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Stimulating visual thinking<br />Claudia Ehmke<br />
Overview<br />- Set of cards to disrupt thinking<br />- Certain exercises to stimulate team<br />
Over to you…<br />
Your brief<br />- You have 1 minute.<br />- Think of the last persona you worked with.<br />- Sketch a personalised start ...
On projects…<br />
Background<br />
Sketching is a Dialogue<br />Create<br />mind<br />sketch<br />(new) knowledge<br />representation<br />Read<br />Bill Bux...
Disruption<br />Parallel thinking<br />How?    Which projects?     Which team?<br />Status quo<br />
Project types (or phases in project)<br />KNOW BOTH <br />e.g. iPhone app for recording expenses<br />KNOW GOAL <br />e.g....
Project types (or phases in project)<br />KNOW BOTH <br />e.g. iPhone app for recording expenses<br />KNOW GOAL <br />e.g....
Existing card sets<br />
Overview of card types<br />Process oriented<br /><ul><li>A day in the life
Affinity diagrams</li></ul>Game oriented<br /><ul><li>Prune your product tree
Create your product (cereal) box</li></ul>Keywords – closed (user experience-related) vocabulary<br /><ul><li>Limited access
Social validation</li></ul>Keywords – open vocabulary<br /><ul><li>Helicopter
Cloud</li></li></ul><li>Ps: this is not an exhaustive list<br />
Current card categories<br />architecture<br />Behavioural psychology<br />security<br />Recognition/perception<br />(Ergo...
What else…<br />architecture<br />Interaction features<br />Behavioural psychology<br />Aspects of your personas<br />secu...
What you need…<br />
A thorough brief:<br />What do you want to get out of it?<br />What challenges should be addressed?<br />What are the limi...
Personas or other project insights<br />
Set of cards to disrupt<br />Footer<br />- Big<br /><ul><li>Mega
normal</li></li></ul><li>team, paper, wall space<br />
Set the lingo<br />
Activities<br />Problem<br />Solution<br />Ideation/<br />Diverging<br />Exploration<br />Selection/<br />Converge<br />Da...
Activities forIDEATION<br />
Exercise 1: 6 in 8 – gut instincts<br />Draw 6 sketches in 8 minutes<br />Focus on the key parts that make your solutions ...
Exercise 2: Force-in cards <br />Spread the cards around your team – about 5-8 each. <br />Ask everyone to use each of the...
Exercise 3: Pass around<br />Everyone to choose to of their sketches<br />Pass them around to the next person around the t...
Exercise 4: Share the pen(Collaborative sketching)<br />Draw in pairs or groups – the team will be working on the solution...
Activities forSELECTION<br />
Selecting ideas<br /><ul><li> Cards as criteria (weighted)
 Assess solutions</li></ul>Pugh matrix<br />
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Stimulating visual thinking UXLX Claudia Ehmke

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this was a talk given at uxlx 2011 about how you can help your team to generate more ideas using certain exercises and card sets with open or closed (user experience specific) vocabulary.

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  • Lbi– marketing and technology agency4.5 yearsSketches to illustrate possible solutions2 things that helpUsing cards to stimulate the thinkingUsing specific exercises
  • Persona or take your mum- usually its not just one concept because you would want to try out a few more ideas Sometimes you get stuck with what came into your head first sometimes you forget what else is out there you want to do something differentiating
  • Put your ipads and smartphones away for a minute
  • Persona or take your mum- usually its not just one concept because you would want to try out a few more ideas Sometimes you get stuck with what came into your head first sometimes you forget what else is out there you want to do something differentiating
  • Have had projects where its all about bringing ideas onto paper quickly as client wants to see something asapWe’ve used cards with keywords around usability, the project’s background and even features to stimulate our thinking and generate ideas more quickly
  • Parallel thinking is where innovation and new ideas can come from Paradigm shiftDisruptionStimuli to get to this other layeron which scale depends on the openness of the project and the people working on it and which stimuli they got
  • Not exhaustive
  • Make it more specific for your clients and projectsFocus on aspects that differentiate
  • Make or choose the set of cards you’d like to useclarity
  • Mix of disciplines?Sketchers!
  • Everyone involved in the exercise should know the dictionary of sketching interaction designsIe.How do buttons look likeHow to input fields or drop downs look like etc
  • A lot of excercises and theories likeOne view of the creative process I like:according to Dave Gray – author of Gamestorming.But also six thinking hats, innovation games, ideo process cards etc.Shows how a problem is explored – with a multitude of solutions, these go into facets and subfacets of possible solution parts in the DIVERGE stage. Followed by the exploration part where you can see how some solutions are actually connected, some solve the same problem, some are not really feasible..And in the CONVERGE stage – where from the different solutions that are still there, you look critically at all of them and decide which one to go forward with.
  • Design course exercise that is often used at LbiThe Red Hat signifies feelings, hunches and intuition. When using this hat you can express emotions and feelings and share fears, likes, dislikes, loves, and hates.
  • The Green Hat focuses on creativity; the possibilities, alternatives, and new ideas. It&apos;s an opportunity to express new concepts and new perceptions.
  • converging
  • Easier if you have to communicate it to business stakeholders (specifically in finance sector)This comes back to the briefIf you have good acceptance criteria of what should be achieved, it will be easier to use these as criteria to select ideasAlternativesUser testStakeholder insightsTechnical limitations
  • For everyone who likes it a bit more scientific..It should also help to find opportunities for possible improvements of the winning solution
  • A quick exercise to get everyone engaged – handing out example cards and run a minute exercise to see whether they based on the earlier brief can now come up with a completely different idea.
  • Persona or take your mum- usually its not just one concept because you would want to try out a few more ideas Sometimes you get stuck with what came into your head first sometimes you forget what else is out there you want to do something differentiating
  • A quick exercise to get everyone engaged – handing out example cards and run a minute exercise to see whether they based on the earlier brief can now come up with a completely different idea.
  • Transcript of "Stimulating visual thinking UXLX Claudia Ehmke"

    1. 1. Stimulating visual thinking<br />Claudia Ehmke<br />
    2. 2. Overview<br />- Set of cards to disrupt thinking<br />- Certain exercises to stimulate team<br />
    3. 3. Over to you…<br />
    4. 4. Your brief<br />- You have 1 minute.<br />- Think of the last persona you worked with.<br />- Sketch a personalised start page for their online banking.<br />
    5. 5. On projects…<br />
    6. 6. Background<br />
    7. 7. Sketching is a Dialogue<br />Create<br />mind<br />sketch<br />(new) knowledge<br />representation<br />Read<br />Bill Buxton. Sketching User Experiences<br />
    8. 8. Disruption<br />Parallel thinking<br />How? Which projects? Which team?<br />Status quo<br />
    9. 9. Project types (or phases in project)<br />KNOW BOTH <br />e.g. iPhone app for recording expenses<br />KNOW GOAL <br />e.g. product for recording expenses<br />KNOW TECHNOLOGY <br />e.g. iPhone app for business users<br />KNOW NOTHINGe.g. new product for business users<br />Eddie Obeng, All change! Project leaders’ secret handbook<br />
    10. 10. Project types (or phases in project)<br />KNOW BOTH <br />e.g. iPhone app for recording expenses<br />KNOW GOAL <br />e.g. product for recording expenses<br />KNOW TECHNOLOGY <br />e.g. iPhone app for business users<br />KNOW NOTHINGe.g. new product for business users<br />Eddie Obeng, All change! Project leaders’ secret handbook<br />
    11. 11. Existing card sets<br />
    12. 12. Overview of card types<br />Process oriented<br /><ul><li>A day in the life
    13. 13. Affinity diagrams</li></ul>Game oriented<br /><ul><li>Prune your product tree
    14. 14. Create your product (cereal) box</li></ul>Keywords – closed (user experience-related) vocabulary<br /><ul><li>Limited access
    15. 15. Social validation</li></ul>Keywords – open vocabulary<br /><ul><li>Helicopter
    16. 16. Cloud</li></li></ul><li>Ps: this is not an exhaustive list<br />
    17. 17. Current card categories<br />architecture<br />Behavioural psychology<br />security<br />Recognition/perception<br />(Ergonomics)<br />Interaction design elements<br />Error-proofing<br />memory<br />Game play<br />
    18. 18. What else…<br />architecture<br />Interaction features<br />Behavioural psychology<br />Aspects of your personas<br />security<br />Anti-<br />(the dark side)<br />Recognition/perception<br />(Ergonomics)<br />Interaction design elements<br />Error-proofing<br />Experience principles<br />(brand values)<br />memory<br />Game play<br />
    19. 19. What you need…<br />
    20. 20. A thorough brief:<br />What do you want to get out of it?<br />What challenges should be addressed?<br />What are the limitations?<br />Which scenarios/personas should be considered?<br />
    21. 21. Personas or other project insights<br />
    22. 22. Set of cards to disrupt<br />Footer<br />- Big<br /><ul><li>Mega
    23. 23. normal</li></li></ul><li>team, paper, wall space<br />
    24. 24. Set the lingo<br />
    25. 25. Activities<br />Problem<br />Solution<br />Ideation/<br />Diverging<br />Exploration<br />Selection/<br />Converge<br />Dave Gray, Gamestorming<br />
    26. 26. Activities forIDEATION<br />
    27. 27. Exercise 1: 6 in 8 – gut instincts<br />Draw 6 sketches in 8 minutes<br />Focus on the key parts that make your solutions different<br />This will help focusing everyone to engage with the problem on a high level.<br />6-up template to help set the frame<br />
    28. 28. Exercise 2: Force-in cards <br />Spread the cards around your team – about 5-8 each. <br />Ask everyone to use each of their cards to create another round of sketches (limiting the time usually helps).<br />
    29. 29. Exercise 3: Pass around<br />Everyone to choose to of their sketches<br />Pass them around to the next person around the table.<br />Everyone is solutionising based on their cards on the unknown sketches and therefore coming up with different solutions.<br />
    30. 30. Exercise 4: Share the pen(Collaborative sketching)<br />Draw in pairs or groups – the team will be working on the solution together!<br />It’s all about communication <br />First person is allowed to draw one line (not lifting the pen)<br />Then pass on and the next person adds their line before passing it on.<br />
    31. 31. Activities forSELECTION<br />
    32. 32. Selecting ideas<br /><ul><li> Cards as criteria (weighted)
    33. 33. Assess solutions</li></ul>Pugh matrix<br />
    34. 34. Opportunities<br /><ul><li>Select which aspects could be combined to create something better
    35. 35. Find compromise between options</li></ul>Pugh matrix<br />
    36. 36. What’s next??<br />
    37. 37. A card template<br />Project specific vocabulary<br />Easily extended <br />Specific for the clients you are working for<br />Share with the UX community – more inspiration for everyone<br />category<br />title<br />Description Lorizzlephat dolor for sure you son of a bizzle, adipiscingelit. Nullamdizzle funky fresh, owned volutpizzle, suscipizzlequizzle, gravidavel, funky fresh. Pellentesquemah<br />
    38. 38. A wrap-up<br />Set of cards to disrupt thinking<br /><ul><li>Closed or open vocabulary</li></ul>Certain exercises to stimulate team<br /><ul><li>6 in 8
    39. 39. Force-in cards
    40. 40. Pass around
    41. 41. Share the pen</li></ul>Other exercises to select<br />
    42. 42. Thanks<br />.claudiaehmke<br />bewoelkt<br />claudia.ehmke@lbi.com<br />

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