Introduction to Design thinking, Lecture notes of Design Patterns

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DESIGN

THINKIN

G

Content

• Introduction: Design Thinking
• What , How, Why Design Process
• Four Questions
• Ten Tools
• Identify an Opportunity
• Scope your opportunity
• Draft your design brief

What if Managers Thought Like Designers?

• Design starts with empathy - Customer-centered
• Managers think of themselves as creators – process of invention
• Designers invent tomorrow—they create something that isn’t
• Learners- prepare to iterate their way to solution

Business and Design

• Design is all about action, and business too often gets stuck at the talking stage
• Design teaches us how to make things feel real, and most business rhetoric today remains largely irrelevant to the people who are supposed to make things happen
• Design is tailored to dealing with uncertainty, and business’s obsession with analysis is best suited for a stable and predictable world
• Design understands that products and services are bought by human beings, not target markets segmented into demographic categories

Growth Lesson

• You don’t have to search far and wide to find opportunities
• You don’t have to bet big in order to be successful
• Speed thrills

SIX THINGS MANAGERS KNOW… THAT ARE DEAD WRONG

• Myth 1: Don’t ask a question you don’t know the answer to
  • Start in the unknown
• Myth 2: Think big
  • Focus on meeting genuine human needs
• Myth 3: If the idea is good, then the money will follow
  • Provide seed funding to the right people and problems, and growth will follow
• Myth 4: Measure twice, cut once
  • Place small bets fast
• Myth 5: Be bold and decisive
  • Explore multiple options
• Myth 6: Sell your solution. If you don’t believe in it, no one will
  • Choose a worthwhile customer problem
  • Let others validate

4 questions- 4 stages

- What is stage explores current reality

• What if envisions a new future - What wows makes some choices - What works takes us into the marketplace
• Progressively expanding our field of vision, looking as broadly and expansively around us as possible to not be trapped by our usual problem framing and pre-existing set of solutions- Divergence
• After generating a new set of concepts, begin to reverse the process by converging, progressively narrowing down our options to the most promising

What is?

• All successful innovation begins with an accurate assessment of the present, current reality
• Need to pay close attention to what is happening today to identify the real problem or opportunity we want to tackle

Identify an Opportunity

• Whether your challenge is a good fit for design thinking?
  • Is the problem human-centred? (Technical challenges that don’t involve human behavior are not a good fit for design thinking.)
  • How clearly do you understand the problem or potential solution? (If you already know the answer or have a pre-determined solution, you’re better off choosing another topic.)
  • What’s the level of uncertainty?
  • What’s the degree of complexity? (The more unknowns and interdependencies exist within your project, the greater the likelihood that design thinking will lead you to a new insight.)

Identify an Opportunity

• Whether taking on this design thinking project is good for you?
  • Can you safely explore this challenge or opportunity without too much performance anxiety setting in?
  • Can you find and interview at least several individual users in the amount of time you have?
  • Once you understand your users’ needs more deeply, do you believe you can likely design something for them?
  • Are you willing to do rough prototyping of new ideas and courageous enough to share those prototypes with others?

Scope Your Project

• Once you’ve posed your initial statement, it’s time to explore the broader perspective
• Ask yourself why your problem matters, and write some of your top reasons
• Try to translate each reason into a new “How could we...” statement
• Do the same with the narrower perspective by identifying some of the barriers that make your project a challenge.

Scope Your Project

• There’s no scientific way to “prove” that you’ve selected the ideal scope
• Review the possible project scopes that you developed, and select one that feels actionable, with enough possibility to make it interesting and enough traction that you can do something about it.
• Sometimes you’ll find yourself gravitating right back to the center where you started, but other times, you’ll realize that a broader or narrower definition for your project seems more fruitful.