DT TOPIC WISE NOTES - SHREYASH

What is Design Thinking?

Design thinking is a problem-solving approach that emphasizes empathy,

experimentation, and iteration. It is a methodology for creating innovative solutions
to complex problems by focusing on the needs of users and customers.

How Does Design Thinking Work?

H
AS
By employing design thinking, we pull together what’s desirable from a human
point of view with what is technologically feasible and economically viable. It also
allows those who aren't trained as designers to use creative techniques, methods,
and mindsets to address a vast range of challenges.
EY
 Desirability: What makes sense to people and for people?
 Feasibility: What is technically possible within the foreseeable future
 Viability: What is likely to become part of a sustainable business model?
R

The design thinking process starts with taking action and understanding the right
questions. It’s about embracing simple mindset shifts and tackling problems from
a new direction.
SH

Design thinking can help your team or organization:

 Understand the unmet needs of the people you’re creating for

(customers, clients, students, users, etc...).
 Reduce the risk associated with launching new ideas, products, and
services.
 Generate solutions that are revolutionary, not just incremental.
 Learn and iterate faster.
 Collaborate better and tap into the creative potential of individuals and
teams.
Design Thinking Applications:
Design thinking is applicable no matter your role or industry. Whether you work in
business, government, education, or nonprofit, design thinking can help you
develop innovative solutions based on the needs of your customers. See case
studies showcasing the impact of design thinking across a variety of industries and
practices.

Stages of design thinking

thinking typically involves the following stages:

H
Empathize: Understand the needs, wants, and pain points of the users or
customers by conducting research, interviews, and observations.

AS
Define: Synthesize the insights from the empathize stage to define the problem or
challenge that needs to be addressed.
EY
Ideate: Generate a wide range of ideas and potential solutions to the problem or
challenge through brainstorming and other creative techniques.
R

Prototype: Create quick and low-fidelity prototypes of the most promising ideas to
test and refine.
SH

Test: Test the prototypes with users or customers to gather feedback and iterate
on the design.

problem discovery is a critical first step in the problem-solving process. It is the

stage where designers seek to understand the problem that they are trying to
solve, and to identify the needs and perspectives of the users who are affected by
the problem.

introduction to problem discovery

In design thinking, problem discovery typically involves empathizing with the users
or customers who are impacted by the problem. This may involve conducting
research, such as interviews, surveys, or observations, to gain insights into the
user's needs, goals, pain points, and behaviors.

Designers may also use tools such as personas, customer journey maps, and
empathy maps to help visualize and understand the user's perspective. These
tools can help designers to identify patterns and themes in the user's experience,
and to gain a deeper understanding of the problem and its root causes.

H
Once the problem has been defined, designers can then move on to the ideation
and prototyping stages of the design thinking process, where they generate and

AS
test potential solutions to the problem. By starting with a strong understanding of
the problem and the needs of the users, designers can create more effective and
impactful solutions that are more likely to meet the needs of the users and achieve
the desired outcomes.
people centered design approach and methodology
EY
The people-centered design approach is a methodology that prioritizes the needs
and perspectives of users in the design process. It is an approach that seeks to
understand the users' needs and goals, and to create solutions that meet those
needs in a meaningful and impactful way. The people-centered design approach
R

typically involves the following key steps:

SH

Empathize: The first step in the people-centered design approach is to empathize

with the users. This involves understanding the users' needs, goals, and pain
points by observing, interviewing, and conducting research. This helps designers
gain a deeper understanding of the user's context and experiences.

Define: The next step is to define the problem or challenge that needs to be solved.
This involves synthesizing the insights from the empathy stage to define the
problem in a way that is focused and actionable.
Ideate: The ideation stage involves generating a wide range of ideas and potential
solutions to the problem through brainstorming and other creative techniques. This
encourages divergent thinking and helps to identify new and innovative solutions.

Prototype: The prototype stage involves creating quick and low-fidelity prototypes
of the most promising ideas to test and refine. This helps designers to get feedback
from users and stakeholders early in the design process, and to refine the solutions
based on their feedback.

Test: The final stage is to test the prototypes with users or customers to gather

H
feedback and iterate on the design. This helps to refine the solution and ensure
that it meets the user's needs and achieves the desired outcomes.

AS
Throughout the people-centered design process, designers seek to involve users
and stakeholders in the process, to ensure that their perspectives and feedback
are incorporated into the final solution. This helps to create solutions that are more
EY
effective, impactful, and meaningful for the users. The people-centered design
approach can be applied to a wide range of design challenges, from product design
to service delivery to organizational change.
R

The 4 phases of the human-centered design process

SH

The human-centered design process typically consists of 4 phases.

1. Inspiration

The goal of human-centered design is to find the right solution for the problem that
people experience, and inspiration plays a vital role in this process. Inspiration is
learning about people, their needs and wants, and finding problems that you need
to solve to make their lives better. As a phase of the design process, inspiration
implies discovery—finding people you want to build a product for and asking them
questions in an attempt to find out what problems they face (typically, by observing
the problem within its context of use).
As product designers immerse themselves in the problem and community of users,
this helps them identify the opportunities for their future products. Note that
immersion of yourself within the problem and community should be done while
being safe and respecting any governing laws related to COVID-19, though all that
might be required is immersing yourself within an online community..

2. Ideation

This phase involves an in-depth analysis of a problem space. Product design

teams conduct a series of brainstorming sessions in which they come up with ideas
on how to solve the problems and conceptualize the ideas (create models of the
designs). They evaluate every idea together and select the most promising ideas

H
that later will be prototyped and tested. A mind map can be very useful during
ideation sessions because it helps to quickly visualize a system or a process.

AS
3. Implementation

Implementation is the process of turning ideas into tangible solutions. At this step,
product teams invest time in prototyping. Depending on the level of maturity of the
ideas, the prototypes can be anything from low-fidelity clickable wireframes, to
EY
fully-functioning high-fidelity solutions that look and work almost like finished
products. The key idea of prototyping is to simulate the interaction with the design
and this simulation helps to evaluate the design overall..
R

4. Validation

Validation is where a product team tests their prototypes with real users. Validation
SH

will help a team close the gap between what people say they need versus what
people really need. Testing prototypes in real life (namely, giving a prototype to
your users, and asking them to complete some of the tasks as they naturally would
if they owned the product) will help you see what works for your users as well as
what challenges they face while interacting with a product. In this way, you’ll be
able to identify points of friction).

difference between creativity and innovation

Definition of Creativity

Creativity is the characteristic of a person to generate new ideas, alternatives,

solutions, and possibilities in a unique and different way.
Creativity is the ability to conceive something unpredictable, original and unique.
It must be expressive, exciting and imaginative. It is the mirror of how beautifully a
person can think in any given circumstance.

It is not genetic but can be developed if someone keeps on learning and

comprehending things with a rare and exclusive perception. Creativity is a
brainstorming and mind-blogging activity in which a person has to think beyond his
imagination for bringing something worthwhile. It is an activity of unveiling
something which was previously hidden.

Definition of Innovation

Innovation is an act of application of new ideas to which creates some value for

H
the business organization, government, and society as well. Better and smarter
way of doing anything is innovation. It could be the introduction of:

AS
 New technology.
 New product line or segment.
 A new method of production.
 An improvement in the existing product.
EY
Innovation is closely tied to creativity i.e. putting creative ideas into action is an
innovation, whose consequences should be positive. It is the process of doing
something better for the first time, which was not previously done by any entity. It
can also be termed as a change which can bring a new edge to the performance
and productivity of the company. It is of two types i.e. evolutionary and
R

revolutionary.
SH

S.NO. CREATIVITY INNOVATION

1. Creativity is the process of On the other hand, innovation is the process

creating new products. of implementing ideas and technologies so
that the goods and services are renewed.

2. Creativity can be tangible or Innovation is majorly intangible.

intangible.

3. The word create/ creativity The word innovation came into being in the
was first used in the 14th 16th century.
century.
 4. In creativity, new products In innovation, new ideas and technologies
are formed. regarding goods and services are formed.

5. Creativity is an imaginative Innovation is a productive process.

process.

6. Creativity is related to Innovation is related to introducing new ideas

brainstorming and thinking and technologies to carry out production
about new ideas. smoothly and efficiently.

7. There is no money There is money consumption in innovation.

consumption in creativity.

H
8. The risk factor is negligible The risk factor is quite apparent in innovation.
in creativity.

AS
9. Creativity is about Innovation is all about bringing change.
formation.

10. Creativity is immeasurable Innovation is measurable and quantifiable.

and cannot be quantified.
EY
11. Creativity precedes Creativity is succeeded by innovation.
innovation.

12. Creativity may or may not Innovation involves an organization for the
R

involve an organization. production of services and goods.

13. Creativity does not depend Innovation depends upon the monetary
SH

on materialistic things. factor, i.e., how to implement the ideas into

profit-earning.

14. The novel ideas are Inventions are communicated through

communicated through innovation.
creativity.

Types of Creativity
1. Deliberate and Cognitive Creativity: People who have this kind of
creativity are considered to be purposeful. Such people are knowledgeable,
and they use their skills to perform a particular course of action. People
 having this kind of creativity are good at research-work, problem-solving,
and investigation.
2. Deliberate and Emotional Creativity: As the name suggests, people under
this category are emotional and are driven by their emotions. The creativity
of such people is balanced.
3. Spontaneous and Cognitive Creativity: People under this category do not
over-think. Such people instantly look for solutions. People are spontaneous
in their theories and solutions.
4. Spontaneous and Emotional Creativity: People under this kind of
creativity are spontaneous and are driven by their emotions. This kind of

H
creativity is required for scientific breakthroughs, spiritual discoveries, and
philosophical ideas.

Types of Innovation

AS
1. Incremental Innovation: It is a common type of innovation. In this, the
existing technology is increased and utilized to have a greater output.
EY
2. Disruptive Innovation: The other name of disruptive innovation is stealth
innovation. In this, the new technologies are applied in the company to have
a position in the market.
3. Architectural Innovation: In this type of innovation, the skills and
R

technologies are updated and applied in different markets. It is done in order

to increase customers and satisfy the existing ones.
SH

4. Radical Innovation: Radical innovation is defined as the way of thinking

during the process of innovation. New industries are formed with the help of
this innovation.

design thinking process

Design thinking is a process for creative problem-solving. Rather than a one-shoe-

fits-all mindset, it encourages a holistic view where uncertainty and ambiguity are
welcomed and embraced as to consider all sides of a problem. A design mindset
can be applied to any life situation, and it aids in considering the bigger picture and
informatively acting accordingly.
The method is steeped in a deep belief that the end-user should be at the heart of
all decision-making. The benefit of design thinking is that, through empathy for
your customer, consumer, or client, you are able to create products and
experiences that truly help people and even change lives.

In this article, we’ll explore the five-step process that enables teams to come up
with impactful solutions to real problems that are vetted by the people they intend
to serve before they’ve even been built.

H
The 5-Step Design Thinking Process

1. Empathize

AS
The first stage of the design process is to understand the perspective of the target
EY
audience/customer/consumer to identify and address the problem at hand. To do
this, design thinkers are encouraged to cast aside all assumptions
(because assumptions can stifle innovation!) about the problem, the consumers,
and the world at large. This allows them to objectively consider any and all
possibilities about the customers and their needs.
R

Typical activities:
 Observations: You’ll go where your users go and see what they care about.
SH

 Qualitative Interviews: You’ll hold one-on-one interviews with a handful of

your users to understand their attitudes on the topic you are exploring.
Asking someone to tell a story about the last time they experienced the
problem you’re investigating provides a rich description that highlights
details you might not have otherwise considered.
Immersions: Step into your user’s shoes so you can feel and experience their day-
to-day.

Tools like empathy maps can be a great way to consolidate all of the valuable
information gleaned from interviews. Empathy maps capture what people do, say,
think, and feel in the context of the problem. They help colleagues understand the
context of the problem and how people experience it, too.
 H
AS
EY
R
SH

2. Define
Putting together all of the information gathered in the first stage, the next step is to
define the problem statement clearly. The resulting problem statement should be
captured in human-centered terms rather than focused on business goals. For
example, instead of setting a goal to increase signups by 5%, a human-centered
target would be to help busy moms provide healthy food for their families.
Based on the frustrations you observed or heard about, come up with questions
for how you might solve them.

Typical Activities
 Clustering and Themes: There are a lot of different ways to go about the
Define phase, but it’s safe to say you’ll need a wall of sticky notes; these will
be filled with the quotes, observations, and ideas you heard throughout your
research. Group and cluster ideas together until you find the prevailing or
most prominent themes.
As you explore the empathy data, focus on identifying patterns and problems
across a diverse group of people. Gathering information on how people are
currently solving the problem provides clues on how to give a more innovative

H
solution. You can’t solve all of your users’ problems. Know the most significant or
most impactful issues that you want to consider as you move forward.

AS
Define your problem statement clearly: group and cluster ideas together until you
find the prevailing or most prominent themes.
2. Ideate
EY
Now that the problem is apparent, it’s time to brainstorm ways to address those
unmet needs. You collect as many ideas as possible at the start, so your team can
investigate and test them by the end.
The ideation stage marks the transition from identifying problems to exploring
R

solutions. It flows between idea generation and evaluation, but it’s important that
each process remains separate from the other. When it’s time to generate ideas,
do so quickly without focusing on the quality or feasibility of the idea for now,
SH

after ideas are collected, move into the evaluation phase. This is where you
can go around the room and discuss the ideas presented to get clarification if
needed.

The ideation phase is usually a very creative and freeing phase for a team because
they have permission to think of out-of-the-box ideas before deciding what they
are going to prototype.

Explore solutions and think out-of-the-box in the ideation phase of the design
thinking process.
3. Prototype
It’s time to experiment! Through trial and error, your team identifies which of
the possible solutions can best solve the identified problem(s). This typically
will include scaled-down versions of the products or systems in question so you
can present and get feedback from the people they are intended to serve.

The goal is to start with a low-fidelity version of the intended solution and improve
it over time based on feedback. Beginning with a paper prototype can help you
learn quickly with minimal effort. The prototype should be a realistic representation
of the solution that allows you to gain an understanding of what works and doesn’t
work. It is changed and updated based on feedback from the Test phase in an
iterative cycle. The low-cost, lightweight nature of prototyping also allows you to
develop multiple solutions to test in tandem to identify the best possible solution
for meeting those unmet user needs.

H
AS
In prototyping, you create a quick version of your solution so you can get feedback
from users.
4. Test
EY
All of the work and information come together to test the product in the final stage.
It’s important to note that this is still an interactive stage. You will want to hear from
your users again —just as you did in the Empathize phase. The difference is that
you are showing them your prototype to get feedback on whether or not it solves
their problem.
R

Testing is essential because everything should ultimately be about the people who
will use your products. Now’s the time to revisit the problem statement and make
SH

sure the end solution is meeting those needs and resolving frustrations.

You want to see what real people think about your idea. This stage allows for all
details to be flushed out and refined to create the best solution possible.

double diamond framework

The Double Diamond is a problem-solving framework that is widely used in design

thinking. It is a simple visual model that helps designers to navigate the problem-
solving process and generate innovative solutions. The Double Diamond
framework consists of four stages, which are as follows:
Discover: In this first stage, designers focus on understanding the problem and
gathering insights. The goal is to explore the problem space, identify user needs,
and uncover opportunities for innovation. This stage involves a lot of research,
including conducting interviews, gathering data, and observing user behavior.

Define: In this stage, designers synthesize the insights gathered during the
discovery phase and define the problem they will focus on solving. This involves
developing a clear problem statement that is specific, actionable, and focused on
user needs. The goal is to narrow down the problem space and identify the most
promising opportunities for innovation.

H
Develop: In this stage, designers generate a wide range of ideas and potential

AS
solutions to the defined problem. This involves divergent thinking, brainstorming,
and other creative techniques. The goal is to explore a range of possible solutions
and generate a large number of ideas.
EY
Deliver: In this final stage, designers refine and prototype the most promising
solutions developed during the development phase. This involves testing and
iterating on the solution with users to ensure that it meets their needs and achieves
the desired outcomes. The goal is to deliver a high-quality solution that addresses
the defined problem and creates value for users.
R
SH

The Double Diamond framework is iterative, meaning that designers may revisit
and repeat certain stages as needed to refine the solution further. The Double
Diamond framework is an effective way to structure the design thinking process
and ensure that designers are addressing the right problem and developing
innovative solutions that meet user needs.

Examine and reflect on problem, Reconsider and identify right problem to

solve

examine and reflect on problem

Examining and reflecting on a problem is an essential part of the design thinking
process. The goal is to gain a deep understanding of the problem and its underlying
causes, which can help designers to develop more effective and innovative
solutions. There are several techniques that designers can use to examine and
reflect on a problem, which are as follows:

Root Cause Analysis: This technique involves identifying the underlying causes of
a problem by asking "why" multiple times. By asking this question repeatedly,
designers can peel back the layers of the problem and identify the root cause.
Once the root cause is identified, designers can develop solutions that target that
specific cause.

H
AS
Empathy Mapping: Empathy mapping is a tool that designers can use to gain a
deeper understanding of the user's needs, motivations, and challenges. This
technique involves creating a visual representation of the user's experience,
including their thoughts, feelings, and behaviors. By understanding the user's
perspective, designers can develop solutions that meet their needs and create
EY
value for them.

Mind Mapping: Mind mapping is a technique that involves visually organizing ideas
and information. This technique can help designers to generate and explore new
R

ideas and identify connections between different concepts. By mapping out the
problem and its potential solutions, designers can gain a better understanding of
SH

the problem space and identify innovative solutions.

SWOT Analysis: SWOT analysis is a technique that involves identifying the

strengths, weaknesses, opportunities, and threats related to the problem. By
analyzing the problem from different angles, designers can gain a better
understanding of the problem and its potential solutions.

Reconsider and identify right problem to solve

One of the key principles of design thinking is to focus on solving the right problem.
To ensure that designers are solving the right problem, they must reconsider and
identify the problem they are trying to solve. There are several techniques that
designers can use to reconsider and identify the right problem to solve, which are
as follows:

Reframe the Problem: Reframing the problem involves looking at the problem from
a different perspective. This technique can help designers to identify different
aspects of the problem and explore new solutions. By reframing the problem,
designers can gain a deeper understanding of the problem space and identify the
right problem to solve.

H
Empathy Mapping: As mentioned earlier, empathy mapping is a tool that designers
can use to gain a deeper understanding of the user's needs, motivations, and

AS
challenges. By focusing on the user's perspective, designers can identify the right
problem to solve and develop solutions that meet the user's needs.

Define the User's Journey: Defining the user's journey involves mapping out the
EY
user's experience with the problem. This technique can help designers to identify
pain points and opportunities for innovation. By focusing on the user's journey,
designers can identify the right problem to solve and develop solutions that
improve the user's experience.
R

Conduct User Research: Conducting user research involves gathering data about
SH

the user's experience with the problem. This technique can help designers to gain
a deeper understanding of the user's needs, motivations, and challenges. By
focusing on the user's experience, designers can identify the right problem to solve
and develop solutions that meet the user's needs.

reconsidering and identifying the right problem to solve is an essential part of the
design thinking process. By reframing the problem, empathy mapping, defining the
user's journey, and conducting user research, designers can gain a deep
understanding of the problem space and identify the right problem to solve. This
can help designers to develop more effective and innovative solutions that meet
the user's needs and create value for them.
research and analysis user based research and context

Research and analysis are crucial components of the design thinking process.
User-based research involves gathering data about the user's needs, motivations,
and challenges, while contextual analysis involves understanding the broader
social, cultural, and economic factors that influence the problem.

User-based research involves techniques such as interviews, surveys, and

H
observation. By gathering data about the user's experience, designers can identify
pain points, opportunities for innovation, and other insights that can inform the
design process. User-based research can also help designers to identify user

AS
needs and develop solutions that meet those needs.

Contextual analysis involves understanding the broader social, cultural, and

economic factors that influence the problem. This can include factors such as
EY
demographic data, economic trends, and cultural norms. By understanding the
context in which the problem exists, designers can develop solutions that are
culturally appropriate, socially responsible, and economically viable.
R

To conduct user-based research and contextual analysis, designers can use a

variety of methods, including:
SH

Interviews: Interviews involve asking users and stakeholders questions about their
experience with the problem. This technique can provide valuable insights into
user needs and pain points.

Surveys: Surveys involve collecting data from a large number of users. This
technique can provide quantitative data that can be analyzed to identify trends and
patterns.
Observation: Observation involves watching users interact with the problem. This
technique can provide valuable insights into user behavior and identify pain points
that users may not be able to articulate.

Secondary research: Secondary research involves gathering data from existing

sources, such as academic articles, industry reports, and government data. This
technique can provide valuable context for the problem and identify trends and
patterns.

user-based research and contextual analysis are crucial components of the design

H
thinking process. By gathering data about the user's needs, motivations, and
challenges, and understanding the broader social, cultural, and economic factors

AS
that influence the problem, designers can develop solutions that are culturally
appropriate, socially responsible, and economically viable.
EY
empathy mapping
Empathy mapping is a tool used in design thinking to develop a deeper
understanding of the user's needs, motivations, and challenges. It involves
creating a visual representation of the user's experience by mapping out their
R

thoughts, feelings, behaviors, and environment. The purpose of empathy mapping

is to develop empathy for the user and gain insights that can inform the design
SH

process.

Empathy mapping typically involves creating a template with four quadrants, each
representing a different aspect of the user's experience. The quadrants are:

Say: In this quadrant, the designer writes down what the user says or does. This
can include their words, actions, and behaviors.

Think: In this quadrant, the designer writes down what the user is thinking or
feeling. This can include their emotions, beliefs, and attitudes.
Do: In this quadrant, the designer writes down what the user is doing or trying to
do. This can include their goals, challenges, and motivations.

Feel: In this quadrant, the designer writes down what the user is feeling or
experiencing. This can include their emotions, fears, and aspirations.

Once the quadrants have been filled out, the designer can use the empathy map
to identify pain points, opportunities for innovation, and other insights that can

H
inform the design process. By developing empathy for the user, designers can
develop solutions that meet the user's needs and create value for them.

AS
Empathy mapping is a simple but effective technique that can be used in a variety
of contexts, including product design, service design, and user experience design.
It can help designers to gain a deeper understanding of the user's needs and
develop solutions that are more effective and innovative.
EY
R
SH
 H
AS
EY
R
SH

Tips for an Effective Empathy Mapping Session

Don’t get hung up on what goes where.
Some participants might be concerned about putting things in the “right” quadrant.
(e.g. Is that a pain or a feeling? Did she see it or hear it?) If you have multiple
groups working on building out maps for the same user. there will be nuances on
how people categorize things. That’s okay. The goal isn’t to correctly classify
information, it’s to identify with the user.

Only explore what matters about the user’s perceptions related to the project
goal.
This exercise isn’t about logging every emotional and behavioral aspect of the
user. It’s about focusing on the target audience and understanding his or her world
as it relates to your work. Going too broad will get things off track.

Adapt the map for your situation and needs.

Change or streamline the categories to work with the session goal, persona or

H
available data. For example, if the persona is a purchasing manager at a B2B
company, feelings might not have been relevant or revealed by the research. Make
whatever changes are needed to ensure the outcome is useful and the session is

AS
productive.

Elements and Steps

Empathy maps vary in formats, but they have common core elements. A large
EY
sheet of paper (or whiteboard sketch) is divided into sections with the user at the
center. The representation of the user is often a large empty head. (Dave Gray,
Xplaner founder and empathy map creator, originally called it, The Big Head
Exercise.)
R

Around the user, the sheet is divided into sections or quadrants. Each section is
labeled with a category that explores the user’s external, observable world, and
SH

internal mindset: what the user is doing, seeing, hearing, thinking, and feeling
(including pains and gains). The group works together to fill in the information with
their knowledge of the user and the data gathered through research.

Step 1: Establish Focus and Goals

Who is the person for the map?
This is the user who you want to understand and empathize with. Summarize his
or her situation and role. If you have multiple personas, each one will need their
own map.

What is the desired outcome?

This is what you hope the user will do. What does success look like? For example,
what does he or she need to do differently or decide? While the exercise is about
building empathy and not selling or designing anything, answering this question
helps focus participants and set context for the activity.

Step 2: Capture the Outside World

There’s no set order for completing each section, but I have found it more
productive to start with the observable activities in the user’s world. Participants
often generate these more easily than the more introspective steps. Start by
examining the user’s experience and imagine what it is like to be her. Complete
the sections of the map to capture what she sees, says, does, and hears.

What does she SEE?

H
What is she encountering in her daily experiences? These could be people, their
activities, or things. What are the people around her doing? What is she watching,
reading, and exposed to in her environment or the marketplace that could influence

AS
her? Consider alternative products and services or something the competition is
doing. Remember this is her world, not yours, so don’t assume that your company
or product is commanding her attention. Even if your email newsletter is fantastic
so are the other 20 in her inbox.
EY
What does she DO and SAY?
What are her behaviors and how does she conduct herself? What is her attitude
and what does she say? This may change depending on where she is, who she is
with, or is nearby. Attitude can be actions towards others or how she conveys
something. If applicable, note how her behavior has changed recently or changes
R

in a public versus private settings. For example, she used to constantly post on
Facebook until she told everyone that it was evil. Now she secretly uses it and
stalks but doesn’t post.
SH

What does she HEAR?

What is the user hearing and how is it influencing her? Consider personal
connections with family, friends, and coworkers along wth what is being said in the
media by bloggers, social media influencers, and experts in fields. Focus on things
that impact her thinking—not superfluous information streams. Influencers should
focus on the people, things, or places that influence how the user acts. Skip the
Beyoncé chatter.

Step 3: Explore Inside the Mind

After completing the outside elements, the focus moves inside the mind to explore
the thoughts and feelings that are internal to the user and not observable. These
might be inferred, guessed, or captured in direct quotes during research. This is
the central point of the exercise, as teams imagine what it is like to be in someone
else’s head.

What does she THINK and FEEL?

What matters to the user that she is thinking about it? Consider positive and
negative sides of thoughts. What makes her feel good or bad? What does she
worry about or what keeps her up at night? Her mind is exploring paths and
possibilities as she considers doing or trying something. How does she feel?
Frightened? Excited? Anxious?

Next, explore the specifics of her pains and gains. What does success and failure

H
look like? Capture frustrations and challenges, the obstacles that stand in her way.
What goals and dreams does she have? Gains are what she aspires to achieve or
have/

Step 4: Summarize and Share

AS
When all the sections are complete, take a moment to reflect. Have participants
share their thoughts on the experience. Ask how it changed their perspectives or
EY
if it produced new insights. Capture conclusions and ideas the team generated,
take pictures, or create a new electronic version for sharing online. If you work in
an office, hanging the original empathy map in a public area or creating designed
poster versions (Check out Peter Boag’s) is a great way to expose others in the
organization to the persona and encourage the customer-empathy mindset.
R

Remember though, empathy mapping is a UX tool and not a solution to an

SH

organizational mindshift. Circulating map photos isn’t going to translate into a

sudden appreciation for focusing on the user if it isn’t a part of the broader company
culture. The purpose of the exercise is to put the user at the center of the
participants’ minds. If the exercise leaves a lasting impact on the people who
participated, consider it a success.

What are ideation techniques?

Ideation is the third step in the design-thinking process, which is a user-focused
method of solving problems. During this step, a team can host an ideation session
or workshop to create a structured process in which a facilitator can guide
participants through exercises to come up with ideas for the situation they want to
solve or the product they want to develop. People often use ideation techniques to
create a list of as many solutions as possible, which they can then narrow to the
most viable options.

10 effective ideation techniques

There are a variety of ideation strategies you can use to generate ideas, so choose
the ones that best suit your needs. Consider adding some of the following 10
techniques to your next ideation session agenda:

1. Brainstorming

H
Brainstorming is a well-known technique that leverages the interaction between a
group of people to create solutions by building on one another's ideas. For more

AS
effective brainstorming, use this technique with a group of about five to seven
participants. Having a smaller group and limiting your brainstorming session to 20
minutes helps keep the conversation focused. Try to include participants from a
variety of backgrounds or perspectives to generate more diverse ideas.
EY
To set up a brainstorming session, you need a facilitator who can make sure all
voices are heard and guide the conversation. They should establish an
environment that embraces all ideas and discourages negative feedback.
Participants need to raise ideas, listen to one another, then build upon and discuss
R

them as a group.
SH

Related: 25 Brainstorming Techniques for Problem-Solving and Planning

2. Worst idea
The worst idea technique asks participants to come up with their worst solutions
to a problem. While a brainstorming session encourages all ideas, some people
may still feel nervous about potential criticism—this technique removes that fear
because it welcomes bad ideas. It often provides a more fun environment, as
participants try to entertain one another and use their creativity to create ridiculous
ideas.
Once your team pitches their worst ideas, your facilitator will then ask them to list
the attributes that make those ideas bad. Now the participants must think about
the opposites of those negative attributes to find what would turn those bad ideas
into possible solutions. Even just discussing the worst ideas can lead to
connections or sources of inspiration that can lead to positive solutions,
demonstrating their unexpected value.

3. Storyboarding
Storyboarding is a helpful technique when designing or improving processes.
Participants create a visual story that presents their ideas and the possible

H
outcomes of those ideas, allowing them to understand what works and what needs
improvement. Follow your customer's journey through the process, including the
impacts of your solutions.

AS
Think of a storyboard as a comic strip, but do not worry about artistic abilities—
represent each step in the process using squares filled with either text or images
describing the user's journey, and arrows between them. When looking at each
EY
step in the process, think about how you want your users to feel about or interact
with that step, then determine what solutions or ideas will enable that.
Storyboarding each step of your process can also be helpful because you may
realize you missed an essential step.
R

4. Mind mapping
SH

Mind mapping is a visual technique that establishes relationships between the

problem your team is trying to solve and potential solutions. In the middle of a piece
of paper or whiteboard, write your problem statement or a high-level keyword
related to the problem. In the area surrounding that statement, you will describe
any related solutions or ideas raised by the team and link them to the central theme
using lines. Next, add another layer that specifies how you will achieve those
proposed solutions, linking them to the previous layer.

For example, a small business owner could write that they have low social media
engagement in the middle of the page. Next, they might create bubbles that
represent solutions to improve user engagement, such as quality content, posting
schedules and direct conversations. Then they can add a layer that outlines
strategic actions to achieve those solutions, such as linking the ideas "post more
images" and "re-share content from influencers or customers" to the quality content
bubble. By using a mind map, you can break large ideas or problems into smaller,
more manageable solutions.

5. Brainwriting
Brainwriting is a version of brainstorming that works well for more introverted
participants. Each person has a piece of paper and five minutes to write down as
many solutions to the problem your team wants to solve. At the end of that time,
they will then pass their piece of paper to another participant, who will build upon

H
the ideas they had written down. You will repeat this process until everyone has
contributed, then a facilitator collects all of the papers and displays them.

AS
Once displayed, everyone will discuss each idea and determine which ones best
solve your needs. Now you can begin improving and building these concepts
further for potential use. The advantage of this technique is that it allows everyone
to contribute to the ideation process and have their ideas considered. In typical
EY
brainstorming sessions, some people speak less while others might dominate the
conversation, so this helps ensure a fairer environment.
R

6. Questioning assumptions
Many industries have an assumed set of beliefs about how to do things, but this
SH

technique challenges those beliefs to try to create more original ideas. For this
reason, you may want to use this technique to improve an existing product or build
a new one. Think about what you want to solve or create, then write 20 to 30
assumptions about that product, service or idea as a group. These assumptions
can be both positive and negative and should cover all aspects of your business.

Next, go through these assumptions (or choose a few, depending on time

constraints) and discuss whether they are true or just have not faced questioning
before. By doing this, your team might realize that some assumed characteristics
or strategies are not necessary, and you can replace them with newer, more
innovative ideas.
7. Sketching
When designing a product, you may want to incorporate sketching to help explore
your ideas further. Some people have an easier time conveying their ideas visually
rather than verbally, and it can help your team think about more abstract concepts.
There is no pressure to create a perfect or final image of your product, as these
should be rough drafts or simple sketches that illustrate your ideas.

Collaborative or group sketching is similar to brainwriting, but each participant

draws ideas instead of writing them. These drawings are then passed around and
built upon by other participants, and finally presented to everyone and discussed.

H
During this discussion, you may find connections between the drawings that will
help you create the most optimal design solution. Again, this is a good option for
more artistically minded teams and also ensure that everyone's ideas receive

AS
consideration from the group.

8. Analogies
EY
An analogy is a comparison between two items or concepts, which you can use to
generate new ideas. You can use an analogy to simplify the problem you are trying
to solve. To do this, compare your situation to a situation familiar to everyone. As
a group, you can use a template like this: If [x] is true for that situation, how can
we make it true for ours?
R
SH

For example, a marketing team might say their industry is a lot like fishing. A
fisherman needs to understand what type of fish he wants to catch and what bait
attracts them, much like a marketing campaign has a target audience that they
want to attract. Now they start generating ideas on what type of "bait" they need to
focus on or what strategies will lead to quicker customer acquisitions.

9. SCAMPER
SCAMPER represents seven ways to look at a problem or project, enabling you to
come up with ideas from a variety of perspectives. This technique works well when
working with an existing product or service to determine how you can improve it or
use it as a starting point to develop a new offering. Ask yourself questions based
on the SCAMPER elements, and determine whether your answers represent
viable solutions. By looking at the product or services from these different angles,
you may find solutions you would not think of otherwise.

Here is what SCAMPER stands for, and an example question for each element:

Substitute: What features of this product or service can be substituted or swapped

for something else?
Combine: How can we combine this product or service with another product or
service to improve it?

H
Adapt: How could we adapt this product or service to another audience?
Modify: What component of this product or service can we modify to improve it?

not considered yet?

AS
Put to another use: What is another use for this product or service that we have

Eliminate: What unnecessary elements can we eliminate from this product or

service to streamline it?
EY
Reverse: What would happen if we reversed our process or reorganized this
product?
Related: 18 Creativity Exercises to Improve Creative Thinking and Problem-
R

Solving at Work
SH

10. Bodystorm
The bodystorming technique asks individuals to act out situations. Ideation
contributes to the design thinking process, which focuses on user needs, and
physically taking the place of your potential user can help you think about the
problem in a more empathetic way. The use of physical movement can also help
energize participants and raise excitement for generating ideas.

You must set up the scenario you are trying to create ideas around, which may
require props. Have participants act out the processes you are trying to improve or
the situations you are trying to solve while generating ideas on how to achieve
those goals at the same time. Bodystorming enables participants to take a hands-
on approach to potentially abstract problems.
user stories, personas and insight statements "how might we approach"

User stories, personas, and insight statements are all tools used in design thinking
and product development to gain a deeper understanding of users and their needs.
"How might we approach" statements are a technique for framing problems or
opportunities in a way that encourages creative ideation.

User stories
A user story is a simple, concise description of a user's needs and goals. It typically

H
follows a format like "As a [type of user], I want to [do something], so that [I can
achieve some goal]." User stories are often used in agile software development to
prioritize features and ensure they align with user needs. By focusing on specific

AS
user needs and goals, user stories help teams stay user-centered and avoid
developing features that users don't find useful.

Personas
EY
Personas are fictional characters that represent different types of users. They're
created based on research and insights about users and are used to empathize
with and understand user needs. Personas help teams build empathy with users
and create products that better serve their needs. When creating personas, it's
R

important to include details such as the user's motivations, goals, challenges, and
behaviors.
SH

Insight statements
Insight statements are concise summaries of key insights gained from user
research. They distill complex user data into a simple statement that captures the
essence of what users need or want. Insight statements are often used to guide
ideation and decision-making by keeping teams focused on user needs. Insight
statements are typically structured as "I/we discovered that [user insight], which
means that [product implications]."
"How Might We" (HMW) statements are small but mighty questions that allow us to
reframe our insights into opportunity areas and innovate on problems found during
user research.

They are a rewording of the core need, which you have uncovered through user
research. HMW statements help teams focus on user needs and problems, rather
than just jumping straight to solutions. These statements help inspire user-
centered design!

Why are they called "How Might We's?"

H
AS
"How" suggests that we do not yet have the answer. It allows us to consider
multiple avenues for innovation and reinforces that we are still exploring the
problem and solution space.
"Might" emphasizes that there are many different paths we can go down when
thinking about solutions. This allows for open-minded creativity and brainstorming
EY
and thinking about the problem from multiple perspectives. This "might" is where
innovation becomes part of the process!
"We" immediately brings in the idea of teamwork. "We" should all work
collaboratively to come up with a joint understanding of the problem and put our
R

heads together to come up with a joint solution.

How to write "How Might We" statements
SH

People have been using HMW statements for years to spark innovation, but they
can be done incorrectly, just like many other models. How can something so open-
ended go wrong?

First, HMW statements can be too broad and vague:

How might we redesign our website to make it better?

How might we make our app more usable?
How might we innovate on weather apps?
The problem with vague and broad HMWs is that they give minimal direction or
inspiration. These statements are meant to spark ideas you can later test with
users. Without any focus, where should you start? A good HMW statement helps
you focus on solving a problem.

HMW statements can also be too narrow:

How might we make our app's add to cart experience more functional?
How might we make the perfect weather app by telling people the weather before

H
they wake up?
How might we make children less hyper during school by extending recess for 20

AS
minutes?
When HMW statements are too narrow, we lose all the incredible, innovative ideas
that can come from them. With too much focus, we are stuck on one particular
solution already. We want several different ideas to test at the end, so focusing too
much on one solution will limit creativity and innovation.
EY
So how to do it right? Here are the steps I always take when generative HMW
statements:
R

Step 1: Start with a point-of-view/problem statement

SH

A point-of-view (POV)/problem statement allows you to focus on your users and

their needs. From your research, you should identify the essential needs or pain
points of your users. You can create this by combining three elements: user, need,
and insight into a fill-in-the-blank.

A model to use for this is: user (fill in user) needs to (fill in need) because (fill in
insight)

For example, a person expecting their first child (user) needs to set up an
investment savings account (need) because they want to plan for their child's
future education but are overwhelmed by choice and how to set up a proper
savings account (insight).

Step 2: Break down the POV/problem statement

Once you have a POV/problem statement, you can begin to brainstorm How Might
We statements. Break the larger problem into smaller, actionable pieces.

If our research showed people expecting their first child need to set up an
investment savings account but are overwhelmed by choice, we could break this

H
down into a few areas:

AS
Helping with choice
Helping with the process
Helping with what investment savings account means
EY
Helping with educating on investment savings accounts
Step 3: Write as many How Might We's as you can
After breaking down the problem statement/POV into smaller chunks, you start
writing How Might We statements for each of these ideas.
R
SH

There is a fantastic model you can use to generate HMW statements, and that is:
How might we [intended experience] for [user] so that [desired effect].

Essentially, you put "How might we" in front of these smaller ideas.

How might we make choosing an investment savings plan easier for expecting
adults so that they feel confident in their choice?
How might we make the process of choosing an investment saving account clear,
so future parents are not overwhelmed?
How might we educate expecting parents about an investment savings account so
parents are not so confused?
Step 4: Decide on which to move forward
Once you brainstorm as many HMW statements as possible, you can decide what
to move forward next.

If you are in a group, you can vote on the one to use, or if you are working alone,
you can either poll some colleagues or choose the one you think would be best to
explore next

Conceptualization and building idea generation and top five ideas

H
discussion

idea generation is described as the process of creating, developing and

AS
communicating abstract, concrete or visual ideas.

It’s the front end part of the idea management funnel and it focuses on coming up
with possible solutions to perceived or actual problems and opportunities.
EY
As mentioned, ideas are the first step towards making improvement. Us making
progress as individual human beings depends on new ideas. From the
perspective of an individual, new ideas can help you to move forward if you feel
stuck with a task or are unable to solve a certain problem.
R

Conceptualization and building idea generation is a process of brainstorming and

SH

creating new ideas for a particular project or product. Here are some steps to help
you approach the process:

Define the problem or opportunity: The first step is to clearly define the problem or
opportunity that you want to address. This will help you focus your ideation efforts
and ensure that the ideas you generate are relevant.

Gather insights: Once you have defined the problem or opportunity, it's important
to gather insights from various sources. This can include customer feedback,
market research, competitive analysis, and industry trends.
Brainstorm ideas: With a clear understanding of the problem or opportunity and
insights gathered, start brainstorming ideas. Encourage everyone on your team to
contribute their ideas, no matter how unconventional or unrealistic they may seem.

Organize and prioritize: Once you have a list of ideas, organize them into
categories based on their feasibility and impact. Then, prioritize the ideas that are
most likely to solve the problem or take advantage of the opportunity.

Refine and iterate: With your top ideas identified, it's time to start refining and
iterating on them. This can include creating prototypes, conducting user testing,

H
and gathering feedback to further develop and improve your ideas.

Steps for top five ideas

AS
Here are some steps you can follow to generate and discuss your top five ideas:
EY
Define the problem/opportunity: Clearly articulate the problem or opportunity you
want to address. This will provide a framework for generating and evaluating ideas.
R

Brainstorm ideas: Gather a diverse group of people with different backgrounds and
SH

perspectives to participate in a brainstorming session. Encourage everyone to

share their ideas without judgment or criticism. Use techniques like mind mapping,
brainstorming prompts, and role-playing to spark creativity.

Narrow down the list: After generating a large list of ideas, narrow it down to the
top five ideas. This can be done through a voting process or by discussing the
ideas and eliminating those that are not feasible or do not align with the project's
goals.

Develop the top five ideas: Once you have identified the top five ideas, spend time
developing them further. This may involve creating sketches, prototypes, or
conducting research to test their feasibility.
Discuss the ideas: Have a group discussion to evaluate each of the top five ideas.
Consider factors like the impact on the target audience, feasibility, cost, and
potential risks. Use a decision-making framework to evaluate each idea and
determine which ones to move forward with.

Remember that the process of generating and discussing ideas is iterative. You
may need to revisit previous steps or make adjustments along the way as you gain
more information and insights. The goal is to arrive at a solution that is feasible,
meets the needs of the target audience, and aligns with your project's goals.

H
the top five ideas discussion is an important step in the ideation phase. Once a

AS
diverse set of ideas have been generated, the team can then narrow down the
ideas to the top five that they believe have the greatest potential for success. This
discussion involves evaluating each idea based on its feasibility, desirability, and
viability.
EY
Feasibility: Can the idea be implemented with the resources and time available?
Is it technically possible?
R

Desirability: Is the idea desirable to users and stakeholders? Will it meet their
needs and solve their problems?
SH

Viability: Will the idea be financially sustainable? Will it generate enough revenue
to justify the investment?

During the top five ideas discussion, the team should evaluate each idea based on
these criteria and then discuss their pros and cons. This discussion should be open
and collaborative, with team members encouraged to provide constructive
feedback and suggestions for improvement.
Once the team has evaluated each idea, they can then vote on the top five. This
can be done using a variety of methods, such as dot voting or a simple show of
hands. The top five ideas are then selected based on the number of votes they
receive.

Once the top five ideas have been identified, the team can then move on to the
prototyping and testing phases, where they can further refine and develop their
ideas based on user feedback and testing.

concept development scenarios and story boarding

H
AS
Concept development scenarios and storyboarding are important stages in the
design thinking process that help to bring the ideas generated in the ideation phase
to life.
EY
Concept development scenarios involve creating detailed descriptions of how a
user would interact with a product or service in various scenarios or use cases.
These scenarios help to refine the design by identifying potential problems and
opportunities for improvement. For example, if a product is designed for use in a
particular environment, such as a hospital, a concept development scenario might
R

describe how a nurse would use the product during a typical day, and what
challenges or opportunities might arise.
SH

Storyboarding is a visual technique that involves creating a series of sketches or

images to tell a story. In the context of design thinking, storyboarding can be used
to illustrate the concept development scenarios and show how the product or
service would work in practice. Storyboards can be created using a variety of
media, including paper and pencil, digital tools, or even physical models.

Importance of writing scenarios and creating storyboards

1. They ensure that the idea is executable.

2. Help to predict and synthesize user behavior.
 3. They describe the real circumstances in which the end product is likely to be
used.
4. It's easy to spot early errors.
5. The visual representation facilitates a better presentation of the idea.
6. Helps to bridge the gap between creative thinking and business thinking
7. Both are team-based activities, hence encourage equal participation and
contribution from designers and non-designers.
8. While looking into a tangible verbal and visual portrayal of the design
solution, it's difficult to get attached to the idea.

Let's now look into scenario writing and storyboard one after another, understand
how each of them works, and understand the importance of both techniques to
create a prototype.

H
Scenarios

AS
A scenario could be described as logical and real circumstances created through
words and text to understand how the design will work in the real world and how
will the users react during their interaction with the product in a particular situation.
It could also be described as a development of a story from the users' point of view.
EY
As an example, a scenario could help to capture how would the identified user or
a group of users use the website on a mobile device while making a purchase?

or
R

A more detailed scenario could be, Lily is new to the city, she is shopping at the
orchid street, she is looking for a glass vase and is using the new app to locate
stores nearby but she has a lot of shopping bags in hand. How can the features of
SH

the new app solve the problem for her?

or

It's Sunday afternoon, Lily is making a list of things that she needs to do before
she starts her work from home routine on Monday morning. Lily works on a
desktop. She has to get the groceries, meet her aunt Suzy, complete a
presentation, and sleep on time. How will the app help her to complete her
presentation on a mobile device since she is can't be home all day?

Specific scenarios like these help to outline particular areas for product
functionality and describe the website and app interactions with the users and find
out how your idea can make users' regular day better.
Photo by UX Indonesia on Unsplash
Writing Scenarios

1. Start the activity by dividing yourselves into pairs or small groups so that you
create and write a story that everyone in the room understands.
2. Create an understanding of the users and the context of the idea.
3. Understand the empathy map from the first phase and the problem
statement from the second phase of design thinking.
4. Understand Who are the users?
5. What circumstances do they live in?
6. How is the idea of going to solve their problems?
7. Identify scenarios from the daily activities of the users' life.

H
8. Review and understand the defined scenario and the identified features of
the end product.
9. Use sticky notes to write down each activity that the user may take in a

AS
particular situation to reach the desired outcome.
10. Focus on writing the efforts the users' will put, what will they think and
how will they interact.
11. Write one step at each sticky note and swap the steps to create a
journey.
EY
12. Once each pair or group have completed writing about the interaction
of the end product, features with the scenario — Present it one by one and
discuss the whole scenario and outcomes with everyone.
13. Let everyone ask questions, give reactions and feedback to each
other.
R

14. Combine the best possible journey into one scenario to take it to a
next level and create storyboards.
15. Repeat the same process of the scenario technique for each kind of
SH

interaction.

Just makes this as realistic as possible. Write it easy and avoid jargon, remember
you are doing it from the users' point of view. To make a scenario more realistic
and believable you can always act it out to find if your scenario is moving naturally
while focusing on interaction rather than the interface.

Storyboards

The storyboards are a way to explore and illustrate scenarios visually. It can also
be explained as a sequence of scenarios illustrated to explain, identify, and present
the idea visually by understanding the user flow. They help identify a problem that
may come later while prototyping, testing, and developing the idea.
The storyboards were originally developed and practiced by Disney Studios
in the 1930s.

When Airbnb CEO Brian Chesky read Walt Disney’s biography, he discovered the
storyboarding technique invented by Disney and his animators to create Snow
White and the Seven Dwarfs. It was a light-bulb moment for Chesky, who
immediately decided to adopt storyboarding to design the future of the Airbnb
customer experience.

Airbnb is a very successful and inspirational example of how creating a storyboard

can communicate an idea better, lead to result-driven design solutions, and
understand the users' experience.

H
Storyboards allow us to understand deeper emotions associated with the idea, that
the words can't alone explain. They don't depict the scenario as is but are a close
depiction of a well-written scenario.

AS
Hand sketching illustrations may sound a little scary but that's not the main goal of
storyboards. It is the formulation, understanding, and the right depiction of the
scenarios, That's why if the team responsible for creating storyboards weren't a
part of the ideation and scenario sessions, make sure they know all about it before
EY
creating storyboards.

Photo by Amelie Mourichon on Unsplash

Creating Storyboards
R

1. The medium or stationery used in creating storyboards is a very personal

choice and could vary from one designer to another.
SH

2. As base use sticky notes to draw they are great to rearrange, replace, and
merge if required to swap from one storyboard to another or cut white sheets
into equal panels and use double-sided tapes to stick them conveniently.
3. Sketch the scenarios with emotions and scenes to create stories that
connect.
4. Carefully demonstrate users' reactions as they interact.
5. Sketch each panel individually, but change panels when there is a change
in the scene or there is a need to show a specific emotion that completes
the story.
6. Put the panels on a sheet leaving space for text.
7. If you are not using sticky notes, don't stick the panels until the order of all
the scenes is concrete.
8. The text could be the same words as the scenario or an edited version to
explain each illustrated scene.
 9. Once you have achieved a comic-bookish storyboard, review the
storyboards with team, and consider the feedback.
10. Revise, if needed go back and fix the scenes.

Storyboards are not necessary after all scenarios and ideation sessions and
especially when everyone on the team has a clear understanding of the idea and
the end result.
Saying what was said earlier — storyboards are not about great sketching skills,
don't let that hold you from doing this very important exercise when there is a need
to ensure better communication of design, understand users' more in detail and if
you want to give a visually stunning presentation to the stakeholders.

H
prototyping

AS
Prototypes are early samples, models, or releases of products built to test a
concept or process. There are many contexts in which semantics can be used, for
example, in design, electronics, and software programming. Generally, prototypes
are used by system analysts and users to improve the precision of a new design.
EY
prototype is a product built to test ideas and changes until it resembles the final
product. You can mock-up every feature and interaction in your prototype as in
your fully developed product, check if your idea works, and verify the overall user-
R

experience (UX) strategy.

SH

Prototyping allows you to build simple, small-scale prototypes of your products,

and use them to observe, record, and assess user performance levels or the users'
general behavior and reactions to the overall design. Designers can then make
appropriate refinements or possible alterations in the right direction
Why We Need to Prototype

One of the key aspects of prototyping is that it generates empathy for prospective
consumers. In this respect, designing software or designing products for human
use are not much different. Any product designed without understanding the
customer's needs can result in unnecessary features, poor designs, and a host of
problems.

With prototyping, you can enjoy various benefits like:

H
Evaluate Technical Feasibility

AS
Creating a prototype makes it possible to concretize an idea and assess which
features pose difficulty in implementation. Prototyping can thus identify
unanticipated physical, technical, or financial constraints.
EY
Enhance Website Quality

A well-designed prototype will enable you to:

R

 Conduct testing for site usability

SH

 Inspect site navigation

 Conveniently access information on the site

 Determine correct placement of visual accents – what visitors should see

first

Effectively Present Idea to Customers

Prototyping makes it possible to present your future product to potential customers

before the actual launch of the product. It could also allow you to devise your
marketing strategies better and start pre-sales.
Reduced Risks

Projects with a complete prototyping process are at lower risk than projects without
prototyping. This is because prototyping directly affects project resources, time,
and budget. Through prototyping, it is possible to estimate the resources needed
and time for development.

Iterate at Lower Costs

Information gathered from potential customers through prototyping makes it

H
possible to improve the product until an optimal product is formulated. A good idea
can be to create several prototypes before the launch of mass production so that

AS
the additional costs of unsold products and reprogramming can be curtailed.

Simulate the Future Product

EY
The most important advantage of prototyping is that it creates a model of the final
product. It can help lure customers to invest in the product prior to any resource
allocation for implementation. You can discover design errors and check their
R

correctness before going into production.

SH

Provide Focused Feedback

Exposing the prototype helps to get focused customer feedback on the desired
qualities in the product. This feedback is critical to understand the needs and
expectations of users, business requirements and gain a clear idea of what the
product is headed for.

Planning
Through prototyping, the design team gets essential information that helps them
to plan out the implementation. A prototype helps build user stories and emphasize
on user needs. This brings substantial benefits to the scrum teams.

Quick and Easy

A designer can quickly develop a ready-to-implement prototype even from a simple

idea on paper if they understand the logic and functionality of the product.

There are several types of prototypes, including:

H
AS
Paper prototypes: These are quick, low-fidelity prototypes that are typically drawn
on paper or created with simple materials like cardboard or post-it notes. They are
useful for exploring and refining ideas early in the design process.
EY
Digital prototypes: These are interactive prototypes that can be created using
software like Sketch, Figma, or InVision. They are useful for testing and refining
user interfaces and interactions.
R

Physical prototypes: These are tangible, three-dimensional models that are

created using materials like wood, plastic, or metal. They are useful for testing the
SH

physical aspects of a product, such as its size, shape, and weight.

The prototyping process typically involves the following steps:

Define the goals and objectives of the prototype.

Choose the type of prototype that is most appropriate for the goals and objectives.
Create a preliminary design for the prototype.
Build the prototype.
Test the prototype with users and stakeholders.
Refine the prototype based on feedback from testing.
Prototyping is an essential part of the design thinking process, as it allows
designers to quickly test and refine ideas before investing significant time and
resources into fully developing them. By creating prototypes, designers can gather
valuable feedback from users and stakeholders, identify potential issues, and
make necessary improvements before launching a final product or service.

design testing and its relevance usability test, check result, redefine and
retest

H
Design testing is a critical aspect of the design thinking process. It involves testing
a prototype of a product, service, or solution with users to gather feedback and

AS
insights that can inform design decisions and improvements. One common type of
design testing is usability testing.

Usability testing is a method of evaluating a product or system by testing it with

EY
representative users. The goal of usability testing is to identify usability problems,
gather qualitative and quantitative data, and determine user satisfaction with the
product. Usability testing involves tasks that are designed to mimic real-world
scenarios that users might encounter when using the product or service.
R

Usability testing is relevant because it helps designers understand how users

SH

interact with their product or service. This information can be used to refine the
design, making it more intuitive, efficient, and enjoyable for users. By testing the
design with real users, designers can identify issues and areas for improvement
that they might not have otherwise noticed. Usability testing can also provide
valuable insights into user needs, preferences, and behaviors that can inform
future design decisions.

Types of usability testing

In this guide, we explore the (often-confusing) world that is usability testing. Before
we get started on specific usability testing methods, let’s set out the groundwork
for the different kinds of methods and approaches. Broadly speaking, all usability
testing methods fall into three categories:
 Qualitative or quantitative
  Moderated or unmoderated
 Remote or in-person

H
AS
EY
R
SH

Types of usability testing method

Qualitative and quantitative

All user research you do will fall into either qualitative or quantitative. There are a
few key differences between qualitative and quantitative usability testing: namely,
the data they deal with. Where qualitative research uses words and meaning to
uncover the ‘why’, quantitative research dials in on numbers and statistics to
answer ‘what’, ‘where’ and ‘when’. When it comes to usability testing, certain
methods of testing may lend themselves better depending on your research goals.
Moderated and unmoderated

Deciding between moderated and unmoderated usability testing is an important

step in setting up your usability test. All methods of usability testing will fall under
either a moderated or unmoderated approach, and some methods may be able to
function with either approach. Generally speaking, the goals of moderated versus
unmoderated usability testing are the same, only the presence of a facilitator
(moderator)–and sometimes the environment–changes.

Remote and in-person

Considering whether you want to embark on your usability testing with a remote or

H
in-person approach largely depends on what you are testing. Physical products
may naturally fall under an in-person usability test, whereas software or online
tools will test just as accurately with a remote application. As with

AS
moderated/unmoderated testing, you may find your usability testing will work
equally well with remote and in-person usability testing, in which case you must
weigh up the pros and cons of both approaches.
EY
Results, Redesign and Retest
After conducting the usability test, it's important to analyze the results and identify
any areas of the design that need improvement. This can include usability issues,
user feedback, and overall user satisfaction.
R

Once the issues are identified, the design team can redefine the design based on
SH

the feedback and make necessary changes. This can involve iterating on the
design and testing again to see if the changes have improved the usability and
user experience.

The process of redefining and retesting can be repeated until the design meets the
desired level of usability and user satisfaction. This iterative process is crucial in
the design thinking approach as it ensures that the final product meets the needs
and expectations of the users.

By continually testing and refining the design, the team can create a product that
is user-centered and meets the needs of the target audience. This can result in
higher user adoption rates, increased customer satisfaction, and ultimately, a more
successful product.
create pitch for design exercise - design challange

Creating a pitch for a design exercise challenge involves developing a clear and
concise proposal for a design challenge that encourages creativity and innovation.
The pitch should include a description of the challenge, the target audience or user,
the intended outcome or solution, and any constraints or limitations that
participants should be aware of.

The purpose of the pitch is to engage participants and inspire them to use their

H
design thinking skills to create a solution that meets the needs of the user and
addresses the challenge at hand. The pitch should be engaging, thought-
provoking, and clearly communicate the problem that needs to be solved.

AS
Some key elements to include in a pitch for a design exercise challenge are:
EY
Background: Explain the context of the challenge and why it is important.

Problem statement: Clearly define the challenge and the problem that needs to be
R

solved.
SH

Audience: Describe the target audience or user for the solution.

Goals: Outline the intended outcome or solution for the challenge.

Constraints: Identify any limitations or constraints that participants should be aware

of.

Inspiration: Provide examples or inspiration to help participants get started and

generate ideas.
Evaluation: Describe how solutions will be evaluated and judged.

the pitch for a design exercise challenge should be creative and compelling,
encouraging participants to think outside the box and come up with innovative
solutions to complex problems.

H
AS
EY
R
SH