Most important concept around design thinking – if you only take one thing away – is that it is focussed on the user. Building rich pictures of these people. How well do you know your customers/ users?
UNDERSTANDING YOURSERVICEUSERS ANDBENEFICIARIESHow can design thinking addvalue to your venture?Accelerator Training29 April 2013Catherine Russell
5A CYCLE OF GENERATING ANDREFINING IDEAS:EXPLORING,DISCOVERINGGathering insight.Buildingunderstanding abouta particular socialissue or a particularservice.Talking to as manypeople as you can:users, staff,volunteers etc.MAKING SENSE,DEFININGBeing inspired by theinsight.Making the researchuseful and usable.Understand whatneeds to change andwhy.PROPOSING,DEVELOPINGWork upideas, activities, orprojects whichaddress the issueyou’ve identified.Generating multipleideasPrototyping differentvariations.DELIVERING,ITERATINGIterating ideas.Continual learningand improvement.Refer back toprevious methods asappropriate, e.g.testing newiterations, or revisingresearchtime
9FIRSTLY, TAKE A STEP BACK…Thinking and feelingSaying and doing
10NOW, THE ASPIRATION…WHAT IS THE CHANGE YOU ARE LOOKING TOMAKE?Thinking and feelingSaying and doing
11NOW, WHAT IS PEOPLE’SEXPERIENCE OF YOURVENTURE OR PROJECT?
USER JOURNEY MAPPINGFrom a blueprint to a specific user journey
1313HOW DOES YOUR VENTURECENTRE AROUND USERS?SERVICE ECOLOGY MAPSPut the people youare working with atthe centre, alongwith assets andresource that arecentral to workingwith themPut assets andresources that areless essentialtowards the edge
15STORYBOARDING:Create your own:How will someonebecome aware of theproject?What will make themdecide to get involved?What will their initialexperience be?What will their on goingexperience be?Etc… Is there an end-point?
• As focus on outcomes for the individual, not outputs• How does these outcomes link to long-term impact?• It makes you clearly define the outcomes and how you willachieve them• It tests underlying assumptions you may have about yourworkCONSIDERING A THEORY OFCHANGE:
Step 1• The long-term aimStep 2• What are the outcomes associated with this?Step 3• What are the “pre-conditions”?Step 4• What activities/interventions achieve these?Step 5• What are the assumptions made?Step 6• How will you show the change you make?20
Identify your goal. What doessuccess look like?The goal must be:• Clear• Understood• Realistic but ambitious• Defined• Succinct21Step 1• The long-term aim
• Think backwards!• Think of the last change that needs tohappen before reaching the ultimate goal• Then what needs to happen before that?Etc.• Come up with 3-5 preconditions at eachlevel25Step 3• What are the “pre-conditions”?
• Aligning activities with outcomes• What needs to be done to achieve theoutcomes?• What activities result in preconditionsbeing met?• What do you currently do in theorganisation to help achieve theoutcomes set out?• “We do…. with young people… to 27Step 4• What activities/interventions achieve these?
30Step 5• What are the assumptions made?• Does this approach make sense?• Is there anything that you are taking forgranted?• Does this approach rely on the actions ofanyone else?• Are the assumptions plausible?• Can you explain and justify theseassumptions?
32Step 6• How will you show the change you make?• What outcomes should be measured?• They must be• Measurable (by you)• Ideally unique• What would the outcome look like if you saw it? Thinkabout this from the perspective of staff, young personand the outside world• E.g. Confidence:• What does this look like (ie indicators ofconfidence),• How can you measure these indicators• How do we know the outcome has been achieved?• How will you measure the outcomes? (Data, toolsetc)