D E S IG N TH IN KIN G PROCESS

• Design Thinking is a design methodology that provides a solution-based

approach to solving problems.
• Design thinking is a non-linear, iterative process that teams use to understand
users,challenge assumptions,redefine problems and create innovative solutions
to prototype and test.
• Involving five phases—Empathize,Define,Ideate,Prototype andTest—it is most
useful to tackle problems that are ill-defined or unknown.
 1. E M P A T H I Z E - RESEARCH Y O U R
USERS' NEEDS

• First stage of the design thinkingprocess.

• you should gain an empathetic understanding of the problem you’re
trying to solve, typically through user research.
• Empathy is crucial to a human-centered design process such as design
thinking because it allows you to set aside your own assumptions
about the world and gain real insightinto users and their needs.
• Depending on time constraints, a substantial amount of information is
gathered at this stage to use during the next stage and to develop the
best possible understanding of the users, their needs, and the problems
that underlie the development of that particular product.
 1. E M P A T H I Z E - RESEARCH Y O U R
USERS' NEEDS

• 3 steps
• Observe
• How users interact with their environment.
• Capture quotes,behaviorsand other notes that reflecttheir experience.
• Notice what they think,feel,need
• Engage
• Interviews scheduled or ad-hoc
• Learn how to ask the right questions
• Immerse
• Find ways“to get into the user’s shoes”
• Best way to understand the users’ needs
 2. D E F I N E - STATE Y O U R USERS' NEEDS
A N D PROBLEMS

• During the Define stage,you put togetherthe informationyou have

created and gathered duringthe Empathize stage.
• Then analyze your observations and synthesizethem to define the
core problems you and your team have identified up to this point
• These definitions are called problemstatements.
• Problem statements are concise descriptions of design problems.
• Design teams use them to define the current and ideal states,to freely find
user-centered solutions.
 2. D E F I N E - STATE Y O U R USERS' NEEDS
A N D PROBLEMS

• Synthesizeyour observations about your users from the Empathizestage

• Definition of a meaningful and actionable problem statement, which the design
thinker will focus on solving
• A great definition of your problem statement => kick start the ideation process
(third stage) in the right direction.
• unpack your empathy findings into needs and insights and scope ameaningful
challenge
• Define your Point ofView – meaningful and actionable problem statement
• Preserves emotion andthe individualyou’re designing for.
• Includes strong language.
• Uses sensical wording.
• Includes a strong insight.
• Generateslots of possibilities
 DEFINE TO O L S

• Point of View
• You articulate a POV by combining these three elements – user, need, and insight.
• Insert your information about your user, the needs and your insights in the following
sentence:
• [User ...(descriptive)] needs [need ...(verb)] because [insight...(compelling)]
• How might we?
• Short questions that launch brainstorms
• Seeds for ideation
• Come out form the point of view statement
 DEFINE TO O L S

• Wh y - How Ladder
• Used to finduser needs and ways to possibly solve them
• Step 1:Identify a few meaningfuluser needs and write them at the bottom of a piece of
paper.
• Step 2:Ladder up from that need,asking“why?”
• For example, why would a user “need to see a link between a product and the
process that creates it?” because the user,“needs confidence that it won’t harm their
health by understandingits origin.”
• Step 3:Ask why again,and continue to ladder from that same need.
• At a certain point,you’ll reach a very common,abstract need such as,“theneed to be
healthy.”This is the top of the ladder.
• Step 4:C limb back down the ladder asking“how?”
• This will give you ideasfor how to address the needs
 3. I D E A T E - C H A L L E N G E A S S U M P TI O N S
A N D CREATE IDEAS

• You are now ready to generate ideas

• The solid background of knowledge from the first two phases means you
can start to “think outside the box”, look for alternative ways to view the
problem and identify innovative solutions to the problem statement you’ve
created.
• It is important to get as many ideas or problem solutions as possible at the
beginning of the Ideation phase.
• Brainstorming is particularly useful here.
• Brainstorming is a method design teams use to generate ideas to solve clearly
defined design problems.
• You should pick some other Ideation techniques by the end of the Ideation
phase to help you investigate and test your ideas so you can find the best
way to either solve a problem or provide the elements required to
circumvent it.
 H O W TO IDEATE

• Ideate = transition from identifying problems to exploringsolutions

• Ideation is leveraged to:
• Harness the collective perspectivesand strengths of your team.
• Step beyond obvious solutions and drive innovation.
• Uncover unexpected areas of exploration.
• Create fluency (volume) and flexibility (variety) in your innovation options.
• Fluctuate betweenfocus and flare
 IDEATE - B R A IN W R ITE

• The participants write down theirideas on paper

• They pass on their own piece of paper to anotherparticipant
• The other participant elaborates on the firstperson’s ideas and so
forth.
• Another few minutes later,the individual participants will again pass
theirpaperson to someone else and so the process continues.
• The process takes 15 minutes
• Ideas are discussed afterwards
 IDEATE – C H A L L E N G E A S S U MP TIO N S

• Identify the assumptions you have about the product you’re building
(especially if you’re stuck)
• Challenge theseassumptions
• Are they fixed because they are crucial aspects or because we have been
accustomed to them?
• Very important step if the empathy stage wasn’t well done and there were
many things assumed about the users and their context
 IDEATE - MIN D MA P

• Process throughwhich the participants build a web of relationships

• Participants writea problemstatement
• Theywrite solutions
• Link statements and solutions between them
IDEATE – CREATIVE PAUSE
 4. P R O T O T Y P E - START TO CREATE
S O L U TIO N S

• This is an experimental phase.

• The aim is to identify the best possible solution for each problem
found.

• Prototypes may be shared and tested withinthe team and a small

group of people outside the design team.

• The solutions are investigated and either accepted,improved and re-

examined, or rejected.

• By the end of this stage,the design teamwill have a better idea of the
constraints inherent to the product.
 L O W FIDELITY PROTOTYPING

• Use basic models or examples

• Just some features
• Methods
• Storyboarding.
• Sketching
• Card sorting.
 L O W FIDELITY PROTOTYPING

PROS CONS
• Quick and inexpensive. • Lack of realism. basic and sometimes sketchy
nature
• Possible to make instant changesand test new
iterations. • Depending on your product, the production
• Disposable/throw-away. of low-fi prototypes may not be appropriate
for your intended users.
• Enables the designer to gain an overall view of the
product using minimal time andeffort, • Such prototypesoften remove control from the
user,
• N o advancedtechnicalskills required
• Encouragesand fosters design thinking.
 H IG H FIDELITY PROTOTYPING

• Look and operate closer to the finished product

• For example,a 3D plastic model withmovable parts (allowing users to

manipulate and interact with a device in the same manneras the final
design) is high-fi in comparison to,say,a wooden block.
 H IG H FIDELITY PROTOTYPING

PROS CONS
• Engaging: the stakeholders can instantly see their • They generallytake much longer to produce than
vision realized and will be able to judge how well it low-fi prototypes.
meets their expectations,wants and needs.
• Test users are more inclined to focus and
• The closer the prototype is to the finished product, comment on superficial characteristics,as
the more confidence the design team will have in how opposed to the content
people will respond to, interact with and perceive the
design. • After devoting hours and hours of time producing an
accurate model designers are often hesitate to
make changes.
• Software prototypes may give test users a false
impression of how good the finished article may be.
• Making changes to prototypes can take a long time
 5. T E S T - TRY Y O U R S O L U TIO N S O U T

• This is the final stage of the 5 stage-model, but in an

iterative process
• Evaluators rigorously test the prototypes
• Although this is the final phase, design thinking is
iterative.
• Can return to previous stages
• Even during this phase, alterations and refinements are
made
 5. T E S T - TRY Y O U R S O L U TIO N S O U T

• Chance to gather feedback,refine solutions,and continue to learn

about your users.
• The test mode is an iterative mode in which you place low-resolution
prototypes.
• Prototype as if you know you’re right,but test as if you know you’re
wrong
 TESTING W ITH USERS

• Allows you to learn about the solution you created but also about the
users (builds empathy)
• Let your user experiencethe prototype.
• Show don’t tell. Put your prototype in the user’s hands
• Have themtalk through their experience.
• Actively observe.
• Don’t immediately“correct” your user.
• Watch how theyuse (and misuse) your prototype.
• Follow up with questions.
• This is often the most valuable part.
 TEST – FEEDBACK CAPTURE MATRIX

• Real-time capture of feedback on presentations and

prototypes
• Arranges thoughts and ideas into four categories for easy
assessment
• Fill in the matrix as you give or receive feedback.
• 1st quadrant:Constructivecriticism
• 2nd quadrant:Place thingsone likes or finds notable
• 3rd quadrant:Q uestions raised
• 4th quadrant:new ideas spurred
 D E S IG N TH IN KIN G

• Overall, you should understand that these stages are different modes
which contribute to the entire design project, rather than sequential
steps.
• Your goal throughoutis to gain the deepest understanding of the users
and what their ideal solution/product would be.
 D IV E R G E N T TH IN KIN G

• It is a thought process or method used to generate creative

ideas by exploring many possible solutions.

• It typically occurs in a spontaneous, free-flowing, "non-linear"

manner

• D ivergent thinking uses the imagination to open the mind to

new possibilities and solutions,and ultimately become more
innovative.
 C O N V E R G E N T THIN KIN G

• It is the opposite of divergent thinking.

• It generally means the ability to give the "correct" answer.
• Thoughts from divergent thinking can be narrowed down
to the most promising ideas and solutions.
 D IVER G ENT T H I N K I N G
VS
CONVERGENT THINKING
List out some uses of pen other than writing
List out some uses of fork other than eating aid
 D E S IG N TH IN KIN G IN A TEAM
E N V IR O N ME N T

• Members of a Design Thinking team need to be open minded, curious,

collaborative and allow their assumptions to be challenged, ready for change,
and be adaptable.
• Cross-disciplinary teams will provide you with the best results.
• Teams may consist of people unfamiliar with each other, with external
specialists
• To make a Design Thinking project successful,weneedT-shaped people.
• T-shaped people have a depth of knowledge and experience in their own fields
but they can also reach out and connect with others horizontally and create
meaningful collaborations.
• All team members should be encouraged to respect each other's inputs
 SOME OF THE AIMS OF D E S IG N
TH IN KIN G ' S APPROACH ARE TO CREATE:

• Greater inclusiveness (quality of covering or dealing witha range of

subjects/areas)
• Better team cohesion (fact of forming aunited whole)
• Higher levels of collaboration and interaction -increased creative
confidence

• Everyone thinks,feels,and experiences things differently.D ifferences

are what we need.
 CASE STUDIES

1. Design Thinking Case Study: Innovation at Apple

• https://www.designorate.com/design-thinking-case-study-innovation-at-apple/
2 . H ow W e Design on the U berEAT S Team
• https://medium.com/uber-design/how-we-design-on-the-ubereats-team-ff7c41fffb76
3. IBM :Design Thinking A daptation andA doption at Scale
• https://thisisdesignthinking.net/2019/07/ibm-design-thinking-adaptation-adoption-at-
scale/
 REFERENCES

• https://www.interaction-design.org/literature/article/5-stages-in-the-design-thinking-process
• https://www.interaction-design.org/literature/article/what-is-design-thinking-and-whyis-it-so-
popular
• Stanford dschool Design Thinking Bootleg
https://static1.squarespace.com/static/57c6b79629687fde090a0fdd/t/5b19b2f2aa4a99e99b26b6bb
/1528410876119/dschool_bootleg_deck_2018_final_sm+%282%29.pdf
• Design Thinking 101 - https://media.nngroup.com/media/articles/attachments/Designthinking-101-
NNG.pdf
• https://hbr.org/2018/09/why-design-thinking-works
• How to Create an Effective Customer Journey Map [Examples + Template]
• Bodystorm| Interaction Design Foundation
• Building Empathy with Analogies - Building-Empathy-with-Analogies.pdf
• Bodystorming | Design Research Techniques
• https://pidoco.com/en/help/ux/card-sorting