. Designing an arcade game? Cardboard, Post-its, Sharpie.
Additionally, as with brainstorming, put constraints on the solution itself.
How might you design it . . . for the the blind? Without using plastic? Within the space of an elevator?
TIME: Create artificial deadlines to force a bias toward action. Make two prototypes in an hour. Brainstorm
intensely for 20 minutes. Spend three hours with users by the end of the weekend. Develop a draft of your
point-of-view by the end of the hour.
:: 32 :: photo: flickr/vvvracer
METHOD
Prototype for Empathy
WHY prototype for empathy

It is common practice to test prototypes with users to evaluate solutions, but you can also gain empathy
through prototyping, exposing different information than simple interviewing and observation might. Of
course, whenever you test with a user you should consider both what you can learn about your solution and
what you can learn about the person – you can always use more empathetic understanding.
But you can also develop prototypes or create situations specifically designed to gain empathy, without
testing a solution at all (or even having a solution in mind). This is sometimes called “active empathy”
because you are not an outside observer, you are creating conditions to bring out new information. In the
same way a solution prototype helps you gain understanding about your concept, an empathy prototype
helps you gain understanding about the design space and people’s mindsets about certain issues.
HOW to prototype for empathy

These empathy prototypes are often best used when you have done some work to understand the design
space, and want to dig deeper into a certain area or probe an insight you are developing. Think about what
aspect of the challenge you want to learn more about. Then discuss or brainstorm ways you might
investigate that subject. You can create prototypes for empathy to test with users or with your design team.
Some ideas:
-! Have your user draw something (for example, draw how you think about spending money, or draw how you
get to work) and then talk about it afterward.
-! Create a game that probes issues you want to explore (for example, you could make a simple card game
which forces users to make choices related to your design challenge).
-! Simulate an aspect of what users are going through to better understand it yourself (for example, if your
users plant seeds while carrying a baby, get a sling and carry ten pounds while planting seeds).
:: 33 ::
METHOD
Prototype to Test
WHY prototype to test

Prototyping to test is the iterative generation of low-resolution artifacts that probe different aspects of your
design solution or design space. The fundamental way we test our prototypes is by letting users experience
them and react to them. In creating prototypes to test with users you have the opportunity to examine your
solution decisions as well as your perception of your users and their needs.
HOW to prototype to test

Think about what you are trying to learn with your prototypes, and create low-resolution objects and
scenarios which probe those questions. Staying low-res allows you to pursue many different ideas you
generated without committing to a direction too early on. The objective is not simply to create a mock-up
or scale model of your solution concept; it is to create experiences to which users can react. Bring
resolution to the aspects that are important for what you are trying to test, and save your efforts on other
aspects. You also need to think about the context and testing scenario you will create to get meaningful
feedback. It is not always the case that you can just hand an object to someone on the street and get real
feedback. Test in the context that your solution would actually be used (or approximate the important parts
of that context). For example, if you are creating a consumer food storage system, let users test it in their
kitchens at home – some of the nuanced but important issues will only emerge there.
Some tips for prototyping to test:

Start building. Even if you aren’t sure what you’re doing, the act of picking up some materials (paper, tape,
and found objects are a good way to start!) will be enough to get you going.
Don’t spend too long on one prototype. Move on before you find yourself getting too emotionally attached
to any one prototype.
Build with the user in mind. What do you hope to test with the user? What sorts of behavior do you
expect? Answering these questions will help focus your prototyping and help you receive meaningful
feedback in the testing phase.
ID a variable. Identify what’s being tested with each prototype. A prototype should answer a particular
question when tested.
:: 34 ::
METHOD
Testing with Users
WHY test with users

Testing with users is a fundamental part of a human-centered design approach. You test with users to refine
your solution and also to refine your understanding of the people for whom you are designing. When you
test prototypes you should consider both their feedback on your solution and use the opportunity to gain
more empathy. You are back in a learning and empathy mode when you engage users with a prototype.
HOW to test with users

There are multiple aspects to be aware of when you test with users. One is your prototype, two is the
context and scenario in which you are testing, three is how you interact with the user during testing and
four is how you observe and capture and consider the feedback.
In regard to the first two aspects, you need to test a prototype in a context that give you the best chance
for meaningful feedback; think about how the prototype and the testing scenario interact. If the prototype
is a scenario, think about how to find the proper people (i.e. users relevant to your point-of-view) and get
them in the right mindset so that you get genuine feedback.
Roles
During the testing itself, use intentional team roles, as you would with empathy work:
Host: You help transition the user from reality to your prototype situation and give them the basic context
they need to understand the scenario (don’t over-explain it, let the user discover through the experience).
As the host, you will also likely be the lead questioner when the time comes.
Players: You often need to play certain roles in the scenario to create the prototype experience.
Observers: It is very important to have team members who are solely observers, watching the user
experience the prototype. If you don’t have enough people to run the prototype and observe, videotape
the testing.
Procedure
Use a deliberate procedure when you test.
1. Let your user experience the prototype. Show don’t tell. Put your prototype in the user’s hands (or your
user in the prototype) and give just the minimum context so they understand what to do. Don’t explain your
thinking or reasoning for your prototype.
2. Have them talk through their experience. For example, when appropriate, as the host, ask “Tell me
what you are thinking as you are doing this.”
3. Actively observe. Watch how they use (and misuse!) what you have given them. Don’t immediately
“correct” what your user tester is doing.
4. Follow up with questions. This is important; often this is the most valuable part of testing. “Show me
why this would [not] work for you.” “Can you tell me more about how this made you feel?” “Why?”
Answer questions with questions (i.e “well, what do you think that button does”).
:: 35 ::
METHOD
Prototype to Decide
WHY prototype to decide

Often during the design process, it’s unclear how to proceed forward, particularly when a team reaches a
fork in its decision tree. A prototype can frequently resolve team disagreements and help a team decide
which design direction to pursue without having to compromise. The best way to resolve team conflicts
about design elements is to prototype and evaluate them with users. Making and evaluating a prototype can
be the best way to inform design decisions. If an idea has been prototyped and passes muster with the
group, it’s a good sign that the idea is worth pursuing further.
HOW to prototype to decide

Staying as low-resolution as possible, develop models of potential design candidates. Be sure to distill the
design problem down to discrete elements so you can isolate and be mindful of the variable you are testing.
Then try out the prototypes within your team, outsider peers, or, even better, take your prototypes to users
and get their feedback.
:: 36 ::
METHOD
Identify a Variable
WHY identify a variable

Identifying a variable you want to test helps you understand what kind of prototype you are going to create.
Most prototypes should not simply be mock-ups of a solution you have in mind. Instead, create prototypes
– which may not look like or wholly represent your solutions at all – that help you learn about specific
aspects of your solution or mindsets of your users. When you identify a variable you can save energy in not
creating all the facets of a complicated solution, and, more importantly, the results of testing with users will
often be more conclusive and nuanced.
Incorporating too many variables into one prototype can water down the feedback you’ll get from your
users – what was it were they responding to? You might never find out. Identifying a variable also gives you
the opportunity to create multiple prototypes, each varying in the one property. Giving a user tester a
choice and the ability to make comparisons often results in more useful feedback because that person is
encouraged to promote one option over another (rather than a less useful “I like it” response you might get
with one prototype).
HOW to identify a variable

Prototype with a purpose; think about what you are trying to learn by making a prototype. Identify one
variable to flesh out and test with each prototype you build. Bring resolution to that aspect of the
prototype. Remember a prototype doesn’t have be, or even look like the solution idea. You might want to
know how heavy a device should be. You can create prototypes of varied weight, without making each one
operable. In another example, you may want to find out if users prefer getting delivery or picking up
themselves – you may not even need to put anything in the box to test this.
:: 37 ::
METHOD
User-Driven Prototyping
WHY create a user-driven prototype

Whenever you engage a user with a prototype, you are trying to better understand him and perhaps his
reaction to your solution-in-progress. Often with prototypes, we ask the user to experience something we
created, and we gain insight by observing their reaction and by talking to them about the experience. The
intention with a user-driven prototype is to gain understanding by watching the user create something,
rather than try something that you developed.
The value of a user-driven prototype is that different assumptions and desires are revealed when the user is
asked to create aspects of the design, rather than just evaluate or experience the prototype. The goal is
not to take what they made and integrate it into your design, but rather to understand their thinking and
perhaps reveal needs and features that you may not have thought of.
User-driven prototypes are often useful in early empathy work, as a way to facilitate a different kind of
conversation. User-driven prototypes are also useful after you have determined the context and form-
factor of your solution, to help think about some of the features and details of that solution.
HOW to create a user-driven prototype

The approach to creating a user-driven prototype is to set up a format for your users to create something
which leads to your understanding of how they are thinking. As an example, if you were creating a website
to allow users to create custom t-shirts, a traditional early-stage prototype might be a mock-up of the
webpage with the features and buttons that you think might be appropriate. A user-driven prototype could
be to give your user a blank piece of paper and ask her to draw what she thinks the features should be. You
might provide a light scaffolding to get her going, such as a piece of paper with boxes in the layout of a
possible website, and then ask her to create the content for those boxes. Of course, there is an entire
spectrum of how much you provide and how much you ask your user to create. You need to find the
balance, depending on your project progress, for a prototype that is scaffolded enough that the user feels
that she can be generative, but open enough that you learn outside of your own biases and assumptions.
Other examples of user-driven prototypes include: asking a user to draw something (“draw how you think
about going to the doctor”), to make an object with simple materials (“make a bag for diapers and baby
supplies, using this paper and tape”), or to compile things (“tear out pictures from these magazines that
represent your ideal mall shopping experience”).
:: 38 :: photo: flickr/ivt-ntnu
METHOD
Wizard of Oz Prototyping
WHY create a Wizard-of-Oz prototype

You use a Wizard-of-Oz prototype to fake functionality that you want to test with users, thus saving you the
time and resources of actually creating the functionality before you refine it through testing. Just like the
small man behind the curtain faked the power of the wizard of oz, your design team can fake features that
you want to test. Wizard-of-Oz prototypes often refer to prototypes of digital systems, in which the user
thinks the response is computer-driven, when in fact it is human controlled.
HOW create a Wizard-of-Oz prototype

Creating a Wizard-of-Oz prototype starts with determining what you want to test or explore. It is often the
case that you want to test something that requires great effort to create, like coding a digital interface, but
you need to learn more before it makes sense to invest that effort. Figure out how to fake the functionality
you need to give the user an authentic experience from their viewpoint. Often leveraging existing tools can
be very powerful: Twitter, email systems, Skype, instant messengers, Powerpoint to fake a website,
projectors, computer screens repurposed in a new skin, etc. Combine tools such as these with your human
intervention behind the scenes, and you can create a realistic prototype. The concept can certainly be
extended beyond the digital realm, to create physical prototypes. For example, you could prototype a
vending machine without creating the mechanics and use a hidden person to deliver the selected
purchases.
A good example of a wizard-of-oz prototype is from the company Aardvark. Aardvark connects people with
questions with people best-qualified to answer via a digital interface over the internet. To create the
network and algorithm to do this would require significant coding, but the team wanted to test user’s
reaction to the interface well before the coding was completed. They used an instant messaging system
and a team of people behind the scenes to physically reroute questions and answers to the right people.
The result is they learned a lot and developed their concept notably without investing coding resources.
:: 39 :: photo: flickr/kaptainkobold
METHOD
Feedback Capture Grid
WHY use a feedback capture grid

Use a feedback capture grid to facilitate real-time capture, or post-mortem unpacking, of feedback on
presentations and prototypes – times when presenter-critiquer interaction is anticipated. This can be used
either to give feedback on progress within the design team or to capture a user’s feedback about a
prototype. You use the grid because it helps you be systematic about feedback, and more intentional about
capturing thoughts in the four different areas.
HOW to use a feedback capture grid

1. Section off a blank page or whiteboard into quadrants.
2. Draw a plus in the upper left quadrant, a delta in the upper right quadrant, a question mark in the lower
left quadrant, and a light bulb in the lower right quadrant.
It's pretty simple, really. Fill the four quadrants with your or a user’s feedback. Things one likes or finds
notable, place in the upper left; constructive criticism goes in the upper right; questions that the experience
raised go in the lower left; ideas that the experience or presentation spurred go in the lower right. If you
are giving feedback yourself, strive to give input in each quadrant (especially the upper two: both “likes”
and “wishes”).
:: 40 ::
METHOD
Storytelling
WHY storytelling over other forms of communication

It seems stories are hard-wired into our psyche. People have been passing information along via storytelling
for as long as humans have had a rich language to draw from. Stories are a great way to connect people
with ideas, at a human level. A well-told story – focused on sharing pertinent details that express surprising
meaning and underlying emotions – effects the emotions and the intellect simultaneously.
HOW to design a story

What’s the point? Know what you intend to convey both narratively and emotionally. You should be able to
describe the essence of the transformation of your character in one sentence & the tone of the story in a
couple of words. Be able to articulate the emotional tone in a couple of words.
Be Authentic: Stories are more powerful when they include a little bit of you. Honest expression is stronger
and more resonant than cliché .
Character-Driven: Characters are a great vehicle through which to express deep human needs and generate
empathy and interest from your audience. Focus on character.
Dramatic Action: Your story should have 3 components: Action, Conflict, and Transformation.
Action: What is the character trying to do? What actions are they taking to achieve it?
Conflict: What is in her way? What questions linger beneath the surface?
Transformation: What is the big insight? How do the action & conflict resolve?
Details: “Behind all behavior lies emotion.” What details can you share about your character and their
situation that will suggest the emotions that lie beneath?
Design Process is a Built in Story: Use what you’ve learned during the design process.
Empathy maps well to Character. Needs map to Conflict, Insights + Solutions map to Transformation.
:: 41 :: photo: flickr/gpwarlow
METHOD
Shooting Video
WHY video
Video is a powerful medium for communicating ideas, insights & stories. Planning ahead, but staying open to
possibility will give you the best chance of stumbling on a magical moment. Know what you are trying to do
and be aggressive about communicating it in the frame. If it’s not in the frame, it doesn’t exist.
HOW to shoot video

Tips:
Direct Attention:
1.! Know your intention. What are you trying to highlight? How do you want it to feel?
2.! Bias toward tight framing.
3.! Figure Ground: Get a good contrast between the subject & the background.
4.! Be conscious of light sources & shadows on your subject.
5.! Follow the rule of thirds, frame off-center.
Plan to Improvise: Know what you want, be flexible about how you get it.
1.! Plan Ahead: Storyboard out your idea. Iterate!
2.! Get Lucky: Follow your curiosity on the day of your shoot.
3.! Overshoot! Get more than you think you need! More stuff gives you more options when
editing. Longer takes allow you some wiggle room for transitions.
Audio is Important!!! Remember the 2 rules:

1.! Mic close to the subject.
2.! Point away from (undesired) noise.
:: 42 :: photo: flickr/christianhaugen
METHOD
Video Editing
WHY video, why quick editing

Video is a powerful medium for communicating ideas, insights and stories; editing can make or break a
video: the story is supported or undermined by the way a video is sequenced, paced, & scored. Editing can
also be very time consuming so how you work is important in maintaining progress.
HOW to edit quickly & create compelling videos

Tips:
Make rough cut of the whole film then go into details. Iterate.
Keep it simple; avoid superfluous animated transitions.
Shorter is almost always better.
Sound is more important than picture.
Cut early: when in doubt, edit shorter cuts.
Critical eye: don’t fall in love with it.
Choose a style that works with quick cuts – don’t get swallowed up by the mechanics.
Music is very powerful: use it wisely.
:: 43 :: photo: flickr/filmingilman
METHOD
I Like, I Wish, What If
WHY use I Like, I Wish, What if

Designers rely on personal communication and, particularly, feedback, during design work. You request
feedback from users about your solution concepts , and you seek feedback from colleagues about design
frameworks you are developing. Outside the project itself, fellow designers need to communicate how they
are working together as a team. Feedback is best given with I-statements. For example, “I sometimes feel
you don’t listen to me” instead of “You don’t listen to a word I say.”
Specifically, “I like, I wish, What if” (IL/IW/WI) is a simple tool to encourage open feedback.
HOW to use I Like, I Wish, What if

The IL/IW/WI method is almost too simple to write down, but too useful not to mention. The format can be
used for groups as small as a pair and as large as 100. The simple structure helps encourage constructive
feedback. You meet as a group and any person can express a “Like,” a “Wish,” or a “What if” succinctly as a
headline. For example you might say one of the following:
“I like how we broke our team into pairs to work.”
“I wish we would have met to discuss our plan before the user testing.”
“What if we got new team members up to speed with a hack-a-thon?”
The third option “What if. . .” has variants of “I wonder . . .” and “How to . . .”
Use what works for your team.
As a group, share dozens of thoughts in a session. It is useful to have one person capture the feedback (type
or write each headline). Listen to the feedback; you don’t need to respond at that moment. Use your
judgment as a team to decide if you want to discuss certain topics that arise.
:: 44 ::

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Design Thinking

S-1: Why Design Thinking?

“What is” refers to the present.

“What if” builds on the present to envision a new

“What wows” helps teams focus on solutions that

“What works” tests possible solutions with actual

• What’s your mindset?

• Microsoft, under the leadership of Satya Nadella,

• Annual event that encourages employees to step

• Managers and organizational

• In the VUCA world, we need

Name: Name: Name:

What am I curious about What am I curious about What am I curious about

1. Ability to identify POG.

Source: Ca gan & Vogel (2002) SET - PoG

Question 1: What do I already know about my

Focus Relevant Trends Big Uncertainties

Ethnographic research is a qualitative method

1. Set the Scene:

2. Observe the Physical Space:

3. Observe the people:

4. Observe Group Interactions:

5. Observe non-verbal behaviours:

6. Just the Facts:

7. Record with your hands and with tools:

8. Zero in on the Unexpected:

Conversation with users to:

1. Select people to interview. Identify specific individuals

2. Develop an interview guide.

3. Maked contact and schedule your interviews.

4. Conduct your interview.

5. Be curious about everything.

6. Capture your findings.

The bootleg is a working document, which captures some of the teaching we

Focus on Human Values Craft Clarity

Embrace Experimentation Be Mindful Of Process

Bias Toward Action Radical Collaboration

WHAT is the empathize mode

WHAT is the define mode

As a test, a good point of view (POV) is one that:

WHAT is the ideate mode

WHAT is the prototype mode

WHAT is the test mode

WHY assume a beginner’s mindset

HOW to assume a beginner’s mindset

What? | How? | Why?

WHY use What? | How? | Why?

HOW to use What? | How? | Why?

User Camera Study

WHY do a user camera study

HOW to do a user camera study

WHY prepare for an interview

HOW to prepare for an interview

Identify and order themes

:: 10 :: Visual adapted from Michael Barry, Point Forward

WHY engage with extreme users

HOW to engage extreme users

WHY use analogous empathy

HOW to use analogous empathy

Brainstorm opportunities for analogous spaces