a d of d i thi ki  day f design thinking         6.17.2012         6 17 2012
Agenda: an intense day  9:00 to 9:30     Introductions: Who are we? What are we doing? Why?  9:30 – 10:00     Design Resea...
Storytelling!  • We are    documenting    with video    and photos so    SMILE!  6/17/2012         Cooperative Trust | Cra...
intros          i tWhoWh are we? Wh t are we doing? Wh ?         ? What        d i ? Why?
Welcome! • We are gathered here to use          g   Design Thinking to explore   the question: How might   Credit Unions r...
Who are we? 6/17/2012    Cooperative Trust | Crash the ACUC   6
Alignment • Let’s visualize this week’s   outcome and set   boundaries and constraints        •    This week is…          ...
design thinkingd i thi ki  What is  Wh t i it? How is it d             H   i     done?                           ?
Design Thinking  • There’s process, y , but the most important thing is to be            p       , yes,              p    ...
Design Thinking: What is it?                                       Abstract                         PATTERNS              ...
Design Thinking: What is it?                                        Abstract                          PATTERNS            ...
Design Thinking: What is it?   Apply structure.                    Abstract   Look for insight,    Look for insight, meani...
Design Thinking: What is it?                                       Abstract                                        Ask, “S...
Design Thinking: What is it?                                       Abstract                         PATTERNS              ...
Design Thinking: What is it?                                       Abstract                         PATTERNS              ...
Design Thinking: What is it?  • We will be going through this p               g g        g       process in one day, thoug...
Design Thinking: What else is it?  • So that’s the process,                   p      ,    roughly.  • It’s important to un...
Design Thinking: Abstract and Concrete  • One of the most difficult    things for people to    manage is ambiguity.  • W w...
Design Thinking: Talking and Doing                 Talk                 T lk  D                         Do              ...
Teams!                                                                       Talk  Do • Teamwork is not easy. Do…       ...
Teams!                                                                                      Talk  Do • 5 people p team  ...
secondary research     d           h   What   Wh t did we l               learn f                     from th world?      ...
Secondary Research                                                                             Talk  Do • We need to “ge...
Secondary Research                                                                    Talk  Do • What did we already lea...
Secondary Research                                                                   Talk  Do • Conclusion        • What...
primary research  i            h   What   Wh t more can we learn?                    l    ?
Primary Research – why do it?                                                                   Talk  Do  • We are peopl...
Primary Research – why do it?                                                                                      Talk ...
Primary Research Steps                                                                          Talk  Do  • Develop a cl...
Methodologies                                                            Talk  Do • In-depth individual interviews      ...
Interviewing Tips                                                                               Talk  Do  It’s not a con...
Interviewing Tips                                                                        Talk  Do  Other tips!          ...
Documenting                                                             Talk  Do • Generally we’d video and audio record...
Debriefing                                                                          Talk  Do  • Debriefing immediately i...
Who do we want to talk to?                                                                            Talk  Do  • A note...
Our People                                                                        Talk  Do  • How we found our people: C...
Writing our Interview Guide                                                                     Talk  Do  • Think ahead ...
Talk to the people!                                                             Talk  Do  • Remember: they are          ...
Talk to the people!                                                                   Talk  Do  Those who are reassigned...
analysis and synthesis   l i     d    th i     What     Wh t are d i opportunities?              design   t iti ?
Analysis                                                                   Talk  Do  • Now it’s time to dig in and      ...
What to do: Post-it Analysis                                                                      Talk  Do  • Sometimes ...
What to do: Other kinds of analysis                                                               Talk  Do  A robust ana...
Outcomes: Themes                                                                    Talk  Do • Themes are clusters of ob...
Outcomes: Need Statements                                                                                   Talk  Do • R...
Outcomes: Motivations & Barriers                                                                           Talk  Do  • B...
Bonus Outcomes: Frameworks                                                                     Talk  Do • Frameworks are...
Synthesis                                                                  Talk  Do  • Synthesis is the      y    proces...
Opportunities                                                                      Talk  Do  • Once you have some themes...
The Design Thinking Roller-coaster                                                            Talk  Do  The highs, the l...
Analyze your data                                                                 Talk  Do  • Go back to your original t...
Synthesize opportunities                                                                      Talk  Do  • Spend 15 minut...
ideationid tiWhat i htWh t might we design?              d i ?
Ideation                                                                  Talk  Do  • Commonly known as              y  ...
How to (and not to) Brainstorm                                                             Talk  Do  • Defer judgment   ...
Stuck?                                                                       Talk  Do • Think of the worst, most dangero...
Ideating at different levels                                                                       Talk  Do  • Think of ...
Our Opportunities                                                             Talk  Do  • 20 Minutes – let’s share our o...
Ideation Process                                                             Talk  Do  • Pick an opportunity! Ideate wit...
decision-makingd i i      ki   What ill   Wh t will we design?                d i ?
Decision-making process                                                            Talk  Do  Frame the decision. What is...
Decision Process                                                           Talk  Do  Put a colored dot on the concept fo...
Decision 2012                                                      Talk  Do   Each team presents the two BEST ideas tha...
thankth k you!        !jnorvaisas@gmail.com      @jnorvaisas     608.358.6635
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Crash the ACUC - Design thinking Workshop 17June2012

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I developed this workshop for a group of Crashers through the Cooperative Trust at the ACUC (America's Credit Union Conference) in San Diego in June of 2012. Our goal was to better understand and develop concepts to serve the unbanked and underbanked in our society. http://trust.coop/what-we-do/

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Crash the ACUC - Design thinking Workshop 17June2012

  1. 1. a d of d i thi ki day f design thinking 6.17.2012 6 17 2012
  2. 2. Agenda: an intense day 9:00 to 9:30 Introductions: Who are we? What are we doing? Why? 9:30 – 10:00 Design Research: What is it? How is it done? 10:00 to 10:30 Secondary Research: What did we learn from the world? 10:30 to 10:45 b r e a k 10:45 to 11:45 Primary Research: What more can we learn? 11:45 – 1:00 Learn at Lunch: What are people’s needs and experiences? 1:00 to 1:30 b r e a k 1:30 to 2:30 Analysis and Synthesis: What are design opportunities? 2:30 to 4:00 Ideation: What might we create? 4:00 – 4:15 b r e a k 4:15 – 5:00 Decision-Making: What will we create? 6/17/2012 Cooperative Trust | Crash the ACUC 2
  3. 3. Storytelling! • We are documenting with video and photos so SMILE! 6/17/2012 Cooperative Trust | Crash the ACUC 3
  4. 4. intros i tWhoWh are we? Wh t are we doing? Wh ? ? What d i ? Why?
  5. 5. Welcome! • We are gathered here to use g Design Thinking to explore the question: How might Credit Unions reach out to those among us who are currently unserved or underserved by traditional financial institutions? • Today’s workshop fits into a full week of action! 6/17/2012 Cooperative Trust | Crash the ACUC 5
  6. 6. Who are we? 6/17/2012 Cooperative Trust | Crash the ACUC 6
  7. 7. Alignment • Let’s visualize this week’s outcome and set boundaries and constraints • This week is… is • This week is not… • Will be successful if… • We are designing… • We are not designing… 6/17/2012 Cooperative Trust | Crash the ACUC 7
  8. 8. design thinkingd i thi ki What is Wh t i it? How is it d H i done? ?
  9. 9. Design Thinking • There’s process, y , but the most important thing is to be p , yes, p g honestly curious… • About people • About your business • About your industry • About solutions • … and to be open to the same. • Don’t assume that you know the solution, or that you understand the problem space space. 6/17/2012 Cooperative Trust | Crash the ACUC 9
  10. 10. Design Thinking: What is it? Abstract PATTERNS DIRECTION FRAMEWORKS IMPERATIVES Analysis Synthesis DATA IDEAS OBSERVATIONS SOLUTIONS Concrete C t Adapted from Charles Owens, professor of IIT’s Institute of Design 6/17/2012 Cooperative Trust | Crash the ACUC 10
  11. 11. Design Thinking: What is it? Abstract PATTERNS DIRECTION FRAMEWORKS IMPERATIVES Analysis Synthesis Research. Look at  the world.  the world Outcomes: profiles,  DATA IDEAS OBSERVATIONS SOLUTIONS stories, issues, pain‐ points, needs.  Stay unbiased.  S bi d Concrete C t Adapted from Charles Owens, professor of IIT’s Institute of Design 6/17/2012 Cooperative Trust | Crash the ACUC 11
  12. 12. Design Thinking: What is it? Apply structure.  Abstract Look for insight,  Look for insight, meaning, relevance. PATTERNS DIRECTION Outcomes:  FRAMEWORKS IMPERATIVES frameworks, design  criteria, segments. it i t Allow uncertainty. Analysis Synthesis DATA IDEAS OBSERVATIONS SOLUTIONS Concrete C t Adapted from Charles Owens, professor of IIT’s Institute of Design 6/17/2012 Cooperative Trust | Crash the ACUC 12
  13. 13. Design Thinking: What is it? Abstract Ask, “So What?”  Build insights and  Build insights and tie to business. PATTERNS DIRECTION FRAMEWORKS IMPERATIVES Outcomes: Design  principles, strategy,  opportunities  t iti Think broadly. Analysis Synthesis DATA IDEAS OBSERVATIONS SOLUTIONS Concrete C t Adapted from Charles Owens, professor of IIT’s Institute of Design 6/17/2012 Cooperative Trust | Crash the ACUC 13
  14. 14. Design Thinking: What is it? Abstract PATTERNS DIRECTION FRAMEWORKS IMPERATIVES Analysis Synthesis Create things that  are new to the  world.  ld DATA IDEAS OBSERVATIONS SOLUTIONS Outcomes:  ideas,  concepts, designs.  p Keep it real.  Concrete C t Adapted from Charles Owens, professor of IIT’s Institute of Design 6/17/2012 Cooperative Trust | Crash the ACUC 14
  15. 15. Design Thinking: What is it? Abstract PATTERNS DIRECTION FRAMEWORKS IMPERATIVES Analysis Synthesis DATA IDEAS OBSERVATIONS SOLUTIONS Concrete C t Adapted from Charles Owens, professor of IIT’s Institute of Design 6/17/2012 Cooperative Trust | Crash the ACUC 15
  16. 16. Design Thinking: What is it? • We will be going through this p g g g process in one day, though it y, g often takes months to do thoroughly. PATTERNS DIRECTION FRAMEWORKS IMPERATIVES 2–6 2–6 weeks weeks 4 – 10 4 – ? weeks weeks DATA IDEAS OBSERVATIONS SOLUTIONS 6/17/2012 Cooperative Trust | Crash the ACUC 16
  17. 17. Design Thinking: What else is it? • So that’s the process, p , roughly. • It’s important to understand that it’ th t it’s an approach t h to problem-solving that is also characterized by being • Collaborative • Human-based • Iterative • Multi-disciplinary 6/17/2012 Cooperative Trust | Crash the ACUC 17
  18. 18. Design Thinking: Abstract and Concrete • One of the most difficult things for people to manage is ambiguity. • W will wallow i We ill ll in abstraction for awhile – try to be comfortable with that. • We’re working towards more concrete solutions as we move from understanding why to thinking about what and how. 6/17/2012 Cooperative Trust | Crash the ACUC 18
  19. 19. Design Thinking: Talking and Doing Talk T lk  D Do Talk  Do Talk  Do 6/17/2012 Cooperative Trust | Crash the ACUC 19
  20. 20. Teams! Talk  Do • Teamwork is not easy. Do… y • Be nice! • Practice your best listening skills. Don’t let enthusiasm steamroll your team-mates team mates. • Participate fully. • Be wrong. Your team will be there for you! • B direct if something f l off on your t Be di t thi feels ff team. Face it head-on. F h d • Know your role but be ready to pitch in on any task. • Be bold. Strive to fail  6/17/2012 Cooperative Trust | Crash the ACUC 20
  21. 21. Teams! Talk  Do • 5 people p team p p per • Work with people you don’t know • Name your team! • Hey, everyone’s gotta participate every step of the way! But identify these roles. Write your role on a Post-It Note and put it on your forehead. • 1 - Time-keeper/Project Mgr. Critical! Keeper of the agenda. Must be an enforcer. • 2 - Presenter/Storyteller Represent the group s work during share outs Presenter/Storyteller. group’s share-outs. • 3 - Lead Researcher. Like talking to people? Empathy important! • 4 - Scribe/Note taker. If everyone copied your notes in college this is your job! • 5-D Documentarian/Photographer. Channel your inner photo-journalist. t i /Ph t h 6/17/2012 Cooperative Trust | Crash the ACUC 21
  22. 22. secondary research d h What Wh t did we l learn f from th world? the ld?
  23. 23. Secondary Research Talk  Do • We need to “get smart” g • Industry landscape • Competitive strategies PATTERNS DIRECTION FRAMEWORKS IMPERATIVES • Competitive products • Historical/cultural precedent • Trends • Pertinent technologies • Expert opinions • Sacred cows and holy grails yg • This also gives us clues DATA IDEAS about where to go in OBSERVATIONS SOLUTIONS primary research i h 6/17/2012 Cooperative Trust | Crash the ACUC 23
  24. 24. Secondary Research Talk  Do • What did we already learn? y • Multiple reasons for being UU… where does the responsibility lie? • Market is complex and sizable complex, 60-88 million people 25% have prime credit, >50K/yr •T d –b Trends branchless b ki hl banking, mobile bil money, micro-lending, NFC, GPS • Products – only two cited were from traditional FI t diti l FIs • Technology (great discussion!) • History – community, simplicity, self- reliance, reputation, social pressure, barter, alternative currencies 6/17/2012 Cooperative Trust | Crash the ACUC 24
  25. 25. Secondary Research Talk  Do • Conclusion • What are the three most relevant things we’ve learned from secondary research?’ • Key Questions • Can a person be a financially responsible UU? • How can we get communities to make better financial decisions? • Wh are people trying to What l i accomplish, fundamentally? • What are the infrastructures and incentives i place now? i ti in l ? 6/17/2012 Cooperative Trust | Crash the ACUC 25
  26. 26. primary research i h What Wh t more can we learn? l ?
  27. 27. Primary Research – why do it? Talk  Do • We are people making p p g products and services for people, after all PATTERNS FRAMEWORKS DIRECTION IMPERATIVES • G th new, real Gather l observations and data • But…resist the urge to solve individual problems DATA IDEAS OBSERVATIONS SOLUTIONS 6/17/2012 Cooperative Trust | Crash the ACUC 27
  28. 28. Primary Research – why do it? Talk  Do • Challenge hypotheses and g yp assumptions Clifford Geertz • Beware ethnocentrism: judging another culture solely “Man is “M i an animal suspended i webs of i l d d in b f by the values and standards of significance he himself has spun… I take ones own culture, especially culture to be those webs, and the analysis of it to be therefore not an experimental with concern to language, g g , science i search of l i in h f law b t an but behavior, customs and religion interpretative one in search of meaning.” • Learn from different Our job: uncover and describe the perspectives, experiences perspectives experiences, systems of meaning within a particular t f i ithi ti l culture, decode the symbols in which it is behavior and values expressed and conveyed, and describe the • Mantra: “How interesting! behaviors and social relationships to which these systems of meaning give rise. th t f i i i • Imagine you are wrong 6/17/2012 Cooperative Trust | Crash the ACUC 28
  29. 29. Primary Research Steps Talk  Do • Develop a clear research plan p p • Business questions • Design questions • Research questions • Write field guide and interview questions • Plan fieldwork • Logistics, travel plans • Define and find participants • Recruiting incentives release forms Recruiting, incentives, • Fieldwork! • Document and care for the data • Debrief regularly 6/17/2012 Cooperative Trust | Crash the ACUC 29
  30. 30. Methodologies Talk  Do • In-depth individual interviews p • Buddy interviews • Observations • Environment and Material Tours • Shadowing •CCollage, card sorts • Journaling • Experiential immersions • Web surveys • Prototype interaction / Concept testing 6/17/2012 Cooperative Trust | Crash the ACUC 30
  31. 31. Interviewing Tips Talk  Do It’s not a conversation, but it should feel like it is! , • Let the lead-researcher guide the interview • They will give pauses for others to pitch in. Don’t make it an interrogation Don t • There really are no wrong answers. Don’t ever correct people • Use open-ended, non-assuming questions • Let the conversation meander, but cover topic areas. • Know the protocol, and be prepared to abandon it. • Take lots and lots (and lots) of notes, but not on your computers We’re doing this in a conference room… it’s different in people’s homes. 6/17/2012 Cooperative Trust | Crash the ACUC 31
  32. 32. Interviewing Tips Talk  Do Other tips! p • Mirror their language. Even if it’s wrong • Give Gi e ample listening and empath c es empathy cues • Allow quiet pauses, for people to reflect • It’s not about you – don’t talk about yourself • Ask h A k why, why, why, why, why! h h h h ! Interviewing people about sensitive topics, like money…is different 6/17/2012 Cooperative Trust | Crash the ACUC 32
  33. 33. Documenting Talk  Do • Generally we’d video and audio record the entire y interview, and take as many pictures as possible. That won’t be possible here. • You will rely on your notes. • When you do this work in the wild, feeding and caring for your data is a big part of the job. It’s your gold, your reason for being, and it represents the time and energy of the people who participate so generously 6/17/2012 Cooperative Trust | Crash the ACUC 33
  34. 34. Debriefing Talk  Do • Debriefing immediately is key g y y • But remember: this is pre-analysis (concrete): keep it about what you saw, not so much about what you think* • To debrief: • Describe the person and their situation. • What are their main needs and pain points/? • What was interesting about their behavior and solutions? • What did you learn about your protocol topic areas? • What surprised you? What did not surprise you? • What were memorable quotes or moments from the interview? • * The exception to this rule: What would be the perfect solution for this person? 6/17/2012 Cooperative Trust | Crash the ACUC 34
  35. 35. Who do we want to talk to? Talk  Do • A note on recruiting p g participants. Finding the right p p is p g g people critical, as the quality of the research relies on it. • The person must have the right relationship with the brand/product/service you are studying and be good to talk to studying, to. • There are four key steps to great recruiting • Establish relevant criteria • Write a screener • Find a recruiting partner/develop a recruiting strategy • Establish a rapport • Other things to keep in mind • Consider their relationship to p/b/s: user, hater, former user, aspirant • Consider which users group(s) you want to talk to • Demographic representation, sample size 6/17/2012 Cooperative Trust | Crash the ACUC 35
  36. 36. Our People Talk  Do • How we found our people: Craig’s List! • Who are they? • Alan Retired, worked at UCLA Medical Center. Doesn’t bank after finding himself the victim of identity theft. • Susan Unemployed, has experienced difficulties and moved from Missouri. Having a bank account is too stressful and hard to control. And now, she find, unnecessary. • Antonio Student works at the Zoo. Doesn’t trust banks and resists Student, Zoo Doesn t joining one. • Carla Student. Doesn’t trust banks and feels robbed by them because of fees. • Ozzy Machine operator. Thinks banks engage in unfair practices. • Renee Unemployed, worked at social services. Had overdrafts at last bank, doesn’t think she can get an account now. • LaFonda Seasonal Customer Service worker. Uses a bank only a few months of the year; otherwise unnecessary. 6/17/2012 Cooperative Trust | Crash the ACUC 36
  37. 37. Writing our Interview Guide Talk  Do • Think ahead to analysis! y • Craft your interview around these key areas: • Personal Journey with Financial Institutions • Current money management processes and behaviors • Pain points and struggles • Vision for the future • Include an intro telling people what to expect • Add some questions at the end about credit unions, if you would lik ! ld like! CRASHER REFRAME: The problem is getting the underserved/banked in better financial condition. I say this instead of “get the underserved/banked a banking relationship” 6/17/2012 Cooperative Trust | Crash the ACUC 37
  38. 38. Talk to the people! Talk  Do • Remember: they are y the experts, you are 100% ignorant when it comes to the experiences of the people who walk in this room. This is all about them. • Don’t think ahead Be Don t ahead. in the moment. • Attention and respect! 6/17/2012 Cooperative Trust | Crash the ACUC 38
  39. 39. Talk to the people! Talk  Do Those who are reassigned - go to y g g your new teams! 15 minutes getting settled (11:45 – Noon) 45 minutes interviewing (Noon – 12:45) 10 – 15 minutes d b i fi i t debriefing w/ team (12:45 – 1 00) /t (12 45 1:00) Capture your thoughts on Post-it Notes • Describe the person and their situation. • What are their main needs and pain points? • What was interesting about their behavior and solutions? • Wh t did you l What learn about your protocol t i areas? b t t l topic ? • What surprised you? What did not surprise you? • What were memorable quotes or moments? q • What would be a perfect solution for this person? 6/17/2012 Cooperative Trust | Crash the ACUC 39
  40. 40. analysis and synthesis l i d th i What Wh t are d i opportunities? design t iti ?
  41. 41. Analysis Talk  Do • Now it’s time to dig in and g allow ourselves to move PATTERNS DIRECTION into the abstract FRAMEWORKS IMPERATIVES • Thi f t makes teams This fact k t crazy: there are countless ways to analyze qualitative research data, and none of them are right or wrong DATA IDEAS • Some outcomes: themes, OBSERVATIONS SOLUTIONS need statements, motivations and barriers, frameworks 6/17/2012 Cooperative Trust | Crash the ACUC 41
  42. 42. What to do: Post-it Analysis Talk  Do • Sometimes called affinity y mapping • Write down your observations on Post its (you’ve started this!) Post-its (you ve • Put them up on a board • Move them around • T lk about th Talk b t them • Cluster them into categories of like or similar things 6/17/2012 Cooperative Trust | Crash the ACUC 42
  43. 43. What to do: Other kinds of analysis Talk  Do A robust analysis phase includes a look at the data from y p many angles, some collaborative, some heads-down. • Video analysis • Transcript analysis • Keyword analysis 6/17/2012 Cooperative Trust | Crash the ACUC 43
  44. 44. Outcomes: Themes Talk  Do • Themes are clusters of observations and findings that the g team feels are important coming out of the research. They must be three things • True: everyone on research agrees it’s true and relevant it s • Descriptive: including a title and a short description • Suggestive: reframing or creating a new way of looking at the problem or solutions bl l ti Examples of Themes JARGON: Laptop owners don’t understand the terminology of the features used to sell and market the products. INTEROPERABILITY: Everyone experiences the same types of content across the many devices the o n share and co o n man de ices they own, co-own. 6/17/2012 Cooperative Trust | Crash the ACUC 44
  45. 45. Outcomes: Need Statements Talk  Do • Really thinking about needs can p y g point to fruitful opportunities for innovative solutions. • Need statements look something like this: __________ need ___________ so/because__________ Examples of Need Statements • Non-tech savvy people purchasing laptops need to understand the technology on their own terms because it looks like Greek to them. • Nurses on surgical floors need ways to carry numerous irregularly shaped objects because they are hustling between rooms & can’t carry everything at once. • Jack and Jill need ways to transport water down the hill so they can avoid further injury to crowns or tumbling downs downs. 6/17/2012 Cooperative Trust | Crash the ACUC 45
  46. 46. Outcomes: Motivations & Barriers Talk  Do • Beyond just looking at needs, it’s helpful for us to understand what motivates people to act, or prevents them from making certain choices. • Break it down by making lists to understand levers and influence • What motivates people to go to traditional financial institutions? To go to alternative financial institutions? • Wh t prevents people from going to alternative financial institutions? What t l f i t lt ti fi i l i tit ti ? From going to traditional financial institutions? • What choices are made along the way as people manage their money and what is motivating them or preventing them from making alternative choices? • Turn up y p your empathy meter to answer these from their p p y point of view, not inserting your own judgment or assumptions. 6/17/2012 Cooperative Trust | Crash the ACUC 46
  47. 47. Bonus Outcomes: Frameworks Talk  Do • Frameworks are conceptual structures that describe and p solve complex issues. They’re ways of looking at data. They must be three things: • Accurate: must stand up to criticism (the team should do this) • Clarifying: results in an aha! • Actionable: suggesting insight that we can work with EXAMPLES OF FRAMEWORKS • Process or experience maps • Typologies • Taxonomies • Process diagrams 6/17/2012 Cooperative Trust | Crash the ACUC 47
  48. 48. Synthesis Talk  Do • Synthesis is the y process of creating PATTERNS DIRECTION something new to the FRAMEWORKS IMPERATIVES world, world pointing toward solutions, but firmly rooted in analysis. • Moving away from the abstract (ideas, making sense of the world) world), more into the concrete DATA IDEAS OBSERVATIONS SOLUTIONS (actions, impact on the world) ld) 6/17/2012 Cooperative Trust | Crash the ACUC 48
  49. 49. Opportunities Talk  Do • Once you have some themes and understand needs & y motivations, and have challenged your thinking with frameworks, think about opportunities. Create ways t h l ____ (d something) ____ b _____ C t to help (do thi ) by Examples of Opportunity Statements • Create ways to help homeless people get food by partnering with local businesses. • Create ways to help nurses on surgical floors ease carrying objects by providing flexible storage and transport. • Create ways to ease the exchange of goods on Jack and Jill’s neighborhood hill through mechanical means. 6/17/2012 Cooperative Trust | Crash the ACUC 49
  50. 50. The Design Thinking Roller-coaster Talk  Do The highs, the lows, the ups, the downs. g , , p , 6/17/2012 Cooperative Trust | Crash the ACUC 50
  51. 51. Analyze your data Talk  Do • Go back to your original teams. You should have y g experienced (at least) 3 interviews among you. • Spend 30 minutes doing a Post-It analysis • Tell stories and write stuff down • Define 3 – 55… • Themes that describe insights coming from your research • Need Statements (______ need _______ so/because______) • Motivations and Barriers 6/17/2012 Cooperative Trust | Crash the ACUC 51
  52. 52. Synthesize opportunities Talk  Do • Spend 15 minutes writing 3 opportunity statements p g pp y Create ways to help _______ do _______ by ___________ • Create ways to help homeless people get food by partnering with local businesses. • Create ways to help nurses on surgical floors ease carrying objects by providing flexible storage and transport. • Create ways to ease the exchange of goods on Jack and Jill’s neighborhood hill through mechanical means 6/17/2012 Cooperative Trust | Crash the ACUC 52
  53. 53. ideationid tiWhat i htWh t might we design? d i ?
  54. 54. Ideation Talk  Do • Commonly known as y “the fun part” PATTERNS DIRECTION FRAMEWORKS IMPERATIVES • Everything done in research, analysis and h l i d synthesis has been building up to this • Make it real! DATA IDEAS OBSERVATIONS SOLUTIONS 6/17/2012 Cooperative Trust | Crash the ACUC 54
  55. 55. How to (and not to) Brainstorm Talk  Do • Defer judgment j g • Encourage wild ideas • Build on each other’s ideas • One conversation at a time • Go for quantity not quality DRAW! Write up each idea on a piece of paper and name it SHARE! Talk about your ideas Who has been in a brainstorming session before? 6/17/2012 Cooperative Trust | Crash the ACUC 55
  56. 56. Stuck? Talk  Do • Think of the worst, most dangerous solution , g • WW__D? • Apple – exceptional design • Virgin – sophisticated, hip experience • Disney – themed immersion • Nordstrom – customer service • Download Oblique Strategies app • Role-play radical experiences • Storyboard out your best idea as a full compelling experience, mapping every touch-point • Attraction  Entry  Immersion  Exit  Extension 6/17/2012 Cooperative Trust | Crash the ACUC 56
  57. 57. Ideating at different levels Talk  Do • Think of your underlying ideation strategy. Challenge it. y y g gy g • Imagine you’re ideating new envelopes. Your strategy is to create a better version of what exists today. You’ve got a lot of novel ideas for designs. Now imagine that y g g your strategy is to eliminate gy the need for what exists today. • Imagine that your goal is to completely eliminate banking from p p people’s lives rather than to introduce them to credit unions. 6/17/2012 Cooperative Trust | Crash the ACUC 57
  58. 58. Our Opportunities Talk  Do • 20 Minutes – let’s share our opportunities with the g p pp group and select which ones we want to pursue! 6/17/2012 Cooperative Trust | Crash the ACUC 58
  59. 59. Ideation Process Talk  Do • Pick an opportunity! Ideate within it for 20 minutes pp y (generating MANY ideas) • Spend 10 minutes as a team deciding on the one or two BEST id ideas • Pick another! Ideate within it for 20 minutes (generating MANY ideas) • Spend 10 minutes as a team deciding on the one or two BEST ideas 6/17/2012 Cooperative Trust | Crash the ACUC 59
  60. 60. decision-makingd i i ki What ill Wh t will we design? d i ?
  61. 61. Decision-making process Talk  Do Frame the decision. What is our desired outcome? Identify criteria. How will we judge the ideas? Pick 3. • Meets user needs • Convenient/easy to use for consumers • Has business potential • Relative ease of implementation • Impact on CU movement • New to the world • Interesting use of technology • Replaces predatory solution • Etc.
  62. 62. Decision Process Talk  Do Put a colored dot on the concept for our top criteria… p p 1: Red Dot 2: Yellow Dot 3: Green Dot 4: G Googley Woogley eyes – Wow Factor!
  63. 63. Decision 2012 Talk  Do  Each team presents the two BEST ideas that came out of their brainstorming  Voting and discussion of the TWO ideas that are worth considering and pursuing  Discuss how the rest of the week will use the above process and techniques to further these two ideas along through more focused research, analysis and ideation  Concept Testing tips and techniques p g p q
  64. 64. thankth k you! !jnorvaisas@gmail.com @jnorvaisas 608.358.6635

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