Design thinking has swept corporate America, but is underutilized in the nonprofit sector. Presented at the 2014 national BoardSource Leadership Forum (BLF), this presentation by consultant Theresa Reid introduces nonprofit leaders to principles of design thinking.
Facilitate a Virtual Crash Course.
It's simple, fun, and educational.
http://dschool.stanford.edu/dgift
This playbook supports a 90-minute virtually-facilitated workshop where participants are taken through a full design cycle by participating in The Gift-Giving Project.
A workbook that facilitates a User Centered Design Charrette created by students in the Human Centered Design and Engineering Department at the University of Washington.
Facilitate a Virtual Crash Course.
It's simple, fun, and educational.
http://dschool.stanford.edu/dgift
This playbook supports a 90-minute virtually-facilitated workshop where participants are taken through a full design cycle by participating in The Gift-Giving Project.
A workbook that facilitates a User Centered Design Charrette created by students in the Human Centered Design and Engineering Department at the University of Washington.
During the Define stage, you put together the information you have created and gathered during the Empathise stage. This is where you will analyse your observations and synthesise them in order to define the core problems that you and your team have identified up to this point. You should seek to define the problem as a problem statement in a human-centred manner.
Critique is a vital skill for any good designer. Here we talk about it's application in everyday life as well as the formal work we do with clients as UX Designers.
This talk has been given at a number of conferences by myself and the amazing Aaron Irizaryy (http://www.thisisaaronslife.com/)
We'll be keeping the most up-to-date version of the slides uploaded here. If you'd like a copy from a previous iteration, please get in touch with either Aaron or myself, and we'll happily get one to you.
Updated 5/55 to the version used at WebVisions Portland in 2012.
User Centered Design module for Master study in Enterprise Management. Main arguments are Design Thinking, Lean UX Digital Entity “The Hive” methodology, Usability.
This slide is presented in front of pre-service teachers who are going for their practicum in schools around Malaysia. Design Thinking involves 5 phases i.e. Empathise, Define, Ideate, Prototype, and Test.
A workshop given by Joe Fournet of Ideas & MORE to the Professional Development for Marketers SIG of the American Marketing Association Houston. It covers tips and techniques for idea generation and sparking creativity.
Attached are my slides for UCD2015 London. My talk is about taking time to understand the "frames" of those you work with to resolve conflict, create amazing things, and ultimately have fun. It's about relationships.
Design Thinking Meetup: Sparkle-ize It (or, what to do when you get a napkin)DesignMap
Every designer has had the experience at one point or another of having someone (usually a Product Manager, sometimes an Engineer) draw a screen for them, and ask them to take it and make it look good. Tools like Balsamiq and Axure are only making this more common. Writers, Product Managers and Engineers -- pretty much everyone with a boss or a coworker has experienced someone coming to them and assuming they were the end of the important process and just needed a little polish.
This happens for one (or many) of several reasons:
- They don't have time to think about or discuss alternatives
- They think it's the best solution
- They don't know how to connect the picture that's in their head with the goals they have in mind (or if they connect).
- They think you have little to offer besides making tarting up their idea ("Make it sparkly")
Too often, Designers assume point #4, get insulted, but sparkle-ize it anyway. It's demoralizing and often results in sub-par products (they are at least not as good as they could be). This happens in other contexts too: Researchers tell Product Managers how they should change their products. Designers tell Engineers how they should implement what's designed. Most of us are guilty of assuming #4 at some point, whatever our roll is.
This talk is about how to "reverse out" design thinking. How to look at a napkin drawing and work with the person who drew it to understand what their goals were when they made it, and to propose alternative solutions.
Conversely, if you think in solutions and can't help handing scribbles on napkins to your colleagues, it's about how to back out your own thought process and get more and better contributions from your colleagues.
Either way, it's about better solutions.
(Related blog post at http://www.designmap.com/practice/sparkle-ize-it/)
During the Define stage, you put together the information you have created and gathered during the Empathise stage. This is where you will analyse your observations and synthesise them in order to define the core problems that you and your team have identified up to this point. You should seek to define the problem as a problem statement in a human-centred manner.
Critique is a vital skill for any good designer. Here we talk about it's application in everyday life as well as the formal work we do with clients as UX Designers.
This talk has been given at a number of conferences by myself and the amazing Aaron Irizaryy (http://www.thisisaaronslife.com/)
We'll be keeping the most up-to-date version of the slides uploaded here. If you'd like a copy from a previous iteration, please get in touch with either Aaron or myself, and we'll happily get one to you.
Updated 5/55 to the version used at WebVisions Portland in 2012.
User Centered Design module for Master study in Enterprise Management. Main arguments are Design Thinking, Lean UX Digital Entity “The Hive” methodology, Usability.
This slide is presented in front of pre-service teachers who are going for their practicum in schools around Malaysia. Design Thinking involves 5 phases i.e. Empathise, Define, Ideate, Prototype, and Test.
A workshop given by Joe Fournet of Ideas & MORE to the Professional Development for Marketers SIG of the American Marketing Association Houston. It covers tips and techniques for idea generation and sparking creativity.
Attached are my slides for UCD2015 London. My talk is about taking time to understand the "frames" of those you work with to resolve conflict, create amazing things, and ultimately have fun. It's about relationships.
Design Thinking Meetup: Sparkle-ize It (or, what to do when you get a napkin)DesignMap
Every designer has had the experience at one point or another of having someone (usually a Product Manager, sometimes an Engineer) draw a screen for them, and ask them to take it and make it look good. Tools like Balsamiq and Axure are only making this more common. Writers, Product Managers and Engineers -- pretty much everyone with a boss or a coworker has experienced someone coming to them and assuming they were the end of the important process and just needed a little polish.
This happens for one (or many) of several reasons:
- They don't have time to think about or discuss alternatives
- They think it's the best solution
- They don't know how to connect the picture that's in their head with the goals they have in mind (or if they connect).
- They think you have little to offer besides making tarting up their idea ("Make it sparkly")
Too often, Designers assume point #4, get insulted, but sparkle-ize it anyway. It's demoralizing and often results in sub-par products (they are at least not as good as they could be). This happens in other contexts too: Researchers tell Product Managers how they should change their products. Designers tell Engineers how they should implement what's designed. Most of us are guilty of assuming #4 at some point, whatever our roll is.
This talk is about how to "reverse out" design thinking. How to look at a napkin drawing and work with the person who drew it to understand what their goals were when they made it, and to propose alternative solutions.
Conversely, if you think in solutions and can't help handing scribbles on napkins to your colleagues, it's about how to back out your own thought process and get more and better contributions from your colleagues.
Either way, it's about better solutions.
(Related blog post at http://www.designmap.com/practice/sparkle-ize-it/)
California Association of Museums Conference
March 7, 2014
Speakers:
Susan Spero, JFK University
Dana Mitroff Silvers, Design Thinking for Museums
Karen Kienzle, Palo Alto Art Center
Brianna Cutts, Sibbett Group
My 30 favoutite tools in DesignThinking projects and Workshops. 10 Basics , 10 Nice to have and 10 Over the top.
No need to use them all everytime, but it is good to know they are available in you kit.
Design Thinking Bootcamp - General Assembly - Mike BiggsMike Biggs GAICD
In increasingly complex times, innovation and collaboration skills are becoming vital to businesses, and both principles are essential in Design Thinking. This hands-on workshop will lead you through the design thinking process, taught by a design thinking professional that lives and breathes in this space.
This two-part workshop series will introduce the fundamentals of human-centered design and how this approach can help develop innovative solutions for the complex challenges we face as businesspeople, creatives and entrepreneurs.
During the fast paced sessions, you will be introduced to user centred design principles at the research, ideation and idea synthesis stage of the the design thinking process.
We'll cover the theory then workshop through the practical aspects of each of the stages the the core Design Thinking process. Learn how to conduct simple user research studies and how to implement research-driven insights to help make better decisions and product improvements. Also covering the concept of convergent/divergent thinking, rapid problem solving and prototyping, and collaborative design. Students will also be introduced to key practical tools which are integral in the process such as research collection tools, distributed design collaboration, web based prototyping, and testing/measuring.
Outcomes
- Understand how to apply human-centered design principles to tackle complex challenges.
- Identify new ways to serve and support people by uncovering latent needs, behaviours, and desires.
- Learn specific techniques and tools to improve research, ideation, and prototyping.
The shorter version of these slides was presented at Amuse UX 2015 Special Meetup (Budapest, Hungary) — http://www.meetup.com/UXbudapest/events/225944151/.
A 2 day Workshop outline to discover the driving purpose of your company or brand. Facilitated by Invitro Innovation's Angela Koch in Singapore, Malaysia, Hong Kong, Indonesia, Thailand and Taiwan.
10 file downloads will be permitted
"What Have You Done Tomorrow" @ HR Vision Amsterdam 2015Volker Hirsch
The slides to my keynote delivered at the opening dinner of the HR Vision Amsterdam 2015 conference. I am dealing with the rapid change societies around the world will face with the ascent of faster computing, AI and robotics. Not only dystopian, I also offer thoughts about some pathways to look at for humanity to start making the most of this.
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.
"IDEO의 디자인 Thinking"
(Design Thinking from IDEO)
"왜 IDEO는 혁신적인가?"
혁신의 상징, 거대기업들이 끊임없이 배우고자 하는 창의적 사고.
그 중심에는 'Design Thinking'이 있습니다.
IDEO의 사례들과 디자인Thinking의 프로세스를 알아보세요!
창의적인 1%의 비밀노트, Beecanvas 페이스북페이지에서 만나보세요!
- http://facebook.com/beecanvas
슬라이드쉐어에서도 만나보실 수 있습니다.
- https://www.slideshare.net/BeeCanvas
모든 아이디어 발상 테크닉들을 페이지에서 만나보세요!
사진 출처 : https://flic.kr/p/jKqgHD
- Stilte na de brainstorm Impact Hub Amsterdam
원작자 플리커 : https://www.flickr.com/photos/mvonederland/
- MVO Nederland
참고 : http://en.wikipedia.org/wiki/Design_thinking, OPENIDEO
10 Revealing Statistics About Compensation & Benefits You should KnowElodie A.
Discover the real secrets to compensation and benefits, and see what employees really want from their companies.
Learn more on Officevibe, the simplest tool for a greater workplace:
https://www.officevibe.com/
Download this slideshare for later:
http://bit.ly/2mbvfvM
Download your free guide about the ONE perk guaranteed to increase job satisfaction:
http://bit.ly/2mbuId2
A design process is a systematic problem-solving strategy, with criteria and constraints, used to develop many possible solutions to solve or satisfy human needs or wants and to narrow down the possible solutions to one final choice.
2021.08.19 Class 1.2 MGT1022 Lean Startup Management.pptxNishanttiwari355054
The Lean Startup provides a scientific approach for creating and managing start-ups and get a desired product to customers' hands faster.
The Lean Start-up method teaches you how to drive a start-up-how to steer, when to turn, and when to persevere-and grow a business with maximum acceleration.
It is a principled/systematic approach to new product development.
Eliminate uncertainty.
Develop a Minimum Viable Product (MVP).
Introduction to Design thinking 2015 by Vedran AntoljakVedran Antoljak
Design Thinking presentation for those designers that have not been in touch with consulting business and those managers that don't know much about design.
A basic introduction to the principles of design thinking and how they can be used successfully in product design and development. This presentation was used for facilitating a workshop "Design Thinking for Product Design."
Design Thinking | User Experience | Product developmet by Hitesh SubnaniHiteshSubnani
Design thinking is a non-linear, iterative process that seeks to understand users, challenge assumptions, redefine problems and create innovative solutions to prototype and test.
~By Hitesh Subnani
Similar to Using Design Thinking to Enhance Your Nonprofit's Impact (20)
New Explore Careers and College Majors 2024.pdfDr. Mary Askew
Explore Careers and College Majors is a new online, interactive, self-guided career, major and college planning system.
The career system works on all devices!
For more Information, go to https://bit.ly/3SW5w8W
The Impact of Artificial Intelligence on Modern Society.pdfssuser3e63fc
Just a game Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?Assignment 3
1. What has made Louis Vuitton's business model successful in the Japanese luxury market?
2. What are the opportunities and challenges for Louis Vuitton in Japan?
3. What are the specifics of the Japanese fashion luxury market?
4. How did Louis Vuitton enter into the Japanese market originally? What were the other entry strategies it adopted later to strengthen its presence?
5. Will Louis Vuitton have any new challenges arise due to the global financial crisis? How does it overcome the new challenges?
Exploring Career Paths in Cybersecurity for Technical CommunicatorsBen Woelk, CISSP, CPTC
Brief overview of career options in cybersecurity for technical communicators. Includes discussion of my career path, certification options, NICE and NIST resources.
2. 2
Welcome!
Theresa Reid, PhD, Founder and Principal
Theresa Reid, PhD + Associates, Consulting
Ann Arbor, Michigan
734-272-3634
http://tareidconsulting.com
theresa@tareidconsulting.com
3. 3
Intro: Workshop Structure
Introduction (now) (3.5 minutes)
Part I (15 minutes): Introduction to six steps of design thinking
Part II (40 minutes): Practice in first two steps of design thinking
Part III (15 minutes): Review pre-design work
Closing (1.5 minutes)
4. 4
Intro: Learning Outcomes
At the end of this session, you will:
Be able to answer the question, “What is design thinking?” better when than when you walked in the door.
Have begun to consider how you might use design thinking in your own organization.
Have learned by practicing the first two steps.
5. 5
Intro: Takeaways
“Empathy notes” from a partner about something that’s troubling you at work.
A draft statement of the “design challenge” developed by your partner in response to your thoughts.
7. 7
Part I
What is design thinking?
Design thinking is a six-stage, team-based process of product or program development rooted in empathy and characterized by creative collaboration and rapid experimentation and revision.
13. 13
Stage 1: Empathize
EMPATHY is the foundation and touchstone of design thinking.
Most design flaws result from a failure of empathy with the lived experience of the end user.
21. 21
Our Responsibility
Mid-century management guru Edwards Demming:
“A bad system will defeat a good person every time.”
“First, do no harm.” = Don’t create bad systems.
24. 24
Stage 1: Empathize
Empathizing means getting out of your office and interacting with end users, living in their shoes, before you begin designing programs, and throughout the process to make sure you’re on the right track.
25. 25
Stage 1: Tools for Empathy
Interviews (individual and group).
Observation / immersion. You’re not looking for what they think they want – you’re looking for what they need, based on what they do.
26. 26
Stage 1: Tools for Empathy
Engaging with your own and others’ programs as an end user.
“Beginner’s mind” – free yourself from expectations & assumptions.
Careful recording (taking notes and photos, making sketches, video & audio recording).
28. 28
Stage 2: Define
Define the “design challenge.”
Distill your team’s empathy research findings to answer:
What need do we intend to address?
29. 29
Steps to Definition
Collect impressions & images.
Pay close attention to emotions, motivation, context.
Post.
Cluster.
30. 30
Steps to Definition
Notice patterns.
Identify themes.
Note disjunctions and contradictions.
Discuss.
Draft.
31. 31
Evaluate Your “Design Challenge”
Is it:
Human-centered (articulating a human need, with emotions attached).
Framed with an action verb such as “create,” “adapt,” “develop,” or with a question: “How can we . . . ?”
32. 32
Evaluate Your “Design Challenge”
Further, is it:
Broad enough to discover areas of unexpected value.
“Build a ladder to scale the wall.”
“Devise a safe, affordable means for getting over obstacles.”
Narrow enough to be manageable .
“Create strategies for ending child abuse and its causes.”
“Devise easy ways for parents at risk of abusing their children to get the supports they need.”
33. 33
Stage 3: Ideate
Use a range of ideation strategies, including but not limited to brainstorming, to generate lots of possible solutions.
This stage is generative, outward-flowing, proliferating, creative.
37. 37
How to Prototype
Prototype to think. Build as a process of thinking.
Create a Minimum Viable Product (MVP): an early version of a product or service, containing only the features that need to be used and evaluated by early users.
Using an MVP saves time & money by getting feedback from end users quickly.
.
43. 43
Key to Prototyping
Speed and openness.
Prototyping is building as a process of thinking and learning, not thinking, thinking, thinking . . . then building, building, building . . . then piloting.
44. 44
Stages 5 & 6: Test & Revise
Involve end users in evaluation of prototype, incorporate their feedback into revised prototype, test again with end users.
Be willing to “pivot” – to significantly change direction if your prototyping and testing reveal that you need to reconceptualize the design challenge .
46. 46
Part II: Practice
Stand up.
Find a stranger to partner with.
Introduce yourselves.
Give a genuine compliment.
(2 minutes)
47. 47
Part II: Practice Goals
Empathy research
Working in pairs, understand a work-related problem that’s bothering your partner.
Definition practice
Define it as a human-centered design challenge in a way that is clarifying for your partner.
48. 48
Part II: Practice Stage 1: Empathy Research Ground Rules
Complete confidentiality.
Interviewer: Your goal is to understand your partner’s thoughts, feelings, motivations, constraints, and needs. No judging.
Interviewees: Give your interviewer something to work with. To the extent possible, allow yourself to be vulnerable. Be forthcoming, informative, frank.
Take notes to share with your partner, but prioritize listening.
49. 49
Part II: Practice Stage 1: Empathy Research
Ask questions that encourage stories: “Tell me about the last time you …”
Why? How? What if? When?
Allow for silence.
Ask naïve questions.
Ask questions neutrally. “What do you think?” vs. “Don’t you think?”
50. 50
Part II: Practice Stage 1: Empathy Research
Some options:
What is bothering you at work right now? Why?
Tell me about the last time you saw it in action. How did you react? Others? Why?
What worries you? What part is in your control? What is not in your control?
What do you most want? What do you fear? Why?
51. 51
Part II: Practice Empathy Research
1st round:
4 minutes each
2nd round:
2 minutes each
53. 53
Part II: Practice Define
What is the “design challenge”?
54. 54
Part II: Practice Define
A useful format for drafting design challenges:
[USER]
needs
[USER’S NEED]
because
[SURPRISING INSIGHT DERIVED FROM EMPATHY RESEARCH].
55. 55
Part II: Practice Stage 2: Define
MINIMUM EMPATHY
A teenage girl needs more nutritious food because vitamins are essential to good health.
Poor villagers need to adopt savings accounts early in life because otherwise they’ll be impoverished in old age.
EMPATHIC
A teenage girl with a bleak outlook needs to feel more socially accepted when eating healthy food, because in her world a social risk is more dangerous than a health risk.
Poor villagers need an attractive, easy, socially approved way to create a financial safety net for their old age because they believe that only God will determine their future .
56. 56
Part II: Practice Define
MINIMUM EMPATHY
Entities that maintain public restrooms need restroom designs that will eliminate graffiti because removing it is a high recurring cost that is passed on to the public.
Carol needs a way to talk with her Board president because her Board president is frightening.
EMPATHIC
People who deface public restrooms with graffiti need alternate modes of communication that are not costly to the public because they see bathroom graffiti as a right of self-expression.
Carol needs more strategies for engaging her Board as equals because Carol’s overbearing father has made her chronically intimidated by authority.
57. 57
Part II: Practice Define
To demonstrate empathy, your statement should be
Human-centered: based on your partner’s needs.
Responsive to your partner’s emotions, motivation, context, & constraints.
Attainable but not prescribed.
58. 58
Part II: Practice Stage 2: Define
What is your partner’s “design challenge?”
5 minutes, draft alone
6 minutes discuss & revise
59. 59
Part II: Practice Debrief
Examples of design challenges.
Questions/comments about difficulties or pleasant surprises in process.
60. 60
Part II: Practice Looking Ahead
Quick review of next stages:
Stage 3: Ideation
Stage 4: Prototype
Stages 5 & 6: Test & Revise & Test and Revise . . . .
61. 61
Part III: Pre-Design Work
Questions to answer before you start:
How long will the design-thinking process take?
What are the constraints on the solution?
Who should be on the design team?
Where, how, with whom will we do our empathy research?
What other tools will we need?
62. 62
Part III: Pre-design Work How long will this take?
63. 63
Part III: Pre-design Work How long will this take?
To answer this question, define your scope.
The time you spend will depend on your resources, needs, and urgency.
64. 64
Part III: Pre-design Work How long will this take?
Develop a timeline.
Time allocated for each step will be determined by scope of the problem and total time and resources available.
Everyone needs to know when the process ends, in order to maintain productivity, focus, urgency.
65. 65
Part III: Pre-design Work Clarify Constraints
66. 66
Part III: Pre-design Work Clarify Constraints
It is unrealistic to say “Think outside the box!” when very real constraints will determine what is and is not possible. For instance:
What are the constraints on usable design solutions?
What level of authority does the design team have?
To whom does it report, when, and with what data?
What is the decision-making process for implementation?
67. 67
Part III: Pre-design Work Pick the right team.
5 – 8 people, including a facilitator.
Diverse along the lines of gender, ethnicity, age, expertise, and position in the organization.
68. 68
Part III: Pre-design Work Pick the Right Team
Every member of the team needs to have following assets:
Capacity for empathy and creative thinking.
Interest in the design process.
The ability to drop preconceived notions and think afresh about familiar topics (Zen practice, “beginner’s mind”).
Commitment to the organization.
Time to dedicate to the design project – time that needs to be budgeted for and granted by management.
69. 69
Part III: Pre-design Work Plan Ahead
Build in time for tasks such as
Planning your empathy research methods.
Selecting, recruiting, and scheduling interviewees and locations for observation.
Researching and selecting idea-generation techniques .
Securing a dedicated space for the design team to use throughout the process.
70. 70
Closing
When is design thinking useful?
For human-centered problems.
Value creation, delivery, and capture.
When you feel stuck. When your ordinary processes aren’t working. When you fear you aren’t getting the bang for your buck. When effectiveness is falling off.
71. 71
Conclusion
Design thinking is not magic, but it can be a valuable new tool for driving your organization to well- informed, empathic, and effective activities.
72. 72
Resources
Tim Brown, “Design Thinking,” in Harvard Business Review: http://www.ideo.com/images/uploads/news/pdfs/IDEO_HBR_Design_Thinking.pdf
Tim Brown, “What does design thinking feel like?” http://designthinking.ideo.com/?p=51/#content
IDEO, the Human-Centered Design Toolkit, http://www.ideo.com/work/human-centered-design-toolkit/
Stanford University dSchool “Bootcamp Bootleg”: http://dschool.stanford.edu/wp-content/uploads/2013/10/METHODCARDS- v3-slim.pdf