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Design Thinking

Design Thinking. Minder Chen Professor of MIS California State University Channel Islands Minder.chen@csuci.edu. Finding the Sweet Spot. What is Design? – Tom Kelley. Compiled by Scott Klemmer http://hci.stanford.edu/cs147/. Not just problem solving – creative leap

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Design Thinking

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  1. Design Thinking Minder Chen Professor of MIS California State University Channel Islands Minder.chen@csuci.edu

  2. Finding the Sweet Spot

  3. What is Design? – Tom Kelley Compiled by Scott Klemmerhttp://hci.stanford.edu/cs147/ • Not just problem solving – creative leap • Messy – No right answer (wicked problems) • Takes a point of view – or many POVs • Calls for vision and multiple minds (perspectives) • Open attitude – many solutions • Learned from experience with reflection • Requires a feel for the materials (think with you hands) • Starts with broadening, followed by narrowing Divergent Thinking  Assimilation  Convergent Thinking • Requires ongoing mindfulness 用心

  4. The Design Process http://www.ideo.com/images/uploads/news/pdfs/IDEO_HBR_Design_Thinking.pdf

  5. Inspiration [ Inter-disciplines]

  6. Inspiration

  7. Inspiration: Expect Success Build implementation resources into your plan What’s the business problem? Where’s the opportunity? What has changed (or soon may change)? Look at the world: Observe what people do, how they think, what they need and want What are the business constraints (time, lack of resources, impoverished customer base, shrinking market)? Involve many disciplines from the start (e.g., engineering & marketing) Pay close attention to “extreme” users such as children or the elderly Have a project room where you can share insights, tell stories How can new technology help? Are valuable ideas, assets, and expertise hiding inside the business? Organize information and synthesize possibilities (tell more stories!)

  8. Ideation Low-Fidelity Prototype Customer Journal Map Story Telling Usage scenarios

  9. Quick (Low-Fidelity) Prototyping Think with your hands. Building to think. Fail often to succeed sooner. Read the IDEO Difference (link)

  10. Ptototypes Eric Ries, author of The Lean Startup, calls such a prototype a minimum viable product, or MVP—representing the least amount of effort needed to run an experiment and get feedback. Creativity requires cycling lots of ideas. The more you invest in your prototype and the closer to “final” it is, the harder it is to let go of a concept that’s not working. Prototyping quickly and cheaply also allows you to keep multiple concepts alive longer.  Boyle’s Law (named after one of IDEO’s master prototypers, Dennis Boyle): never go to a meeting without a prototype.

  11. Why Designers Should Never Go to a Meeting Without a Prototype Link a project with Sesame Workshop to develop Elmo’s Monster Maker—an iPhone app that leads young children through the process of designing their own monster friend. They had an idea for a new dance feature in which kids could guide Elmo through different dance moves in sync with a simple music track. 

  12. Ideation: Brainstorm Make many sketches, concoct scenarios Build creative frameworks (order out of chaos) Apply integrative thinking Build implementation Put customers in the midst of everything; describe their journeys Prototype, test, prototype, test… Tell more stories (they keep ideas alive) Communicate internally – don’t work in the dark! Prototype some more, test with users, test internally

  13. Implementation

  14. Implementation: Execute the Vision Engineer the experience Help marketing design a communication strategy Make the case to the business – spread the word Move on to the next project – repeat

  15. EatWell EATWELL won first place at the 2014 Stanford Design Challenge

  16. EatWellSet.Com http://www.eatwellset.com/#!features/cf1a

  17. Design Thinking Process by Stanford d.school / IDEO “To create meaningful innovations, you need to know your users. Empathize and care about their lives.” “It’s not about coming up with the ‘right’ idea, it’s about generating the broadest range of possibilities.” “Build to think and test to learn.” “Framing the right problem is the only way to create the right solution.” IDEO: Inspiration  Ideation  Implementation “Testing is an opportunity to learn about your solution/assumptions and your user.” http://dschool.stanford.edu/dgift/ https://dschool.stanford.edu/groups/designresources/wiki/36873/attachments/8a846/ModeGuideBOOTCAMP2010.pdf

  18. Ethnography http://www.slideshare.net/chiatlanta/ethnographic-research-for-design-innovation-3578305 Ethnography is observing behavior in natural settings. Ethnography literally means “writing about people groups” and it is an anthropological method for describing cultures. The method is formulated in the 1800’s as a method for studying “native” cultures. It has been applied to Market Research since 1980’s. It is research conducted in a natural context: i.e. in the home, in a store, in an airport, in a work place.

  19. Qualitative Research Observation; Shadowing; Self-documentation 1:1 Interviewing/Group Interviewing http://www.businessweek.com/stories/2006-06-04/the-science-of-desire

  20. Characteristics of Ethnographic Research *** Leonard, D., and J. F. Rayport, "Sparking Innovation through Empathic Design,"  Harvard Business Review, November/December, 1997, pp. 102–13. (link) • Takes place “in the field” • Observation is primary data collection technique • Interviews are used to clarify observations • Attention is paid to context and artifacts • Field notes coded and analyzed for themes and variables ** Ethnography produces fresh insights for design strategy.

  21. Participant Observation Tips Product Development Process: Observation (video) Observation is at the core of design thinking Why: To identify needs, NOT solutions • Focus on behaviors that reveal key design concepts • Capture cases at opposite ends of scale • Look for the unseen behavioral scaffolding • Be the foreigner • Follow the golden rule (Empathy)

  22. AEIOU Observation Framework Source: Doblin, Inc. By Rick Robinson and Stef Norvaisis http://palojono.blogspot.com/2007/07/recording-ethnographic-observations.html

  23. Oral B Kid Toothbrush by IDEO Design Toothbrush for kid under age 5 Video http://ecorner.stanford.edu/authorMaterialInfo.html?mid=2100

  24. Customer (user) what really counts major preoccupations, worries & aspirations Empathy Map environment friends what the markets offers what friends say what boss says what influences say GAIN “wants”/needs, measures of success, obstacles PAIN fears, frustrations, obstacles attitude in public appearance behavior towards others http://www.gogamestorm.com/?p=42 http://www.slideshare.net/AdilsonJardim/empathy-map-poster-3201288

  25. Supplemental Research Methods Artifact analysis Context mapping Participant diaries, collages, or photo journals Shop along Digital Ethnography (…Webnography?)

  26. System in Context (Context Mapping)

  27. Design Thinking Process at d.school (Stanford) http://www.pwc.com/us/en/technology-forecast/2013/issue3/assets/pdf/techforecast-2013-issue-3.pdf Design Theory (Process): http://bbamediastudio.wikispaces.com/Design+Theory

  28. Design-Driven Innovation Customer Development Desirability (Human) Viability (Business) Connecting the Dots … Feasibility (Technology)

  29. Design Thinking Process and Methods

  30. Design for Extreme Affordability • http://www.creativeconfidence.com/chapters/chapter-3 • Problem: 15 M premature and underweight babies and many died. • Reasons: • Babies are so tiny they don’t have enough fat to regulate their own body temperature. • Traditional incubators can also cost as much as $20,000—each. • Goal: Design low-cost infant incubator for developing world • Field research: • Saw unused infant incubators in hospital in Nepal.  Changing design for hospitals and clinics to Rural mothers in their villages • Heard mother is going to reduce temperature from 38oc to 30oc  Changing the indicator to just OK

  31. The Embrace Infant Warmer Is a Product with A Mission $200 ABC News 20/20 Video Paraffin (石蠟) Video from Embrace http://embraceglobal.org/

  32. MRI (link)

  33. Redesign MRI for Kids GE 18 billion Heathcare Division Multimillion-dollar magnetic resonance imaging (MRI) machines Problem: Children are frighten by the MRI machine and 80% has to be sedated before scanning. Action: Chief designer took “Human-Centered Design and Innovation” at Stanford d.school Solution: Designing MRI machine  Redesign and humanize the experience for kids (getting young patients safely and willingly through an MRI scan)

  34. GE’s “Adventure Series”MRI for Kids Link GE's Adventure Series redesigns imaging equipment including MRIs, X-ray machines and CT scanners like the pirate-themed machine pictured here to make the procedures less scary for kids. (Link)

  35. Different Themes

  36. Cleaning Where should P&G look for Growth?

  37. Field Research Findings of Mopping the Floor A team of ethnographic researchers set out to watch how people cleaned their kitchen floors, and they discovered: • Most people swept their floors before they mopped. • People assemble a system of largely unbranded products to get the job done. [ user-generated innovation, wisdom of the crowd ] • Mops worked mostly by the adhesion of dirt to the mop and people seemed to spend almost as much time rinsing their mop as they did cleaning the floor. • People wore old clothes when they were cleaning because it was a dirty job. Source: http://continuuminnovation.com/work/swiffer/

  38. Swiffer – P&G and Contiuum Procter & Gamble’s 2nd most popular consumer product. “There has got to be a better way to clean a floor. Current mops are the cleaning equivalent of the horse drawn carriage – where’s the car?”

  39. Do Observations in the Field Use observations in the field to spot contradictions of what you see and what you expect.  Dig deeper Genchi Genbutsu (現地現物): “Going to the source to see for yourself.” (The Toyota Way, p. 40) Empathy means challenging preconceived ideas and setting aside your sense of what you think is true in order to learn what is true. “It’s not what you don’t know that get you into trouble. It is you know for sure that ain’t so.” -- Mark Twain.

  40. Listerine PocketPaks Addressing the consumer need for an easy-to-use, portable product that delivers a cleaner, healthier mouth -- a real solution, not a mask for bad breath. $150 Millions first year sales Original idea came from Japan

  41. 5 Why’s Ask “Why?” questions in response to five consecutive answers. This forces people to examine and express the underlying reasons for their behavior and attitudes.

  42. The Trick to Inventing a Better Ice Cream Scoop The award-winning design for this "mouth-friendly" ice cream scoop came from observing that people tend to lick the utensil after use (you cannot learn about this by asking people only). by Zyliss, Swiss housewares company Link No sharp edges and no moving parts **The Customer-Centered Innovation Map by Lance A. Bettencourt and Anthony W. Ulwick, Harvard Business Review (link)

  43. Courtyard by Marriott Bistro Lobby Concept Link 1 Video **IDEO Link 2

  44. Five Guest-Enabling Brand Principles Focus on working smarter and anticipating needs Instill pro-activity to let personality shine Enable guests to feel comfortable in public spaces using subtle gestures Provide options and a sense of control Aim to help guests feel refreshed, refueled, and recharged

  45. Hire a Milkshake “Finding the Right Job for Your Product.” MIT Sloan Management Review, Spring 2007, pp. 38–47 They were winning out over doughnuts, bagels, bananas, and boredom. If a company can discover a job-defined market, it will generally be much larger than one defined by product category.

  46. Job-to-Be-Done Analysis Source: http://hbswk.hbs.edu/item/5170.html "Marketing Malpractice: The Cause and the Cure," Harvard Business Review, Vol. 83, No. 12, December 2005. “People don’t want to buy a quarter-inch drill. They want a quarter-inch hole!” • Theodore Levitt, Professor of Marketing, Harvard Business School • “Jobs-to-be-done"--addressing the basic problem a customer is facing and providing a product that can deliver the necessary result. Each job has functional, emotional, and social dimensions. • The jobs-to-be-done point of view causes you to go with your customer as she goes about her day, always asking the question as she does something ask: “Why did you do it that way?”

  47. The Jobs-Opportunity Equation

  48. Frictions & Pains http://invention.smithsonian.org/centerpieces/iap/inventors_fry2.html 3M Post-it “I keep losing my place in my music!”

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