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Kom hurtigt i gang med Design Thinking

Creuna
Creuna

Creuna Briefing om Design Thinking. Præsenteret af UX Lead Nikolaj Borchorst og UX Consultant Pernille Grand.

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Kom hurtigt i gang med
Design Thinking
Creuna Briefing
Nikolaj GandrupBorchorst, UX Lead
Pernille Grand, UX Consultant
© Creuna
Agenda
© Creuna
1. What is Design Thinking & Why are we Talking About it?
2. Kickstart Empathetic Insights
3. Kickstart Prototyping by Sketching
4. (And a Few Words About Kickstarting testing)
5. SummingUp
© Creuna
So WHAT IS..
Kom hurtigt i gang med Design Thinking
Kom hurtigt i gang med Design Thinking

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Kom hurtigt i gang med Design Thinking

Editor's Notes

  1. Godmorgen og velkommen til! Vi er rigtig glade for at se, at så mange har valgt at dukke op til denne Creuna briefing, der kommer til at stå i design thinkings tegn.
  2. Så for at kunne sende jer allesammen ud I efterårsvarmen igen på et skønt højere forvirret plan har vi delt præsentationen op som følger: Vi starter med at give jer en intro til, hvad DT er og hvorfor vi I det hele taget snakker om det. For det kan I disse tider virke som et begreb, der er meget svært at komme udenom. Her skal vi nok gøre vores bedste for at afmystificere processen og trække de væsentligste pointer ud på en måde, der hjælper jer til at komme I gang, når I drager ud I jeres respektive organisationer. Det sidste gør vi ved at give jer konkrete eksempler på, hvordan man kan skabe hurtige, men målrettede brugerindsigter. Herefter kommer vi hurtigt ind på, hvorfor skething er en rigtig god metode til at omsætte indsigtsarbejdet til konkrete løsningsforslag. Og fordi vi også er opløftede over det utroligt fine vejr vi oplever I disse dage har vi smidt en hurtig ankekdote ind om testing fordi det er så central en del af DT-processen. Til sidst giver vi jer et par råd til, hvilke typiske organisatoriske udfordringer I skal være opmærksomme på, når I igangsætter arbejdet med Design Thinking, og ikke mindst, inspireret af en håndfuld af Danmarks førende filminstruktører, nogle Dogmer I kan tage med hjem og hænge op på væggen. Ingen af dem er håndholdt kameraføring, men til gengæld er de brugbare, hvis I gerne vil gøre en reel forskel for rigtige mennesker. Lad os komme I gang.
  3. So what is Design Thinking? Well, in essence, the reason we’re talking about it now is because of THESE GUYS (IDEO), who we best know for THIS GUY (David KELLY) helping this guy (Jobs), Bring THIS THING (MOUSE) to the market, but really what they did was to steel the idea from THESE GUYS (XEROX) PARK, but that’s a different story, which incidentally is a really great example of the very important and pertinent difference between creativity and innovation, but that’s definitely a different story. KLIK 
  4. So what is Design Thinking? Well, in essence, the reason we’re talking about it now is because of THESE GUYS (IDEO), who we best know for THIS GUY (David KELLY) helping this guy (Jobs), Bring THIS THING (MOUSE) to the market, but really what they did was to steel the idea from THESE GUYS (XEROX) PARK, but that’s a different story, which incidentally is a really great example of the very important and pertinent difference between creativity and innovation, but that’s definitely a different story. KLIK 
  5. So what is Design Thinking? Well, in essence, the reason we’re talking about it now is because of THESE GUYS (IDEO), who we best know for THIS GUY (KELLY) helping this guy (Jobs), Bring THIS THING (MOUSE) to the market, but really what they did was to steel the idea from THESE GUYS (XEROX) PARK, but that’s a different story, which incidentally is a really great example of the difference between creativity and innovation, but that’s definitely a different story. 
  6. So what is Design Thinking? Well, in essence, the reason we’re talking about it now is because of THESE GUYS (IDEO), who we best know for THIS GUY (KELLY) helping this guy (Jobs), Bring THIS THING (MOUSE) to the market, but really what they did was to steel the idea from THESE GUYS (XEROX) PARK, but that’s a different story, which incidentally is a really great example of the difference between creativity and innovation, but that’s definitely a different story. 
  7. So what is Design Thinking? Well, in essence, the reason we’re talking about it now is because of THESE GUYS (IDEO), who we best know for THIS GUY (KELLY) helping this guy (Jobs), Bring THIS THING (MOUSE) to the market, but really what they did was to steel the idea from THESE GUYS (XEROX) PARK, but that’s a different story, which incidentally is a really great example of the difference between creativity and innovation, but that’s definitely a different story. 
  8. So what is Design Thinking? Well, in essence, the reason we’re talking about it now is because of THESE GUYS (IDEO), who we best know for THIS GUY (KELLY) helping this guy (Jobs), Bring THIS THING (MOUSE) to the market, but really what they did was to steel the idea from THESE GUYS (XEROX) PARK, but that’s a different story, which incidentally is a really great example of the difference between creativity and innovation, but that’s definitely a different story. 
  9. But really, Design Thinking is something that we’ve known about for quite some time. Actually, in a way it all goes back to THIS GUY (PLATO) who came up with this brilliant idea of community involvement while talking to his imaginary friend and mentor, KLIK THIS GUY (SOKRATES) Confused? I can definitely relate to that feeling, but Hans and I will try to bring us all home safely in time for mojitos and Volleyball.
  10. But really, Design Thinking is something that we’ve known about for quite some time. Actually, in a way it all goes back to THIS GUY (PLATO) who came up with this brilliant idea of community involvement while talking to his imaginary friend and mentor, KLIK THIS GUY (SOKRATES) – Det er ham med det Sokratiske Paradox: Jeg ved een ting: At jeg intet ved
  11. And from Plato and his imaginary friend, we can draw a line through pragmatist philosophy over Bucanon and Wicked Problems to Participatory design, human centered design, Don Norman, and ending up where we are today.
  12. And from Plato and his imaginary friend, we can draw a line through pragmatist philosophy over Bucanon and Wicked Problems to Participatory design, human centered design, Don Norman, and ending up where we are today.
  13. And from Plato and his imaginary friend, we can draw a line through pragmatist philosophy over Bucanon and Wicked Problems to Participatory design, human centered design, Don Norman, and ending up where we are today.
  14. And from Plato and his imaginary friend, we can draw a line through pragmatist philosophy over Bucanon and Wicked Problems to Participatory design, human centered design, Don Norman, and ending up where we are today.
  15. And from Plato and his imaginary friend, we can draw a line through pragmatist philosophy over Bucanon and Wicked Problems to Participatory design, human centered design, Don Norman, and ending up where we are today.
  16. Confused? Don’t be – all of this is just to say that the way we work as designers and problem solvers has been shaped and inspired by a bunch of brilliant people through centuries, which is also why much of what constitutes Design Thinking as a mindset and practice probably won’t feel new to you at all. On the other hand, some of it might, and I think its fairly safe to say that we can all draw inspiration from it. And I promise Hans and I will do our very best to explain what design thinking is, why its relevant for Creuna, and not least how we can use design thinking to, on a very concrete level, improve the way we work. And don’t worry, we’ll try to bring us all home safely in time for Volleyball and tequila headbangers.
  17. Så for at give os et anker igennem præsentation er her Creunas take på en definition af Design Thinking – CITAT. I DT’s ånd er det dog væsentligt at sige, at det er en definition, vi også selv justerer på i takt med, at vi arbejder med DT som metode.
  18. Tilbage til ham her – fyren med den sjove klipning (David Kelley). Med udgangspunkt I sit arbejde på Stanford design school og IDEO er det David Kelly og hans kollegaer har gjort at kommunikere de vigtigste konklusioner fra fra århundredes design philosophy og forskning og kondensere det til et mindset, en metodologi, om man vil, og en process, der let kan kommunikeres til CEO’s, besutningstagere og mennesker der står over for særligt udfordrende problemer generelt. Men ikke bare en proces, der let kan kommunikeres. Også en proces, der kan omsættes til handling I modsætning til det meste forskning inden for design. Og den proces, ser sådan her ud KLIK
  19. Før jeg går jer igennem processen vil jeg imidlertd gerne sætte fokus på et par af de mest centrale punkter som Design Thinking hviler på, og som gør det til så stærk en proces for folk, der arbejder med at formgive produkter og servives, ikke mindst I den digitale kundes tidsalder. Og det hele begynder med problemet. Design Thinking bygger på den præmis, at I en verden, der altid udvikler sig står vi ofte overfor meget komplekse problemer der simpelthen ikke har EN RIGTIG LØSNING, men et mulighedsrum, hvori der kan findes mange løsninger. Her er det vores jobs som designere at finde den rigtigste løsning… ETC Og det kræver en dyb forståelse for det problem vi prøver at løse og underliggende begrænsinger, der både kan knytte sig til tid, penge, politik, teknologi, eller noget helt femte. For alle problemer kan vi definere et design space inden for hvilket vi skal finde vores løsninger. Og her vil I måske have hørt termen WICKED PROBLEMS KLIK, der benyttes til at beskrive komplekse problemer, der kun er løst beskrevet og derfor også meget udfordrende at finde en løsning på. Men uden en tilbundsgående forståelse for problemet, kan vi ikke komme frem til fantastiske løsninger. Og hvordan opnår vi den forståelse? Det er her det for alvor bliver angstprovokerende. Det gør vi ved at gå ud og snakke med de her KLIK (USERS).
  20. You get out there and engage in order to understand what and why they do what they do, when they’re out there in that horribly messy thing called the real world. Because if there’s one thing I’ve learned from working with users for almost a decade it’s that what we think looks like this KLIK when we’re sitting at our agency desk in front of our glossy display, invariably looks more like this KLIK when you get out there and actually look at it. Which, incidentally is why I’m enjoying this little trip away from home immensely, even though one of my roommates, I’ve discovered, is the uncrowned king of snoring. So, WICKED PROBLEMS, REAL USERS and REAL PROBLEMS. But how do we know that we got our understanding of the user’s problems right, and also, that we got the proposed solution to that problem right? ACTION! KLIK
  21. You get out there and engage in order to understand what and why they do what they do, when they’re out there in that horribly messy thing called the real world. Because if there’s one thing I’ve learned from working with users for almost a decade it’s that what we think looks like this KLIK when we’re sitting at our agency desk in front of our glossy display, invariably looks more like this KLIK when you get out there and actually look at it. Which, incidentally is why I’m enjoying this little trip away from home immensely, even though one of my roommates, I’ve discovered, is the uncrowned king of snoring. So, WICKED PROBLEMS, REAL USERS and REAL PROBLEMS. But how do we know that we got our understanding of the user’s problems right, and also, that we got the proposed solution to that problem right? ACTION! KLIK
  22. You get out there and engage in order to understand what and why they do what they do, when they’re out there in that horribly messy thing called the real world. Because if there’s one thing I’ve learned from working with users for almost a decade it’s that what we think looks like this KLIK when we’re sitting at our agency desk in front of our glossy display, invariably looks more like this KLIK when you get out there and actually look at it. Which, incidentally is why I’m enjoying this little trip away from home immensely, even though one of my roommates, I’ve discovered, is the uncrowned king of snoring. Så vi har, WICKED PROBLEMS, ægte brugere og ægte problemer. Men hvordan sikrer vi, at vores forståelse af problemet er rigtig og at vores foreslåede løsning dermed er den rigtige? Handling! KLIK
  23. Design Thinking is deeply based on the premise that in order to arrive at great solutions to real problems, we need to engage in a continuous cycle of action and reflection. Because every time we act, create, do something, it brings us a step further from where we can look back at the problem and improve on our understanding of where we ultimately need to end up. We can also refer to this as a shifting between intuitive KLIK and analytical thinking, but the point is the same. But how the hell do we actually convince our customers to work this way? KLIK
  24. Design Thinking is deeply based on the premise that in order to arrive at great solutions to real problems, we need to engage in a continuous cycle of action and reflection. Because every time we act, create, do something, it brings us a step further from where we can look back at the problem and improve on our understanding of where we ultimately need to end up. We can also refer to this as a shifting between intuitive KLIK and analytical thinking, but the point is the same. But how the hell do we actually convince our customers to work this way? KLIK
  25. Because hey. The fastest possible route from problem KLIK to solution KLIK will always be a straight line KLIK! .. Which is what I tried to draw here, but I really suck at powerpoint, so bare with me. And here’s where I need a bit of help from Henrik Kniberg, our Swedish SCRUM guru colleague whom I met when I was working at LEGO. Henrik refers to what he calls Mount Stupid. KLIK
  26. And for us, could be that exact point in time where we’ve read the project brief, talked to your desk neighbor and decided you’ve got this shit figured out. Pardon my french. And in an attempt to hit this argument out of the ballpark, here’s a heatrwarming little picture.. KLIK
  27. ..Of a little girl who saved a fish from drowning.
  28. Because here’s the deal. If we don’t actually truly understand the problem we’re trying to fix, and we don’t actually test whether we fixed it, how can we really ever know if we did anything else than fulfil a contract on time and budget without creating any value to anybody? Design Thinking has a much better idea here:
  29. What we should do is to actually prototype various different solutions. Because when we actually do this, it lets us revise the problem and end up at the right place much faster. The lace where we solve an actual problem for actual people. Insert preferred cliché here! KLIK KLIK
  30. You can test it during. You can test it after. Hell, if we really do a good job, we might even be able to combine quantitative and qualitative data to inform both the early phases and the testing at the end. KLIK
  31. Så den proces vi ender med ser sådan her ud: En proces, der tager udgangspunkt I helt ægte mennesker for for alvor at kunne forstå deres problemer ved at indgå I en proces, der konstant skifter melem handling og reflektion, konvergens og divergens, for at sikre, at vi ender skaber den rigtige løsning så hurtigt og effektivt som muligt. I empathizing-fasen udvider og modner vi vores forståelse for problemet ved at snakke med brugere – allerhelst der hvor de er, når de gør, hvad de gør. I Define-fasen tager vi udgangspunkt I vores opnåede brugerindsigt, modner den og kobler den med de mange begrænsninger, der altid vil være. Herefter kan vi begynde vores ideation, hvor vi, med udgangspunkt I vores problemforståelse brainstormer på mulige løsninger og udvælger de bedste til prototyping. Og med prototyping menes, at vi begynder at skabe konkrete bud på de bedste løsningsmuligheder. Det kan ske på et væld af måder, hvor vi I dag giver et par tips til sketching konkret. Og til sidst tester vi. Selvom det ikke er dagens tema er det vigtigt at påpege, at vejen til helvede som sagt er brolagt med gode intentioner. Hvis vi virkelig vil vide, om vi virkelig har fået lagt en mere attraktiv ruteplan for brugeren bliver vi nødt til at teste for at sikre, at intension faktisk omsættes til reel værdi for brugeren. I dag fokuserer vi på metoder, der primært bruges I empathising og prototyping fasen. Når det er sagt er det væsentligt at huske, at processen ALDRIG ender med at udvikle sig så smukt og logisk som her. I virkelighedens verden itererer vi hele processen, og dele af den. Fx vil vi ofte udfordre vores definition af problemet ved at indhente yderligere brugerindsigter, ligesom vi næsten altid vil modne vores prototyper hen over tid og fyre de dårligste undervejs. Så hvordan kommer vi I gang, når vi ved at tid og penge altid udgør kæmpe barrierer I nutidens organisationer? Det vil Pernille fortælle jer mere om nu.
  32. Formålet med oplægget her er at give jer nogle råd og eksempler på hvordan man hurtigt kan komme i gang med user insights. Og hurtigt er nemt nok. Vi kan bare gå ned på gaden her. Og det virker, fint nok, nogen gange. Når det er det rigtige formål. Det jeg gerne vil give jer med herfra er nogle konkrete redskaber samt en argumentation for hvad det kan give jer i processen.
  33. Men det er ikke fordi vi skal gå helt over til at lege etnografer. Det skal stadigvæk være på et realistisk og realiserbart niveau.
  34. Problemet er at det kan være svært for nogle at se værdien i det hvis ikke man har prøvet det før. Og der er nogle bestemte ting man hører igen og igen der alle sammen på en eller anden måde negligerer værdien af at have user insights med som en aktiv del af processen. 5 misforståelser! Her har jeg 5 af dem i måske kan genkende.. Og hvorfor det ikke er rigtig.
  35. Det handler om at stille spørgsmåltegn ved det alle gør. Ved sandheder så at sige. Og det er ikke noget man bare instinktivt gør, det er noget man aktivt gør. Det er til gengæld også det der får det til at skille sig ud hvis man gør godt..
  36. På samme måde som det handler om sandheder, så handler det om det vi kalder tacit knowledge eller tavs viden. Det er dét vi gerne vil have fat i fra brugerne. Det der er med tacit knowledge.. Det kan du (næsten) per definition ikke når det er din egen. Derfor er det rigtig farligt at betragte sig selv om en ekspert fordi du også er i målgruppen. Det der kan lade sig gøre er hvis du formår at sige, jep, jeg hører også musik, men det gør mig ikke nødvendigvis til den bedste repræsentant for musiklyttere som helhed.
  37. Hvis man skal opnå de resultater man ønsker skal man være forberedt. Jo, du kan godt bare gå ud og gøre something, men så får du sjældent et udbytte du kan bruge til noget.
  38. Og det er det… sådan set. Til en vis grænse. Men jeg understreger igen at du skal have et formål. Ellers er det lidt det samme som at sige at forfattere bare trykker på et tastetur. Tænk på det som at det folk siger er data i får ind og det er ikke det samme som resultater.
  39. Det handler ikke om Ford eksemplet (eller jo lidt, det er jo fint nok), men det handler om at det går lidt dybere end det – og som vender tilbage til nogle af de andre pointer. Bare fordi man siger noget er det ikke sådan det er. Det skal tages ind i hele projketet scope. Svarer lidt til at det at patienter fortæller lægen om deres symptomer, så er det ikke det samme som en diagnose.
  40. Det handler om at finde ud af hvad man gerne vil vide Og så finde den bedste måde at nå der til Egentligt handler det om at du spørger dig selv om alt det er når du forbereder dig.. Og så skalerer du alt efter hvor omfattende det er eller hvor kompliceret det er det du skal finde ud af.
  41. Og de tre er selvfølgelig gensidig afhængige af hinanden. Ændrer man på formålet ændre man også på den kontekst man skal gøre det i. Og ændrer man på hvad ens succeskriterier er, ændrer skal man også tage stilling til hvad formålet er.
  42. Det vi har gjort er at vi har nogle eksempler med til jer. 2 eksempler fra vores egne processer der adskiller sig i format, men ganske fint understreger nogle af de pointer jeg har understreget her.
  43. Første eksempel er fra Karolines Køkken. Her har vi lavet en madklub med 3 forskellige features. Èn af dem var en Tøm Køleskabet funktion. I sagens natur gør meget af konceptet derfor sig selv. Der findes mange funktioner der gør noget meget tilsvarende. Så derfor var det alligevel oplagt at finde ud af hvad det var der gjorde en forskel.
  44. Sådan her endte den med at se ud. Og som det står, så var det vi var interesserede i at dykke ned i først og fremmest hvilke vaner folk havde og hvordan det indgik i deres hverdag – hvordan var processen egentligt? Samt at finde ud af hvilke ord og tanker de havde om det, fordi det i dette tilfælde betød meget for den måde der blev designet på.
  45. Men på et tidspunkt så det sådan her ud: Vi havde nogle hypoteser Baseret på benchmarking Som vi ville teste
  46. Det var dem her, som jeg ikke vil gå i dybden med, da det ikke som sådan er interessant Men dertil kom også nogle koncept ideer og interaktions ideer. I den del af processen kom nok især det i kan genkende: vi snakkede helt vildt meget i antagelser. Vi tror, hvis nu, bruger gør nok.. Osv. Og det kommer man faktisk ikke så langt med. Eller det gør man – hvis nu man glemmer den tre grenede model Nikolaj fortalte om tidligere. Tilbage til hypoteserne. Selvom vi ikke gennemgår dem kan jeg fortælle at de har én ting til fælles. De er meget overordnede og i virkeligheden ikke særlig design specifikke. Mere på koncept niveau. Derfor blev designet og den *somewhat* interaktive prototype hjemme og jeg fandt i stedet frem til den mest optimale måde at finde ud af det vi gerne ville vide. Men hvordan forholder de sig til ingredienser? Hvordan gør vi det mere præcist? (Benchmarking)
  47. Min kontekst var folk der tænkte og mad, måske i planlægnings eller shopping fasen Det første kan være meget svært at ramme. Men det sidste er til at have med at gøre. Jeg valgte storcenter nord i aarhus fordi de har Føtex og det er til at komme til folk der faktisk er, lige har været, eller skal om lidt i den situation jeg er nysgerrig på. Mit ene succeskriterie var 10 udfyldte sedler af hver, fordi det så nåede et stadie hvor jeg kunne begynde at sammenligne. Derudover splittede jeg det op. Jeg snakkede med ca. Halvdelen om formiddagen hvor der var god tid – men det var også en særlig målgruppe (pensionister, unge og barselmødre) og igen om eftermiddagen hvor det var de travle jeg fangede. Og det skinnede da også igennem. Heldigvis havde jeg i bedste design thinking stil brugt mellemtimerne på lige at rette til og gøre det aå absolut konkret som muligt hvilket viste sig som en stor fordel ved den travle del af målgruppen.
  48. Det jeg havde med til dem var det her. Vi behøver ikke blive helt specifikke på hvad de forskellige skulle – de var designet til at undersøge hypoteserne. Det der derimod er interessant omkring dem er, at de tager højde for kontekst og purpose. Fordi det kan virke underligt at ’fange folk på gaden’ havde jeg de her mere konkrete øvelser med til dem og kunne give dem som de kunne koncentrere sig om. Så blev det for det første mere umiddelbart og lettere at opretholde kontakt til et menneske jeg ikke kendte, jeg havde konkrete resultater med hjem (og kunne koncentrere mig om ikke at skulle dokumentere en hel masse) og jeg fik god mulighed for at forholde mig til et mere realistisk scenarie fordi sagde højt hvad de tænkte eller snakkede med hinanden (self stadig med alle de disclaimers der nu måtte være om det at jeg er der osv.) Det eneste det krævede var at jeg var særlig opmærksom på alt det der skete mellem linjerne så at sige – som vi netop har været inde på tidligere.
  49. Et andet eksempel der i høj grad var tænkt til at empathize. Hvor det handlede om at vi gerne ville have indsigt i folks madvaner, hvordan de handler, snakker om mad, bruger råvarer, er åbne for nye ting for ikke at tale om at vi gerne ville gøre dte kort for at åbne op for at kunne gøre det endnu mere i projektet.
  50. Det der var vigtigt var at vi ville gerne have indsigter men uden brugerne føler sig 1:1 interviewet vi ville gerne endnu mere umiddelbart. Derfor blev formatet at vi egentligt gerne ville med dem hjem i køkkenet og med dem ud og handle. Hvordan gør man lige det, for det tror jeg ikke man gør ved bare at stå og vente nede foran netto (lidt creepy) Så vi slog det her op på vores Facebook.. Og her var der så to rigtig søde familier der meldte sig. Eks: kun rutiner i 6-12 mdr + finder inspiration i supermarkedet
  51. Som i kan se tog vi her udgangspunkt i 2 familier som ikke nødvendigvis er særlig research mæssigt validt. Men det man skal huske på er hvad det skal kunne i projektet. Og det skal ikke være det store voldsomme bruger studie. Det skal give os nogle designåbninger og muligheder, lidt data og noget der hjælper os til at åbne op for processen samtidig med det kan be- eller afkræfte nogle af vores hypoteser. Og så er der en anden god pointe her.. Omkring dokumentation. For det er en af de stærkeste elementer ved at samle bruger insights. Ikke kun indi projektet som argumentation, men også for at give jeres kollegaer og de andre på teamet indsigt i hvad det er i har oplevet på et andet og mere persoligt niveau end noter og resultater. Eksemplet her kom med en masse billeder også, men videoen der er filmet og klippet på iphone var klart med til at give det stærkeste indtryk.
  52. For de af jer, der er belastet med en humanistisk uddannelse, vækker Heideggers hammer måske gode gamle minder. Heidegger skelner mellem værktøjet Vor handen vs zu handen – Så snart hammeren ikke fungerer efter hensigten, træder den I forgrunden og mister sin mening.
  53. Anekdote om, hvordan vi skulle løse et meget komplekst problem med kameraopsætning. Hver gang vi troede vi havde løst det, viste der sig nye aspekter. Det tog alt for lang tid at lave interaktive wireframes og photoshop designs for slet ikke at sige decideret implementering. Det der endte med at fungere var sketching I vildskab koblet med reel implementering af præcis de dele af applikationen, der krævede reel 3d interaktivitet for at validere, om vi var nået I mål. Hvilket blot understreger vigtigheden af at få testet sine løsningsforslag. En pointe jeg ved Pernille er helt enig med mig i.
  54. Det bliver bare en lille notits, fordi det er så tæt relateret til de her user insights og giver god mening I samme omgang. For på samme måde som man kan gøre det på forskellig skala, kan man også have brugerne med I forskellige faser
  55. Her er der stadig tale om brugeren og i en form for voxpop på gaden
  56. Da vi var ved at nærme os spurgte vi faktiske brugeren, bare på gaden, hvordan de oplevede interaktionen. Nogle af gangene gav vi dem bare telefonen og lod dem udforske (issue her fordi de IKKE er i den faktiske kontekst) andre gange tog vi dem lidt mere i hånden. Det er ikke endeligt og det er ikke fordi vi skal tilpasse hele designet efter det. Til gengæld gav det os på ganske få timer indikationer af hvor der var issues, hvor vi allerede nu kunne tilpasse lidt og hvor det var spændende/aktuelt at grave dybere i fremtiden, i stedet for vi famlede i blinde, eller gjorde det der hvor vi alene (eller kunden) syntes det gav mening.
  57. Hvad gør man med det bagefter – hvordan bruger man det ind i processen? Der vil altid være en der sidder med alt informationen inde i hovedet Men dokumentation er en af de ting der kan hjælpe med bevidstheden om det hos andre. Det er ikke det samme, Men en video, billeder, scenarier gør det lettere at bruge. Så alt efter format og størrelse kan man kondensere og synthesize (arrange, organize, frame, form) Der hvor der clasher er ofte der hvor der ikke er alignment om hvad det skal kunne. Kan det løfte den rolle det skal spille?