1. Ignore initial requirements and user stories and keep questioning to understand the underlying problem through questions like "why?" 2. Define the desired outcomes of solving the problem. 3. Step back to look for complementary projects and people that could help resolve any conflicting desired outcomes or perceived constraints. Repeat the process of questioning and learning along the way.

1. The title of this presentation is
Stop Doing
What You’re Told!
which, if you think about it for too long, is a rather
odd and difficult imperative statement, as complying
with this command would also place you in
violation of this command…
This presentation has been lovingly crafted by
S T E P H E N P. A N D E R S O N and will begin in
a few moments. Tweeting? Please use #whywhy
and/or #ias13 hashtag. Comments and questions
may alse be directed to @stephenanderson. Enjoy!

2. Product
Stephen P. Strategy
aND
n
Deonsisuglting
C
Anderson

3. Product
Stephen P. Strategy
aND
n
Deonsisuglting
C
Anderson

4. Product
Stephen P. Strategy
aND
n
Deonsisuglting
C
Anderson

5. A C T I V I T Y
You have 2 minutes.
Design a vase.
(example from Marc Rettig)

6. A C T I V I T Y
You have 2 minutes.
Design a vase.
Design a better way
for people to enjoy
flowers in their home.
(example from Marc Rettig)

7. “ Always the beautiful answer who
asks a more beautiful question.”
–E.E. CUMMINGS

8. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )

9. A ROUGH DESIGN MATURITY CONTINUUM
DESIGN AS Design redefines the challenges facing the
organization.
FRAMING Framing sets the agenda, outlines the
boundaries and axes of interest, and moves
design from executing strategy to shaping
strategy. Disruptive innovation lives here.
Design finds new opportunities by solving
existing problems.
PROBLEM ?
Design process generates alternatives within
a problem space. Design also narrows down
SOLVING those options to a specific solution.
Design makes things work better.
FUNCTION This is the classic practice of design - but it's
still commonly limited to incremental
+ improvements through iteration over existing
AND FORM
solutions.
Design is the gateway to be hip and cool.
STYLE , Design is stylish, but too often is percieved
and practiced as a cosmetic afterthought.
Design value isn't recognized.
NO CONSCIOUS
DESIGN ? This attitude fosters design by default -
however things come out is fine, because
there are more important issues to deal with.
(Jess McMullin - Design Maturity Model - http://www.bplusd.org/2005/10/19/a-rough-design-maturity-model/ )

10. What I’m not talking about
(though relevant and important!) Frames, Metaphors,
Language (a la Lakoff),
Linguistic Relativity
Cynefin Framework
Tame, Complex,
Wicked and Super-
Wicked Problems
Systems
Chaotic, Complex, Complex and Thinking
Simple Problems
Known vs Unknown Problems
4 Types of Problem Adjacent
According to Drucker, there’s four types of problems:
Problems
1. Truly Generic (individual occurrence is a symptom;
Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution
3. Truly exceptional, truly unique
4. Early manifestation of a new generic problem

11. What I’m not talking about
(though relevant and important!) Frames, Metaphors,
Language (a la Lakoff),
Linguistic Relativity
Cynefin Framework
Tame, Complex,
Wicked and Super-
Wicked Problems
Systems
Chaotic, Complex, Complex and Thinking
Simple Problems
Known vs Unknown Problems
4 Types of Problem Adjacent
According to Drucker, there’s four types of problems:
Problems
1. Truly Generic (individual occurrence is a symptom;
Two Different Kinds of Compromises)
2. Generic, but Unique for the individual institution
3. Truly exceptional, truly unique
4. Early manifestation of a new generic problem
Unicorns!

12. Build a tricycle
with wings!
*

13. Build a tricycle (SILLY REQUEST)
with wings!
*

14. Build a tricycle (SILLY REQUEST)
with wings!
*
B
What color
do you
want it?

15. Build a tricycle (SILLY REQUEST)
with wings!
*
B
B
What color
do you
want it?
We can try
out some
HTML5-coated
titanium!

16. Build a tricycle (SILLY REQUEST)
with wings!
*
B b
We can try Stop.
out some Why is this
HTML5-coated valuable? And
titanium! for whom?
B
What color
do you
want it?

17. Build a tricycle (SILLY REQUEST)
with wings!
*
B b
We can try Stop.
out some Why is this
HTML5-coated valuable? And
titanium! for whom?
B
What color
do you
want it?

18. Let’s name some
bad requests.

19. But first… Write down a recent problem you were asked to solve.

20. write some case
studies to show
how our customers We need a health
love us! game to help employees
meet wellness goals
Is this the real problem, or are we…
“Anchoring”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions

21. Product or Task Focused Experience Focused.
Design a vase. Design a better way
for people to enjoy
flowers in their home.

22. Product or Task Focused Experience Focused.
Design a better search Design a better way to learn
engine results page. about [topic]

23. Product or Task Focused Experience Focused.

24. Product or Task Focused Experience Focused.
Calculator Calcbot Soulver

25. If we’re thinking of [designing] a lunchbox we’d
be rea&y careful about not having the word “box”
already give you a bunch of ideas that could be
quite narrow. Because you think of a box as being
square and like a cube. And so we’re quite careful
with the words we use, because those can
determine the path you go down.
— S I R J O N AT H A N I V E O N “ B L U E P E T E R ”

26. We need a new Drupal
CMS to make it easier for
our team to edit pages.
Our company needs a
Sharepoint installation.
Is this the real problem, or are we…
“Solutioneering”
Framing the problem in terms of a technology purchase
when the issues may not be technical

27. We need our new site
to be able to do this,
this and this.
Is this the real problem, or are we…
“Wishlisting”
Framing a problem as a set of desired features

29. We're going to be
the iTunes of health This will be the
insurance! Angry Birds of online
shopping!
Is this the real problem, or are we…
Y “Buzzwording”
Likening the solution to some other popular product or
service

30. Friendster + Tribe
A tool for students to log into
+ Craigslist
the computer lab, but also a way
for teachers to sift through
student data
YouTube meets
Craigslist
Is this the real problem, or are we…
“Frankensteining”
Framing the problem as a blend of things (that may or
may not mix)

33. iTunes
+ iPhoto
+ YouTube
+ Facebook
+ Cloud Storage
Is this the real problem, or are we…
“Boiling the Ocean”
Framing the problem as a HUGE blend of things that
are most certainly not acheivable out of the gate!
Eva-Lotta Lamm drew this!

34. We need more customer
support folks to answer all
these incoming calls.
Is this the real problem, or are we…
“Treating a Symptom”
Reacting to urgent problems rather than seeking the
reason for that problem

35. We need more customer
support folks to answer all
these incoming calls. Why are you
gettting so many calls?
How can we improve the
product to reduce the
Is this the real problem, or are we…
number of incoming
“Treating a Symptom” calls?
Reacting to urgent problems rather than seeking the
reason for that problem

36. Our customers don’t
know how to use [x].
Let’s give them more
training... or add more
instructional text.
Or maybe a ‘tooltip’ to
explain what to do.

39. (Insert Jeremy’s example from Quizno’s)

40. The problem of getting a kid to learn to ride a bike… Two solutions:
training wheels pushbike
The engineer looks at the problem and says "Oh, Timmy falls down. The designer looks at the problem and says: "What if Timmy keeps
We can fix that:" falling down because he isn't learning to balance, in turn because
we're giving him too many things to learn at once? What if we take
something away?"
http://doriantaylor.com/teaching-timmy-to-ride

41. We must fix this now! I’ve got
several customers complaing
about our new changes
Is this the real problem, or are we…
“Amplifying the Feedback”
Allowing the complaints (or praise) of a few people to
drive decisions, even when statistically invalid

42. We’ve tried that
Our technology doesn't before
allow us to do that The Senior VP will
never go for that
Is this the real problem, or are we…
“Hamstringing”
Artificially constraining the problem with assumptions
(usually tech, user or political)

43. We’ve tried that
Our technology doesn't before
allow us to do that The Senior VP will
never go for that
“John selects a nearby fishing
spots on the map”
“John needs a way to discoor r a we…
Is this the real problem, ve are
great new fishing spot”
“Hamstringing”
Artificially constraining the problem with assumptions
(usually tech, user or political)

44. We need a
Facebook page!
We need a blog
Is this the real problem, or are we…
“Bandwagoning”
Framing the problem as something important to do
because everyone else it doing that thing

45. Book a hotel
Is this the real problem, or are we…
“Narrowing the problem”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions

46. Book a hotel User needs to compare pr
icing.
which sellers will give me
the products I want with
the
best contract offer?
Is this the real problem, or are we…
“Narrowing the problem”
Framing the problem in the context of a specific
solution which immediately discounts all other solutions

47. We need a new
homepage to promote
our featured deals. Users will complete brief
conversation surveys that will
help us measure program impact
Is this the real problem, or are we…
“Pacifying [insert name]”
Problem is framed entirely in terms of one group's
priorities (typically the business)

48. User will book a
hotel w/ Expedia People will educate their
families, friends about our
life saving product
Is this the real problem, or are we…
“Being Presumptuous”
Presuming users will do some implausible activity.

49. Is this the real problem, or are we…
“Overlooking the Obvious”
Problem as presented is missing a vital piece of
information or based on a flawed assumption

50. Where to best add armor to the plane's structure?

51. Where to best add armor to the plane's structure?

53. A B

54. A B
WRONG PROBLEM!

56. ! ?

57. ! ?
(RIGHT PROBLEM TO SOLVE)

59. [Insert whatever you like -
the HiPPO* asked for it…]
Is this the real problem, or are we…
“Ego Stroking”
Problem exists because it's important to the HiPPO
*Highest Paid Person’s Opinion

60. Like AirBNB, but with
this missing feature
Is this the real problem, or are we…
“Flavoring”
Framing the problem as an existing product + “missing”
features.
*credit goes to Matthew Milan for this one!

61. "Don't spend too
much time on this"
M.V.P.*
Is this the real problem, or are we…
“Satisficing”
Aims for a "good enough" solution that avoids the risk
and costs associated with identifying and responding to
the root problem
*as practiced!

62. Just copy Amazon
Is this the real problem, or are we…
“Following the Leader”
Framing the problem as having been already been
solved by someone else

63. We're building THE
Community for parents of ALREADY EXISTS!
Type I diabetics
Is this the real problem, or are we…
“Supsending Reality”
Believing the problem has not been solved already.

64. This UI looks great while we
only have a few options, but we’ll
have hundreds in a few years!
We need to design for both…
Is this the real problem, or are we…
“Future Proofing”
Solving for a problem that doesn’t exist yet

65. Anchoring Narrowing the problem
Solutioneering Pacifying [insert name or role]
Wishlisting Being Presumptuous
Buzzwording Overlooking the Obvious
Frankensteining Ego Stroking
Boiling the Ocean Flavoring
Treating a Symptom Satisficing
Amplifying the Feedback Following the Leader
Hamstringing Supsending Reality
Bandwagoning Future Proofing
Please add to, edit, and improve this list:
http://bit.ly/badproblems

66. “So… How can I write a GOOD problem statement?”

67. One simple tip:

68. Ask Why

69. Getting to the real
problem…

70. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

71. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

72. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

73. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

74. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

75. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
x x
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
Y =

76. requirements (and user stories)
1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

77. 1 Ignore requirements (and user stories)
for clarity (why? why? why?)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

78. 1 Ignore requirements (and user stories)
for clarity (why? why? why?)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
My wallpaper is peeling off–
5 Separate Real from Perceived Constraints
how do I get the wallpaper to
6 Step back, look for complementary projects… and people!
stay on the wall?
7 Rinse & repeat. Learn along the way.
Why is it falling off the wall?
The wall is wet
Why is the wall is wet?
The wall is wet because there’s a
leak in the attic.
Why is there a leak in the attic?

79. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
Who needs what by when?
7 Rinse & repeat. Learn along the way.
Focuses on Desired Outcomes
Why do they want it?
Shifts the conversation to Experiences
What are their conditions of
Desired Creates a Generative Thinking Space
satisfaction?
Outcome(s) Focuses on Value
How will we measure success?
Worksheet Encourages Objective Feedback
If Who = user
What Needs and Insights are driving this request?

80. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
Who needs what by when?
7 Rinse & repeat. Learn along the way.
Why do they want it?
What are their conditions of
Desired satisfaction?
Outcome(s) How will we measure success?
Worksheet If Who = user
What Needs and Insights are driving this request?

81. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
desired outcomes
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
A teenage girl with a bl
6 Step back, look for complementary projects… and people!ak e
oneeds what by to fe
Who utlook needswhen?el more
7 Rinse & repeat. Learn along the way.
s do ally acc p
Why ocithey wanteit?ted when eating
healttheir ood, because in
sWhat are hy f conditions of
A teenag e girl need hood a social risk is mo
her
Desiredous food dange
iti satisfaction? re
more nutr rous tha
re will we measure success? n a health risk
Outcome(s)ins a How
ause vitam
bec
Worksheet ealth If Who = user
to good h
vital
What Needs and Insights are driving this request?
*example from Stanford D. School

82. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
conflicting desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
User Goals
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
the
Sweet
Spot!
Desired
Outcome(s)
Business Goals

83. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
conflicting desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
User Goals
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)
the
Sweet
Spot!
Desired
Outcome(s)
Business Goals

84. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
Desired
Outcome(s)

85. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired
Outcome(s)
CONSTRAINT

86. Separate Real from Perceived Constraints
You can pry the greenscreen
out of my cold, dead hands

87. Separate Real from Perceived Constraints
Our technology stack doesn’t
let us do that…
The CEO will never go for
that
We’ve already tried
something like that

88. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
Real from Perceived Constraints
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired
Outcome(s)
CONSTRAINT

89. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.
CONSTRAINT
CONSTRAINT
CONSTRAINT
CONSTRAINT
Desired Desired
CONSTRAINT
CONSTRAINT
Outcome(s) Outcome(s)
CONSTRAINT

90. Project A
Project B
Project A
Project B
Project C

91. Step back, look for complementary projects… and people!

92. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

93. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
back, look for complementary projects… and people!
6 Step back, look for complementary projects… and people!
7 Rinse & repeat. Learn along the way.

94. 1 Ignore requirements (and user stories)
2 Keep questioning for clarity (why? why? why?)
3 Define the desired outcomes
4 Resolve conflicting desired outcomes
5 Separate Real from Perceived Constraints
6 Step back, look for complementary projects… and people!
repeat. Learn along the way.
7 Rinse & repeat. Learn along the way.

95. Stop.
Why are we
doing this? What
is the Desired
Outcome?

96. Good. You're
finally asking the
right questions!

97. Thank you!
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getmentalnotes.com
Stephen P Anderson
.
@stephenanderson
www.poetpainter.com