DESIGN THINKING

DESIGN THINKING

1. EXPLORE

   • STEEP Analysis
     • STEEP Analysis is a tool to explore and determine the impact of macro-environmental trends in the context of the project topic (design challenge)
     • How to conduct STEEP Analysis
       • Step 1: Reframe the design challenge title and understand the design challenge statement in depth
       • Step 2: identify the relevant trends affecting the design challenge by studying secondary data to back up the analysis
       • Step 3: Compile the trends based on impact and (un)certainty of its occurrence for each trend and evaluate them as Opportunities or Challenges
       • Step 4: Review the entire analysis to ensure that trends and implications identified are relevant to the design challenge
     • Strategic Priorities
       • Step1: Revisit the filtered STEEP trends and look for patterns, links, relationships, cause and effects and correlation amoung the research findings leading to new insights and fresh perspectives of your design challenge
       • Step 2: Understand the reality that focuses on the relationships amongst the parts of the system and the dynamics those relationships produce
       • Step 3: List what challenges need immediate attention going forward for your design challenge and why?
       • Step 4: Identify which trends are more important than others
       • Step 5: Synthesize the trends and trategic priorities based on importance of the relationships amoung the trends, opportunities and challenges that demand immediate attention for key stakeholders
   • Stakeholders Analysis
     • Stakeholder mapping is a process to identify the key people, group and organization that have direct influence on the design challenge and understand the key stakeholders so as to better engage them.
     • How to conduct the Stakeholder Mapping
       • Step 1: identify relevant groups, organizations and people within and outside the organization. agency who has interest/influence on the design challenge
       • Step 2: Plot the stakeholders on the matrix based degree of interest and influence through understanding their perspectives and unique interests on the design challenge
       • Step 3: Cluster the stakeholders based on Central Agency, People, Local Government
       • Step 4: Analyse and identify the link and relationship among these key stakeholders
       • Step 5: Develop strategies to engage these key stakeholders: Design actionable strategies to garner the support of key stakeholder relevant to the issue (design challenge topic)
   • Opportunities Framing
     • Opportunity Framing prepares you to better define the design challenge, ensuring all relevant notes have been considered before reframing the design challenge and transform the design challenge into design opportunity with many possibilities
     • How to do Opportunity Framing
       • Step 1: Revisit the initial design challenge (issue/statement), the STEEP analysis, strategic priorities, activity system and stakeholder mapping
       • Step 2: Look at the design challenge from various perceptive i.e. the Future Lens (STEEP analysis and strategic priorities), Organizational Lens (current activity system) and User Lens (stakeholder mapping)
       • Step 3: Use project brief and opportunity framing assessment questions as a guide
       • Step 4: Discuss and answer the questions in the project brief scoping template. (1) challenge definition, (2) opportunity framing
       • Step 5: Come up with 3 to 4 alternative "How might we ...? " from opportunity/possibility statements and narrow it down to one
   • Activity Systems
     • Activity system is a visual representation of how the organization creates value, satisfies its users and builds competitive advantages. It also identifies gaps in achieving the objectives (providing service) and possible duplication of jobs
     • How to define the Activity System
       • Step 2: List all current activities carried out in relation to the dsign challenge and identify the key strategies (Strategic Hub)
       • Step 1: Identify the vision, mission, goals and objectives of the organization
       • Step 5: Determine the relationships between supporting activities and the strategic hubs
       • Step 3: List all the support activities for each strategy (Strategic Hub
       • Step 4: Determine the relationships between the strategic hubs
       • Step 6: Organize/distill the inputs and map the activitiy system

2. EMPAHTISE

   • Observation
     • It is structured approach to observing people in their natural Environment rather than in a formal research setting. It is to uncover user insights and fresh perspectives of people and behaviour.
     • How to conduct Field Observations
       • Attentive
       • Curious
       • Perceiving with all your senses
       • Open-minded to learning
     • Field Observation Preparation
       • 1. Who & Where to Observe?
       • 2. What are different roles of your team members?
       • 3. What to Observe and learn?
       • 4. Inventory check before setting off
   • User Interviews
     • 1. Pre-interview preparation
       • Prepare interview questiona
       • Plan and Structure your interview
       • Identify interview team and assign roles
       • Conduct mock interview
     • 2. During the Interview
       • Ask
       • Listen
       • Observe
       • Record
       • Sense
     • 3. Post Interview
   • Needs Finding
     • How to Find Needs
       • Step 1: Have the interviewer read out the interview notes to the team as a "first person" while others capture key quotes, high and low points, and observations.
       • Step 2: Take turns to share what you have captured on your post-its and cluster common patterns and/or consistent issues emerging or compelling insights
       • Step 3: Have a in-depth discussion for each cluster and examine to uncover deep USER INSIGHTS/NEEDS.
       • Step 4: Needs finding process is like a 'Map Making'.
   • Persona Development
     • Step 1: Review all your clusters, user insights and user needs from across your user interviews
     • Step 2: Distill those information relating to behavior patterns, goals, motivations, challenges, pain points, needs etc.
     • Step 3: Add fictional personal details such as name to bring the persona life.
     • Step 4: Add some narratives or story to reveal the persona’s lifestyle, activities, choices and social context.

3. EXPERIMENT

   • Ideation
     • SCAMPER
       • Step 1: Each team to be given different objects
       • Step 2: Generate the most idea using the SCAMPER canvas. There is no sequential flow while using SCAMPER.
       • Step 3: As each team member has an idea, stick on the relevant column of the canvas. One idea per Post-its is used.
       • Step 4: Compete to see which team generates the most ideas within the given time.
       • Step 5: Within 10 minutes , 10 people are to generate 50 ideas
       • Step 6: Cluster the ideas by themes
     • ANALOGOUS INSPIRATION
       • Step 1: Based on user deep need, each team member is to get relevant case studies by looking across other industries, organization and innovation that might serve to inspire challenge at hand.
       • Step 2: Stick a large white paper on the wall and the case studies.
       • Step 3: Using Post-its and pen, from the case study, every team member to identify and articulate the desirable element of good experience that you can use and adapt as per the user need.
       • Step 4: As each team member has an idea, make them share and stick on the white paper.
       • Step 5: Using this method, generate as many ideas as possible.
       • Step 6: The ideas then are to be clustering by themes.
     • Deconstruct & Reconstruct
       • Step 1: Identify 5 different brands/product/Companies for five teams.
       • Step 2: Using a large white paper, list minimum of 10 essential elements of the given brand/ Company by deconstructing each brand/product/company
       • Step 3: The team is to discuss and select 5 essential elements and circle.
       • Step 4: Using Post-its and pen, every team member is to reconstruct 2-3 imaginary new products with the 5 circled essential elements.
       • Step 6: Using this method, generate as many ideas as possible.
       • Step 5: As each team member has an idea, make them share and stick on the white paper. Use one idea per Post-its.
       • Step 7: Draw the new product on the white pape
   • Prototyping
     • Step 1: Review the ideal user experience journey.
     • Step 2: As a team, decide what are the key elements from the ideal user experience journey that you need to test with real users to get their feedback and ideas on.
     • Step 3: For each of the selected key elements, determine what appropriate prototype to build.
     • Step 4: Keep working and improving on the prototypes with the feedback. Make it, break it, and fix it.
   • Experience Journey
     • Step 1: Start with your most realistic persona.
     • Step 2: Identify and plot the steps or phases of the user journey. .
     • Step 3: Unfold your related ideas (from your Big Idea) into the User Experience Journey.
     • Step 4: Deepen your ideas with POEMS framework to enrich the ideal User Experience Journey.

4. ENGAGE

   • Storytelling
     • Storyboard: visual illustration of your idea
     • Prototypes: developing and testing ideas at early stage before large scale implementation.
     • Role Play: to act out the experience to give better understanding of your idea.
   • Co-Creation
     • Storyboard
     • Role play
     • Prototype

5. EVOLVE

   • Strategic Requirements
     • Step 1: There is a need to list down all the ideas and solutions from the concept synthesis.
       • Step 2: For each key solution component what are the capabilities and resources required to deliver.
         • Step 3: Then assess the existing capabilities and resources and the “GAP”.
           • Step 4: After the assessment of the GAP, what is the additional capability that is required to be developed and devise Strategies.
             • Step 5: Assess the cost to develop the additional capability.
               • Step 6: What are the external sources of expertise (potential partnership)?
   • Evolved Activity Systems
     • Step 2: Then based on the Big Idea/Solution concept, assess whether the Mission and Objectives need to be changed or not.
     • Step 3: Then accordingly, assess which Key Strategies need to be changed.
     • Step 1: Use the activity system developed in the explore phase to study the current activity
     • Step 4: This will then be followed by changes in processes using the tool to evolve the delivery processes.
     • Step 5: In order to better deliver the solution to the users, different end to end processes (integral to the organizations) need to be streamlined.
     • Step 6: Specify one key solution component.
     • Step 7: Then list down all the end to end processes needed to implement the above solution.
     • Step 8: Assess the current process and determine gaps.
     • Step 9: Incorporate in the activity systems if changes are required.
     • Step 10: Assess what are the possible tensions arising from the change and needs to be resolved
   • Change Management
     • Reasons for Change
     • Engage staff on the change using MARS tool
     • Visualize the vision for Change
     • Initiate the Implementation Plan
     • Empower people for the change
     • Quick Wins to motivate people to change
   • Quick Wins
     • Step 1: Develop, document and get agreement on Quick Wins
     • Step 2: Clearly define success indicators of Quick Win and how it can be measured
     • Step 3: Identify and assign people who will lead the implementation
     • Step 4: Define time-line and key milestones of Quick Win implementation
     • Step 5: Set status update timetable
     • Step 6: Communicate results of Quick Win