Design thinking is an iterative process that involves empathizing with users, defining problems from their perspective, ideating solutions, prototyping ideas, and testing prototypes with users. It focuses on understanding user needs through observation and interviews to identify root problems. Potential solutions are then explored through brainstorming techniques and low-fidelity prototyping before gathering user feedback through testing techniques like card sorting and the "Wizard of Oz" method to further refine solutions. The goal is to generate a wide range of ideas and learn through iterative prototyping and user testing.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is 'outside the box' thinking. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE have rapidly adopted the design thinking approach. What's more, design thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The framework is fully compatible with analytical problem solving approaches.
This introductory presentation provides useful information for management and staff who are new to Design Thinking and are interested to learn more about its benefits and applications.
Learning Objectives
1. Gain knowledge on the key concepts of Design Thinking
2. Understand the mindsets and methodology of Design Thinking
3. Identify best practices and transforming your organization
Contents
1. Key Concepts of Design Thinking
2. Design Thinking Mindsets
2.1 Focus on Human Values
2.2 Show Don't Tell
2.3 Craft Clarity
2.4 Embrace Experimentation
2.5 Be Mindful of Process
2.6 Bias Toward Action
2.7 Radical Collaboration
3. Design Thinking Methodology
3.1 Empathize
3.2 Define
3.3 Ideate
3.4 Prototype
3.5 Test
4. Best Practices & Transforming Your Organization
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Guest lecture to first year Bachelor of IT students at Queensland University of Technology in unit INB103 Industry insights, 8 March 2013.
Please note: due to the introductory nature of this lecture to the concept many of the resources have been adapted from the Stanford D School cc licensed resources.
Design thinking as divergent and convergent thinking.
Design thinking : The 5 stage process.
Empathy
Define
Ideate
Prototype
Test
Common design thinking problem.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
“companies are accelerating efforts to change their cultures, foster innovation, and serve customers more effectively. Innovation, or "design thinking," is, we believe, something truly important and enduring”
Introduction for Design thinking :
What is Design thinking?
Why to use Design thinking?
What is Design thinking mindset?
Balance for Analytical and Intuitive thinking.
Traditional thinking vs Design thinking.
Combination of Divergent and Convergent thinking.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is 'outside the box' thinking. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE have rapidly adopted the design thinking approach. What's more, design thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The framework is fully compatible with analytical problem solving approaches.
This introductory presentation provides useful information for management and staff who are new to Design Thinking and are interested to learn more about its benefits and applications.
Learning Objectives
1. Gain knowledge on the key concepts of Design Thinking
2. Understand the mindsets and methodology of Design Thinking
3. Identify best practices and transforming your organization
Contents
1. Key Concepts of Design Thinking
2. Design Thinking Mindsets
2.1 Focus on Human Values
2.2 Show Don't Tell
2.3 Craft Clarity
2.4 Embrace Experimentation
2.5 Be Mindful of Process
2.6 Bias Toward Action
2.7 Radical Collaboration
3. Design Thinking Methodology
3.1 Empathize
3.2 Define
3.3 Ideate
3.4 Prototype
3.5 Test
4. Best Practices & Transforming Your Organization
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Guest lecture to first year Bachelor of IT students at Queensland University of Technology in unit INB103 Industry insights, 8 March 2013.
Please note: due to the introductory nature of this lecture to the concept many of the resources have been adapted from the Stanford D School cc licensed resources.
Design thinking as divergent and convergent thinking.
Design thinking : The 5 stage process.
Empathy
Define
Ideate
Prototype
Test
Common design thinking problem.
Developed by students at Stanford University, the Design Thinking approach was created to establish a new way to grow innovative products, processes and services. The Design Thinking process consists of six iterative stages which enable participants to seek flexible solutions and innovations concerning the issue they treat.
One important aspect of Design Thinking is the creation and cultivation of ideas within a well-coordinated team. Thus, the team spirit is a decisive element during Design Thinking operations and encourages to produce the best possible results. In addition to the team side of Design Thinking, a flexible and productive environment is crucial to develop inventive ideas and products. The more workable an environment, is the easier it is for employees to visualize and transmit thoughts and new concepts.
“companies are accelerating efforts to change their cultures, foster innovation, and serve customers more effectively. Innovation, or "design thinking," is, we believe, something truly important and enduring”
Introduction for Design thinking :
What is Design thinking?
Why to use Design thinking?
What is Design thinking mindset?
Balance for Analytical and Intuitive thinking.
Traditional thinking vs Design thinking.
Combination of Divergent and Convergent thinking.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Design Thinking is a process for creative problem solving. It allows everyone to use creative tools to address a vast range of challenges. The process is action-oriented, embraces simple mindset shifts and tackles problems from a new direction.
According to McKinsey, companies that adopt design as part of business practices can be more resilient than others—continuing to innovate, analyze, and strategize to solve complex problems during trying times.
Some of the world's leading brands, such as Apple, Nike, Starbucks and GE, have rapidly adopted the Design Thinking approach. What's more, Design Thinking is being taught at leading universities around the world, including Stanford, Harvard and MIT.
Based on the world-renowned Hasso Plattner Institute of Design (Stanford University) model, Design Thinking encourages organizations to focus on the people they are creating for, which leads to better products, services, and internal processes. The Design Thinking framework consists of five modes or phases: Empathize, Define, Ideate, Prototype and Test. The framework is fully compatible with Lean and Six Sigma approaches.
This comprehensive Design Thinking PPT training presentation is tailored specifically for Design Thinking facilitators, trainers, professionals and consultants who are preparing for delivery in a classroom or workshop environment. The included wallet design exercise could be replaced with your own design challenge. In addition, the introductory module can be used as a stand-alone awareness briefing material for a general audience.
You will get to train your target audiences how to solve problems creatively by building empathy, generating ideas, prototyping and testing new concepts before final implementation.
LEARNING OBJECTIVES
1. Acquire a deep understanding of the key concepts and principles of Design Thinking
2. Understand the mindsets, process, methods and tools in creative problem solving
3. Develop skills in applying Design Thinking mindsets and practices in problem solving
During the third stage of the Design Thinking process, designers are ready to start generating ideas. You’ve grown to understand your users and their needs in the Empathise stage, and you’ve analysed and synthesised your observations in the Define stage, and ended up with a human-centered problem statement. With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you’ve created, and you can start to look for alternative ways of viewing the problem.
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
Ready, Set, Present (Creativity PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Creativity adds to everyone’s personal and professional bottom line and is where innovation and excellence begins. Creativity PowerPoint Presentation Content slides include topics such as: understanding creativity as a human skill using mini systems and processes, the benefits of creativity, left and right brain thinking, blocks to creativity, organizational success through creativity, over techniques, methods, examples and exercises. There are 9 slides covering the definition of creativity, 10 slides on how creative mind works followed by 14 slides describing the process of creativity, creative people and their qualities. Within the first 43 slides you will discover connection between creativity and organizational success and ways to increase your personal creativity. In addition you will receive 19 slides of unique information about fostering organizational creativity, 23 slides covering management and group creativity as well as 11 slides about creativity and the future plus much more.
Centre for Entrepreneurship (C4E) of the University of Cyprus and Berklee Institute for Creative Entrepreneurship (ICE) present the:
Why are some designs better than others, and what can you do about it? (The workshop)
If you've ever described a poster as heavy, a website as dense, an app as clumsy or an object as whimsical, you probably already know the answer. Recent psychology research is showing that experiential metaphors are key emotional drivers that impact our perception of the world. Applying these findings to design confirms what designers have learned throughout their careers—good design is subconscious first and rational second. Michael will share stories from this research and the IDEO portfolio then share tools to help you be more consciously subconscious.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
During the third stage of the Design Thinking process, designers are ready to start generating ideas. You’ve grown to understand your users and their needs in the Empathise stage, and you’ve analysed and synthesised your observations in the Define stage, and ended up with a human-centered problem statement. With this solid background, you and your team members can start to "think outside the box" to identify new solutions to the problem statement you’ve created, and you can start to look for alternative ways of viewing the problem.
A summary of the basic principles of design thinking, human centered innovation and its application to strategy. Created by Natalie Nixon of Figure 8 Thinking.
Ready, Set, Present (Creativity PowerPoint Presentation Content): 100+ PowerPoint presentation content slides. Creativity adds to everyone’s personal and professional bottom line and is where innovation and excellence begins. Creativity PowerPoint Presentation Content slides include topics such as: understanding creativity as a human skill using mini systems and processes, the benefits of creativity, left and right brain thinking, blocks to creativity, organizational success through creativity, over techniques, methods, examples and exercises. There are 9 slides covering the definition of creativity, 10 slides on how creative mind works followed by 14 slides describing the process of creativity, creative people and their qualities. Within the first 43 slides you will discover connection between creativity and organizational success and ways to increase your personal creativity. In addition you will receive 19 slides of unique information about fostering organizational creativity, 23 slides covering management and group creativity as well as 11 slides about creativity and the future plus much more.
Centre for Entrepreneurship (C4E) of the University of Cyprus and Berklee Institute for Creative Entrepreneurship (ICE) present the:
Why are some designs better than others, and what can you do about it? (The workshop)
If you've ever described a poster as heavy, a website as dense, an app as clumsy or an object as whimsical, you probably already know the answer. Recent psychology research is showing that experiential metaphors are key emotional drivers that impact our perception of the world. Applying these findings to design confirms what designers have learned throughout their careers—good design is subconscious first and rational second. Michael will share stories from this research and the IDEO portfolio then share tools to help you be more consciously subconscious.
This is a short talk and workshop (30' + 90') to give a first introduction to design thinking. Gives theory foundation, notes a few different approaches, and then dives into one of them.
This presentation was first done at ImpactON / StartupChile evening in 2015.
How to Effectively Lead Focus Groups: Presented at ProductTank TorontoTremis Skeete
Topic: How to Effectively Lead Focus Groups
Tremis Skeete, NexTier Innovations
Talking to users can be a challenge and running a focus group is one of those tasks which most Product Managers would say is essential in getting real insights. Whether you want to test your user group's response to a new product or changes to features within an existing product, as a product person you need to have a creative set of analytical skills and strategies for how to steer the group toward productive discussions. In this presentation, Tremis will discuss how focus groups can truly work well for you, and how you can organize, coordinate, and effectively lead focus group sessions.
As designers, we use empathy to solve critical leadership problems in our teams, and as servant leaders, our purpose is to serve others in a meaningful and productive manner.
Lightweight and ‘guerrilla’ usability testing for digital humanities projectsMia
For the 2014 Digital Humanities Summer School at the University of Oxford DHOxSS. Usability doesn’t have to be a drag, and user testing doesn’t have to take months and a cast of thousands. Following the principle that ‘any user testing is better than no user testing’, lightweight usability is based on the idea that all you need to run useful tests with real people is a bit of planning and a couple of hours. In this session you will learn how to plan and run a lightweight usability test on paper prototypes or early versions of digital projects and get tips for recruiting and rewarding participants for 'guerrilla usability testing'. At the end of the workshop we will put it into practice by running a live usability test on a site suggested by the audience.
The second lecture in the HIT Lab NZ Design Thinking class on understanding and empathising with end users.
Taught by Mark Billinghurst at the University of Canterbury on December 10th 2013.
User testing is a fantastic method to discover problems. But why is it such a great user research method? How to make sure you recruit the right participants? How to write the right questions and tasks for your usability test? And what is your job as a moderator? This slide deck answers all your questions on usability testing!
Introduction to UX and Turning Research into Insight and Action - Angelhack D...Jonathan Steingiesser
This was a presentation by Jonathan Steingiesser given to entrepreneurs at Angelhack Dubai in May 2014.
It is an Introduction to UX and practical advice on how to turn research into insight and action.
During the presentation two activities were given to participants regarding their startup initiative.
- Persona development of the target audience
- Experience mapping: creating a proto persona (short summary) of the target audience and a user journey based on a day or week in the life of this persona. Then adding the user stories/requirements/features that are needed for each step in that journey
Templates and examples can be seen in this presentation.
REFERENCE: Content for this presentation was sourced from various materials, predominately Leah Buley's The User Experience Team of One: A Research and Design Survival Guide which can be purchased at http://rosenfeldmedia.com/books/ux-team-of-one/
Field research and interaction design: course #4nicolas nova
Fourth deck of slides from the Field Research and Interaction Design, a Master course at the Geneva University of Art and Design, in the Media Design program taught in 2009-2010
User Experience Design Fundamentals - Part 2: Talking with UsersLaura B
#2 in a 3-part series on UX Fundamentals: Talking with Users
Understand why you should talk to users to uncover, validate and/or understand their goals.
Learn how and when to talk with your users:
User research methods
Planning
Best practices for interviews
Some techniques, tools and tips for the Empathy phase of Design Thinking.
Content created by Stanford D.School
This work is licensed under the Creative Commons Attribution-Noncommercial-Share Alike 3.0 Unported License.
To view a copy of this license, visit
http://creativecommons.org/licenses/by-nc-sa/3.0/
Ce mă fac când o să fiu mare - optiuni pentru o cariera in ITVlad Posea
Care sunt posibilele trasee pe care le pot urma absolventii unei facultati de IT. Tipuri de joburi, cerinte, domenii si tipuri de companii. Trasee propuse pentru un student din anii mici
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Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
How to Make a Field invisible in Odoo 17Celine George
It is possible to hide or invisible some fields in odoo. Commonly using “invisible” attribute in the field definition to invisible the fields. This slide will show how to make a field invisible in odoo 17.
The Roman Empire A Historical Colossus.pdfkaushalkr1407
The Roman Empire, a vast and enduring power, stands as one of history's most remarkable civilizations, leaving an indelible imprint on the world. It emerged from the Roman Republic, transitioning into an imperial powerhouse under the leadership of Augustus Caesar in 27 BCE. This transformation marked the beginning of an era defined by unprecedented territorial expansion, architectural marvels, and profound cultural influence.
The empire's roots lie in the city of Rome, founded, according to legend, by Romulus in 753 BCE. Over centuries, Rome evolved from a small settlement to a formidable republic, characterized by a complex political system with elected officials and checks on power. However, internal strife, class conflicts, and military ambitions paved the way for the end of the Republic. Julius Caesar’s dictatorship and subsequent assassination in 44 BCE created a power vacuum, leading to a civil war. Octavian, later Augustus, emerged victorious, heralding the Roman Empire’s birth.
Under Augustus, the empire experienced the Pax Romana, a 200-year period of relative peace and stability. Augustus reformed the military, established efficient administrative systems, and initiated grand construction projects. The empire's borders expanded, encompassing territories from Britain to Egypt and from Spain to the Euphrates. Roman legions, renowned for their discipline and engineering prowess, secured and maintained these vast territories, building roads, fortifications, and cities that facilitated control and integration.
The Roman Empire’s society was hierarchical, with a rigid class system. At the top were the patricians, wealthy elites who held significant political power. Below them were the plebeians, free citizens with limited political influence, and the vast numbers of slaves who formed the backbone of the economy. The family unit was central, governed by the paterfamilias, the male head who held absolute authority.
Culturally, the Romans were eclectic, absorbing and adapting elements from the civilizations they encountered, particularly the Greeks. Roman art, literature, and philosophy reflected this synthesis, creating a rich cultural tapestry. Latin, the Roman language, became the lingua franca of the Western world, influencing numerous modern languages.
Roman architecture and engineering achievements were monumental. They perfected the arch, vault, and dome, constructing enduring structures like the Colosseum, Pantheon, and aqueducts. These engineering marvels not only showcased Roman ingenuity but also served practical purposes, from public entertainment to water supply.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
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In this webinar you will learn how your organization can access TechSoup's wide variety of product discount and donation programs. From hardware to software, we'll give you a tour of the tools available to help your nonprofit with productivity, collaboration, financial management, donor tracking, security, and more.
The Indian economy is classified into different sectors to simplify the analysis and understanding of economic activities. For Class 10, it's essential to grasp the sectors of the Indian economy, understand their characteristics, and recognize their importance. This guide will provide detailed notes on the Sectors of the Indian Economy Class 10, using specific long-tail keywords to enhance comprehension.
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This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
2. What is Design Thinking
• Design Thinking is an iterative process in which we seek to
• understand the user
• challenge assumptions
• redefine problems
in an attempt to
• identify alternative strategies and solutions that might not be instantly
apparent with our initial level of understanding.
• At the same time, Design Thinking provides a solution-based
approach to solving problems. It is a way of thinking and working as
well as a collection of hands-on methods.
3. • the more I pondered the nature of design and reflected on my recent
encounters with engineers, business people and others who blindly solved
the problems they thought they were facing without question or further
study, I realized that these people could benefit from a good dose of design
thinking.[… ]
• Most important of all, is that the process is iterative and expansive.
Designers resist the temptation to jump immediately to a solution to the
stated problem. Instead, they first spend time determining what the basic,
fundamental (root) issue is that needs to be addressed. They don't try to
search for a solution until they have determined the real problem, and even
then, instead of solving that problem, they stop to consider a wide range of
potential solutions. Only then will they finally converge upon their proposal.
This process is called "Design Thinking.
Don Norman
4.
5.
6. Some authors are less optimistic when considering
the amount of iteration required
7. Empathize
• “deep understanding of the problems and realities of the people you are
designing for”
• 3 steps
• Observe
• How users interact with their environment.
• Capture quotes, behaviors and other notes that reflect their experience.
• Notice what they think, feel, need
• Engage
• Interviews scheduled or ad-hoc
• Learn how to ask the right questions
• Immerse
• Find ways “to get into the user’s shoes”
• Best way to understand the users’ needs
8. Empathize tools
• Assume a beginner’s mindset
• Ask What-How-Why
• Ask the 5 whys
• Empathy map
• Conduct interviews with empathy
• Build empathy with analogies
• Use photo and video user-based studies
• Use personal photo and video journals
• Engage with extreme users
• Story share-and-capture
• Bodystorm
• Create journey maps
9. Empathize - Beginner’s mindset
• Forget your assumptions and personal beliefs
• Misconceptions or stereotypes limit the amount of real empathy you
can build.
• A beginner’s mindset allows you
• to put aside biases and approach
• Design with fresh eyes
• What you should do
• Don’t judge
• Question everything
• Be truly curious
• Find patterns
• Listen without thinking how you’re going to respond
10. Empathize – Ask What – How - Why
• Tool to help you better observe
• Especially good for analysing photos
• What you should do for a specific observation
• Divide a sheet into 3 parts – What / How / Why
• What = write what you observe the user is doing without making assumptions
• How = understand what the user is doing. Is it positive or negative, does it
require effort? Use plenty of adjectives
• Why = now you have to interpret; guess motivations and emotions, make
assumptions that you have to test with users later
11. Empathize – Ask the 5 whys
• Repeating the Why question 5 times to identify the root cause of a
problem
• Some useful rules
• Write down the problem and make sure that all people understand it.
• Distinguish causes from symptoms.
• Pay attention to the logic of cause-and-effect relationship.
• Assess the process, not people.
• Never leave "human error", "worker's inattention", "blame John" etc., as the
root cause.
• When you form the answer for question "Why" - it should happen from the
customer's point of view.
12. Empathize – Empathy map
• Says
• quotes from what users say during interview
• Thinks
• What users seem to think when experiencing the product
• Does
• Actions that the user takes during the experiment
• Feels
• The user’s emotional state (adjective + context) like
Impatient: pages load too slowly
13.
14.
15. Empathize – Conduct interviews with
empathy
• Ask why.
• Never say “usually” when asking a question.
• Encourage stories
• Look for inconsistencies.
• Pay attention to nonverbal cues.
• Don’t be afraid of silence.
• Ask questions neutrally and don’t suggest answers.
16. Empathize - Build empathy with analogies
• Use analogies to gain a fresh way of looking at an environment, and in instances
where direct observation is hard to achieve.
• analogies allow us to express our ideas or to explain complex matters in an
understandable and motivating way.
• Start by identifying the aspects of a situation that are most important, interesting,
or problematic.
• Find other experiences that contain some of these aspects — it will help you gain
a better understanding of your users’ problems, and it will also spark new ideas
to improve their experiences.
• Create an inspiration space for analogies. You can do so by pinning photos and
anecdotes of the analogous experiences you have found.
17. Empathize - Use photo and video user-based
studies
• Use video recordings of users performing their regular activities
• Try to make the study as casual as possible so that the user doesn’t
feel any pressure
• Use different techniques like how-what-why to examine the videos or
photos or frames taken from the videos
18. Empathize - Engage with extreme users
• Determine who’s extreme.
• https://www.youtube.com/watch?v=5R3pKV9ucBc&t=607s
• Engage.
• Observe and interview extreme users just like other folks. Look for work-
arounds (or other extreme behaviors) to spark inspiration and uncover
insights.
• Look at the extreme in all of us.
• Look to extreme users to spur wild ideas. Then narrow in on what resonates
with the primary users that you’re designing for.
19. Empathize - Bodystorm
• Bodystorming is a unique method that spans empathy work, ideation, and
prototyping.
• technique of physically experiencing a situation to derive new ideas.
• requires setting up an experience - complete with necessary artifacts and
people - and physically “testing” it.
• can include physically changing your space during ideation.
• you're focused on here is the way you interact with your environment and
the choices you make while in it.
• Example: when thinking about a product for blind people try to actually
experiment not using your eyes during an experiment and try to see what
you can achieve and what are your needs
20. Empathize - Create journey maps
• Visual representation of the process a customer or prospect goes
through to achieve a goal with your company/products
• Identity the customer’s needs and pain points
• Steps:
• Set clear objectives for the map.
• Profile your personas and define their goals.
• List out all the touchpoints (places in the app/site where you can interact with
the customer)
• Identify the elements you want your map to show.
• Take the customer journey yourself.
• Make necessary changes.
21.
22.
23. Define
• synthesise your observations about your users from the Empathize stage
• definition of a meaningful and actionable problem statement, which the design thinker will
focus on solving
• A great definition of your problem statement => kick start the ideation process (third stage)
in the right direction.
• unpack your empathy findings into needs and insights and scope a meaningful challenge
• Define your Point of View – meaningful and actionable problem statement
• Preserves emotion and the individual you’re designing for.
• Includes strong language.
• Uses sensical wording.
• Includes a strong insight.
• Generates lots of possibilities
25. Define - Point of View
• You articulate a POV by combining these three elements – user, need,
and insight.
• insert your information about your user, the needs and your insights
in the following sentence:
• [User . . . (descriptive)] needs [need . . . (verb)] because [insight. . .
(compelling)]
26. Define - How might we?
• Short questions that launch brainstorms
• Seeds for ideation
• Come out form the point of view statement
• Example:
• Challenge: Redesign the ground experience at the local international airport
• POV: Harried mother of three, rushing through the airport only to wait hours
at the gate, needs to entertain her playful children because “annoying little
brats” only irritate already frustrated fellow passengers.
• (https://dschool-
old.stanford.edu/sandbox/groups/dstudio/wiki/2fced/attachments/f6
3e8/How-Might-We-Questions-Method.pdf)
27. Define - How might we
• Amp up the good: HMW use the kids’ energy to entertain fellow passenger?
• Remove the bad: HMW separate the kids from fellow passengers?
• Explore the opposite: HMW make the wait the most exciting part of the trip?
• Question an assumption: HMW entirely remove the wait time at the airport?
• Go after adjectives: HMW we make the rush refreshing instead of harrying?
• ID unexpected resources: HMW leverage free time of fellow passengers to share
the load?
• Create an analogy from need or context: HMW make the airport like a spa? Like
a playground?
• Play against the challenge: HMW make the airport a place that kids want to go?
• Change a status quo: HMW make playful, loud kids less annoying?
• Break POV into pieces: HMW entertain kids? HMW slow a mom down? HMW
mollify delayed passengers?
28. Define - Why How Ladder
• Used to find user needs and ways to possibly solve them
• Step 1: Identify a few meaningful user needs and write them at the bottom of a
piece of paper.
• Step 2 Ladder up from that need, asking “why?”
• For example, why would a user “need to see a link between a product and the
process that creates it?” because the user, “needs confidence that it won’t
harm their health by understanding its origin.”
• Step 3 Ask why again, and continue to ladder from that same need.
• At a certain point, you’ll reach a very common, abstract need such as, “the need
to be healthy.” This is the top of the ladder.
• Step 4 Climb back down the ladder asking “how?”
• This will give you ideas for how to address the needs
29. Ideate
• generate radical design alternatives
• The goal of ideation is to explore a wide solution space
• both a large quantity and broad diversity of ideas.
• From this pool of ideas you can build prototypes to test with users
30. How to ideate
• Ideate=transition from identifying problems to exploring solutions
• Ideation is leveraged to:
• Harness the collective perspectives and strengths of your team.
• Step beyond obvious solutions and drive innovation.
• Uncover unexpected areas of exploration.
• Create fluency (volume) and flexibility (variety) in your innovation options.
• Fluctuate between focus and flare
31. Tools to ideate
• Brainstorm
• Braindump
• Brainwrite
• Brainwalk
• Challenge Assumptions
• SCAMPER
• Mindmap
• Sketch or Sketchstorm
• Storyboard
• Analogies
• Provocation
• Movement
• Bodystorm
• Gamestorming
• Cheatstorm
• Crowdstorm
• Co-Creation Workshops
• Power of Ten
• Prototype
• Creative Pause
32. Ideate - Brainwrite
• the participants write down their ideas on paper
• they pass on their own piece of paper to another participant
• The other participant elaborates on the first person’s ideas and so
forth.
• Another few minutes later, the individual participants will again pass
their papers on to someone else and so the process continues.
• The process takes 15 minutes
• Ideas are discussed afterwords
33. Ideate – Challenge Assumptions
• Identify the assumptions you have about the product you’re building
• (especially if you’re stuck)
• Challenge these assumptions
• Are they fixed because they are crucial aspects or because we have been
accustomed to them?
• Very important step if the empathy stage wasn’t well done and there were
many things assumed about the users and their context
34. Ideate - Mindmap
• Process through which the participants build a web of relationships
• Participants write a problem statement
• They write solutins
• Link statements and solutions between them
35.
36. Ideate – Creative pause
• (I’d really hope to manage to sync this slide with the course break)
37. Define/Ideate – Power of Ten
• Consider challenges through frames of various magnitudes
• Consider increasing and decreasing magnitudes of context to reveal
connections and insights.
• Powers of ten for insight development – imagine what happens for
example when shopping for bubble gum vs. shopping for a TV vs.
shopping for a house
• How does this changes the user behaviour?
• Powers of ten for ideation
• Add constraints that alter the magnitude of the solution space (cost of 1 mil $
vs. 1 cent)
38. Prototype
• A prototype can be anything that takes a physical form—a wall of
post-its, a role-playing activity, an object.
• In early stages, keep prototypes inexpensive and low resolution to
learn quickly and explore possibilities.
• Prototypes are most successful when people (the design team, users,
and others) can experience and interact with them.
• great way to start a conversation.
• interactions with prototypes drives deeper empathy and shapes
successful solution
39. Low fidelity prototyping
• use basic models or examples
• Just some features
• Methods
• Storyboarding.
• Sketching
• Card sorting.
• 'Wizard of Oz'.
40. Low fidelity prototyping
• Pros
• Quick and inexpensive.
• Possible to make instant changes and
test new iterations.
• Disposable/throw-away.
• Enables the designer to gain an
overall view of the product using
minimal time and effort,
• No advanced technical skills required
• Encourages and fosters design
thinking.
• Cons
• lack of realism. basic and sometimes
sketchy nature =>the applicability of
results may lack validity.
• Depending on your product, the
production of low-fi prototypes may
not be appropriate for your intended
users.
• Such prototypes often remove control
from the user, as they generally have
to interact in basic ways or simply
inform an evaluator, demonstrate or
write a blow-by-blow account of how
they would use the finished product.
41. High fidelity prototyping
• look and operate closer to the finished product
• For example, a 3D plastic model with movable parts (allowing users to
manipulate and interact with a device in the same manner as the final
design) is high-fi in comparison to, say, a wooden block.
• Likewise, an early version of a software system developed using a
design program such as Sketch or Adobe Illustrator is high-fi in
comparison to a paper prototype.
42. High fidelity prototyping
• Pros
• Engaging: the stakeholders can instantly
see their vision realised and will be able
to judge how well it meets their
expectations, wants and needs.
• User testing involving high-fi prototypes
will allow the evaluators to gather
information with a high level of validity
and applicability. The closer the
prototype is to the finished product, the
more confidence the design team will
have in how people will respond to,
interact with and perceive the design.
• Cons
• They generally take much longer to
produce than low-fi prototypes.
• When testing prototypes, test users are
more inclined to focus and comment on
superficial characteristics, as opposed to
the content
• After devoting hours and hours of time
producing an accurate model of how a
product will appear and behave,
designers are often loathed to make
changes.
• Software prototypes may give test users a
false impression of how good the finished
article may be.
• Making changes to prototypes can take a
long time
43. Test
• chance to gather feedback, refine solutions, and continue to learn
about your users.
• The test mode is an iterative mode in which you place low-resolution
prototypes in the appropriate context of your user’s life.
• Prototype as if you know you’re right, but test as if you know you’re
wrong
44. Prototype/Test – Wizard of Oz Prototyping
• A wizard of Oz prototype fakes functionality that you want to test
with users, saving you the time and money of actually creating it.
• prototypes of digital systems, in which the user thinks the response is
computer-driven, when in fact it’s human-controlled.
• Determine what you want to test.
• Then figure out how to fake that functionality and still give users an
authentic experience
45. Prototype/Test – Card sorting
• how concepts for a project should be organized
• help the user experience professional know how to best organize a
website or software application so that the structure of information
will be logical for the largest number of users.
• Open card sorting = asking the users to come up with category names
for each card
• Closed card sorting = predefined names for each category
• a participant is given a number of cards or sticky notes, each
containing a different word. The test participant is then asked to
organize these as he sees best
46. Testing with users
• Allows you to learn about the solution you created but also about the users
(builds empathy)
• Let your user experience the prototype.
• Show don’t tell. Put your prototype in the user’s hands (or your user in the
prototype) and give only the basic context they need to understand what to
do.
• Have them talk through their experience.
• Use prompts. “Tell me what you’re thinking as you do this.”
• Actively observe.
• Don’t immediately “correct” your user.
• Watch how they use (and misuse) your prototype.
• Follow up with questions.
• This is often the most valuable part.
47. Test – Feedback capture matrix
• real-time capture of feedback on presentations and prototypes
• arranges thoughts and ideas into four categories for easy assessment
• Fill in the matrix as you give or receive feedback.
• 1st quadrant: Constructive criticism
• 2nd quadrant: Place things one likes or finds notable
• 3rd quadrant: Questions raised
• 4th quadrant: new ideas spurred
48. Bibliografie
• https://www.interaction-design.org/literature/article/what-is-design-thinking-and-why-
is-it-so-popular
• Stanford dschool Design Thinking Bootleg -
https://static1.squarespace.com/static/57c6b79629687fde090a0fdd/t/5b19b2f2aa4a99e
99b26b6bb/1528410876119/dschool_bootleg_deck_2018_final_sm+%282%29.pdf
• Design Thinking 101 - https://media.nngroup.com/media/articles/attachments/Design-
thinking-101-NNG.pdf
• https://hbr.org/2018/09/why-design-thinking-works
• How to Create an Effective Customer Journey Map [Examples + Template]
• Bodystorm | Interaction Design Foundation
• Building Empathy with Analogies - Building-Empathy-with-Analogies.pdf
• Bodystorming | Design Research Techniques
• https://pidoco.com/en/help/ux/card-sorting
Editor's Notes
Don’t judge. Observe and engage users without the
influence of value judgments Question everything. Even (and especially) the things you think you already understand. Ask questions to learn about the world
from the user’s perspective.
Be truly curious. Strive to assume a posture of wonder and curiosity, both in circumstances that seem either familiar or uncomfortable.
Find patterns. Look for interesting threads and themes that emerge across user interactions.
Listen. Really. without thinking about how you’re going to respond.
The Says quadrant contains what the user says out loud in an interview or some other usability study. Ideally, it contains verbatim and direct quotes from research.
“I am allegiant to Delta because I never have a bad experience.”
“I want something reliable.”
“I don’t understand what to do from here.”
The Thinks quadrant captures what the user is thinking throughout the experience. Ask yourself (from the qualitative research gathered): what occupies the user’s thoughts? What matters to the user? It is possible to have the same content in both Says and Thinks. However, pay special attention to what users think, but may not be willing to vocalize. Try to understand why they are reluctant to share — are they unsure, self-conscious, polite, or afraid to tell others something?
“This is really annoying.”
“Am I dumb for not understanding this?”
The Does quadrant encloses the actions the user takes. From the research, what does the user physically do? How does the user go about doing it?
Refreshes page several times.
Shops around to compare prices.
The Feels quadrant is the user’s emotional state, often represented as an adjective plus a short sentence for context. Ask yourself: what worries the user? What does the user get excited about? How does the user feel about the experience?
Impatient: pages load too slowly
Confused: too many contradictory prices
Worried: they are doing something wrong
Ask why - Even when you think you know the answer.
Never say usually - Instead, ask about a specific occurrence. “Tell me about the last time you ____.”
Encourage stories. Stories reveal how users think about the world.
Look for inconsistencies. What users say and do can be different. These inconsistencies often hide interesting insights.
Pay attention to nonverbal cues. Be aware of body language and emotions.
Don’t be afraid of silence. When you allow for silence, you give users time to reflect on their answers— which may lead to deeper responses.
Q neutrally: “What do you think about buying gifts for your spouse?” is better than “Don’t you think shopping is great?”
An analogy is a comparison between two things—for example, a comparison of a heart to a pump.
Ce comparatii relevante gasim in lumea inconjuratoare, comparatii care ne pot inspira in designul unui produs.
For instance, if you are developing a product bound by a number of contextual constraints and/or dispositional constraints (i.e. physical characteristics of your user base, such as users with disabilities) then basic versions that do not reflect the nature, appearance or feel of the finished product may be of scant use; revealing very little of the eventual user experience.